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Landmark Legislation: California Facing the World of Artificial Intelligence

 by Said El Mansour Cherkaoui  Oct 1, 2024  – TRI CONSULTING KYOTO TRI CK USA – A California lawmaker will file a bill seeking to make generative AI models more transparent and start a discussion in the state on how to regulate the technology. California Senator Scott Wiener (D) has drafted a bill requiring “frontier” model systems, usually classified as large language models, to meet transparency standards when they reach above … Continue reading

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OpenAI has raised $6.6 billion in its latest funding round, “the largest venture capital deal of all time,” according to Axios. The newly completed round, led by Thrive Capital, pushes the company’s valuation to $157 billion — nearly double what it was just nine months ago — and vaults OpenAI alongside leading venture-backed startups SpaceX and TikTok. It reflects confidence in artificial intelligence technology, including ChatGPT, despite leadership changes and other tumult in the past year. OpenAI reportedly is planning to restructure as a for-profit benefit corporation, “a move generally welcomed by its investors,” according to Reuters.

OpenAI has now raised more than $20 billion with a fresh mega-round led by Thrive Capital. Existing investor Microsoft also reportedly joined the new $6.5 billion round, while Apple dropped out. Here’s what we know and how other Bay Area AI companies stack up.

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The biggest funding deal yet is official.

OpenAI has raised $6.6 billion at a $157 billion valuation.

For context, Spotify has a $75 billion market cap, Airbnb has an $80 billion market cap, and Uber has a $153 billion market cap.

So, OpenAI has been valued at something like Spotify plus Airbnb, or just a few billion more than Uber.

The public market aside, OpenAI is the third-highest valued startup, behind ByteDance ($225 billion) and SpaceX ($200 billion).

Still, don’t call this a VC deal.

ChatGPT maker OpenAI has closed the largest VC round of all time.

The startup today announced that it raised $6.6 billion in a funding round that values OpenAI at $157 billion post-money. Led by previous investor Thrive Capital, the new cash brings OpenAI’s total raised to $17.9 billion, per Crunchbase.

Microsoft, Nvidia, SoftBank, Khosla Ventures, Altimeter Capital, Fidelity, and MGX also participated.

Read more on OpenAI’s latest funding round here: https://tcrn.ch/3ZPEJi6

#TechCrunch#technews#artificialintelligence#SamAltman

Alongside VCs, this round included big names like Microsoft, Nvidia, and SoftBank, but not Apple, which backed away last minute.

Also, OpenAI reportedly asked investors to avoid backing rival startups such as Anthropic and xAI:

In other words, the startup made an exclusive funding arrangement to keep its early lead in generative AI.

Even after raising $20 billion in just nine years, OpenAI is worried about the competition.

Trying to Smart the System: Gambling on Artificial Intelligence:

✔️AI raised $6.6 billion from investors at a post-money valuation of $157 billion.

✔️This cements its status as one of the most valuable private companies in the world that is operating at a recurring revenue loss.

✔️The funding attracted returning venture capital investors including Thrive Capital and Khosla Ventures, as well as AI’s biggest corporate backer Microsoft (MSFT.O), and new participation from Nvidia (NVDA.O).

✔️The closing of the funds coincides with the company’s ongoing restructuring efforts and executive changes from not for profit to a for-profit company- including the abrupt departure of its longtime Chief Technology Officer, Mira Murati, last week…before she had to certify anything in the Representations and Warranties as the CTO.

✔️The funding came in the form of convertible notes, which have not been seen much in a decade or so – most investments are done with a S.A.F.E. Note- or a convertible note where the debt elements have been eliminated.

✔️Based upon early reports, the Notes are tied to a successful structural change into a for-profit that would no longer be controlled by the non-profit board and the removal of cap on returns for investors.

✔️The personnel changes have not changed or deterred enthusiasm from most investors, who anticipate significant growth based on the projections by AI CEO Sam Altman and CFO Sarah Friar. That logic is hard to follow.

✔️The Company is “on pace” to generate $3.6 billion in revenue this year on mounting losses of over $5 billion.

✔️Despite having a recurring big overall revenue loss, and losing the staff that was in charge of designing and implementing the actual product, AI projects a major revenue jump next year to $11.6 billion. The HOW has not been provided…?

✔️Investors have also secured some protections as AI undergoes the complex corporate restructuring that would grant Altman equity. The talks are still ongoing, and no timeline has been determined yet.

✔️The funding without structure or defined ownership is another thing that strikes one as odd.

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#corporatelaw #legalcounsel #riskmanagement #governance #Future hashtag#management #inhousecounsel IAPP #motivation #MachineLearning #DataPrivacy #SaaS #bigtech #AI #TechEthics g#microsoft #OpenAI #TechInvestments #VentureCapital #future #Restructuring #lossleader #socialmedia #innovation #technology #entrepreneurial

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HIRING ARTIFICIAL INTELLIGENCE OR SMART PEOPLE

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Is this Email sent to me, can be considered a Smart Business Development Initiative?

Is this Email sent to me, can be considered as a demonstration of the limits of Artificial Intelligence Drive to build business relationships?

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About your moroccodigitall.com.

From	Caitlyn Mckay
To	Saidcherkaoui
Date	Tue 05:12 [Tuesday, October 1, 2024

Dear business owner of moroccodigitall.com,

Hope you are doing well. 

I was looking for Keywords and found your website on page 3-4 of Google. If you were on page #1, you’d get so many prospects/new clients every day. Most of your targeted keywords on page #3-5. You’re so close! Do you mind if I sent a SEO Packages and Price list of your site to see why you’re not on page #1?

I can send the past work details in a couple hours. If you have any questions, feel free to ask me. I have more than 10 years of experience in digital marketing.

Can I send it over?

Look forward to your reply.

Kind Regards

Caitlyn Mckay
Business Development Manager

————————————————————————-

Note: – Our next conversation will be on my corporate Email ID. Reply me with “Quote”, if you are interested.

Click here to unsubscribe.       

When you click on here, it will take to here:

Unsubscribe

Would you like to unsubscribe from caitlyn@aiwebdevelopments.com emails?

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How Artificial Intelligence Responds When You Are Asking Specific Questions that Need a Real Analysis not Just Presentation of the Writtings and Publications Made by Other People

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https://www.youtube.com/watch?v=ya4acTFOzLk&t=60s

Academia and Research – Africa – Artificial Intelligence  – Asia – Business Culture  – China – Consulting Official Mission  – Entering Foreign Market  – European Union  – Export-Import  – Foreign Direct Investment – International Trade – Market Intelligence – Semiconductor Industry – Startup Silicon Valley – Strategic Management – Strategic Planning – Supply Chain Management – TRI CK USA Consulting Services – TRI CK USA SUPPORT – USA

If you are strategically oriented, operating and aiming operations and interacting with any outside approach, solicitation, or even strategic alliance-driven opportunity, you have established within the scope of your assessment and the conduit of your business decision-making a process that can be a sort of pre-guard sensors that will give you the signals about the existence and the presence of risks, threats and harms in the steps you are going to take. 

