In no more than 500 words, what entrepreneurial habits did Harish Hande exhibit in handling

SELCO?

India's underprivileged receive solar electric lighting and power thanks to Harish Hande and the
business he started, SELCO. Hande has won multiple awards for the work his company has
accomplished, and he is often described as one of India's top social entrepreneurs and a role
model for the whole developing world. Because of the entrepreneurial traits she exhibited
while managing his business, Hande was a successful entrepreneur. One of his entrepreneurial
habits is to think win-win, which implies that, like he did with the people in India, he looks for
reciprocal benefits in all human relationships. In addition to considering the health of his
business, Harish Hande also considered how he might assist the people of India. No matter the
expense to his business, as long as he could aid the people, his objective was to provide solar
power to the needy, poor people. The second entrepreneurial behavior I observe in him is his
tendency to use anxiety and fear as fuel. We all know that all great businesses started out at
the bottom and that their path to success was not always easy. They all faced challenges and
failed along the way. The SELCO, of course, completed this test and struggled greatly as a result
of the failure they encountered along the journey. They also undoubtedly suffered financial
losses. Investors then put pressure on Hande to fire staff, but Hande resisted going into a spiral.
He made every effort to look for new prospects and to find solutions to his company's financial
issues so that the loss would be made up. Harish used his struggle as motivation to continue
and draw in new investors who shared his goal of assisting the poor. Turning a challenge into an
asset is Harish's final entrepreneurial trait that I have observed. Harish takes advantage of all
the difficulties the business faces. SELCO was able to keep coming up with novel solar solutions.

If you were in Hande’s position, would you do the same? Why or why not?

For me, it's a 50-50. This is due to the constant possibility that we may overstep the mark and
lose a significant number of assets. If the firm loses a lot of assets as a result of this, we might
not be able to assist if things keep going in the same direction. Harish took several risks, yet he
was able to direct events in a different direction that helped the poor while still making the firm
successful. I'm still confused, but when it comes to helping others, I'll do my best, but only in
my own way, rather than the challenging one.