Why Successful Entrepreneurs Must Be Masters at Risk Management

I know a very successful entrepreneur. He was highly praised locally as a success, and indeed the growth and reach increase of his business was impressive.

Upon careful observation, he was taking what much more risk than I would have ever considered to grow his business. This created substantial doubt for me – maybe I was too risk-adverse to succeed in my ventures? Are all entrepreneurs so highly risk-taking? Now, a few months later, the economy in that particular business is tough and he is close to losing everything. It’s tough on my side too, but thanks to a prudent management, I am confident my business will survive.

everest fatalities
The way to the top is littered with fatalities. And no-one remembers them.

I do believe that real entrepreneurs are necessarily masters at risk management. They know how to take risks, and they also know how to manage them, and in any case make sure that the worst case does not mean losing everything and creating excessive strain in their personal and family life.

Successful entrepreneurs on the long term are prudent.

Failure, yes. But failure withing a managed risk framework. The winners are those who survive. After the event, nobody talks any more about those who died on the way. You can be a temporary sensation, have your minute, hour or even month of fame. It’s much tougher to have a sustainable success – and often we don’t see these entrepreneurs until they have become so successful that we can’t ignore them – but they tend to stay beyond the limelight.

Nobody remembers the fatalities on the Everest. We remember only the winners. Those who know how to take the right level of risk and were also lucky in a way. If you are an entrepreneur, be prudent!

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How to Embrace Failure, but not too Tight!

It has become extremely fashionable to claim that failure is a decisive element of success. This has turned quite extreme, with stories ‘from rags to riches’, almost like if utmost failure (personal and professional) was a pre-requisite of success. It is almost as if each successful person had to find a way to show that at some point in his or her life, he or she was at the point of utter emotional breakdown with less than 10 cents on their bank account!

Jordan failure
Yes, we need to embrace failure. But like Michael Jordan, it should not be life-threatening. Don’t embrace failure too tight!

I think this is too extreme, and like any fashionable statement, it is time to bring some measure in it.

Failure is indeed a way to get immediate feedback and an indisputable way to progress. So, it is reasonable to seek a healthy part of failure as part of the learning and trying process. True – if you don’t encounter failure, it’s probably because you don’t try hard enough. At the same time, utter and total failure needs to be avoided as well. It damages people personally, their families and it can extremely difficult to recover.

Failure and tough times create resilience. Yet resilience can also be obtained otherwise, by the force of character and repeated exercise. Take for example Michael Jordan. Yes, he failed many times. In small ways. But his drive was his own, and that’s how he became successful. And he did fail small, never big. Even when he went to a year playing baseball, a ‘big’ failure, it was not putting everything in jeopardy. He was able to come back successfully to basket-ball. He gained the experience, and kept being successful.

Yes, seek to extend your comfort zone and fail to learn, but make sure that your risk remains reasonable. Don’t embrace failure too tight!

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My new venture: launch of ProjectAppServices and MobiProjects

I am extremely pleased to announce the launch of ProjectAppServices, my new entrepreneurial venture. It is a quite different venture into the Information Technology and Services field this time, with some connection with Project Value Delivery however as it intends to develop in the same professional field (note – I will stay mainly active in my first venture Project Value Delivery for the moment).

ProjectAppServicesProjectAppServices‘ Mission is to create significant value for projects’ execution by selecting and deploying specialized apps or software in the Project environment.

ProjectAppServices logoIt develops customized solutions to  Clients for simple and complex projects. For each new product ProjectAppServices partners with experienced IT integrators, leveraging on existing technical platform or software that can be used or developed for the Clients’ needs.

MobiProjects logoIn particular, the new product MobiProjects shows great potential to revolutionize all those paper-based processes across organizational and geographical boundaries (such as vendor inspections, QC inspections, defects management, asset on-hire/ off-hire, logistics commitments, receipt notes etc.) thanks to a ground-breaking mobile platform technology that is: proven, cheap and easy to customize and deploy.

