This document contains questions and responses about entrepreneurship topics. It discusses the key attributes of successful African entrepreneurs, including being goal-oriented and willing to take risks. It also argues that while genetics play a role, entrepreneurs are largely made, not born, through environmental factors and experiences. The document also covers business plans for investors versus banks, sources of innovation, reasons for post-merger failures, and an overview of design thinking methodology.
Reclaim Your Business: HR Outsourcing in 2012CPEhr
Reclaim Your Business:
How Human Resources Outsourcing Will
Enable Companies to Rebuild in 2012. After years of recession, stagnant economic growth, high unemployment
and continuing uncertainty fueled by a partisan Washington, most small
and mid‐sized employers are looking towards the future with reserved
optimism. However, while many economic factors remain in flux,
employers are able to take control of their business in 2012. Many are
proactively investigating how Human Resources (HR) Outsourcing can
assist them in trimming excess operating costs, reducing insurance
premiums and HR overhead, and improving employee productivity.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
If you’re not already thinking about how to increase diversity in your top team, you should be. Some of the world’s most successful organisations know that teams from different backgrounds and perspectives are sharper and more innovative, and perform better for their clients than teams who look, think and feel the same. And rather than producing flash-in-the-pan success, this type of mix is a recipe for sustainable improvements over the long term.
But if you, like us, spend most of your life running a business or heading up a large department, you probably don’t have much spare time to think about diversity. So we’ve produced this guide purely for busy executives who want to decipher why this matters to their organisation’s ability to grow and evolve, and who need to talk to other people about it, but perhaps aren’t sure how.
We wanted to do it in a way that doesn’t turn it into a chore. The book unfolds in ten simple chapters, each of which shouldn’t take much more than a minute to read – but behind each chapter there’s a wealth of information, with Green Park’s suggestions for further reading at the end.
Failure to capture talent from the widest possible pool could cost you dearly. There is a myth of lack of talent; nothing could be further from the truth. There’s no shortage of high-calibre candidates from under-represented groups, but sourcing them often requires the focus, market intelligence and reach that only an expert executive search firm can provide.
With this is mind, we’ve created Green Park Diversity Analytics, chaired by Trevor Phillips, a research and advisory body, which uses unique quantitative modelling to analyse the executive labour market by specific dimensions of diversity. Our methodology can help us to identify gaps and source the best candidates for your team, bringing results that are quicker, less intrusive and more accurate than anything currently in the diversity field.
We hope you find this guide helpful.
Better managers, better business - a thought paperPete Fullard
We’re all in business and we’re all constantly searching for the same thing. Something magical with the power to create profit without changing our products, services or customers.
The good news is that I’ve found it! And it may not be quite what you were expecting. It’s been around longer than any technology. It requires no market intelligence. And there’s not a hashtag or emoji in sight! Even better, is that there’s a simple three-step plan to harness it. Or should I say ‘them’.
Because the opportunity is to be found in our people. Particularly our managers who have the ability to take our culture, our people and our performance to new levels. Like all the greatest opportunities, it has been caused by change. People like us who are running businesses are (on average) getting older. Yet, in Asia, seventy percent of employees are Millennials. Elsewhere in the world that number is over thirty percent. Between them and the directors who pay their wages lies a huge gulf in culture, expectations and values.
The ‘C’ suite within so many businesses remains linear and traditional. They have grown-up in a world where the numbers come first, and the culture comes a distant second at best. Employees, on the other hand, are more agile and value-led. They choose to work in ethical, progressive and consultative environments. They are uninspired by the ‘same old’ approach to HR, training and culture. They are desperate to find something newer, better and more empathetic and they are willing to move jobs to find it.
This presents an incredible opportunity. The vast majority of businesses are not bridging the culture gap. They have focused on what their customers want, without making a similar adjustment to the ever-changing needs of their employees. This is so easy to change. Many great businesses have already done it. The majority are run by Millennials. They recognise that, even in the age of technology, people remain our greatest asset, and can produce the greatest returns of all. Each has delivered on these three simple steps:
• They have a clear corporate vision embracing everything they do
• With an agility that allows their people to flourish
• And an empathy that allows them to embrace, not repel, their people
In that setting, managers can be empowered to motivate and engage. We can help those who are more experienced develop more current skills through coaching and mentoring rather than box-ticking and lecturing. They, in turn, can harness the talent within our Millennial and Generation Z workforce. Investing in a new app may be sexier, but developing our people will have a much deeper and more meaningful impact on the bottom line.
