Curious entrepreneurial habits are displayed by Harish Hande in his management of SELCO.

Harish Hande demonstrates curiosity or a want to learn more to determine what his next course of
action will be, such as how he can grow and how the SELCO can assist more Indians. When the SELCO
had its first financial issue, Hande was able to restructure the business and find new investors who were
more in line with the company's objectives. In addition to this, he was also able to maintain everything,
including the importance of highly motivated personnel and the sales and services. After tackling the
issue, Harish Hande was able to continue and invent the solar solutions. He was also recognized for
redesigning off-the-shelf solar electronics that are desperately needed by the urban and rural poor.
Hande also focuses on the causes, not consequences, of confidence and success. Additionally, he adopts
a proactive approach and takes charge of the problem by persuading the banks and microfinance
organizations in India of the viability of solar power due to the prohibitive cost of solar panels and
batteries. Therefore, the SELCO developed partnerships to create financial instruments that will enable
business owners and households to recoup their capital outlay for installing solar equipment. Over 400
million people lived in poverty, which made India's developmental issues worrying. For this reason,
Hande prioritized those who most urgently needed solar power. Hande believes in win-win situations,
thus in 2009 it built an innovation center that offered energy alternatives other than solar. He made that
decision because he wants to first understand before seeking to be understood. He understands the
struggles that people in India had, and he wants to be understood by them so that they can support
Hande's mission and his objectives. He has worked hard to achieve success. It experienced ups and
downs. He established a business to supply the underprivileged in India with solar electricity for
illumination and power. The company began to sell and service photovoltaic (PV) systems in his home
state of Karnataka, India, and created franchise dealers, but sadly it was destined to a hapless fate. He
does not give up and made research using a qualitative method of data collection that seeks to observe,
interact, and comprehend people while they are in a natural environment. From my perspective, I can
tell that the habit he used was the habit of "turn obstacles into assets." The choices made by the
business at this stage of its development, with the assistance of the World Bank's commercial lending
arm, would be crucial in determining its long-term success. To get to the point, a challenge is not a
reason for him to give up; rather, he sees potential in it. Besides failure is success in progress.