The Brave Peacekeepers of Jadotville
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Heroes of Jadotville: The Soldiers’ Story – written by Pat Quinlan’s son (Leo) and niece (Rose Doyle)!
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Siege at Jadotville: The Irish Army’s Forgotten Battle – by Declan Power
Image: source
Lose some…Win 'em all.!
Image: source
Common problems startups face – A Design thinking outlook
I have been directly associated with startups since 2006. That’s when I started my career as a member of a venture capital investment team. All the way to my recent years consulting them and young businesses, I have heard a multitude of problems that startups face. Problems that can largely be categorized under two main causes.
The first one of course, being investments.
The second, being the lack of traction, or growth in business.
With regard the problem of funds, you could further break it up in to funds you must have, and funds that are good to have.
Literally all of us are, more often than not, influenced by awe-inspiring startup stories. About those startups in the world that seem to be on a blistering growth path. With people and funds literally queuing up for an opportunity to invest in them.
Watched the movie ‘The Incredible Hulk’? The Hulk and the Abomination in that are like those few startups that receive disproportionately high amounts of funding.
Everyone is not like them. And even in their case, of the two, only Hulk was relatively stable with the superpower. The Abomination, as the name goes, became that way because of his lust for super-strength to beat the Hulk.
Similarly, even if all startups could be funded like that, or like Uber and PayTM and Zomato and others have been, there is no guarantee they will succeed. Because making a business stable takes managing a lot more variables than merely the investment one.
Which brings us back to the other alternative – funds you must have.
This is the basic minimum investment that you would need to get your startup rolling. It isn’t too tough to calculate it. Just make sure you have sufficient buffer. And keep checking those levels so you don’t realize it’s bad only once you’re broke. The advantage of this mindset, is that even if external investments never come, your startup will be built on a solid foundation and a sound business model. That, as opposed to one of hyper-experimenting, as is sometimes the case with super-funded startups. Take the case of TinyOwl hiring and almost immediately firing hundreds of enthusiastic freshers back in the day. Or Ola paying USD 31.7 million for FoodPanda a year and a half ago, only to fire a lot of the staff and suspend its operations recently.
While such news pieces might be good to hear, they are often not something to be proud of.
A bootstrapped startup will have its share of proud moments too. And they will be far more grounded and not the kind that could be easily taken away, unlike the case with some over-funded ventures.
Now let’s look at the other main problem area of startups. The lack of traction or growth.
In my book, Design the Future, I mention what is to me, a wonderful example from both an investment angle and a strategic one that depended solely on the understanding of customer needs.
One portfolio company whose growth my boss and I used to oversee, was in the car rental space. Around 2009, it was on its way to be the largest player in India, right on the heels of Meru. Meru was then leading the pack in terms of size of fleet.
However, what was interesting, was that Meru’s business had been built largely on debt. Ours had been built on equity. Which meant we were profitable sooner, and could scale much faster. Meru had just turned profitable around 2009-10, if I remember correctly.
And back then, our portfolio company was already onto the model of partnered fleet. That is what Uber is all about now. Our company was collaborating with small tourist vehicle operators to add their fleet and drivers to their own, in a revenue-sharing model.
Now think about this. A company founded in 2006, which was already employing a model that we in recent times popularly know of as Uber, what as of today, has a market capitalization of USD 69 Billion! And Uber was founded only in March of 2009 (conceptualized in 2008).
So what prevented our portfolio company from being the one valued at USD 69 billion?
In hindsight, a lack of better understanding of the stakeholders in the ecosystem, is my guess.
Our portfolio company and other players back then were perhaps used to a certain customer price level and profitability that they enjoyed in a tried-and-tested pan-India market.
However, perhaps we failed to see that we could considerably reduce the margins and incentivize the partner ecosystem, in an effort to gain massive scale.
And with customers, it is only in very select areas that if we offer something at a lower price, they won’t take it. But certainly not with transport.
So, Uber carpeted several countries with the initial attractive pricing, and more than encouraging partner revenue-sharing and incentives.
And companies like ours, that didn’t think huge enough, shrunk into insignificance in that particular space at least, which they had ruled for some years till then.
Putting investments and a better understanding of the stakeholder ecosystem together, it is not necessary that every business and every idea has to be Uber-sized!
You can as well remain small, exclusive and yet thriving in a small or select few areas or geographies, if that is your business vision. Or, as is the case with Uber, you can be the most recognized brand in ground transport.
