TEAM FORMATION, LEADERSHIP AND MIND IDEATION:

CREATIVITY PROCESSES, STRATEGIES, TECHNIQUES AND INNOVATION

What is Team Formation?

 Most of a business’s required a group of individual with a single goal.

 The success or failure of a business determined to the member of the team.

What is a team?

 A group of people with complementary skills that work in a shared form, understand their
goals and are engaged in meeting them and feel collectively responsible.

 Choose your team member wisely.

a. Many first time entrepreneur make a mistake of choosing a team.

b. It is better to start your business or company with your friends or close colleagues.
c. Make sure you selected them for their talents and abilities not just because they are
your friends.
d. If they don’t work out fire them.
 DISCUSSION

The unique environment of entrepreneurship creates an atmosphere conducive to team

formation. New ventures face a high uncertainty of success and, unlike established firms,
entrepreneurial start-ups lack organizational structure and corporate cultural norms. The decision
to form a team is greatly influenced by the uncertainty of the new venture’s outcomes, the choice
to cooperate with others and the shared interest, encouragement and value orientation among
potential team members (Harper, 2008; Forsström-Tuominen, Jussila, & Goel, 2017).

The interdependence among team members is critical for the successful formation of a
new entrepreneurial team (Harper, 2008).

New entrepreneurial teams tend to gravitate toward individuals with similar backgrounds
or experiences and may place some importance on “chemistry” or interpersonal fit between
individuals (Williams Middleton & Nowell, 2018; Klotz, Hmieleski, Bradley, & Busenitz, 2014).

Once formed, entrepreneurial teams face a set of unique challenges as the team
establishes its own leadership structures and develops its culture. These early managerial
decisions have a significant impact on the new venture and its growth (Ensley, Pearson, &
Amason, 2002, Mischel, 1977; Hambrick and Abrahamson, 1995; Forsström-Tuominen, Jussila,
& Goel, 2017).

It does suggest that many ventures may experience a benefit from operating as a team
(Held, Herrmann, & van Mossel, 2018). These benefits include increased creativity and idea
creation; the ability to complement team members’ skills and compound existing skills; and, the
ability to create and form meaningful bonds (Gundry, Ofstein, & Monllor, 2016; Kollmann,
Stöckmann, Meves, & Kensbock, 2017). These benefits, however, are not guaranteed.

An entrepreneurial team plagued with a lack of trust and cohesion – which often lead to
high turnover – will struggle to fully capture the positive effects of the team.
 Tuckman's model explains that as the team develops maturity and ability, relationships
are established, and leadership style changes to more collaborative or shared leadership
These stages are commonly known as Forming, Storming, Norming, Performing, and
Adjourning.

Tuckman's original work simply described the way he had observed groups evolve,
whether they were conscious of it or not. Project guides will be ready for this, and will help the
team get back to work as possible.

FORMING

The initial forming stage is the process of putting the structure of the team together. Team
members feel ambiguous and conflict is avoided at all costs due to the need to be accepted into
the group. Team members look to a group leader for direction and guidance, usually CORAL
project guides.

Observable Behaviors

 Politeness
 Tentative joining
 Orienting with others personally
 Avoids controversy
 Cliques may form
 Need for safety and approval
 Attempts to define tasks, processes, and how it will be decided here
 Discussion of problems not relevant to the task

Feelings and Thoughts

 Many feel excited, optimistic, and full of anticipation

 Others may feel suspicious, fearful, and anxious working with others
 What is expected of me
 Why are they here
 Uncertainty and Apprehension
Team Needs

 Team mission and vision

 Establish specific objectives and tasks
 Identify roles and responsibilities of team members
 Establish team ground rules
 Team member expectations
 Operational guidelines for team
 Effective in class meetings
 Effective Chat meetings
 1st set of feedback from project guides

Leadership Required

 Project Guides & Instructors

 provide structure and task direction
 Allow for get-acquainted time
 Create an atmosphere of confidence and optimism
 Active involvement
 Team members believe an appointed leader necessary to make decisions
 One-way communication from leader to team-members

To advance from this stage to the next stage, each member must relinquish the comfort zone of
non-threatening topics and risk the possibility of conflict.