I really hope this thought piece is different. It addresses fundamental issues that are holding back so many businesses and presents a better way forward.
Reclaim Your Business: HR Outsourcing in 2012CPEhr
Reclaim Your Business:
How Human Resources Outsourcing Will
Enable Companies to Rebuild in 2012. After years of recession, stagnant economic growth, high unemployment
and continuing uncertainty fueled by a partisan Washington, most small
and mid‐sized employers are looking towards the future with reserved
optimism. However, while many economic factors remain in flux,
employers are able to take control of their business in 2012. Many are
proactively investigating how Human Resources (HR) Outsourcing can
assist them in trimming excess operating costs, reducing insurance
premiums and HR overhead, and improving employee productivity.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
If you’re not already thinking about how to increase diversity in your top team, you should be. Some of the world’s most successful organisations know that teams from different backgrounds and perspectives are sharper and more innovative, and perform better for their clients than teams who look, think and feel the same. And rather than producing flash-in-the-pan success, this type of mix is a recipe for sustainable improvements over the long term.
But if you, like us, spend most of your life running a business or heading up a large department, you probably don’t have much spare time to think about diversity. So we’ve produced this guide purely for busy executives who want to decipher why this matters to their organisation’s ability to grow and evolve, and who need to talk to other people about it, but perhaps aren’t sure how.
We wanted to do it in a way that doesn’t turn it into a chore. The book unfolds in ten simple chapters, each of which shouldn’t take much more than a minute to read – but behind each chapter there’s a wealth of information, with Green Park’s suggestions for further reading at the end.
Failure to capture talent from the widest possible pool could cost you dearly. There is a myth of lack of talent; nothing could be further from the truth. There’s no shortage of high-calibre candidates from under-represented groups, but sourcing them often requires the focus, market intelligence and reach that only an expert executive search firm can provide.
With this is mind, we’ve created Green Park Diversity Analytics, chaired by Trevor Phillips, a research and advisory body, which uses unique quantitative modelling to analyse the executive labour market by specific dimensions of diversity. Our methodology can help us to identify gaps and source the best candidates for your team, bringing results that are quicker, less intrusive and more accurate than anything currently in the diversity field.
We hope you find this guide helpful.
Better managers, better business - a thought paperPete Fullard
We’re all in business and we’re all constantly searching for the same thing. Something magical with the power to create profit without changing our products, services or customers.
The good news is that I’ve found it! And it may not be quite what you were expecting. It’s been around longer than any technology. It requires no market intelligence. And there’s not a hashtag or emoji in sight! Even better, is that there’s a simple three-step plan to harness it. Or should I say ‘them’.
Because the opportunity is to be found in our people. Particularly our managers who have the ability to take our culture, our people and our performance to new levels. Like all the greatest opportunities, it has been caused by change. People like us who are running businesses are (on average) getting older. Yet, in Asia, seventy percent of employees are Millennials. Elsewhere in the world that number is over thirty percent. Between them and the directors who pay their wages lies a huge gulf in culture, expectations and values.
The ‘C’ suite within so many businesses remains linear and traditional. They have grown-up in a world where the numbers come first, and the culture comes a distant second at best. Employees, on the other hand, are more agile and value-led. They choose to work in ethical, progressive and consultative environments. They are uninspired by the ‘same old’ approach to HR, training and culture. They are desperate to find something newer, better and more empathetic and they are willing to move jobs to find it.
This presents an incredible opportunity. The vast majority of businesses are not bridging the culture gap. They have focused on what their customers want, without making a similar adjustment to the ever-changing needs of their employees. This is so easy to change. Many great businesses have already done it. The majority are run by Millennials. They recognise that, even in the age of technology, people remain our greatest asset, and can produce the greatest returns of all. Each has delivered on these three simple steps:
• They have a clear corporate vision embracing everything they do
• With an agility that allows their people to flourish
• And an empathy that allows them to embrace, not repel, their people
In that setting, managers can be empowered to motivate and engage. We can help those who are more experienced develop more current skills through coaching and mentoring rather than box-ticking and lecturing. They, in turn, can harness the talent within our Millennial and Generation Z workforce. Investing in a new app may be sexier, but developing our people will have a much deeper and more meaningful impact on the bottom line.