MobiProjects conceptI am of course quite excited by this new project which will develop in parallel to my current entrepreneurial ventures, with a brilliant team in charge that will certainly create some very good surprises soon! I am also excited to discover the potential of mobile technology in the field of project execution, and endless possibilities to make life of our Clients easier!

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How People Start Their Own Business More Often Above 35

Younger people (less than 35) start their own business much less often than older ones. That is a clear data from statistics about entrepreneurship in the US.

Rate of Entrepreneurial Activity ChartThis is reassuring, because beyond the myth of the Zuckerbergs and other student-age Microsoft, Apple and Google founders, it shows that most people that start businesses have significant work experience and possibly, business experience. This should increase the probability of success.

However we also need to be cautious – as it seems that lots of businesses are started defensively by people missing a job, that reason to be an entrepreneur because of that aspect might be more present for people over 35 as part of a career accident, as a way to build on their competencies in a tougher economy.

Unfortunately I have not found data showing business success by age of the founder, so we can’t conclude it is worth having some experience to have more chances to create a sustainable business. If you have such data, please comment!

All figures in this post from the Kauffman report.

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Why Higher Entrepreneurship Activity is Not Good News

The statistics about entrepreneurship in the US as brought together by the Kauffman foundation are clear: there is more people creating businesses when people have difficulties to find a job. Or, in summary, entrepreneurship is in majority a defensive move, contrary to what popular lore would tend to spread.

KAUFFMAN-INDEX
The Overall Entrepreneurship index shows that there is more entrepreneurs in tough economical times

The data is clear: it is in a bad economy that the entrepreneurship ratio is higher, such as between 2009 and 2013 (see figure).

Similarly, immigrants have entrepreneurship ratios that can be twice as high as people born in the US, and people with high school education or less are also more frequently starting their own business, etc. In particular industries that go through tough times such as currently the Oil & Gas industry, the rate of business creation seems to increase significantly.

If a large amount of business creation is thus defensive, there is no surprise that many fail, due to the lack of preparation of the owner, or simply due to the fact that when times get better, business owners come back to more traditional employment.

Contrary to what most people think, the dynamism of entrepreneurship is not necessarily the sign of a dynamic economy; it could be the contrary. Some healthy level of entrepreneurship is necessary for economic development, but a higher ratio might not be good news.

All figures in this post from the Kauffman report.

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Why the Law of Financial Viability is Important

When starting a new pursuit or a new venture, it is important to remember ‘The Law of Financial Viability’: “When deciding whether to follow an appealing pursuit that will introduce more control into your work life, seek evidence of whether people are willing to pay for it. If you find this evidence, continue. If not, move on” – writes Cal Newport in his book So Good They Can’t Ignore You.

cash-paymentHence it is essential to determine as quickly as possible (based on a demonstrator or Minimum Viable Product as they say in the Lean Startup movement) whether people are really ready to pay for what you want to offer. That is also applicable to a career change – are people willing to hire you?

And there is a significant distance between people saying that that they’s be interested and they would be happy to pay – and people really, actually paying.

One of the interesting consequences of this observation is that it is far better to have the first customers pay a little something rather than giving for free: it will prove that people are happy to reach their wallet, which is a significant psychological hurdle; and as an associated benefit it will force you to get your payment and invoicing processes up and running.

To summarize, Cal quotes Derek Sivers as saying: “When it comes to decisions affecting your core career, money remains an effective judge of value. If you’re struggling to raise money for an idea, or are thinking that you will support your idea with unrelated work, then you need to rethink the idea

Demonstrate the value of your idea by effectively getting money for it.

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How Age Changes our Outlook on What We Can Achieve

I’d like to thank Mary Cravets for an insightful comment on my post ‘How We Underestimate What We Can Do in Ten Years‘. In this post we comment the statement that ‘People always underestimate what they can do in ten years and overestimate what they can do in a week’. Mary commented that our perspective on this timeline will probably change considerably between our 20’s and our 40’s.

too-late-to-start?
It is never too late to start something awesome and different! Here in the case of entrepreneurs

For sure when we reach 40 or 50 we will have grown consciously through a few decades, and in hindsight most of us can measure how much change we have introduced in our lives in the space of a typical decade. When we are 20, our experience in the matter is more limited. Hence we might believe more in the statement with maturity.

