In terms of strategic management, Sun Tzu advocates methodological and behavioral rules that maintain their strength in the corporate world.
At the level of governance, it recalls the dangers inherent in the relationship between the Sovereign and the General, comparable to the relationship between a Board of Directors and a General Management. At the organization level: "Ordering many people is the same as ordering a few. It's a question of organization. Order or disorder depends on the organization, courage or cowardice of circumstances, strength or weakness of dispositions (terrain and meteorology). " At the level of competitive analysis and information: "Prior information can not be taken from spirits nor calculated. It must be obtained from men who know the situation of the enemy " At the level of negotiation, the establishment of Sun Tzu partnership contract teaches us a simple principle: we must not rely on appearances. At the level of command principles, Sun Tzu defines rules for managing and managing human resources, which keep all their spells: "If officers get easily carried away, it means they are exhausted", " Courtesy and inflaming his men with the same ardor "," If the orders are effective the troops will be obedient "... Do read the complete article of Sun Tzu on wikipedia, you can also check more strategy quotes from Sun Tzu
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The best entrepreneurs, at least the ones with whom we have worked, share the following traits. They are or have:
(1) mission driven — they aren’t looking to build a product, they are looking to address a very thorny, substantive problem that affects a large group of people. They are motivated to solve this problem because it has impacted them in a deeply personal way. Running a startup isn’t easy. The days are long, the problems numerous and the cash comp low. In other words, an entrepreneur must find motivation from a deep well inside their core to push on through the dark days of which there will no doubt be many. (2) clarity of vision — they have an innate sense of what their target customers want and the truly exceptional ones know what the customers want even before they realize it. They know the gaps in the market they are looking to capture and are quick exploit the opportunities. (3) player / coaches — we don’t subscribe to the Messiah Founder archetype (e.g., Steve Jobs). Building a company from scratch requires an enormous amount of effort and teamwork. If you can’t recruit and retain talent, you won’t scale your business as a founder. (4) coachable — they actively seek advice and look for feedback both good and bad. They don’t hide from problems, but rather seek them out are open to a fault with stakeholders. Why — they want to tweak their strategies until they get it right. These are “learn-it-all” CEOs, not “no-it-all” types. (5) relentless evangelists and networkers — if you’re going to create a new company, or better still an entirely new market, you need to effective at attracting customers, employees and investors. (6) buy-in from loved ones — building a company is hard and if you have a family or a significant other, you will be signing the ones in your inner circle to a highly volatile ride in the years ahead. If the entrepreneur doesn’t have a good emotional support base it just makes getting going that much harder. This last point is often overlooked by founders. If you’re contemplating starting a business — make this the first item on your to do list to get right. Source : https://www.quora.com/What-makes-a-great-founder |
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