An Entrepreneur’s Attributes: http://www.emergic.org/collections/tech_talk_an_entrepreneurs_attributes.html
Inspiration – Motivating the Team
The entrepreneur is the number one reason for the team members to join. It is the force of personality, the depth of vision and the belief that one is on a mission to change the world that motivates the team. Individually, everyone may be ordinary, but as a collective, they are capable of doing extraordinary feats – and the entrepreneur is the secret sauce which makes all of this possible. The entrepreneur is the chief inspirer-and-motivator. The passion and commitment of the entrepreneur is what will bring out the best in the team. The team, in effect, will mirror the entrepreneur’s highs and lows. It is therefore very important for the entrepreneur’s enthusiasm to never flag – whatever be the situations. The team sees the entrepreneur as some kind of a superhuman, one with limitless energy – it is something that the entrepreneur must always maintain, whatever be the inner issues that may be going on.
Networking – Meeting Others
It is very important for the entrepreneur to build a network of contacts in the industry. It is not something that comes naturally to everyone, and yet, it is something that has to be done. The entrepreneur is the face of the organisation. As such, it becomes necessary for the entrepreneur to speak at conferences, and in general make presentations whenever the opportunity arises. This helps in getting the message out about the venture to more people. The entrepreneur is in effect the best advertisement that a new venture has.
One thing I have realised over the years is that meetings never do harm. Yes, there is a time investment, but there is always some good that comes out of meeting others. At times, the good may take a long time. It is like a spray-gun approach – one never knows which meetings will hit the target. But as long as one good idea or contact can emerge from a meeting, I feel it has been worth it. And even more to the point, it is upto the entrepreneur to get that value.
Faith In God – A Must
This may seem like a strange attribute in today’s day and age. But I have gone through enough scenarios in my entrepreneurial life to believe that there is a force that guides one along. There have been times when I have found myself caught in situations from where there is seemingly no escape, and yet, I have not only emerged, but done so stronger. There are events which may seem to have little bearing on the venture, but they are like the butterfly which causes the tornado – small things which can make a big difference, amplified by the hidden hand of God. All I can say is that I have learnt to believe that there is always some good which comes out of everything, and it is for us to see that good. It may be hard to see that good when one is going through a difficult patch, but as long as one has faith in God, one will see the light soon enough.
Knowledge, along with Passion, must become the entrepreneur’s greatest strength. Because of the entrepreneur’s personal involvement with customers and most aspects of the business, few will know the business as well as the entrepreneur does. This must show up in meetings and interactions with outsiders – they should realise that the entrepreneur’s knowledge will keep them ahead of the curve if they choose to do business with the entrepreneur’s firm. Knowledge – wide and deep – is the magical key to open up new doors constantly. What the entrepreneur needs to do is to ensure that this is sustained even as the venture grows. This prevents the organisation becoming blind-sided by trends or developments that may not have been foreseen.
The entrepreneur must be able to convince others that the future can be created. The beliefs must be based on a series of logical arguments, and not just a fancy dream.
Having a reasonably clear perspective on where one is headed over the long-term is very important. At the same time, it is not that important to know the detailed roadmap – that will evolve over time. More often than not, people get it wrong – they focus too much on the near-term and not enough on the long-term rationale of why they are in the business.
he must be an experimenter, constantly trying out different things and exploring alternate avenues. Many of the experiments may fail, but out of these will arise learnings. Experimentation is what leads to innovation.
Multitasking is at the heart of an entrepreneur’s day and life. The phone rings and needs to be answered, an urgent email needs a reply, a team member needs a map of the way forward, a customer is unhappy, a sales call needs to be made – all pretty much at the same time. In this scenario, one can throw one’s hands up – or smile, and jump right into it. In doing so, an entrepreneur needs the ability to switch from one context to another rapidly.
This is not as easy as it sounds. An entrepreneur is always in doubt – is this the right thing to do, can there be alternate paths, will this lead in the direction of where one intends to go. At the same time, thinking for too long is also a problem because it can lead to a paralysis of action. The entrepreneur needs to be move – and be able to self-correct if the action doesn’t seem right.
Those working with the entrepreneur may find a confused mind. That is not the case. It is just that an entrepreneur’s mind works faster than things can be done. As a result, even as actions are being done, there is fine-tuning taking place. The thinking is happening online. For those not used to a dynamic environment of action, this can be quite disconcerting!
Wednesday, December 13, 2006
An Entrepreneur’s Attributes: rajesh jain
Environmental Entrepreneur,Green Biz.NRN Murthy of Infosys says that we Indians are weak in execution.We need to realize the need and practice of gud project management. Form a group of competent Managers,Give them responsibilities and review the project from day One.
