The book, Modern Enterprise – Anatomy of a Software as a Service is coming together. This chapter focuses on showing how to organize Systems into Responsibility Areas. Learn how to re-use existing open-source, commercial, Infrastructure as a Service, Platform as a Service, and Software as a Service Systems to create a value creating system. [Read more…] about Modern Enterprise – Systems – Engine of Business – Presentation
The book, Modern Enterprise – Anatomy of a Software as a Service is coming together. This chapter focuses on showing how to organize Information into Responsibility Areas. It shows how to organize order out of chaos. [Read more…] about Modern Enterprise – Information – DNA of Business – Presentation
The first complete chapter of Modern Enterprise – Anatomy of a Software as a Service is in its draft form. After another round of reviews, I’ll publish it for all of the world to see. Each chapter is accompanied with a presentation and eventually a 15 minute video that reviews the key concepts of the chapter. [Read more…] about Modern Enterprise – Envisioning Success in a Canvas – Presentation
One of the books I’ve read recently for “Personal Purpose & Mission,” a class I’m taking on the weekends, is called Bridge As You Walk On It: A Guide for Leading Change by Robert Quinn. The class and the book have helped me clarify my purpose as well as the purpose of my company. I identify with its message because I must serve not only as a leader within our firm, the Anant Corporation, but also aspire for Anant to become a leader in the industry. I believe that the Fundamental State of Leadership is similar to the Fundamental State of Entrepreneurship.
Here’s a quote that encompasses what I believe the book is all about:
“To remain in the normal state, refusing to change while the universe changes around us, is ultimately to choose slow death. To enter the fundamental state of leadership is to reverse the process by making deep change. The fundamental state of leadership is a temporary psychological condition. When we are in this state, we become more purpose-centered, internally driven, other-focused and externally open.”
– Robert Quinn
The lesson I’ve learned from this book is that the Fundamental State of Leadership is hard to enter, and even harder to maintain. Robert Quinn says it is “temporary.” I see that it’s temporary because there are times when it’s easier to sit and wait for opportunity, vs. actively looking for purpose or serving others. I understand and accept that leadership is a state of mind that needs to be cultivated as a process and the result of the work is influence.
The components of the Fundamental State of Leadership are simple, but difficult to implement. It’s not easy to become a Leader. It’s not easy to be an Entrepreneur. Being an Entrepreneur means to find and manage the gaps of opportunity. It takes internal leadership to become an external leader. It takes internal entrepreneurship to become an entrepreneur.
Fundamental State of Leadership as they apply to Entrepreneurship :
- Other-focused – The company is beyond the ego of the CEO. It is beyond the company itself. It should be focused on the customers, the employees, and then share holders, which may be as wide a group as society itself.
- Externally open – The company is ready to move outside it’s comfort zone, researching, getting feedback from customers & employees, adapting and reaching great heights of “awareness, competence, and vision.”
- Internally directed – The company is always seeking to improve ourselves and reviewing whether we are true to our word.
- Purpose-centered – The company is clarifying the results we want to achieve by refocusing the mission or vision. It is pushing harder towards those goals and objectives that take priority over distractions to achieve that purpose.
Taking artistic license, here’s my attempt to phrase what I believe the Fundamental State of Entrepreneurship is about:
“The fundamental state of entrepreneurship is a psychological awareness that one has the ability to manage the gap of what is and what can become. When we are in this state, we become more mission-centered, operationally driven, customer-focused and externally open.”
– Rahul Singh
Customer focused – The company is constantly looking to serve the customer, the partners, and vendors.
Instead of being “product-focused,” being customer focused is the best way to actually have customers. If what the company makes or does doesn’t help out a customer, the company is not worth existing. Being customer focused is very crucial to an entrepreneur’s success. Our products have come out of services we have provided to customers. Our services have improved because we took feedback.
Externally open – The company is looking to see how external factors can change our game.
