The Entrepreneur: Organizing His Enterprise

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By: Jon Rappoport
June 12, 2017

“We’re talking about design features and how you put things together in an organization, a business. Does the business look like a rocket or a blob of a government agency?” (Expanded Games, Jon Rappoport)

This piece is based on years of working as a consultant with private clients, and also on the research that led to my three Matrix collections.

People tend to have pre-set ideas about organization.

Some of these ideas stem from understanding what a business needs to do, in order to survive. They’re useful ideas.

But other ideas are “inherited”; they’re automatic; they’re put into action without conscious thought.

The first big principle SHOULD be: organization is an EFFECT of what the entrepreneur is trying to accomplish. Organization isn’t a CAUSE.

There are companies that—if they were airplanes—would find themselves housed in supermarket parking lots. The companies are that weird. They’re organized in ways that really have nothing to do with their aims.

“Well, we must have Department X and Department Y, of course. We’ll figure out later how they contribute to success.”

But later never comes. Those departments turn into significant roadblocks and obstacles.

Often, the entrepreneur doesn’t see himself as a creative organizer.

He doesn’t ask himself this question: “Given what I’m trying to do here, what’s the best way to configure my enterprise so all the energy is moving forward?”

If he did consider that question seriously, he would deploy his imagination and come up with very interesting and vital answers.

The shapes of organizations aren’t written in stone. Except when dull minds put them together.

The entrepreneur is always ready to shift strategies when they aren’t working. He should also be ready to reconfigure his organization when it isn’t working.

Buckle up—here’s a little story most people wouldn’t understand or believe: I once had a client who was ready to start a new business, but he was mired in trying to organize it. I gave him a daily writing exercise: describe all the most absurd and ridiculous ways you could put your business together.

After a few weeks, he suddenly and spontaneously came up with a few highly original and workable ideas—these ideas came out of his imagination, which was stimulated by inventing The Bizarre. “Things that made no sense” led to breakthroughs.

This is an approach people overlook because they are too timid in how they use their imaginations…they try to imagine “standard solutions.” This is a contradiction in terms. Imagination operates by going out on a limb. Then good new ideas arise spontaneously. Most people don’t grasp that. They ignore a whole dimension of their innate power.

You want to know what’s really bizarre? Imagining what already exists.

In the area of organization, people do this every day. And, as a result, they eventually find themselves dealing with all sorts of problems, and they don’t realize where those problems are coming from.

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The entrepreneur/visionary and his challenges

Jon Rappoport
November 15, 2016

This article isn’t about tax rates and government red tape and intrusive regulations. Those issues are, of course, very real.

This is about the person who has large dreams and ambitions, and has launched them, or is on the cusp of launching them. He appears to be a dying breed in this society, but he is not. Under the surface, out of the limelight, there are many, many such people. I have worked with some of them in my consulting practice, and I admire them. They have escaped from the dependency culture. They have energy, and they move forward. They don’t set gross limits on themselves. They understand the founding ideas on which this country was built.

On one level, the share the trait of resistance. They don’t back down and opt for safe and easy solutions. They don’t bow down to the system or prevailing trends. They don’t obsessively look for excuses. Wearing a nicey-nice mask isn’t their main goal.

They deal with challenges. One, of course, is building something from the ground up. Another is building a vision into the world without scaling it back so far that it loses its unique scope, size, and power.

Entrepreneurship has a counter-intuitive core. The more the enterprise is built to the scale of the original dream, and the less it is compromised, the greater the chances of success.

This is something most people can’t fathom. They see compromise as the ultimate instrument. They deploy it whenever they can. They strive to become experts in its use. They see invention and creation as entirely dependent on the public’s “lowest common denominator.” This, to them, is the way reality works.

And on one level, they’re right. But this isn’t the level of the person with a vision. How thrilling the enterprise becomes when it is built to be everything it was meant to be—and when, lo and behold, people respond—as if they’ve been waiting for it, for a long time. Then the entrepreneur/visionary realizes how reality CAN operate. It’s a revelation. He experiences it.

The entrepreneur needs to inspire the people he works with. Committing to his own vision through thick and thin, he has to keep it fresh and new. Even if, at times, he feels as if he’s rolling a huge stone up a hill, he can’t let the vision merge with that stone. He has to keep the vision pure. His ace in the hole is he WANTS to keep it new and pure. His final challenge is avoiding becoming rigid as he keeps the vision secure. He has to pour an elastic and far-reaching energy into his work. He has to be able to be spontaneous—there are many times when improvisation in the moment is his best ally.

If all this seems too much—it isn’t. Deep down, the entrepreneur knows it. He is tapping into a well that is bottomless. He comes to understand this secret. There are no limits.

His imagination and creative power have no boundaries.

The entrepreneur can cross a threshold and find that his work and goals have expanded to such a degree that he has become a true visionary. What he once thought was the end of his ambition was…

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Entrepreneur Quits Financial Industry to Bring Leftovers to Hungry People

Christina Sarich
February 2, 2016

It doesn’t matter who you are; experiencing the high from taking perfectly good food from restaurants and local businesses that would ordinarily end up in the trash and giving to the hungry will change you. Even for high level business men making millions, giving back could beat any bull market rush.

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Robert Lee would know. He left his high-powered job to start feeding the hungry and keep good food out of the waste stream.

The co-founders of Rescuing Leftover Cuisine, Robert Lee and Louisa Chen were both part of a university organization called Two Birds One Stone, which delivered leftover dining hall food on campus to homeless shelters. Through their volunteerism, the two learned best practices for the operations side in delivering food, fostering relationships with key partners within the industry, and the management skills needed to make it all work.

Lee has said, “It was kind of shocking to see how much food waste was happening around campus. I wondered: Why doesn’t every institution do something like this?”

Lee has been called the ‘Robin Hood of Leftovers’ for good reason. He has already ‘rescued’ and donated more than 290,000 meals since 2012 for those who often go without ample food. His organization, started in 2013 and called Rescuing Leftover Cuisine, saves food from the abundance we throw away every year. As his website details, millions suffer from food insecurity every year, and we throw way enough food just in our country to practically feed the entire world.

article-Scribble Food Waste

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