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The Distinction Between Entrepreneur and Executive

 

There may be an unwritten rule in enterprise that after an organization goes public, the unique founders have to be ousted. The parable: entrepreneurs are nice for getting a company started, but not so great when Wall Street is looking over their shoulder. Part of this thinking is that founders of firms are mavericks, passionate doers with a vision, nontraditional of their approach to administration and outspoken - the kind of rabble rousing that makes buyers uneasy. (What is rabble rousing anyway?)

 

 

Passionate of their approach, some are seen as little more than televangelists who work their corporate gospel for all it's value, but when confronted with real management challenges, their methodologies are revealed to be a house of cards.

 

 

To place it mildly, this is a gross generalization and highly inaccurate.

 

 

Case in level, Steve Jobs was an entrepreneur with a vision - created the greatest person-friendly pc on the earth and took a byte (pun intended) out of IBM's market dominance. Passionate and visionary, Jobs had in his nook Steve Wozniak to handle the structure of Apple. Before these guys, working on a pc required extensive knowledge of code just to do a easy task. Many a pc science main looked down at those that couldn't understand the fundamentals of a computer. Then Apple got here along and changed all that posturing by inventing a consumer-friendly laptop that required no code, no programming knowledge, just plug and play. With their visually intuitive interface, Apple redefined what working on a computer meant. They modified the computer enterprise forever by creating computer systems for the remainder of us.

 

 

So, it wasn't a mystery why Mac grew to become the pc of selection for graphic designers - with it's concentrate on the graphical user interface and out of the box ease of operation, an Apple might be used by anyone. Earlier than the Macintosh, all typesetting at ad companies and design corporations had to be despatched out to a type house to be set into these neat rows you see in magazines and newspapers. You by no means knew what the type would look like until it got here back. One mistaken calculation might destroy a piece. Calculating typefaces was a science only doled out to designers with a propensity for math. With applications like Pagemaker and WYSIWYG (what you see is what you get) interfacing, Apple ruined independent typesetting companies overnight. Now all typesetting may very well be finished in house from your deskhigh and adjustments could be made instantaneously. Apple was the David that slew Goliath and Apple patrons began to take on a cult-like obsession.

 

 

But all was not well at Apple. Jobs' direction for the corporate appeared at odds with CEO John Sculley. An influence battle ensued and the board of directors sided with Sculley - Jobs was forced out, and the press had a field day. To an outsider it made no sense. To a seasoned businessperson, it wasn't soon enough. The founder whose ideology was what brought the corporate to its current stage of profitability and notoriety was seen as a hindrance to the following phase of success. The myth of the entrepreneur, unable to take the corporate forward, prevailed.

 

 

At first, the executive team took Apple down a road where it had by no means been before, and profits had been the proof that every one was working. Time would tell, nevertheless, that a new CEO, several years of lack luster sales, and a low stock worth are sufficient to make even probably the most seasoned board of directors realize they may have made a mistake. The Macintosh started to look like an IBM clone. Just one other computer.

 

 

For apparent reasons, Jobs was asked back in ninety seven and the Apple brand began to make a comeback. The entrepreneurial spirit returned and Apple stopped making products that looked like grey boxes and started placing the ergonomic designs back into their industrial design. Lessons realized from Jobs' NEXT pc system were integrated into the new PowerMac lines, and the iMac brought the Apple model back to profitability. This was an entrepreneur with executive and strategic execution.

 

 

Jobs brought the passion back to Apple. The myth of the entrepreneur had been broken. And let's not forget Jobs' funding in Pixar before it was acquired by Disney. A lot for the parable of the entrepreneur not understanding real business.

 

 

Conversely, executives who arose through the ranks of Wharton, Yale or Harvard learned the ropes of hard work and numbers crunching, ultimately landing a key leadership position after quite a bit of seasoning, are just as valid. Many a business needs this type of management to operate and with over 50 million businesses in the United States, I would say the mainity of them operate under this management structure.

 

 

Just look on the number of law, accounting and engineering firms that should have critical systems in place to operate. This isn't just a contented accident, it's tried and true business 101. Many instances executives are introduced in to clean up the huge mess created by a founder who didn't know any better.

 

 

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