THE logic behind the tour was simple: the world is changing so rapidly that Scottish companies must react now if they are to compete in a few years' time.
It is, of course, more complex than that - the so-called ''knowledge age'' is a plethora of philosophies, cultures, and strategies, all embracing a concept which is intangible yet frighteningly real.
The notion of a ''knowledge economy'' is persuasive, according to Mr Robert Whyte, head of strategic futures at Scottish Enterprise.
He argued a very different type of economy is emerging: one in which many modern cars will have more computing power than Apollo 11 when it landed on the moon, and one in which:
qMore information is demanded, produced, and communicated than at any time in history;
qConsumers demand smarter, customised products; higher level services;
qCompanies must respond through massive investment in new products and processes designed to keep them happy, and one in which:
qInnovation is the crucial competitive edge, as product lifespans become shorter because better things always come along.
Overall, clever products and services will ''increasingly determine how successful we are.''
At the heart of the philosophy is ensuring Scottish firms put great value than ever before on the ''knowledge'' which leads to the smarter products in demand.
The Forth Valley companies set out to California in search of the answers.
Thankfully, it would appear the US models recognise, above all, the value of workforces: Silicon Valley may be entering Star Trek-style final frontiers, but at least it acknowledges the human factor.
However, as a neutral observer, it appeared the mighty dollar rules above all. The blossoming of new technology which some claim will eradicate war, global warming, ozone depletion, pollution, unemployment, cancer - you name it - still smelled of profit.
Many charged with anticipating the future and managing the response also appeared oblivious of the implications. They seemed to have no conscience in cloning man let alone sheep, provided the hybrids result in a surge in economic activity.
Despite the ethics, the Scottish firms accepted they must change if they are to take advantage of emerging new markets in the electronic age.
Forth Valley Enterprise reckons it can be at the heart of such change and it hopes other Scottish enterprise companies will now participate in similar learning journeys at home and abroad.
The first was to Preston, a far cry from San Francisco. It is the home of Leyland Trucks, dubbed the UK's founder member in the evangelistic campaign for change, empowering staff, and team building.
It has become a UK leader in spreading the gospel that autocratic management methods must be abandoned; traditional mindsets broken, with employee satisfaction, morale - and ideas - paramount.
Chief executive John Oliver was once known as a rottweiler who demanded absolute obedience from the shop floor.
Today, he and employee relations' director Charlie Poskett come over (almost) as pussycats. But the sea change has worked, with improved profitability, immense savings in operating costs, and higher quality products.
What they did was sell the idea that managers and workers are a team. Mr Oliver's central message is similar to that in California: no employee should feel any more or less involved than any other in the business.
But there is a paradox: ideas gleaned in Preston and California could lead to job cuts - a potential embarrassment for Forth Valley Enterprise, above all charged with job creation.
Yesterday, its response was blunt: Scottish firms must embrace the ''knowledge age'' if they are to survive.
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