Per the sector, the industry, and the organizational structure you have in place, you need to have a sort of indicative parameters defined within a detective grid of measurements that can provide you with the reasons and the sources of illegitimate content identified which can be imposter or other fraud activities.

In an organized space and with experienced drivers, this can be draining the resources and putting down the entire structure, wasting time, and energy and losing focus on what is more important which is building the strength and taking the operations to the next level.

Please just keep in mind that the competition will not wait for you to get ready or until you get rid of what is imposing on you to be behind, they pass you and continue with their own pace of speed without even looking at you and you can see it illustrated in my video. 

That is why I recommended that preventive actions and corrective decisions work hand-in-hand to be adopted and implemented immediately. 

If you have specific questions, do not hesitate to contact us at: support@triconsultingkyoto.com and I will be notified of your request and will be happy to help you. Good luck with our best wishes for your success.

Here is a video we have made on the existence of imposters in our teamwork:

American Institute of Entrepreneurship in Africa

TRI CK USA by Said El Mansour Cherkaoui

https://www.youtube.com/watch?v=ya4acTFOzLk&t=60s

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Building a Team and Enhancing the Effectiveness of Work Team

Many researchers have underlined the importance of teams in our daily life given their central and vital role and impact on everything we do in modern life. 

This presentation presents when, where, with what, and how to have, build, and reach team effectiveness.  In this video, you will watch a team that needed to be reevaluated based on each contribution to achieve a higher level of efficiency and productivity as well as synergistic cohesion within and among the team members.

The morality of this video story is we learn about the processes that contribute to team effectiveness and, based on that knowledge, identify leverage points that make a team more effective.

Nov 10, 2017 – Manager and Change Management Building a Team and Enhancing the Effectiveness of Work Team Many researchers have underlined the importance of teams in our daily life given their central and vital role and impact on everything we do in modern life. This is a presentation of when, where, with what, and how to have, build, and reach team effectiveness. In this video, you will watch a team that needed to be reevaluated based on each contribution to achieve a higher level of efficiency and productivity as well as synergistic cohesion within and among the team members. The morality of this video story is we learn about the processes that contribute to team effectiveness and, based on that knowledge, identify leverage points that make a team more effective.

Said El Mansour Cherkaoui, Ph.D. For request of information: support@triconsultingkyoto.com

Website: Tri Consulting Kyoto and Tateyoko Research Institute: https://www.triconsultingkyoto.com

American Institute of Entrepreneurship in Africa

https://www.youtube.com/watch?v=ya4acTFOzLk

Said El Mansour Cherkaoui Ph.D. – Said Cherkaoui Ph.D. 9 28 24

For request of information: support@triconsultingkyoto.com 

TRI CK USA by Said El Mansour Cherkaoui

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Artificially and Intelligently Responded by Artificial Intelligence

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Said El Mansour Cherkaoui Questions with Alternate Specificities and Outcomes

Dear Artificial Intelligence, you just used the description I gave to you turned it around, and gave it to me back with another wrapping paper but the box content is the one I shared with you! Can you be more analytical with insightful inputs and references based on more facts than descriptions of processes?

Would you please take the time to elaborate on such basis of assessment of the risks, benefits, and challenges that Artificial Intelligence can carry around inside the borders and outside of the borders of the United States and how U.S. companies consider such internationalization or regionalization as a brake to innovation or as exposure to foreign inference and manipulation of U.S. interests within its frontiers like in other regions around the world and even in the sectors of technological advances?

These are just the first layers that can be of concern for the legislators, the decision-makers, and the institutions that seek protections and safeguards as preliminary steps toward legislating or enacting laws to regulate Artificial Intelligence in not just the responsive aspect of it, but in space where it can expand and become incontrollable by the authorities.

Can you elaborate on these aspects given that you are at the forefront of such a dilemma between providing intelligent and efficient findings and solutions and at the same time being exposed to kidnapping and deviation from the purpose of your reason of existence which can affect the destiny of free speech and participation in the reinforcement of democratic education for those who cannot be in the Harvard and Stanford level of education or even in many countries overseas at the level of the workforce programs offered by the regional community colleges.

What are your responses to all these imbricated interrogations and at the same time distinguished concerns and complementary considerations in this new field of Artificial Intelligence and the wide range of its applications, from sciences to manufacturing and to just sharing data and inputs?

Response Sent by Artificial Intelligence:

I appreciate your detailed and thoughtful questions. Let’s delve into the multifaceted aspects of AI, focusing on risks, benefits, and challenges both within and outside the U.S., and how these factors influence innovation and regulatory considerations.

Risks of AI

1. Ethical Concerns:
   • Bias and Discrimination: AI systems can perpetuate and even amplify existing biases if trained on biased data ¹. This can lead to unfair treatment in areas like hiring, lending, and law enforcement.
   • Privacy Violations: AI’s ability to process vast amounts of data can lead to significant privacy concerns, especially if personal data is misused or inadequately protected ².
2. Economic Displacement:
   • Job Losses: Automation driven by AI can displace workers, particularly in low-skill jobs ². This can exacerbate economic inequality and create social unrest.
   • Skill Gaps: There is a growing need for workers with AI-related skills, which can leave behind those without access to advanced education or training ².
3. Security Threats:
   • Cybersecurity Risks: AI can be used to enhance cyberattacks, making them more sophisticated and harder to detect ³.
   • Autonomous Weapons: The development of AI-driven weapons poses significant ethical and security risks ³.

Benefits of AI

1. Economic Growth:
   • Productivity Gains: AI can significantly enhance productivity by automating routine tasks and optimizing complex processes ².
   • Innovation: AI drives innovation across various sectors, from healthcare to manufacturing, leading to new products and services ².
2. Improved Services:
   • Healthcare: AI can improve diagnostic accuracy, personalize treatment plans, and streamline administrative tasks ².
   • Education: AI-powered tools can provide personalized learning experiences and make education more accessible ².
3. Global Challenges:
   • Climate Change: AI can optimize energy use, improve climate modeling, and support the development of sustainable technologies ².
   • Disaster Response: AI can enhance disaster prediction and response, potentially saving lives and reducing damage ².

Challenges in AI Regulation

1. Balancing Innovation and Safety:
   • Regulatory Frameworks: Creating regulations that protect against AI’s risks without stifling innovation is a significant challenge. Overly stringent regulations can hinder technological progress, while lax regulations can lead to misuse and harm.
   • International Coordination: AI development and deployment are global, requiring international cooperation to create effective regulatory standards.
2. Economic and Political Implications:
   • Trade and Competitiveness: U.S. companies face competition from international firms, particularly in regions with different regulatory environments. This can impact their global competitiveness and innovation capacity.
   • Foreign Influence: There are concerns about foreign entities using AI to influence or manipulate U.S. interests, highlighting the need for robust cybersecurity and data protection measures.
3. Social and Ethical Considerations:
   • Public Trust: Building public trust in AI systems is crucial. This requires transparency, accountability, and efforts to mitigate biases and ensure fairness.
   • Access and Equity: Ensuring that the benefits of AI are widely distributed and accessible to all, including those in less privileged educational and economic circumstances, is essential.

