Wild-eyed ravings aside, got an insight into the genesis of our firm today, about how things started up and how they graduated from one stage to the next. The discussion about what it took to start and run a professional service firm and how the decisions sometimes was choosing between whether to buy your third laptop or make that trip to Venice to pitch to a prospective client. The amount of thought that went into deciding on what was core to the firm, what kind of work wouldn’t you do or how would you ensure that the fresh-faced B-school grads imbibed what the firm was about and accordingly portray it to the clients they worked with was mind-boggling. The decision to scale up from five to twenty and thence(thats a word right?) to fifty, taken after a lots of deliberation while the conglomerates of the world hire that many roughly every fifteen minutes. Its a revelation to know that there are individuals who, day-in day-out, apply their faculties these tasks. So, whats with the disconnect between the first and second paragraphs? I was paying attention this time, for one thing. And yeah…hearing the history of such a firm unfurl…makes you want to be part of the start of something…big. So…let it rip…let it thunder!
Let it rip…Let it Thunder!In Uncategorized on July 15, 2006 at 11:23 am
Term 3 and one of the courses was about “…the practice of starting new organizations, particularly new businesses. It is often a difficult undertaking, as a majority of new businesses fail.”. While the course entailed studies on how enterprising individuals brought enterprising business ideas to fruition with a lot guts, dedication and the odd sliver of luck, was a yawn-fest for me. The amount of work that seemed to be require to setup a business, that might or might not at some distant point in the future reap you loads of moolah on which to retire on and to buy your island in the carribean seemed, well too much. But then, I find the effort required to lean over and procure the remote control to change the documentary on grass-growing in the prairies on nat geo rather too much effort. Ideas of bootstrapping and starting small, to spend the VC’s money like you were drawing blood were all fine, but the concept of reducing something as abstract as entrepreneurship to a few checklists and methodologies seemed kinda ridiculous. Add to the fact that every venture seemed to be nothing more than a means to germinate an ingenious idea, nurture it through the early years and just when it promises a lot of potential, cash out to someone who actually likes to run business. Seemed too much about making that quick buck to me. Coz, lets face it, more than generating a bunch of ideas and convincing some fat cats to part with dollops of money, its the actual successful running of an organization that takes managerial brio.