Manifest Destiny Concept Essay Example | Topics and Well Written Essays - 1000 words

Reading is an interactive process Essay Example

Perusing is an intelligent procedure Essay Example Perusing is an intelligent procedure Essay Perusing is an intelligent procedure Essay Perusing is an intelligent procedure BY Jlopezl 0569 The statement When I am perusing a book, regardless of whether astute or senseless, it appears to me to be alive and conversing with me, by Michel de Montaigne implies that each book has an importance and can identify with the peruser as it were. Most creators can likewise identify with this statement. For instance, Sherman Alexie, Maureen Corrigan, Anna Quindlen, and Gwendolyn Brooks considered perusing to be love, friendship, and a lifestyle. This shows perusing can be an intelligent procedure. Writer Sherman Alexie says his dad wanted to peruse. Since he cherished his dad with such commitment, he chose to adore perusing too. He was youthful when he understood what a section was. He comprehended a section as a fence that held words together for a typical reason. For instance, his family was a fence, his school was a fence, and even the world had various wall. Sherman says that he would peruse around evening time, at break, and when his family would travel. At the point when he read it resembled he was attempting to spare his life. Presently he is an author that attempts to enable others to spare their ives too. Maureen Corrigan says that she was a truly timid child. She says that perusing offered her friendship and a getaway. Just as Sherman, she needed to resemble her dad, who adored perusing. She says that individuals can get a brief look at changed encounters and their reality can be expanded. While different children were figuring out how to sound out words in class, she was perusing in front of her study hall books. Anna Quindlen additionally has her own perspectives. At the point when she was little, she had constantly detected that she ought to be elsewhere. She chose to go puts through books. She went to England in the book Middlemarch and A Little Princess. She additionally went to houses with high roofs and emotional scenes. It resembled a spot she lived in, and it felt genuine to her. Anna realized what her identity was, what she enjoyed, and what she imagined about. Perusing is her own reality, where she can joyfully live. The section To Young Readers, by Gwendolyn Brooks says that books resemble swathes. These swathes help mend and make new kinds of sentiments that expose the eaders and away from the dull. She likewise says that perusers are supported visitor. They read a book and get Juicy subtleties and encounters. At that point the peruser proceeds onward to the following book, etc. Perusing gives the peruser a chill making them wonder what will occur next in the story. It likewise causes them to feel like they are living in their characters lives as though it is additionally their very own piece. Everybody identifies with books in various manners, however that doesnt prevent individuals from getting a charge out of them.

Customer Development Model Understanding Company Building

Customer Development Model Understanding Company Building WHAT IS COMPANY BUILDING?Company building occurs only at the end of the Customer Development model. This is when the business can transition from a startup that is focused on learning and discovery into a fully-fledged business. This business will include formal departments and a scaled business development model. It is only at the end of the Customer Development model when a company can begin to appoint departments that potentially include a Vice President of Sales or a Vice President of Marketing.When these departments have been opened, the executives that lead then can move away from a learning and discovery methodology and towards a mission-oriented method. This mission-oriented method helps the company exploit the information that it validated during the first three steps of the Customer Development model.The reason that company building occurs now is because your startup needs to understand its place among its customer and in its market. If you build your company too quickly, t he end result is often burning through all of your cash. Without cash or the knowledge you would have gained in the first three steps, it is nearly impossible to save your company from self-imposed destruction.To begin to build a company from an organization that is learning about customers and markets into a company that is attracting mainstream customers, you will need to do three things:You will need to begin to build your mainstream customer base that extends beyond the initial early adopters.You will need to ensure that this building also occurs within the company. You need to build the management, organization and company culture to support your new growth.You will need to create departments that are nimble enough to respond quickly to the company’s growth. The goal is to have formal departments that can pivot and turn as quickly as you did during the learning and discovery phases that preceded company building.At the end of the day, company building is only successful if it is consistently flexible. Once it begins drawing in its mainstream customer base, it cannot become complacent. It must remain as flexible and alert as it was before it began to grow.Watch this talk of Steve Blank discussing how to build a company. BUILDING A MAINSTREAM CUSTOMER BASEIt sometimes seems like the only difference between your startup and your competitors established business is revenue. This is not true. Your revenue does not just come from a large number of sales. It comes from understanding your business, marketing and sales strategies within the market context that you operate in.These strategies should all be based on the Market Type that you focused on in customer creation. New market sales growth is distinctively different to sales growth in an existing market. Even when you have moved beyond customers and into the mainstream market, you will still see different rates of adoption because of the nature of the market.As a result, everything you do in this stage depe nds on your market type. The staff you hire and the money you spend will depend on the market you are in. But understanding your market type does not necessarily mean that your work is over.If you followed the model correctly, you determined your market by seeking out early adopters for your product. But the transition between selling to early adopters and selling to a mainstream market is not as fluid as you might assume. There is almost always a gap between the early adopters and the mainstream market. This gap will vary depending on the market type that you are in.BUILDING THE COMPANY’S INFRASTRUCTURE TO SCALEAs sales grow, the company itself will need to grow with it. Growth rarely occurs without change. Two of the most important changes that will occur in the company building phase include a change in the corporate management and corporate culture. There is also change that comes from the creation of functioning departments.The first changes will occur in the corporate manage ment of the company. The management changes should also include a development of company culture. Many startups think of company culture in terms of whether or not they should wear jeans to work. They assume that as they grow, they must then turn into a top-down large scale operation with an execution mindset.This is a problem because it often results in a bureaucracy being established far too early. Just because you are mimicking a large, successful company does not mean that you are one. This is actually dangerous. Imposing this kind of change before a company has grown can actually inhibit its growth. If you tried to do this when you initially started the company, the company would have never been able to get off the ground. The change that occurs here is the change discussed earlier. This is where the company begins to adopt a mission-centric culture.In a mission-centric culture, all of the new leaders and executives that you have appointed must realize that the work is not yet complete. At this point, the mainstream market is still an uncertain place. Focusing on organization over the mission itself can stifle the innovation, creativity and mobility that you need to not just mimic a large business but to become one.The second changes will occur when you create functional departments to support the management. These departments are important because it is important to divide up labor at this point in the company. However, these departments should not just be created because you believe