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If you accept on the day prior to embarking on your entrepreneurial journey that you will be facing a range of crisis along the journey, tiding over which would lead you to success, you would be creating a healthy foundation for an effective response to any future crisis.
The principal facilitator of good change communication is the ability of the team behind it to understand how people (employees, partners, clients, consumers) perceive and respond to change. Our collective experiences over the years tell us that most people are reluctant for change because they see change as a force that disrupts their cosy corner of the world.
Internal communications ought to facilitate decision making at the top via quality ‘floor feedback’ and encourage employee participation and output via clear and compassionate responsibility delegation – leading to overall benefit of the organization, the management and the employees.
‘Friend’ is a rather strong word, but I believe Sabeen Mahmud and I considered each other almost that – despite not being in touch lately. We had first got talking in 2006 due to our common links then with The Indus Entrepreneurs (TiE).
As I grapple with the initial, broad mapping of content and technology architectures of a news journalism product that I plan to launch in India, I must admit that I am unusually distracted by the state of brand equity – and the consequent future – of the product category itself.
There’s always some distance to travel before you take the first step. It holds especially true for first-time entrepreneurs. So, it’s good practice to get A, B, C and D correct before hitting E, the first letter for every business adventure enthusiast.
Many first-time entrepreneurs, in their natural enthusiasm, tend to lap up advice of readily accessible experts – without first evaluating the guidance against the necessities of the overall contexts.