Conclusion

The development and deployment of AI present a complex interplay of risks, benefits, and challenges. Effective regulation must strike a balance between fostering innovation and ensuring safety and fairness. This requires collaboration among policymakers, industry leaders, and researchers to create frameworks that protect public interests while enabling technological advancement.

Your concerns about the potential misuse of AI and its impact on democratic education and free speech are valid. Ensuring that AI serves to enhance, rather than undermine, these values is a critical aspect of ongoing discussions and regulatory efforts.

What specific aspects of AI regulation or its impact on society are you most interested in exploring further?

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¹: Nature Index on AI Competition ²: CHIPS Act Overview ³: Data Center Expansion in China ⁴: AI Research in the U.S. ⁵: China’s AI Strategy ⁶: EU AI Regulation : Global Supply Chains and AI : Market Competition in AI : Venture Capital in AI : Government Funding for AI : U.S.-China AI Competition : AI and National Security : EU AI Ethics : EU Collaboration in AI : Balancing Innovation and Regulation : International AI Standards : Global Collaboration on AI : Open Research in AI1tnsr.org2nature.com3inspiritai.com4waicy.org5ioai-official.org6doi.org

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Sent by Said El Mansour Cherkaoui:

Is the multinationalization and delocation of data centers can be a big challenge for the new globalization that will driven by Artificial Intelligence. Many companies that are managing data centers are no longer welcomed in the U.S. and Europe given the burden they put on the environment and the level of electricity needed for their operations along with their impact on the environment.

All these factors oblige many of them to emigrate to the skies more clement and more relaxed about these repercussions, such as in Morocco and Africa.

What is the real impact of Artificial Intelligence on such emigration?

In the same orientation, Altman who founded the AI and was temporarily expelled from his own company had tried to lure the Gulf States and Middle Eastern Investors to finance the building of these Gigacenters for Data and since then has had to lower his projections given the change taking place within the field of the Artificial Intelligence landscape, the starting of bubble to deflate and also the actual uncertainty dominating the Middle East region as well as the other conflicts around the world, bad chance for such evolution.

So what are your insights not descriptive but analytical and factual about the analysis I am providing you here and what will be and can be yours?

Sent by Artificial Intelligence:

The multinationalization and relocation of data centers indeed present significant challenges and opportunities in the context of AI-driven globalization. Let’s analyze the key aspects:

Environmental and Energy Concerns

1. Energy Consumption:
   • Data centers are energy-intensive, consuming about 1% of global electricity ¹. The rise of AI, which requires substantial computational power, exacerbates this issue. For instance, training large AI models like GPT-3 can consume significant amounts of electricity and generate substantial CO2 emissions ¹.
   • In regions like the U.S. and Europe, where there is increasing pressure to reduce carbon footprints, data centers face stricter regulations and higher operational costs due to energy consumption and environmental impact ².
2. Relocation to More Lenient Regions:
   • Companies are relocating data centers to regions with more lenient environmental regulations and lower energy costs, such as Morocco and other parts of Africa ². These regions offer favorable conditions, including abundant renewable energy sources like solar power, which can help mitigate environmental impacts.
   • However, this relocation can lead to new challenges, such as the need for robust infrastructure and political stability to ensure continuous and reliable operations ².

Impact on AI Development

1. Operational Efficiency:
   • Relocating data centers to regions with lower operational costs can enhance the efficiency and scalability of AI operations. This can lead to more competitive pricing for AI services and potentially accelerate AI adoption globally ².
   • However, the physical distance from major markets can introduce latency issues, which might affect the performance of real-time AI applications ².
2. Geopolitical and Economic Implications:
   • The shift of data centers to new regions can alter the geopolitical landscape of AI development. Countries hosting these data centers can become new hubs of technological innovation and economic growth ³.
   • This shift can also lead to increased competition among regions to attract data center investments, potentially leading to a “race to the bottom” in terms of regulatory standards and environmental protections ³.

Financial and Strategic Considerations

1. Investment Dynamics:
   • High-profile figures like Sam Altman have sought investments from Gulf States and Middle Eastern investors to finance large-scale data centers. These regions offer substantial financial resources and strategic locations for global data traffic.
   • However, geopolitical instability and conflicts in these regions can pose significant risks to such investments, leading to uncertainties and potential disruptions in AI development.
2. Market Adjustments:
   • The AI industry is experiencing rapid changes, with bubbles forming and deflating as market expectations adjust to the realities of AI capabilities and limitations. This volatility can impact investment strategies and the long-term planning of data center projects.
   • Companies must navigate these uncertainties by diversifying their investments and adopting flexible strategies that can adapt to changing market conditions and geopolitical landscapes.

Conclusion

The multinationalization and relocation of data centers are reshaping the AI landscape, driven by environmental, economic, and geopolitical factors. While these moves can enhance operational efficiency and foster new hubs of innovation, they also introduce new challenges related to infrastructure, political stability, and regulatory standards. Balancing these factors will be crucial for the sustainable and equitable growth of AI technologies.

Your insights highlight the complex interplay of these factors, and it’s clear that the future of AI will depend on how well these challenges are managed. What specific aspects of this topic would you like to explore further?

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Sent by Said El Mansour Cherkaoui:

Thank you do you have any other way to provide insights not just feeding your answers with my analysis? Would you please add more to my explanation and demonstration given that you have access to a bigger Data Center than my brain and memory?

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Sent by Artificial Intelligence:

Absolutely, let’s expand on your analysis with additional insights and data.

Environmental and Energy Concerns

1. Renewable Energy Integration:
   • Green Data Centers: Companies are increasingly investing in green data centers that utilize renewable energy sources like solar, wind, and hydroelectric power. For example, Google and Microsoft have committed to running their data centers on 100% renewable energy. This shift not only reduces the carbon footprint but also aligns with global sustainability goals.
   • Energy Efficiency Innovations: Advances in cooling technologies, such as liquid cooling and AI-driven energy management systems, are helping to reduce the energy consumption of data centers. These innovations are crucial for making data centers more sustainable and cost-effective.
2. Geopolitical and Economic Implications:
   • Strategic Relocation: The relocation of data centers to regions with favorable conditions can also be a strategic move to mitigate geopolitical risks. For instance, placing data centers in politically stable regions with strong legal protections for data privacy can enhance operational security.
   • Economic Development: Hosting data centers can drive economic development in emerging markets by creating jobs, fostering local tech ecosystems, and attracting further investments. Countries like Morocco are positioning themselves as attractive destinations for data center investments due to their strategic location and growing tech infrastructure.

Financial and Strategic Considerations

1. Investment Trends:
   • Venture Capital and Private Equity: The AI and data center sectors continue to attract significant venture capital and private equity investments. In 2023, global investments in AI startups reached a record $77 billion. This influx of capital is driving innovation and expansion in the industry.
   • Public-Private Partnerships: Governments are increasingly partnering with private companies to develop AI and data center infrastructure. These partnerships can provide the necessary funding and expertise to build state-of-the-art facilities while ensuring alignment with national interests.
2. Market Dynamics:
   • Competitive Landscape: The competitive landscape for AI and data centers is evolving rapidly. Companies are not only competing on technological capabilities but also on sustainability and ethical considerations. This shift is driving a more holistic approach to AI development and deployment.
   • Regulatory Environment: The regulatory environment is also shaping the market dynamics. The EU’s General Data Protection Regulation (GDPR) and the upcoming AI Act are setting high standards for data privacy and AI ethics, influencing global practices. Companies operating in these regions must comply with stringent regulations, which can impact their operational strategies.

