Entrepreneurial lessons from success and failure. This presentation includes a few of the lessons I have learnt from my exposure to numerous entrepreneurial businesses from pre and post-revenue start ups to more established businesses. Titled "Why entrepreneurial businesses fail"
The document analyzes reasons for startup failure and factors for success by reviewing 58 failed French startups and surveying 108 entrepreneurs. It finds:
1. The top causes of failure were an unsuitable team for the project (39.7%), lack of time and involvement (37.9%), and lack of capital (31%). Competition was a minor cause of only 3.4% of failures.
2. Success factors centered around listening to customers, a skilled team, customer satisfaction, and adapting to trends rather than competition or innovation.
3. Cultural factors like administrative barriers and apathy/burnout featured more prominently in French failures compared to US startups. Entrepreneurs also saw competition as less
Restructuring happens in every business. There comes a time where companies need to decide whether they want to thrive considering new ways and approaches or die sticking to their original plan.
The document outlines the typical stages of the small business life cycle, including the aspirational stage, entry stage, growth stage, crucible stage, and cruise stage. Each stage presents both challenges and opportunities for small business owners. The key is to take the right steps at the right time by focusing on people, processes, systems, positioning, and your core offerings as your business progresses through each stage of development and growth.
The document provides advice from entrepreneurs on common hurdles that startups face and how to overcome them. It discusses issues such as losing sight of market needs, not being open to change, allowing mediocrity, poor cash flow management, founder exits, impressing investors, retaining talent, and more. The entrepreneurs emphasize the importance of constantly validating ideas with customers, having a frugal mindset, prioritizing culture, and securing the right mentor for guidance.
The slides of the workshop can be found at http://goo.gl/dj54A8
Cezary Pietrzak (Founder of Cezary & Co and Growth Strategist)
The MSA Launch (http://bit.ly/1yhQPZV) is a 5-day event aiming to provide an introduction to MaGIC Academy. It is presented as a condensed version of how MaGIC Academy is going to contribute to you and the startup community. You will be able to experience a series of workshops, skill and sharing knowledge opportunity, and mentoring with our selected network of mentors.
Website : www.mymagic.my
Facebook : https://www.facebook.com/magic.cyberjaya
Twitter : https://twitter.com/magiccyberjaya
Youtube :
SlideShare : http://slidesha.re/1BfSncP
Email : enquiries@mymagic.my
As entrepreneurs, our relationship to failure is redefined
Any new enterprise is a groping forward from one failure to the next.
Failure is another word for learning what doesn’t work.
Split testing
Pivot
Iterate
Course correct
Feedback
Read this guide to avoid top mistakes and flourish your startup business.
For content writing services, visit https://www.thoughtfulminds.org/cheap-content-writing-services-in-india/ or mail us at info@thoughtfulminds.org
How to fund your documentary like a startupBjarke Calvin
It's difficult to fund independent documentaries, especially if they are online, interactive and playing with new formats. But another way to approach it is to think like a startup, and consider investors, new business models etc. This is a presentation I did at iDocs in 2015.
The document analyzes reasons for startup failure and factors for success by reviewing 58 failed French startups and surveying 108 entrepreneurs. It finds:
1. The top causes of failure were an unsuitable team for the project (39.7%), lack of time and involvement (37.9%), and lack of capital (31%). Competition was a minor cause of only 3.4% of failures.
2. Success factors centered around listening to customers, a skilled team, customer satisfaction, and adapting to trends rather than competition or innovation.
3. Cultural factors like administrative barriers and apathy/burnout featured more prominently in French failures compared to US startups. Entrepreneurs also saw competition as less
Restructuring happens in every business. There comes a time where companies need to decide whether they want to thrive considering new ways and approaches or die sticking to their original plan.
The document outlines the typical stages of the small business life cycle, including the aspirational stage, entry stage, growth stage, crucible stage, and cruise stage. Each stage presents both challenges and opportunities for small business owners. The key is to take the right steps at the right time by focusing on people, processes, systems, positioning, and your core offerings as your business progresses through each stage of development and growth.
The document provides advice from entrepreneurs on common hurdles that startups face and how to overcome them. It discusses issues such as losing sight of market needs, not being open to change, allowing mediocrity, poor cash flow management, founder exits, impressing investors, retaining talent, and more. The entrepreneurs emphasize the importance of constantly validating ideas with customers, having a frugal mindset, prioritizing culture, and securing the right mentor for guidance.
The slides of the workshop can be found at http://goo.gl/dj54A8
Cezary Pietrzak (Founder of Cezary & Co and Growth Strategist)
The MSA Launch (http://bit.ly/1yhQPZV) is a 5-day event aiming to provide an introduction to MaGIC Academy. It is presented as a condensed version of how MaGIC Academy is going to contribute to you and the startup community. You will be able to experience a series of workshops, skill and sharing knowledge opportunity, and mentoring with our selected network of mentors.
Website : www.mymagic.my
Facebook : https://www.facebook.com/magic.cyberjaya
Twitter : https://twitter.com/magiccyberjaya
Youtube :
SlideShare : http://slidesha.re/1BfSncP
Email : enquiries@mymagic.my
As entrepreneurs, our relationship to failure is redefined
Any new enterprise is a groping forward from one failure to the next.
Failure is another word for learning what doesn’t work.
Split testing
Pivot
Iterate
Course correct
Feedback
Read this guide to avoid top mistakes and flourish your startup business.
For content writing services, visit https://www.thoughtfulminds.org/cheap-content-writing-services-in-india/ or mail us at info@thoughtfulminds.org
How to fund your documentary like a startupBjarke Calvin
It's difficult to fund independent documentaries, especially if they are online, interactive and playing with new formats. But another way to approach it is to think like a startup, and consider investors, new business models etc. This is a presentation I did at iDocs in 2015.
*Please excuse title, formatting of title page was changed during upload*
Powerpoint from talk I gave during Prince Georges Community Colleges "Why Black Businesses Fail" program on April 11, 2013.
The first speaker discussed some reasons black businesses fail and I followed with a discussion on some steps they can take to succeed.
