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Ravi Kiran
Are all entrepreneurs ambitious? How does ambition influence entrepreneurial behaviour? Is there a relationship between entrepreneurial ambition and decision making, innovativess, and approach to business building? In this post, we try to understand the different ambition profiles.
Ravi Kiran
Are all entrepreneurs similar? Do all create value? Are all of them risk friendly? Is it correct to assume that all entrepreneurs are ambitious? Or innovative? Some of the answers may lie in understanding the starting context - why someone entered business.
Ravi Kiran
Business owners in Middle India have a particularly specific challenge of decision making. As the business needs to grow rapidly and the complexity and cost of decisions rise, can they afford to decide based largely on hunches and intuition? I don’t believe so
Ravi Kiran
Between starting and growing, entrepreneurs often confront a crucial, rather non-glamorous phase called STAYING. It does not get as much prominence in entrepreneur and investor talk as starting, raising [funds] or exiting, but it’s perhaps the most important and the most difficult phase of all. Young people starting businesses in our big cities need to learn what entrepreneurs in Middle India already practice.
Ravi Kiran
The talent challenge now is not restricted to any single type of company or industry, it is universal. When it comes to small but rapidly growingly businesses, the owner-CEO is the de facto Head of HR and therefore, the HR practice starts and ends with him. Many of them have trouble ‘letting go’, a critical leadership skill whose absence can stunt organisational growth.
Ravi Kiran
Counter intuitive though it may sound, it's often practical to be clean. One of the biggest challenges growing businesses face is attracting outside money. I have come to understand over the last few months that private money usually does not get attracted towards creatively managed 'books'. In fact, in today's world, it is often the opposite.
Ravi Kiran
To be located in a mid size town does not mean you cannot thing big and execute big. Two first generation entrepreneurs in Middle India's Nagpur are living a responsibility each of us have - to create new jobs and put our city on the world map. Here's a little bit of their story. So far.
Ravi Kiran
Are businessmen in Middle India really different in their approach and behaviour from their counterparts in the Metros? Are they really ambitious? Individual interactions with seven smart entrepreneurs in Nagpur last week, got me thinking. This and the next few posts provide food for thought.
Ravi Kiran
Not all SMEs are similar in their world view, their history and their ambition. And not everyone wants to remain small or medium just so that they can be treated with kid gloves
 
 
Middle India

Middle India is our so called Tier 2 and Tier 3 towns – from Jammu to Ahmedabad and everything between them- with a population between half a million to six million. Years ago, only a handful of businesses in Middle India could dream big and had the courage to turn their dreams real. Such courage and grit led to the creation of brands like Hero, Videocon, Bajaj, Zydus and Muthoot. Today, businesses in Middle India are more ambitious than ever. They want to grow big, employ more people, and create higher social and economic value for their community. Some of them are also frustrated and often feel helpless.

Resources required to scale businesses do not reach Middle India as much and as conveniently as they are available in Metro India. Result: many businesses are forced scale down their ambitions. This blog is about chronicling their stories – both dreams and nightmares. It’s about looking at the world of business from the lens of towns many of us have labeled ‘small’. It’s about recognizing that the SME (small and medium enterprise) in Delhi or Mumbai and the SME in Nashik or Guwahati are not the same.

 
 
 
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June 19, 2013 01:12 am by Deepak N H
I am an entrepreneur myself. My simple reason to turn towards entrepreneurship was that I felt happy being one, innovating, solving problems on ground. sir I am 2nd year MBA student and loved ur case study. Considering the present scenario of the great slowdown in the market and number of opportunit...
June 19, 2013 01:12 am by Deepak N H
I am an entrepreneur myself. My simple reason to turn towards entrepreneurship was that I felt happy being one, innovating, solving problems on ground. sir I am 2nd year MBA student and loved ur case study. Considering the present scenario of the great slowdown in the market and number of opportunit...
June 04, 2013 23:03 pm by Kirandeep
Wow, according to you people who graduate from top universities should struggle to find job. In USA, why do new members go through extreme embarrassment to join fraternity? One explanation is that the person who go through great deal of trouble or pain to attain something value it more highly than t...
June 04, 2013 23:03 pm by Kirandeep
Wow, according to you people who graduate from top universities should struggle to find job. In USA, why do new members go through extreme embarrassment to join fraternity? One explanation is that the person who go through great deal of trouble or pain to attain something value it more highly than t...
June 04, 2013 21:21 pm by Kushagra Oberoi
Sir, I am a 3rd yr Mechanical engineering student and loved your case study. Considering the present scenario of the great slowdown in the market and number of opportunities for freshers being hired up and the level of quality education being imparted to present day engineers in our country, entrep...
 
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