My Life as an Entrepreneur---- rajesh jain
My Life as an Entrepreneur: Part 1 http://www.emergic.org/collections/tech_talk_my_life_as_an_entrepreneur.html
Based on my experiences, there are three things that I’d like to tell people starting their own businesses:
Dream Big: I think vision is very important. More than anything else, it is the Vision Thing that drives an entrepreneur. Passion comes from the Vision – the ability to see a future that is different from today. It is this future that the entrepreneur seeks to create. This is the higher-level purpose that an entrepreneur has – to build something that does not exist, to explore horizons that others have not. Never be afraid to dream big, but then also take steps to make that dream a reality.
Use Failure as a Teacher: An entrepreneur must be prepared to experience and learn from failure. As an entrepreneur, there will be more “down” days than “up” days. These days and periods test the entrepreneur’s patience. There are times when one may feel like just giving up. But one must persevere. Failure and success are two sides of the same coin. One will come with the other. Success hides the problems, failures magnify them. It is failure that teaches us how to do things right – provided we are prepared to accept failure and learn from it.
Combine Optimism with Realism: Even as entrepreneurs are the ultimate optimists (and they have to be), that has to be tempered with the ability to also confront reality. A balance is needed. In the early stages of a venture, it is only the optimism of the entrepreneur that will help tide over the challenges. But as time goes on, it is also necessary to do course correction based on the reality of the situation. Entrepreneurs have to be careful not to be blind-sided by developments, and for this it is necessary to expose themselves to alternate viewpoints.
What is the hardest part about running a small business?
I think the hardest part about running a small business is the need for constant watchfulness and alertness. In a small business, even a small mistake can prove fatal. So, even as when has to consider many aspects of the situation when making a decision, there is a realisation that not everything can be controlled. As in every business, the entrepreneur has to manage both the short-term and the long-term, and at times making the switch can be difficult.
I currently manage a team of 50 in Netcore. While we are past the early start-up phase, the challenge for us is execution. For me, the hard part now is understanding that I have to work with others to ensure that we can make the dream of Emergic of reality. In IndiaWorld, I was very much hands-on with my wife, since we were a very small team (less than twenty people). But now, to make Emergic happen, it will be a much larger team. Already, this is the biggest group that I am managing in my career – and it will only get bigger!
So, for me, there is a need to shift focus from vision to execution. I like the strategy and envisioning part, but the need of the hour now is to get the priorities right, get the right people in the right process, and ensure that we can manage the operations right. It is very different from what I have done before. I want to lay the foundation of an organization that is “built to last.” Managing operations and people is not something I have done a lot of in the past. This is going to have to change. And for this, I will have to personally change. So, at this point of time, perhaps the hardest thing for me in my business is the realisation that in order to build the dream business, I will have to transform myself from the manager of a small business to thinking like a CEO of an organisation that is going to transform computing.
Personal Change is perhaps the hardest – I can think of at least twice in my life that I have gone through it. In 1984, when I went to IIT, I underwent a change from a very academically oriented person to one who actively participated in a broad range of cultural activities. Ten years later in 1994, I had to put the failure of my initial venture behind me, and think ahead – building a business by envisioning and placing a bet on what tomorrow would be. Now, I have to go past the vision thing, and put in place people, systems and processes to ensure we can execute on our vision. In 1994, I had to prove that I could be a success. Now, in 2004, I have to prove not to the world but to myself that I can build a great organisation and make a deep impact on the world around.
Based on my experiences, there are three things that I’d like to tell people starting their own businesses:
Dream Big: I think vision is very important. More than anything else, it is the Vision Thing that drives an entrepreneur. Passion comes from the Vision – the ability to see a future that is different from today. It is this future that the entrepreneur seeks to create. This is the higher-level purpose that an entrepreneur has – to build something that does not exist, to explore horizons that others have not. Never be afraid to dream big, but then also take steps to make that dream a reality.
Use Failure as a Teacher: An entrepreneur must be prepared to experience and learn from failure. As an entrepreneur, there will be more “down” days than “up” days. These days and periods test the entrepreneur’s patience. There are times when one may feel like just giving up. But one must persevere. Failure and success are two sides of the same coin. One will come with the other. Success hides the problems, failures magnify them. It is failure that teaches us how to do things right – provided we are prepared to accept failure and learn from it.
Combine Optimism with Realism: Even as entrepreneurs are the ultimate optimists (and they have to be), that has to be tempered with the ability to also confront reality. A balance is needed. In the early stages of a venture, it is only the optimism of the entrepreneur that will help tide over the challenges. But as time goes on, it is also necessary to do course correction based on the reality of the situation. Entrepreneurs have to be careful not to be blind-sided by developments, and for this it is necessary to expose themselves to alternate viewpoints.
What is the hardest part about running a small business?
