The document discusses entrepreneurship and intrapreneurship. It describes why people become entrepreneurs, including for challenges, profit potential, and independence. It identifies important skills for entrepreneurs like innovation, management skills, and networks. It also discusses assessing opportunities, common causes of success and failure, management challenges, and improving odds of success through business planning. It describes how large companies can foster intrapreneurship through initiatives like skunkworks projects.
The document discusses the key qualities of a successful entrepreneur. It identifies inner drive to succeed, seeing the bigger picture and ambition, setting massive goals and commitment, openness to change, strong self-belief, searching for new ideas and innovation, being competitive by nature, high motivation and energy, and accepting constructive criticism as important qualities. It also notes that successful entrepreneurs have skills like risk taking, perception, curiosity, imagination, goal-setting, hard work, flexibility, self-confidence, and ensuring their business is marketable and profitable. True entrepreneurs are described as resourceful, passionate people driven to succeed and improve.
Qualities of a Successful Entrepreneur by Ty RhameTyson "Ty" Rhame
Are you a self-starter? Do you want to be your own boss? Check out this PowerPoint "Qualities of a Successful Entrepreneur by Ty Rhame" to see if you might be a successful entrepreneur!
Entrepreneurship is as hard as it can be rewarding. Entrepreneurs make personal, professional and financial sacrifices knowing the cards are stacked against them. So what separates the failed entrepreneur from the successful?
India has the third-largest ecosystem for startups, yet 80-90% of Indian startups fail within the first 5 years of their inception. Wondering why startups fail? We found some of the key reasons behind the same and ways in which entrepreneurs could challenge these startup failure situations.
Here are 9 reasons why startups fail & steps you can take to avoid the same:
Venture & Angel Investments for Startups - 2021Crowd Product
Sanjay Mehta provides a document listing "20 Things Not To Do" as an entrepreneur. Some key mistakes highlighted include raising too much money early, hiring based on credentials rather than potential, building products without customer validation, and not having a clear path to profitability. The document emphasizes the importance of frugality, focusing on financial health over income, having a unique value proposition to avoid competition, and carefully managing equity allocation. Overall, the document aims to help entrepreneurs avoid common mistakes through sharing lessons learned from others.
This document outlines an intrapreneurship training program to spark innovation within a company by having employees develop solutions for corporate social responsibility challenges. The program uses design thinking, lean startup, and business model canvas methods to guide employees through understanding problems, ideating solutions, prototyping, testing, and pitching their ideas. The goal is to enrich employee talent and engagement by giving them autonomy and skills in innovation processes while also creating value for the company and society.
The document discusses entrepreneurship and intrapreneurship. It describes why people become entrepreneurs, including for challenges, profit potential, and independence. It identifies important skills for entrepreneurs like innovation, management skills, and networks. It also discusses assessing opportunities, common causes of success and failure, management challenges, and improving odds of success through business planning. It describes how large companies can foster intrapreneurship through initiatives like skunkworks projects.
The document discusses the key qualities of a successful entrepreneur. It identifies inner drive to succeed, seeing the bigger picture and ambition, setting massive goals and commitment, openness to change, strong self-belief, searching for new ideas and innovation, being competitive by nature, high motivation and energy, and accepting constructive criticism as important qualities. It also notes that successful entrepreneurs have skills like risk taking, perception, curiosity, imagination, goal-setting, hard work, flexibility, self-confidence, and ensuring their business is marketable and profitable. True entrepreneurs are described as resourceful, passionate people driven to succeed and improve.
Qualities of a Successful Entrepreneur by Ty RhameTyson "Ty" Rhame
Are you a self-starter? Do you want to be your own boss? Check out this PowerPoint "Qualities of a Successful Entrepreneur by Ty Rhame" to see if you might be a successful entrepreneur!
Entrepreneurship is as hard as it can be rewarding. Entrepreneurs make personal, professional and financial sacrifices knowing the cards are stacked against them. So what separates the failed entrepreneur from the successful?
