Professional career[ edit ] He started his work life as a clerk in the Industries Department of the Government of Odisha in after giving up his post graduate studies. After a year of working there, he qualified to be a management trainee in DCM in where he worked for the ensuing 5 years. In , he entered the computer industry and worked for a number of computer companies between and in various functions like sales, marketing and operations. He left Wipro in to join Lucent Technologies.
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Shelves: critiqued The High Performance Entrepreneur is indeed a book with golden rules for establishing an organization or a start-up. The author of the book Subroto Bagchi shares his experience as an entrepreneur with a shrewd analysis on skills to be acquired to make the start, while concisely prescribing several business essentials needed to make a lasting impact in the world of business and information technology. The book briefly resuscitates in the minds of the readers, the conventional approach of The High Performance Entrepreneur is indeed a book with golden rules for establishing an organization or a start-up.
The book briefly resuscitates in the minds of the readers, the conventional approach of developing a strong mission and vision for business in addition to defining the values that the new organization will abide by. The first prerequisite to step into the shoe of an entrepreneur is focusing energy on self analysis. Firstly, asking ourselves, if we are ready to tackle the very many practical challenges that are inevitably bound to cross swords with us on the way during the entire course of our venture.
Are we financially sound or well equipped to take risks? If yes, to what extent are we willing to stretch ourselves financially? Are we well prepared for the best and the worse? Can we sustain a marginal loss first up during our venture? Are we vulnerable in adapting to the changing market and business needs?
Are we well versed with the use and application of sophisticated technology tools to let our business make a good initial impact? How long are we willing to persist with our venture?
If we see ourselves answering yes to the question and good enough to start out, the second prerequisite beckons us. It is advisable to conduct good research and reflect on the professional lives of various entrepreneurs and their business endeavors before commencing an entrepreneurial journey of our own. A well carried out research on entrepreneurial credentials, the credits that accompany the job, and the several responsible actions expected off an entrepreneur tends to help the start-up stand in good stead and gain right shape in future.
A good knowledge of the pros and cons prior to investment helps prevent any form of illusion from setting in regarding the success of the business venture. The more practical a mindset, the more likely it is to prove beneficial for the start-up.
The third prerequisite to start a corporate is to consider and explore the options available aplenty and wait for the right time to cash in on the right opportunity. The fourth and the fifth prerequisites are closely related and can be considered as a singly knit well bound pair of requirements.
Choosing the right team is as important an aspect as defining the DNA, mission, vision, and values of our start-up. A good team is the one that boasts of good mutual understanding, mental co-operation, and coordination. Once the kind of team previously mentioned takes shape, the fifth prerequisite of defining the DNA, mission, vision, and values fall into place without too many hiccups. In short, how effective will our strategy to combat stiff competition be?
What are we planning to do differently to gain competitive and strategic advantage over our competitors? What are the prospects that our strategy will yield desirable and fruitful results?
As always, this prerequisite always brings along additional baggage of ifs and buts with it. The seventh prerequisite is penning down our business model and analyzing it for visible and hidden defects, advantages, and feasibility. A gleeful glance at the business plan time and again, before and after the completion of the draft does no harm as it may lead to identification of more glitches in the model.
The next prerequisite requires the entrepreneur to be cautious while choosing the right investor. This is the most trickiest aspect associated with a venture such as a start-up. Even the sharpest of minds could fail us in our venture when the investment is not channelized efficiently in a structured and well planned manner.
Another important aspect associated with business ventures is allocating and assigning the most suitable resources for carrying out and implementing vast number of business functionalities. Often, with the kind of recent trends observed, it is very challenging to engage the appropriate humanoids to perform certain highly prioritized critical tasks. Therefore, it is very important to retain good valuable resources and utilize their talent for obtaining high productivity and favorable business outcome.
Come what may. Apart from these fundamental prerequisites, the author has also dealt with the need to build process -focused organization which is euphoric about its emergence and willingness for change.
The book also imparts ideas of managing our money and building our brand, which of course invariably form a part of the later stages of business establishment. Taking a leaf out of his entrepreneurial challenges and experiences as the co-founder of Mindtree Consulting, the author presents exemplified details on the modus operandi of his corporation and the crucial role played by other co-founders in managing adversity and transformation of the organization from its mere existence as an idea to a full fledged IPO.
The concluding part of the book sees the author lending his views on reasons for failures of start-up and the lessons in entrepreneurship from the Indian IT industry. This compilation is no less a holy book for wannabe businessmen except that the glamour element is irrelevant. To conclude, entrepreneurship is about self confidence, remaining flexible, goal oriented and opportunistic, a right blend of discipline with a sense of freedom, working hard, shedding egotist tendency, and loving money.
Choosing the team involves consideration for complementary composition, proven competence, multitasking capability, shared vision, transparency, personal integrity and mutual trust, questioning ability and taking disagreement in stride, resilience, and sense of humor.
Overall, the book has a useful recipe on entrepreneurship. It has all the potential and the making of a bestseller. The High Performance Entrepreneur scores a boundary on a scale of 5 in my review. The last word is hold back or let go. A good read. Enjoy your date with the idea of entrepreneurship.