• Save
Corporate Career Vs Consultant Vs Entrepreneur - What does it take to thrive in those three radically different environments
Upcoming SlideShare
Loading in...5
×
 

Corporate Career Vs Consultant Vs Entrepreneur - What does it take to thrive in those three radically different environments

on

  • 3,039 views

“Corporate Career vs Consultant vs Entrepreneur – What does it take to thrive in those three radically different environments?” presented by DestinHaus LLC at the University of California ...

“Corporate Career vs Consultant vs Entrepreneur – What does it take to thrive in those three radically different environments?” presented by DestinHaus LLC at the University of California Irvine, August 27, 2010

Statistics

Views

Total Views
3,039
Views on SlideShare
3,039
Embed Views
0

Actions

Likes
1
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • My background
  • If horses could have voted, there never would have been cars
  • You can use this to deal with change in your business, your team, and even yourself as an individual (to manage your career)

Corporate Career Vs Consultant Vs Entrepreneur - What does it take to thrive in those three radically different environments Corporate Career Vs Consultant Vs Entrepreneur - What does it take to thrive in those three radically different environments Presentation Transcript

  • “ Corporate Career .vs. Consultant .vs. Entrepreneur – What does it take to thrive in those three radically different environments?” DestinHaus LLC Shaping the Present to Create a Better Future University of California, Irvine August 27, 2010
  • The World Around US
  • World Events
    • Decline of British manufacturing forces Rolls-Royce to find staff abroad - The Times, 9-12-2006
    • Indian wage spiral forces TCS to outsource in Mexico – The Times, 7-6-2007
    • Big business learns a thing or two from the humble dabbawalla – The Times, 21-4-2007
    • Migrants help tolerant Spain boom – Financial Times, 20-2-2007
    • Spinning a global plan: Why IBM’s chief is betting big on developing countries – The Wall Street Journal, 14-2-2007
    • Losing an edge, Japanese envy India’s schools – The New York Times, 2-1-2008
    • In China, Cherry Automobile drives an industry shift – The Wall Street Journal, 4-12-2007
    • In 2007, for the first time, GE’s overseas sales revenue surpassed its US domestic sales revenue
  • Automotive Industry – The Tata Story
    • Tata Group to buy Jaguar and Land Rover for $2.3 billion (March 27, 2008)
    • Ford posted losses of more than $15 billion for the past two years
    • Ford acquired Jaguar for $2.5 billion in 1989 and Land Rover for $2.75 billion in 2000
    • Tata Group owns 98 companies, has a market capitalization of nearly $67 billion
    • In 2007, Tata Steel bought Britain’s Corus Group for $13 billion
    • Since 2000, Tata has also acquired
      • Eight O’ Clock Coffee of the US
      • South Korea’s Daewoo Commercial Vehicle Company
      • UK’s Tetley Group Tea Business
    Emerging markets are expected to account for 76% of all global auto sales during the next six years. Growth forecast: US 1.5%, China 7.3%, India 15.5%, Russia 6.2%, Brazil 5.7%
  • Some People Never Change
    • “ Jaguar Dealers Head Favors Sale to US Group” – The Wall Street Journal (12-7-2007)
    • Ken Gorin, chairman of the Jaguar Business Operations Council, the head of a group that represents Jaguar car dealers in the US is warning Ford Motor Co. against selling its premium Jaguar brand to either of two interested bidders from India because of what he called “unique image issues”…… “I don’t believe the US public is ready for ownership out of India of a luxury car brand such as Jaguar. I believe it would severely throw a tremendous cast of doubt over the viability of the brand”
  • The Global Steel Industry
    • January 30, 2006: Arcelor Rejects Takeover Offer By Mittal Steel
    • Guy Dolle, Arcelor CEO: "Mittal plans to pay us in monkey money"; "we make perfume, Mittal makes eau de cologne"; "Mittal is a company of Indians specialising in buying up obsolete installations at a cheap price".
    • May 20, 2006: Mittal Steel Sharply Raises Its Offer to Acquire Arcelor
    • June 13, 2006: Arcelor Indicates Some Willingness to Talk With Mittal
    • June 21, 2006: Russian Suitor Offers to Buy Part of Arcelor
    • June 26, 2006: Arcelor Deal With Mittal Establishes Steel Giant
  • The Global Steel Industry
    • “ Mittalic Magic” The Economist, February 16, 2008
    • Mittal Steel was a company from everywhere and nowhere – which helps explain why its integration with Arcelor went so smoothly
    • On Feb 13, 2008, ArcelorMittal announced that it had made $19.4 billion in 2007, up 27% on the two firms’ aggregated profits in the previous year
    • The companies motto – “Boldness changes everything”
  • Charles Darwin
    • It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change
    Do not be complacent
  • The Changing World
    • Collapsing birthrate in the developing world
    • Growing economic weight of developing countries in the international economy
    • Shifts in the distribution of disposable income
    • Potential for increased productivity that is offered by global production chains
    • Accelerated diffusion of technology
    • Deepening economic interdependence
    • Manage globalization or risk being run over by it
  • Implications for Individuals
