Entrepreneurs need to work not only as the big boss of the enterprise, but also presume the role of a mentor when time demands. They should be able to train the people at the bottom and treat them as not just individuals at a particular level in hierarchy, but as emerging leaders.

This is an era of entrepreneurs who can make it big. A number of entrepreneurs in sunrise sectors of the economy, be it KPOs, BPOs, IT and ITes, have done so exceedingly well that they really deserve a big applause. However, along with the success and phenomenal growth, the present era also witnesses nerve-wrecking competition and stress for entrepreneurs as well as intrapreneurs, who support the entrepreneurs as pillars of the organization in the initial years of struggle. This is especially evident in the pre-existing sectors of the economy like FMCG, consumer durables, banking, etc.

In the spate of achieving the most out of themselves in the limited time, many entrepreneurs not only bring sheer work-life imbalance in their lives for those critical initial years, but also in the lives of the pillars (intrapreneurs) of the organization. Nevertheless, with motivation from the higher authorities, high commitment levels and ability to work from scratch (which is not commonly found nowadays), these intrapreneurs pull themselves up along with the organization.

Global CEO Magazine, Turning Entrepreneurs into Mentors, Fast Moving Consumer Goods, FMCG, Legacy Factor, Organizational Goals, Marketing Professionals, Key Result Areas, KRAs, Decision-Making Process, Corporate Governance, Emerging Leadership, Consumer Durables.