that every good company needs them. At this stage, it is important to create the departments that make the most sense for your business. When you do this, you will help ensure that these departments are not only functional but helpful for your business.THE STAGES BETWEEN A STARTUP AND LARGE COMPANYIn his book, Steve Blank created an outline that described how companies transform from startups to large organizations. There are three primary stages in this outline: Customer De velopment, Company Building and Large Company.Stage One: Customer DevelopmentStage one is the stage where a startup will undertake the first three phases of the Customer Development model: customer discovery, customer validation and customer creation. This stage focuses on both customer development and product development.Stage Two: Company BuildingStage two is the company building phase of the Customer Development model. This is, again, where the company moves form the learning and discovery activities and becomes a mission-centric organization.To make the leap between company building to becoming a large company, you have to maintain the speed you has a startup but with a larger number of staff.In order to do this, the mission of the company must remain clear.This is why installing a top-down management system or a bureaucracy in a company too early can be bad for the company. You can hire as many staff as you can afford. But if they are not all working towards the same goals via the mission, you will struggle to keep your forward motion.You will find that you get bogged down in a process heavy infrastructure instead. Creativity and innovation can be strangled by bureaucracy if you are not careful. This is why you need to make sure that the organization that you have built thus far is justified.Stage Three: Large CompanyThis stage is about building departments. But you need to justify the department’s existence with your mission before you build it. There needs to be a clear and strategic need for a role or department before you add it.Building a large company does not mean that you need to replicate a model. You need to build a company that makes sense for your mission. In this case, your mission serves as your strategy.The difference between a large company and a startup is not bureaucracy. It is process. Many entrepreneurs believe that you do not need a process for innovation or success. But a process is necessary for building a large company.Instead of building a company from a cookie cutter outline, entrepreneurs can build “fast-response” departments. These departments offer a process without the stagnation that becomes characteristic of a tangled bureaucracy or a top-down management system.These “fast-response” departments allow you to keep the speed and agility of your early days. Yet, it still allows you to keep the organization and process that any large company needs.THE FOUR PHASES OF COMPANY BUILDINGAll of what you read so far can be broken down into four succinct phases of company building. Each of these four phases are necessary for the successful transformation of a startup into a large company. It is important to keep both the mission and the process in mind as you move through each of these four steps.Phase One: Reach Out to Your Mainstream CustomersIn the first phase of company building, you are working to adapt from selling only to early adopters to your mainstream customers. You will do this by hiring new sales staff according to the sales growth curve that you are experiencing.You also need to notice the subtle and distinct differences between your early adopters and your mainstream customers.For example, most early adopters want an immediate solution to a difficult problem. They are more often than not looking for a revolutionary solution to their problems. They will be able to withstand minor flaws in the product, as long as it does its job.These early adopters will also rely on other early adopters for advice regarding products and solutions.Mainstream customers, however, are pragmatists. They have a problem. But they do not want to be disrupted by a revolutionary solution. Instead, they look for evolutionary solutions. They do not want minor flaws. They want use to be straightforward, simple and reliable.Mainstream customers rarely have any interest in what early adopters have to say about a product. They want reviews and references from other buyers who are just like them. In o ther words, they want to hear from other pragmatists.Reaching out to your mainstream customers is an essential part of company building. It can be easy to get comfortable with a small group of loyal, early adopters. In fact, it may feel more satisfying to have a small number of customers that you know that you can count on.The problem is that you can and will eventually exhaust this market. It is important to remember that they are visionaries. They are always looking for the next big thing. Holding their attention for very long is a Herculean feat.Adopting your strategy to pull in mainstream customers is an important part not only of company building but of survival. It requires that you take more risks. However, these risks are not as scary as they sound.The far bigger risk is not trying to understand how to reach the main market or, even worse, seeing the main market but neglecting to adopt your sales strategy.Phase Two: Review Your Current Management and Create Your MissionIn th e second phase, you will take a hard look at the staff you have hired thus far. It is important to determine whether the staff you have can grow to scale. This does not mean assessing whether you have enough people, per say. It means that you need to be sure that everyone is working seamlessly on the same mission.This unity is essential for scaling your company. You can hire as many people as you can afford. But if everyone in your company is running in a different direction, they will seriously hinder your growth.This phase requires that you do something that you have rarely done thus far on your journey. In phase two, it is important that you look inward at your company.To do this, you will often ask the board of your company to review both the CEO and the executive staff that you have appointment.What you need to succeed during this phase of your company is not charisma. You need leaders who are pragmatic, resilient and agile. They must be able to see clearly enough to not only c reate a compelling vision but to find their way down a path according to that vision.What distinguishes this revision is not looking at the staff’s track record. This review needs to focus on the future. It must look at what the leaders of the company are capable of in the future.In some cases, past successes actually indicate future failures. It is important to distinguish this before these failures happen.When you know that you have the right people, you can then begin to focus on growing company culture.This culture includes stating your corporate mission which consists of four main elements:Your mission needs to state what your employees are working for.Your mission needs to state what they are supposed to be doing while they are at work.Your mission needs to state how your employees will know that they have succeeded.Your mission needs to describe both your revenue goals and your profit goals.Phase Three: Begin Your Transition to Functioning DepartmentsPhase three allows you to begin to use all of the learning that you did in the first three steps of the Customer Development model. By now, you will know a lot about building repeatable sales. You will also have knowledge about your channel roadmaps.The reason that this stage comes third in the process is because you need good people on your side in order to implement it correctly. You cannot scale without the right people in place.This is where you begin to set up your departments according to your mission statement and your strategy. Remember that having a process and a mission is key for setting up departments. Arbitrary departments waste time and burn money.Before these departments take shape, you must state what these departments do. This means that you need to create and write down goals for each department.A great way to do this is to create another mission statement for each of your departments. These mission statements should complement the overall mission statement. However, they should be finel y adapted to each specific department.You can find some insights on the benefits and how to structure your organisation in the following slides.