I3 Foundry - Ideate, Innovate, Improvise
- a framework to seed entrepreneurship, to foster enterprises
When maxims max out and the road ahead looks dreary - what next?
Let us start by revisiting few of the timeless wisdom first, shall we?
Good ultimately prevails and Sun continues to shine… for a long time to come…
So, believe in the goodness of self, fellowship, colleagues and peers, communities and nations, world at large and ultimately the nature with it’s innate abundance and yet, unraveling creative-destruction…
Against persistent nay-say, menacing anxiety, sinking despair, brooding isolation, believe in the virtue of hope, promise of possibilities, power of creative-construct; a life without fear, awareness and purpose…
Live a life in the know of incredible possibilities evinced from the past, be industrious today and confidently embrace the future…
Live a life of delight anchored in trusteeship, camaraderie and generosity; a life of wholesomeness anchored in love, protected by truth; a finite life of infinite joy
A pop-up blocker is a program that prevents unwanted pop-up windows from appearing while browsing the internet. The document discusses setting up a pop-up blocker and adding one to a web browser to block pop-ups and enhance the browsing experience.
O autor descreve como Deus o fortalece e guia em momentos difíceis, iluminando seu coração e dando-lhe força para continuar seguindo a Jesus em qualquer situação. Ele se compromete a servir e adorar a Deus com alegria, independente das circunstâncias.
El InforMédico de Margarita (edición digital nº 52)Marcello Falconi
El documento presenta una lista de especialidades médicas y clínicas de Margarita, Venezuela. Cada especialidad incluye el nombre del profesional o clínica a cargo y un enlace a su sitio web. Las especialidades van desde cardiología hasta veterinaria, pasando por cirugía, ginecología, odontología y más.
O documento fornece uma introdução sobre gestão estratégica de custos, abordando conceitos como custos, despesas, investimentos e métodos de controle e avaliação de estoques. Inclui exemplos e exercícios sobre controle periódico de estoques, métodos de avaliação de estoques e classificação de custos.
El documento discute cómo la ubicuidad de las herramientas digitales es esencial para el aprendizaje por proyectos en el siglo XXI. La ubicuidad permite el acceso a la información en cualquier lugar y momento, lo que facilita el trabajo en grupo y el aprendizaje individual desde cualquier lugar. Al usar estas herramientas, los estudiantes pueden desarrollar su autonomía, responsabilidad y respeto, además de ahorrar tiempo y ampliar su comprensión cognitiva. Los dispositivos como portátiles, celulares, correo
Lorem ipsum is placeholder text commonly used to demonstrate the visual form of a document without relying on meaningful content. It allows designers to design pages visually without needing final content. The Latin words, "Lorem ipsum dolor sit amet", are used to generate sentences that appear reasonable but are not coherent.
The document discusses the designation of the Detroit River as an American Heritage River in 1998 and the subsequent efforts through the Greater Detroit American Heritage Rivers Initiative to restore the environmental health and promote the economic development of the Detroit River area. It highlights several accomplishments from 2004, such as constructing fish habitats, preserving land, and expanding greenway trails. The initiative continues to leverage funding and support revitalization projects along the Detroit River.
The document proposes an orchestra composed of gum chewers, blowers, poppers, and snappers of various ages and sizes who would perform a gum-themed melody. The orchestra would include 100 bubble gum chewers, 30 blowers and poppers capable of blowing 10 bubbles per minute, and 15 snappers capable of snapping 30 times per minute. Consideration is also being given to adding 200 jawbreaker-sized gumdrops for additional instrumentation.
A pop-up blocker is a program that prevents unwanted pop-up windows from appearing while browsing the internet. The document discusses setting up a pop-up blocker and adding one to a web browser to block pop-ups and enhance the browsing experience.
O autor descreve como Deus o fortalece e guia em momentos difíceis, iluminando seu coração e dando-lhe força para continuar seguindo a Jesus em qualquer situação. Ele se compromete a servir e adorar a Deus com alegria, independente das circunstâncias.
El InforMédico de Margarita (edición digital nº 52)Marcello Falconi
El documento presenta una lista de especialidades médicas y clínicas de Margarita, Venezuela. Cada especialidad incluye el nombre del profesional o clínica a cargo y un enlace a su sitio web. Las especialidades van desde cardiología hasta veterinaria, pasando por cirugía, ginecología, odontología y más.
O documento fornece uma introdução sobre gestão estratégica de custos, abordando conceitos como custos, despesas, investimentos e métodos de controle e avaliação de estoques. Inclui exemplos e exercícios sobre controle periódico de estoques, métodos de avaliação de estoques e classificação de custos.