I think the hardest part about running a small business is the need for constant watchfulness and alertness. In a small business, even a small mistake can prove fatal. So, even as when has to consider many aspects of the situation when making a decision, there is a realisation that not everything can be controlled. As in every business, the entrepreneur has to manage both the short-term and the long-term, and at times making the switch can be difficult.
I currently manage a team of 50 in Netcore. While we are past the early start-up phase, the challenge for us is execution. For me, the hard part now is understanding that I have to work with others to ensure that we can make the dream of Emergic of reality. In IndiaWorld, I was very much hands-on with my wife, since we were a very small team (less than twenty people). But now, to make Emergic happen, it will be a much larger team. Already, this is the biggest group that I am managing in my career – and it will only get bigger!
So, for me, there is a need to shift focus from vision to execution. I like the strategy and envisioning part, but the need of the hour now is to get the priorities right, get the right people in the right process, and ensure that we can manage the operations right. It is very different from what I have done before. I want to lay the foundation of an organization that is “built to last.” Managing operations and people is not something I have done a lot of in the past. This is going to have to change. And for this, I will have to personally change. So, at this point of time, perhaps the hardest thing for me in my business is the realisation that in order to build the dream business, I will have to transform myself from the manager of a small business to thinking like a CEO of an organisation that is going to transform computing.
Personal Change is perhaps the hardest – I can think of at least twice in my life that I have gone through it. In 1984, when I went to IIT, I underwent a change from a very academically oriented person to one who actively participated in a broad range of cultural activities. Ten years later in 1994, I had to put the failure of my initial venture behind me, and think ahead – building a business by envisioning and placing a bet on what tomorrow would be. Now, I have to go past the vision thing, and put in place people, systems and processes to ensure we can execute on our vision. In 1994, I had to prove that I could be a success. Now, in 2004, I have to prove not to the world but to myself that I can build a great organisation and make a deep impact on the world around.
Environmental Entrepreneur,Green Biz.NRN Murthy of Infosys says that we Indians are weak in execution.We need to realize the need and practice of gud project management. Form a group of competent Managers,Give them responsibilities and review the project from day One.
Let's Build a Business: 1. Healthcare
Let's Build a Business---rajesh jain :
1. Healthcare
From time to time, we get ideas. Ideas to build new businesses, new worlds. Ideas to create breakthrough technologies. Ideas to build tomorrow's blockbusters. In this week's Tech Talk, I will outline a few such ideas that I have been thinking with friends and colleagues, and where we'd like to see entrepreneurial-minded people step up and pick up the gauntlet to build these businesses.
For each of these ideas described, the seed capital to get the business started is available. What we are looking for are people to lead the venture and be part of the senior management team. We believe that each of these ventures has the ability to not only grow big in the years to come, but also transform India. So, if you are interested in any of these ventures, email me at rajesh-at-netcore.co.in or fill out this feedback form with a brief profile of yourself, your thoughts on the ideas presented, and your thinking about the role that you'd like to play in the venture.
The ideas for the healthcare venture are from Dr. Aniruddha Malpani.
The healthcare industry is ailing.
The commonest complaints patients have today are:
Doctors are too busy – they make me wait too long
I don’t understand what they say – they don’t have time to explain their jargon
They don’t share information or respect my preferences
Care is fragmented amongst specialists
Doctors are not transparent or accountable
How do I know his advise is reliable and trustworthy ?
Doctors are unhappy too.
They are stressed out, because of the large number of patients they need to see, and feel that patients expect too much from them.
The feel that patients unfairly blame doctors for all bad outcomes.
They also feel that many patients waste their valuable time by asking stupid and irrelevant questions; because they are too disorganized; and don’t bother to educate themselves or do their homework.
Today’s problems in healthcare are because:
Everything is doctor-centric - the doctor is the center of the medical care system
Healthcare is therefore fragmented and disorganised
Too many specialists , most of whom have tunnel vision
We need to reform the healthcare ecosystem by putting patients at the center – “ patients are the largest untapped healthcare resource “ !
Patients ( or their relatives and friends) are intelligent and capable; and because they have a lot at stake , they are motivated to get good health care, and will be willing to invest time and energy if given the right tools to ensure a good outcome.
We need to provide the tools directly to patients !
Patient centered healthcare involves:
Self-care
Personalization
Transparency
Quality
Control
To the Tax Department, you are your tax return. For the Bank, you are your bank statement. For the Healthcare system, you are your medical record .
At present, this is on paper, fragmented , all over the place (in hospitals and clinics) and incomplete. Today, the modern version is the EMR or electronic medical record). The medical record is a representation of the patient’s story – as seen from a medical perspective. (This is a fallback of the old-fashioned biomedical viewpoint of the medical establishment, which treated all patients as “cases”).
However, ideally the health record should be the patient’s story – from the patient’s point of view! A patient-owned health record. The PHR (Patient Health Record), which includes the patient’s personal views and social background as well, can enable a true partnership and collaboration between patient and doctor.