[slideshare id=12597292doc=strategicorganizationaldesign-120418220355-phpapp02w=710h=500]Phase Four: Maintain Your Moment with Agile DepartmentsIn the last part of company building, you will ensure that everything that you have built thus far is agile, scaled and capable of being a “fast-response” department.There is nothing worse than creating a department that must answer to another department. Especially when the second department must wait for an answer from someone else who makes the “big decision”. This is incredibly dangerous for any company that is trying to grow.This is sometimes referred to as “executive leadership”. Admittedly, this works for some companies. But as a general rule, employees on the ground often make better decisions than executives who are detached from the daily situation on the ground.To combat this, you want to create a culture that is mission oriented. You also want a decentralized management style that does not rely on a seal of approval from the CEO in order to make small decisions.This management style will speed up decision making. In turn, it will allow the company to operate in a “fast-response” and agile manner. These are both of the things that you are working for at this point in your growth.You also want to work on creating a culture that values information gathering and sharing. This culture should naturally also be a culture that promotes leadership.This is because success it not just determined on the information that executives find. You need the whole company to be working for information and solutions.All of this comes down to creating a culture in which people trust each other. The executives must trust their employees in order for employees to trust to executives. It is only when there is mutual trust and cooperation that true leadership can really happen .Finally, you must remember that while the formal learning process is over, you are never really done learning. If you want to continue to grow successfully, learning will be an ongoing process for your company.Staying Alive after Customer DevelopmentThe Customer Development model is a pathway to success for many businesses. But not every business that successfully completes the model manages to see long-term growth or success.To make it out of the Customer Development model alive, you need to remain alert and focused. You need to make sure that your company responds to changes in your market, customer and competition.Companies that become stagnant are companies that fail. Waiting too long can make you irrelevant in your market and can change your customer’s perception. This can be a death sentence in today’s markets. The only thing that is constant in your company should be change and your reaction to change.In order to be successful both in business and in life, entrepreneurs must realize that success is not a condition. Success is a process. Rather than searching for an end point on a map, a successful company will mark milestones along a path that only ends should the company be dissolved.CONCLUSION In the first three steps of the Customer Development model, you focused on learning more about your customers and validating your assumptions. You then learned how to capture some early customers in order to prepare yourself for creating your market and your product demand. All of this was absolutely essential for moving into the final phase of the Customer Development model: company building.Company building is the final step of Blank’s process for a reason. When the majority of businesses begin the company building phase before they have understood their markets and their customers, chaos ensues. This chaos then results in a death spiral for too many startups. Based on Customer Development Model created by Steve BlankIn this article, we explore 1) what company building is, 2) how to build a  mainstream customer base, 3) building companys infrastructure to scale, 4) the stages between a startup and large company,  and 5) the four phases of company building.WHAT IS COMPANY BUILDING?Company building occurs only at the end of the Customer Development model. This is when the business can transition from a startup that is focused on learning and discovery into a fully-fledged business. This business will include formal departments and a scaled business development model. It is only at the end of the Customer Development model when a company can begin to appoint departments that potentially include a Vice President of Sales or a Vice President of Marketing.When these departments have been opened, the executives that lead then can move away from a learning and discovery methodology and towards a mission-oriented method. This mission-oriented meth od helps the company exploit the information that it validated during the first three steps of the Customer Development model.The reason that company building occurs now is because your startup needs to understand its place among its customer and in its market. If you build your company too quickly, the end result is often burning through all of your cash. Without cash or the knowledge you would have gained in the first three steps, it is nearly impossible to save your company from self-imposed destruction.To begin to build a company from an organization that is learning about customers and markets into a company that is attracting mainstream customers, you will need to do three things:You will need to begin to build your mainstream customer base that extends beyond the initial early adopters.You will need to ensure that this building also occurs within the company. You need to build the management, organization and company culture to support your new growth.You will need to create departments that are nimble enough to respond quickly to the company’s growth. The goal is to have formal departments that can pivot and turn as quickly as you did during the learning and discovery phases that preceded company building.At the end of the day, company building is only successful if it is consistently flexible. Once it begins drawing in its mainstream customer base, it cannot become complacent. It must remain as flexible and alert as it was before it began to grow.Watch this talk of Steve Blank discussing how to build a company. BUILDING A MAINSTREAM CUSTOMER BASEIt sometimes seems like the only difference between your startup and your competitors established business is revenue. This is not true. Your revenue does not just come from a large number of sales. It comes from understanding your business, marketing and sales strategies within the market context that you operate in.These strategies should all be based on the Market Type that you focused on in customer crea tion. New market sales growth is distinctively different to sales growth in an existing market. Even when you have moved beyond customers and into the mainstream market, you will still see different rates of adoption because of the nature of the market.As a result, everything you do in this stage depends on your market type. The staff you hire and the money you spend will depend on the market you are in. But understanding your market type does not necessarily mean that your work is over.If you followed the model correctly, you determined your market by seeking out early adopters for your product. But the transition between selling to early adopters and selling to a mainstream market is not as fluid as you might assume. There is almost always a gap between the early adopters and the mainstream market. This gap will vary depending on the market type that you are in.BUILDING THE COMPANY’S INFRASTRUCTURE TO SCALEAs sales grow, the company itself will need to grow with it. Growth rarel y occurs without change. Two of the most important changes that will occur in the company building phase include a change in the corporate management and corporate culture. There is also change that comes from the creation of functioning departments.The first changes will occur in the corporate management of the company. The management changes should also include a development of company culture. Many startups think of company culture in terms of whether or not they should wear jeans to work. They assume that as they grow, they must then turn into a top-down large scale operation with an execution mindset.This is a problem because it often results in a bureaucracy being established far too early. Just because you are mimicking a large, successful company does not mean that you are one. This is actually dangerous. Imposing this kind of change before a company has grown can actually inhibit its growth. If you tried to do this when you initially started the company, the company would h ave never been able to get off the ground. The change that occurs here is the change discussed earlier. This is where the company begins to adopt a mission-centric culture.In