El documento discute cómo la ubicuidad de las herramientas digitales es esencial para el aprendizaje por proyectos en el siglo XXI. La ubicuidad permite el acceso a la información en cualquier lugar y momento, lo que facilita el trabajo en grupo y el aprendizaje individual desde cualquier lugar. Al usar estas herramientas, los estudiantes pueden desarrollar su autonomía, responsabilidad y respeto, además de ahorrar tiempo y ampliar su comprensión cognitiva. Los dispositivos como portátiles, celulares, correo
Lorem ipsum is placeholder text commonly used to demonstrate the visual form of a document without relying on meaningful content. It allows designers to design pages visually without needing final content. The Latin words, "Lorem ipsum dolor sit amet", are used to generate sentences that appear reasonable but are not coherent.
The document discusses the designation of the Detroit River as an American Heritage River in 1998 and the subsequent efforts through the Greater Detroit American Heritage Rivers Initiative to restore the environmental health and promote the economic development of the Detroit River area. It highlights several accomplishments from 2004, such as constructing fish habitats, preserving land, and expanding greenway trails. The initiative continues to leverage funding and support revitalization projects along the Detroit River.
The document proposes an orchestra composed of gum chewers, blowers, poppers, and snappers of various ages and sizes who would perform a gum-themed melody. The orchestra would include 100 bubble gum chewers, 30 blowers and poppers capable of blowing 10 bubbles per minute, and 15 snappers capable of snapping 30 times per minute. Consideration is also being given to adding 200 jawbreaker-sized gumdrops for additional instrumentation.
Este documento describe diferentes tipos de búsquedas avanzadas en formato ppt sobre varios temas. Explica el uso de operadores como + y OR para realizar búsquedas basadas en palabras clave o frases. También describe búsquedas orientadas por autor, frase y año de publicación. Proporciona enlaces a varios artículos y libros encontrados en estas búsquedas.
Este documento ofrece un terreno de 200 hectáreas en venta en la ciudad de Cuahutemoc, Chihuahua. El terreno es ideal para supermercados, plazas comerciales u otros usos. Se encuentra estratégicamente ubicado cerca de fraccionamientos residenciales y una zona industrial. Se recomienda invertir ahora ya que el valor de estos terrenos se duplicará en uno o dos años.
El ALCA es un proyecto impulsado por Estados Unidos en 1994 para expandir el TLCAN a toda América, priorizando lo económico. El ALBA es una propuesta alternativa lanzada por Cuba y Venezuela en 2001, enfocada en la integración solidaria y la lucha contra la pobreza a través de la cooperación entre países. Mientras el ALCA busca la liberalización comercial, el ALBA promueve el desarrollo con justicia social.
Este documento presenta indicadores clave para medir la liquidez, solvencia, gestión y rentabilidad de una empresa. Describe 7 indicadores de liquidez y solvencia que miden el nivel de endeudamiento, autonomía financiera y compromiso del patrimonio. Además, enumera 7 indicadores de gestión relacionados con la rotación de activos, cobranzas, pagos y el impacto de gastos. Finalmente, menciona 6 indicadores comunes de rentabilidad como margen bruto, rentabilidad neta y rendimiento financiero.
Este documento presenta las normas de convivencia del SENA. Define la convivencia como la capacidad de relacionarse con otros a través del respeto, afecto y tolerancia. Luego, detalla normas específicas para diversos espacios como baños, cafeterías, bibliotecas, transporte, áreas deportivas e internados. Finalmente, enfatiza que la responsabilidad de una buena convivencia depende de cada persona.
Metrologia parte iii relogio comparador e goniometromarcionilo neri
O documento discute tipos e usos de relógios comparadores, que são usados para medir intervalos de tempo muito pequenos com alta precisão em experimentos de metrologia. O professor Marcionilo descreve diferentes tipos de relógios comparadores e suas aplicações, como medir a velocidade da luz ou acontecimentos atômicos que ocorrem em escalas de tempo extremamente curtas.
Creativity is the ability to develop new ideas and look at problems in new ways, while innovation is applying creative solutions to problems. Barriers to creativity include focusing on one answer, logic over imagination, rigidly following rules, fear of mistakes, specialization, and believing you are not creative. Good opportunities have customers willing to buy a product that solves their needs, in a large enough market, where entry is possible and you can differentiate yourself.
To introduce strategic design for an entrepreneurial venture
To discuss some of the reasons why entrepreneurs do not carry out strategic planning
To outline entrepreneurial strategy and some benefits of strategic planning
To examine the transition from an entrepreneurial style to a managerial approach
To discuss the five stages of a typical venture life cycle
To identify key management issues occurring during the growth stages
To introduce the steps useful for breaking through the growth wall
To identify the unique managerial concerns with a growth business
To elaborate the concept of entrepreneurial leadership
To outline ways to incorporate sustainability into business strategy
Ideation, business models; and how and where to startSaberi Marais
Presentation promotes the Lean Startup principles and includes Steve Blank's cusotmer development process and Osterwalder Business Model generation canvas as recommended by the authors
The document outlines five principles of disruptive innovation:
1. Companies depend on customers and investors for resources and tend to weed out disruptive innovations through their resource allocation processes. They should give responsibility for disruptive technologies to independent organizations.