India has the third-largest ecosystem for startups, yet 80-90% of Indian startups fail within the first 5 years of their inception. Wondering why startups fail? We found some of the key reasons behind the same and ways in which entrepreneurs could challenge these startup failure situations.
Here are 9 reasons why startups fail & steps you can take to avoid the same:
Venture & Angel Investments for Startups - 2021Crowd Product
Sanjay Mehta provides a document listing "20 Things Not To Do" as an entrepreneur. Some key mistakes highlighted include raising too much money early, hiring based on credentials rather than potential, building products without customer validation, and not having a clear path to profitability. The document emphasizes the importance of frugality, focusing on financial health over income, having a unique value proposition to avoid competition, and carefully managing equity allocation. Overall, the document aims to help entrepreneurs avoid common mistakes through sharing lessons learned from others.
This document outlines an intrapreneurship training program to spark innovation within a company by having employees develop solutions for corporate social responsibility challenges. The program uses design thinking, lean startup, and business model canvas methods to guide employees through understanding problems, ideating solutions, prototyping, testing, and pitching their ideas. The goal is to enrich employee talent and engagement by giving them autonomy and skills in innovation processes while also creating value for the company and society.
This document discusses how established businesses can learn from lean startup practices to generate new business ideas and opportunities. It introduces the Business Model Canvas and Customer Value Canvas as frameworks for visualizing new business models and customer needs. Lean startups use these canvases along with customer development and agile learning processes to quickly test hypotheses through small experiments rather than large investments. The document provides examples of how workshops can help organizations apply these lean innovation methods to reinvigorate their existing business models or identify new opportunities.
The document discusses the characteristics and competencies of small business entrepreneurs. It examines their psychology, behaviors, and the Five Ps model of entrepreneurial behavior - passion, perseverance, promotion-prevention focus, planning style, and professionalization. It also explores the sociology of entrepreneurs, including women, minorities, veteran entrepreneurs. Additional topics covered include entrepreneurial teams, family businesses, the entrepreneurial lifecycle, and rewards of entrepreneurship.
Becoming more creative & innovative January 2011Timothy Holden
This document discusses ways to foster creativity and innovation in organizations and teams. It outlines elements that contribute to a creative culture at both the individual and system level, including committed individuals from diverse backgrounds and an environment that frames failure as a learning opportunity. It also discusses the importance of customer-focused innovation, leadership that supports new ideas, and using sustainability as a driver for innovation. The document provides tips for running experiments, dealing with perceived barriers to creativity, and creating conditions where innovative teams and individuals can thrive.
This document contains a training manual for a youth camp on entrepreneurship and management skills. It includes modules on the evolution of entrepreneurship, opportunity identification and selection, and business plans and planning. The modules provide definitions and biblical foundations of entrepreneurship. They discuss generating business ideas, evaluating opportunities, and developing business plans. The document aims to orient youth to business and self-employment through creative and innovative thinking.
The document discusses creativity, innovation, and entrepreneurship. It explains that creativity involves generating new ideas, innovation is applying those ideas, and entrepreneurship combines creative ideas with business structure. Entrepreneurs must foster creativity through techniques like brainstorming and prototyping new ideas. The creative process has stages of preparation, investigation, incubation, illumination, and implementation. Entrepreneurs can protect their creative ideas with patents, trademarks, and copyrights.
This document discusses business planning and the importance of experimentation. It begins by outlining what will be covered in the business planning module, including getting back to basics on business plans, debunking common myths, improving plans over time, and learning from experimentation. It then discusses what business plans are and why they are important, addressing myths around business planning. The document emphasizes that while planning is important, experimentation is also critical for building resilient businesses and planning for difficulties. Business plans should incorporate learning from previous attempts and focus on addressing investors' main concerns around the executive summary, management team, and financials. Overall, the document promotes balancing thorough planning with a willingness to test assumptions and adapt plans based on real-world feedback
For many people, entrepreneurship has become the job choice of the 21st century. That's understandable given the challenges and rewards of building a successful business. An entrepreneur is a businessperson who not only conceives and organizes ventures but also frequently takes risks in doing so. Not all independent business people are true entrepreneurs, and not all entrepreneurs are created equal.
