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  • Sara Jurado 9:00 am on July 16, 2013 Permalink | Reply
    Tags: , entrepreneurship, intrapreneurship,   

    Work systems based on employee innovation: Intrapreneurship 

    Estimated reading time: 4 minutes

    Today’s employment market demands versatility and creativity. Professional career paths are less uniform and being flexible is essential for finding success in the job market.

    Intrapreneurs or enterprising employees share their attitude towards collaboration with the knowmads. They are so independent when carrying out their ideas that they are capable of causing an far-reaching change in the organization, involving others and captivating with their innovative business vision.

    (More …)

    • Julie (@hsinjuJulie) 2:19 pm on August 29, 2013 Permalink | Reply

      A nice and inspiring post! Word of the day ‘Intrapreneurship’ , something every employee should think about if they want to challenge themselves to achieve higher. Thanks for sharing

  • Jose Luis del Campo Villares 9:00 am on February 12, 2013 Permalink | Reply
    Tags: , entrepreneurship   

    Entrepreneurship within your own company 

    Estimated reading time: 5 minutes

    The truth is we usually associate the figure of the ‘entrepreneur’ to a freelancer who starts out their business or entrepreneurial adventure with much effort. In other words, that self-employed contractor known to us all.

    But if we go to the grain of entrepreneurship and, hence, the psychosocial characteristics of what an entrepreneur is, only one of those points indicates that they should be someone who starts up their own business. However, in recent years the idea has spread that an entrepreneur is synonym of someone who creates their own business or activity. That is merely a simplification of the profile and skills of an entrepreneur.

    The entrepreneur is also someone who cares about making their activity essential for the customer, that customers find their needs covered at all times; a person who is thorough and meticulous in what they do, even isolating themselves from their environment to achieve the goal set out, with an innovative spirit… We need to clearly distinguish between what an entrepreneur as we have identified it today is and what the entrepreneurial spirit is, as those special features in their way of working or thinking that a person of such characteristics has.

    If we think about the entrepreneurial spirit, why aren’t there entrepreneurs on payroll in companies? Can we say that the members of the R&D&i departments in companies have an entrepreneurial side to them? Why mustn’t an entrepreneur have a pay check? Let’s take the example of Albert Einstein, a man with entrepreneurial restlessness. Did you know that while he was inventing he worked as a civil servant? (when he was a young unknown physicist, employee in the Bern Patent Office, he published his theory on special relativity).

    The restlessness that an entrepreneur shows in their personality, their way of looking at things, their way of acting and thinking is not exclusive to freelancers; it can also be found in employed individuals.

    The big difference lies in the level of commitment held with the project being undertaken, as when you are freelance, it’s not just a job, it’s an entire life that revolves around the business; while when you are on payroll in a company, the commitment lies within a position, a salary and some duties and obligations, but your entire life does not revolve around what you do.

    For that reason, although for many it is not possible, we can say that there are entrepreneurs in companies, and it is this human collective that the HR department in organizations has to find, protect, pamper, as they represent the true talent within organizationsand that, unfortunately in this country, have always been underestimated. We business owners have always preferred uncreative employees that are meek and obedient over employees with initiative or entrepreneurs who, at some stage, may argue with their bosses.

    How can we cultivate an entrepreneurial culture within our companies and in our employees?

    Motivation, assertiveness, empathy, listening (not hearing) to what they have to say, making them part of the company’s success, valuing things done well… everything in short that should be the norm, but unfortunately is forgotten by many bosses in this country.

    Jose Luis del Campo Villares is a facilitator, trainer and coach. He cares about people and their lives within organizations; for that reason, he is a social media consultant and CEO of Socialmedia Network. Apart from several collaborations, he writes his own blog, which we highly recommend at Zyncro.


  • Eirene Ramos 9:00 am on November 26, 2012 Permalink | Reply
    Tags: , entrepreneurship, ,   

    Xavier Verdaguer: Enterprise Social Networks are useful, effective and fun (interview) 

    Estimated reading time + video: 3 minutes

    As part of our series of interviews with executives and business people, today we bring you the interview with Xavier Verdaguer, a serial entrepreneur who has founded several technology innovation companies, including the Imagine Creativity Center that generates innovative ideas, with projects in Barcelona and Silicon Valley.