2. Large companies are often followers, not leaders, of disruptive technologies because small emerging markets don't meet their growth needs. The size of the organization should match the size of the market.
3. For disruptive innovations, action must be taken before plans can be made. Managers need to directly learn about new customers and uses through expeditions rather than detailed implementation plans.
This presentation is for the TCN Venture Fast Track. Please review the slides in conjuntion with the below video:
http://www.youtube.com/watch?v=ALjvwVHHzh8&feature=share
To understand that assessing an opportunity requires various techniques including both analysis and active learning
To distinguish Internet opportunities from other opportunities
To recognise common pitfalls in taking new venture ideas to the marketplace
To identify critical factors involved in new venture development
To examine the opportunity landscape and the factors that underlie and promote entrepreneurial opportunities
To assess industry value chains and ecosystems from an opportunity perspective
To examine Porter’s five forces model of competitive market analysis
To compare opportunity profile analysis methods: critical questions analysis, feasibility criteria approach and comprehensive feasibility method
To be alert to how an entrepreneurial ecosystem contributes to the opportunity landscape
You never get a second chance at a first impression. Early-stage ventures seeking investment need to know how to target, locate, approach, and close with venture capitalists, angels, and strategic investors. Hear first-hand a successful pitch from an entrepreneur who has closed a funding round (or two) and how the company’s pitch evolved over time.
This document provides biographies of three speakers, Jeremy Halpern, Christopher Mirabile, and Gail Hoffman, who will be presenting on pitching business plans and startups. It then outlines some key slides and content that should be included in the presentation, such as an introduction slide with the company logo and contact information, a value proposition slide summarizing the company's strengths and direction, a problem/opportunity slide describing the problem being solved and metrics around its magnitude and impact, and a product/service solution slide explaining how the company's offering addresses the problem. The presentation aims to provide entrepreneurs guidance on effectively communicating their business idea to investors.
Este documento describe diferentes tipos de búsquedas avanzadas en formato ppt sobre varios temas. Explica el uso de operadores como + y OR para realizar búsquedas basadas en palabras clave o frases. También describe búsquedas orientadas por autor, frase y año de publicación. Proporciona enlaces a varios artículos y libros encontrados en estas búsquedas.
Este documento ofrece un terreno de 200 hectáreas en venta en la ciudad de Cuahutemoc, Chihuahua. El terreno es ideal para supermercados, plazas comerciales u otros usos. Se encuentra estratégicamente ubicado cerca de fraccionamientos residenciales y una zona industrial. Se recomienda invertir ahora ya que el valor de estos terrenos se duplicará en uno o dos años.
El ALCA es un proyecto impulsado por Estados Unidos en 1994 para expandir el TLCAN a toda América, priorizando lo económico. El ALBA es una propuesta alternativa lanzada por Cuba y Venezuela en 2001, enfocada en la integración solidaria y la lucha contra la pobreza a través de la cooperación entre países. Mientras el ALCA busca la liberalización comercial, el ALBA promueve el desarrollo con justicia social.
Este documento presenta indicadores clave para medir la liquidez, solvencia, gestión y rentabilidad de una empresa. Describe 7 indicadores de liquidez y solvencia que miden el nivel de endeudamiento, autonomía financiera y compromiso del patrimonio. Además, enumera 7 indicadores de gestión relacionados con la rotación de activos, cobranzas, pagos y el impacto de gastos. Finalmente, menciona 6 indicadores comunes de rentabilidad como margen bruto, rentabilidad neta y rendimiento financiero.
Este documento presenta las normas de convivencia del SENA. Define la convivencia como la capacidad de relacionarse con otros a través del respeto, afecto y tolerancia. Luego, detalla normas específicas para diversos espacios como baños, cafeterías, bibliotecas, transporte, áreas deportivas e internados. Finalmente, enfatiza que la responsabilidad de una buena convivencia depende de cada persona.
Metrologia parte iii relogio comparador e goniometromarcionilo neri
O documento discute tipos e usos de relógios comparadores, que são usados para medir intervalos de tempo muito pequenos com alta precisão em experimentos de metrologia. O professor Marcionilo descreve diferentes tipos de relógios comparadores e suas aplicações, como medir a velocidade da luz ou acontecimentos atômicos que ocorrem em escalas de tempo extremamente curtas.
Creativity is the ability to develop new ideas and look at problems in new ways, while innovation is applying creative solutions to problems. Barriers to creativity include focusing on one answer, logic over imagination, rigidly following rules, fear of mistakes, specialization, and believing you are not creative. Good opportunities have customers willing to buy a product that solves their needs, in a large enough market, where entry is possible and you can differentiate yourself.
