WHAT TYPE OF ENTREPRENEUR ARE YOU..?

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The Adventurist:- These entrepreneurs are great risk takers and challenge breakers. This entrepreneur finds happiness in entering diversified business. They are like:-
1- Man at the top of Mount Everest. Nothing will let them down.
2- They are like sky divers, they don’t fear about the parachute failures
3- They are like Edison, they will keep of trying for success

The Builder:- They have the ability to set up a big business very fast but you wont keep it forever. These entrepreneur will have the following attributes:-
1- Ability to control temperament
2- Ability to go beyond the boundaries
3- Commitment and dedication
4-Never discouraged

The Dreamer:- They are the entrepreneurs, they live in their dreams. They might have big plans but nothing will be implemented. They are like:-
1- People looking for government jobs, they just wish to take no risk
2-They are like man with a ferrari in dreams
3- They are more like a youngster who wants a fit body without going Gim

The Idlest:- These entrepreneurs are mainly like who runs an inherited business. They just run the business in the same way that has developed. These people will never try for any change of expansion. They are just like:-
1- Followers, they don’t want to take challenges, they just follow things
2- Sony (An international company who developed the first audio device like ipod but failed to take the advantage of it)

The Innovator:- They are the entrepreneurs who are highly aggressive, with full of energy and passion. They always introduce something new to the industry. They are like:-
1- The founder of facebook, apple and google
2- They just make things work

The Specialist:- Specialists generate most of their new business from referrals and networking. They measure success based on their personal income. Their businesses tend to grow fairly well in the startup and early growth phase, but as soon as their personal income hits preset targets. They are more like:-
1- Business advisers
2- Mentors
3- Coach

The Opportunist:- They are observers, jump in at the right time, ride the wave of growth up and (hopefully) jump out at the peak. They never wait for any leaders to come up, they just act as a leader. They are like:-
1- Renault duster- A heavily indianized, positioned, customer friendly vehicle that hits the Indian market by a storm.

Abin c Pascal

Asst. Manager Consulting

Bramma Learning Solutions Pvt Ltd

Mob: 9496695346  /  0484-2705535

Blog: abincpascal.wordpress.com

Experiential Learning of a Business Consultant

My Consulting Experience with Bramma

Resistance to Change!

When we analyze the major roles of a consultant, every management book speaks the same language that consultants are organizational change agents! It also mentions that change is not an easy phenomenon to happen where lots of obstacles and hurdles are there on the way of change, which is to be cleared by a consultant. Among all obstacles, EMPLOYEE RESISTANCE to change acts as the major challenge in organizational change management as far as consultant is concerned, according to conventional management books. But here, I would like to share my personal experience in SME consulting arena, which speaks a slightly different story comparing to the conventional theories!

I do agree with the fact that employee resistance is a major challenge I faced in organizational change management process.  But when I analyze the consequences and level of impact in the change management process, I rate EMPLOYER RESISTANCE TO CHANGE as the most difficult and alarming constraint I ever faced in the process. It is quite surprising to see employer resist themselves in the change process. I am sure that it may not be the same scenario in large scale business, but in the case of SME, where 99% enterprises are promoter driven business, it is much visible. Let’s go deep into some real case examples.

As far as every change process is concerned, change should start from top to bottom. So, organizational change should start from organizational structure and management style. We used to analyze irregularities and interlinked communication process in organizations while conducting initial process study in an organization. Then we suggest structure revamp and try to bring professionals in the organization in order to drive the process. Most of the companies lack professionalism which pulls them back in the growth process, and that’s why professionals are much required on a long term basis. But as I mentioned earlier, here we face the major challenge, the EMPLOYER RESISTANCE TO CHANGE!

Most of the employers fail to assimilate the change happening in the management style. They are not able to gel with the new people come aboard.  Issues start from the point where they fail to understand the new roles and a consultant struggles to act as a lubricator here! A consultant needs to be diplomatic in such situations, but in some cases, we had to put our foot down where we see things move in the opposite direction.

For e.g.  In a company we brought a new professional as Head - Sales, and he was assigned to streamline the sales activities which were on a pathetic stage till then. Sales people were not following the reporting system and also they failed to generate the desired outcome. The new person implemented some reporting system and also he started tracking the system very strictly. But all of a sudden the key person started involving in the process and he started violating the system by himself. Communication process went scattered where he started spying and receiving communications from the employees directly where the Head was missing many! As a result of frustration, Head resigned the job and went out of the organization.

This is a simple example but we faced even extreme circumstances where the employer himself asked us to frame strategies to terminate new comer professional, only because he was not able to gel with him!

There are plenty of such cases available in our case files. But what could be the reasons? We tried to analyze the reasons and find out major reasons for such cases,

• ·         Most of the employer lack a well defined organizational vision
• ·         They fail to delegate authorities to employees
• ·         They fail to develop trust factor in their people and system
• ·         They fail to come out of self entrepreneurship to entrepreneurship

People force is the major driving force in every organization. It is a must that you have quality manpower in the front to lead the process, when an organization is looking for growth or business development with a professional approach. Nowadays it is not that difficult to get quality manpower in SME, as many of them are willing to work in Kerala. But the real challenge is to sustain them with the organization in a long run. It is purely depended upon how employer treats them and maintains them, without disturbing the new environment. And for that an entrepreneur should have good vision and broaden mindset to accept changes, unless the scenario never changes!

-          Deepesh M

Manager – Consulting

Bramma Learning Solutions Pvt. Ltd.

Mob: 9847896265

Phone: 0484 2705535