    Xavier talks to us about the importance of every collaborator in the company being able to work sharing information, knowledge and socializing with other members of the organization. Here you have the full interview:

    Thank you for sharing your ideas with us Xavier! What about your organization? Have you begun innovation processes such as the implementation of an Enterprise Social Network? Try it out, and let us know what you think! 😉


  • Virginio Gallardo 9:00 am on November 14, 2012 Permalink | Reply
    Tags: entrepreneurship, , ,   

    Towards a new paradigm: The social dimension and innovation in business 

    Estimated reading time: 8 minutes

    The crisis we are currently experiencing is a crisis of paradigm, caused by a vision of companies and organizations where collective and social aspects are not relevant.

    The secret to the wealth of a country lies in innovation. But innovation is a social process that requires courage, being willing to reinvent yourself, and above all, leaders who encourage the collective dimension of our organizations.

    The quicker we understand and share that diagnostic, the better. But repeating the name of the medicine “innovation” over and over again is not enough; we need to swallow that pill and implement resources. The longer we wait, the more the crisis will grow.

    The new basis of competitiveness: The new paradigm of the “collective” side

    Our crisis is not a crisis as such, rather a change in social and business paradigm. To emerge from that crisis requires placing innovation as the main business challenge, which means finding new ways of managing talent collectively.

    The new paradigm involves speed, it involves understanding that what we know about the past will help us little in predicting the future. Success will be for those organizations that can learn, relearn and reinvent themselves the fastest.

    Reinvention involves collective learning, having the courage to change, and this requires great measures of leadership that favors collective change.

    The new paradigm involves complexity in a world where expiration and information surplus are unmanageable and that demand new ways of making decisions and a new type of leader who knows how to create collective environments, where the best decisions are made fast, that do not come to a standstill with the complexity.

    The new paradigm has become a management revolution, which is jacked up by technology. It’s a revolution of values that speaks of commitment, transparency, collaboration, meritocracy, creativity and talent as the new bases for innovation, but above all, that requires a new type of leadership that understands the social dimension of innovation, its collective dimension.

    Anchored in the paradigm of the individual

    The door to economic wellbeing, to emerging from the crisis, involves moving forward towards new destinations, proactive innovation or “changing things even when they work well before others do” in companies, social institutions and public administrations. However our leaders and employees still act in line with old paradigms. Our political leaders, our institutional leaders and our business leaders were born and brought up in institutions, administrations and companies created for another more stable, predictable paradigm where they have been socialized in antiquated norms and cultures.

    The economic crisis, the financial crisis, the institutional crisis is a management crisis and economists and politicians are not usually experts on this subject. The main difficulty in emerging from the crisis is a problem of “non-adapting” reference framework and expired cultural values that affect us as a society, but that especially affect our business leaders who should act as driving forces of change.

    Leaders are usually the reflection of the culture of our companies and society. Social change sparks a leadership change and leadership in turn causes social change. An equation that needs to be continuously rebalanced.

    The change of our leaders will happen out of the need for regeneration, for reinvention, for transparency, to understand the new paradigms, due to the cultural change of our institutions and companies: we urgently need leaders who quickly forget the rules of the past.

    The role of the leader as a driving force for a more collective leadership

    Often our leaders are not part of the solution, they’re part of the problem. Instead of promoting new values and new ways of management that generate wealth, they try to apply old solutions to new problems: they request more effort, they don’t ask for more intelligence or creativity; they ask for more discipline and order instead of giving more flexibility.

    New ways of understanding business, human talent, the role of commitment, creativity and the new values are the solution for an economic dynamism that promotes innovation.

    It’s about favoring social and economic environments that encourage new entrepreneurs and leaders. Business environments where the collective and social side are more important.

    Innovation is the business challenge of our century; it is a social process. Leadership is becoming one that promotes the collective aspect and collaboration. Individual talent is necessary but insufficient in itself: creativity and innovation are processes based on conversations, intelligence is becoming more collective, the we needs to be revaluated over the I. This is the major change in our organizations.

    The role of leaders is calling for change, giving more protagonism to social and collective mechanisms in the company. The role of the leader as a driving force for change is fundamental in creating these new innovative environments where the main mission of the leader is to lead others, to create more leaders, to generate learning, intelligence and collective decision in our organizations (businesses, public administrations and social institutions).

    Generating wealth is something done from the company, by the entrepreneurs, by the public administrations and institutions, and if the nature of the rules of management, if the management is based on the past, the so-called crisis is set to continue.

    Will we have leaders to act as driving forces of change? How do we encourage the change?