To introduce strategic design for an entrepreneurial venture
To discuss some of the reasons why entrepreneurs do not carry out strategic planning
To outline entrepreneurial strategy and some benefits of strategic planning
To examine the transition from an entrepreneurial style to a managerial approach
To discuss the five stages of a typical venture life cycle
To identify key management issues occurring during the growth stages
To introduce the steps useful for breaking through the growth wall
To identify the unique managerial concerns with a growth business
To elaborate the concept of entrepreneurial leadership
To outline ways to incorporate sustainability into business strategy
Ideation, business models; and how and where to startSaberi Marais
Presentation promotes the Lean Startup principles and includes Steve Blank's cusotmer development process and Osterwalder Business Model generation canvas as recommended by the authors
The document outlines five principles of disruptive innovation:
1. Companies depend on customers and investors for resources and tend to weed out disruptive innovations through their resource allocation processes. They should give responsibility for disruptive technologies to independent organizations.
2. Large companies are often followers, not leaders, of disruptive technologies because small emerging markets don't meet their growth needs. The size of the organization should match the size of the market.
3. For disruptive innovations, action must be taken before plans can be made. Managers need to directly learn about new customers and uses through expeditions rather than detailed implementation plans.
This presentation is for the TCN Venture Fast Track. Please review the slides in conjuntion with the below video:
http://www.youtube.com/watch?v=ALjvwVHHzh8&feature=share
To understand that assessing an opportunity requires various techniques including both analysis and active learning
To distinguish Internet opportunities from other opportunities
To recognise common pitfalls in taking new venture ideas to the marketplace
To identify critical factors involved in new venture development
To examine the opportunity landscape and the factors that underlie and promote entrepreneurial opportunities
To assess industry value chains and ecosystems from an opportunity perspective
To examine Porter’s five forces model of competitive market analysis
To compare opportunity profile analysis methods: critical questions analysis, feasibility criteria approach and comprehensive feasibility method
To be alert to how an entrepreneurial ecosystem contributes to the opportunity landscape
You never get a second chance at a first impression. Early-stage ventures seeking investment need to know how to target, locate, approach, and close with venture capitalists, angels, and strategic investors. Hear first-hand a successful pitch from an entrepreneur who has closed a funding round (or two) and how the company’s pitch evolved over time.
This document provides biographies of three speakers, Jeremy Halpern, Christopher Mirabile, and Gail Hoffman, who will be presenting on pitching business plans and startups. It then outlines some key slides and content that should be included in the presentation, such as an introduction slide with the company logo and contact information, a value proposition slide summarizing the company's strengths and direction, a problem/opportunity slide describing the problem being solved and metrics around its magnitude and impact, and a product/service solution slide explaining how the company's offering addresses the problem. The presentation aims to provide entrepreneurs guidance on effectively communicating their business idea to investors.
This document discusses various methods for generating business ideas, including identifying needs, brainstorming, building on skills and hobbies, spotting market niches, and listening. It also discusses characteristics of good business ideas and protecting ideas through patents, trademarks, copyrights, trade secrets, and licensing agreements. Business incubation can help ideas succeed by providing resources, networking, and skills training.
Workshop startup fundraising (herman kienhuis) at AntlerHerman Kienhuis
Herman Kienhuis gave a presentation on startup fundraising. He discussed why startups raise capital, how startup funding works through multiple rounds, sources of capital including venture capital and angel investors, what investors look for in potential investments, and how to find investors. The presentation covered best practices for fundraising such as researching investors, building relationships early, maintaining an organized data room, and stacking different sources of funding for validation and less dilution. Kienhuis then took questions from the audience.
This document outlines strategies for successful sales and closing. It discusses building a relevant sales framework by targeting prospects in one's area of expertise and establishing value. Researching customers thoroughly to understand their business is also emphasized. The document recommends identifying decision-makers and gatekeepers, anticipating obstacles, and having a clear call purpose before making contact. It provides guidance on progressing through the opening, needs analysis, presentation, and commitment stages of a call to close the sale. Follow-up is stressed along with adjusting approaches based on changing trends.
So you have built an amazing early stage life science company. Now you need to explain it. This panel will cover how to concisely communicate a company’s value proposition to investors in a variety of formats including the elevator pitch, an angel presentation and a VC meeting.
This document discusses entrepreneurship and biotechnology entrepreneurship opportunities. It defines an entrepreneur, discusses entrepreneurship theories over time, characteristics of successful entrepreneurs, and factors favoring entrepreneurship. It then discusses potential biotechnology entrepreneurship activities, the concept of biotechnology parks, and constraints faced by biotechnology entrepreneurs such as funding and commercializing innovations.
Fairshare Model presentation for F50's SVE Demo Night @ Google Karl Sjogren
The document summarizes Karl Sjogren's presentation on the Fairshare Model, which proposes an alternative capital structure for venture-stage initial public offerings (IPOs). The Fairshare Model aims to reduce valuation risk for IPO investors by using a multi-class stock structure similar to what venture capitalists use. This would give average investors terms comparable to VCs while incentivizing companies to offer a low pre-money valuation. Sjogren discusses how the model addresses different perspectives on venture capital and compares the valuation risk of conventional, modified conventional, and Fairshare Model structures. He outlines the key components of the Fairshare Model capital structure and its potential benefits for investors, employees, and companies pursuing a venture-stage IPO
Management Consulting - Personal Growth & LeadershipHocein
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Operational Excellence Consulting
Tips for starting a business :
1. The “Does it matter?”-Test
Trust your emotions.