Qualities or Personal Entrepreneurial Characteristics (PEC) of successful entrepreneurs refer to the desired traits, which enable the entrepreneurs to do what is expected of them and succeed in business. It is the combination of these characteristics that is required to enable any one to perform effectively as an entrepreneur.
The characteristics of entrepreneurs being numerous, a successful entrepreneur possesses a combination of traits that show both innovation and leadership qualities. Scholars from around the world have worked tirelessly to discover just what characteristics make a good entrepreneur. While a lot of the findings are still open to debate, there's no doubt that great entrepreneurs have these traits which are presented
The document summarizes presentations from an Innovation Expo on topics related to starting a small business, including elements of a business plan, financing options, developing product ideas, and obtaining patents. Several speakers discussed the importance of having a well-organized business plan and financial statements, as well as exploring funding sources like loans, venture capital, and informal investors. Developing a new product or idea was said to require considering market factors, competitive advantages, and potential profitability. The importance of patents was also covered, though speakers noted they do not guarantee product protection or success.
This document provides information about an entrepreneurship development course, including course objectives, units of study, instructions for examiners, and sample short notes from previous years' exam papers. The course aims to acquaint students with challenges of starting new ventures and developing an entrepreneurial mindset. Key topics covered include entrepreneurship concepts, generating business ideas, developing functional plans, sources of financing, and legal issues for entrepreneurs. Sample short notes provide definitions and explanations of entrepreneurship terms to help students prepare for exams.
To Promote Entrepreneurial Mindset: A Training Pavitra Joshi
Entrepreneurship is not just a profession, but also an aspect in the form of an entrepreneurial mindset. This training design caters to promoting entrepreneurial mindset by providing an outline of the framework for a training program.
The document discusses the entrepreneurial mindset. It defines mindset and explains the difference between a fixed and growth mindset. An entrepreneurial mindset refers to thinking and behaviors that trigger entrepreneurial action. Characteristics of an entrepreneurial mindset include being motivated, open-minded, persistent, and able to handle stress and uncertainty. Developing the right entrepreneurial mindset is important for coping with economic changes, building an entrepreneurial society, and spurring innovation.
The document discusses the business model canvas, which is a visual tool used to describe and develop business models. It breaks down the key elements of a business model into nine blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. Each block is described in detail in the document.
Presentation to swissnex on behalf of NSRCEL-IIMB on 12/11/2014Sachidananda Benegal
The document provides an overview of lean startup methodology and effectuation principles. It begins with an agenda that lists topics like lean startup, a game, and effectuation. It then discusses lean canvas templates, comparing them to traditional business model canvases. Key aspects of lean startup like identifying risks, systematically testing plans through build-measure-learn cycles, and pivoting versus optimizing are explained. Effectuation principles for entrepreneurship derived from expert entrepreneurs are outlined, like leveraging means rather than predicting an uncertain future.
The document discusses the Lean Startup methodology. It describes the stages of identification, evaluation, initiation, progress, persistence, and success. It then discusses the typical questions entrepreneurs should ask themselves at each stage. Finally, it summarizes the key aspects of the Lean Startup process including building minimal viable products, measuring metrics, learning through experiments and customer feedback, and deciding whether to pivot or persevere with the business idea. The overall goal is to systematically test business hypotheses through short development cycles to achieve product-market fit.
Having a well thought out strategy and business plan can be the difference between success and failure for any start-up. Make sure you don't fly blind into the dark abyss of failure. Do your homework and start your business right. Even if you're beyond the start-up stage, you need a plan.