    • Be aware of what is going on around you in the world
    • Appreciate and learn to work with the global forces at play
    • Such global forces will keep shifting constantly, keep up-to-date and leverage them
    Formal education only helps you get started on your journey. Your cannot rest on those laurels. It is up to you to steer your boat in the right direction
  • The Corporate World The Consultant’s World The World of the Entrepreneur
  • The Corporate World - Critical Success Factors -
    • Motivation, Can-Do Attitude
    • Adaptability
    • Navigating through Politics
    • Leadership
    • Teamwork
    • Communication
    • Career Management
    • Work-Life Balance
  • Inspire People
    • Leaders need to be motivated themselves in order for them to motivate others
    • To be the best , be passionate about what you do
      • To excel in something, you must really want to do it
    As a leader, people should follow you because they want to and not because they have to
    • Perpetual optimism is a force multiplier (General Colin Powell)
      • The ripple effect of a leader’s enthusiasm and optimism is awesome
      • So is the impact of cynicism and pessimism
      • Adopt a gung-ho attitude that says
        • We can change things here
  • Best Practice in Multicultural Leadership
    • The World of Sports
    • The Military
  • Communicate
    • Clear communication
      • Builds alignment
      • Builds confidence
      • Lets people know that they matter
      • Builds trust in leadership
      • Motivates the troops
    Even the best organizational ideas are worth nothing if they are not communicated and supported clearly, with a thoroughly concrete explanation of why and how -- Carlos Ghosn, CEO Nissan Tell me & I will forget Remind me & I might remember Convince me & I will understand
  • Ancient African Proverb
    • Every morning in Africa, a gazelle wakes up
    • It knows it must run faster than the fastest lion or it will be killed
    • Every morning a lion wakes up
    • It knows it must outrun the slowest gazelle or it will starve to death
    • It doesn’t matter whether you are a lion or a gazelle
    • When the sun comes up, you better start running
    The Only Constant is Change
  • The World of the Entrepreneur - Critical Success Factors -
    • Motivation, Can-Do Attitude
    • Persistence
    • Work-Life Balance
    • Taking and Managing Risk
    • Cash flow management
    • Innovation / Think out-of-the-box
    • Aggressiveness
    • Delegate wherever possible
    • “ Do not let your ego get between you and your wallet”
  • Entrepreneurship & the Immigrant Dream
    • What is the Immigrant Dream ?
    • What can we learn from them?
  • Entrepreneurship & Immigrants - First, a Few Facts -
  • Chinese Immigrants
    • 6% of combined population of Indonesia, Malaysia, Philippines, Singapore & Thailand
        • Control 60% of region’s private corporate wealth
        • 3% of population in Indonesia
          • Partly or wholly own 3/4 of top 300 business groups
    • Singapore’s key leadership is ethnic Chinese
    • Majority of Asia’s overseas Chinese emigrated from China in 19 th century and early 20 th century
    • Key success factors
      • Fanned out across region
      • Ready-made network of international connections
        • Trade and raise capital
      • Business based on Trust
      • Hard work, Drive to Succeed
  • Parsis
    • Originally from Persia
      • Emigrated to the Indian subcontinent around 1000 years ago to escape persecution
    • Less than 140,000 Parsis worldwide
      • Population is decreasing
    • Focus on hard work, kindness to others and charity
    • Tata Group, Godrej, Bombay Dyeing & Manufacturing, Avari Group
    • Zubin Mehta, Freddie Mercury, Karan Bilimoria (Cobra Beer), Eduljee Dinshaw (Karachi), Minwalla Family (Karachi)
    • 12 of the 62 founding members of Hong Kong Chamber of Commerce were Parsis
      • Remainder were British
      • A Parsi developed large parts of Kowloon and another Parsi founded the Star Ferry Services.
  • Jains
    • 7 million Jains worldwide
    • Dominate world diamond trade
      • Diamond processing and handling in the industrial diamond capitals of Antwerp, London, New York, Tel Aviv & India
        • 8 out 10 diamonds sold in the world have been handled by Jains
      • World diamond distribution and processing trade
        • Past: Hasidic Jews Present: Jains
          • Jains dominate the trade even in Tel Aviv
    • 80% of India’s diamond processing work is done in Gujarat
      • More than half of it in and around Surat
        • Around 10,000 diamond processing businesses in Surat
        • Processing is farmed out to thousands of small, family-owned Jain workshops
    • Hard work, networks, ethics, cohesiveness, trust, teamwork, confidence
  • Lebanese
    • Some of the world’s richest people have Lebanese backgrounds
    • Many of the big business families of Latin America and West Africa are Lebanese
    • Carlos Menem, Carlos Ghosn, Carlos Slim Helu, Edmond Safra, John Mack, Ray Irani
  • African Indians
    • UK’s Indians make an enormous contribution to the country’s economy
    • Institute of Asian Professionals (London) - 2006
      • Britons with South Asian roots generate £103 billion annually to the UK economy
        • Make up 2.5% of the population but account for more than 10% of the national output
