This is the 3rd book from
Prachi Garg I am reviewing, and each has added value to me as a professional.
It has also given deep insights into what the new India is doing, as well as
given me a fascinating insight into the minds of today’s youth. 20 case studies
on youth enterprises can be shrugged off; 40 can be dismissed as the product of
research and hard work on the part of the author, but when it reaches 60, and
the third book, {added to the other books now emerging in the market} it all
comes together to create a picture of a new India that is slowly beginning to
emerge from the shadows of the older more staid India we are all used to seeing…
THE BOOK
The book is a series of 20 stories of
20 startups founded by brothers and / or sisters. The concept itself is
riveting and fascinating; it is hard doing business within family, and can
cause serious issues and misunderstanding simply because the expectations are
much higher in such cases, the demands more strident. Thus reading 20 such examples
of the stories of brothers and sisters getting together to go into business was
too incredible a concept to pass up and forget to read.
As in the previous two books, once again
we are treated to a series of new concepts, ideas, methods and business scenarios
to twist our minds around. These range from Fashion, Technology, Baking,
Language, music – till upto footwear. Here you will find innovations, new methods,
or simply a better way to do something that is done just about everywhere. It
is all there – in these pages full of 20 real stories of people who took risks,
backed themselves to the hilt, and succeeded. But over and above this, this
book is the set of stories of human relationships and how to manage them…
THE ANALYSIS
First of all, this is, strictly
speaking, not a set of business case studies; this is more of a series of human
stories, stories of relationship, or doing what the world says one shouldn’t {mix
blood ties and vocation}, and manage both, the relationship as well as the
business. This can be a deep and lasting lesson in managing relationships in
business {whether blood ties or not, makes no difference – the concepts we see
here are applicable everywhere}, as you begin to spot vital clues and hints,
and slowly, by reading between the lines, identify the common thread that runs
through all. This is something each
person has to learn him or her self, so I advise you to read the book for more
on this.
Relationships and inter-personal
skills are vital to any business paradigm; and this set of stories gives ample
reason for us, all of us professionals, to examine this aspect in our profession,
wherein too often the KRA gets precedence over the relationship. Moving on,
these stories also give deep insights into the power of passion and youthful
exuberance, and of dedication to a cause or a dream. On top of all this, the
power of communication, and reaching out for support, taking help – and how to
do it – is also another facet of this extremely interesting set of
observations. How many times have we tried to do things ourselves, not even
thinking of either delegating, or reaching out for help from peers? That is the key difference between the
manager and the leader… the leader recognizes his or her own shortcomings, and
does not flinch from taking support when needed. That is one of the keys for success.
Another massive plus is the presence
of both online and offline models, which is absolutely fantastic to read. Further,
one could also spot the marriage of both worlds in one or two cases. The reason
is that online and offline are actually supportive of each other, and not in
competition. Another fact is that in India, the large majority of consumers and
trades , by a factor of 6 or more is to 1, outnumbers the online business fraternity,
which is but a drop in the proverbial ocean. India does business offline, and
not online – this statement is despite me being a hardcore Telecom and Digital
Expert. As my upcoming article analyses
with 180+ actual readings in two cities, Internet speeds are abysmal – and this
is not conducive to real online and/or digital consumption. We are playing at
the top end of the market – despite the interior sales that happen. Another set
of governing factors are the real business paradigms that exist in most industries,
which necessitate an offline model. {More of this in the appropriate place}
Most of all, and above all, what these
set of books focused around the bootstrap entrepreneur teaches is what
bootstrapping entails, what to avoid, and what to do. The common thread in all,
the way they handled internal roles and finances, give a strong powerful learning
to all students of the startup space. Beyond
all of this, one realizes the insufficiency of proper guidance, institutionalized
availability of channels of support that are easily accessible and understood
by all. There is a strong case for a proper framework that can tap into
this spirit of entrepreneurship that is arising all across India. I am sure if
someone goes into the hinterland and/or offline models, a similar vein of
entrepreneurs will emerge who are taking risks and doing the impossible without
institutionalized support. India is a large country – and we have thousands
more of such stories waiting to be discovered…
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