In keeping with our discussion of whether the law provides roadblocks, or a safety net, for entrepreneurs, this article adds an additional layer of interest: whether licensure requirements specifically are helpful or harmful to entrepreneurs. Wisconsin has found that licensure requirements may be negatively affecting entrepreneurship and growth.

The article states: “Wisconsin’s below-average startup numbers may be dragged down by a number of factors, and excessive licensing is one of them. The state should seize on the opportunity to begin tearing down unnecessary fences to entrepreneurism.”

Notably, as well, the article states that “these barriers often go unnoticed until the entrepreneur runs up against them.”

Ultimately, the article notes that a reduction in licensure “encourages the free flow of talent and [] lowers barriers to entry into the startup economy.” This may be an area to continue to watch in the future, to determine whether “a proposal by Wisconsin Gov. Scott Walker to create commissions to scrutinize proposed and existing occupational licenses” gains traction, and whether other states follow suit.

This is a very fascinating article about Target’s recent decision to hire social entrepreneurs to lead its “Entrepreneur in Residence” Program (EIR).

The article writes of the EIR Program: “Launched in March of 2015, the program serves as an in-house incubator for disruptive business ideas. The goal: To help Target, with its nearly 1,800 stores and 340,000 employees, think like a startup.”

The article touches on numerous aspects of our class discussion: disruptive innovation, design thinking, benefits of entrepreneurship, differences between managing a larger company vs. managing a start-up company, and “corporate roadblocks” often involving the law.

The article states: “On paper, innovating a traditional company from the inside out seems like a solid idea. In reality, it remains to be seen whether Target can incorporate new, untested practices into its long-term strategy.”

A strong article that offers an inside look at Target’s business strategizing — and at how entrepreneurs are adapting to working at a Fortune 500 company. Indeed, as one EIR leader states: “There are inherent cultural tensions that stem from operating a startup within a Fortune 500 company.”

This article describes how designers are restructuring a Cook County courtroom to make it more “humanizing.”

In addition to the parties of a particular case, up to 9 different agencies interact in the Cook County courtroom within the span of 37 seconds.

The article describes the problems with the current courtroom design: “The courtroom was originally designed for regular trials, not bond hearings. A giant jury box takes up much of the space, even though there isn’t a jury. The placement of the judge’s bench, at an awkward angle in the corner, makes it hard for family members in the audience to hear what’s happening. A constant stream of people walk through the courtroom, disrupting proceedings.”

Then, the article discusses the benefits of the new design: “The new design improves acoustics, gives everyone a clear place to sit–with the defendant lined up directly in front of the judge–provides a place for detainees to compose themselves before they step in front of the room, and minimizes movement as the judge talks to each party and deliberates.”

Like Tom Kelley stated: “Inspiration often comes from being close to the action.” (Kelley 31).

Here, the designers appear to have done their homework and have the “observation-fueled insight” for which Kelley advocates. (Kelley 26). The article states: “After the designers watched an attorney bring up information for the wrong client, they also created a new organization system for files. The design also adds infographics in the hallway outside explaining the process.”

Worth the read!!

Here’s a website that hasn’t been mentioned in any of the blog posts yet: http://thelawentrepreneur.com/

It’s filled with podcasts and blogs about the intersection of law and entrepreneurship, written by Neil Tyra, a lawyer who opened his own practice.

I found this article quite interesting as it details the work of Sarina Prabasi, a Nepalese born woman who serves as the CEO of WaterAid America. I found it particularly interesting that she notes it was easier to get Americans to sympathize with the cause in the aftermath of the Flint crisis in Michigan. Empathy is always easier to come by when there is a degree of relatability to be seen, and this is a prime example.

Prabasi first opened a fair trade coffee house in New York City in 2012, and through her experience in that ended up rising to her current position. The pattern of starting a socially beneficial business on a small scale and eventually going on to become a leader of an NGO is really quite amazing to me. If more people did the same, the scope for growth of social entrepreneurship could be exponential.

http://www.wateraidamerica.org/press-release/wateraid-america-welcomes-new-ceo

One man did what large companies could not do.

http://www.latimes.com/business/autos/la-fi-hy-air-conditioned-helmet-20170401-story.html

Steve Feher, a repeat-inventor—who also has patents “on similar thermo-electric principles…that cool the seats in vehicles built by Rolls-Royce, Bentley, Ferrari, Infiniti, Lexus, and GM,” as well as a patent on a ventilated blanket for hospital patients—has invented and patented an air-conditioned motorcycle helmet.

