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Industries, companies, and public organizations will all be disrupted in the years ahead, both by digital technologies and by adjustments to the alarming onset of climate change. The context for this book is that the future will force companies to migrate to a new management model better suited for the new time, the Digital and Sustainable Age. I first observed key elements of this new approach in use at Google. My findings were published in an award-winning journal article and in my 2014 book The Google Model: Managing Continuous Innovation in a Rapidly Changing World. Then, starting early in 2014, I expanded my studies. The goal was to ascertain whether I was, in fact, on to something that might be widely applicable. So, I combed through writings by a multitude of eminent business scholars, consultants, journalists, and executives worldwide, searching for evidence on what works best for managing amid rapid change. At the same time, I widened my own inquiries to look at companies which, like Google, had become well known for their growth and innovativeness in Silicon Valley. These companies were Tesla, Apigee, and the social-networking leaders Facebook, LinkedIn, and Twitter. I found a remarkable convergence. The companies turned out to be using management principles and practices that not only were similar to each other’s, and to Google’s, but were also congruent with the best management practices identified in my global review of leading research literature.1 I labeled these practices “The Silicon Valley Model” because, at the time, the Valley was where they appeared to be most highly developed and most thoroughly applied. The results of the further study—including a detailed description of the model—were published in The Silicon Valley Model: Management for Entrepreneurship by Steiber and Alänge in 2016. Then shortly afterward, Haier, the global home appliance firm, invited me to visit its headquarters in China. People at Haier wanted to discuss their own management model, which in their view was even more advanced than the Silicon Valley Model. That visit became the trigger for my third book Management for the Digital Age: Will China Surpass Silicon Valley? which further extends the inquiry begun in the first two. The third book is based on an extensive literature review about China and six case companies: Haier, Alibaba, Tencent, Baidu, Xiaomi, and Huawei. The literature review was conducted over one year and was complemented with selected interviews with people who had good knowledge about China and/or any of the Chinese case companies, and preferably could also relate this knowledge to one or several of the Silicon Valley-based companies. The result was surprising. As a consequence of the new digital economy, as well as of lessons learned over 40 years, the Chinese case companies applied the same management principles as do the ones in Silicon Valley. Further, China seemed to have become the next cradle of management innovation. Why does that matter? Because management innovations are as important to economic progress as technological innovations. In fact, management innovations make more technological innovations possible. And conversely, technological innovations, which contribute to increased business value, often require management innovations. This means that the regions/countries that take a lead, not only in technological innovations but also in management innovations, will have a major business advantage over regions/countries that take the roles of followers and are always in a “passive react mode.” Furthermore, research shows that management innovations disseminate much more slowly than technological innovations. This means, in the best of cases, that a region/country taking a lead in management innovations could have competitive advantages for decades, before others have adopted the new management principles and implemented new operational practices. The epicenter of management innovations has moved over time from the U.K., and Europe at the end of the 1800s, to the East Coast of the USA from the 1920s, and then later in the 1900s, first to Japan and then to Silicon Valley, and now, as it seems, over to China. The result is not only that Chinese companies can scale and remain highly innovative, but also that the Western world now needs to start learning management innovations from China, rather than the other way around. The present book has been written for a combination of reasons: first, to summarize why a new management model is needed in a digital economy, as well as to outline the necessary core capabilities of this “new” form of organization. Second, to highlight some common characteristics of leading “digital winners” in Silicon Valley and China, two cradles of digital technology innovations as well as management innovations.