Know that a problem can suddenly become an opportunity to start from scratch without a legacy to carry on. A project has to meet specific needs or create something compelling, like a feature that sparks an emotion that you want to see.
2. Make a little, Try a Little and Sell a Little
Avoid getting too much money too soon.
3. Selling Your project & Yourself
4. Community organizing
Identifying the people around you with whom you can create a common, passionate cause
5. Executing your project
Think of execution as a series of rapid prototypes. Great projects get instant feedback and do instant adjustment cycles. The more iterations you can rapidly go through, the faster you can execute your project.
Starting your own business with “Lean start-up” :
Lean startup is a methodology for developing businesses and products, which aims to shorten product development cycles and rapidly discover if a proposed business model is viable, because the primary objective is to have a safe cash flow which then can be invested in risky developments.
Central to the lean startup methodology is the assumption that when startup companies invest their time into iteratively building products or services to meet the needs of early customers, the company can reduce market risks like creating a complete product that doesn’t appeal to the customers or like creating a lot of features that are not used or required by the customers. So the advantage is that there is no need for large amounts of initial project funding and expensive product launches and failures. This is done with two techniques :
A minimum viable product “MVP” (similar to a pilot experiment) is the version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort
A split or A/B test is an experiment in which different versions of a product are offered to customers at the same time. The goal of a split test is to observe differences in behavior between the two groups and to measure the impact of each version on an actionable metric.
Customer feedback during the development of products or services is integral to the lean startup process, and ensures that the company does not invest time designing features or services that consumers do not want. Customer feedback is measured through two processes, using key performance indicators and a continuous deployment process.
Personal leadership - Lean startup, funding, business plan, new jobHocein
This document provides tips and guidance for starting a business, funding projects through crowdfunding, developing a business plan, managing conflicts, and applying for jobs. It discusses lean startup methodology, minimum viable products, split testing, and obtaining customer feedback to iteratively build products. Crowdfunding is presented as a way to collect small amounts from many investors. Key components of a business plan like management, products, market analysis, finances, and investments are outlined. Conflict management emphasizes transparency and proportional responses. Job interviews prioritize cross-functional, problem-solving, learning, people management, and stress management skills.
Similaire à I3 Foundry illustrated - by imagineering india (20)
Beyond covid 19 - will we live within the limits of nature?Satya Chari
As we J-walk from one disaster to the next, Nature furiously decrees balance, demands compliance to its laws and limits Not colloquy, acquiescence to its design and benevolence Not postures | negotiation | concession(s); remaining impervious to man’s ego, delusions, aggrandizement or whines, menacingly upping the ante on each indiscretion...
When entropy overwhelms order, smart and adaptive pivot to new normal!
Is it time for a hyphenated-playbook for the 2020s, where old formulae don’t work anymore?
“Rising tide lifts all the boats” - one nearly impeached POTUS beamingly bemused!
How I wish I stayed ignorant and blissful...
How we have let ourselves to be mislead by Darwinistic greed and warped scheming...
When maxims max out - a primer for "I3 Foundry"Satya Chari
When maxims max out and the road ahead looks dreary - what next?
Let us start by revisiting a few of the timeless aphorisms first, shall we?
Some, stoically deal with the reality as “here and now”; embrace the inevitable with curiosity, deliberately apply the known, dig into creativity with enthusiasm and energy, and focus on the unfolding opportunities using a combination of insightful and strategic retreats and pushes, joyously negotiating the road or life ahead…
Introducing "I3 Foundry" - Ideate, Innovate, Improvise
- a framework for promoting entrepreneurship, to foster enterprises...
This resume is for Satya Chari and outlines his professional experience and qualifications. Some key points:
- Satya has over 30 years of experience in business leadership, strategy, and IT services across multiple industries and geographies.
- He is currently the CEO of his own firm, Imagineering India, which provides strategic consulting services focused on opportunities between India and other countries.
- Past roles include regional leadership positions at large IT services firms Hexaware and Infosys, where he managed teams, grew new business, and implemented large transformation projects.
- Satya has expertise in sectors like IT, telecom, infrastructure, energy, and works with both private and public sector clients in India and other countries.
The document discusses opportunities for effectively engaging with India's growing economy. It describes the writer, Satya Chari, as an experienced India strategy consultant who offers services like developing customized India growth strategies, project management, and advising on cultural and regulatory issues. Chari believes understanding India's history, culture and realities is key to success. He can provide insights on sectors like manufacturing, power infrastructure, logistics, urban development and resources.
Imagineering india multi brand retail in India, 2014Satya Chari
Imagineering India in Multi-brand Retail - what, why, Choices and Suggestions - Is there something a Global Retailer can and must do?
