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The world’s business environment is shifting as more people develop and grow businesses that impact the global economy. The entrepreneurial spirit is particularly vibrant in the United States, where approximately 550,000 ventures are launched each month (Scarborough 1). However, while many people come up with ideas, very few act on them to create viable businesses. Understanding the factors that drive change agents to develop innovative solutions to complex problems is essential. While industrious individuals generate new ideas in the face of uncertainty, truly unique and successful ventures are generated by originals who seldom adhere to the rules that define entrepreneurship.

Originals are individuals who have unique ideas and take specific steps to see them materialize. They are focused on driving change and creativity, which is defined as the capacity to generate avant-garde propositions designed to solve specific challenges while utilizing existing opportunities (Scarborough 37). It is vital to note that these individuals have certain defining features. For instance, they often start late and may seem to procrastinate (Grant). Many originals get their best ideas when they temporize rather than act on specific projects. Individuals who rush to complete assignments are often deemed less creative than those who take their time and deliver at the last minute. However, chronic procrastination is associated with a decline in inventiveness. Therefore, taking some time to evaluate divergent ideas and think in non-linear ways boosts ingenuity.

Missing the first-mover advantage does not mean the new business will fail. It is critical for entrepreneurs to focus on defining and refining their ideas before jumping into the market. First movers report a 47% failure rate compared to 8% among improvers who take the time to evaluate the conditions before introducing a product (Grant). It is often much easier to make improvements on an idea than coming up with a new one.

Fear and doubt are common features associated with original individuals. This contradicts conventional definitions that highlight how entrepreneurs are “confident in their ability to succeed” and have an “abundance of confidence” (Scarborough 4). While they may look self-assured on the outside, originals experience the same anxieties that plague ordinary people. The key difference is that they have effective management techniques which help them focus on the main mission. For instance, rather than focus on self-doubt, originals distrust ideas and refuse to accept default options (Grant). They instead search for alternatives that best address their needs and expectations. Even though fear is present in every original’s pursuit of success, they are more scared of failing to try, which prompts them to exhaust all available options before giving up.

Originals develop hundreds of bad ideas before finding one that works. This aligns with the entrepreneurial spirit, which encourages individuals to keep trying even when they fail (Scarborough 39). Therefore, dedicating efforts to increase output leads to increased variability, which heightens the chances of creating something original (Grant). It is usually the case that the most successful individuals are the ones with the most failures because they made numerous attempts and continued working on their projects despite facing numerous challenges.

Originals, unlike conventional entrepreneurs, have characteristics that may seem to contradict the conventional wisdom that governs business. These individuals are not always confident and may not rush to launch products in an attempt to capture the market. Instead, they procrastinate, are filled with fear and doubt, and often develop many bad ideas. It is worth noting that these traits allow them to think non-linearly, focus on their goals and increase the odds of achieving something remarkable.

Works Cited

Grant, Adam. “The Surprising Habits of Original Thinkers.” YouTube, 2016, Web.

Scarborough, Norman. Essentials of Entrepreneurship and Small Business Management. Pearson Education Limited, 2011.

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