Entrepreneur 12 Rule

In the early days of the second company's Attania, Maikwick decided to write a book on the story of his first company, Neoforma, which is the "Start something" later. In order to record as much excitement and frustration as he had experienced in Neoforma, he spent two years collecting, collating and studying past data.　　In the end, this diary book is a complete description of the Neoforma from a few small companies into a market value of 3 billion U.S. dollars of listed companies, and then encountered difficulties, the rapid decline in the stock price process. Maikwick in the process of the biggest sentiment and product or market independent, he realized, in fact, the enterprise culture in the deeper decision of the company's success or failure. This includes staff and cultural fit, managers how to adhere to the enterprise's own culture and development path, etc., although these usually belong to the category that the entrepreneur ignores. "It's equally important for entrepreneurs to deal with people-related things," he says, "but most people don't notice it." "In the Neoforma before and after the listing, Maikwick withstood unprecedented pressure," all kinds of problems are entangled together. He kept telling himself that things were always going well. When reviewing past experiences, Maikwick felt it was a valuable asset. In "Start something," he summed up his personal feelings as the entrepreneur's more than 10 points of attention, Symantec Company co-founder Dennis.　　Coleman (Denis Coleman) After reading, that these are "spent many years to finally learn to understand." The first is how to manage the internal company. To hire employees, you should first consider whether they are consistent with the company culture, followed by experience and ability. Small company employees are very easy to feel isolated and disoriented, when managers should understand the full communication, reasonable authorization, so that employees feel their own value. More importantly, after the authorization, the manager is not completely hands-off.　　Larry and Emma used to be Neoforma's two department heads, and because of their lack of communication and management, when the founders finally found out, the culture of their department was not in tune with the company's overall culture, Maikwick that it was a major mistake. In the face of the outside world, the customer is particularly important. Always from the customer's point of view to think about the problem, customer dissatisfaction can often be translated into good things. Neoforma's website had just been built, Maikwick's picky father-in-law was unable to raise objections to a number of unsolicited emails. Neoforma employees work overtime to complete this improvement, only to ensure that the subsequent 20,000 messages per week to send and receive smoothly.　　But in the face of competitors and investors, the attitude of entrepreneurs should be retained, "Do not be led by the nose." Finally, the problem with the entrepreneur itself. Maikwick that entrepreneurs should have a clear stance and judgment, the golden mean state usually does not bring balance. In addition, to avoid quick success, "to do one thing well,Do the next one. " There are usually a lot of people in the company who give entrepreneurs lots of advice, but entrepreneurs themselves have to learn to control the pace of the company's development. His other two suggestions are to be honest with yourself and enjoy the process of creating and contributing. If the entrepreneur does not have these two points, it is difficult to imagine that he can build a good corporate culture.