科技型企业家全景画像：六大创新内核与代际演进

Core Viewpoint - The article emphasizes the strategic value of technology-driven entrepreneurs in the context of global technological competition and innovation-driven development in China, highlighting their role as key integrators of technology, talent, capital, and market [1][2]. Group 1: Definition and Characteristics of Technology-driven Entrepreneurs - Technology-driven entrepreneurs are defined as individuals with high scientific literacy and exceptional innovation and entrepreneurship capabilities, able to transform cutting-edge technological achievements into real productive forces and create commercial value [3][4]. - Their core DNA consists of a dual spiral of scientific spirit and business thinking, combining long-term research dedication with the ability to convert technology into market value [4][12]. Group 2: Strategic Value Needs of Technology-driven Entrepreneurs - There is an urgent need for technology-driven entrepreneurs to possess three strategic value capabilities: 1. The ability to break through technological barriers and achieve original innovation, as exemplified by Huawei's "Nanniwan Plan" during chip supply challenges [6]. 2. The capacity for industrial integration, facilitating collaboration across the entire supply chain, as demonstrated by BYD's vertical integration model [7][8]. 3. The ability to engage in global competition, enhancing international competitiveness through technological influence and commercial impact, as shown by DJI's dominance in the consumer drone market [9][10]. Group 3: Common Traits of Technology-driven Entrepreneurs - Successful technology-driven entrepreneurs share six common traits: 1. A strong belief in technology as a core driving force, with a commitment to continuous R&D investment [14]. 2. A vision to change the world through technology, aiming for significant societal impact [14]. 3. Long-term perseverance, demonstrating resilience and problem-solving capabilities in the face of challenges [15][16]. 4. A keen sensitivity to market demands, identifying gaps and providing technological solutions [17]. 5. An ability to endure entrepreneurial risks, viewing failures as necessary costs for technological iteration [18]. 6. A commitment to open learning and iterative improvement, integrating various resources for collaborative innovation [19]. Group 4: Generational Differences Among Technology-driven Entrepreneurs - There are notable generational differences between older and younger technology-driven entrepreneurs: 1. Older entrepreneurs, like Ren Zhengfei and Liu Qingfeng, are market-driven innovators who built foundational industries during a period of technological scarcity, focusing on comprehensive industry chain construction [20]. 2. Younger entrepreneurs, such as Wang Tao and Wang Xingxing, are technology-driven innovators who leverage existing technological advancements to create new market opportunities, often entering global competition directly [20]. 3. In terms of core capabilities, older entrepreneurs rely on long-term vertical integration for technological breakthroughs, while younger entrepreneurs excel in modular innovation and rapid product iteration [21][22]. 4. Market strategies differ, with older entrepreneurs employing gradual market penetration and younger entrepreneurs favoring rapid global expansion through technological advantages [23][24]. 5. Resource acquisition approaches vary, with older entrepreneurs depending on policy support and younger entrepreneurs benefiting from decentralized resource networks [25]. 6. Leadership styles contrast, with older entrepreneurs being authoritative and multifaceted leaders, while younger entrepreneurs adopt a more specialized and open leadership approach [26]. Group 5: Implications for Future Development - The differences between older and younger technology-driven entrepreneurs reflect the evolution of opportunities, technological development stages, and global competition dynamics, indicating a dialectical unity of inheritance and evolution [28]. - The article suggests that private enterprises are crucial for nurturing technology-driven entrepreneurs, while state-owned enterprises need to explore systematic and clear pathways for cultivating their own technology-driven leaders [28].