    Virginio Gallardo is Director of Humannova, a HR consultancy specialized in helping lead innovation in companies and manage the organizational transformation. He is author of the book “Liderazgo transformacional” and coordinator of Liderazgo e Innovación 2.0. This post was originally published on Supervivencia Directiva where you can follow his thoughts.


  • Joan Alvares 9:00 am on November 13, 2012 Permalink | Reply
    Tags: , , entrepreneurship   

    Business owner or entrepreneur? 

    Estimated reading time: 3 minutes

    Some people say that they are simply two ways of saying the same thing. Or that one leads to the other. But not all business owners are entrepreneurs, nor are all entrepreneurs business owners. The person who inherited a family business from his/her father, or grandfather who originally started the business is not an entrepreneur. Just like many people who, leaving their jobs to devote themselves to their passion and risk their savings for an idea, are not business owners, with a formally set up company.


    Some may never set up one, or get lost along the way, but that doesnt mean that they are not entrepreneurs or have the merit of being one.

    Undoubtedly “entrepreneur” is one of those terms that has been so abused recently that it makes you yawn just on hearing it. Today in any academic event, professional congress or business incubator, it is called upon with an almost obscene frequency. As if entrepreneurship were an end in itself. Or the only solution to recession. As if those who have voluntarily chosen to work for others should almost apologize. Courageous, optimistic visionaries sought. They are encouraged to think big, to create the next Facebook. To set up companies that grow from one month to the next, that generate so many jobs, that produce enormous P&L accounts and whose ego grows at the same rate as their pockets. In short, it is assumed that for complete fulfillment, the entrepreneur must aspire to becoming a great business owner, which in reality has more to do with being a good manager than a visionary. It’s surprising to see that the best business schools in our country, even those with an international reputation, train so many executives and so few entrepreneurs.

    The well-known words that Steve Jobs said to John Sculley, the then-CEO of Pepsi, to convince him to accept a position as CEO at Apple: “Do you want to sell sugar water for the rest of your life, or do you want to come with me and change the world?” He didn’t offer him shares, or a better salary, or gourmet food. He promised him an attitude. The words of an entrepreneur to a top executive. An entrepreneur who went on to become the main shareholder in the most valuable company in the world, but who opted to go down in history as a visionary rather than a businessman. His on-going need to reinvent Apple, or his first stopoff with Next and then with Pixar, illustrate that. Maybe the secret to being a successful entrepreneur lies there: in never forgetting the feeling of being an entrepreneur from day one.

    Joan Alvares is founding partner of Poko and lecturer at Istituto Europeo di Design


  • Eirene Ramos 9:00 am on July 31, 2012 Permalink | Reply
    Tags: , entrepreneurship,   

    Zyncro on the big screen 

    Estimated reading time: 6 minutes

    At Zyncro we have always supported entrepreneurship and innovation. For that reason, when the production team of the movie Subir al cielo approached us, we didn’t hesitate in joining in. But how could Zyncro relate to a movie? Continue reading to find out 😉

    Subir al cielo is a fictional feature film that has opted for innovation in the creative cinematographic processes, both in production and distribution. It was shot and produced with a zero budget that defends the pro-common culture and is backed by a Creative Commons license. Its work methodology is based fundamentally on crowdsourcing. Here is where Zyncro comes into play: during the shooting of the movie the team is using Zyncro as the internal tool for carrying out its work. In the words of Lucía Costa, from production, who tells of the benefits that using an Enterprise Social Network in their project has brought them:

    Zyncro gives us an internal communication space that overcomes obstacles in time and space. The structure of our intranet revolves around the different departments that participate in the audiovisual projects we are making: Direction, Production, Photography, Sound, Post-Production, Distribution, Design and Communication. We also have a legal department that manages documentation on the association and with interdepartmental groups that operate like forums for carrying out the work and specific events.

    Transparency and the constant flow of communication help create a social collaboration environment which is so necessary in a project of this type.

    Another pillar on which Subir al cielo is supported is without a doubt the Kaizen philosophy. The core of this Japanese thinking lies in the desire to overcome and it champions the possibilities of the infinite change for the better. We believe that Zyncro can help us to implement this way of working, as common access to documentation helps troubleshooting, accelerates correction, and generates improvement. Furthermore, Zyncro offers the capacity to update documents immediately, storing them within an efficient and organized structure of contents.