What is most important, is to first decide where on that spectrum you want to be. Then you need to find out (not in meeting rooms, but by spending time with stakeholders), what their likes and dislikes are. What drives them, what their profit expectations are? And how flexible are they on pricing; or, is there a better way you can offer them what you do? Something that might completely be poles apart from how you offer it right now.
Scenarios in the startup ecosystem are limitless. And so are the possibilities.
Originally written for NODD app and posted here: link
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If you own, manage or work at a company, and are grappling with a complex challenge or are in need of innovation for growth, get in touch. More here.
And you might find my book, ‘Design the Future’ interesting. It demystifies the mindset of Design Thinking. Ebook’s on Amazon, and paperbacks at leading online bookstores including Amazon & Flipkart.
Design the Future
Hi! As some of you might already know, my book on design thinking, titled ‘Design the Future’ is out!
Despite design thinking being several decades old, we are seeing increasing relevance in its application in our fast-paced lives today. I’ve read incredible books on the subject in the years I’ve been practicing it. However, I still find confusion & uncertainty among some of those who have been practicing it, as well as those merely trying to learn it.
‘Design the Future’ is an effort to reduce grey areas by building a stronger foundation. It covers the fundamentals, examples from around the world, and my observations, notes and learning of design thinking & human behavior.
If innovation, design thinking, problem-solving, human behavior or ideation are areas of interest, I’m sure you will enjoy reading this book.
Currently, paperbacks are on Amazon, Flipkart, Infibeam , and other online bookstores.
If you do read the book, I’d be grateful if you can leave me a review on Amazon.
You can reach me at ‘shrutin [at] ateamstrategy [dot] in’ with your views, or if you’d like me to answer any questions or doubts you might have.
Hope you enjoy reading the book & find it useful in supplementing your design thinking skills.
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Why Design Thinking is Here to Stay
A close friend recently shared this article titled ‘Why Design Thinking will fail’, written in 2013 by Jeffrey Tjendra. Jeffrey is a designer entrepreneur and strategist. Among some of us friends, there was were points of disagreement on the article. Jeffrey does seem to have a good understanding of design thinking. This post, however, is an effort towards taking a closer look at each point mentioned there. And to see if it makes sense or not. All of this, with my limited but growing knowledge of design thinking.
Before I begin, here’s a quote by Mara Wilson. While her quote describes storytelling, I believe it offers a more far reaching explanation. With products and services too, for instance. She said, “The more specific you get, the more universal it is. (It’s a special alchemy of storytelling).” – Mara Wilson
Back to the article, here goes:
Thoughts?
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In his book ‘Change by Design’, Tim Brown of IDEO highlights the 3 spaces of innovation. These criteria could be considered as some of the foundation pillars of Design Thinking. Here’s a pictorial representation of the same.
What is Design Thinking?
‘Human-centered Design Thinking’ is a mindset, an approach, and some tools that help solve complex problems or pursue complex opportunities. Unlike traditional problem-solving methods or ideation, it first aims to help understand end users, final objectives or root causes. They could be about actual consumers, business culture, products, services, or even experiences among other things.
Here are the previous two posts on Design Thinking, in case you missed them:
Design Thinking Basics – 1: link
Design Thinking Basics – 2: link
Do subscribe to my blog (top right of the page) to know more about Design Thinking and other topics that encourage reflection and discussion.
Feel free to share your views. I will revert at the earliest.
And if there’s any complex opportunity or problem you are facing at your company, I might be able to help. Get in touch at shrutin[at]ateamstrategy[dot]in
You can also connect with me on LinkedIn and on Twitter.
In his book ‘Change by Design’, Tim Brown of IDEO succinctly explains the 3 mutually reinforcing elements of successful design programs. These criteria could be considered as some of the foundation pillars of Design Thinking. Here’s a pictorial representation of the same.
What is Design Thinking?
‘Human-centered Design Thinking’ is a mindset, an approach, and some tools that help solve complex problems or pursue complex opportunities. Unlike traditional problem-solving methods or ideation, it first aims to help understand end users, final objectives or root causes. They could be about actual consumers, business culture, products, services, or even experiences among other things.
We can then work towards innovating and building increasingly relevant solutions. And when attempting to solve complex problems, it helps us get closer to the actual root cause of problems. Then of course, the tools help you innovate and solve problems in a highly effective way.
Haven’t you noticed how, when approaching a situation logically, one can broadly anticipate a solution early on? True innovation however, usually happens in leaps, and results often surprise. Design thinking is a proven way to innovate.
The best part about design thinking: If done sincerely, the results can be as surprising, as they are effective.
