Atasha is the blue sky thinker with feet on the ground. He has garnered a reputation as Professional Business Adviser and a driving force behind Digital Economy evolution in Malaysia. He has successfully helped world’s leading multinational brands from Fortune 500 -listed companies in a variety of industries as well as small and medium businesses to develop leaders and accelerate organizational performance. He is described by clients and partners as a “most grounded yet macro person, solution-oriented, excellent connector & strongly driven to make a difference.” He advises business leaders on how to thrive in the Digital Era and connecting them to business and investment opportunities. http://mohdatasha.com/ Professional Recommendations: “Atasha is a very helpful mentor to guide startups through all things, determined and passionate. We have learned plenty from his sharing and experience of how investors and analysts see startups. A lot more to learn from Atasha.” Ng Yi Ying, Chief Executive Officer, Moneybay, Malaysia & China “Atasha is a great asset to the digital economy community. He brings invaluable knowhow, experience, understanding & thoughtfulness to his interactions with stakeholders & participants across the spectrum. He is a great enabler, very personable & deeply perceptive, and strongly driven to make a difference. He is highly effective at discerning solutions and making meaningful connections, and it has been a pleasure indeed to work with him.” Leon Koay, Managing Director, Bangsawan Group, Singapore “Atasha and I worked together while I setup my software company in Malaysia. Atasha has a keen eye for combining industry needs, with solutions which may or may not be available yet. He uses his IT background with his diverse industry knowledge to come up with innovative solutions. It’s been a pleasure working with Atasha, and I recommend him for positions where business, innovation and information technology come together.” Menno Valkema, Co-Founder, LizardApps, Netherlands
This is really about enhancing Leadership team capabilities and creating the right organization culture to make it happen.
Let me begin by saying: The center of Leadership is about "influence"... and the center of influence is about "relationship".
It goes back to the relationship of Leadership team with employees at all levels in the organization which will motivate and inspire employees to "always do their best for the organization, even when no one is watching". To do that, you need to give them a BIG WHY that is really relevant to them.
The pace will be much better once, they feel motivated and empowered.
I enjoyed reading comments from other experts here which has provided good insights and perspectives. if I may add a little bit.. creating a high performance culture is a journey that I recommend you to work on for your business. the people in the organization needs to acknowledge that there is this problem. It can't be only you feeling the heat, but, others must also understand and acknowledge the situation. your ability to create a good dialogue with your stakeholders - to negotiate on your way forward is KEY. start with seperating people from problem. if you think people is the problem.. it is very hard to get a dialogue..
I also think you need a good break too.. and come back when you are ready. good luck!
Get partners and leverage on their network to grow your business - they could be an active member CIO network. When it comes to hiring people, embrace diversity of strength. try not to hire the same "type" of people to work in your business. this can be done by asking the right set of questions during interview.
I would recommend to have a growth head for large corporations to seriously looking into innovation to identify next sources of growth. The head of growth in large corporations required a different dynamic compared to startups in terms of scaling, the ability to execute change, maturity, systems. the key is to identify, type of growth required by the company if whether to grow aggressive, organic or just a specific new areas that you need to focus. Different type of growth required different skillset and dynamic to make it happen and ensure it is align with overall plan of a company. Specifically in financial sector, the head of growth is to do "industrial espionage" work or we called it as stalking. Stalking has been always been underrated strategy but it has proven it can be a great tool to succeed.
In terms of validation, there is no right or wrong.. phone or email is just a tool. i would prefer face to face interaction during targeted networking session.
preparation before you proceed with validation is important. start with potential client that you're comfortable with.
The easy part to ask questions.
The real work is
1. to define the right question to ask
2. establish a connection with potential client before you ask question.
I've seen many entrepreneur ask questions for validation.. end up not getting the real answer, because their respondents somehow not ready to answer it.
I hope this tip would be useful for you. Good luck.
Both yourself and partner may need to come up with the agreed calculation method to calculate the weightage of Contributions from both of you. The basic idea is to :
1. quantify both contributions
2. convert it to percentage
so you can determine the profit sharing.
Don't confuse yourself or the customer.
It goes back to your objective of the meeting. Different objectives may set different way and intonation of discussion. If your objective is to sell the solution, you may need to prepare the relevant sales kit. If you set the right expectation, it will be much easier for you to navigate the discussion.
For meeting senior executives, it is always good to know the company information, his profile, who is he in the company, what he have done or future projects.. but as our friend Jacob said.. Don't be intimidated by him or his position.