Have you ever experienced a career pivot?
Sometimes we graduate college with a Geology degree, but we end up practicing real estate. We launch a tech startup but end up at an ad agency. Life is funny that way in that every day we are faced with choices, some of which are not only career changing, but put us on a completely different path. It can be because of life changes or choice, but not all business leaders were born in the role they are presently in.
We asked six respected business leaders if they have ever experienced a career pivot, and all six had gone through the transformation. Here are their tales:
Saying adios to a cushy corporate job
Scott Lerner, Founder of Solixir said, “If you call leaving a comfortable job in corporate America to the start-up world pivoting I would say yes. Before 2008 I was working for large CPG firms like ConAgra, Kimberly-Clark, and Pepsi. I decided to leave that all behind and launch Solixir by myself in Sept. of 2008. It was a scary yet exciting time for me and I haven’t looked back.”
I realized I was in the wrong place
Sanjay Sathe, Founder and CEO of RiseSmart said, “I have pivoted across several industries, from information management to telecom, from banking to travel, and now HR. At the beginning of my career I was on the accounting side, and within a few months I realized I was in the wrong place. I quickly switched to sales, where I established my early career. I then moved into marketing.”
Sathe succinctly calls it “more of a career lattice than ladder,” adding that it “seems to be the name of the game in the corporate world today.”
Life after startup success
Donna Horton Novitsky is the CEO of Yiftee and is proof of a unique path in her career pivots. “Sure – from big company to start-up. From start-up to Venture Capital. From Venture Capital back to start-up. From all that to professor of marketing and entrepreneurship at Stanford.”
From volunteer to CEO
Nancy A. Aossey, President & CEO of International Medical Corps offers a very inspiring tale. After graduating from college, she worked as a sales executive at AT&T and dreamed of running her own business some day, but knew she wanted it to be meaningful. She moved to L.A. and learned about International Medical corps, a humanitarian relief organization that had gotten its start training Afghan medical professionals during the Soviet invasion of Afghanistan in the 1980s.
“I met International Medical Corps’ volunteers and its founder, hoping I might volunteer in some way,” Aossey said. “They told me they were looking for a C.E.O. I was only in my mid-20’s at the time, but I loved the organization’s mission and never doubted that I could do the job. I told them that I would be committed to the organization, work hard and do whatever it took to get the job done. So they hired me as their CEO in 1986, two years after its founding. I later asked them why they hired me for the role, given that I had no experience in humanitarian relief, and they told me that they were looking for a deep commitment to the mission of the organization and for qualities that could not be found in a C.V.”
“When I started, International Medical Corps was comprised of a handful of volunteer doctors and nurses,” Aossey added. “I had to be very hands-on in war-torn countries like Angola, Somalia, Bosnia, Rwanda and more to reach those most in need with lifesaving medical care. But as we’ve grown—International Medical Corps now has 4,500 global staff and a network of thousands of volunteers—my role has shifted and I now focus on bringing in the right people to lead those programs, and continuing to foster our entrepreneurial culture.”
Ditching corporate life
Paul Aitken, CEO of borro spent eight years working for large corporations, but in 2004, he and a friend decided to start their own company. Aitken said, “Movota provided interactive mobile solutions to Europe’s leading TV and Radio broadcasters. It was financed by private investors, and the company was sold to Bertelsmann in 2005. After this, I founded borro in 2008.”
Is COVID proving that efficiency is overrated?
(BUSINESS ENTREPRENEUR) Forget about maximizing profits. Don’t decrease friction – increase it. Oh, and efficiency? Overrated. Wait… what?
When COVID-19 took off in the U.S., shortages of toilet paper, cleaning supplies, and blow-up pools had many of us thinking the American manufacturing supply chain must be inefficient. How was it even possible that we didn’t – and still don’t – have enough PPE for healthcare workers?