Feel free to share your views. I will revert at the earliest. And if you liked this post, do follow or subscribe to my blog (top right of the page) for similar topics that encourage reflection and discussion. You can also connect with me on LinkedIn and on Twitter.
In his book ‘Change by Design’, Tim Brown of IDEO succinctly explains the 3 overlapping criteria for successful ideas. These criteria could be considered as some of the foundation pillars of Design Thinking. Here’s a pictorial representation of the same.
And what is Design Thinking?
‘Human-centered Design Thinking’ is a mindset, an approach, and some tools that help solve complex problems or pursue complex opportunities. Unlike traditional problem-solving methods or ideation, it first aims to help understand end users, final objectives or root causes. They could be about actual consumers, business culture, products, services, or even experiences among other things.
We can then work towards innovating and building increasingly relevant solutions. And when attempting to solve complex problems, it helps us get closer to the actual root cause of problems. Then of course, the tools help you innovate and solve problems in a highly effective way.
Haven’t you noticed how, when approaching a situation logically, one can broadly anticipate a solution early on? Yet, we know that true innovation usually happens in leaps, and results often surprise. Design thinking is a proven way to innovate.
The best part about design thinking: If done sincerely, the results can be as surprising, as they are effective.
Feel free to share your views. I will revert at the earliest. And if you liked this post, do follow or subscribe to my blog (top right of the page) for similar topics that encourage reflection and discussion. You can also connect with me on LinkedIn and on Twitter.
Think A-Team: The Latest Services Menu for Startups
Hi Entrepreneurs!
Late last year, I started a service called ‘Think A-Team’, to bring human-centered design strategy & other relevant services in a transparent manner to aspiring entrepreneurs & enterprising startups in India and abroad, to help them grow faster and better.
One of the key This has been possible by using available technology to considerably reduce everything from physical meetings, total execution time, and even paper (except Post-it notes!). The ‘Think A-Team’ website also makes it easy to request and pay for services.
Towards this effort, I have had the privilege of working with some really interesting companies on their growth journey. Including some where the client and me have never met in person!
I am now confident that this model works. Going forward, my focus will continue to be on making the services increasingly effective. As also, they will be relevant & accessible to needs of young, innovative companies in the years to come.
Below is the updated list of services I am offering via Think A-Team. Get in touch today to request one or more!
Do note that limited assignment slots are available every month. So call or email if you would like to reserve one.
I also request you to kindly spread the word to any startups that you feel would benefit from these services.
Thank you!
The Up Side of Consulting
Here’s a post I had drafted for submitting as a resource to MosaicHub, in response to their call to members for ‘the Top 5 things businesses need to know about your area of expertise’.
Here are five top thoughts that we at the A-Team, believe would be beneficial for businesses who engage consultants, for those wanting to start a consulting business, as well as for people seeking a career in consulting. They are based to a large extent on the A-Team’s experience and focus. It will however, provide a certain insight into consulting in general.
To begin with, here’s a thought: The purpose of consulting, is not consulting, but the client.
1. Never does a one-size fit all – industries, products or services and even markets may be identical. However, our solutions take into consideration even the less conspicuous factors. Factors like promoter aspirations or management vision for a business. Thus, no two solutions to seemingly identical business problems are exactly the same. Never let consultants sell you solutions that you feel aren’t in the best interest of your company
2. No silver bullets here – you’ve heard of ‘easy come, easy go?’ We at the A-Team strongly believe that is exactly how quick-fix solutions are. We might be able to quickly patch up urgent problems with a tactical outlook. However, our strategies essentially apply for mid-to-long term growth of the company, which is akin to laying a strong foundation before a huge building comes up. Only strong foundations make for lasting results. If consultants promise you magic potions, you’ll know something’s amiss
3. Who wants ridiculously expensive ‘paperweight’ reports? – We have heard numerous stories of larger companies spending fortunes on consulting assignments. And at the end of what seems like eternity, they’re often left with an attractive, painstakingly prepared report. One that no one at the company knows what to do with. The A-Team, since inception, decided to stay away from merely fancy reports and focus on simple, effective and implementable strategies.
We ensure that all our strategies are broken into logical, step-by-step tasks that are easy to understand and implement by the respective persons or teams at our clients’ company. Our retainer-based engagement model allows for our close association with businesses during implementation of our solutions. Do remember to ask your consulting firm ‘how easily implementable will your solution be?’ at the initial negotiation stage itself
4. Grey haired scholars are a lot, but not everything – The bigger consulting firms normally look at recruiting fresh graduates or postgraduates and train them on the job. And respected consultants advising large businesses are people who’ve spent decades seeing cyclical patterns of those industries. With Small & Medium Businesses, the problems aren’t similar. Cyclical industry cycles apart, SMBs deal with smaller but way more critical problems than MNCs do.
