GOOD EMPLOYEE OR GOOD ENTREPRENEUR
Most entrepreneurs donâ€™t even like working in large companies. However, it is important to keep in mind that entrepreneurs would rather be a big part of something small than a small part of something big. We now view an entrepreneur as an employee-not an entrepreneurial employee. The companies have to successfully harness the entrepreneurâ€™s unique qualities if they have to take the benefits of the entrepreneurial qualities. This is because of the inherent entrepreneurship qualities such as,
Â· Leadership: It has been said that leading is doing the right thing and managing is doing things right! A great manager may not necessarily be a good leader, and leaders do not always like the though of collective decision-making about every matter.
Â· Dreaming big: Having new ideas of how something can be better and different and looking to improve constantly upon the brief given.
Â· Innovation: Demonstrating how an idea applied should outperform in practiceâ€”even if it means abandoning current practices imbibed well within the organization.
Â· Risk taking: Pursuing the dream without all the resources lined up at the start and distributing the risk over a network of capabilities. This can run contrary to the corporate practice of starting a project only when all resources are accounted for.
While this may seem like a sure no-no for corporate companies initially, one must look at the current economic scenario to understand why a person would actually be the most desirable working in a company.
Today, differentiation is the surest way for companies to improve their bottom line. While this may be clearly seen in IT companies, it also holds true for the manufacturing, service and trading sectors. Firms can harness the entrepreneurâ€™s drive and abilities by assigning them job profiles that are complimentary to them such as:
a) Product Managers
b) Sales Engineers
c) Market Strategy
d) Service Delivery
e) Technical Evangelists.
f) Heading Disruptive Technologies
Generally speaking any job that consists of the following requirements would be suitable for an entrepreneur.
ii) Initiating change
iii) Marketing change.
The key for companies is to give these dynamic individuals the freedom and creative space they require within the corporate framework of the organization. Once the two â€˜partnersâ€™, the entrepreneur and the company, have well defined goals, the partnership is likely to be fruitful.
The stomping ground of seasoned entrepreneurs is the consultancy space. Many of them have been through a few start-ups and worked with large organizations or industries either as employees or freelancers. This has given them a wealth of experience, both at the micro and macro level. Also once consultants are hired for their objective voice they can fearlessly state their views and solutions that someone from within the organization cannot. Thus, an entrepreneur as a consultant can give an innovative and authoritative solution to differentiate oneâ€™s business model and drive higher growth. This is usually applicable across most sectors.
Students, who find that they have the qualities of an entrepreneur, should work on developing them as there is a dearth of such talent in our resource pool. For the companies embracing entrepreneurs as employees or consultants definitely helps in improving performance. At the same time, entrepreneurs also shoot up morale with their zeal and drive.