ENTREPRENEURSHIP: Analysis of Two Entrepreneurs' Approaches

This essay delves into the multifaceted world of entrepreneurship, examining the leadership styles and strategic approaches of two prominent figures: Mark Zuckerberg and Yusuf Ali M.A. The analysis begins by outlining the core characteristics of entrepreneurs, highlighting their achievement orientation, risk-taking propensity, and creative drive. It explores the potential downsides of entrepreneurial personalities, such as the need for control and its impact on delegation and employee relations. The essay then presents case studies of Zuckerberg and Ali, analyzing their distinct approaches to building and managing their respective ventures. Zuckerberg's emphasis on innovation, team building, and rapid iteration is contrasted with Ali's focus on diversification, detail-oriented management, and maintaining profitability. The essay explores how these entrepreneurs have approached decision-making, leadership, and company culture, and their impact on the company. The essay concludes by reflecting on the statement "You can’t make an omelette without breaking eggs," and how it applies to the actions and decisions of these entrepreneurs. The essay provides a framework for understanding the complexities of entrepreneurial leadership and the factors that contribute to business success.

Running head: ENTREPRENEURSHIP
Entrepreneurship
Name of Student:
Name of University:
Author’s Note:

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Entrepreneurs are found to be achievement oriented and they also like to take suitable
responsibility for the decisions and do not like repetitive routine work. The entrepreneurs who
are creative by nature possess high levels of energy and high degrees of perseverance and
imagination. These are combined with the interest in taking moderate and calculated amount of
risks which help in the transformation of things. These particular things begin as simple, ill-
defined ideas which are considered to be something concrete and well developed. It is seen that
entrepreneurs have the capability of instilling highly contagious enthusiasm in a specific
organisation. They are responsible for conveyance of a sense of purpose and by doing this they
need to convince others regarding what the action actually is. It is usually stated that whatever be
the idea there is the required charisma by the entrepreneurs need to understand the way in which
an organisation can be led and also provided a required amount of momentum. Along with the
mystique it is seen that entrepreneurs possess certain personality quirks which make them people
who are difficult to work with. There is a certain bias towards the action that makes them act in a
thoughtless manner. There can sometimes be dire consequences for the specific organisation
(Brenkert 2017).
The actual reason is that there is an inherent need within the entrepreneurs, to exert
control over their subordinates. The need for control in the lives of entrepreneurs is not
uncommon or unknown. Due to this preoccupation with control, their capability of taking
direction or giving directions in a suitable manner is negatively impacted. As a result of this, the
way the entrepreneurs get along with others is severely affected. There are certain entrepreneurs
who are strikingly ambivalent at the time a situation involving control surfaces (Bae et al. 2014).
They are filled with certain thoughts of influence, power as well as authority and even feel

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helpless in the process. It is seen that they fear that their specific desires might get out of control
and therefore cause a situation where they need to stay at the mercy of others.
Due to this the entrepreneurs who have to be studied possess serious difficulty in dealing
with problems of dominance and submission and they become suspicious regarding their position
of authority. This specific attitude of the entrepreneurs is seen to contrast with the attitude of the
managers. Usually the managers are capable of utilising their positions of power in a
constructive and positive way. There are several entrepreneurs who do not possess the fluidity in
changing from a superior level to that of a subordinate role. There is often a feeling of
suffocation in their specific roles. There is also a certain structure and work on specific terms
(Baum, Frese and Baron 2014).
It is usually seen that several entrepreneurs are misfits who are required to create their
own environment. There is a certain degree of deference which is observed and this suffocates
the specific type of person. There have been several entrepreneurs who are preoccupied with the
threat of subjection due to certain amount of infringement.
It is natural that people who always are concerned about being in control do not have
much of tolerance for the subordinates who are to think for themselves. It is seen in companies
that the wish for control leads to the extremity of behaviour and therefore a manager needs to be
informed about the minute most operations of the organisation. In case there is an excessive
amount of concern with detail, it becomes a huge burden to the organisation due to the stifling
effect of the flow of information. This leads to situations where entrepreneurs are often feared
despite being admired for their abilities in controlling all sorts of situations that crop up in their
companies (Storey 2016).

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It is also seen that the entrepreneurs have strong distrust for the people who work for
them and the world around them. It is seen that the sales and profits get the formation of a
plateau and the future growth of the organisation is hampered. There is an inherent fear in the
minds of the entrepreneurs regarding their organisations performing to their expectations. They
always possess a feeling of being ready for any sort of organisation. It is seen that the
entrepreneurs are concerned and always need to be heard and recognized. There needs to be a
need to inform others that they cannot be neglected and ignored (Bridge and O'Neill 2012).
The given statement “You can’t make an omelette without breaking eggs” needs to be
analysed with respect to the two famous entrepreneurs Mark Zuckerberg and Yusuf Ali M.A.
Mark Zuckerberg is a person who is responsible for bringing about a change in the world of
social networking. Mark Zuckerberg is an “Introversion, Intuition, Thinking and Judgement”
type of a personality. Being an introvert by nature, Zuckerberg has been seen to control the
suitable resources in order to achieve the objectives which are desired for the organisation.
Mark Zuckerberg believes in the concept of a proper product development as well as in
the concept of a team. He believes in the concept of a great team and is aware of the fact that a
great company cannot be built by itself. It is the duty of each of the team members, to
complement each other’s goals which are always ensured by Mark. He has been seen to hire
people who are experts in their respective domains and are suitable and competent enough to be
worked for. He always believed in people who aligned with his vision. It is the duty of each of
the team members to ensure that they fulfil all their respective responsibilities (Zuckerberg
2016).