And unlike MNCs, where efforts and effects can take long to show, it’s do-or-die several times a month for younger businesses. Young businesses might need more nimble and creative types of solutions, requiring a younger breed of people. Planning the vision and long term journey of the company, on the other hand, would benefit greatly by having some seasoned advisors to build stronger foundations on which growth can be built
5. Stop at nothing – this one’s for aspiring consultants, nothing should stop you from becoming a consultant, if you have all of these – a logical and analytical mindset, and a transparent, ethical and unquestionable intention to do all you possibly can to add value in one or more areas at your client’s company. I had cleared most rounds at consulting firms I interviewed at. But never made it through their final interview round.
General feedback was that while my analytical skills were really good, my oral communication was not as concise and crisp as your average consultant [go figure!] The learning for you is, if you can solve problems logically and analytically, and have the noblest of intentions for your clients, nothing in the world should stop you from realizing your consulting dream. And this comes from someone who, 19 months down, has a few grey hairs of his own, to ‘show’ his distance run.
If you are interested in reading on, this is a little background story about A-Team Business Consulting.
A-Team Business Consulting is a Management Consulting service committed to working with enterprising young businesses globally. We operate in areas of Medium-to-Long term Growth & customer delight strategy. The aim is to be the Growth Catalyst of Choice for our clients.
Back in 2012, prior to starting A-Team Business Consulting, I sought the advice of some very senior and experienced persons from industry on my intention of working with deserving small & medium businesses [SMBs] in areas of growth and customer-focused strategies. While I saw a huge unaddressed demand, I wanted their perspective too. The overwhelming advice I received included a considerable amount of optimism, acknowledging a huge need for growth consulting for SMBs.
The advice, however, had a heavier share of forewarning. For reasons ranging from the fact that it is an extremely difficult space to establish a sustainable business model; or that younger companies are reluctant to pay high consulting fees, and that consulting was best left to the grey-haired stalwarts of industry [indicating those with over 20 years of experience, and who had ‘seen and lived through all kinds of industry cycles’].
I still felt strongly about my intention to help SMBs. So, taking their suggestions and warnings, I dived right in.
I’ll admit, it has been the roughest 19 months ever. And unfortunately most of the business is still operated single-handedly by me. But I have built a highly capable six-member external consultant team. And with over 16 assignments to our credit, things only looks optimistic. More importantly, a smooth-functioning and scalable model, and more importantly, an established brand in consulting, now looks achievable.
And has it been worthwhile? When an extremely driven entrepreneur is delighted enough with your work to offer you to come aboard as co-founder. That’s the kind of stuff that keeps me going. Or when you complete a a small assignment for the company of a visionary 40-year old industry veteran. And he sits beside you and expresses interest in having the A-Team partner with them for the long term. Reasons like this are sufficient for us to endure and grow, to help more deserving businesses grow.
If you believe you are building a great company, do get in touch with us. We would love to be of assistance, in areas of Growth Strategy, Customer Delight Strategy, and Ideation. Now, we’ve graduated, and operate on the cusp of design thinking, strategy and human behaviour. We help companies understand their customers and customer needs, and then innovate and grow.
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The A-Z of Consulting
I had recently uploaded a new presentation about the A-Team, a Management Strategy & Consulting service for Small & Medium Businesses that I run.
Contrary to the general perception most people have about Management Consultants, I for one, try to keep our image informal, friendly and approachable. And we don’t make clients lighter by several lakhs for incomprehensible presentations. We believe in simple, effective and implementable solutions at an affordable fee.
Anyway, my buddy and believer in the A-Team, Jimmy, happened to see our new presentation, and he surprised me by teaching us the A, B, C’s of the A-Team.
We are truly humbled with this gift, the A-Z list you’ve created, buddy. You truly are very creative, and be rest assured, this list will keep us pushing the limits, always.
Thank you.!!
A-Team
Business
Consulting
Develops
Excellence
For
Growth
Harmony
Ideation
Justification
Kaizen
Lateral thinking
Motivation
Negotiation
Optimization
Positioning
Quality
Refining
Segmentation
Targeting
Utilization
Venture Capital
Workflow
X-efficiency
Yields
Zenith
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