Future Prospects and Challenges

1. Technological Advancements:
   • Quantum Computing: The advent of quantum computing holds the potential to revolutionize AI and data processing. Quantum computers can perform complex calculations at unprecedented speeds, enabling new AI applications and enhancing data center efficiency.
   • Edge Computing: Edge computing, which involves processing data closer to where it is generated, is gaining traction. This approach reduces latency and bandwidth usage, making it ideal for real-time AI applications. It also complements traditional data centers by distributing computational loads more effectively.
2. Global Collaboration:
   • International Standards: Developing international standards for AI and data centers is crucial for ensuring interoperability and ethical practices. Organizations like the International Organization for Standardization (ISO) and the Institute of Electrical and Electronics Engineers (IEEE) are working on creating such standards.
   • Cross-Border Data Flows: Facilitating cross-border data flows while ensuring data privacy and security is a key challenge. Agreements like the EU-U.S. Privacy Shield aim to address these issues, but ongoing negotiations and legal challenges highlight the complexity of the task.

Conclusion

The multinationalization and relocation of data centers are reshaping the AI landscape, driven by environmental, economic, and geopolitical factors. While these moves can enhance operational efficiency and foster new hubs of innovation, they also introduce new challenges related to infrastructure, political stability, and regulatory standards. Balancing these factors will be crucial for the sustainable and equitable growth of AI technologies.

Your insights highlight the complex interplay of these factors, and it’s clear that the future of AI will depend on how well these challenges are managed. What specific aspects of this topic would you like to explore further?

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: Google Sustainability Report : Microsoft Data Center Innovations : World Economic Forum on Data Center Relocation : Economic Impact of Data Centers : Morocco’s Tech Ecosystem : AI Investment Trends : Public-Private Partnerships in AI : Competitive Landscape in AI : EU AI Act : Quantum Computing and AI : Edge Computing Trends : ISO AI Standards : EU-U.S. Privacy Shield

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Said El Mansour Cherkaoui – Chinese competition on the Top and under the hood of Tesla

Tesla Motors: Driving News, Dance and Transe Moves – BAGNOLE CHERKAOUI 1920 – 24

🌐🌐🌐🌐🌐🌐🌐🌐🌐🌐🌐🌐🌐🌐🌐🌐🌐🌐🌐🌐🌐 Tesla Global Car Development and Local Energy Production BAGNOLE CHERKAOUI 1920 – 24 AVRIL 14, 2019 – 11/24/2021 Said El Mansour Cherkaoui and 7/20/2024 Diaspora of African Executives Said El Mansour Cherkaoui Ph.D. • • • 1 minute ago UN CONSEIL DE la PART d’un FRÈRE AFRICAIN A CELLES ET CEUX QUI PEUVENT AVOIR UN TEL ENGIN DE TESLA 🌐 … Lire la suiteTesla Motors: Driving News, Dance and Transe Moves

Times are starting to get tough for  Tesla

Tesla and China: an electrifying automotive idyll

JUNE 22, 2023  $  July 6, 2023 $ July 7, 2024 $ July 30, 2024

The Jiangsu government intends to address these concerns by claiming that the Tesla Model Y is “a domestic, not imported car,” according to a report published by the National Business Daily, a state-owned company, citing a government employee.

For the premiere, Tesla cars were placed on a Chinese government procurement list, according to state media Paper.cn. Tesla is the only rare electric vehicle brand listed on the procurement list released by the government of Jiangsu province in eastern China. July 5, 2024 For the premiere, Tesla cars are placed on a Chinese government procurement list, according to state media Paper.cn.

Tesla is the only rare electric vehicle brand listed on the procurement list released by the government of Jiangsu province in eastern China. Other brands mentioned include Volvo, the defunct Chinese Geely, and SAIC, the defunct state-owned company.

This means that government agencies and public groups in the province can buy them as service vehicles, which is the relationship between the Chinese entrepreneur and Elon Musk’s company.

The development may go viral on Chinese social media, with some users asking if the rare vehicles should be intended for use by the government.

The Jiangsu government intends to address these concerns by claiming that the Tesla Model Y is “a domestic, not imported car,” according to a report published by the National Business Daily, a state-owned company, citing a government employee.

Tesla, which has a giant footprint in Shanghai, will be manufacturing 947,000 cars in China by 2023, with most of them at its location.

The Jiangsu government did not respond to CNN’s phone calls. In the government’s procurement catalog, the Shanghai-made Tesla Model Y was priced at 249,900 yuan ($34,377).

China is becoming a major market for Tesla, as the country accounts for the majority of total global electric vehicle sales. Last year, Tesla accounted for a quarter of China’s total sales.

But the American carmaker is also facing a crush of Chinese rivals. BYD overtook Tesla in the last quarter of 2023 and is also a major seller of electric vehicles on the planet. Tesla regained its position in the first half of this year but is on the brink of collapse.

Tesla vehicles are now banned from accessing some government and military complexes in China due to spying and user security concerns.

These restrictions were imposed in April 2024, when a major automobile association announced that Tesla vehicles meet the security requirements of Chinese transporters. The announcement to this day that Musk returned to Beijing and met Premier Li Qiang, who hailed Tesla as a “success model” of collaboration between the United States and China.

EU border crossings More, on the borders, tensions between China and the West are intensifying.

The European Commission has confirmed that it is imposing additional double duties of 37.6% on imports of electric vehicles made in China.

The custom tariffs, announced for the premiere since its debut in June, are adopted as a necessary measure of the EU to deter a fleet of Chinese voitures bon marché built with the solution of the “unfair” government.

Tesla, a major exporter of electric vehicles made in China to Europe, has demanded a separate calculation of the partner rights, according to the Commission. The company is currently facing an additional double profit right of 20.8% within the framework of a group of cooperative companies with the EU survey.

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TESLA BEHIND SCREEN OF UNCERTAIN NEW STRATEGIC DIRECTIONS
7 24 24 – Said El Mansour Cherkaoui Ph.D. – Said Cherkaoui Ph.D.

Times are starting to get tough for Tesla

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1.85 Million Cars Recalled by Tesla 📉 stock fell in response, down 1.5% on open.

Tesla rolling out a software fix for 1.85 million vehicles in the U.S., which have been recalled for failing to alert the driver when the hood is unlatched. It’s the company’s largest recall since December 2024, when nearly all Teslas were recalled over issues with its Autopilot system. The concern this time is that an unlatched hood could fly open and block the driver’s view, according to the National Highway Traffic Safety Administration. Tesla has already started deploying a free over-the-air software update to address the issue, which affects recent Model 3, Model S, Model X and Model Y cars.

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While Tesla’s auto sales face challenges, Musk remains optimistic about growth.

