Entrepreneurial DNA

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In your business strategy, try little of everything - and through trial and error, find what works for you. To know what works for you in business, just take a dip into knowing how the genetic code works. Genetic Code sets the foundation of who we are.

Entrepreneurial DNA

Genetic Code drives our predisposition to wellness or disease. Knowing your genetic predisposition empowers you to make lifestyle and environmental decisions to improve or worsen your health. Series of experts such as your doctor, nutritionist, and personal trainer can design your nutrition and exercise plan. Even a Chiropractor or naturopath can help to put together a wellness initiative.

Do You Have Entrepreneur DNA?

Each of the experts must run a series of tests to figure out who we are before making recommendation on what you should or should not do. Being aware of that DNA will allow you to sit down by yourself, or with an expert, to map out a plan for your business that is perfectly suited for you. It will also allow you to recognize when you are in your sweet spot of giftedness and when you are in danger zone of trying to be someone you are not, it alerts.

Innovators stumble across break through innovation, recipe, concepts, systems or product that can be built into business. Innovators never get into business deliberately. They do something they really loved doing and the business grows around it.

[Review] Entrepreneurial DNA - Young Upstarts | Young Upstarts

They don't start business for making money. All they start is with an idea, which they turned into product or service and then they discovered that people wanted that product or service. They make lot of money but at the same time they may share wealth with friends, family and employees.

1. Builder

Innovators tend to work in burst. When inspiration comes and all is well emotionally, massive break through takes place. R Ramamurthy Krishna. Chess player in the game of business always looks it to be: Two or three moves ahead of the competition Loves to build business from the ground up Builds highly scalable business and sells them for huge money.

Builders do not like anyone telling them how to do anything. They prefer to be the one to be telling others how to do things. Builders like to control employees Even if they do financially well, they keep thinking of building new businesses.

Who Even Is An Entrepreneur?: Crash Course Business - Entrepreneurship #1

Before finding the answers to these questions, it is important to examine, even if briefly, the different forms of entrepreneurship that exist today and some lessons we can learn from each of them. Everyday or Operational entrepreneurship is about identifying and exploiting opportunities for value creation.

It is not the prerogative of a chosen few in the organization but needs to be ingrained across the board. Here are a few simple examples of Everyday Entrepreneurship:. Needless to say, Everyday Entrepreneurship thrives in a culture that is driven by a spirit of experimentation, a reasonable tolerance for failure, and an earnest desire towards identifying the right problems that needs to be solved.

And such a culture, like any organizational culture, cannot be limited to pockets. This is easier said than accomplished.

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Only a few companies such as IBM, Motorola and Cargill have successfully established formal organizations within themselves to pursue business interests that lie outside their immediate horizon, and in turn have grown their topline. The leadership realized that it was essential to establish a systematic approach to identify and focus on new business opportunities.

A rigorous process was put in place and some of the star performers in the company were summoned to execute Project EBO. A lesson to note from the IBM success story is that frameworks, tools, systems, along with senior management intervention are essential to instill a new culture in a short timeframe.

Corporate entrepreneurship could very well be the shot in the arm for large organizations, which have become bureaucratic over time. Such entrepreneurship is all about constantly exploring the frontiers of business and technology.


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With murmurs about ATAP diversifying into other areas, including digital tattoos and sensor pills, it is no surprise that Google chose to retain ATAP while selling Motorola Mobility to the Chinese electronics major, Lenovo, early last year. The world of technology is filled with brilliant innovators, whose products or services stand to create huge new markets.

Facebook believed that beyond playing first-person shooters and flying spaceships, the virtual reality device could reinvent meetings, messaging, social events, and more. Facebook was willing to place a big bet and make the acquisition. Facebook is demonstrating that it is willing to pay a premium and take a risk with firms that are sometimes unproven or untested. The value of these acquisitions are based on a vision of the synergies to be realized between the two firms and the time to market advantage the acquisition creates. However, these are big bets and could go wrong as well.

Success in such acquisitions depends on how well the acquiring company executes on the vision for the product and how smoothly the two companies integrate. In many cases, like in the case of Oculus Rift, the acquirer may let the acquired company retain independent operations.

While the existing forms of entrepreneurship discussed so far have achieved various degrees of success, none of them suffices by itself to transform an organization into a truly entrepreneurial one. Everyday Entrepreneurship may, over time, be relegated to incremental innovations; Divisional Entrepreneurship and Corporate Venturing will only create niche success stories, excluding the rest of the organization; acquiring an entrepreneurial venture will also be wrought with similar issues, including inadequate cultural integration between the two companies.