a mission-centric culture, all of the new leaders and executives that you have appointed must realize that the work is not yet complete. At this point, the mainstream market is still an uncertain place. Focusing on organization over the mission itself can stifle the innovation, creativity and mobility that you need to not just mimic a large business but to become one.The second changes will occur when you create functional departments to support the management. These departments are important because it is important to divide up labor at this point in the company. However, these departments should not just be created because you believe that every good company needs them. At this stage, it is important to create the departments that make the most sense for your business. When you do this, you will help ensure t hat these departments are not only functional but helpful for your business.THE STAGES BETWEEN A STARTUP AND LARGE COMPANYIn his book, Steve Blank created an outline that described how companies transform from startups to large organizations. There are three primary stages in this outline: Customer Development, Company Building and Large Company.Stage One: Customer DevelopmentStage one is the stage where a startup will undertake the first three phases of the Customer Development model: customer discovery, customer validation and customer creation. This stage focuses on both customer development and product development.Stage Two: Company BuildingStage two is the company building phase of the Customer Development model. This is, again, where the company moves form the learning and discovery activities and becomes a mission-centric organization.To make the leap between company building to becoming a large company, you have to maintain the speed you has a startup but with a larger numbe r of staff.In order to do this, the mission of the company must remain clear.This is why installing a top-down management system or a bureaucracy in a company too early can be bad for the company. You can hire as many staff as you can afford. But if they are not all working towards the same goals via the mission, you will struggle to keep your forward motion.You will find that you get bogged down in a process heavy infrastructure instead. Creativity and innovation can be strangled by bureaucracy if you are not careful. This is why you need to make sure that the organization that you have built thus far is justified.Stage Three: Large CompanyThis stage is about building departments. But you need to justify the department’s existence with your mission before you build it. There needs to be a clear and strategic need for a role or department before you add it.Building a large company does not mean that you need to replicate a model. You need to build a company that makes sense for yo ur mission. In this case, your mission serves as your strategy.The difference between a large company and a startup is not bureaucracy. It is process. Many entrepreneurs believe that you do not need a process for innovation or success. But a process is necessary for building a large company.Instead of building a company from a cookie cutter outline, entrepreneurs can build “fast-response” departments. These departments offer a process without the stagnation that becomes characteristic of a tangled bureaucracy or a top-down management system.These “fast-response” departments allow you to keep the speed and agility of your early days. Yet, it still allows you to keep the organization and process that any large company needs.THE FOUR PHASES OF COMPANY BUILDINGAll of what you read so far can be broken down into four succinct phases of company building. Each of these four phases are necessary for the successful transformation of a startup into a large company. It is important to keep both the mission and the process in mind as you move through each of these four steps.Phase One: Reach Out to Your Mainstream CustomersIn the first phase of company building, you are working to adapt from selling only to early adopters to your mainstream customers. You will do this by hiring new sales staff according to the sales growth curve that you are experiencing.You also need to notice the subtle and distinct differences between your early adopters and your mainstream customers.For example, most early adopters want an immediate solution to a difficult problem. They are more often than not looking for a revolutionary solution to their problems. They will be able to withstand minor flaws in the product, as long as it does its job.These early adopters will also rely on other early adopters for advice regarding products and solutions.Mainstream customers, however, are pragmatists. They have a problem. But they do not want to be disrupted by a revolutionary solution. Instead, they look for evolutionary solutions. They do not want minor flaws. They want use to be straightforward, simple and reliable.Mainstream customers rarely have any interest in what early adopters have to say about a product. They want reviews and references from other buyers who are just like them. In other words, they want to hear from other pragmatists.Reaching out to your mainstream customers is an essential part of company building. It can be easy to get comfortable with a small group of loyal, early adopters. In fact, it may feel more satisfying to have a small number of customers that you know that you can count on.The problem is that you can and will eventually exhaust this market. It is important to remember that they are visionaries. They are always looking for the next big thing. Holding their attention for very long is a Herculean feat.Adopting your strategy to pull in mainstream customers is an important part not only of company building but of survival. It requires that y ou take more risks. However, these risks are not as scary as they sound.The far bigger risk is not trying to understand how to reach the main market or, even worse, seeing the main market but neglecting to adopt your sales strategy.Phase Two: Review Your Current Management and Create Your MissionIn the second phase, you will take a hard look at the staff you have hired thus far. It is important to determine whether the staff you have can grow to scale. This does not mean assessing whether you have enough people, per say. It means that you need to be sure that everyone is working seamlessly on the same mission.This unity is essential for scaling your company. You can hire as many people as you can afford. But if everyone in your company is running in a different direction, they will seriously hinder your growth.This phase requires that you do something that you have rarely done thus far on your journey. In phase two, it is important that you look inward at your company.To do this, yo u will often ask the board of your company to review both the CEO and the executive staff that you have appointment.What you need to succeed during this phase of your company is not charisma. You need leaders who are pragmatic, resilient and agile. They must be able to see clearly enough to not only create a compelling vision but to find their way down a path according to that vision.What distinguishes this revision is not looking at the staff’s track record. This review needs to focus on the future. It must look at what the leaders of the company are capable of in the future.In some cases, past successes actually indicate future failures. It is important to distinguish this before these failures happen.When you know that you have the right people, you can then begin to focus on growing company culture.This culture includes stating your corporate mission which consists of four main elements:Your mission needs to state what your employees are working for.Your mission needs to state what they are supposed to be doing while they are at work.Your mission needs to state how your employees will know that they have succeeded.Your mission needs to describe both your revenue goals and your profit goals.Phase Three: Begin Your Transition to Functioning DepartmentsPhase three allows you to begin to use all of the learning that you did in the first three steps of the Customer Development model. By now, you will know a lot about building repeatable sales. You will also have knowledge about your channel roadmaps.The reason that this stage comes third in the process is because you need good people on your side in order to implement it correctly. You cannot scale without the right people in place.This is where you begin to set up your departments according to your mission statement and your strategy. Remember that having a process and a mission is key for setting up departments. Arbitrary departments waste time and burn money.Before these departments take shape, you must st ate what these departments do. This means that you need to create and write down goals for each department.A great way to do this is to create another mission statement for each of your departments. These mission statements should complement the overall mission statement. However, they should be finely adapted to each specific department.You can find some insights on the benefits and how to structure your organisation in the following slides.