The document discusses key concepts related to project management and new venture creation. It defines a project as a complex task with limited time and resources. Project management involves applying skills and techniques to meet project requirements. A project's stakeholders have interest in its success. The document also outlines the project life cycle phases from initiation to closure. It discusses entrepreneurship, identifying opportunities, and business planning. Important considerations for new ventures include ideas, strategy, market needs, and first-mover advantage. A business plan helps structure thoughts, raise capital, and track performance.
D4: Cracking the Code on Startup Talent, Sam Wong Lean Startup Co.
The document provides an overview of a workshop on developing an effective talent strategy for startups. It discusses how startups typically underprioritize talent compared to other areas like fundraising and product development. However, having a robust talent framework is important for differentiation and success. The workshop teaches attendees how to properly structure a talent strategy around key elements of hiring, developing, recognizing and retaining top talent using tools like a talent rubric. It also debunks common excuses startups use for not focusing on talent and includes a hands-on session to help attendees start building out a talent rubric.
Strategy, of course, has engaged the attention of business people ever since it was first spoken, and many great books have been written in an attempt to expound it.
In spite of all that has been written about business strategy and not wishing to add anything further to the subject in an exhaustive sense, my plan is to contend with something of the advantages that are to be gained by strategists taking a dynamic view of strategy.
This small book covers a range of subjects connected with strategy formulation and management. It should not be taken as the be all and end all of strategy nor should it be considered as an exhaustive piece on the subject. But the 12 items included herein offer the tools to craft superior strategies - without the verbiage!
Guidelines: Building A Successful StartupMario Ramadan
The following presentation delivers the lessons learned from startup failures and provides a few case studies and a list of guidelines for entrepreneurs on how to maximize their returns on investment and failure.
Growing Loyalty Beyond Traditional Reward ProgramsThoughtworks
Whether you’re a retailer, a bank, or a travel business, everyone is looking for ways to create a deeper sense of connection with customers and gain their loyalty.
Somewhere through history we lost our way. Instead of building real loyalty, we became trapped by reward programs founded on the exchange of tokens for transactions. We’ve invested significant time, money, and energy in programs that are increasingly homogeneous and non-differentiating in the eyes of consumers.
In this presentation Dianne Inniss, a retail customer experience and strategy leader, provides practical advice for how to move brands towards a differentiated future built on real customer loyalty.
This document discusses how established businesses can learn from lean startup practices to generate new business ideas and opportunities. It introduces the Business Model Canvas and Customer Value Canvas as frameworks for visualizing new business models and customer needs. Lean startups use these canvases along with customer development and agile learning processes to quickly test hypotheses through small experiments rather than large investments. The document provides examples of how workshops can help organizations apply these lean innovation methods to reinvigorate their existing business models or identify new opportunities.
The document discusses the characteristics and competencies of small business entrepreneurs. It examines their psychology, behaviors, and the Five Ps model of entrepreneurial behavior - passion, perseverance, promotion-prevention focus, planning style, and professionalization. It also explores the sociology of entrepreneurs, including women, minorities, veteran entrepreneurs. Additional topics covered include entrepreneurial teams, family businesses, the entrepreneurial lifecycle, and rewards of entrepreneurship.
Becoming more creative & innovative January 2011Timothy Holden
This document discusses ways to foster creativity and innovation in organizations and teams. It outlines elements that contribute to a creative culture at both the individual and system level, including committed individuals from diverse backgrounds and an environment that frames failure as a learning opportunity. It also discusses the importance of customer-focused innovation, leadership that supports new ideas, and using sustainability as a driver for innovation. The document provides tips for running experiments, dealing with perceived barriers to creativity, and creating conditions where innovative teams and individuals can thrive.
This document contains a training manual for a youth camp on entrepreneurship and management skills. It includes modules on the evolution of entrepreneurship, opportunity identification and selection, and business plans and planning. The modules provide definitions and biblical foundations of entrepreneurship. They discuss generating business ideas, evaluating opportunities, and developing business plans. The document aims to orient youth to business and self-employment through creative and innovative thinking.
