Startups undoubtedly open up a whole new world of opportunities, but carry out due diligence before taking the plunge.
When Paras Chopra finished his college and joined Grail Research, he immediately realised that he was not cut out for a job. He took up an R&D role at a startu—Aspiring Minds— and pursued his own interests on the side for the next two years. In two years, his own project had grown big enough that he decided to quit his job and work on his own ideas full time. Today, his company Wingify has US$18 million-plus in annual revenue.
Over the last ten years, Indian’s interest in entrepreneurship has grown multifold. At the same time, the Indian startup ecosystem is maturing up and the exuberance sobering down. On one hand, we have senior professionals like Girish Mathrubootham leaving their corporate careers to build unicorns like Freshworks; on the other, we have Ritesh Agarwal of OYO who never finished college and started his entrepreneurship journey in his teens.
With such inspirational stories around, Indian students are not just chasing the big consulting, IT, and financial employers anymore—they are thinking of joining a fast-growing startup or starting something of their own, right after college. Few institutes such as IITs and Jaipuria Institute of Management are encouraging this trend by providing deferred placement policies wherein a student starting his own venture can come back to the campus within the next two years and still appear for placements.
The perfect time to consider different career choices and ask yourself if you want to try the thrill of creating something new is when you are young. Many of today’s successful startups were borne out of discussions in a dorm room where friends became co-founders later on. Case in point: Ather Energy, Airbnb, Warby Parker, etc. Where else would you find such trusted people around you with whom you can take a leap of faith to start a venture?
ãã®èšäºã¯ Indian Management ã® May 2019 çã«æ²èŒãããŠããŸãã
7 æ¥éã® Magzter GOLD ç¡æãã©ã€ã¢ã«ãéå§ããŠãäœåãã®å³éžããããã¬ãã¢ã ã¹ããŒãªãŒã9,000 以äžã®éèªãæ°èã«ã¢ã¯ã»ã¹ããŠãã ããã
ãã§ã«è³Œèªè ã§ã ?  ãµã€ã³ã€ã³
ãã®èšäºã¯ Indian Management ã® May 2019 çã«æ²èŒãããŠããŸãã
7 æ¥éã® Magzter GOLD ç¡æãã©ã€ã¢ã«ãéå§ããŠãäœåãã®å³éžããããã¬ãã¢ã ã¹ããŒãªãŒã9,000 以äžã®éèªãæ°èã«ã¢ã¯ã»ã¹ããŠãã ããã
ãã§ã«è³Œèªè ã§ã? ãµã€ã³ã€ã³
Trust is a must
Trust a belief in the abilities, integrity, values, and character of any organisation is one of the most important management principles.
Listen To Your Customers
A good customer experience management strategy will not just help retain existing customers but also attract new ones.
The hand that feeds
Providing free meals to employees is an effective way to increase engagement and boost productivity.
Survival secrets
Thrive at the workplace with these simple adaptations.
Plan backwards
Pioneer in the venture capital and private equity fields and co-founder of four transformational private equity firms, Bryan C Cressey opines that we have been taught backwards in many important ways, people can work an entire career without seeing these roadblocks to their achievements, and if you recognise and bust these five myths, you will become far more successful.
For a sweet deal
Negotiation is a discovery process for both sides; better interactions will lead all parties to what they want.
Humanise. Optimise. Digitise
Engaging employees in critical to the survival of an organisation, since the future of business is (still) people.
Beyond the call of duty
A servant leadership model can serve the purpose best when dealing with a distributed workforce.
Workplace courage
Leaders need to build courage in order to enhance their self-reliance and contribution to the team.
Focused on reality
Are you a sales manager or a true sales leader? The difference, David Mattson, CEO, Sandler® and author, Scaling Sales Success: 16 Key Principles For Sales Leaders, maintains, comes down to whether you can see beyond five classic myths that we often tell ourselves about selling.