Sunday, 12 October 2008


The chief executive of a global leader in the telecommunications industry for whom I conduct training, recently stated that the most successful division in their organisation achieved its outstanding results because it’s ‘managers’ took an ‘entrepreneurial’ approach to business. He went on to say that all divisions of the organization would need to become more entrepreneurial if their organisation was to survive, let alone remain a leader.

One author of a book on entrepreneurship goes so far as to predict that mangers will all but disappear from organisations and be replaced by ‘leaders’ that are able to manage ever-increasing rates of change and be nimble enough to capture fleeting market opportunities.

Corporate Japan’s continuing troubles are thought buy many analysts to be the result of the fact that no further productivity increases can be found in what are already highly efficient production processes. Future productivity increases will only be achieved if Japan is able to find and grasp new and different opportunities rather than continue to do the ‘same things’ better. Japanese managers, to be honest, are not renowned for their creativity and willingness to change. Take a look at Japan’s banking industry and you will know what I mean.

If, as the growing evidence suggests, we all need more entrepreneurial ‘managers’, how many of these key players in the future success of our organisation understand what an entrepreneur is, let alone, know how to be entrepreneurial in their approach to work. Try this at your next management meeting, ask your managers to write down a definition of an entrepreneur, then (if my past experience is any guide) you will need to resist the temptation to leap out the nearest window.


put "entrepreneurial" in your resume, blank resumes

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