STORMING

This stage begins to occur as the process of organizing tasks and processes surface
interpersonal conflicts. Leadership, power, and structural issues dominate this stage.

Observable Behaviors

 Arguing among members

 Vying for leadership
 Differences in points of view and personal style are evident
 Lack of role clarity
 Team organizing itself
  Power struggles and clashes
 Lack of consensus-seeking behaviors
 Lack of progress
 Establishes unrealistic goals
 Concern over excessive work

Feelings & Thoughts

 Feel Defensive
 Confusion, loss of interest can result
 Resistance to tasks
 Fluctuations in attitude about the team
 Unsure if I agree with teams mission and purpose
 Question the wisdom of team members
 Increase in tension and jealousy
 Unsure about my personal influence and freedom in the team
 We're not getting anywhere

Team Needs

 Inter & intra personal relationships

 Identify stylistic and personal differences
 Effective listening
 Giving and receiving feedback
 Conflict resolution
 Clarify and understand the team’s purpose
 Reestablish roles and ground rules
 How to deal with ‘some’ team members violating team codes of conduct
 Receiving Feedback from project guide

Leadership Required

 Project guide & Instructors acknowledge conflict

 Project Guides suggest that consensus among team members
 Get members to assume more task responsibility
 Concept of Shared Leadership emerges
 Teach conflict resolution methods
 Offer support and praise
 Actively involved Team members begin consulting one another – shared leadership
emerging but have difficulty with decision making.
In order to progress to the next stage, group members must move from a "testing and proving"
mentality to a problem-solving mentality. The most important trait in helping teams move to the
next stage is the ability of team members to listen to their team mates - what are they trying to
say?

NORMING

In this stage, team members are creating new ways of doing and being together. As the
group develops cohesion, leadership changes from ‘one’ teammate in charge to shared
leadership. Team members learn they have to trust one another for shared leadership to be
effective.

Observable Behaviors

 Processes and procedures are agreed upon

 Comfortable with relationships
 Focus and energy on tasks
 Effective conflict resolution skills
 Sincere attempt to make consensual decisions
 Balanced influence, shared problem solving
 Develop team routines
 Sets and achieves task milestones

Feelings & Thoughts

 Sense of belonging to a team

 Confidence is high
 Team members feel a new ability to express criticism constructively
 Acceptance of all members in the team
 General sense of trust
 Assured that everything is going to work out okay
 Freedom to express and contribute

Team Needs

 Develop a decision making process

 Be prepared to offer ideas and suggestions
 Problem solving is shared
 Utilizing all resources to support the team effort
 Team members take responsibility in shared leadership skills
  Receiving Feedback from project guides

Leadership Required

 Shared leadership
 Give feedback and support from Project Guides
 Allow for less structure
 Promotes team interaction
 Asks for contributions from all team members
 Collaboration becomes clearer
 Encouraging others in making decisions
 Continues to build strong relationships

The major task function of stage three is the data flow between group members: They share
feelings and ideas, solicit and give feedback to one another, and explore actions related to the
task. Creativity is high. Collaboration emerges during this stage when team work ethic and
shared leadership is understood.

The major drawback of the norming stage is that members may begin to fear the inevitable
future breakup of the team; they may resist change of any sort.

PERFORMING

True interdependence is the norm of this stage of group development. The team is
flexible as individuals adapt to meet the needs of other team members. This is a highly
productive stage both personally and professionally.