The document discusses creativity, innovation, and entrepreneurship. It explains that creativity involves generating new ideas, innovation is applying those ideas, and entrepreneurship combines creative ideas with business structure. Entrepreneurs must foster creativity through techniques like brainstorming and prototyping new ideas. The creative process has stages of preparation, investigation, incubation, illumination, and implementation. Entrepreneurs can protect their creative ideas with patents, trademarks, and copyrights.
This document discusses business planning and the importance of experimentation. It begins by outlining what will be covered in the business planning module, including getting back to basics on business plans, debunking common myths, improving plans over time, and learning from experimentation. It then discusses what business plans are and why they are important, addressing myths around business planning. The document emphasizes that while planning is important, experimentation is also critical for building resilient businesses and planning for difficulties. Business plans should incorporate learning from previous attempts and focus on addressing investors' main concerns around the executive summary, management team, and financials. Overall, the document promotes balancing thorough planning with a willingness to test assumptions and adapt plans based on real-world feedback
For many people, entrepreneurship has become the job choice of the 21st century. That's understandable given the challenges and rewards of building a successful business. An entrepreneur is a businessperson who not only conceives and organizes ventures but also frequently takes risks in doing so. Not all independent business people are true entrepreneurs, and not all entrepreneurs are created equal.
Qualities or Personal Entrepreneurial Characteristics (PEC) of successful entrepreneurs refer to the desired traits, which enable the entrepreneurs to do what is expected of them and succeed in business. It is the combination of these characteristics that is required to enable any one to perform effectively as an entrepreneur.
The characteristics of entrepreneurs being numerous, a successful entrepreneur possesses a combination of traits that show both innovation and leadership qualities. Scholars from around the world have worked tirelessly to discover just what characteristics make a good entrepreneur. While a lot of the findings are still open to debate, there's no doubt that great entrepreneurs have these traits which are presented
The document summarizes presentations from an Innovation Expo on topics related to starting a small business, including elements of a business plan, financing options, developing product ideas, and obtaining patents. Several speakers discussed the importance of having a well-organized business plan and financial statements, as well as exploring funding sources like loans, venture capital, and informal investors. Developing a new product or idea was said to require considering market factors, competitive advantages, and potential profitability. The importance of patents was also covered, though speakers noted they do not guarantee product protection or success.
This document provides information about an entrepreneurship development course, including course objectives, units of study, instructions for examiners, and sample short notes from previous years' exam papers. The course aims to acquaint students with challenges of starting new ventures and developing an entrepreneurial mindset. Key topics covered include entrepreneurship concepts, generating business ideas, developing functional plans, sources of financing, and legal issues for entrepreneurs. Sample short notes provide definitions and explanations of entrepreneurship terms to help students prepare for exams.
To Promote Entrepreneurial Mindset: A Training Pavitra Joshi
Entrepreneurship is not just a profession, but also an aspect in the form of an entrepreneurial mindset. This training design caters to promoting entrepreneurial mindset by providing an outline of the framework for a training program.
The document discusses the entrepreneurial mindset. It defines mindset and explains the difference between a fixed and growth mindset. An entrepreneurial mindset refers to thinking and behaviors that trigger entrepreneurial action. Characteristics of an entrepreneurial mindset include being motivated, open-minded, persistent, and able to handle stress and uncertainty. Developing the right entrepreneurial mindset is important for coping with economic changes, building an entrepreneurial society, and spurring innovation.
The document discusses the business model canvas, which is a visual tool used to describe and develop business models. It breaks down the key elements of a business model into nine blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. Each block is described in detail in the document.