I really hope this thought piece is different. It addresses fundamental issues that are holding back so many businesses and presents a better way forward.
Is your organisation Innovative? Or Inept?ross harling
A simple 'litmus test' for assessing innovation capabilities. Why? Because most executives now recognise the competitive importance of innovation, or turning ideas into income. However few can measure where they stand in the innovation stakes or if they are heading in the right direction.
What would happen to an organization if its goals did not account for external threats and shifting marketplace realities? What challenges will a business face if it doesn’t have sound measures and an effective performance management system, and why?
Dual Transformation - How to Reposition Today’s Business while Creating the F...Ragavendra Prasath
Dual Transformation framework will help incumbent organizations stay ahead and not get into obsolescence. One of the interesting thing, I learnt or observed from Proctor and Gamble (P&G) is Problems of predictability and How US$ 10 Billion (as of 2017) sales making Pampers was born.
Dual Transformation approach is proved by solid examples from various companies such as Aetna, Adobe, Singapore Post, Amazon, GBS Bank and many more.
Transformation A = Change the ‘How’ you deliver i.e. finding more effective and efficient ways to address the customer needs to maximize re-silence of your existing / historical core business
Transformation B = Creating the new ‘What’ you deliver i.e. The process of making the complicated → simple, expensive → affordable always grows markets.
This is based on the seminal work done by Harvard Business School Late Prof. Clayton Christensen during early 1990’s on “Theory of Disruptive Innovation”.
Inspiration & Courtesy to books and research reports
1. The Innovator’s Dilemma - Late Prof. Clayton Christensen
2. Theory of Disruptive Innovation - Late Prod. Clayton Christensen
3. The Structure of Scientific Revolutions - Late Thomas Khun
4. Dual Transformation - Mark W Johnson, Scott D Anthony, Clarke G Gilbert
5. The First Mile: A Launch Manual for Getting Great Ideas Into the Market - Scott D Anthony
White Paper - Selling in the New Normal: For Organizations with Complex Sales...Selling to Zebras, LLC
Still waiting for the economy and business opportunities to get back to normal? Change is Required to Survive! In the “New Normal” complex sales organizations have learned that their best efforts and previous approach to selling customers in complex sales cycles no longer work; sales levels, margins and average deals sizes are down and sales cycles are longer with many ending in non-decision. Jeff Koser describe the necessary components to be successful in the New Normal.
Today, four different generations live together in the working environment. What are their interests? Do they work in the same way? This paper analyzes the difference between these generations. It proves that Millennials have their own way of working.
Given that 30% of American workers are part of Generation Y, and knowing that by 2025 they will represent three-quarters of the world's workforce, companies must adapt to their needs and interests.
But, what do millennials value the most in the companies? Gen Y is looking for flexibility in the workplace, which can be approached from different points.
Through this paper you'll examine the benefits of new ways of working and the different tools that can boost workplace flexibility.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
Winning the 2020s - The New Logic of Competition (BCG - collected by Truong B...Truong Bomi
Today’s business leaders are having to deal with multiple and complex short-term concerns, like declining growth, political uncertainty, resistance to globalization, social division, and so on. But as the 2020s approach, leaders must also look beyond today’s situation and understand at a more fundamental level what will separate the winners from the losers in the next decade. We see 5 new aspects of competition that will come to the forefront for many businesses:
1. Increasing the rate of organizational learning
2. Leveraging multi-company ecosystems
3. Spanning both the physical and digital worlds
4. Imagining and harnessing new ideas
5. Achieving resilience in the face of uncertainty
Lots of cases, such as Netflix, Google vs. Waymo, Amazon vs. Wholefoods, John Deere of the U.S; Alibaba ecosystems as the major orchestrator to Chinese transformative economy; and even Seedcom - a venture builder in Vietnam in the show. The all are proofing the new logic of competition in the new era of digitalization and mobilization.
Who will be BIG winners in the decade of 2020s at last? Your guess?
