The development of an appropriate model for the business’s sustainable growth in the future is immeasurably important for any entrepreneur. The company’s core strategy, mission, and values, access to strategic, partnership networks, inner structure and organizational culture, and relationships with customers constitute an efficient business model of high performance. Power, influence, survivability, market leadership, and the ability to accommodate key customers’ growth and attract talented and qualified workers define successful business based on an appropriately chosen business model, as well. At the same time, although multiple factors should be considered in the development and implementation of the firm’s action plan, there is an additional and perhaps one of the most important components of growth management – an entrepreneur himself.
Since my work in the Human Resources department at Valtra in São Paulo, I have noticed that people, their abilities, motivation, and skills, both personal and professional, determine almost everything in the successful performance of the company. Thus, an entrepreneur, his professional skills, and learning abilities, and personal characteristics, in particular, are even more important as the head of the firm has the most significant impact on its growth in the future. A competent manager should evaluate his strengths and weaknesses to identify his contribution to the business development and the ways of its improvement.
In general, entrepreneurship may be defined as the transformation and implementation of ideas and the recognition of challenges and opportunities for thoughtfully planned ventures. Thus, it is clear that successful entrepreneurship should be creative. She should understand that the business world, local and international markets, economics, and people’s like in general and constantly changing and only those people who are always aware of innovations and not afraid to use new opportunities and sometimes fail will succeed. Unfortunately, I may define my fear of mistakes as my main weakness that may have a negative impact on my experience as an entrepreneur.
Working in the human resource department of Valtra, I aimed to improve my performance and become highly efficient following all recommendations and rules. As a result, I tried to avoid all challenging situations that may lead to my error. Nevertheless, I should realize that risk is frequently essential for sustainable growth, however, this risk should be verified by evidence. That is why I will try to be more open-minded and brave in relation to business decision-making, though applying my main strengths, including hardworking, perfectionism, and constant eagerness to learn. Monitoring modern tendencies, customers’ demands and needs, and what other companies offer on continuing basis help me face challenges.
I was always thinking that the development of an efficient action plan and its unfailing implementation determine sustainable business growth. Working in the human resource department, I perceived employees’ complaints and dissatisfaction highly painfully, believing they are not just as I followed all regulations and did my job right. However, with time, I have learned to look at the same things from various perspectives and understood that an efficient business plan should include people. A competent entrepreneur should listen to people, both his employees and customers. No action plan may be regarded as efficient if it is non-flexible. It is my personal belief now that only people determine the success of almost any organization. That is why their opinions, demands, suggestions, and needs should be considered.