If you would like the talking points for this lecture you can email me at kendrick.staley@civicgrind.com
5 main reasons why startups fail (infographics)Asad Ali
New startups often fail for several reasons: (1) they lack concrete planning and guidance for daily operations, instead relying on gut feelings; (2) they have limited business opportunities because they do not collaborate with others and are too egotistical to accept outside opinions; (3) they lack knowledge in key areas like focusing their niche, managing employees and finances, reaching customers; (4) they lack long-term vision and focus only on short-term gains; (5) they give up too early when challenges arise rather than working to overcome problems.
The document outlines the top 6 reasons why most startups fail within 18 months. These reasons include: 1) inability to obtain funding, 2) lack of co-founders, 3) ignoring customer needs, 4) remaining in "stealth mode" for too long before launching, 5) lack of competence within the founding team, and 6) thinking the startup idea is unique when in reality it is not special. The document stresses the importance of understanding what caused past failures to avoid repeating mistakes.
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.
Ken Globerman is a private equity investment professional who provides consulting services to startups. In this article, he lists the top 20 reasons why startups fail, including lack of focus, inability to raise financing or run out of cash, flawed business models, and founders who cannot work well together or pivot when needed. He invites feedback on the list and discussion with those interested in his perspective on startup failures.
The document discusses 10 challenges that entrepreneurs often face:
1) Having a good business idea. It can be difficult to determine if an idea is viable.
2) Dealing with self-doubt. Entrepreneurs can easily get discouraged when things go wrong. Having family and friend support is important.
3) Obtaining capital. Starting or growing a business requires funding, which can come from various sources like loans or crowdfunding.
1. The document discusses how to "fail successfully" by learning from failures and persisting through challenges. It provides examples from the speaker's experience with Monitor110 and Stocktwits.
2. Monitor110 failed due to lack of leadership, being too internally focused rather than customer-driven, and raising too much money too early. These lessons helped in building Stocktwits.
3. Stocktwits has focused on having a single clear leader, separating development from product, building for customers from the start with minimal funding, and remaining focused on core priorities and customers. Persistence and learning from failures can lead to eventual success.
Web 2.0 Start-Up Field Guide - Idris MooteeIdris Mootee
The document provides advice for web 2.0 entrepreneurs on starting a business. It discusses the key components needed for a business, including money, commitment, and knowledge. It outlines common mistakes like not having enough capital or believing a feature is a business. The document also discusses strategies for finding investors, including understanding the investment climate and continuum from angels to venture capitalists. It provides tips on developing the business model and positioning the company for future investment.
The document provides a guide for starting a startup. Some key points include:
- Focus on practical and counterintuitive ideas in large addressable markets. Successful startups often began as hobbies.
- Compress your working life into 4 intense years of high productivity and risk, deferring compensation for potential high rewards.
- Find a co-founder who is determined and willing to do any job required without needing management.
- Keep products simple and test ideas directly with customers through early releases and marketing. Simplify until only essential features remain.
- Raise funding through an auction process by knowing the market opportunity and being introduced by prior investors. Valuation is temporary but control is permanent.
On 21 and 22 of March Lean Startup Summit conference took place in Amsterdam. So, I wanted to share the experience, learnings and key take-aways with you (Agile Meetup Barcelona)
I want to summarize the key take-aways of the event and also have an open discussion about some recurrent topics we had at the conference.
As Lean Startup crosses the chasm towards the corporate world it is the moment where Agile and Lean Startup can learn from each other and join forces.
Agile is a mature market already but it has missed several important points in its evolution: a business focus, a product focus and a real customer focus.
On the other hand, Lean Startup is facing the same issues that Agile has been facing for the last 20 years when introducing agility to the corporate world.
I think that both worlds would benefit from each other. We share a common purpose, but quite a different approach.
What will you take out of this event:
* Key take-aways of Lean Startup Summit
* State of the art of Lean Startup evolution
* Innovation in big companies
* Differences and points in common between Agile and Lean Startup
* References and people you should follow
* Insights by open discussions about several topics
A primer for founders on how to raise that first round of venture capital from Harvard Business School professor and Flybridge general partner Jeff Bussgang
This document provides tips for entrepreneurs approaching venture capital (VC) firms for funding. It discusses understanding the VC business model, what makes an attractive investment opportunity, how to match your company's stage and profile to the right investors, pitching effectively, and navigating the matching process. The key points are that VCs seek huge financial returns, only invest in the top 1% of opportunities, look for large total addressable markets, proven teams, and high-growth potential. It emphasizes networking, choosing the right partner over firm, and being prepared to commit fully once funding is secured.
This document outlines the key points to cover in a first pitch to venture capital investors, including an overview of the business, its market opportunity and growth potential, market traction, competition, business model, team, exit strategy, investment required, proposed financing, and an investment summary. The pitch should demonstrate the large market size, how the business solves an important customer problem, competitive advantages, experienced founding team, and path to generating returns for investors.
There are countless books, blogs, articles, cases, and conferences dedicated to identifying techniques that drive innovation. Most offer the same tired ideas – hire good people, empower employees, reward risk, embrace innovative culture, create a progressive work environment, etc. While these suggestions are all reasonable, they are anything but radical. If companies want radical innovation, they should look at exploring more radical solutions. What would happen if your eradicate HR from your company? Will you innovate better if you require all employees to take an IQ test?
Best approach for a startup. Raise Capital or Bootstrapping.w2s-solutions
BootStrapYourBusiness - In today’s business landscape, a startup has to be very innovative to stay afloat. A U.S Small Business Administration (SBA) report published on Forbes shows 90% of startups fail. How you going to protect your business?
15 most important innovation theories your company should be using idea to valueWouter de Heij
The document discusses 15 important innovation theories that companies should be using. It summarizes each theory in 1-2 paragraphs, describing what it is, when it should be used, and suggested reading. Some of the major theories discussed include TRIZ, disruptive innovation, building an innovation culture, open innovation/crowdsourcing, understanding the science of creativity, and dual innovation/ambidextrous organizations. The document argues that understanding and applying these theories can help companies reduce innovation risks and failures, and improve their success rates and ability to change and grow.