Is your organisation Innovative? Or Inept?ross harling
A simple 'litmus test' for assessing innovation capabilities. Why? Because most executives now recognise the competitive importance of innovation, or turning ideas into income. However few can measure where they stand in the innovation stakes or if they are heading in the right direction.
What would happen to an organization if its goals did not account for external threats and shifting marketplace realities? What challenges will a business face if it doesn’t have sound measures and an effective performance management system, and why?
Dual Transformation - How to Reposition Today’s Business while Creating the F...Ragavendra Prasath
Dual Transformation framework will help incumbent organizations stay ahead and not get into obsolescence. One of the interesting thing, I learnt or observed from Proctor and Gamble (P&G) is Problems of predictability and How US$ 10 Billion (as of 2017) sales making Pampers was born.
Dual Transformation approach is proved by solid examples from various companies such as Aetna, Adobe, Singapore Post, Amazon, GBS Bank and many more.
Transformation A = Change the ‘How’ you deliver i.e. finding more effective and efficient ways to address the customer needs to maximize re-silence of your existing / historical core business
Transformation B = Creating the new ‘What’ you deliver i.e. The process of making the complicated → simple, expensive → affordable always grows markets.
This is based on the seminal work done by Harvard Business School Late Prof. Clayton Christensen during early 1990’s on “Theory of Disruptive Innovation”.
Inspiration & Courtesy to books and research reports
1. The Innovator’s Dilemma - Late Prof. Clayton Christensen
2. Theory of Disruptive Innovation - Late Prod. Clayton Christensen
3. The Structure of Scientific Revolutions - Late Thomas Khun
4. Dual Transformation - Mark W Johnson, Scott D Anthony, Clarke G Gilbert
5. The First Mile: A Launch Manual for Getting Great Ideas Into the Market - Scott D Anthony
White Paper - Selling in the New Normal: For Organizations with Complex Sales...Selling to Zebras, LLC
Still waiting for the economy and business opportunities to get back to normal? Change is Required to Survive! In the “New Normal” complex sales organizations have learned that their best efforts and previous approach to selling customers in complex sales cycles no longer work; sales levels, margins and average deals sizes are down and sales cycles are longer with many ending in non-decision. Jeff Koser describe the necessary components to be successful in the New Normal.
Today, four different generations live together in the working environment. What are their interests? Do they work in the same way? This paper analyzes the difference between these generations. It proves that Millennials have their own way of working.
Given that 30% of American workers are part of Generation Y, and knowing that by 2025 they will represent three-quarters of the world's workforce, companies must adapt to their needs and interests.
But, what do millennials value the most in the companies? Gen Y is looking for flexibility in the workplace, which can be approached from different points.
Through this paper you'll examine the benefits of new ways of working and the different tools that can boost workplace flexibility.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
Winning the 2020s - The New Logic of Competition (BCG - collected by Truong B...Truong Bomi
Today’s business leaders are having to deal with multiple and complex short-term concerns, like declining growth, political uncertainty, resistance to globalization, social division, and so on. But as the 2020s approach, leaders must also look beyond today’s situation and understand at a more fundamental level what will separate the winners from the losers in the next decade. We see 5 new aspects of competition that will come to the forefront for many businesses:
1. Increasing the rate of organizational learning
2. Leveraging multi-company ecosystems
3. Spanning both the physical and digital worlds
4. Imagining and harnessing new ideas
5. Achieving resilience in the face of uncertainty
Lots of cases, such as Netflix, Google vs. Waymo, Amazon vs. Wholefoods, John Deere of the U.S; Alibaba ecosystems as the major orchestrator to Chinese transformative economy; and even Seedcom - a venture builder in Vietnam in the show. The all are proofing the new logic of competition in the new era of digitalization and mobilization.
Who will be BIG winners in the decade of 2020s at last? Your guess?
People and Innovation: Getting Ideas on the tableScott Smith
These days, everyone can attest to the importance of being innovative. In a knowledge economy where small insights can quickly shift the competitive landscape and capabilities can rapidly be bought, borrowed or built, we believe that those leaders who oversee a dynamic, fastmoving, innovation portfolio will have the best chance of breaking away from the pack and generating growth. But many organizations are finding it difficult to engage their people – from their employees to their customers to their suppliers – in the innovation process. If this is the case, then where do they start?