[slideshare id=12597292doc=strategicorganizationaldesign-120418220355-phpapp02w=710h=500]Phase Four: Maintain Your Moment with Agile DepartmentsIn the last part of company building, you will ensure that everything that you have built thus far is agile, scaled and capable of being a “fast-response” department.There is nothing worse than creating a department that must answer to another department. Especially when the second department must wait for an answer from someone else who makes the “big decision”. This is incredibly dangerous for any company that is trying to grow.This is sometimes referred to as “executive leadership”. Admittedly, this works for some companies. But as a general rule, employees on the ground often make better decisions than executives who are detached from the daily situation on the ground.To combat this, you want to create a culture that is mission oriented. You also want a decentralized management style that does not rely on a seal of approval from the CEO in order to make small decisions.This management style will speed up decision making. In turn, it will allow the company to operate in a “fast-response” and agile manner. These are both of the things that you are working for at this point in your growth.You also want to work on creating a culture that values information gathering and sharing. This culture should naturally also be a culture that promotes leadership.This is because success it not just determined on the information that executives find. You need the whole company to be working for information and solutions.All of this comes down to creating a culture in which people trust each other. The executives must trust their employees in order for employees to trust to executives. It is only when there is mutual trust and cooperation that true leadership can really happen.Finally, you must remember that while the formal learning process is over, you are never really done learning. If you want to continue to grow successfully, learning will be an ongoing process for your company.Staying Alive after Customer DevelopmentThe Customer Development model is a pathway to success for many businesses. But not every business that successfully completes the model manages to see long-term growth or success.To make it out of the Customer Development model alive, you need to remain alert and focused. You need to make sure that your company responds to changes in your market, customer and competition.Companies that become stagnant are companies that fail. Waiting too l ong can make you irrelevant in your market and can change your customer’s perception. This can be a death sentence in today’s markets. The only thing that is constant in your company should be change and your reaction to change.In order to be successful both in business and in life, entrepreneurs must realize that success is not a condition. Success is a process. Rather than searching for an end point on a map, a successful company will mark milestones along a path that only ends should the company be dissolved.CONCLUSIONCompany building comes at the end of the Customer Development model for a reason. Without all of the information that you have gleaned from the first three phases, company building simply isn’t possible. Trying to create a large organization without a market, customer base, product or a great team will almost always result in the failure of any company.What any entrepreneur can take away from the Customer Development model is that building a business is a proc ess. From beginning to end, you need a process and goals that match each other. Success does not happen in vacuum. It happens to those who methodically seek it, prove it and then continue to seek it once more. To end, you need a process and goals that match each other. Success does not happen in vacuum. It happens to those who methodically seek it, prove it and then continue to seek it once more.

Fusion Definition (Physics and Chemistry)

The term fusion refers to key concepts in science, but the definition depends on whether that science is physics, chemistry, or biology. In its most general sense, fusion refers to synthesis or to the joining of two parts. Here are the different meanings of fusion in science: Key Takeaways: Fusion Definition in Science Fusion has several meaning in science. In general, they all refer to the joining of two parts to form a new product.The most common definition, used in physical science, refers to nuclear fusion. Nuclear fusion is the combination of two or more atomic nuclei to form one or more different nuclei. In other words, it is a form of transmutation that changes one element into another.In nuclear fusion, the mass of the product nucleus or nuclei is lower than the combined mass of the original nuclei. This is due to the effect of binding energy within the nuclei. Energy is required to force the nuclei together and energy is released when new nuclei form.Nuclear fusion may be either an endothermic or exothermic process, depending on the mass of the initial elements. Fusion Definitions in Physics and Chemistry Fusion means combining lighter atomic nuclei to form a heavier nucleus. Energy is absorbed or released by the process and the resulting nucleus is lighter than the combined masses of the two original nuclei added together. This type of fusion may be termed nuclear fusion. The reverse reaction, in which a heavy nucleus splits into lighter nuclei, is called nuclear fission.Fusion may refer to the phase transition from a solid to a light via melting. The reason the process is called fusion is because the heat of fusion is the energy required for a solid to become a liquid at that substances melting point.Fusion is name of a welding process used to join two thermoplastic pieces together. This process may also be called heat fusion. Fusion Definition in Biology and Medicine Fusion is the process by which uninuclear cells combine to form a multinuclear cell. This process is also known as cell fusion.Gene fusion is the formation of a hybrid gene from two separate genes. The event may occur as the result of a chromosomal inversion, translocation, or interstitial deletion.Tooth fusion is an abnormality characterized by the joining of two teeth.Spinal fusion is a surgical technique that combines two or more vertebrate. The procedure is also known as spondylodesis  or  spondylosyndesis. The most common reason for the procedure is to relieve pain and pressure on the spinal cord.Binaural fusion is the cognitive process through which auditory information from both ears is combined.Binocular fusion is the cognitive process through which visual information is combined from both eyes. Which Definition to Use Because fusion can refer to so many processes, its a good idea to use the most specific term for a purpose. For example, when discussing the combination of atomic nuclei, its better to refer to nuclear fusion rather than simply fusion. Otherwise, its usually obvious which definition applies when used in the context of a discipline. Nuclear Fusion More often than not, the term refers to nuclear fusion, which is the nuclear reaction between two or more atomic nuclei to form one or more different atomic nuclei. The reason the mass of the products is different from the mass of the reactants is due to the binding energy between atomic nuclei. If the fusion process results in a nucleus lighter in mass than the isotopes iron-56 or nickel-62, the net result will be an energy release. In other words, this type of fusion is exothermic. This is because the lighter elements have the largest binding energy per nucleon and the smallest mass per nucleon. On the other hand, fusion of heavier elements is endothermic. This may surprise readers who automatically assume nuclear fusion releases a lot of energy. With heavier nuclei, nuclear fission is exothermic. The significance of this is that heavier nuclei are much more fissionable than fusible, while lighter nuclei are more fusible than fissionable. Heavy, unstable nuclei are susceptible to spontaneous fission. Stars fuse lighter nuclei into heavier nuclei, but it takes incredible energy (as from a supernova) to fuse nuclei into elements heavier than iron!