On the other hand, when we are 20 we think we can take the world by storm; at 40 or 50 most people are a bit more prudent. If they have met significant hardship or disappointment on the way they might even be pessimistic about how much they can change the world around them and this might prevent them to take initiative. Our level of energy and endurance might also have sagged on average (it is not true for everyone!).

Age and experience does change our outlook on what we can achieve. There will be, depending on the person, positive and negative tensions that will or not lead to take initiative.

Personally, I try to reinvent myself about every 7-8 years, professionally at least. That is what I have done in the past. Those changes are a bit tough sometimes, but they can be managed. And it is fun! The more I age, the more I want to continue to do that, because it is fun and I like to discover new things. And right now I am quite sure that what I will be doing in a decade will be quite different from what I think today. What about you?

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How Quick Bureaucracy Can Creep In… and How to Prevent It

I have had some experiences lately where I have seen bureaucracy creep in projects in a very significant and quick manner, creating a serious impediment to progress and success. Although I know that it is the fate of many organizations, I was astonished by the mere speed at which bureaucracy can be created and imposed, even in project organizations that had been newly set-up only weeks or months ago.

Bureaucracy is not the same as developing and implementing effective processes. Bureaucracy is about creating processes of little effectiveness (even if very efficient!).

bureaucracyIn the instances I observed, bureaucracy developed quickly in situations where the scope of work was not very well defined. Thus, significant initiative and cognitive work were required to move things forward. In this situation many contributors, maybe not keen to do the effort, will seek to look busy doing ‘stuff’. And this ‘stuff’ generally turns out to be the seed of bureaucracy. It is easy to look busy writing endless reports and participating to endless meetings!

So, one way to avoid this situation is to be extremely clear on the scope of work and on the tangible deliverables that need to be produced. It also explains why in phases of innovation, it is better to keep the team small, so as to avoid the temptation by those that might not be at the core of the creative process to develop bureaucracy (to look and keep busy).

Bureaucracy can truly stifle a project. Make sure it does not develop beyond the minimum necessary – in particular as in modern times the mechanical data management should be automatized.

For those interested, the best text on bureaucracy ever is from Parkinson in the Economist in 1955 and is accessible at this link: Parkinson’s law. (as known today, Parkinson’s law states that ‘work always expands to fit the time available‘).

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Why ‘Embedded Consulting’ Delivers Better Results for Enterprise Transformation

As consultant I have seen two extremes when it comes to consulting interventions regarding enterprise transformation:

  1. The ’embedded consulting’ with one or two ‘trusted advisors’ to Senior Management, most of the work done by employees temporarily assigned to the project and a very limited number of specialized consultants focused on specific capabilities that are lacking in the organization,
  2. A large team of consultants coming in and doing most of the work , delivering finished products (typically the business model of large consulting firms).
rugby support
Should the consultant be the player or the person supporting the player?

There are a few intermediate options still in general it is possible to recognize the pattern of one or the other extreme.

I have observed that the first approach was by far superior when it comes to sustainable results in the organization.

The reasons for this are actually quite straightforward:

  • In option 1, the organization shows actual commitment by assigning resources to the transformation project. It shows commitment of the top of the organization, that management walks the talk and this can only be favorable to actual implementation,
  • The employees directly involved in devising the transformation are the best spokespersons for what they have setup. As they are demobilized from the transformation project and come back to their usual position they instantly become a strong network of proponents of change embedded in the organization,
  • As changes are devised by employees for the benefit of the organization, they are in general more pragmatic and closer to the needs of the organization.

Option 2 remains valid in cases in other projects where the organization’s DNA and culture is not directly touched. For enterprise transformation projects it does not seem to be the best solution, although it might appeal to the senior executives through the power of the brand of some large consulting companies.