Published by the IBM Institute for Business Value, 2006
Business Models: Six recommendations to enable business model innovation in t...melnorman
Advances in technology have disrupted the creative marketplace. What customers value and will pay for has changed and companies who don’t evaluate their existing business models risk losing their relevance.
There is a lot of discussion around reinventing ‘business models’ and ‘strategy’ but there is a lack of clarity about what this means and even less about how to apply it.
So how does this impact the creative industries, which have undergone more change than most sectors over the last 10 years?
The part time Business Model Theme Champion role, funded by and on behalf of the Creative Industries KTN, focused on transferring current business model practice to the creative industries, using that to shape and inform business model innovation and examine how businesses can better articulate new and emergent business models.
This document is not meant as a scientific document or academic paper but a combination of a summary of my learnings from both my year’s tenure, as well as the thoughts and experiences from those who kindly attended workshops and roundtables or were consulted as experts or as leading companies in their field. My intention is to start a conversation around business model innovation in the creative and digital sectors and for the recommendations to be explored further.
Breakthrough the traditional way of planing. Read Venture Care’s “Corporate Digest” December, 2017 .
Here are some insights of the magazine :
– What are your company strategies in this new Economy?
– Rewritten Risks and Entrepreneurship
– Valuation: A Modern Art
– Financial Modeling A practical view &
– Starting a Producer Company in India.
Keys to Thriving in the Nigerian Business EnvironmentFATE Foundation
Keynote Speech by Mr. Dipo Davies, Publisher/CEO, Realhouse Communications Limited and Director, FATE Foundation at the November 25, 2015 FATE Alumni Meeting.
Essay on International Business
An Introduction to Business Essay
Essay about Business Challenges
The Role of Business Essay
Essay about My Business Idea
Starting and Running a Business Essay
Corporate digest magazine july, 2017 by venture careKumar Kanaujia
Corporate Digest is a monthly e-magazine published for India Business owners by www.venture-care.com. It contents latest trends and expert opinions on Business, Strategy, Technology, Digital, Finance and Legal.
BornGlobal White Paper on Global Expansioneyalbino
What are the risks associated with establishing a presence in the U.S. market? What are the general elements that must be in place to ensure success? This paper examines the aspects of going global and expanding to the U.S. market, assess the risks and the benefits associated with this move, and provides an analysis of the key factors for success.
What are the risks associated with establishing a presence in the U.S. market? What are the general elements that must be in place to ensure success? This paper examines the aspects of going global and expanding to the U.S. market, assesses the risks and the benefits associated with this move, and provides an analysis of the key factors for success.
Over the years we’ve noticed that even amazingly creative and unique companies can struggle with getting ideas off the ground.
Whether it’s a simple fix to an organisational chart, or a bit of nudging in the right direction to help a company to launch a product idea with an impactful return on investment (ROI). Making improvements can turn a new product dream into a reality, and we know the value in having an extra set of eyes (and hands) to help with a company’s innovation efforts.
That’s why we put together this informational guide - to share some of our experiences and help even more teams and companies to leverage their inner talents and unlock their
innovation potential.
In this guide, we’ll share some of our best tips and tricks, including how to:
> Recognise trends and how customer preferences change;
> Focus on your company strengths in order to get the most out of innovation;
> Identify and remove common obstacles to innovation;
> Build levels of innovation that come naturally and are sustained - through the innovation value pyramid; and,
> Use practical exercises to future-proof your innovation efforts.
Who this book is for
Every business needs innovation. It’s commonly associated with it’s long-term success.1 It helps a business to solve problems, save precious time and money, and set it apart from the competition so it can grow faster.
Every employee within a company can contribute to innovation, too. Whether you’re the boss of an energetic startup company, an aspiring leader or an employee at an organisation, you’ll be able to use this guide to help build innovation in your professional scenario.
We’ll use examples of all sorts of different types of businesses: from software companies, construction firms, tech businesses to self-employed consultants. Even if your unique business model is not specifically discussed, you’ll be able to apply the methods without issue.
Innovolo is an active supporter of the idea that innovation is important (dare we say - essential) for any business to thrive.