Man vs Wild - 1575 Words

Entrepreneur Interview Report Instructions and Grade Sheet Entrepreneurship Individual Assignment Worth Up to 75 Points Purpose This assignment is modeled after the nationwide â€Å"Take an Entrepreneur to Lunch† competition sponsored by the Acton Foundation (actonhero.org). You will learn information that is not in any textbook, and add an important person to your personal network. Overview This is an individual assignment. If you do this assignment you do not have to complete the Networking Assignment and Report. If you choose this individual assignment, you will identify an entrepreneur who has qualities you admire and want to learn from, make an appointment with him or her for at least 30 minutes, conduct an interview, and then write†¦show more content†¦Remember to thank the entrepreneur again. After the Interview Send a handwritten thank you note the same day as the interview, or the next day at the very latest. If you promised to do something for the entrepreneur, do it immediately. If you do not live up to your promises, all your effort will be wasted as you will have ruined your reputation. This is extremely important! Write your report. Follow these instructions and outline closely! Introduction Identify your entrepreneur, the name of the business, and the location of the business. Include the date and time that you met with the entrepreneur. How long did you have to wait to meet with the entrepreneur after you called to request the appointment? If you interviewed the entrepreneur with another student, identify that student here. Were you prepared – why or why not? Did you arrive on time as planned – why or why not? Interview Results Address each of these six topics in this section of your report. Use these six headings: The Venture. (What is the main product/service provided by the business, when was the business started, how many employees do they currently have, what is their â€Å"ballpark† revenue, what is the company’s mission?) Struggles and Challenges. (Challenges and struggles the entrepreneur faced on the way to success, and how did he or she overcome them?) Learning on the Journey. (What has the entrepreneur learned about business and/or life while on his or herShow MoreRelatedEssay on Examining the Crosses Between Drosophila Fruit Flies614 Words   |  3 Pagesfruit flies and to determine how many flies of each phenotype were produced. Phenotype refers to an individual’s appearance, where as genotype refers to an individual’s genes. The basic law of genetics that was examined in this lab was formulated by a man often times called the â€Å"father of genetics,† Gregor Mendel. He determined that individuals have two alternate forms of a gene, referred to as two alleles. 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Knowledge Management in Public Sector Organizations Free Essays

Introduction Knowledge itself is an abstract concept but its application can be seen in every walk of life. Knowledge and innovation go hand in hand and together they generate success for the development of any society. Knowledge accumulation creates value and it is this wealth which has transformed the agrarian societies into industrialized nations (Milner, 2000). We will write a custom essay sample on Knowledge Management in Public Sector Organizations or any similar topic only for you Order Now Knowledge gives a competitive edge to companies as it is one of the most useful resources that they possess. However in this fast pace world one has to cope with the changing needs of the environment and utilize the knowledge in the most efficient manner in order to extract its full potential. Moreover the rapid pace of technology has facilitated this entire process and Internet has changed the landscape of business environments. Today’s economies are knowledge based economies (Emrich, 2005). Peter Drucker said, â€Å"The Purpose of management is the productivity of knowledge† (Kelly, 2004) There are various definitions of knowledge management, however to put it simple it is the management process within the organization that deals with the collection, organization and sharing of knowledge in the enterprise which is then integrated, evaluated and developed and distributed to all the other parts of the organization. Knowledge management has become an integral part of managerial activity as it helps to take right decisions at the right time with the real information in hand. This information is then provided to all the members of the organization (Gurrieri, 2008). In other words this knowledge is transferred to other products and services of the company which helps in value creation. This also helps in giving an enterprise a strategic edge over other firms. Knowledge management on the whole is not just confined to information technology only but it covers all the aspects such as the employees, the processes and the workflow, which means that knowledge management doesnâ₠¬â„¢t have to be limited to information technology though there is no doubt that technology plays an integral role in the KM but our focus of this paper is going to be on the aspect of technology and knowledge management in the public sector firms particularly our focus is going to be on the education sector here (Hetland et al, 2007). The distribution of tasks among the knowledge management dimensions Source: (Milner, 2000) Information technology and knowledge management in the Public Sector The way we access the information has now changed due to which the relevance of knowledge management has increased over the period of time. Therefore all the firms including the public sector organizations through the aid of knowledge workers are investing more in technology in order to make use of newer applications to increase productivity, accountability and transparency in order to increase the level of efficiency and to improvise the entire process of public sector reforms. Government sector organizations are knowledge based due to which this area of study is of so much importance to them. They need its application at the local regional and national level (Milner, 2000). When we talk about technology and management together, this means that data warehousing is an essential element of the KM. there are several software’s that are used to assimilate the information and distribute it among the various organs of the firm such as document management systems, e learning tools, objected oriented databases, artificial intelligence, real time access to a firms data base, enterprise information portals (ERP). These and several other IT programs tend to be effective tools for the management of the information without which work is not possible. The public sector organizations have also entered into this digital age of electronic means especially after the advent of policies like the ICT (Kelly, 2004).The public sector therefore fulfills its responsibility by recruiting the best people for the development of knowledge, growth and learning because it has to accomplish the following goals: Knowledge development and provide information unlike the private sector Promote knowledge for every one Quality Management efficiency The structure of the government matters in this context because as the government has to take care of the intellectual rights Knowledge Kiosks (Watts and Lloyd, 2004) The analytical knowledge management framework (Steyn and Kahn, 2008) The above diagram shows various elements of the knowledge management. It is an integration of people, processes, technology which together create value. In the government sector knowledge gets dispersed because governments are segmented by state and local level. Other than that as per the government policy the government keeps on changing due to which the current government gets to learn from the previous one, this gives an opportunity to the government to every time learn from its experiences and improve its system through good