This document provides an agenda for discussing entrepreneurship and identifying funding opportunities for entrepreneurial projects. It discusses different types of funding such as debt and equity. It then lists various agencies and opportunities where young entrepreneurs can seek funding, such as CGMTSE, TDB, and TBI. The document outlines the typical venture capital deal cycle and what VCs look for in a business plan, including details about the business, team, needs, barriers, financial projections, and exit strategy. The overall summary provides an overview of funding sources and considerations for entrepreneurs pursuing funding.
The document summarizes what services the i.lab Technology Incubator can provide for start-up companies. It offers resources and business support services to help early-stage, high-growth potential tech companies succeed. These services include office space, networking opportunities, marketing assistance, capital raising support, coaching, mentoring and more. The incubator aims to accelerate company development and help create sustainable businesses that will generate jobs and economic growth.
TCN : Calculate Financial Projections for Investment PresentationsThe Capital Network
This document provides guidance on creating financial projections for presentations to investors. It discusses the importance of building projections to demonstrate understanding of the business model and force discipline. Projections should include revenue, expenses, EBITDA, and cash flow. Key aspects include reasonable assumptions tied to growth plans, scenario planning for different outcomes, and common expense categories. The presentation warns against unrealistic numbers and advises summarizing the projections for investors.
Fundraising for Your Business: Dos and Don'ts of Pitching to 'Your' InvestorAaron Rose
This presentation contains recommendations on how entrepreneurs should pitch to a prospective investor, understanding the importance of understanding the company's financials, due diligence process, and leadership qualities to be an effective entrepreneur.
Startup Guide - Everything You Need To Know To Start & GrowAamir Qutub
Since the turn of the century, small startup ideas—Uber, Twitter, Instagram, Airbnb, to name a few—have been scaled into technology giants. Could you imagine a day without scrolling social media? Or jumping in an Uber to the airport? Startups have disrupted industries by focusing on cutting-edge technology, the sharing economy, and social media. Startups also have the potential to influence and transform industries of the future. So, leap into the start-up world with fresh ideas and a desire to change the world.
Learn more from the video on my Youtube Page:
https://www.youtube.com/watch?v=EmVlN3xei4w&t=80s
*Please excuse title, formatting of title page was changed during upload*
Powerpoint from talk I gave during Prince Georges Community Colleges "Why Black Businesses Fail" program on April 11, 2013.
The first speaker discussed some reasons black businesses fail and I followed with a discussion on some steps they can take to succeed.
If you would like the talking points for this lecture you can email me at kendrick.staley@civicgrind.com
5 main reasons why startups fail (infographics)Asad Ali
New startups often fail for several reasons: (1) they lack concrete planning and guidance for daily operations, instead relying on gut feelings; (2) they have limited business opportunities because they do not collaborate with others and are too egotistical to accept outside opinions; (3) they lack knowledge in key areas like focusing their niche, managing employees and finances, reaching customers; (4) they lack long-term vision and focus only on short-term gains; (5) they give up too early when challenges arise rather than working to overcome problems.
The document outlines the top 6 reasons why most startups fail within 18 months. These reasons include: 1) inability to obtain funding, 2) lack of co-founders, 3) ignoring customer needs, 4) remaining in "stealth mode" for too long before launching, 5) lack of competence within the founding team, and 6) thinking the startup idea is unique when in reality it is not special. The document stresses the importance of understanding what caused past failures to avoid repeating mistakes.
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.
Ken Globerman is a private equity investment professional who provides consulting services to startups. In this article, he lists the top 20 reasons why startups fail, including lack of focus, inability to raise financing or run out of cash, flawed business models, and founders who cannot work well together or pivot when needed. He invites feedback on the list and discussion with those interested in his perspective on startup failures.
The document discusses 10 challenges that entrepreneurs often face:
1) Having a good business idea. It can be difficult to determine if an idea is viable.
2) Dealing with self-doubt. Entrepreneurs can easily get discouraged when things go wrong. Having family and friend support is important.
3) Obtaining capital. Starting or growing a business requires funding, which can come from various sources like loans or crowdfunding.
1. The document discusses how to "fail successfully" by learning from failures and persisting through challenges. It provides examples from the speaker's experience with Monitor110 and Stocktwits.
2. Monitor110 failed due to lack of leadership, being too internally focused rather than customer-driven, and raising too much money too early. These lessons helped in building Stocktwits.
3. Stocktwits has focused on having a single clear leader, separating development from product, building for customers from the start with minimal funding, and remaining focused on core priorities and customers. Persistence and learning from failures can lead to eventual success.
Web 2.0 Start-Up Field Guide - Idris MooteeIdris Mootee
The document provides advice for web 2.0 entrepreneurs on starting a business. It discusses the key components needed for a business, including money, commitment, and knowledge. It outlines common mistakes like not having enough capital or believing a feature is a business. The document also discusses strategies for finding investors, including understanding the investment climate and continuum from angels to venture capitalists. It provides tips on developing the business model and positioning the company for future investment.
The document provides a guide for starting a startup. Some key points include:
- Focus on practical and counterintuitive ideas in large addressable markets. Successful startups often began as hobbies.
- Compress your working life into 4 intense years of high productivity and risk, deferring compensation for potential high rewards.
- Find a co-founder who is determined and willing to do any job required without needing management.
- Keep products simple and test ideas directly with customers through early releases and marketing. Simplify until only essential features remain.
- Raise funding through an auction process by knowing the market opportunity and being introduced by prior investors. Valuation is temporary but control is permanent.
On 21 and 22 of March Lean Startup Summit conference took place in Amsterdam. So, I wanted to share the experience, learnings and key take-aways with you (Agile Meetup Barcelona)
I want to summarize the key take-aways of the event and also have an open discussion about some recurrent topics we had at the conference.
As Lean Startup crosses the chasm towards the corporate world it is the moment where Agile and Lean Startup can learn from each other and join forces.
Agile is a mature market already but it has missed several important points in its evolution: a business focus, a product focus and a real customer focus.
On the other hand, Lean Startup is facing the same issues that Agile has been facing for the last 20 years when introducing agility to the corporate world.
I think that both worlds would benefit from each other. We share a common purpose, but quite a different approach.