If you’re interested in knowing why (and how to do it yourself), then read on!
Bradley Pallister
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Unit 8 - Information and Communication Technology (Paper I).pdf
Melnet
1. BS 209 ENTREPRENEURSHIP DEVELOPMENT SKILLS
powered by melnetholdings@2019-2020 projects
Question 1
You have conducted a study of Africa’s richest entrepreneurial leaders and innovators.
(a) Identify and discuss any six key themes that constitute the core attributes of acquirable
attitudes and behaviours of these most successful entrepreneurs. (10Marks)
✔ Goal oriented
✔ Commited to do the business
✔ Thrive on uncertainities
✔ Initially creativy
✔ Willing to listen and learn
✔ Willing to take risk
(b) In the context of your reply in 3(a) above discuss the myth that ‘entrepreneurs are born’.
✔ Entrepreneurs are Made
✔ If entrepreneurship comes from an interaction of heredity and environment, how much
of it do you think is truly genetic?
Let me use a metaphor. Short people don't make it often in the NBA, just like certain kinds
of genetically hard-wired individuals don't make it as entrepreneurs, and others do. In
reading the genetic literature, we found that up to 60 percent of critical personality
characteristics are heritable. Significant portions of personality traits critical to
entrepreneurs, like the willingness to take risks and the ability to tolerate ambiguity and
uncertainty, are heritable.
QUESTION 2
A business plan is often regarded as an important selling document to employees, potential
investors and bankers as each stakeholder is more interested in their stake in the new business
venture. The issues which bankers look for in a business plan are different from the interests
of equity investors and employees. Discuss.
Business plans presented to bankers:
➔ Purpose of borrowing
➔ Amount and timing of funds required
➔ Other sources of finance that together with debt will ensure the business is fully funded until
it starts climbing out of the J-curve
➔ Details of security to be offered, including valuation of assets and personal guarantees
Prepared by MelusiMasukume@melnet holdings 2019-2020 projects
email melmasukume@gmail.com
melnethodings@gmail.com
phone +263 0784301905
263 0719301905
263 0712522122
2. ➔ Schedules for the repayment of the loan and interest payments which should be supported by
realistic cash flow and profit projections
➔ Computation of benchmark ratios such as: debt Equity rations, interest cover
➔ Sensitivities, including the impact of changes in interest rates and key assumptions to which
the business plan is sensitive
Business Plans Present ed to Providers of Equity:
➔ Structure of the Proposed Equity deal and the resulting ownership structure of the business.
➔ Amount of equity being offered and the price
➔ What the funds will be used for
➔ Commitment from the management team in terms of their own investment in the business,
as other equity investors will feel more confident if managers of the business are risking
their own capital.
➔ Exit strategies and potential exit dates
➔ Any fees associated with arranging and executing the deal
➔ Any restrictions placed on the business by shareholders
➔ The expected role of shareholders in terms of decision making and whether they will have a
seat on the board.
QUESTION 3
According to the Theory and Practice of Innovation by Peter F. Drucker (1985), innovation
impulses for entrepreneurs emerge from a number of subtle sources.
(a) Delineate these sources of innovation impulses and analyse them within their two broad
environmental contexts that are most relevant for entrepreneurial opportunity identification
(5 Marks)
➔ INTERNAL
1. The unexpected events - success, failure, or event
2. The incongruity or contradiction - reality as it actually is,
assumed to be, and ought to be
3. Innovation based on process need
➔ EXTERNAL
4. Changes in industry structure or market structure that
catch everyone unawares-
5. Demographic changes (population changes)
6. Changes in world view - perception, mood, and meaning
7. New knowledge, both scientific or nonscientific
(b) Conduct a separate analysis of any five sources of innovation impulses, for each has its own
distinct characteristics (15 Marks)
NB USE ANY OF THE ABOVE AND EXPLAIN IT IN DETAIL
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3. QUESTION 4
The saying that; “two dogs don’t make a lion” amply captures the post-merger business failures in
Zimbabwe. Discuss this statement with the aid of any four real-life classic examples of underlying
reasons of post-merger corporate failures
➔ Failing to adapt to changes in the environmental
Reasons for failing to adapt include:
•complacency
•poor corporate governance
•opportunities for innovation and diversification
•lack of an enabling political environment.