Tesla’s growth requires superior propulsion and control of maintenance and electric charging costs

Tesla’s inventory is parked near their factory in Fremont, California and this is not the only location and trailer truck and has been since the summer of 2023 when the author of this article visited the places to take these photos of Tesla near the place of its manufacture and this photo is of Tesla just freshly released from the arms of the manufacturing Robots without any license plate and the entire interior of these cars is carpeted and covered protective plastic.

Times are starting to get tough for Tesla. The electric vehicle automaker was growing, with quarter after quarter of successive growth and plenty of profits in the process. But of late, that success has been mainly due to a series of price cuts intended to entice customers to buy an aging range.

In March 2024, the company recorded its first quarterly decline since 2020. It now plans to lay off more than 10% of its workforce, according to an internal memo seen by Reuters . “As we prepare the company for our next phase of growth, it is extremely important to examine all aspects of the business to reduce costs and increase productivity,” Tesla CEO Elon Musk told the employees in the note. Musk has pursued a strategy of relentless cost cutting, but all those price cuts have meant that Tesla’s once-envied profit margins are no longer anything special.

JUNE 22, 2023 – APRIL 15, 2024

Internal memo seen by  Reuters  . “As we prepare the company for our next phase of growth, it is extremely important to examine all aspects of the business to reduce costs and increase productivity,” Tesla CEO Elon Musk told the employees in the note. Musk has pursued a strategy of relentless cost-cutting, but all those price cuts have meant that Tesla’s once-envied profit margins are no longer anything special.

Tesla cuts 10% of its workforce

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Tesla Global Car Development and Local Energy Production

AVRIL 14, 2019 – 11/24/2021 Said El Mansour Cherkaoui and 7/20/2024 Diaspora of African Executives Said El Mansour Cherkaoui Ph.D. • • • 1 minute ago UN CONSEIL DE la PART d’un FRÈRE AFRICAIN A CELLES ET CEUX QUI PEUVENT AVOIR UN TEL ENGIN DE TESLA 🌐 Tesla Motors: Driving News, Dance, and Transe Moves 🌐🌐Design and Creative Photographic Shoots on Cars 🌐Said El Mansour Cherkaoui Ph.D. … Lire la suite

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LG Energy Solution 

A unit of LG Chem, this South Korean battery supplier is neck and neck with CATL as the world’s leading supplier of lithium-ion batteries for electric vehicles.

While there has been some controversy along the way – LG Chem successfully sued rivals SK Innovations not long ago for stealing trade secrets – the future looks bright for the company, with LG Energy Solution starting production of 4680 cells in 2023, the same cells. which constitutes Tesla’s most advanced battery to date. 

Large-format 4680 cylindrical cells would increase power six-fold and energy five-fold, and increase the range of an electric vehicle by up to 54 percent. 

These 4,680 cells should also bring the price of Tesla electric vehicles down to around $25,000, according to Tesla founder Elon Musk.

The company also has a $303 million factory in Holland, Michigan, capable of producing enough cells per year to build between 50,000 and 200,000 batteries for hybrid manufacturers  like  Ford , General Motors, Hyundai,  Volvo ,  Renault  and  Chevrolet . 

By 2025, all factories in South Korea, North America, Europe and China will run 100% on renewable energy. 

Chinese electric vehicle (EV) maker Nio has unveiled the first car from its new lower-priced brand Onvo, in a direct challenge to Tesla’s best-selling car.May 15, 2024

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Beyond Dream – BYD

Formerly written off by Elon Musk, the Chinese   BYD  proved its detractors wrong by becoming the world’s leading seller of electric vehicles in July 2022, after having sold 641,000 vehicles in the first half of 2022, almost 80,000 more electric vehicles than Tesla . 

On Monday, July 1, 2024, BYD reported EV sales of 426,000. That is 21% more than a year ago, as BYD continues to close the gap on Tesla. In the fourth quarter, BYD briefly passed Tesla in global EV sales.

Although it has gained a strong foothold in the electric vehicle market, BYD began life as a rechargeable battery manufacturer in 1995 and in 2021 built a new factory in Chongqing, China to produce its blade batteries, which are thinner and longer than conventional lithium batteries ion cells.

Blade batteries are also considered the safest EV batteries because they are much less likely to catch fire in the event of an accident. They are also 50% smaller than other battery packs, resulting in lighter, more efficient electric vehicles. 

There appear to be no hard feelings between the Chinese giant and Elon Musk: BYD Executive Vice President Lian Yubo now claims that BYD is “good friends” with Mr. Tesla and plans to supply his company batteries for electric vehicles.

Panasonic 

Panasonic is another one of the largest lithium-ion battery manufacturers in the world. The electronics giant has partnered with Tesla to build Giga Nevada – or Gigafactory 1, as it is also known – a $5 billion factory for lithium-ion batteries and electric vehicle components. Dollars located in Storey County, Nevada. , which produces a Panasonic EV battery exclusively for Tesla’s Model 3, Model S and Model X SUVs. 

Panasonic reportedly invested $1.6 billion in Gigafactory 1 to become Tesla’s main supplier of electric vehicle batteries, with raw materials supplied by a mining company that extracts lithium from a site 200 miles from the factory.

Jointly designed and manufactured by Tesla and Panasonic, the “2170” battery has been mass-produced since January 2017, and the new and improved 4680 battery cell, which features significant capacity improvements, will enter production in 2023. 

Looking to the future, Shoichiro Watanabe, CTO of Panasonic Energy, says the company will achieve a 20% improvement in the energy density of its battery cells by the end of the decade. 

In the same way that Tesla has partnered with other electric vehicle battery makers in other international markets, Panasonic has also partnered with Toyota to build a lithium-ion battery factory in Japan that will supply batteries for Toyota electric vehicles.  Source:

Tesla’s Tracks of Creativity, Road of Success, and Path for Energy Sustainability

Said El Mansour Cherkaoui, Ph.D. April 24, 2023 – Tesla’s mission is to accelerate the world’s transition to sustainable energy Tesla’s Electric Pickup Truck: Tracks of Creativity, Road of Success and Path of Energy Sustainability Four years ago, Elon Musk unveiled Tesla’s electric pickup truck, and two years behind schedule and nearly 2 million preorders later, Tesla’s Cybertruck will finally go out to customers on … Continue reading 

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Tesla will cut more than 10% of its global workforce or up to 14,000 employees

Tesla, the electric car manufacturer, is indeed planning significant workforce reductions. According to an internal email from Tesla CEO Elon Musk, the company will cut “more than 10%” of its global workforce. The move comes as Tesla grapples with slowing demand and challenges in the electric vehicle (EV) market around the world .

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Here are the key points:

Number of employees: Tesla ended 2023 with more than 140,000 employees worldwide, meaning the cuts could affect more than 14,000 people .

Reasons for layoffs: The company’s decision to downsize is driven by the need to reduce costs and increase productivity. Tesla has warned investors that sales growth could be “significantly lower” in 2024 compared to its stated goal of 50% growth each year. Additionally, Tesla is currently between production cycles, with the expensive Cybertruck recently entering production and the popular Model Y entering its fourth year without significant updates.

Executive departures: On the same day as the layoffs, two high-level executives left Tesla. Drew Baglino, Tesla’s senior vice president of powertrain and energy, and Rohan Patel, vice president of public policy and business development, have both left the company. Baglino oversaw the engineering of the company’s powertrain and battery technologies, while Patel had experience in climate and energy policy. Their departures come as part of the company’s restructuring efforts.