What will you take out of this event:
* Key take-aways of Lean Startup Summit
* State of the art of Lean Startup evolution
* Innovation in big companies
* Differences and points in common between Agile and Lean Startup
* References and people you should follow
* Insights by open discussions about several topics
A primer for founders on how to raise that first round of venture capital from Harvard Business School professor and Flybridge general partner Jeff Bussgang
This document provides tips for entrepreneurs approaching venture capital (VC) firms for funding. It discusses understanding the VC business model, what makes an attractive investment opportunity, how to match your company's stage and profile to the right investors, pitching effectively, and navigating the matching process. The key points are that VCs seek huge financial returns, only invest in the top 1% of opportunities, look for large total addressable markets, proven teams, and high-growth potential. It emphasizes networking, choosing the right partner over firm, and being prepared to commit fully once funding is secured.
This document outlines the key points to cover in a first pitch to venture capital investors, including an overview of the business, its market opportunity and growth potential, market traction, competition, business model, team, exit strategy, investment required, proposed financing, and an investment summary. The pitch should demonstrate the large market size, how the business solves an important customer problem, competitive advantages, experienced founding team, and path to generating returns for investors.
There are countless books, blogs, articles, cases, and conferences dedicated to identifying techniques that drive innovation. Most offer the same tired ideas – hire good people, empower employees, reward risk, embrace innovative culture, create a progressive work environment, etc. While these suggestions are all reasonable, they are anything but radical. If companies want radical innovation, they should look at exploring more radical solutions. What would happen if your eradicate HR from your company? Will you innovate better if you require all employees to take an IQ test?
Best approach for a startup. Raise Capital or Bootstrapping.w2s-solutions
BootStrapYourBusiness - In today’s business landscape, a startup has to be very innovative to stay afloat. A U.S Small Business Administration (SBA) report published on Forbes shows 90% of startups fail. How you going to protect your business?
15 most important innovation theories your company should be using idea to valueWouter de Heij
The document discusses 15 important innovation theories that companies should be using. It summarizes each theory in 1-2 paragraphs, describing what it is, when it should be used, and suggested reading. Some of the major theories discussed include TRIZ, disruptive innovation, building an innovation culture, open innovation/crowdsourcing, understanding the science of creativity, and dual innovation/ambidextrous organizations. The document argues that understanding and applying these theories can help companies reduce innovation risks and failures, and improve their success rates and ability to change and grow.
This document provides an agenda for discussing entrepreneurship and identifying funding opportunities for entrepreneurial projects. It discusses different types of funding such as debt and equity. It then lists various agencies and opportunities where young entrepreneurs can seek funding, such as CGMTSE, TDB, and TBI. The document outlines the typical venture capital deal cycle and what VCs look for in a business plan, including details about the business, team, needs, barriers, financial projections, and exit strategy. The overall summary provides an overview of funding sources and considerations for entrepreneurs pursuing funding.
The document summarizes what services the i.lab Technology Incubator can provide for start-up companies. It offers resources and business support services to help early-stage, high-growth potential tech companies succeed. These services include office space, networking opportunities, marketing assistance, capital raising support, coaching, mentoring and more. The incubator aims to accelerate company development and help create sustainable businesses that will generate jobs and economic growth.
TCN : Calculate Financial Projections for Investment PresentationsThe Capital Network
This document provides guidance on creating financial projections for presentations to investors. It discusses the importance of building projections to demonstrate understanding of the business model and force discipline. Projections should include revenue, expenses, EBITDA, and cash flow. Key aspects include reasonable assumptions tied to growth plans, scenario planning for different outcomes, and common expense categories. The presentation warns against unrealistic numbers and advises summarizing the projections for investors.
Fundraising for Your Business: Dos and Don'ts of Pitching to 'Your' InvestorAaron Rose
This presentation contains recommendations on how entrepreneurs should pitch to a prospective investor, understanding the importance of understanding the company's financials, due diligence process, and leadership qualities to be an effective entrepreneur.
Startup Guide - Everything You Need To Know To Start & GrowAamir Qutub
Since the turn of the century, small startup ideas—Uber, Twitter, Instagram, Airbnb, to name a few—have been scaled into technology giants. Could you imagine a day without scrolling social media? Or jumping in an Uber to the airport? Startups have disrupted industries by focusing on cutting-edge technology, the sharing economy, and social media. Startups also have the potential to influence and transform industries of the future. So, leap into the start-up world with fresh ideas and a desire to change the world.
Learn more from the video on my Youtube Page:
https://www.youtube.com/watch?v=EmVlN3xei4w&t=80s
This document discusses exit planning opportunities for business advisors. It outlines a seven step exit planning process that helps business owners achieve their goals of retiring from their business and ensuring financial security. The process involves identifying objectives, quantifying business value, maximizing value, planning for ownership transfer either to employees or third parties, business continuity planning, and personal wealth/estate planning. Providing exit planning services allows advisors to build strong client loyalty, help clients achieve life goals, and generate new referral business through a team approach.
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
This is the 1st cut titled "Strategic Marketing Plan: How to Develop and Use It for Small Business Owners and Entrepreneurs". it is going online for download cheaply. if you have any feedbacks, bring it on! Hope you will find it useful. Cheers!
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2023/09/90-of-tech-start-ups-fail-what-the-other-10-know-a-presentation-from-connected-vision-advisors/
Simon Morris, Executive Advisor at Connected Vision Advisors, presents the “90% of Tech Start-Ups Fail. What Do the Other 10% Know?” tutorial at the May 2023 Embedded Vision Summit.
Morris is fortunate to have led three tech start-ups with three successful exits. He received a lot of advice along the way from venture investors, co-founders, colleagues, competitors, customers and other tech entrepreneurs. He has always been fascinated by the success and failure stories of businesses in general, and tech start-ups in particular. What are the common factors that lead some to succeed while most fail?
In this talk, Morris explores the most important success factors, with a focus on the last decade of computer vision and edge AI start-ups. His own experiences as well what he has learned from others suggests that the most important success factors include a very clear understanding of the target customer and market need; a clear-eyed quantification of both the value that the solution brings to customers and its differentiation vs. competitors; a robust go-to-market strategy that can achieve repeatable and scalable growth; and a strong, diverse leadership team.
