Some people are born with an adventurous entrepreneurial spirit. Others become entrepreneurs due to circumstance and chance. Regardless of the reason, being your own boss and making your own hours is alluring to just about everyone.
Starting your own business can be an exciting prospect for most first-time entrepreneurs. You get to develop your own business ideas, you have flexible work hours, and you actually get to call all the shots for a change.
We are over flooded with massive innovation lacking commercialization; we have qualifications, certifications and degrees but seriously lacking directions; we have incubators and accelerators exhausted like real estate projects…we have make-believe economical development games but the real progress is not there. So what else we need?
After two years of coming up with my idea, I finally launched the platform 'Scout Me Online.' All the reasons why we procrastinate, avoid or delay in making decisions committing to a specific task are because we believe we need to have something or be perfect. And when we don’t have those, or we doubt ourselves, which reinforces our current belief.
In an increasingly interconnected world, those individuals, sectors, and nations who can master collaborative synthesis will emerge as alpha-innovators. Through "collaborative synthesizim", the use of highly-integrated, progressive technologies working in synchronization will drive innovative practices, encourage new ways of thinking, and present new challenges.
When I meet with corporate leaders we invariably get onto the topic of their business challenges. Some reoccurring themes that are increased competition, cost / margin pressures, regulatory hassles, globalization, etc. However, the more recent discussions have centered around one theme. Talent.
This article relates selected multidirectional patterns of change—“force fields”—in the business environment to innovation strategy within the context of Zen philosophical principles. Three force fields are selected for brief evaluation: 1) domestic vs. global markets, 2) economic growth vs. environmental quality, and 3) entrepreneurs vs. customer base. Given the omnipresence of force fields in the 21st century, businesses should maintain flexible structures for innovating both incrementally and radically. They also need to engage in collaboration at all institutional levels. Collaboration can facilitate the Zen objective of integrating conflicting ideas, a key feature of innovation over the long run.
Fueling Your Employees’ Entrepreneurial Spirit: A New Approach to Intrapreneurs and the Value They Create
Cast your mind back, to pre-2008 times, when bright and bushy tailed graduates would come out of business school looking for roles in the relevant employers of choice. Generally those organizations were large businesses, providing incentives such as expensive dinners, a career advancement path and generous financial packages.
As the global economy continues its gradual recovery, companies want entrepreneurial ideas that spur growth. Oftentimes though we see a gap between what entrepreneurially-minded employees think about and what the companies that employ them want.
How come that upper middle managers and entrepreneurs look at things in different ways? The answer lies partly in their personality types. It is known that certain personality types work better in certain situations than other. This is also valid for the innovation area, as Bengt Järrehult describes below.
You would be hard-pressed to find a business leader who would question the importance of innovation not only to promote growth within their organization, but also to ensure its very survival. These business leaders have invested significantly in their innovation initiatives to support this importance. Yet a 2012 Accenture study found that more than half of corporate executives were disappointed by their innovation results and returns from their innovation investments.
Companies become increasingly restrictive in their consulting spending, especially during times of economic crisis, where the return on the investments on consulting services is questioned and carefully considered. Consulting in the area of innovation management is even more under pressure as it is usually much lower on the CEOs’ agenda than e.g. restructuring or general cost-cutting. Therefore, innovation management consultants face the challenge to develop their client base, be effective by providing the right recommendations and be efficient by developing these recommendations in as short a period of time as possible. Mastering such a challenge seems like searching for Columbus’ Egg in innovation management consulting.
With over 400 million Google hits, “innovation” may be considered a buzzword, some entrepreneurs may even avoid talking about it, but they’re certainly practicing it! This article takes a closer look at an example of process innovation in the service industry. Understanding it better offers the possibility of spotting a large range of opportunities and converting them into business successes.
Innovation projects are said to fail 90% of the time. Why is this? Part of the answer lies in the special “innovation teams” who are mandated with finding breakthrough growth in large corporations. Setting these teams up for success is vital, yet corporations often fail when doing this. This article provides a collection of ten tips that serve as a talent management roadmap for growth companies in search of high-performance teams that deliver.
What makes an entrepreneur's decision making different from an executive's and can the two ever meet? We asked investor and start-up champion Tony Fish to explore entrepreneur vs. executive innovator as he prepares to launch a novel new digital collaborative incubator in London.