    Zyncro also helps external communication processes in the entity notably. Thanks to ZLinks, we can transfer information to our partners exclusively, as well as to future sponsors and media. We particularly value the ease of use and operation that the platform offers us in working with video, as it was almost impossible to manage them via email due to the size of the files. For us, this factor is essential, as with the shooting now finished, we need to find funding to optimize distribution, both at festivals, and on screens and VoD platforms on the Internet. This process is very complex, and for this reason, we are happy to be able to have a tool that simplifies and enriches the relationship with our contacts.

    Being able to work with image and video formats will mean that the Post-Production departments can show short clips of the movie to the rest of the team. This way, interest will be maintained and boosted during the long editing stage, which is usually quite slow.

    Subir al cielo is also aided by Zyncro in terms of physical meetings. We can call meetings through the platform, whether it be to shoot more scenes or for conventional meetings. This system helps us to reduce the number of emails and more precisely control attendance.

    At Subir al cielo, we believe that as well as contributing to corporate information exchange, Zyncro promotes collaborative learning as it gives permanent contact between different sectors.”

    The team of Subir al cielo shows us how Zyncro can be adapted to any business environment, no matter what sector or area. The movie industry is being Zyncronized… What are you waiting for?


  • Joe Zyncro 9:00 am on July 26, 2012 Permalink | Reply
    Tags: , entrepreneurship, , ,   

    An entrepreneur needs much enthusiasm, passion and many hours work to succeed 

    Estimated reading time: 10 minutes

    Editor’s note: This article is part of an interview that the team of Eureka-Startups, a platform specialized in communicating internet startups, projects and businesses from entrepreneurs, held with Dídac Lee, president and founder of Zyncro. The Eureka-Startups platform has a section called #Arquímedes, where it interviews different entrepreneurs who recount their entrepreneurial background and experiences. Today we thought we’d include this interview in our ZyncroBlog so all our readers can discover a little bit more about Dídac’s experience as an entrepreneur and the first steps of Zyncro. From all of us at Zyncro, congratulations to those in charge at Eureka-Startups for supporting and spreading the word about entrepreneurs!

    Dear Dídac, first of all, thank you for agreeing to this interview in order to help other entrepreneurs out on some basic issues when developing and launching a startup. You have been and continue to operate as an entrepreneur, which you combine with your role as investor. Let’s look at your background:

    What is your educational background?

    To date, I hold studies in IT Engineering, a post-graduate degree in Business Management and a PDG from the IESE. But when I started out as a entrepreneur, I was studying IT Engineering, which I left after the third year.

    Where did you work before starting out on your own?

    In my parent’s restaurant in Figueres. I started my first project as an entrepreneur at 21 and until then, I had been studying. I also did an internship in a management IT company in Figueres.

    What encouraged or drove you to becoming an entrepreneur?

    The desire to do something interesting, something that motivated me. I dreamed about creating innovative products that would sell around the world. And so it was!

    A few days ago we posted about Zyncro as #Eureka. Let’s look a bit more about this:

    How did the idea arise and how did you detect the business opportunity?

    For many years I had seen that collaborative work wasn’t efficient. Intranets, designed to solve this problem, apart from being expensive and difficult to implement, had a low usage, yet even my mother uses Facebook.

    What was the evolution of the idea? Have there been many changes?

    A lot. We made various attempts and many changes over the last 8 years to get to where Zyncro is today. Always basing myself on the vision of creating an intranet that is easy to use and rollout, I started out in 2003 with a solution that leveraged email and web. It was a total failure. Then we tried to create a file manager (like Dropbox, but a corporate version) with online backup, a synchronizer and several other functionalities, until finally creating the social layer on which the file and group manager of the current Zyncro 3.4 is based today.

    Who are your partners and who makes up the founding team? What are their roles?

    For me, an innovative startup requires two major parts: the product and sales. I developed the product with my team that has been with me since the start. And Lluís Font developed the sales, creating an extraordinary team.

    A few months ago you launched an excellent initiative within Zyncro: the “Zyncro Developers’ Challenge”, which we are sure will help many entrepreneurs. Can you tell us a bit about it?

    Zyncro is a company with a strong entrepreneurial DNA. Our vision is that Zyncro is a development platform on which vertical solutions can be created, and that is what we hope to achieve with the Zyncro Developers’ Challenge.

    In all our interviews, we ask a round of questions on what looking for investment has been like. In your case, as an investor:

    What homework do entrepreneurs need to have done when they come to see you?