But what if the problem is that the supply chain is too efficient? That’s what Barry Schwartzis, a professor of psychology at UC-Berkeley and author of “The Paradox of Choice,” argues. Streamlined supply chains, just-in-time deliveries, and little slack in the workforce are all part of the gospel of efficiency. But maybe all that efficiency isn’t really working out for us.
Storing huge supplies of masks in warehouses is, arguably, an inefficient use of money and space. But we sure could have used a stockpile when the pandemic hit.
When businesses run lean, there’s little room to hedge against potential disasters. Schwartzis suggests we focus less on efficiency and more on being prepared for all potential scenarios the uncertain could bring.
It’s all about “satisficing.” (Anyone else now have Elvis in your head singing, “All this aggravation ain’t satisfactionin’ me”? No? Carry on.)
Satisficing = satisfaction + sufficing. It’s aiming for the adequate, not the optimal. Schwartzis calls it insurance against “financial meltdowns, global pandemics, nasty bosses, boring teachers and crappy roommates.” Sign. Us. Up.
He goes farther and takes that lesson to our personal lives. Don’t try to blow the return on your IRA out of the water. Set a goal that works for good and bad financial times. Don’t search for the best of all possible jobs. Find a job you’ll like doing even if you have the manager from hell. In short, look for the “good enough.”
Sound familiar to those of you who are parents? Amid all the talk of the Tiger Mom and the Helicopter Parent, there’s also been discussion of the Good-Enough Parent. You might want the coffee mug that says “Best Mom Ever,” but you don’t actually have to be the Best Mom Ever. Ditching “best” for “good enough” is like a magic elixir for de-stressing yourself and your kids.
Still, the idea that we can increase efficiency in our personal lives is so seductive. We all want to spend less time doing the things we don’t enjoy so we can spend more time on things that bring happiness and, yes, more money. You’ve read the books, listened to the podcasts, seen the lists: Structure your schedule. Time your tasks. Organize all the things.
Being able to always find your keys certainly could reduce the amount of cursing in your home. We can’t just toss out the Holy Grail of efficiency.
So Schwartzis has another word for you: Friction. Slow down. Don’t move too fast.
“Building friction into our lives, as individuals and as a society, is building resilience into the system,” Schwartzis says. It’s like tapping the brakes.
For business, friction could come from companies seeing themselves as caretakers of their communities rather than just profit centers. Could that kind of corporate responsibility lead to fewer jobs eliminated in the name of efficiency?
For homeowners, friction could be in the form of kids, pets, neighbors or the community – making you see the property as more than just a big investment. Could that prevent skyrocketing housing prices by reducing speculation based purely on profit?
Sure, maybe that’s a stretch, but it’s an interesting take on issues we’re thinking more about amid the disruption of 2020’s pandemic.
“To be better prepared next time,” Schwartzis says, “We need to learn to live less ‘efficiently’ in the here and now.”
That could be one of the more important lessons we’re learning now.
Amazon sets eyes on couture with launch of online Luxury Stores
(ENTREPRENEUR) As of this week, Amazon is an online luxury retailer. Is this good or bad news for smaller luxury retailers?
When I think of high-end fashion shopping, Amazon is not the first store that comes to mind. Groceries, random knick-knacks, and pet accessories for my adorable pooch are the items in my cart.
This week, Amazon confirmed the launch of its high-end online designer fashion and beauty brand shopping experience, Luxury Stores. Currently, Oscar de la Renta is the first brand to launch on the platform, but more are on the way.
Available by invitation only to eligible Prime members, the store launched on Amazon’s mobile app. Eligible customers received early access to the designer’s Pre-Fall and Fall/Winter 2020 collections. The collection included “ready-to-wear, handbags, jewelry, accessories, and a new perfume,” according to Amazon.
If you’re a Prime member and didn’t receive an invitation, you can request an invite by visiting amazon.com/LuxuryStores.
Alex Bolen, CEO of Oscar de la Renta said, “Oscar de la Renta is thrilled to partner with Amazon for the launch of Luxury Stores.” He told Vogue that “somewhere near 100% of our existing customers are on Amazon and a huge percentage of those are Prime members. For me to get more mindshare with existing customers in addition to getting new customers—that’s the name of the game.”