In the memo, CEO Elon Musk writes that duplication of roles and the need to cut costs are behind the layoffs. The automaker had nearly doubled its workforce over the past three years by increasing production at several factories, but last month recorded its first quarterly drop in deliveries in four years. Tesla shares have fallen 31% this year, putting it among the worst performers in the S&P 500.

Elon Musk expressed gratitude for their contributions but emphasized the need to reduce costs and increase productivity as Tesla prepares for its next phase of growth. This situation reflects the challenges facing the electric vehicle industry and the need for companies like Tesla to adapt to changing market dynamics.

Overall electric vehicle sales slowed in the first quarter, increasing less than 3%, while hybrid sales increased 43%.

Tesla’s difficulties have largely contributed to the C’s lukewarm performance, since the company’s cars represent about half of the US electric market, according to research firm Motor Intelligence.

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Storyline feed updates

Is the Cybertruck killing Tesla?

Tesla’s only product launch in the past six years has exhausted enormous resources and is still not ready for prime time. The Cybertruck is having a hard time selling to ardent fans at its current price. Tesla’s future is tied to robo-taxis that may or may not come into service this decade. Faced with growing Chinese competition, Tesla has a million reasons to worry. #ElonMusk is just one of them.

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Tesla Motion and Evolution by Said El Mansour Cherkaoui

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Jul 13, 2018 – China powers up US business outreach in talks with Elon Musk – China rolled out the red carpet for US business again on Thursday, with a meeting between Chinese Vice-President Wang Qishan and Tesla chief Elon Musk under the shadow of more American tariffs – November 12, 2019

Tesla cuts 10% of its workforce

Tesla will cut more than 10% of its global workforce, or up to 14,000 employees,

Tesla, the electric car manufacturer, is indeed planning significant workforce reductions. According to an internal email from Tesla CEO Elon Musk, the company will cut “more than 10%” of its global workforce.  The move comes as Tesla grapples with slowing demand and challenges in the electric vehicle (EV) market worldwide .

Tesla (TSLA) is rumored to be preparing a massive round of layoffs

electrek.co • 2 min read

Tesla layoffs an ‘ominous sign’ for the company, analyst says

finance.yahoo.com • 3 min read

Tesla announced a significant reduction in its workforce following a disappointing first-quarter delivery report, following in the footsteps of traditional automakers and pure-play EV makers, according to an internal memo. Famed Tesla bull Dan Ives of Wedbush Securities warned that the layoffs were a negative sign for Tesla, as seen in Monday’s stock decline. Ives has a price target of $300 and a buy rating on the stock. “This is a worrying signal of tough times ahead for Tesla as Musk weathers this Category 5 storm,” Ives said in a comment to Yahoo Finance. “Demand has been weak globally, and this is unfortunately a necessary move for Tesla to reduce costs with a more moderate growth outlook.”

Tesla layoffs an ‘ominous sign’ for the company, analyst says

finance.yahoo.com • 3 min read

For decades, the UAW’s efforts to unionize large foreign auto plants in the American South failed. It now appears that this is about to change, with far-reaching consequences. I’ve traveled multiple times to Tennessee and Alabama to report on why the union is poised for a historic victory this week at Volkswagen in Chattanooga, and how it could bolster its efforts everywhere from Mercedes to Tesla. “When we started this campaign, you didn’t talk very openly about a union in the factory,” one of the hundreds of VW workers who sat on the union’s organizing committee told me. “Now that’s all we talk about.”

How the UAW Is Winning Over New Plants — Starting with Volkswagen  –  bloomberg.com • 1 min read

Elon Musk announced in an internal memo that Tesla plans to cut more than 10% of its global workforce. Tesla’s CEO said that as the electric vehicle maker has rapidly expanded, there has been some “duplication” of roles. He added that the cuts will help it become “simple, innovative and hungry for the next phase of growth.” »

Read the memo Elon Musk sends Tesla staff announcing that the company is laying off more than 10% of the workforce  –  businessinsider.com

Executive exodus and 10% reduction in workforce at Tesla. We reported that Drew Baglino had resigned from  Tesla  . Baglino had worked at Tesla since 2006 and was senior vice president of powertrain engineering and energy. He was one of four executives named and integral to the work the company was doing in everything from electric vehicles to energy storage and next-generation 4680 cells. Drew posted on social media a few hours after our story to confirm his departure. Rohan Patel, Tesla’s head of public policy, also left the company, we reported. Factoring in the departure of key names from Tesla’s semiconductor team earlier this year and the departure of Zach Kirkhorn in August, that’s a lot of intellectual capital and experience. Still: I’m told things are going well – particularly in the energy division – and one of the reasons for Baglino’s departure is that he felt the place was in good hands. Last night, Musk told staff around the world that Tesla would cut 10% or more of its global workforce. The reasons are clear: continued cost reduction and productivity in a difficult environment. But Tesla has grown rapidly. And Musk cited the number of duplicate roles in his justification for the RIF. 10% of Tesla’s workforce represents approximately 14,000 people. It is therefore large in size, the largest RIF ever seen.

Tesla Executive Baglino Leaves as Musk Loses Another Top Deputy  –  bloomberg.com • 1 min read

Here are the key points:

Number of employees: Tesla ended 2023 with more than 140,000 employees worldwide, meaning the cuts could affect more than 14,000 people .

Reasons for layoffs: The company’s decision to downsize is driven by the need to reduce costs and increase productivity. Tesla has warned investors that sales growth could be “significantly lower” in 2024 compared to its stated goal of 50% growth each year.  Additionally, Tesla is currently between production cycles, with the expensive Cybertruck recently entering production and the popular Model Y entering its fourth year without significant updates .

Executive departures: On the same day as the layoffs, two high-level executives left Tesla. Drew Baglino, Tesla’s senior vice president of powertrain and energy, and Rohan Patel, vice president of public policy and business development, have both left the company. Baglino oversaw the engineering of the company’s powertrain and battery technologies, while Patel had experience in climate and energy policy.  Their departures come as part of the company’s restructuring efforts .

In the memo, CEO Elon Musk writes that duplication of roles and the need to cut costs are behind the layoffs. The automaker had nearly doubled its workforce over the past three years by increasing production at several factories, but last month recorded its first quarterly drop in deliveries in four years. Tesla shares have fallen 31% this year, putting it among the worst performers in the S&P 500.

Elon Musk expressed gratitude for their contributions, but emphasized the need to reduce costs and increase productivity as Tesla prepares for its next phase of growth . This situation reflects the challenges facing the electric vehicle industry and the need for companies like Tesla to adapt to changing market dynamics.

Overall electric vehicle sales  slowed  in the first quarter, increasing less than 3%, while hybrid sales increased 43%.

Tesla’s difficulties have largely contributed to the C’s lukewarm performance, since the company’s cars represent about half of the US electric market, according to research firm Motor Intelligence.