The article reminded me of our reading by Tom Kelley, “The Art of Innovation: Innovation Begins With An Eye.”

There, Kelley encouraged budding entrepreneurs and innovators to “keep close to the action.” He stated: “Whether it’s art, science, technology, or business, inspiration comes from being close to the action.” (Kelley, 31).

Kelley argued that “sensory immersion” can lead to inspiration—which is exactly what happened here. Feher is an avid motorcyclist. He picked up on a problem that he and others were experiencing and created a solution.

Notably, as well, the article also discusses how his invention may actually encourage riders to wear helmets even when the law does not require it. It’s interesting that a single change to an already-existing product can have such a snowball effect.

Even though this article is about the role of the CFO in leading the company and fostering a positive “corporate culture,” I think it also applies to the “founder” of a particular business.

For example, the article discusses that CFOs have a responsibility to “foster collaboration,” “sit alongside [the] product development team,” and, ultimately, to “create a culture that inspires.” The “CFO” described in this article is thus very similar to an entrepreneur. Just like CFOs, an entrepreneur also has these responsibilities in addition to managing finances. An entrepreneur is often the CFO, CEO, and COO all wrapped up into one person.

Notably, as well, the article discusses “archaic leadership approaches” of the CFO who only focuses on crunching numbers. We’ve talked at length about the changing definition of an “entrepreneur,” and it’s interesting that it’s not simply one position that has been developing over time, but companies as a whole that are evolving.

A benefit of being an entrepreneur is the idea that you can “be your own boss.” Of course, that doesn’t mean that entrepreneurs are cut off from the rest of the world. This article describes how entrepreneurs are constantly negotiating, and the author offers his firsthand negotiation advice. He encourages a highly tailored approach, stating: “Entrepreneurs who enter into negotiations with a simplistic, one-size-fits-all approach, the fallout can have long-lasting effects.”

 

We’ve talked about online college programs as innovative disruptions that have continued to rise in popularity over the years. A similar innovation is the concept of working remotely. Today, working remotely is not only for “freelancers,” but for actual employees.

Interestingly, this trend has been able to grow only because of innovations in technology. It’s fascinating to consider how changes in technology can have a butterfly effect on workplace culture and employee structure. Indeed, this article states: ‘Technology has enabled work environments that are much more flexible and customizable.”

One company, Remote.com, celebrates “work without boundaries” and has “connect[ed] 2 million+ professionals with remote and freelance jobs using artificial intelligence.” Interestingly, their website further states: “our community of talent and technology is second to none and trusted by everyone from the largest companies in the world to one-man shops.” Indeed, their website includes logos from Google, ebay, FedEx, and Fox. Other companies also exist that foster digital remote employees, such as We Work and Remote Year.

I see some comparisons between digital learning and digital remote work. Although both are unconventional, I think they both try to fill unique niches in the market. For example, digital learning eases cost for students, whereas digital remote work eliminates the need for a commute. Both also foster flexibility.

Both also have similar downfalls: for example, neither creates a brick and mortar “community.” Still, the companies promoting working remotely often combat this by allowing employees to “find private offices or shared desks” to join (We Work) or by allowing their employees to travel the world with other site users who are working remotely (Remote Year).

The trend for digital employees has been gaining traction; indeed, Remote Year has been featured in Forbes, The Guardian, The Wall Street Journal, The Washington Post, Business Insider, and The Huffington Post, to name a few. Perhaps we will see the trend of digital remote employees continue to rise, just as we have for digital learning at various universities and colleges.

I found this article to be particularly interesting. Many people, when attempting to solve a problem, or enter into a new market, invariably ask “how?” E.g., “How can we solve this problem? How can we enter that market?” Often, as the article propounds, people fail to ask the most pertinent question in any successful endeavor: “Why are we solving this problem?” Why should we enter this market?”

As our group was brainstorming various social problems to tackle, we perpetually asked: How? What? Where? But, we drifted away from asking “Why?” It was only after we starting asking “Why?” that our idea really took off.

https://www.forbes.com/sites/larrymyler/2017/04/11/why-is-the-most-important-question-an-entrepreneur-will-ever-ask/#7d88650778b5