Presentation to swissnex on behalf of NSRCEL-IIMB on 12/11/2014Sachidananda Benegal
The document provides an overview of lean startup methodology and effectuation principles. It begins with an agenda that lists topics like lean startup, a game, and effectuation. It then discusses lean canvas templates, comparing them to traditional business model canvases. Key aspects of lean startup like identifying risks, systematically testing plans through build-measure-learn cycles, and pivoting versus optimizing are explained. Effectuation principles for entrepreneurship derived from expert entrepreneurs are outlined, like leveraging means rather than predicting an uncertain future.
The document discusses the Lean Startup methodology. It describes the stages of identification, evaluation, initiation, progress, persistence, and success. It then discusses the typical questions entrepreneurs should ask themselves at each stage. Finally, it summarizes the key aspects of the Lean Startup process including building minimal viable products, measuring metrics, learning through experiments and customer feedback, and deciding whether to pivot or persevere with the business idea. The overall goal is to systematically test business hypotheses through short development cycles to achieve product-market fit.
Having a well thought out strategy and business plan can be the difference between success and failure for any start-up. Make sure you don't fly blind into the dark abyss of failure. Do your homework and start your business right. Even if you're beyond the start-up stage, you need a plan.
The document discusses key concepts related to project management and new venture creation. It defines a project as a complex task with limited time and resources. Project management involves applying skills and techniques to meet project requirements. A project's stakeholders have interest in its success. The document also outlines the project life cycle phases from initiation to closure. It discusses entrepreneurship, identifying opportunities, and business planning. Important considerations for new ventures include ideas, strategy, market needs, and first-mover advantage. A business plan helps structure thoughts, raise capital, and track performance.
D4: Cracking the Code on Startup Talent, Sam Wong Lean Startup Co.
The document provides an overview of a workshop on developing an effective talent strategy for startups. It discusses how startups typically underprioritize talent compared to other areas like fundraising and product development. However, having a robust talent framework is important for differentiation and success. The workshop teaches attendees how to properly structure a talent strategy around key elements of hiring, developing, recognizing and retaining top talent using tools like a talent rubric. It also debunks common excuses startups use for not focusing on talent and includes a hands-on session to help attendees start building out a talent rubric.
Strategy, of course, has engaged the attention of business people ever since it was first spoken, and many great books have been written in an attempt to expound it.
In spite of all that has been written about business strategy and not wishing to add anything further to the subject in an exhaustive sense, my plan is to contend with something of the advantages that are to be gained by strategists taking a dynamic view of strategy.
This small book covers a range of subjects connected with strategy formulation and management. It should not be taken as the be all and end all of strategy nor should it be considered as an exhaustive piece on the subject. But the 12 items included herein offer the tools to craft superior strategies - without the verbiage!
Guidelines: Building A Successful StartupMario Ramadan
The following presentation delivers the lessons learned from startup failures and provides a few case studies and a list of guidelines for entrepreneurs on how to maximize their returns on investment and failure.
Growing Loyalty Beyond Traditional Reward ProgramsThoughtworks
Whether you’re a retailer, a bank, or a travel business, everyone is looking for ways to create a deeper sense of connection with customers and gain their loyalty.
Somewhere through history we lost our way. Instead of building real loyalty, we became trapped by reward programs founded on the exchange of tokens for transactions. We’ve invested significant time, money, and energy in programs that are increasingly homogeneous and non-differentiating in the eyes of consumers.
In this presentation Dianne Inniss, a retail customer experience and strategy leader, provides practical advice for how to move brands towards a differentiated future built on real customer loyalty.
This document provides a summary of a webinar on leading through crisis and beyond COVID-19. It discusses five key dimensions for organizations to consider in responding to the immediate impact of the virus and preparing for recovery: leadership, culture, employee engagement, performance and rewards, and recruitment. For each dimension, it outlines challenges and recommendations for navigating the crisis and building long-term resilience. The webinar series aims to help leaders maintain engaged and productive employees during uncertain times.
Innotech DFW Business Transformation Change Management for Successful ProjectsDarrel Raynor
Do your projects or operations improvement efforts stall or worse, end up not successful?
We have found that most failing projects and other efforts do so for the lack of real Business Transformation Change Management.