Starting a new business is not the same as running an operating business. Over the last decade, several management practices have emerged that recognize the particular challenges new ventures face. Steve Blank’s Customer Development Model and the related “Lean” movement are increasingly popular. This session introduces and defines the key concepts of these entrepreneurial management practices and explores how startups can use them at any step of their development.
'Meet the investor' workshop @ Startup Week 2011STARTeurope
This document summarizes an investor workshop discussing challenges for startups in Central and Eastern Europe and strategies for obtaining funding. It notes that early-stage entrepreneurs in the region face challenges like limited experience, networks, and international sales skills. It then discusses how seasoned entrepreneurs are taking on investor roles to provide hands-on support. One such group is SpeedInvest, a startup accelerator focused on early-stage internet and mobile companies in Central and Eastern Europe. The workshop advises entrepreneurs on effectively engaging with investors, including building relationships, demonstrating traction, and being prepared to answer tough questions about their product, team, finances, and plan to scale.
IPEX - Selling your Business Successfully ReportCavendish
This document summarizes a report on successfully selling a business. It discusses the importance of planning an exit from a business to maximize value and ensure fulfillment after the sale. Key points covered include determining when and how to leave the business, identifying a successor if transferring ownership, estate planning, and discovering post-sale passions. The report recommends a three-step process for creating an exit plan: setting goals for when the owner will leave day-to-day operations and liquidate ownership shares, analyzing the current state of the business, and developing a customized plan to achieve the stated goals.
This document outlines common reasons why small businesses fail and steps owners can take to prevent failure and grow their business. It notes that over 50% of small businesses fail within the first year and 95% within five years, often due to a lack of planning, poor cash management, inadequate customer service, or owner burnout. The document recommends businesses create a detailed business plan that defines their mission and value proposition, organizational structure, products/services, target market, and financial projections to help guide their growth and prevent common pitfalls that lead to small business failure. It also encourages owners to seek advising support from resources like the Small Business Development Center.
The document outlines a 7-step exit planning process to help business owners exit their business successfully and retire with peace of mind. It discusses identifying exit objectives, quantifying business value, maximizing business value, transferring ownership to third parties or insiders, business continuity planning, personal wealth and estate planning. Working with advisors throughout this structured process helps owners make informed decisions and achieve their financial goals from exiting their largest asset.
Cegos Benchmark For Effective Kam In The 21st Century D Fleiter 2011 07 23DieterFleiter
This document discusses effective key account management strategies for the 21st century. It outlines 12 key elements: 1) clear account selection criteria and de-selection rules, 2) account strategies driven by corporate strategy, 3) clear competitive strategies, 4) senior management attention, 5) multidisciplinary teams, 6) high calibre account managers, 7) adding measurable value, 8) cost reduction focus, 9) simple performance measures, 10) defined roles and incentives, 11) enhanced knowledge, and 12) short action plans and reviews. Companies that implement these elements achieve better returns than those who do not follow a strategic approach to key account management.
Craig Blair is a co-founder and partner at AirTree Ventures which invests in world-class Australian entrepreneurs building the iconic companies of tomorrow. With over 15 years experience running 2 of Australia’s most successful tech investment funds with partner Daniel Petre and backing businesses such as eBay, Beamly and Ninemsn, Craig is keen to share his insights on how to get a VC's attention. This presentation includes:
- The Start Up journey - what you can expect
- The key steps to approaching a VC
- What to do (and what not to do) when pitching to your business
- How to avoid the pre/post money traps
- How to choose your funding partner (remember VCs and investors are an employee you can't fire!)
basic startups challenges faces by new syartups sourav mathur
The document discusses the key challenges faced by new enterprises. The major challenges include financial issues in raising capital, managing human resources as the business grows, adapting to environmental factors like market trends, obtaining mentorship, effective management as the business scales, and dealing with competitors in the market. Overcoming these challenges requires an entrepreneur to have a strong business plan, pitch their idea to investors, build a skilled team, stay aware of trends, seek guidance, implement strategic planning, and differentiate their offering from rivals. How well an entrepreneur can address these common startup hurdles will determine the success or failure of their new business venture.
The document discusses "The Entrepreneur's Dilemma" of not knowing what the right things to focus on and how to do them at different stages of developing a business. It outlines a typical entrepreneurial cycle from idea to growth and explains that entrepreneurs must make choices about focusing on functions like marketing, operations, strategy, etc. but there is no single right answer. The conclusion introduces the Business Advantage Model (BAM) which was developed to help entrepreneurs make better decisions to focus on the right things done the right way at the right time to reduce risks and increase the chances of sustainable success.
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A ROADMAP FOR HP LEADERSHIP - FROM VISION THROUGH EXECUTION TO SHAREHOLDER VALUE
Outcome
Boost your capacity to change and move to the next level of your leadership performance
Good afternoon, o come on one more time good afternoon.
Before we start I want to make sure I am in the right place.
Who believes leadership is the key attribute that differentiates a high performing company from the rest? Yes / no
Who believes the company or government entity is a High Performing company today ? Yes / no
Who believes they can still develop on their leadership journey? Yes / no
Who believes that leadership is a destination and you have arrived? Yes / no
Good then I am in the right place
Title: A Roadmap for High Performance Organizational and Personal Leadership - from vision through execution to shareholder value
Challenges
A leadership crisis looms. Trust in leaders has tanked, new business challenges sprout up virtually overnight, and experienced leaders are in short supply. Plus there's a pitched battle for employee talent. Today's leaders must be able to identify, build and retain talent and then effectively lead these people and teams to achieve the highest level of personal and organizational performance.
Solution
High Performance Leadership - one intensive day with the focus on you and growing your business or Government entity. The session will cover practical experience of how High Performing Leaders create High Performing Teams resulting in High Performance Results. The session will help you inspire, trust, build credibility with people and unleash the talents and energy of a winning team. The session will also include how leaders should spend their efforts and create a place where people want to stay and contribute their best effort, time and time again, helping your organization execute and achieve its most critical priorities.
STOP
How many of you have heard this comment - Yes no, you heard that folks how many of you believe it is true yes/no - not true at all
Ask the question if I am in the right room “about the importance of leadership to driving business success”? Who believes more effective leaders will outperform their competitors?