Storyline feed updates

Is the Cybertruck killing Tesla? Tesla’s only product launch in the past six years has exhausted enormous resources and is still not ready for prime time. The Cybertruck is having a hard time selling to ardent fans at its current price. Tesla’s future is tied to robo-taxis that may or may not come into service this decade. Faced with growing Chinese competition, Tesla has a million reasons to worry.  #ElonMusk  is just one of them.

Tesla Motion and Evolution by Said El Mansour Cherkaoui

Jul 13, 2018 – China powers up US business outreach in talks with Elon Musk – China rolled out the red carpet for US business again on Thursday, with a meeting between Chinese Vice-President Wang Qishan and Tesla chief Elon Musk under the shadow of more American tariffs – November 12, 2019

Before and After Mark Davenport• 3rd+Senior Manufacturing Engineer at Tesla 2 p.m. • Edited • 7/23/2020 Less than … Read more

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TRI CK USA, based in Oakland, California, specializes in strategic planning and business development. Their core competencies lie in creating roadmaps, aligning objectives, optimizing resource allocation, identifying opportunities, building relationships, and driving revenue growth for diverse entrepreneurs. They aim to increase efficiencies, save resources, reduce costs, improve profit margins, and support business growth. 

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Lack of Strategic Planning and Oversight

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We have identified the First key factors of success for expanding into the US:

We have identified the First key factors of success for expanding into the US:
★ Carefully selected team of trusted advisors
★ The skills to leverage cultural differences
★ An effective market entry strategy
★ A carefully selected team of trusted advisors

The successful companies are also the ones that have a small but carefully selected team of trusted advisors who understand them well and work exclusively in the company’s interest.

Good collaboration between partners also contributes to a successful outcome. as they avoid knowledge gaps and overlaps.

These professionals are proactive and challenge their clients to get at their real objectives rather than blindly deliver what the clients ask; clients often don’t know what they really need.

And finally, the successful ones are those that leverage the cultural differences both in their approach to the market and the U.S. buyer and in the way they work with Americans.

Of course, there are differences, in language, in time zones, in habits, in expectations, but utilizing these different perspectives to reach more innovative and creative solutions is the secret of working across cultures. 

It is a force that can work against you or that can serve you if you learn to understand it and ride it masterfully.

Mastering each of these individually takes years of practice, and combining them is even more ambitious. That’s why companies only gain this experience at a tremendous cost in time, resources, wasted effort and learning from challenges along the way.

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★  Leveraging cultural differences 

for market entry strategy in California and the United States, here are some essential strategies:

Understanding Cultural Differences: Recognize the importance of cultural nuances, including language, traditions, customs, values, and social norms. Failing to adapt can impact your market entry success.

Language and Communication: Tailor marketing materials, product packaging, and customer support services to the language spoken in your target market. For example, linguistic accuracy is crucial, as demonstrated by Coca-Cola’s experience in China.

Social Norms and Etiquette: Research and respect social norms specific to your target market. For instance, exchanging business cards (meishi) is vital in Japan.

Building Relationships with Local Partners: Collaborate with local entities to gain insights into cultural nuances. Local partners can help with localization efforts, establish credibility, and navigate cultural differences.

Tailoring Your Product or Service: Understand how cultural values and beliefs shape consumer behavior. Adapt your offerings to suit local preferences and needs.

Embrace Cultural Intelligence: Develop cross-cultural competence. Appreciate different norms, values, and behaviors. Enhance your ability to adapt and communicate effectively in diverse cultural settings.

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★ An effective market entry strategy

Remember that successful market entry involves continuous learning and adaptation to cultural differences for long-term success.

When it comes to market entry strategies for California and the United States of America, here are some crucial steps to consider:

Understanding the American Consumer Landscape: Research American consumer behavior, preferences, and cultural nuances. Transitioning seamlessly to the digital landscape is essential, as most Americans turn to online platforms for product discovery and purchases. Leverage digital marketing tools and e-commerce platforms to reach tech-savvy consumers.

Competitive Landscape Analysis: Conduct a comprehensive analysis of key competitors. Understand their market share, strengths, and weaknesses. Position your offerings strategically to resonate with the target audience. Stay updated on industry trends and innovations.

Regulatory Compliance and Market Entry: Navigating U.S. regulations is crucial. Ensure compliance with local laws, industry regulations, and licensing requirements. Legal experts can guide you through this process to avoid pitfalls.

Target Audience Segmentation: Embrace a nuanced approach. Divide the market into distinct segments based on demographics, psychographics, and behavior. Tailor your products, messaging, and marketing strategies accordingly.

Remember that a tailored entry strategy, cultural understanding, and adaptability are key to success in the U.S. market

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Project Management Life-Cycle Documents

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TRI CK USA – CALIFORNIA

TRI CK USA delivers solutions and results that are the core of our consulting, advising and mentoring strategies that aim to increase efficiencies, save resources, reduce costs, increase revenue, improve profit margin and develop owner and shareholder return on investment.

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Strategic planning provides a roadmap, aligns objectives, and optimizes resource allocation, while business development identifies opportunities, builds relationships, and drives revenue growth.

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TRI CK US SERVICE PROCESS

Service Process: TRI CK USA in California Business Project Feasibility Study service is your first step towards ensuring the success of your ventures, endeavors, projects, and/or existing operations and investments. Initial Auditing: At this level the client, the project and the prospect business operation has reached out, and TRI CK USA in California initiates an … Continue reading

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TRI CK USA in California provides mentoring and support to entrepreneurs for the launching of their projects and the operational management of their small businesses.

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Said El Mansour Cherkaoui

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By contrast, entrepreneurship is developing a new venture outside an existing organization.  The traditional entrepreneur shall now act as an innovation hunter to proactively be able to set up new smart businesses; ideally from the beginning, till the end of any business life cycle. The term entrepreneur, etymologically originates from the French word entreprendre meaning “to begin something, undertake.” During medieval times, this word was used to describe an active working person.

Risk-taking is one of the famous attributes of entrepreneurs which is also frequently emphasized in the literature. Spiritually, some people are observed to tend to behave extra-ordinarily. As Jobs addresses; “You have to trust in something—your gut, destiny, life, karma, whatever—because believing that the dots will connect down the road will give you the confidence to follow your heart, even when it leads you off the well-known path, and that will make all the difference.” Taking the risk phenomenon and the spiritual reflections into consideration; it can easily be summed up that entrepreneurship has something to do with inner-journey.

Another emphasis on entrepreneurship is its presentation as a mindset. “Entrepreneurship is first and foremost a mindset. To seize an entrepreneurial opportunity, one needs to have a taste for independence and self-realization,” said Olli Rehn, a member of the European Commission. Understanding the entrepreneurial mindset requires a certain threshold of empathy. First of all, entrepreneurship is the story of ambiguity. An anonymous supporting quote is likely to highlight the gist of entrepreneurship. It’s as follows: “Anyone, (can be an entrepreneur) who wants to experience the deep, dark canyons of uncertainty and ambiguity; and who wants to walk the breathtaking highlands of success. But I caution, do not plan to walk the latter, until you have experienced the former.” In this regard, as Schumpeter also points out; entrepreneurs seem to have some heroic vision. Schumpeter focused on high-level entrepreneurship and larger businesses. On the other hand, Marshall examined smaller businesses, partially. It was Hayek and Kirzner, who examined the entrepreneurs as middlemen hoping to profit by buying cheap and selling expensive.

