Fuerte declaraciones del principe de la bachata prince royce

For some time the extensive literature of advice to progress in the business world, cramming kiosks departure lounges at airports, offered us a lucid and sensible on the main feature of the current enterprise guide: the ability to reinvent.

After perhaps not too appeal-title The Art of the Start 2.0 ( 2015 Ediciones Deusto ) hides one of the clearest voices, and does best communicate this era, Guy Kawasaki. Not surprisingly, this American born in Hawaii is known for having introduced the concept of evangelism in the world of marketing in the mid-80s, when he worked for Apple very young.

At 61, Kawasaki has not remained anchored in the past and continues to work to try to be overactive useful to society simplifying a reality that is often too complex. It does so from its platform in social networks, where it has 10 million followers, but also on the Board of the Haas School of Business at the University of California, Berkeley, from venture capital firm Garage Technology Ventures, and a member of Board of Trustees of the Wikimedia Foundation, the nonprofit umbrella which operates the giant online encyclopedia Wikipedia.

At a dinner with leaders of the business world and the Spanish university organized on Monday at the Rafael del Pino Foundation in Madrid, Kawasaki discussed the issues considered key to undertake. Or perhaps more appropriate to the subject. Unlike those who still argue that there is some kind of cultural or organizational differences between companies in Silicon Valley and the rest of the planet, the marketing expert certifies that the four central key for a company to succeed remain the same as always . Namely: hire good workers, train good workers, good workers manage and retain good employees get. “There is nothing magical in Silicon Valley,” rivets.

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And that does not have an MBA, or at least not necessarily. “A master’s degree in business administration is not necessary, nor sufficient,” Kawasaki said, to succeed in an organization. “At least, not in the technology sector, and in the United States,” he adds. And utility to remove some of the knowledge acquired in them he himself has one- warns that in many companies the MBA degree sends the wrong signal, causing some recruiters may ask, “Why is this person that I have before he chose to spend two years learning business techniques instead of what it really says that you do? ”

Kawasaki’s message, which is often described as inspiring, is simple: If you want to study, study something you like, whether programming in Python or history of civilizations. “I do not think that the role of the school is to train people to work, but to train people for life. Of course, the work is part of life, but only a part.”

Kawasaki also recommends that future managers who are not afraid to look around in some disciplines that are often alien to them. Recommends that they learn to write, to communicate better; acquire programming skills, to help understand the work that charge; and advises even read history, “not to repeat the stupid mistakes of the leaders.”