There are always changing factors outside of our control. What can the company do to adapt? If the laws change, is the company ready? If there is a new player in the game, how can the company work with them? We look to the news and events of what’s going on to understand how technology, business, and government affects us in the short and long term.
Operationally directed – The company is looking to see how we can improve internally.
If the company doesn’t focus internally to see how to improve inefficiencies, the long term goals of the company will be compromised. This is a continuous improvement process. Our COO, Kevin Morgan has set an internal goal of becoming the most efficient technology company in the world. I hope we achieve it and I hope we help our customers achieve it.
Mission centered – The company is constantly moving towards the “big hairy audacious goal.”
Our “big hairy audacious goal” is to one day be able to help run every single company in the world with our software and services. This goal is from our mission of empowering individuals, nonprofits, and small businesses to create a better world with the power of the internet.
Being an entrepreneur is different from being a business person. An entrepreneur is looking to change from how things are to how they can be. A business person is just trying to offer goods and services. Are you an entrepreneur or are you a business person? Both of them have their own challenges and neither are easy. If you are an entrepreneur, are you ready to enter the Fundamental State of Entrepreneurship to serve your customers? If you need help being an entrepreneur on the Internet, Anant can help. We help small-businesses and nonprofits start, grow, and run their companies online. Let us show you how. Contact me or the company if you need anything.
In the genesis of an enterprise, the enterprise builder must rely on partners, especially if they are the only person working on their idea. Partners are indispensable service providers, product vendors, and contractors without which there is no business. They are not to be confused with resources which tend to be internal labor, contractors, or vendors.
Key partners are those that are absolutely essential to the complete business model. Here are a few examples:
- Kindle publishers and authors need Amazon
- Amazon book sellers need Amazon
- iPhone/iPad developers need Apple
- iTunes musicians need Apple
- Advertising agencies need television networks
- Television networks need television show producers
- Hosting companies need telecommunications companies
- Web design companies need web development companies
- McDonalds needs CocaCola
- Our clients need Anant
Key partners in a business model can make or break the company. Partners can be instrumental in both the production / provisioning, the sale, and distribution.
Finding good partners is difficult. What do they have that no one else has? Are they successful? Are you adding any value to their offering? Will the engagement benefit both parties? Generally speaking it’s best to bring substantial value to the table (monetary or otherwise) when seeking out new key partnerships.
Question of the Day
What key partnerships can you take a moment to express gratitude for today?
Image credit: Flickr
People are what enable Google to be Google.
People are what made Facebook.
Apart from the obvious need need for an idea, an opportunity for that idea to fit a demand with a supply, the enterprise builder needs both physical and intangible resources to create a company. Once created, they need a company of people to perform. A company of one is fine, but a company of many is better.
Why not share the bounty with those that might like working on the same idea, and on blowing something you’re passionate about up into something massive?
The modern enterprise can start lean and grow at any rate. As a resource, people are sometimes the costliest. Technology is getting cheaper and cheaper. Developing human capital can be very expensive but is a must.
How do you evaluate your people resources?
It begins with understanding who you need. If you have split your own responsibilities in a logical manner then it can be easy to put out a job requisition for that role. People will be coming from different backgrounds with different skills. Procuring a new person to join the team even if they are part time is an ordeal. Hiring is difficult.
In eight steps, here is how I personally evaluate the hiring process:
1. Determining need
2. Determining the responsibilities
3. Determining the role
4. Determining the cost
5. Advertising the job
6. Screening Prospects
7. Interviewing Prospects
8. Orienting new hires
Hiring really is not just as easy as posting an ad on Craigslist.
That may be one place you advertise, but it shouldn’t be the only place.
Because people are the costliest, and most critical resource in any organization, go slow and make good hires.
If you would like to learn more about how Anant meticulously combs through potential hires to find the cream of the crop, and how you can apply our best practices to your own organization, get in touch with us directly here.