You can improve as a leader in whatever role you currently play in your organization and help drive business success?
Before I start by the show of hands how many of you are working in corporates? How many as entrepreneurs in your own business, how many working in government or parastatals?
STOP
Real leaders are ordinary people with extraordinary determination
Leaders do not force people to follow but rather invite them on a journey
A leader is someone who believes in you and gets you to believe in yourself
leaders make the impossible possible
Leaders consider the past and evaluate the present and create the future
4 things to get right:
Strategy is different in a volatile world
Strategy is a marathon 8 years plus a series of sprints and reassess where you are – permanent reassessment
Vision where do we want to be in 2020
Have a 3 year rolling plan and stress test every quarter stress test the hypothesis what if china,. Talent. Pricing Attrition, etc.)
Permanent stress test the hypothesis to reconfirm or correct the trajectory
Need to be nimble agile flexible which is not easy
feedback to leadership must be at speed
Business model must be clear – what is your portfolio be clear what you do
Pierre Leadership
Truly global flexible nimble
Need to be relevant to know what is going on around the globe
Do not move people but rather ideas export them from the south to the north at speed
Cloud strategy got it wrong my 10 years estimated to would take 10 years and it took 10 months
Speed of change has a profound impact on leadership – leadership needs to cope with this
VUCA – leading in this world (volatility, uncertainty – cannot predict events , complexity- at ease with complexity, ambiguity - no clear answers, management and leadership has to be reinvented). Need to try thing and need a 2020 vision as well as a 3 year rolling plan.
Need to try things out in a world where you try things rather than know exactly what you are betting on
Difference between leading and managing in this world
Leadership is to drive, inspire, to manage is to run something and delivering results (ply by the rules)
Leadership starts by inspiring and mobilizing and driving in a VUCA environment
People are looking ta you to lead ask you as the CEO where you are going and how we are going to get there (communicate inspire and mobilize the managers)
leverage the ecosystem of partners to be successful recognizing that sometimes you partner and sometimes you compete
You are permanently watched by your people and the market and lead your corporate values
Drive drive drive and be out there with your people
People do not trust the ceo
Be relevant informed and learn learn and learn
Speak to your people and listen to what is happening around the country and the globe
Introduce myself and why I am qualified to be her today
Privilege and honor for me to present o the current and future leaders
I am pleased to be here with you and It is a privilege for me to be here today and have the opportunity today to address/speak to so many current and future business and government leaders
I have been at Accenture for my entire working life which has been 28 years after graduating with a computer science and maths degree.
I have played a key leadership role in leadership development since I made partner in the then Anderson Consulting in 1997.
I am now in an entrepreneurial role having bought into a technology start up and running the company. For the next hour I
Introduce myself – who am I and why am I qualified to speak to you all here today
I will talk about the good the bad and the ugly of leadership in a high performance company
Make the session interactive to also hear what is on your minds regarding running a HP company
Ran leadership development for 15 years in Accenture since a made partner in 1997
Ask where they work corporates , entrepreneurial ventures government etc. – the talk today is relevant to all businesses across all industries
How to take on big companies and win
Introduce myself my career at Accenture and various leadership roles
Passion for leadership and I believe this separates good from the great companies
Recognizing this as an issue I have started I have started running soft skills (leadership) training courses for a number of schools and currently running these courses for teachers and the matric. I recognize that leadership does not develop in a day but does develop daily and hence I am trying to make a small difference to the students and teachers and hopefully help grow a stronger group of leaders. I am a firm believer that this training needs to commence at the school level and not only commence with tertiary education or in business.
I have developed a passion for leadership over the years and I am now using these skills in helping a number of companies. Schools and other organizations develop their leadership skills. I am also currently working with a number of schools in rolling out leadership training to the teachers and matrics.
STOP
2 KEY LEADERSHIP TENANTS ARE THE RIGHT PEOPLE (WINNING THE WAR FOR TALENT) AND HAVING THE COURAGE TO DRIVE CHANGE
The most stable companies have strong leaders at every level of the organization. The only way o develop such widespread leadership is to make developing leaders to be part of your culture.
Leadership everything rises ands falls on leadership. Let me repeat everything rises and falls on leadership. Remember the higher the leadership the greater the effectiveness. Secure leaders raise up and empower other ;leaders to positively influence them.
To reach the highest level of effectiveness you need to raise the lid of leadership ability. To attract better people you need too lift your lid on your leadership ability. The law of the lid – determines the persons level of effectiveness. The higher the leadership the greater the effectiveness. A company cannot grow above the level of its leaders – is the leaders area 4 then the company maximum level will be a 3. It is not how far we advance ourselves but how far we advance others. I believe that everything rises and falls of leadership and to beat the competition and grow market share HP leadership made the difference. I have seen that these HP leaders are visionaries and are able to see the invisible (and the blind spots – see around corners) and make the impossible possible. Leaders find the possible in the impossible establishing a route for others
From my experience leadership ability is the lid (glass ceiling) that will determine the individual and companies level of effectiveness. The way John Maxwell (one of the words most renowned leadership gurus) describes the law of the lid. He describes leadership and organizational effectiveness on a scale of 1 to 10, (I will be using the 1 to 10 scale through out my presentation today). If you are a leader that is rated a 5 then unless you grow your leadership effectiveness/effectiveness the business that you run and the people that you lead will not be higher than a 4 and hence you create an environment of mediocrity.
As I have become a more experienced leader I see myself as a lid lifter. That is the main function of a leader. If I can lift the leadership lid on my team members then I am doing my job. If leaders are lid lifters for the leaders in the middle of the company then those leaders become load lifters for the leaders on top of the company.
Without the right leaders charting the course the ship will never get out of the harbor and we must remember that ships were not built to stay on the harbor. Without the right leadership your company will not out perform the competition on a consistent basis and you will not be running a HP company.
The first person you need to lead is yourself – we always tend to think that leadership is about leading others and yes whist it is first and foremost you need to lead yourself. I am referring to leading by example having the leadership qualities in you that you want to teach someone else. Giving the leadership values that you want to impact on someone else. I am talking about visually leading people as leadership is visual. Every person you followed you saw first as people do what people see. It is not what you say to them that makes you affective but what they see in you. Visual example is the most powerful leadership tool.
