We Need More Futurpreneurs
The reason behind the success of any company is its core team, a combination of entrepreneurs and managers. Both entrepreneurs and managers persist with their patience in strenuous times and aim not to lose faith
The process of creation includes originality and obstacles, innovation and ingenuity. The question arises, “Do we need more entrepreneurs than managers?” While both entrepreneurs and managers have their own roles to play, it is only when they sync together that they could create a well-established enterprise.
In my view, an entrepreneur is an actor, managers are the supporting actors, entrepreneurship is the act and the economic world is the scene. A period of crisis or a period of an economic boom delimit a continuous cyclical evolution as a play. And, finally, to close the circle, the outcome of the actor, supporting actors and the act is defined as an enterprise.
The reason behind the success of any company is its core team, a combination of entrepreneurs and managers. Both entrepreneurs and managers persist with their patience in strenuous times and aim not to lose faith. Both invest in relationships. It is this investment in relationships that ages like wine. I believe everyone should look at developing an entrepreneur in every employee to achieve the goal of an enterprise.
In 2010, the Jaipur chapter of the Entrepreneurs’ Organization (EO) hosted its Regional Integration Event—and annual gathering of entrepreneurs for learning and leadership development—within which there were many speakers, and one of them was Pawan Munjal, Chairman, MD and CEO of Hero MotoCorp. In his speech, he shared many valuable ingredients behind the success of his company, Hero MotoCorp. The most important one was how through empowerment, trust and relationships, they were able to develop a sense of ownership for their employees— this is how a very successful enterprise was created.
In the last seven years of my association with EO, I have realised how much my life has transformed by being a part of different positions. From attending global events to meeting different leaders who have built great organisations, EO has built around itself a massive community filled with leading entrepreneurs, all of whom are ready and eager to share their experiences to educate and inspire others. The biggest lesson learnt for me is to realise, recognise and not be judgmental in business. EO has contributed to my growth, helping me become a better leader and a much better human being.
There is no doubt that an entrepreneur takes risks in investing her or his resources, but much before she or he make such an investment, it is the team of managers that is put in place in advance. Today, technology is critical. In fact, most well-established companies in the world will be IT dependent (to some extent), which will also increase transparency. In the coming years, a lot of data will be available for analysis. Hence, entrepreneurs will need to work in close harmony with their teams, and it will become very important for the entrepreneurs to have a continuous flow of knowledge.
Hence, I opine that we need more “futurpreneurs” who will be different from the current world of entrepreneurs. They will work in harmony with all of their en-terprising managers. It is the enterprise that shall take the risk by investing the resources it is able to raise from the market. Above all, it will be the enterprise on which the market will invest.
Disclaimer: The views expressed in the article above are those of the authors' and do not necessarily represent or reflect the views of this publishing house
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