Unfortunately, for most of us, our financial records are in better shape than our health records! This is a sad state of affairs, and we can correct this by using technology intelligently to help patients to store their medical records on their personal website.
PHR = organised medical information = improved medical care.
Information is shared amongst all the specialists who participate in your care; instantly available on your mobile, wherever you are; available during emergencies; available to your spouse; and always updated. In addition, it ensures you don’t forget allergies and drug reactions; and also provides automated reminders (for example, for checkups ).
Patients will own this information. Part can be secure, private, and confidential; part can be public; and by allowing varying levels of access , portions can be shared with whomever they choose. This will allow patient-to-patient networking, so they can provide support and help to each other.
Interested in leading or being part of this venture? Email me at rajesh-at-netcore.co.in or fill out this feedback form with a brief profile of yourself, your thoughts on the ideas presented, and your thinking about the role that you'd like to play in the venture.
1. Healthcare
From time to time, we get ideas. Ideas to build new businesses, new worlds. Ideas to create breakthrough technologies. Ideas to build tomorrow's blockbusters. In this week's Tech Talk, I will outline a few such ideas that I have been thinking with friends and colleagues, and where we'd like to see entrepreneurial-minded people step up and pick up the gauntlet to build these businesses.
For each of these ideas described, the seed capital to get the business started is available. What we are looking for are people to lead the venture and be part of the senior management team. We believe that each of these ventures has the ability to not only grow big in the years to come, but also transform India. So, if you are interested in any of these ventures, email me at rajesh-at-netcore.co.in or fill out this feedback form with a brief profile of yourself, your thoughts on the ideas presented, and your thinking about the role that you'd like to play in the venture.
The ideas for the healthcare venture are from Dr. Aniruddha Malpani.
The healthcare industry is ailing.
The commonest complaints patients have today are:
Doctors are too busy – they make me wait too long
I don’t understand what they say – they don’t have time to explain their jargon
They don’t share information or respect my preferences
Care is fragmented amongst specialists
Doctors are not transparent or accountable
How do I know his advise is reliable and trustworthy ?
Doctors are unhappy too.
They are stressed out, because of the large number of patients they need to see, and feel that patients expect too much from them.
The feel that patients unfairly blame doctors for all bad outcomes.
They also feel that many patients waste their valuable time by asking stupid and irrelevant questions; because they are too disorganized; and don’t bother to educate themselves or do their homework.
Today’s problems in healthcare are because:
Everything is doctor-centric - the doctor is the center of the medical care system
Healthcare is therefore fragmented and disorganised
Too many specialists , most of whom have tunnel vision
We need to reform the healthcare ecosystem by putting patients at the center – “ patients are the largest untapped healthcare resource “ !
Patients ( or their relatives and friends) are intelligent and capable; and because they have a lot at stake , they are motivated to get good health care, and will be willing to invest time and energy if given the right tools to ensure a good outcome.
We need to provide the tools directly to patients !
Patient centered healthcare involves:
Self-care
Personalization
Transparency
Quality
Control
To the Tax Department, you are your tax return. For the Bank, you are your bank statement. For the Healthcare system, you are your medical record .
At present, this is on paper, fragmented , all over the place (in hospitals and clinics) and incomplete. Today, the modern version is the EMR or electronic medical record). The medical record is a representation of the patient’s story – as seen from a medical perspective. (This is a fallback of the old-fashioned biomedical viewpoint of the medical establishment, which treated all patients as “cases”).
However, ideally the health record should be the patient’s story – from the patient’s point of view! A patient-owned health record. The PHR (Patient Health Record), which includes the patient’s personal views and social background as well, can enable a true partnership and collaboration between patient and doctor.
Unfortunately, for most of us, our financial records are in better shape than our health records! This is a sad state of affairs, and we can correct this by using technology intelligently to help patients to store their medical records on their personal website.
PHR = organised medical information = improved medical care.
Information is shared amongst all the specialists who participate in your care; instantly available on your mobile, wherever you are; available during emergencies; available to your spouse; and always updated. In addition, it ensures you don’t forget allergies and drug reactions; and also provides automated reminders (for example, for checkups ).
Patients will own this information. Part can be secure, private, and confidential; part can be public; and by allowing varying levels of access , portions can be shared with whomever they choose. This will allow patient-to-patient networking, so they can provide support and help to each other.
Interested in leading or being part of this venture? Email me at rajesh-at-netcore.co.in or fill out this feedback form with a brief profile of yourself, your thoughts on the ideas presented, and your thinking about the role that you'd like to play in the venture.
Environmental Entrepreneur,Green Biz.NRN Murthy of Infosys says that we Indians are weak in execution.We need to realize the need and practice of gud project management. Form a group of competent Managers,Give them responsibilities and review the project from day One.
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