Without a real change plan, valuable time and cost can be wasted when adoption lags or completely falls off. This is the real measure of project success, not on: time, budget, scope…
If real use is not attained, waste wins.
We go over how to ensure the success of your efforts, and that takes real work!
We discuss specifics on how to drive change into your organization.
Growing Your Practice (Series: The Business of Law and Accounting)Financial Poise
This document provides an overview of a webinar about growing a professional services practice. The webinar discusses essential building blocks for sustained growth, including obtaining client feedback, targeting specific markets, developing clear messaging, building relationships, networking effectively, and generating referrals. It also covers managing alliances, organizational requirements, recruiting talent, and lessons learned from growth efforts. The faculty include attorneys and a business development consultant who will discuss strategies for profitably expanding a practice.
Road to entrepreneurship | Mohammed Shamistartupyemen
The document outlines the roadmap to entrepreneurship, beginning with generating a business idea through self-assessment and market research. It emphasizes the importance of early planning, with business plans addressing the business concept, marketplace, and financials. The plan should be tested and flexible to changes, avoiding common pitfalls like a lack of passion, poor planning, or wrong leadership. The overall roadmap provides guidance on developing an idea, planning effectively, and implementing a startup concept.
This document outlines the key elements needed to design a successful business model from scratch, including defining the purpose and goals, ensuring the offer is compelling to customers, factoring in competitors, identifying core activities, ensuring profitability, investing in the brand, focusing on building a customer community, and continually validating assumptions. The six core design elements listed are having a compelling offer, competitive advantage, a sustainable model, a profitable approach, strong brand identity, and a focus on the customer community.
This document provides a summary of the book "Successful Strategies & Winning Techniques" which provides guidance for new graduates on how to find and secure their first career job. The book covers topics like resume and cover letter writing, interview skills, using social media for job searching, and provides templates and examples. It advises on job hunting strategies and how to represent personal abilities and achievements. The book is intended to help graduates build skills and resources to navigate the job market and kick start their careers.
This document provides an agenda for a workshop on combining strategy with the Balanced Scorecard. The workshop will be led by Dr. Herwig R. Friedag and Dr. Walter Schmidt, independent consultants who specialize in implementing the Balanced Scorecard in companies. The agenda includes introductions, discussions of strategy development, the Balanced Scorecard, and strategic actions. It also outlines the workshop structure, which involves group work, presentations, and discussions to help participants develop strategies and identify how to measure and implement them using the Balanced Scorecard framework.
Covers answers of two majorly asked questions in the field of entrepreneurship and the questions are-
What makes your business unique in 21st century and how can you get success?
Elaborate challenges or threats on entrepreneurship in 21st centuries and how they are converted to opportunities?
The document discusses how expert entrepreneurs think differently than managers. It presents 5 principles of effectuation that entrepreneurs use - (1) starting with means rather than goals, (2) focusing on affordable loss, (3) leveraging contingencies, (4) forming partnerships rather than competing, and (5) controlling outcomes rather than predicting them. In contrast, managers tend to use causal logic, focusing on pre-set goals, expected returns, and avoiding surprises. The document argues that effectuation offers entrepreneurs more control in unpredictable environments by co-creating the future through stakeholder commitments rather than attempting predictive control.
The document provides biographies of the authors Robert Sutton and Huggy Rao, who wrote the book "Scaling up Excellence". The book tackles the challenge of spreading exemplary performance from a few individuals to many as an organization grows. It explores principles for scaling such as engaging people at all levels, linking goals, accelerating accountability, and connecting diverse groups of people. The authors argue that scaling requires both adding and subtracting processes, and that bad behaviors can spread more rapidly than good ones.
