We all spend a lot of time worrying about personal finances. It is distracting and stressful. Much of this time spent worrying is while we are at work; as many as 13 hours per month for the average employee, according to Mercer’s Inside Employees’ Minds research.
India is changing and so is the business environment in the country. From a country with few large local enterprises supported by the government and select few multi-nationals till a few decades ago, India has emerged as a country on an ‘overdrive’ – fast-paced growth, inflow of foreign investments, strong and sure industry ‘footprints,’ enabling business environment, ambitious aspirations by local organizations, and a hectic entrepreneurial activity. This has put the spotlight on the most critical resource – talent. When you ask Indian CEOs to list their biggest challenges, ‘developing future-ready talent’ almost always shows up in the top three.
Job training is time-consuming and inconsistent, especially in the field. New software could save companies time and money while standardizing training.
Desktop workers have plenty of technology at their fingertips — Microsoft Excel spreadsheets, Google documents — to quickly capture, transfer, and distribute knowledge.
Information technology is reshaping relationships between companies and customers, bringing benefits to both. But the unfettered use of this technology can erode customer care. For a company to care for clients effectively, both its managers and front-line employees must listen empathetically to what they have to say. Unfortunately, a rash of “innovations” aimed primarily at reducing costs has made many companies opaque to their customers who are, as a consequence, inadequately served and increasingly frustrated.
The majority of all scale-ups in Belgium today were founded by a team, usually composed of two people who know one another well. Often, they hold a C-level position in which the directorship of the company is shared between the two. Their remuneration consists primarily of shares and cash, with shares as the primary form of remuneration, particularly in the first few years.
A new study conducted at the business schools of Duke, Vanderbilt and Harvard's universities have found that CEO-led firms do better than firms that have founders as their CEOs.
Fear can shut down any stage of the entrepreneurial process, however, unfounded apprehension or the opinions of others should not be allowed to drown a business idea before it’s been researched.
What makes a CEO effective? The question has been studied extensively. Yet we still know fairly little about how CEOs behave day-to-day and how their behavior relates to the success or failure of the companies they run.
Whilst fundraising is challenging for most entrepreneurs, and building a company is hard for all, it can be more so for women. Overcoming implicit bias and breaking into predominantly male venture networks adds to the battle.
Mirjam van Praag and Joeri Sol conducted research using a database with information on adopted children. What were their findings? Entrepreneurship is primarily learned from role models: fathers to sons and mothers to daughters.