governance (Slabbert, 2004). Knowledge management in the government sector paves the way for incorporating the electronic means into the government sector. The ICT infrastructure helps the government to achieve its goals and to educate the citizens of the country to have access to quality information which they can utilize and also they themselves can bring value to the nation through knowledge sharing (Beal and Thomas, 2004). The public sector organizations depends more on people based approach but to do so they have to come up with an appropriate framework for knowledge management. Moreover it has been seen that the level of accountability is stricter in the public sector organizations as compared to the private sector but studies have shown that the public sector organizations have been slow in terms of adaptability relative to private sector (Alleman, 1992). This is owing to the lack of awareness, rigid policies, people are not willing to share because they don’t see much incentive in doing so and also people on the public sector are less resistant to change. The entire set up is based on bureaucracy and the goal is not profit maximization. People working in the domain of public sector are more inclined towards the national interest and they are not self centered as they put their personal interest secondary. The public sector organizations face constant competition from the private sector, NGOà ¢â‚¬â„¢s, the government of other countries, All these reasons justify as to why the models for the knowledge management are taken from the public sector unlike the private sector where the culture, the interest, perception and everything differs. However the traditional approach of the public sector sometimes becomes a hurdle in the development of knowledge (Burr and Girardi, 2003). Every firm has its own set of requirements and based on them they create their model of knowledge management and technology is always changing so the public sector firms also adopt different technological infrastructure based on their requirements. There are a collection of technologies that are used in the process which together constitute the software. The reason why these firms spend so much on this software’s is because they need up to date information for better decision making. Government sector tries to incorporate IT into their solutions for better performance. Knowledge Management and the Education in the Agricultural Sector Generally the concept of knowledge management can be applied in all government sectors such as education, transportation, health care and so on. However, this paper will be focusing mainly on the education sector which can be uplifted and further developed by the knowledge management strategies. Education is by all means one of the most significant sectors of a countries economy. It is the back bone of the nation which paves the way for the future growth and development. Therefore this sector is given utmost importance because its development is the nation’s development (Cook et al, 2004). We will take into consideration the education of the agricultural sector of the country through knowledge management systems. There are many ways to achieve this like research into innovative ways to develop the sector and the development of the learning programmes for the all the stakeholders for better yield and growth. This can be done in a number of ways as follows: The systems can be used to do an assessment of the human resource of the business. Human resource is the life blood of the business therefore their input plays a crucial role for the development of the sector. The management systems can be used to facilitate agricultural sector through the deployment of case studies and various tools relevant to the agricultural education. The sharing of the knowledge and the use of newer techniques and methods among the communities The private sector can also help the public sector in meeting their goals through the induction of their systems and technologies. Information and Communication Technology (ICT) has facilitated all the sectors. Similarly it can be used to impart agricultural information to employ newer software’s and implementation of newer systems to navigate the progress and learning (Watts and Lloyd, 2004). Open and Distance learning is an effective tool which can be used by the agricultural sector to enhance their learning and can be used for the development of the professionals in the field. Knowledge sharing systems can also be used to manage the work and distribute the knowledge among the stakeholders (Vilma, 2008). Technology has advanced so much that it is on the sector and the expertise of the knowledge workers that are employed to make use of the variant opportunities and their knowledge to develop and upgrade systems which are able to meet the standards because there is no end to innovation and more and more learning tools and techniques can be employed with the passage of time for growth and development (Torgerson and Elbourne, 2002). UK government increased ICT expenditure for the next three years Those governments which have been valuing the concept of knowledge management will also reap benefits out of it. The UK government in the year 2008 increased their budget for the ICT to an amount of 2.9 billion pounds. The idea was to give a further boost to the education sector by utilizing the technology and improve governmental performance and strengthen the education sector of the country (Tearle, 2004).The main motives behind such a move were as follows: Better coordination with the parents through online facilities Newer learning methodologies for the improvement of the curriculum Enhance the resources available to the sector and increased participation This would also improve the performance of the educational sector through better monitoring and control However in both the cases that is agriculture and the education sector of UK, the government takes all these measures then it has to look into the training of the staff because people need to be equipped with newer software’s and technologies and they need to be well versed in that in order to use it effectively (Tearle, 2004). By doing so the government also raises the opportunities and market for the firms in the private sector because then firms such as Microsoft and open source firms try to get into the market by being the supplier of technology to the sector, hence it creates employment and development of both private and public sector (John, 2002). There are many specialized firms in the market which are willing to provide assistance to the government’s public sector initiatives through their advance systems. Companies such as Informa, it is specialized in providing advanced knowledge and services to the public sector. They have services such as data monitor, Informa Economics and Agra for the agricultural sector. The company has clients worldwide including governments and other corporate sector businesses such as Pfizer and EU and WTO. Hence the government has an opportunity to make use of external sources to improve their knowledge based systems in the sector (Paolo, 2010). Innovations in the education sector mean the achievement of high standard of education. These are the performance measures used by the government. The role of knowledge management is to look for newer ways to develop the different institutions of the sector. Education gives a competitive advantage to a nation. This is why all the organizations are systemically looking for newer ways to achieve excellence. Through the use of knowledge management the universities will be able to retain more students and it will also help them in the research process. Knowledge management helps in the strategic management process (Polkinghorn,1992). The government can make use of web based systems in which it can collect the grants from the donors. However those donors need information in order to make effective