    I don’t see myself as an investor, more as an entrepreneur. When an entrepreneur visits an investor, I think it is essential that they are capable of explaining clearly and simply what the market problem is, what the size of the market is, their product/solution, what differences them from the competition, what their 12-month plan is, and most importantly, they need to be capable of getting a winning team. Although there may be risk, investors want evidence in form of experience and the team’s commitment, sales, pre-sales, etc.

    What errors do they comment most?

    I can’t answer you that in general, but I can tell you the most common errors I’ve made. The first one is going to the investor without having prepared. Then, not being able to listen with humility to what they are saying to you in order to take it in and apply corrective measures, and third, being able to attract top-level talent to the team. If you can’t incorporate people who think outside the box in your project, you are going to having difficulties in convincing an investor.

    What are the aspects you value most about a project?

    The team. For their ability to work, their humility, their enthusiasm and great comradery, in other words, good people good, as a friend of mine says.

    In your time as entrepreneur:

    What are the main obstacles you have had to overcome?

    Loneliness and the lack of understanding. Especially at the start, when there were no support initiatives for entrepreneurs, and socially it wasn’t as fashionable as it is today. Everyone who innovates finds themselves in unknown territory, and if they start from zero, they probably don’t have any contacts, any money or experience. I needed much enthusiasm, passion and hours of work to succeed.

    We’re sure that along your way you’ve made some mistakes. If so, can you tell us about one of them that may be a lesson to other entrepreneurs?

    First, I should say that making mistakes is inevitable, and it’s the best university. From every mistake, I’ve learnt a lesson, and that’s important for me. I’d say that one of the main errors was 5 years down the road with the first project. We had customers, created several projects that we operating quite well, and became too settled. We started to develop in the lab and we forgot that “truth is out there”, as Fox Mulder says. The Dotcom crisis hit and we had to get out and sell. Since then, I’ve never forgotten that the most important thing is to listen to the market, to the customers. If you don’t know what they think or what they need, you can invent but you can’t innovate.

    What tips would you give an entrepreneur that is starting out?

    The truth is I don’t like giving advice, I prefer to talk about the lessons I’ve learned over the years creating startups. If I had to give one, it would be to go to YouTube and enter “entrepreneur” and you’ll find an endless wealth of tips for startups in any area you want.

  • Joan Alvares 9:00 am on July 6, 2012 Permalink | Reply
    Tags: , entrepreneurship, , opportunism   

    Power to the Opportunists! 

    Estimated reading time: 3 minutes.

    Do you know why the Rat is the first animal in the Chinese Zodiac? Mythology tells that in the race between all animals to cross the river, the Rat -thinking it had lost- jumped onto the back of the Ox and leaped off just before the finish, managing to cross the line in first place. Some would say it cheated. But, cheating or not, it gave the first display of opportunism.

    Inexplicably, nowadays the term ‘opportunist’ has more negative connotations than positive.

    As if the act of taking advantage of an opportunity necessarily implies a lack of scruples. It has become a kind of insult that mediocre people, cowards and/or neurotics use to express their frustration of those who take advantage of an opportunity they have not seen, or that they have seen but didn’t do anything about.

    To be an opportunist is to be a visionary. The ability to see opportunities where everyone else only sees risk.

    The Rabbit or the Rooster could have done the same as the Rat, but came fourth and tenth, respectively. They had the same opportunity in front of them, but not once did they question whether the objective of the race was to measure their physical condition or if the Jade Emperor, who organized the race, wanted to test the mental speed of the animals.

    To be an opportunist is to be brave. Seeing the opportunity isn’t enough if you’re not prepared to act on it immediately.

    If the Rat had stopped to analyze the competition in depth, or to see how the Ox ran in order to assess if it was the best option among the animals, it wouldn’t have had time to jump onto its back. It probably thought about the decision whilst it was jumping, and it wasn’t afraid to follow its intuition. It knew that it had more to win than to lose.

    To be an opportunist is to trust in oneself. To be capable of giving value to one’s own virtues.

    Even assuming its obvious physical inferiority, the Rat believed it had two qualities for competing with the fastest animal: a smaller size and better agility. Suddenly, its biggest handicap (running) became one of its greatest strengths (to jump on the Ox’s back). Its main rival ended up becoming its best ally.

    Joan Alvares is founding partner of Poko and lecturer at the Istituto Europeo di Design


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