Everything rise and falls on leadership. This is because a persons ability to make this happen in and through others depends entirely on his ability to lead them. All leaders have 2 things in common they are going somewhere and they are able to persuade to go with them.
To many leaders are like travel agents they send people places they have never been themselves. We teach what we know but we reproduce what we are. If you want to create great leaders you need to be a great leader.
Vision is the ability to see the invisible. If we can see the invisible we can achieve the impossible
Remember the higher the leadership the greater the effectiveness. Leadership ability is the lid that determines a persons level of effectiveness (if leadership is a 6 level of effectiveness will be a maximum of a 5). Everything rises and falls on leadership. Secure leaders raise up and empower other leaders to positively influence them. Your leadership ability always determines your effectiveness and potential impact you make on the company.
Story about Ray Kroc and the MacDonald brothers (dick and Maurice) opened first Mac in 1937 and by mid 1950’s revenue was USD 350K. They were never able to take the business further even after they tried to franchise the business. Leadership ability or lack of leadership ability was the lid on the brothers effectiveness (or ability to succeed). Leadership ability is always the lid on personal and organizational effectiveness. They were very efficient managers but did not have a vision and could not lead. In 1955 Ray Kroc who was 55 bought into the business and they formed Macdonald Inc. In 1961 he bought exclusive rights to the business for USD 2.7 Million and the rest as they say is history.
Leadership develops daily and not in a day (John Maxwell defines this the law of process) but rather in a lifetime and it is a journey (it is not static and no matter where you start you can still grow) that we never arrives there irrespective where we start the journey. Leadership development is a process not an event (leadership is developed by doing leadership)
The bigger problem is the ripple effect that it has on future generations of people is that since they have leant from a weak leader they also reach their lid very quickly and the problem continues.
The bottom line of leadership is that it is not how far we advance ourselves but how we advance others – be of service to others.
Leaders need to provide the vision where leaders with vision are able to see the invisible and if you can see the invisible you can achieve the impossible.
Too often when I have run leadership training I have had someone from the audience ask me or come up to me and ask me what is the one thing that I can do better that will make me a more effective leader. My response which is quite simple is that there is no one thing that will make you a more effective leader as leaders practice various traits every day that makes them effective leaders.
I also have to stress that leadership is not an event, like a training program, a book on leadership, etc. a presentation from someone like myself today, It is rather a journey and not a destination and develops every day that you are practicing leadership (is does not develop in a day). No microwave process to leadership.
Q – can you every reach your destination as far as leadership goes?
As I said leadership is a journey and no matter who you are me, all of you,. Barack Obama. Winston Churchill they will never reach that destination they will never arrive.
We are all on this leadership journey the only difference is that we are all at a different starting point on that journey.
Any leader that thinks he has arrives needs a wake up call as I call this destination disease which is the day that you stop progressing or even start gong backwards in your leadership journey. I unfortunately have come across to many supposed leaders that believe that they have arrived and have nothing more to learn. I normally where appropriate sit the person down and have a heart to heart about what real leadership is all about.
Leadership is about service to lead your people (to serve people something larger – I thought leadership was about being in the driving seat but I learnt that everyone is a leader at different times and in different ways and different situations
The person who serves others and helps people experience their needs you will achieve anything
If I serve I can lead as motive does matter –serving someone you become their leader
STOP
As a leader you are a servant – servant leader. The person that leads by demand or position can only lead for a short period of time but the person who serves and helps other people experience their needs then together you will achieve anything.
True leaders do not practice leadership they live leadership – they have a desire and purpose to serve.
HP leaders are devoted to learning and HP are learning companies – places where ideas are the currency for success.
If I serve I can lead as motive does not matter as I cam doing things for the other person and my motives are admirable and trustworthy. IF you serve someone you become their leader.
Leaders consider the past and evaluate the present and create the future.
Margaret Thatcher said that being powerful is like being a lady if you have to say you are you aren’t.
A leader can influence organizational culture – ethics, values, diversity, etc.
The only way to grow the company is to grow the leaders within it.
He who thinks he leads but has no followers is only taking a walk.
Leadership is about daily preparation – boxing is a good analogy because it is all about daily preparation .
Where will you company be in 5 years from now if you do not focus on raising up leaders? I will tell you not where you want to be. You need to work in an environment that unleashes leaders. Are you growing your next generation of leaders?
Vision is the ability to see the invisible and if we can see the invisible we can achieve the impossible
They are not only able to chart the course but
True leaders do not practice leadership they live leadership
I have often found that many clients I have worked with and some parts of my own organisation have both feet in today and solely focused on this quarter rather than having one foot in today and one foot in tomorrow and focused both on this quarter and the business for the years to come
Leadership is about serving others.
Your leadership will determine the success of the current and future generation of your people. The people you will develop will also impact all the people their lives touch
Need to demystify leadership – leadership is the ability to translate vision into reality
Leaders are not born they are made. Any they are made just like anything else through hard work
Leadership is a journey not a destination and leadership develops daily and not in a day
Your leadership will determine the success of the current and future generation of your people. The people you will develop will also impact all the people their lives touch
–example is not the main thing in leading others it is the only thing
Leadership rises and falls on your attitude which can be your best friend or your worst enemy (it is the currency of leadership and why people follow other people – it draws people to you or repels them)
Leadership and learning are indispensable with each other – JFK
IF YOUR ACTIONS INSPIRE OTHERS TO DREAM MORE, LEARN MORE, DO MORE AND BECOME MORE THEN: YOU ARE A LEADER
A leader is a dealer in hope
The function of leadership is to create more leaders and not more followers
Recognize you are a role model and need to set a good example – a leader is an example to others through his own conduct
Not our position but our disposition that determines success – disposition is our attitude
We cannot choice what cards are dealt to us but we can choose how we play the cards
Leadership culture – strong stable HP companies have strong leaders at every level of the company. The only way to develop such wide spread leadership is to make developing leaders part of the company culture. How many companies do you know that have had a successes ion of leaders come up within the ranks of their own company? An example is coke when the leader passed away the share price di not even dip as they have created a long line of successors which were publically known.
