 Ladies and gentlemen, very warm welcome to module 152, challenges to the corporate entrepreneurs. A very important topic, we will discuss and we will try to ingrid the challenges to the corporate entrepreneurs, what are the challenges could be. The corporate entrepreneurship is not without its problem, one it is very much important. You must have it because it is the turbulent way, it is turbulent exercise to create the corporate with entrepreneurial development, because it is the holistic, because here we have to understand the behavior, here we understand the human management, here we understand the heart to heart management, here we understand the psychology, here we understand to develop the human capital and along with the technological advancement, we have to train them with the training, I want to talk about the training here, for the organization I have mentioned in a book, doc can be trained, horse can be tamed, but hawks can only be facilitated. In the 21st century you have to have developed hawks, you need every kind of care, but every kind of temperament, every kind of aptitude, and every kind of passion, now develop there, don't force them to make them by your understanding, they are not like what they want to make, they are not like the pebbles of mud, they are not raw mud that you are looking for, you see their passion, hawk can be tamed, the lion can be tamed, but you start to run away and run away, nonsense, so try to avoid this nonsense, now moving on, a study revealed that generally independent venture capital based start, apps by the entrepreneurs tend to outperform corporate start-ups significantly, and fallings are the three major challenges facing corporate entrepreneurs, difficult in the long term commitments, this is the biggest problem, if you want to run a corporate start-up then you have to fulfill your commitments, lack of autonomous decency, autonomous decency are no more decency, one man decency, one man thinks that I am right, one man thinks that I am wrong, one man will value it, one man will say that I am right, where is the board, where is the people, where is the 10, 20, the top supreme council, you must have to have the supreme council, you must have the decision making board, you cannot take any decision without any consensus, or if you want to take a decision then you must have to have the failure, or the, if you are winning then you win, if you are losing then you lose, if 5000 people are also failing then it is your failure, and if 5000 people are winning then that is a dictatorial idea, autocracy, so organization autocracy doesn't give birth to entrepreneurship, normally dictatorial ideas are in entrepreneurship, but autonomous of the decency and the lack of autonomous ideas is a big factor, and then is constrained environment, how to deal with the constrained environment, triple constraints normally are cost, scope, quality, you have to see your projections, pre-fisibility, visibility and then post-fisibility, and then you have to see your outcomes, input, process, output, and then let's take an example of IBM, allowing autonomy, how they solve the challenges through the corporate enterprise, let's understand IBM's example, we tried to understand, IBM the company developed the independent business unit concept, in which each unit is separate organization with its own mini board, a very good example there, which I gave an example that one person here is taking a hard decision, is taking a wrong decision, and the good thing about that is that it blames the whole organization, I have seen a lot of people who are in complete failure, and as much as they are saved, that is a lack, and that lack is due to their two numbers, but as much as they are initiated by projects, they all fail, they all fail because if you look here, if IBM does it, it has developed a mini board of directors, in every unit, every unit has a mini board of directors, which I have just talked about, that your council of superiors should talk about it, like how Aristotle said, Socrates said, Plato said, you should go into Greek philosophy, Roman philosophy, so you see how they do it, here mini boards of directors, an autonomous decision making authority on many manufacturing and marketing issues, discuss what is happening in production, what is happening in marketing, what is not happening in production properly, what are the problems in its practicality, what are the problems in its procedures, what are the problems in its job done, what are the marketing issues, what are the sales issues, what are the people, how will it be competent, how to create hype, how to create hyper-hype, and if you have created hyper-hype, you have developed supernova type of things, and the product is small in you, then how will it go, then another example, so here I have told you that here in the independent business unit, in big businesses, small units are made, units are divided, and mini board is made, one example of the 3M resolving constraint in the environment, 3M allows the employer to devote a percentage of their time to independent projects, this enables the devisions of the company to meet an important goal, to generate a significant percent of sales from a new product, this idea, they said that if you impart time, you become the shareholder, you imparted time, your sharing is done, after sharing, they did not let that product be missed, so here also people management is done, so 3M came here to consider the issue of the environment, to take the time and be the part and be the shareholder, so I have told you these two solutions, and you remember this, in big units, you are exemplary, I must be listening to CEOs, our students must be listening, and the big corporations who want to make mini boards, make mini boards in every place, and go with consensus, for example, with consensus, is there anything visible or not, it is not just the sleepover ideas, you sleep, idea and you launch, this is not fair to the corporation, so for the corporation, corporation needs a lot, thank you very much.