•Communication breakdown
➔ Strategic drift
Strategic drift is a term devised by Johnson (1988) to describe as a warning to those who
champion the idea of strategy emerging as a series of logical, incremental steps. Johnson
argues that this limits the rate of change to the speed at which management might feel
comfortable, which has many advantages (particularly in implementation), but might be
inappropriate in periods when the environment moves very quickly. The rate of change in
the market place speeds up, and the firm's incrementalist approach is not enough to maintain
its advantage, and it is left behind.
Johnson's main argument is that the reasons for failing to increase the tempo of change are largely
cultural, rather than technical. I may want to add that this may be more to do with the management
basking in their comfort zone and are afraid of taking on additional challenges. I will talk of two
examples here. The first one is about one of my previous clients. During one of their business
strategy meeting, I suggested that they bid for the takeover of Lobels Bread Company. The answer
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4. was shocking. No we are a milk company. They did not see what I perceived to be a perfect match,
bread and milk and butter. Today the milk business as we all know has been seriously eroded.
The second example is for the Zimbabwe Sugar Refineries who prided themselves of manufacturing
white sugar only.
➔ The curse of the US dollar
One may ask why no so many companies folded during the dreaded hyper-inflationary period of
2008/2009 but now when the country is using a stable US dollar. A critical analysis on the 2008-9
periods, you will see that companies were increasing selling prices on a daily basis. Yes turnovers
were increasing while volumes were significantly declining. Come the US dollar, unfortunately
companies are not able to force prices up as they were used to do during the Zimbabwe dollar. An
analysis on volume growth between the Zimbabwe dollar era and the US dollar era, you will
discover that there is a declining trend. The focus on management was turnover growth driven by
price increase rather than volume growth. Zimbabwean management were thus caught in this
conundrum by the coming in of a stable pricing system.
So who is to blame for the collapse of the Zimbabwean companies? In conclusion, while I do agree
that as much as the sanctions and political environment have to a large extant contributed to the
failures, management foresight still played a major part. Inadequate corporate governance was and
is still the chief contributor. I am saying this since we still have shining stars in the country thriving
within the same environment, the likes of Delta, Econet, Barclays, CBZ to name but a few.
Question 5
(a) Discuss the ideology of design thinking and discuss the six (6) key practical steps which
entrepreneurs should follow in the implementation process of new product or service creation using
design thinking as an ideology. (10 Marks)
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5. Design thinking is an ideology supported by an accompanying process. A complete definition
requires an understanding of both.
Definition: The design thinking ideology asserts that a hands-on, user-centric approach to
problem solving can lead to innovation, and innovation can lead to differentiation and a
competitive advantage. This hands-on, user-centric approach is defined by the design
thinking process and comprises 6 distinct phases, as defined and illustrated below.
➔ Empathize: Conduct research in order to develop knowledge
about what your Users Do, Say, Think, and Feel.
➔ Define: Combine all your research and observe where your
users’ problems exist. In pinpointing your Users’ Needs, begin
to highlight opportunities for innovation.
➔ Ideate: Brainstorm a range of Crazy, Creative Ideas that
address the unmet user needs identified in the define phase.
➔ Prototype: Build Real, Tactile Representations for a subset
of your ideas.
➔ Test: Return to your Users for Feedback. Ask yourself ‘Does
this solution meet users’ needs?’
➔ Implement: Put the vision into effect. Ensure that your
solution is Materialized and Touches the lives of your end
users.
(b) Justify why academia and authorities should encourage Zimbabwean entrepreneurs to embrace
design thinking when considering a new way to think about product and service development. (10
Marks)
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6. Why — The Advantages
Why should we introduce a new way to think about product development? There are numerous
reasons to engage in design thinking, enough to merit a standalone article, but in summary, design
thinking achieves all these advantages at the same time:
➔It is a user-centered process that starts with user data, creates design artifacts that address real
and not imaginary user needs, and then tests those artifacts with real users.
➔It leverages collective expertise and establishes a shared language and buy-in amongst your team.
➔It encourages innovation by exploring multiple avenues for the same problem.
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phone +263 0784301905
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