    • Many of the successful Indian business people in the UK are from Africa, particularly Uganda and Kenya
      • Went to the UK in 1972
      • Most Indians from Africa lost all their assets when they fled to the UK
    • Hard work, Valued Education, Entrepreneurial Zeal
  • United States Study by Duke University and Univ. of California at Berkeley
    • Immigrant founded companies
      • Constitute over 25% of engineering and technology companies started in the US between 1995 and 2005
      • Almost 80% of them were in the fields of software or innovation / manufacturing-related services
      • Employ nearly 450,000 workers in the US
    • Around 24% of international patent applications filed from the US in 2006 had immigrant inventors or co-inventors
      • More than triple the percentage in 1998
      • Immigrant patent applications are most often in the areas of human necessity such as chemistry, medicine, communication, etc.
    • Where are these entrepreneurs coming from?
      • India (22%), Israel (12%) and Taiwan (11%)
  • More on Immigrant Entrepreneurs
    • Founded Intel, Solectron, Sun Microsystems, eBay, Yahoo!, Google, Hotmail, etc.
      • Google co-founder Sergey Brin is from Russia
      • Yahoo co-founder Jerry Yang is from Taiwan
      • Intel co-founder Andrew Grove is from Hungary
      • e-Bay co-founder Pierre Omidyar is from France / Iran
    • California is the leading state by headquarters for immigrant-founded venture-backed public companies, followed by Massachusetts, New Jersey, Washington, and Texas
    • Lakshmi Mittal, the CEO of ArcelorMittal is an Indian immigrant based in the UK
    • Listening
    • Speech
    • Emotion
    • Tolerance
    • Focus
    • Respect
    • Belief / Confidence
    • Motivation / Positive Energy
    • Awareness
    • Knowledge
    • Leadership
    • Teamwork
    • Adaptive Capability
    • Communication
    • Values
    • Conflict Management
    • Creativity
    • Calmness Under Pressure
    What are the drivers behind the success of immigrants? Core Powers Levers for Success Career Path Work-Life Balance Sense of Purpose Enhanced Productivity Enhanced Innovation
  • Career in Consulting - Critical Success Factors -
    • Real-World Work Experience
    • Curiosity
    • Flexibility
    • Communication
    • Confidence
    • Humility
    • Work-Life Balance
    • “ Thick Skin”
  • Beware of those Designer Suit People
  • Stages in the Evolution of a Business Equally Applicable to the Evolution of One’s Career
  • The Evolution of Industries
    • Some 150 years ago, 90% of Americans worked in agriculture and related fields, driving ploughs pulled by horses and harvesting crops by hand
    • Today, due to industrialization of agriculture, we need less than 3% of the population to grow all of our food and more
    • What if long ago, the government had decided to protect and subsidize all those manual agricultural jobs and refused to embrace mechanized, and eventually computerized agriculture
    • “ The World is Flat”, Thomas Friedman
  • Charles Darwin
    • It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change
    Do not be complacent
  • “ S” Curves
    • Organisations and teams go through natural cycles of growth from upscale to maturity
    • Different qualities and capabilities are effective at different stages of team and organisational growth
    winter spring summer autumn winter spring summer autumn The result of letting things go The result of timely transformation
  • In Closing
  • There is only one thing that I do – I do my best Every night, the best I do is not as good as I’d like it to be However, every night I do my best B.B. King, April 4, 2006 As heard on BBC radio prior to a concert at Wembley Arena
  • The difference between the impossible and the possible lies in a person’s determination Tommy LaSorda, American Baseball Manager People can succeed at almost anything for which they have unlimited enthusiasm Charles Schwab Whatever you can do, or dream you can, begin it; Boldness has genius, power and magic in it Goethe
      • The tragedy of life does not lie in not reaching your goals;
      • The tragedy of life lies in not having goals to reach for.
      • - Natalie du Toit, Olympic Swimmer from South Africa
    Examine your strengths and weaknesses Develop the requisite skills Establish goals Create an action plan Channel your energy in the right direction Path to Maximizing your Potential
  • DestinHaus LLC Customized Solutions for Business Transformation We are Strategic Business Consultants with the firm belief that appropriate leadership is at the heart of creating sustainable stakeholder value We carry out projects in different parts of the world on behalf of clients of all sizes (from startups to multibillion dollar global corporations) across multiple industries We create competitive advantage for our clients by increasing their level of innovation and productivity, by shaping their culture, by helping them grow their business and improve their profitability We do not believe in just giving people models to follow or lists of things to do. We transform businesses by constructively shaping thinking and behavior. Through our thought-provoking approach, we enable our clients to think out-of-the-box and thereby move beyond incrementalism We steer our client businesses to make them leaders in their industries. In effect, we enable our clients to maximize their potential