My thoughts - My hypothesis
Satya Chari
Imagineering india - CITIZEN CRM - Happy to be beaten by India.gov.inSatya Chari
Though I continue to learn and try, it is neither easy nor natural for me to accept defeat gracefully!
But this time, I accept my defeat with pride and humility, for the country I love, India wins.
India.gov.in beats me to it and I am happy for this occurrence.
Reviewed closely, there still are some points / suggestions, which may be useful...
To my 1.3+ Billion brothers and sisters, Best Wishes...
Imagineering "Skilled India" - Applied Learning and Vocational Skills for the...Satya Chari
Skilled India - an essential infrastructure towards "Manufacturing / Supply Prowess driven Economic Growth" of India, leveraging the best practices from around the world. It has been done before, we need to reach out, collaborate, leverage and inter-connect. Create the platform for realising 300+ million dreams and aspirations via apt and relevant skills, employability and creative can-do - and then, move out of the way, for People Can and Will if the self-chosen stop Choosing!!!
India may 2014 - the new beginning. How can I help?Satya Chari
The document discusses Imagineering India, a company that offers strategic advice and execution leadership to help global businesses succeed in India. It provides insightful understanding of Indian culture and helps clients develop customized growth strategies aligned with both Indian realities and their own organizational goals. Imagineering India also helps identify risks, build collaborative teams, and lead strategy execution through establishing functioning relationships across India. The company is interested in initiatives related to vocational skills development, power infrastructure efficiency, food supply chain management, urban planning, and sustainable resource management.
This document outlines the author's perspectives on governance in India. The author argues that political leadership in India has failed its citizens through lack of performance, governance deficits, and self-interest. The author believes citizens deserve equitable stakes in their nation's destiny. Political leadership should represent citizens' interests by upholding transparency and integrity in utilizing resources for citizens' benefit. Institutions like law and administration should be independent and merit-based. The author wonders if it is time for India to prioritize its citizens first and realize its potential through unity and cooperation.
The document discusses India beyond common stereotypes. It describes India as a complex personality still in early stages of development as it addresses internal and external demands. It outlines India's history including British colonization, challenges of leadership after independence, and current issues like ineffective government and growing regionalism/divisiveness. It argues conventional development models do not suit India and could lead to boom-bust cycles if forced, and that the world cannot afford such issues at India's scale. Engaging with India requires understanding its diversity and constraints, adaptive strategies, awareness of priorities, and flexibility within local planning.
Imagineering india - Possibilities, Realities, Way Forward & The EssentialsSatya Chari
This document provides an overview of opportunities and challenges for developing India's economy. It discusses how India has shifted towards a market economy since 1991 but still faces obstacles due to its diverse society, fragmented politics, and inefficient bureaucracy. Successful navigation of India requires nuanced strategies like understanding policies, working with stakeholders, and leveraging relationships. The document outlines compelling opportunities in sectors like infrastructure, technology, healthcare, and agriculture that require capital, technologies, and access to markets to fulfill India's growing demands. It argues that India needs capable partners to help address these opportunities.
iCompass - White Paper...Confluence of Technology, Information, Conversation, Collaboration, Anthropology, Behavioural Economics, Social Media and Commerce for Virtuous Living
iCompass - Imagineer the possibilities, Realize your potentialSatya Chari
"iCompass" - Imagineering one\'s potential with the confluence of information, collaboration, cooperation, participation and motivation enabled by technology....supported by commerce, if so desired.
Imagineering India India Power Sector 2010Satya Chari
The document provides a historical overview of India. It describes how the Indus Valley Civilization flourished around 2500-1500 BC, followed by the arrival of Aryan tribes from 1500 BC who settled across northern and central India. Major developments included the composition of religious texts like the Vedas and Mahabharata as well as the establishment of the caste system. Buddhism and Jainism emerged in India between 600-400 BC. The history highlights India's long tradition and cultural diversity dating back thousands of years.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
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I3 Foundry illustrated - by imagineering india
1. Commercial in Confidence
I3 Foundry
Ideate, Innovate, Improvise
- a framework to seed entrepreneurship, to foster enterprises
2. Context
When maxims max out and the road ahead looks dreary - what next?
Let us start by revisiting few of the timeless wisdom first, shall we?
• Good ultimately prevails and Sun continues to shine… for a long time to come…
• So, believe in the goodness of self, fellowship, colleagues and peers, communities and nations, world at large
and ultimately the nature with it’s innate abundance and yet, unraveling creative-destruction…
• Against persistent nay-say, menacing anxiety, sinking despair, brooding isolation, believe in the virtue of
hope, promise of possibilities, power of creative-construct; a life without fear, awareness and purpose…
• Live a life in the know of incredible possibilities evinced from the past, be industrious today and confidently
embrace the future…
• Live a life of delight anchored in trusteeship, camaraderie and generosity; a life of wholesomeness anchored in
love, protected by truth; a finite life of infinite joy…
Introducing…
I3 Foundry
Ideate, Innovate, Improvise
A framework to seed entrepreneurship, to foster enterprises
Commercial in Confidence
3. Context (continued…..)
Commercial in Confidence
• Dallying between the conundrums of expectations and reality, over time, every
maxim maxes-out, driven by the continuing mismatch between logical but
complex-nature and vagaries of human-DNA, rational vs. irrational, the
substratum of behavioral economics…
• Yes, some “isms” return to vogue and some do not, but then tempting as it may
be, only the reckless dare to indulge in forecasting!