A leaders ability to cast a vision does not make them a leader it does however mean you are a good communicator. A leader needs to not only cast the vision but take people where they need to go.
Anyone can steer a ship but it takes a leader to chart a course and member that ships were not built to stay in the harbor.
Real leaders are ordinary people with extra ordinary motivation/determination
Leaders do nor force people to follow they invite them on a journey
Never tell people how to do things . Tell them what to and they will surprise you with their ingenuity
Honor people and they will honor you
Fail to Honor people and they will fail to honor you
I thought that leadership was about being in the driving seat but I learnt that everyone is a leader at different times and different ways and different situations.
Mcdonalds story about making burgers
Slide Time: 1 minute
Key Point: “Increasing your emotional intelligence has far reaching benefits beyond strengthening your executive presence. “
Explain: “High emotional intelligence will lead to better self-confidence, ability to handle difficult situations without taking them personally, help you to build strong relationships, etc.”
Transition to Next Slide: “Let’s now look more deeply at the components of Emotional Intelligence.”
Mcdonalds story about making burgers
Slide Time: 1 minute
Key Point: “Increasing your emotional intelligence has far reaching benefits beyond strengthening your executive presence. “
Explain: “High emotional intelligence will lead to better self-confidence, ability to handle difficult situations without taking them personally, help you to build strong relationships, etc.”
Transition to Next Slide: “Let’s now look more deeply at the components of Emotional Intelligence.”
SUCCESS LEAVES CLUES : YOU CAN COMPRESS YEARS INTO DAYS IF YOU CAN LEARN MORE FROM OTHER PEOPLES EXPERIENCE THAN ONLY YOUR OWN
Slide Time: 1 minute
Key Point: “Increasing your emotional intelligence has far reaching benefits beyond strengthening your executive presence. “
Explain: “High emotional intelligence will lead to better self-confidence, ability to handle difficult situations without taking them personally, help you to build strong relationships, etc.”
Transition to Next Slide: “Let’s now look more deeply at the components of Emotional Intelligence.”
Slide Time: 1 minute
Key Point: “Increasing your emotional intelligence has far reaching benefits beyond strengthening your executive presence. “
Explain: “High emotional intelligence will lead to better self-confidence, ability to handle difficult situations without taking them personally, help you to build strong relationships, etc.”
Transition to Next Slide: “Let’s now look more deeply at the components of Emotional Intelligence.”
Slide Time: 1 minute
Key Point: “Increasing your emotional intelligence has far reaching benefits beyond strengthening your executive presence. “
Explain: “High emotional intelligence will lead to better self-confidence, ability to handle difficult situations without taking them personally, help you to build strong relationships, etc.”
Transition to Next Slide: “Let’s now look more deeply at the components of Emotional Intelligence.”
Slide Time: 1 minute
Key Point: “Increasing your emotional intelligence has far reaching benefits beyond strengthening your executive presence. “
Explain: “High emotional intelligence will lead to better self-confidence, ability to handle difficult situations without taking them personally, help you to build strong relationships, etc.”
Transition to Next Slide: “Let’s now look more deeply at the components of Emotional Intelligence.”
Slide Time: 1 minute
Key Point: “Increasing your emotional intelligence has far reaching benefits beyond strengthening your executive presence. “
Explain: “High emotional intelligence will lead to better self-confidence, ability to handle difficult situations without taking them personally, help you to build strong relationships, etc.”
Transition to Next Slide: “Let’s now look more deeply at the components of Emotional Intelligence.”
Lack of clinical execution (not about ideas but rather execution)
Slide Time: 1 minute
Key Point: “Increasing your emotional intelligence has far reaching benefits beyond strengthening your executive presence. “
Explain: “High emotional intelligence will lead to better self-confidence, ability to handle difficult situations without taking them personally, help you to build strong relationships, etc.”
Transition to Next Slide: “Let’s now look more deeply at the components of Emotional Intelligence.”
Slide Time: 1 minute
Key Point: “Increasing your emotional intelligence has far reaching benefits beyond strengthening your executive presence. “
Explain: “High emotional intelligence will lead to better self-confidence, ability to handle difficult situations without taking them personally, help you to build strong relationships, etc.”
Transition to Next Slide: “Let’s now look more deeply at the components of Emotional Intelligence.”
Slide Time: 1 minute
Key Point: “Increasing your emotional intelligence has far reaching benefits beyond strengthening your executive presence. “
Explain: “High emotional intelligence will lead to better self-confidence, ability to handle difficult situations without taking them personally, help you to build strong relationships, etc.”
Transition to Next Slide: “Let’s now look more deeply at the components of Emotional Intelligence.”
Slide Time: 1 minute
Key Point: “Increasing your emotional intelligence has far reaching benefits beyond strengthening your executive presence. “
Explain: “High emotional intelligence will lead to better self-confidence, ability to handle difficult situations without taking them personally, help you to build strong relationships, etc.”
Transition to Next Slide: “Let’s now look more deeply at the components of Emotional Intelligence.”
Slide Time: 1 minute
Key Point: “Increasing your emotional intelligence has far reaching benefits beyond strengthening your executive presence. “
Explain: “High emotional intelligence will lead to better self-confidence, ability to handle difficult situations without taking them personally, help you to build strong relationships, etc.”
Transition to Next Slide: “Let’s now look more deeply at the components of Emotional Intelligence.”
Slide Time: 1 minute
Key Point: “Increasing your emotional intelligence has far reaching benefits beyond strengthening your executive presence. “
Explain: “High emotional intelligence will lead to better self-confidence, ability to handle difficult situations without taking them personally, help you to build strong relationships, etc.”
Transition to Next Slide: “Let’s now look more deeply at the components of Emotional Intelligence.”
Slide Time: 1 minute
Key Point: “Increasing your emotional intelligence has far reaching benefits beyond strengthening your executive presence. “
Explain: “High emotional intelligence will lead to better self-confidence, ability to handle difficult situations without taking them personally, help you to build strong relationships, etc.”
Transition to Next Slide: “Let’s now look more deeply at the components of Emotional Intelligence.”