Or you will have resources that are irrelevant or even problematic—like active railroad tracks adjacent to your site. To be successful, you will need to come up with a plan that falls in the zone where all three circles overlap.
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It will need to achieve your mission, be supported by the resources you have or can acquire , and meet the needs of the market you hope to serve. So, the first thing you need to do as you plan a new nature-based preschool is gather a lot of information. If you are associated with an existing organization—a nature center, a zoo, a school district, etc. It will be in your most recent strategic plan, perhaps supplemented by Board decisions, policy statements, or other documents. If you are starting a new entity, on the other hand, you get to invent all this from scratch!
You probably also have lots of information about your available resources already on hand. Some things will require research, however.
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Every project is influenced by a unique set of resource-related factors, but here are categories to keep in mind:. Customer needs can be evaluated in a variety of ways. The process can be as expensive as hiring a consulting firm to do a market analysis, or as simple as researching community demographics, asking a lot of questions of potential clients, and studying other preschools in the area to learn how they are meeting local needs.
Some examples of big questions:. Big decisions are usually made by more highly-placed decision-makers: Boards, department heads, executive directors, and the like.
Dictionary Entries near get down to business get down and dirty get down on one's hands and knees get down to brass tacks get down to business get down to something get down to work get dressed. Statistics for get down to business Look-up Popularity. Comments on get down to business What made you want to look up get down to business? Get Word of the Day daily email! Need even more definitions?
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Ask the Editors Word of the Year: Literally How to use a word that literally drives some people nuts. Is Singular 'They' a Better Choice? So what can managers and entrepreneurs do to promote a healthy, positive inner work life among employees? A pat on the back or a company Ping-Pong table is always welcome, but what Amabile and Kramer discovered was much simpler: People have their best days and do their best work when they are allowed to make progress.
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Our research suggests that most managers are not in tune with the inner work lives of their employees; nor do they appreciate how pervasive the effects of inner work life can be on performance. Fostering a positive inner work life, then, can be as easy or difficult as this, Amabile concludes: Support employees' progress in their work every day.
Set clear and meaningful goals for them; provide direct help, versus hindrance; offer adequate resources and time; respond to successes and failures by drawing on the experience as a learning opportunity, not just a moment to praise or reprimand; and establish a culture where people are treated with respect. Amabile says that the study of creativity at business schools is a relatively new phenomenon, dating back to the s or so.
get down to business
At HBS we define entrepreneurship as the pursuit of opportunity beyond the resources you currently control—so, obviously, creativity is a big factor. In her new elective course, Leading Innovative Ventures, HBS professor Mary Tripsas introduces conceptual models to help students launch and creatively manage new businesses, including both stand-alone start-ups and ventures operating within an established organization. Tripsas has developed a number of cases for the course, including one on the Montague Corporation, a company based in Massachusetts that manufactures high-quality folding bicycles.
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The case illustrates the difficulties faced by a new company introducing innovation within an established industry. The challenge is to change the beliefs and behaviors of both consumers and the distribution channels so that Montague folding bicycles have legitimacy. Harry Montague, an avid cyclist, is an example of the sort of "user-entrepreneur" studied by Tripsas. He designed and built a prototype in his spare time while fully employed as an architect and discovered that others wanted to buy one. Today, Montague is the world's leading producer of full-sized folding bicycles, and its products have proven durable enough to be air-dropped for use by paratroopers in the U.
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Radical innovation that creates entirely new industries is another course focus. In a new case about Linear Air, founded by William Herp MBA '89 , Tripsas explores the emergence of "air taxis," a novel service based on a new class of light, economical jet aircraft that have come on the market recently. The ability to respond quickly to changing market conditions also demands high levels of creativity, whether the organization in question is a fledgling venture or, in the case of Fujifilm, a company approaching its 75th anniversary.
A Second Foundation , a case coauthored with HBS associate professor Giovanni Gavetti and Yaichi Aoshima of Hitotsubashi University, Tripsas presents the instructive dilemma faced by Fujifilm as its core film business vanishes in the wake of advances made in digital technology. So instead of focusing only on digital imaging, the obvious substitute for analog photography, Fuji now has the opportunity to branch out into new markets that exploit its specialty chemical expertise. The case details how President and CEO Shigetaka Komori implements a restructuring of the company in that involves letting go 5, employees and managing the transition to a more diversified product line based on the company's proprietary technologies.
In one instance, Fuji manufactures protective film for flat panel displays from cellulose triacetate, the same material that is coated with chemicals to make analog film.
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