Mindset reengineering

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<ul><li>1.Mindset Reengineering for Entrepreneurial Leadership</li></ul> <p>2. The definition of insanity </p> <ul><li> Doing the same thing over and over again, but expecting a different result. </li></ul> <ul><li><ul><li>Albert Einstein </li></ul></li></ul> <ul><li><ul><li>To do things different, you need to seek the right knowledge. </li></ul></li></ul> <p>3. Who is an Entrepreneur? </p> <ul><li>An entrepreneur is a person who has the ability to identify and evaluate business opportunities in the environment, gather resources to take advantage of opportunities andinitiate appropriate actionsfor success </li></ul> <p>4. Entrepreneurs Values, Environment and Resources Synergy 5. Qualities of an Entrepreneur </p> <ul><li>Persistent </li></ul> <ul><li>Commitment </li></ul> <ul><li>Focus </li></ul> <ul><li>Risk-taking </li></ul> <ul><li>Good planner </li></ul> <ul><li>Persuasive</li></ul> <ul><li>Confident </li></ul> <ul><li>Optimistic </li></ul> <ul><li>Hardworking</li></ul> <p>6. Skills Required for Entrepreneurship </p> <ul><li>Creative Skills </li></ul> <ul><li>Managerial knowledge </li></ul> <ul><li>Technical knowledge </li></ul> <ul><li>Networking and marketing skills </li></ul> <ul><li>Persuasive Skills </li></ul> <ul><li>Goal setting and planning skills </li></ul> <ul><li>Communication skills </li></ul> <p>7. Function of an Entrepreneur </p> <ul><li>Planning </li></ul> <ul><li>Organizing </li></ul> <ul><li>Budgeting </li></ul> <ul><li>Marketing </li></ul> <ul><li>Staffing </li></ul> <ul><li>Directing </li></ul> <ul><li>Controlling </li></ul> <ul><li>Leading</li></ul> <p>8. Entrepreneurial judo; Bad habits </p> <ul><li>Not invented here, no invention at all </li></ul> <ul><li>Cream the market: satisfy big customers only </li></ul> <ul><li>Quality: is what we invest material, time, effort resources </li></ul> <ul><li>Premium price: this is an invitation to the competition </li></ul> <ul><li>Maximize rather than optimize: one product fits all. </li></ul> <ul><li>Customers are passive </li></ul> <p>9. Mindset of a leader</p> <ul><li> Mental models, or mindsets, may sound like an abstract concept but they have a very real impact on corporate operations and performance. We use the phrase to describe the brain processes we employ to make sense of the world. </li></ul> <ul><li>While mental models can help us to understand what is going on around us, they also simplify and filter what we see in ways that can obscure opportunities or threats. This is a problem if the model is not well suited to the environment. For example, consider the missed opportunities that resulted from applying the mindset of traditional broadcast or print advertising to the interactive environment of the internet. </li></ul> <ul><li>Mental models have the ability to shape or limit a companys opportunities and responses. They can also alter the level of uncertainty it faces because the issues that are obscured by a deficient mental model can become a blind spot.</li></ul> <p>10. List various mindsets that may hinder entrepreneurship? </p> <ul><li>No money, no business? </li></ul> <p>11. TRANSFORMATIONAL LEADERSHIP FOR INDIVIDUALS Four Core Transformational Competencies For More Information For Individual Development The Transformational Mind-set Have good, dynamic and written philosophy GrowIn New Ways by Developing Your Own Transformational Philosophy Self-Mastery </p> <ul><li>Understand The Mind </li></ul> <ul><li>Unlearning is as Important as Learning </li></ul> <ul><li>Grow Your Ego </li></ul> <ul><li>Purify and Unify the Unconscious </li></ul> <ul><li>Set-up Robust Communication Links Between the Ego and the Unconscious </li></ul> <ul><li>Improve Yourself Daily </li></ul> <p>Enhance Your Potential for Self-Growth Social Influence Reward, Coercive, Legitimate (authority),Referent (charisma) andExpertise.Coaching, Vision, Relationship, andPersuasion.Increase Influence With the Help of Coaching Skills DevelopmentKnow How to Develop Skills Realize What Competencies to Perfect through a skills-gap analysis Understand the individual Development Process 12. Learning should change .. </p> <ul><li>Mindset changes with changing information and learning </li></ul> <p>13. School/ University Lifelong Learning emphasis basic skills; exposure; access education embedded in ongoing work activities; informed participation problems Given constructed new topics defined by curricula arise incidentally from work situations structure pedagogic or logical structure work activity roles expert-novice model reciprocal learning; symmetry of ignorance teachers / coaches expound subject matter engage in work practice mode Instructionism (knowledge absorption) Constructionism (knowledge construction) 14. Life long learning perspectives Form Complement ing Form Contribution toward Mindset Creation Major Challenges Media Requirements self-directed learning prescribed learning authentic problems problem framing understanding evolving tasks learning on demand learning in advance coverage is impossible; obsolescence is guaranteed identifying the breakdown leading to the demand; integration of working and learning critics; supporting reflection-in-action Informal learning Formal learninglearning by being in the world larger, purposive activities provide learning opportunities end-user modifiability Collaborative and Organizational learning individual learning the individual human mind is limited shared understanding; exploiting the symmetry of ignorance as a source of power externalizations understandable by all stakeholders 15. Teacher Student Example authority (sage on the stage) dependent, passive lecture without questions motivator and facilitator interested lecture with questions, guided discussion Delegator involved group projects, seminar coach/critic (guide on the side) self-directed, discovery-oriented self-directed study group, apprenticeship, dissertation 16. Forming the right mindset </p> <ul><li>Understand the power and limits of mental models. To take advantage of models, you have to know how </li></ul> <ul><li><ul><li>they shape your possibilities. How do they limit your ability to see opportunities and threats? </li></ul></li></ul> <ul><li>Test the relevance of your mental models against the changing environment. As the world changes, do </li></ul> <ul><li><ul><li>your models still fit? If not, how do you find new models and put together a portfolio of models to meet future challenges? </li></ul></li></ul> <ul><li>Overcome inhibitors to change by reshaping the your thinking. Your entire world isorganised around your current models and people around you may be much slower to change.</li></ul> <ul><li>Transform your world by acting quickly upon the new models, experimenting constantly and applying a process continuously to assess and strengthen your models. </li></ul> <p>17. Personal Skills-Gap AnalysisTask Knowledge/ Skills Required AttitudeRequired Gap Identified Solution Required 18. Reasons for entrepreneurial learning </p> <ul><li>Gaps </li></ul> <ul><li>Weaknesses/ lapses </li></ul> <ul><li>Breakdowns</li></ul> <ul><li>Competition </li></ul> <p>19. </p> <ul><li>Be you transformed by renewing your mindset, jettisoning old hindering beliefs. Then you will succeed as an entrepreneur. </li></ul> <ul><li>Thanks for listening </li></ul>