• …evidenced from history, responses have always varied to the inevitable:
some go into
argumentative charades,
totter around the
incomprehensible, even
on to futile blame
games…
some go through dismay
or disbelief, go numb
and risk being a
casualty…
some exert to extend
the inevitable and
expend precious
(often entrusted)
resources…
and so
It goes
on…
…then some, stoically deal with the reality as “here and now”; embrace the
inevitable with curiosity, deliberately apply the known, draw on creativity
with enthusiasm and energy, and focus on the unfolding opportunities
using a stratagem of insightful retreats and pushes, joyously and
industriously negotiating the road of life ahead…
Which one would you choose?
4. Context (continued…..)
So these days, it looks as though…
• prescriptive, pay-to-play or selective democracy seem to be fatigued and cause célèbre of consternation ...
• mindless-consumption and accompanying-debt ordained growth doctrine, the capitalism of unscrupulous-
remorseless-aggrandized variety; where amebic self-good is insistently touted as the lifting tide of greater-
good, where risks and losses are routinely socialized amongst simpleton-non-actors, carnage casually
ascribed to collateral damage and the impending impost deferred to future generations is on life-support,
ailing from growing value debasement and trust decay, whilst continuing to insist on it’s universal, timeless
and incorruptible virtues!
• selective globalization in a world by definition “uneven” of “beggar-thy-fellow-human” – “human + nature
wreckage / subsistence” and “use and toss” kind is on parole, drained by escalating marginalization,
spiraling disfranchise and accompanying gini-coefficient, desolate helplessness, a recipe for eventual
hopelessness…
Come to think of it, all the above are related and feed-off each other!
“Loss of Hope” is the ultimate regress inflicted on the trusting and vulnerable by the self-serving and self-
righteous or responsible but unimaginative or complacent…
Future is in accepting the inevitable, focusing on the potential and charging with the possible…
If I still have your attention, invoked your curiosity; then please allow me to introduce a concept of creative
construct “I3 Foundry - a meritocratic-framework for attracting, seeding and promoting entrepreneurship, to
foster enterprises”, imagineered within the inspirational biblical canon of:
“Seek AND You Shall Find”…
Commercial in Confidence
5. 5
Accrual of value of a successful initiative over time…
Evaluation Round:
- Assessment of ideas
Angel round:
- Working prototype under
controlled conditions
Mezzanine Round:
- Industry Strength
working model
Controlled Market
Release:
- Release the product to
select early-customers
under controlled
conditions
General Market Release:
- Release to normal
industrial and
commercial conditions
Market Growth and
Exit:
- Business is set free
and operates as a
successful entity on its
own rights.
2 months
Shared Services provided by I3
Oversight and Continuous Assessment (GRST)
5-6 months 8-10 months 12-16 months 18-28 months 24-40 months0 months
Stages in I3 Foundry (I3):
6. 6
• Objectives:
• Choose qualifying proposals from the pool which show promise of distinct and measurable value in the field of choice by way
of, either a new product / solution or service, based on innovation or improvement
• Activities:
• Assessment of Proponent’s make up, fit, clarity and comprehensiveness
• All rights are assigned exclusively to I3 for the period of “Proposal Evaluation”
• Resources:
• I3 Strategy/Capabilities statement
• Economic outlook / Futurology
• A Steering Committee (SC) empowered to arbitrate and make non-recourse decisions
• Relevant industry / technical expertise
• Start-up experience
• Project management
• Business management / leadership
• Market analysis
• Expertise in economics, policy, history
• Outcome:
• A plausible proposal which needs work to realize its potential, requires support beyond the proponent/s combined and
accessible resources, including but not limited to capital is promoted to the next round
• I3 may choose to consider the proposal at a later date when ready, in which case the proposal will be released back to the
proponent/s without any caveat or restriction/s. Proposal is eligible for submission after a specified interval or on invitation
7. 7
• Objectives:
• Develop the idea or concept to High Level Design + Detailed Design + Tooling / Material
Requirements level
• Prepare and evaluate prototype under controlled working conditions
• Activities:
• Formation of new entity (joint collaboration between I3 and the proponent/s)
• Allocation of 20-25% of equity to new entity, rest remains with I3
• Assemble Guidance, Support and Review Team (GRST) for each initiative
• Shared services available on user-pay basis from I3
• Prepare development plan for “Working Prototype”
• Build “Working Prototype”
• Evaluate “Working prototype” under “controlled conditions” in accordance with agreed
criteria
• Resources:
• Industry / subject matter experts
• Resources identified but not available within the initiative team, sourced externally
• Science and academia
• Business and project management
• IPR and other legal support
• Finance and accounting
• Market research and monitoring
• Outcome:
• Prototype successful in testing
• If terminated:
• Packaged and sold to similar, higher-risk investment pools
• Proponents to have buy-back option
• Proposals may be deferred subject to market or technology conditions
• May be referred back for extended work within the same phase
8. 8
• Objectives:
• Build forward from “Angel Round Prototype” to “Industry Strength Working Model”
• To test and receive field-feedback from Beta Testers
• Activities:
• Prepare Development plan for “Industry Strength Working Model”
• Build Working Model in requisite numbers for Industry Testing
• Testing by and with early-adopters, potential foundation customers, beta testers in or
close to actual-sites / real life scenario / situations
• 2% of common (restricted) stock from I3’s holding allocated to proponent/s as bonus
• 1% of common (restricted) stock from I3’s holding reserved for GRST team – allocated in
skip-phase
• Resources:
• Industry / subject matter experts
• Resources identified but not available within the initiative team, sourced externally
• Science and academia
• Business and project management
• IPR and other legal support
• Finance and accounting
• Market research and monitoring
• Outcome:
• Industry strength working model capable of working within and to the commonly
expected industry parameters, which successfully couples / coexists / functions within
the extended ways / methods / processes of the said industry / technology
• If terminated
• Packaged and Sold to similar, higher-risk funds
• Proponents to have buy-back option
• Proposals may be deferred subject to market and technology conditions
• May be referred back for extended work within the phase
9. 9
• Objectives:
• Screening of product / solution by select early-customers on commercial basis
• Activities:
• Prepare detailed development plan for “Controlled Market Release”
• Identify “Controlled Market Release” customers, contracts in place
• Prepare the product in numbers as required for CMR Round
• Batch tested by internal / external experts team
• Product / Solution to identified customers
• Prepare Sales and Marketing Plan and Pitch for GMR round
• 2% of common (restricted) stock from I3’s holding allocated to proponent/s as bonus
• 1% of common (restricted) stock from I3’s holding reserved for GRST team – allocated in skip-
phase
• Resources:
• Industry / subject matter experts
• Resources identified but not available within the initiative team, sourced externally
• Media
• Business and project management
• IPR and legal support
• Finance and accounting
• Market research and monitoring
• Outcome:
• Tried and tested solution under normal industrial and commercial conditions and judged by
select customers
• Relevant market, media, expertise – critique and feedback
• If terminated
• Packaged and sold to similar, higher-risk funds
• Proponents to have buy-back option
• Proposals may be deferred subject to critical market / technology conditions
• May be referred back for extended work within the same phase
10. 10
• Objectives:
• Release the product / solution to general market applying full faculties of Sales and
Marketing, appropriately supported by product / customer support function
• Activities:
• Creating teams for Continued Sales and Marketing, Product Development, Volume
Production and Evaluation, Storage and Dispatch and providing all necessary resources
to them for the release
• Preparing the Product / Solution in requisite volume for GMR
• 2% of common (restricted) stock from I3’s holding allocated to proponent/s as bonus
• 1% of common (restricted) stock from I3’s holding reserved for GRST team – allocated in
skip-phase
• First external valuation via Professional VC or such sources (I3 to retain > 51% of the
common stock)
• Resources:
• Industry / subject matter experts
• External collaboration and support
• Media - all channels
• Business and project management
• IPR and other legal
• Finance and accounting
• Investment and Merchant Banking
• Market research and monitoring
• Sales and Marketing
• Product and Customer Support
• Outcome:
• Solution judged by general customers
11. 11
• Objectives:
• Mature initiative well accepted by the market
• Consistently growing and profitable business
• Exit opportunity for all restricted or common stock holders
• Activities:
• Company board established – development phase overseer arrangement concluded
• Management by board and professional management team under board-oversight
• Achieve sustained Sales and Marketing, Product Development, Volume Production and
Evaluation, Storage and Dispatch
• VCs + PEs investment / Public Issue
• I3 may choose to retain, sell or any combination considered appropriate
• Resources:
• Industry / subject matter experts
• External collaboration and support
• Media - all channels
• Business management
• IPR and other legal
• Finance and accounting
• Investment and Merchant Banking
• Market research and monitoring
• Outcome:
• A successful business on it’s own rights ready and set free to run and grow on it’s own
merit
12. Next Steps
• Converse further, explain what, why and how?
– Present detailed framework / template
• Develop bespoke strategic framework
• Drive next-generation growth strategy
Satya Chari
Imagineering India
Email: schari13@gmail.com
Cell: +61 413 078 871 (Australia)
5, Chipping Hill Court
Wheelers Hill
Melbourne, Victoria – 3150
Australia