A common argument is that only option 2 can deliver disruptive transformation. I do not agree, because employees are often open, much more creative and knowledgeable on what could be done, and their talent can be released by a specific, punctual intervention opening new possibilities.

If you have a project to transform or upgrade your organization, prefer to involve your employees supported by a limited number of senior and specialized consultants. With ’embedded consulting’ the transformation will be sustainable, much better accepted and overall much more successful.

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Why We Fear Freedom And How to Overcome That Fear

How come that we fear so much having opportunities and going after them? How come that we fear so much freedom and dream of coming back to a well-organized life with little surprises?

fear-of-freedom_morrisonA personal story: a few weeks ago one of my main clients terminated my consulting contract for some economic reasons that were not related to my mission. Suddenly half my occupation was gone… From a comfortable situation keeping busy more than full-time, I got propelled in uncertainty and the need to increase marketing and networking to find some new work. This situation was actually not an issue on the short term (enough reserves having been built over time), it was actually a great wake-up call to go out and do new, interesting things and meet new, great people. It was the opportunity to take time to create more great content. Still I was afraid.

I was afraid because of the uncertainty, because I could not anticipate where and when I would be in the next weeks and months. I got afraid when there was no problem in the medium term and only positives that could emerge from the situation.

And suddenly as I became open to new things, new opportunities started pouring in. Some more serious or more ripe than others, but from a trickle it soon became a stream of opportunities. Interesting possibilities that I had overseen by being busy became visible.

Still inside I remained somewhat fearful. It is difficult not to be afraid in the face of uncertainty. It is important to be able to overcome the ineluctable fear moments.

Don’t fear freedom. Breathe.  Calm down. Freedom is the possibility to change and get closer to what we want to be.

This post was inspired by the post ‘the Fear of Freedom‘ by one of my favorite bloggers Seth Godin, which got published just at the right moment for me in my small inner questioning!

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How We Forget Too Often About the Value of Options

Having options for flexibility has great value. And we often forget to value them, or to get ‘free’ options at our hand when we can.

A method of Real Options valuation using a choice lattice
A method of Real Options valuation using a choice lattice

In finance, options valuation has been implemented for the last few decades – it allows to calculate the price of options to buy or sell equities or currencies in the future. There is even a specific field that looks into Real Options (tangible options in real-life decision-making) and attempts to give a value to those options.

Without going into the details of these approaches, which are sometimes tedious and rely on some parameters and statistical approaches that can always be discussed, let us note here that having an option to do something, in other terms to have flexibility in the future, has got a value, and that we often underestimate that value – or worse, we give it out for free.

In my commercial approaches I always try to keep as many options open as possible. Less flexibility imposed by a client needs to be compensated. Options at the hand of the client need to be compensated. It is not always easy to get the client to understand, but it is a key practice.

Options have value. Don’t give them away. Try to have as many as possible and keep as much flexibility as possible.

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Why a Working Business Model is One of the Ultimate Creative Endeavors

A working, effective Business Model is probably one of the ultimate creative endeavors. It is often the result of a long-winded development effort, including many trials and errors. It reflects a relationship between a number of stakeholders with the aim of creating value to most of them. It can be shown and described like a piece of art. And it is a practical, real-life invention.

Business Model Framework
The Business Model Framework from the book Business Model Generation

The interesting observation here is that as a creative endeavor, the most successful, disrupting business models are those that go beyond the conventional, that reflect ‘out-of-the-box’ thinking. Thus those that develop those business models need to be somewhat unconventional and able to see beyond the obvious practice.

It also requires the business model generation process to be highly creative, without bounds, and highly iterative as well. Specific brainstorming situations need to be created accompanied by data retrieval or generation. It can sometimes take years to come up with a workable business model, and many trials and iterations.

And when it works, what a marvelous creation! And what really makes it an ultimate creation, for me, is how it creates value for a large number of stakeholders, not to mention that fact that it creates strong links and experiences for the same many people!

A business plan is one of the most powerful contemporary works of art.

Note – the figure is from the highly recommended book Business Model Generation – A Handbook for Visionaries, Game Changers, and Challengers.

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