decisions and this is where knowledge management plays an important role as it helps the donors to decide and then function. It can be used to share information among grant makers. The organization can also make knowledge management systems and form a network in which they can share their problems and have person to person connections with one another for better understanding (John, ,2002). There can be issues in the knowledge management because The culture does not support knowledge management Lack of funds for knowledge management Lack of training Uncoordinated knowledge management roles Inability of senior management to incorporate newer measures and look for opportunities Lack of competence of the firm to measure financial benefits (Steyn and Kahn, 2008). Conclusion The concept of knowledge management is not new to the government. The government has significant opportunities it and the related informational technology opportunities associated with it. However it is on the ability of the government that how well they able to integrate this concept into the organizational culture of the firm and promote knowledge management which will further help them to grow and achieve competency (Emma et al, 2005). Private and public sector firms have some form of similarity in developing a framework for knowledge management but the public sector organization needs to be more careful as it has stricter regulatory practices. References Alleman, J. (1992), Empowerment of Employees – Private Sector Models in Public Education, Labor Law Journal, 43 (8), p477. Beal, B.D. and Thomas, D.E. (2004), Strategic Options for Managing Intellectual Asset Flows in the Information Sector, Journal of Managerial Issues, 16 (4), p442-459. Burr, R. and Girardi, A. (2003), The influence of social context factors on perceptions of procedural justice in the public sector, Australian Journal of Psychology, 55, p117-117. Cook, S., Macaulay, S. and Coldicott, H. (2004), Change Management Excellence: Using the Four Intelligences for Successful Organizational Change, Kogan Page. Emma, P., Clare, K., Tim, M. and Shaun, T. (2005), Comparing HRM in the voluntary and public sectors, Personnel Review, 34 (5) p588-602. Emrich, A.B. (2005), Start ‘Knowledge Revolution’ Now. (cover story), Grand Rapids Business Journal, 23 (49), p1-8. Gurrieri, A.R. (2008), Knowledge network dissemination in a family-firm sector, Journal of Socio-Economics, 37 (6), p2380-2389. Hetland, H., Sandal, G.M. and Johnsen, T.B. (2007), Burnout in the information technology sector: Does leadership matter?, European Journal of Work Organizational Psychology, 16 (1), p58-75. John, O., (2002), Wiring Governments: Challenges and Possibilities for Public Managers, Praeger. Kelly, A. (2004), The Intellectual Capital of Schools: Measuring and Managing Knowledge, Responsibility and Reward: Lessons from the Commercial Sector, 1 edition, Springer. Milner, E. (2000), Managing Information and Knowledge in the Public Sector, 1 edition, Routledge. Polkinghorn J.R. (1992), Accelerating â€Å"At-Risk† Students, Journal of Labor Research, 3 (1), p11. Slabbert, A.D. (2004), Conflict management styles in traditional organizations, Social Science Journal, 41 (1), p83. Steyn, C. and Kahn, M. (2008), Towards the development of a knowledge management practices survey for application in knowledge intensive organizations, South African Journal of Business Management, 39 (1) p45-53. Paolo, B. (2010), ICT for education projects, Information Technology for Development, 16 (3) p232-239. Tearle, P. (2004), A theoretical and instrumental framework for implementing change in ICT in education, Cambridge Journal of Education, 34 (3), p331-351. Torgerson, C.J. and Elbourne, D. (2002), A systematic review and meta-analysis of the effectiveness of information and communication technology (ICT) on the teaching of spelling, Journal of Research in Reading, 25 (2), p129. Vilma, L. (2008), Sector reputation and public organizations, International Journal of Public Sector Management, 21 (5) p446-467. Watts, M. and Lloyd, C. (2004), Original article The use of innovative ICT in the active pursuit of literacy, Journal of Computer Assisted Learning, 20 (1), p50-58. How to cite Knowledge Management in Public Sector Organizations, Essay examples

Insurance and Negligence

What is negligence According to insurance policy, negligence is defined as any instance that on the part of the policy holder’s that could be blamed for the incidence that occurred, when there is negligent, then the incident was not merely from an accident, but some reluctance, ignorance or anything or such manner can be proved on the part of the policy holder’s.Advertising We will write a custom essay sample on Insurance and Negligence specifically for you for only $16.05 $11/page Learn More Depending with the insurance contact engaged, the insurer could cover the loss resulting from a negligence of the policyholder to a certain percentage or alternatively refuse to cater for any loss therein. To prove that a policyholder was negligent, there are four main elements to a negligent, they are: Existence of a legal duty to use reasonable care The insurer must prove that the policyholder by the terms and conditions of the contract was under leg al obligation to take good care of the situation or the subject matter to avoid any case of damage. When signing an insurance policy, there are some conditions that are special to a particular case, in the case that they offer some duty of care to the policyholder, then in case of an incidence that occurred from the bleach of the duty of care, then the case can be said to be a case of negligence. Failure to perform that duty An insurance policy has some preset conditions that calls for some actions, certain behavior or certain way of handing situation on the side of the policyholder to enforce the contract. In the case that the policyholder has ignored or not performed the duty, then it can be concluded as a case of negligence and the contact can have issues in enforceability. failure to perform that duty can result to negligence and non-compensation of the policyholder. Damages or injury to the claimant To prove a case of negligence, there must have some damages that have been suff ered because of the negligence, in the case of an insurance policy, the subject matter that had been issued must have been damaged or the peril that was insured against must have occurred. When the damage has occurred, the policyholder will be seeking to enforce the contract and get compensation that is the challenging part of the story; he suffered the damage, but the complainant (the insurance at this level) is claiming that there have been some negligence, thus the damage not enforceable. The insurer assumes that if the policyholder had taken such enough care, then the damage would not have occurred. Proximate cause relationship between the negligent act and the infliction of damages Under this heading, the law assumes that some acts on the side of the policyholder that might have triggered another thing that is responsible for the damage. In this case, there is the inclusion of third parties or other activities to functions that might be blamed for the damage. When proving this point, the insurance body must show the cause of events and the relationship that occurred in the entire situation to have the damage occur.Advertising Looking for essay on common law? Let's see if we can help you! Get your first paper with 15% OFF Learn More The assumption of this element is that a damage can occur but there is not direct influence of the policyholder if the matters of the case are analyzed, then it can be seen that the policy holder was involved in the situation indirectly; the indirect involvement is the prove of negligence. This essay on Insurance and Negligence was written and submitted by user Matsu'o Tsurayaba to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.