By Harvard Business School Publishing
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Extra resources for Harvard Business Review - June 2010
Sample text
Net THE BIG IDEA HOW TO STA RT A N ENTR EPREN EURIAL REVOLUTIO N The most difficult, yet crucial, th ing for a govern me nt is to t ailor the su it to fit th e loca l entrepreneu rial dime nsio ns, style, and climate. and package coffee to international standards and connecting the m to ove rseas distribution cha nne ls. Rwanda's immediate priority was to provide gainful employment to millions of people. Its efforts led to about 72,000 new ventures, almost entirely consisting of two- and three- person ope rations, which in a decade tripled exports and reduced poverty by 25%.
They must follow an incomplete and ever-changing set of prescriptions and relentlessly review and refine them. The alternatives-taking decades to devise a model set of gu idelines, act ing randomly, or doing nothi ngall are unacceptable. But the governme nt canno t do everything on its own; the private and nonprofit sectors too must shoulder so me responsibility. In nu mero us instances corporate executives, family-business owners, universities, professional organizations, foundations, labor organizations, financiers, and, ofcourse, entrepreneurs themselves have initiated and even financed entrepreneurship education, conferences, research, and policy advocacy.
In fact. they may want you. but that doesn't mean they like you. Where, in a physiological se nse , does t his lust/ loat hing thi ng come fro m? We've started to look at that. Ab Litt, my research partner, is examining the neurological aspects. Are desire and satisfaction governed differently in the brain? We found, for example. an odd correlation:The lusting/loathing effects were more intense with people who were less emotional, as measured on standard scales. "Emotional" people did not show the effect as strongly.