Dan Ariely is an Israeli-American professor of psychology and behavioral economics who has written three books on irrational human behavior and its implications. In his book "Predictably Irrational", Ariely discusses how human decision-making is systematically irrational in predictable ways. He outlines how relativity, social norms, and the power of suggestion influence our choices in unexpected manners. Ariely also examines how behavioral economics can provide insights into human nature that standard economic theories do not fully capture. The book aims to demonstrate how incorporating human irrationalities can lead to more effective policies and market applications.
This document discusses organizational learning capability. It is authored by Arthur Yeung, David Ulrich, Stephen Nason, and Mary Ann Glinow. The authors propose that organizational learning capability is determined by an organization's ability to generate new ideas and generalize those ideas across boundaries, represented by the formula "Learning Capability = (generation x generalization)." They discuss factors that influence an organization's learning styles, how to overcome barriers to learning, and how to improve the generalization of new ideas. The integrated model presented suggests that industry characteristics, business strategy, culture, learning styles, disabilities, and leadership influence an organization's learning capability and business performance.
Ricardo Semler is a Brazilian businessman known for his experiments in industrial democracy and corporate reorganization at Semco, his family's metalworking company. Under his leadership from 1980, Semco's revenues grew from $4 million to over $200 million annually. Semler removed traditional management techniques and security protocols, giving workers autonomy over their work spaces and dress codes. Financial information and profit sharing were made transparent. Workers were empowered to self-manage committees, interview job candidates, and even hire and fire their own bosses through performance evaluations. The circular organizational structure had no hierarchy and encouraged technical expertise over prestige or titles. Semler's unconventional approaches treated workers as adults and helped lower staff turnover while growing the successful business.
Eric Ries is a Silicon Valley entrepreneur and pioneer of the Lean Startup movement. He graduated from Yale University with a degree in computer science and co-founded several startups. His experiences with success and failure led him to develop a Lean Startup methodology to help startups succeed. This methodology is based on principles like validated learning and the build-measure-learn feedback loop. It emphasizes developing minimum viable products to test hypotheses, measuring customer feedback, and using that feedback to pivot the product or strategy as needed. The goal is to minimize the time required to learn what customers want in order to accelerate a startup's progress.
Barbara Kellerman is a lecturer at Harvard University's Kennedy School of Government who studies leadership and followership. She identifies five types of followers based on their level of engagement: Isolates, who are completely detached; Bystanders, who observe but do not participate; Participants, who are engaged in some way; Activists, who feel strongly about their leader and act accordingly; and Diehards, who are prepared to die for their cause or leader. Kellerman analyzes followers based on their rank or behavior relative to their leader. Her typology aims to understand different levels of follower engagement and the implications for leaders.
The document summarizes Ichak Adizes' 1979 book "How to solve the Mismanagement Crisis". It outlines Adizes' theory of different management styles ("mismanagement styles") and how they impact areas like time management, staff meetings, attitude towards other managers, and the lifecycle of an organization. The five main mismanagement styles are the Lone Ranger, Bureaucrat, Arsonist, Superfollower, and Deadwood. Adizes believes that the ideal "Textbook Manager" balances all necessary management roles of Producer, Administrator, Entrepreneur, and Integrator.
A presentation I prepared for a talk at a seminar on career choices. The presentation details few of the learning I had prepared.
I hold no copyright to the image - I have used them only for educational purpose here
This document discusses entrepreneurship and how entrepreneurs think. It contrasts the causal logic typically used by managers with the effectual logic used by entrepreneurs. Effectual logic focuses on an entrepreneur's means rather than predetermined goals, leveraging contingencies and forming partnerships. The document also discusses lean startup methodology, which emphasizes validated learning about customers through short development cycles of hypotheses, experiments and measuring data. Entrepreneurs play a key role in bringing new firms and markets, but may need managers to help large firms scale over time.
Explore the key differences between silicone sponge rubber and foam rubber in this comprehensive presentation. Learn about their unique properties, manufacturing processes, and applications across various industries. Discover how each material performs in terms of temperature resistance, chemical resistance, and cost-effectiveness. Gain insights from real-world case studies and make informed decisions for your projects.