Archive for May, 2009

EntrepreneurialC has Launched!

Monday, May 11th, 2009

Anyone with a little investigative insight will see that this is truly the ‘first’ post, thus at least dating the official moment when WordPress was installed and the backbone for the EntrepreneurialC was established.

But that tidbit is beside the point.  After much investigation and discussion with quite a number of colleagues followed by contemplation and critical thought, here is EntrepreneurialC.

What is EntrepreneurialC?  Well, the more serious explanation is that it is the coupling of Entrepreneurship and Consulting, and specifically their ability to project and manage the unknown, respectively.  What’s ‘known’ is generally easier to contend with, in part, due to its familiarity, but it’s the ‘unknown’ that is typically much, much larger and that presents many more challenges and opportunities to achieving success.  EntrepreneurialC is a fundamental recognition that it’s how well a business can contend with and navigate the unknown that drives performance, not a pattern of sticking to the relatively little ‘known’ (and trying to make the best of that).

The more light-hearted explanation, which also serves as a tag line of sorts, is that “It’s like Vitamin C for your business.”

Businesses are too often tempted and trapped to fall into ineffective, unproductive practices . . . It’s hard to always be your best, and if you’re lucky enough to be there, it’s even harder to stay on top.  I’m reminded of a professor of mine sharing a story in class while earning my MBA.  His story focused on an encounter with the CEO of a well-known and global company and the CEO’s reluctance to allow a case study to be written depicting how well the company was both performing and structured for success into the future.  The CEO’s fear?  That a mere case study would sow the seeds of complacency in a company the reaps the rewards to this day (and suffers the penalties) of Moore’s Law.  His fear was that 18 months later he could find himself in a whole heap of trouble having possibly fallen backward as opposed to constantly leaning forward.

Simply put, the CEO was afraid of his company learning how good they really were.  Even that mere knowledge, that was enough to threaten what kept the company going, namely its innovative drive and leadership . . . and constantly driven by the unknown.

And it’s that that similarly drives EntrepreneurialC.