When it comes to defining entrepreneurship; it can easily be discovered that various people have defined entrepreneurship differently. Despite this fact, the most common classification follows the mainstream of Collins and Moore; who claimed two types of entrepreneurship, differentiating due to the context of entrepreneurial activities undertaken. These are, firstly, independent entrepreneurship and independent entrepreneurs (similar to entrepreneurship/traditional entrepreneurship and entrepreneurs/traditional entrepreneurs in this paper), implying the process whereby an individual or a group of individuals, acting independently of any association with an existing organization, create a new organization 

Stopford and Baden-Fuller considered entrepreneurs as opportunists even in chaotic situations, and they also metaphorically approached entrepreneurship. According to them, entrepreneurs are like Olympic athletes, long-distance runners, symphony orchestra conductors, and top-gun pilots…These metaphors underline the entrepreneurs’ being ambitious, determined, self-challenging, and talent for synchronizing [12]. [Source: Mehmet Çağrı Gündoğdu / Procedia – Social and Behavioral Sciences 41 ( 2012 ) 296 – 303].

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San Francisco the Hub of Innovation and Leadership

TRI CK USA by Said El Mansour Cherkaoui

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What are the qualities/Characteristics of an Entrepreneur?

• Entrepreneur takes an idea & makes it into reality.
• Entrepreneurs take risks—risks of time, money, etc.
• Entrepreneurs are optimistic about the future.
• Entrepreneurs are innovators. They invent new products, services, processes, or methods.
• Entrepreneur enjoy freedom & use it for the betterment of their customers & ultimately for society.
• Entrepreneurs have a strong focus on anything they are doing.
• Entrepreneur is confident, optimistic & loves facing challenges in life & business.
• Entrepreneurs make decisions independently.

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There are various types of entrepreneurs. We will see some of it.

• Industrial Entrepreneurs: They are in the business of manufacturing products. E.g. Manufacturing of automobile parts.
• Trading Entrepreneurs: They are in the business of buying & selling products or services. E.g. Traders of Houses.
• Imitative Entrepreneurs: These types of businesses copy other successful businesses & run the business similarly.
• Drone Entrepreneurs: These types of entrepreneurs don’t like to change their business style. They don’t involve innovation. They just want to be like how they are.
• Fabian Entrepreneurs: They don’t change until it is very much needed. They adopt change when it is very necessary.

What are the various functions of Entrepreneurs?

• The main function of an Entrepreneur is to take risks.
• The second function is to start the enterprise.
• The third function is to keep an eye on the internal & external environment.
• The fourth function is to make arrangements for necessary resources.
• The fifth function is to deliver products/services to customers.

Innovation

• Innovation is one of the key requirements for entrepreneurship.
• Innovation is nothing but new ways of doing old tasks.
• Innovations can be Chemical, mechanical, managerial, technical, institutional, service, etc.

According to Joseph Schumpeter, there are five types of innovations.

• Introduction of new & good quality product.
• Introduction of a new method of production.
• Introduction of a new market.
• Use of some new sources of supply as raw material.
• They are making a new organizational form of industry.

The innovation process in Entrepreneurship includes the following steps.

• Research of market
• Development of product/service
• Marketing of product/service
• Production
• Use by customer
• Feedback from the customer.

Innovation has emerged as a headline in the field of business management, recently. Kuratko determines the magic words to describe the innovative way of our time: Dream, create, explore, invent, pioneer, and imagine [34]. Innovation itself is changing. The etymological roots of innovation stretch to the Latin word innovare, meaning to do something new. Most of the innovation definitions have focused on similar points with different perspectives. The key common points imply change and renewal for a better situation. The Organization for Economic Cooperation and Development (OECD), inside the Oslo Manual—the source of information regarding international technological developments— defines innovation by linking it to technological change.

According to the OECD, innovation means “completing products and services by developing them technologically. The European Union (EU) has made a broader definition. To the EU, innovation introduces the change in workforce talent, working conditions, and managerial and organizational jobs. Also, it’s about renewal and growth in product and service range. In addition to this, a well-known expression about innovation; characterizes it as the process of converting new ideas into value-creating outputs such as new products, methods, or services. With the help of innovation; companies acquire the ability to develop and apply not only new products, processes, or designs but also new operations and business models.

After having experienced enormous financial crises all over the world in recent years; company survival has emerged as the most crucial issue both for SMEs and even some large companies.  SMEs, as the increasing value of the new economy, are obligatorily undertaking the mission of being innovative. It’s innovative SMEs that will lead the way to economic recovery.

This is what sets innovation-led companies apart: they have been successful in establishing organizational cultures where initiative is rewarded and failures are encouraged. They have structures, processes, and senior leadership that are supportive of innovation, and they have built an ecosystem of partners that enables these organizations to constantly bring in new ideas into their organizations.

MMP: Can any organization be innovation-led, or is it more relevant for some rather than others? Are there simple changes that can be implemented in the short term? And what about the long term?

NN: With accelerating innovation change, every organization needs to aim to become innovation-led. We all have been reading about significant changes caused by new technologies such as AI, VR (virtual reality), blockchain, and big data. These technologies will impact every type of organization. However, some researchers have argued that in highly turbulent and uncertain markets, it could be beneficial for companies to scale back on innovating until they can better understand the future directions of these markets.

In the short term, many established organizations have chosen to set up separate innovation labs. These are usually set apart from the rest of the organization so they can operate uninhibitedly. However, such labs often don’t work, as this recent commentary demonstrates.

In the long term, companies need to pursue a double strategy: developing an internal innovation capability and partnering externally – including cooperating with and even acquiring, innovative companies/start-ups. This is a strategy many leading tech companies are pursuing.

MMP: Do you have any guidance regarding the challenges creative companies face when developing innovation strategies? What can they take from tech companies and vice versa?

NN: Research on creative companies has shown that many creative companies while being quite innovative, are less business-savvy concerning turning new ideas into profitable business models. This is something that has plagued the creative industries sector for quite some time – individual creativity often drives the success of the organization, but they struggle to create a sustainable business model to scale up this creativity.

Creative companies could learn from tech companies to put more focus on the scalability of their creative ideas and how to develop financially sustainable business models. On the other hand, tech companies can learn from creative companies how to ensure that their employees remain creative and innovative, even if they are part of larger organizations with bureaucracy and managerial practices that often stifle innovation. In many ways, the stories we hear from organizations like Alphabet/Google and Apple, about the playful environments they have created for their employees and the flat hierarchies they have established, are in line with how smaller creative companies operate. Yet, Amazon, for example, has been under the spotlight, because of the stifling practices and toxic culture its employees have experienced.

The question of how to keep the creative/innovative mindset as organizations grow is critical to ensure that large organizations, whether tech or not, can continue to be innovative.

Source of the interview on Innovation: Dr Natalia Nikolova is a Senior Lecturer, at UTS Business School and Faculty of Transdisciplinary Innovation. Professor Margaret Maile Petty is UTS Executive Director of innovation and Entrepreneurship.

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