“Building a startup is an exercise in institution building; thus, it necessarily involves management” – eric ries: The Lean Startup
I will be the first one to admit that waiting over twelve months to write a new blog post is embarrassing, but in my own defense, I have always believed that I would only write about those subjects that I am most passionate about and found worthy of sharing with others. I believe my aggregate experience over the last four to five years, most acutely in the last two years, has led me to a point where I just might have topics worth talking about.
If my blog where a lean startup, then you might say that I have spent the last year “learning” and will be “pivoting” (def: a structured course correction designed to test a new fundamental hypothesis about the product, strategy or…blog) away from my original inspiration for the blog, which was strictly focused on customer discovery and understanding. However, while this is extremely vital to entrepreneurship and lean startup practices, I believe I found it to be a little too narrow of a topic considering my day-to-day experiences in the more broadly defined entrepreneurial management space. I have a fundamental hypothesis that I can provide greater value to my fellow entrepreneurs, startups, and entrepreneurial managers, coaches, and mentors by writing about my experiences, application and observation of entrepreneurship-in-action daily as the entrepreneurial director for GLI’s EnterpriseCorp.
At EnterpriseCorp, I coach and work with literally hundreds of entrepreneurs and startup companies at various stages of development, where I can leverage my learnings and share best practices with others. In my role, one of the greatest rewards and skills developed is that of pattern recognition, which is honed through the unfiltered access to hundreds of “case studies” in entrepreneurship seen daily (possibly only investors may see the equivalent amount).
As a result, going forward you can expect to see a lot more content consistently published that focuses on the entrepreneurial management and best practices of early stage startup companies at various stages of development and across a spectrum of sectors. So, thank you for your year-long patience and if you or anyone you know has an interest in the discovery, learning, and practices of the entrepreneurial manager then stay tuned, follow me, and pass the word along to others.