According to The Verge, Amazon has over 150 million Prime members. With that big of a number and potentially huge customer overlap, we can all see why Bolen is so thrilled.
But what does Amazon’s break into luxury retail mean for smaller luxury retailers? Smaller companies are still struggling to keep up with the retail giant. With small brick-and-mortar stores fighting to stay afloat during the pandemic, could Amazon’s online Luxury Stores be an all-inclusive solution?
According to Amazon’s press release, the company doesn’t plan on only partnering with established fashion brands, but also with “emerging luxury fashion and beauty brands.”
“We are always listening to and learning from our customers, and we are inspired by feedback from Prime members who want the ability to shop their favorite luxury brands in Amazon’s store,” said Christine Beauchamp, President of Amazon Fashion.
Engadget reported that Amazon is taking a hands-off approach with Luxury Stores. The company will offer backend and merchandising tools support. Brands will have control over their pricing, inventory, and selection. With brands being able to have more control over their experience, maybe smaller luxury retailers will feel inclined to use this new sales outlet.
“It’s still Day One, and we look forward to growing Luxury Stores, innovating on behalf of our customers, and opening a new door for designers all over the world to access existing and new luxury customers,” Beauchamp said.
Amazon has yet to reveal which new luxury stores will arrive on the platform. Hopefully, we will also see our local luxury stores on Amazon in the future, too.
Small businesses must go digital to survive (and thrive)
(BUSINESS ENTREPRENEUR) A study at Cisco reveals how digitizing small businesses is no longer optional, but critical to success, thanks to the pandemic.
As digital transformation efforts ramp up due to the COVID-19 pandemic, a new study released by Cisco has highlighted some key insights into how small businesses will need to adapt in order to survive in the “new normal.”
The study, conducted by International Data Corporation (IDC), analyzed more than 2,000 small businesses across eight different markets, including the United States, Canada, Germany, Mexico, United Kingdom, Brazil, Chile, and France. Using a four-section index to assess a small business’s digitalization efforts, the research found that 16% of companies said they were “thriving and feel their businesses are agile and resilient.” While 36% stated they were in “survival mode.” Regardless of where they were ranked in the index, the study concluded that 70% of firms were in the process of ramping up digital transformation within their company due to the coronavirus pandemic.
“The COVID-19 pandemic has exacerbated the digital divide that was already present in the small business market, and it is forcing companies to accelerate their digitalization,” said Daniel-Zoe Jimenez, AVP, head digital transformation & SMB research at IDC. “Small businesses are realizing that digitalization is no longer an option, but a matter of survival.”
The study also highlighted several challenges associated with digital transformation. The three biggest obstacles that businesses seem to face during the process were digital skills and talent, budgetary issues (lack of funds or previous commitment of funds), and cultural resistance to change. Despite these roadblocks, 45% of companies surveyed stated that they expect over 30% of their business to be digital by 2021. And 32% responded that they are planning on developing a digital strategy. This included investing in talent with the right set of digital skills moving forward.
Those decisions fall in line with Cisco and IDC’s recommendations. These include creating a three-year technology road map and building a workforce with the right skills to succeed in a digital world. Other suggestions include finding the right technology partner, and keeping up with industry trends. Leveraging financing and remanufactured equipment can aid with cash flow and budget requirements.
As small businesses continue to adapt to consumer behavior and the whirlwind of ever-changing rules that have come with the coronavirus, digital transformation will continue to play a major role in the post-COVID world. According to the report, if half of the small businesses surveyed can reach the second-highest tier of the index by 2024, those companies could end up adding an additional $2.3 trillion to the eight markets’ gross domestic product (GDP), contributing to the global economic recovery.
As we approach the six-month mark of the pandemic, just when and how the “new normal” will emerge is still uncertain. But there seems to be a light at the end of the tunnel for small businesses — even if it’s faint green and contains zeroes and ones.
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