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This leads to the negative aspects of Mark Zuckerberg. It is seen that he gets aggressive
at the times when he does not get the particular results on time. The reports from his team-mates
reveal that he is a person who requires constant innovation and the growth of his organisation
which he demands at constant intervals. In order to help in such situations, the atmosphere that
has been created by Mark is such that it encourages constant innovative and independent
thinking and innovations. It is seen that he always pushes his employees for achieving and
contributing more. Employees are always expected to perform more than they have been
assigned to do. Suggestions are always open to Mark and his employees are given the time to put
up innovative ideas for him to select and review. He is overtly assertive and always wants to get
things done in the way in which he desires. Therefore it often seems that he is a difficult person
to work with. But it is actually his determination to make his company succeed that helps him in
the achievement of all his objectives (Kirkpatrick 2012).
It has been researched and reported that Mark Zuckerberg is an extremely down to earth
person. Spending time with people all over the world and getting valuable inputs from them is
something which is enjoyed a lot by him. There were several setbacks which were faced by the
company and this ranged from lawsuits with former founders and issues of confidentiality. What
is praiseworthy is that the mission and the mindset along with the faith of Mark was never
deterred. It has often happened that the new features which were introduced by Mark were not
accepted by the users and questions regarding the reasons of privacy were also questioned.
Despite all such problems and hurdles Mark kept on persevering and leading his team in
different scenarios thereby creating an organisation which could achieve almost everything
(Zuckerberg 2016).

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According to Mark, the concept of moving fast is characteristic traits which has been
responsible for his team building more and more things and learn faster. He is of the opinion that
in case nothing is being broken then the company is not moving at a particular pace. Due to the
trait of moving fast the company has been capable of achieving success in a short span of time
and has achieved new heights breaking their old records.
Yusuf Ali M.A. is presently the owner of 100 supermarkets and grocery outlets and is the
managing director of the Lulu group. The separate hospitality arm was set up by him in order to
focus on the acquisition and management of the assets around the group. The prominent
businessman’s food processing plant has won the Queen’s Enterprise Award 2017 for a level of
exceptional contribution to the trade of UK, along with the country’s industries and economy.
He has been an extremely influential leader and is the head of company in food
processing, food imports, exports, cold stores and warehousing. The leader has led his company
at times of economic downturn and has innovated and led to success in different sectors of his
company. The phenomenal growth of the company has not deterred the faith of Yusuf and he has
always maintained the desire for proper growth of the business. Slowing down has never been an
option for the leader. There have been instances where Yusuf has put immense pressure on the
professionals in his team in order to ensure that the officials have been performing their duties
effectively. The CEO has always been a believer of core business and diversification. There are
several focus areas in the connected sectors. He has also believed in the delegation of powers to
the members of the different teams of his company (Pott and Pott 2012).
Being a type A personality the six factories of Yusuf in India are responsible for
exporting to at least 47 countries. There are several emerging markets having a healthy appetite

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for the required products. There was always an attempt on the part of Yusuf Ali and his team to
maintain profitability for the products. The development of the house brand was another step
towards the profitability of the group. There is a great bond that has been developed on both the
personal and professional levels. It is often seen that one of the hugest developments in the most
famous companies of the world are due to the reasons of proper power, force, direction and
commands. It is common for the entrepreneurs to exert pressure on their subordinates to ensure
that their work is done properly.
Yusuf Ali has been ranked as one of the most influential non-royals in the United Arab
Emirates. He has also stated that the concept of retailing is for every company and every person
to perform. It has been stated by him to be a huge market. Giving attention to detail is one of the
huge focuses of the entrepreneur. There have been several negative aspects of Yusuf Ali but his
focus on power has been responsible for leading his company to success.
Entrepreneurs are extremely achievement oriented responsibility for the decisions and
dislike repetitive, routine work. There are creative entrepreneurs who have high energy levels
and high degrees of perseverance and imagination which when combined with the moderate,
calculated risks help them in the transformation of the risks into concrete developments. The
personalities of the people are determined by the way in which they can balance their particular
views of the world with those of the external reality. There is a personality which comprises of
the enduring and pervasive behavioural patterns which complex and embedded characteristics
(Santos 2012).
There is a tendency to externalize the problems internally. There is the subconscious
projection of the discomforts and fears into the other people. There is the attribution of a threat to

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a particular event or a situation. Based on the product and market knowledge of the
entrepreneurs, their separation from the companies cannot be any feasible option. In the
instances when there is the need for autonomy of an entrepreneur companies feel the need to
impose cultures. It needs to be kept in mind that the personality quirks of the entrepreneurs have
a chance of being responsible for the drive and energy and are responsible for making them
extremely successful. Therefore the entrepreneurs need to be given their due respect. Indeed an
omelette cannot be made without breaking eggs.

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