Observable Behaviors

 Fully functional teams

 Roles are clearer
 Team develops independence
 Team able to organize itself
 Flexible members function well individually, in subgroups or as a team
 Better understand each other’s strengths and weaknesses and insights into group
processes
Feelings & Thoughts

 Empathy for one another

 High commitment
 Begin understanding collaborative work ethic
 Tight bonds emerge
 Fun and excitement
 Lots of personal development and creativity
 General sense of satisfaction
 Continual discovery of how to sustain feelings of momentum and enthusiasm

Team Needs

 Project guides assure team is moving in collaborative direction

 Maintain team flexibility
 Measure knowledge performance – post test
 Provide information
 Giving and Receiving
 Feedback and Dialogue with project guides

Leadership Required

 Shared Leadership being practiced

 Observing, Inquiring, Fulfilling, team needs
 Collaborative efforts among team members
 Project guides provides little direction
 Team members offer positive reinforcement and support
 Share new information

The Performing stage is not reached by all groups. If group members are able to evolve to stage
four, their capacity, range, and depth of personal relations expand to true interdependence. In this
stage, people can work independently, in subgroups, or as a total unit with equal competencies.
ADJOURNING

In this stage typically team members are ready to leave (course termination) causing
significant change to the team structure, membership, or purpose and the team during the last
week of class. They experience change and transition. While the group continues to perform
productively they also need time to manage their feelings of termination and transition.

Observable Behaviors

 Visible signs of grief

 Momentum slows down
 Restless Behavior
 Bursts of extreme energy usually followed by lack of energy

Feelings & Thoughts

 Sadness
 Humor (that to outsiders could appear cruel)
 Glad it is over – relief

Team Needs

 Evaluate the efforts of the team

 Tie up loose ends and tasks
 Recognize and reward team efforts

Leadership Required

 Project guides help team develop options for termination

 Good listening
 Reflection and carry forth collaborative learning to next opportunity
 The final stage, adjourning, involves the termination of task behaviors and
disengagement from relationships. A planned conclusion usually includes recognition for
participation and achievement and an opportunity for members to say personal goodbyes.
Concluding a group can create some apprehension – in effect, a minor crisis. The termination of
the group is a regressive movement from giving up control to giving up inclusion in the group.
A. CREATIVITY
A. DEVELOPING CREATIVITY AND UNDERSTANDING INNOVATION
CREATIVITY
 It is the ability to develop new ideas and to discover new ways of looking at problems
and opportunities.
 It is defined as the tendency to generate or recognize ideas, alternatives, or possibilities
that may be useful in solving problems, communicating with others, and entertaining
ourselves and others.
 It is also any act, idea or product that changes an existing domain or that transforms an
existing domain into new one.
FOUR PHASES THAT CAN ENHANCE CREATIVE THINKING
a. Knowledge Accumulation Phase
 This initial stage is all about absorbing as much information as possible.
 This stage is all about hunger for knowledge which you can attempt to satisfy through
reading articles, joining discussion groups, or attending events that educate us on our
domain of interest.
b. Incubation Phase
 With all that newly acquired information, it's always best to step away to let it all sink in.
c. Idea Experience Phase
 This next phase occurs when your mind overcomes a gap and you have your notorious
'aha' moment. Suddenly, your confusion is simplified and clouded thoughts seem much
clearer.
d. Implementation Phase
 The Implementation phase is where you find ways to incorporate your idea into daily life.
Persistence is a key factor as each idea worth implementing will most likely run into
temporary setbacks before it becomes successful.
TYPES OF CREATIVITY
a. Deliberate and Cognitive Creativity
 People who possess deliberate and cognitive characteristics are purposeful. They have a
great amount of knowledge about a particular subject and combine their skills and
capabilities to prepare a course of action to achieve something. This type of creativity
built when people work for a very long time in a particular area.
 Thomas Alva Edison is one prominent example of this type of creative people. He ran
experiment after experiment before inventing electricity, the light bulb, and
telecommunication. Hence, deliberate and cognitive creativity requires a great deal of
time, dedication and abundance of knowledge about a particular subject.
b. Deliberate and Emotional Creativity
 People who are categorized as deliberate and emotional let their work influenced by their
state of emotions. These types of creative people are very emotional and sensitive in
nature. These individuals prefer relatively quiet and personal time to reflect and they
usually have a habit of diary writing. However, they are equally logical and rational
decision making.
 Their creativity is always a balanced product of deliberate emotional thinking and logical
actions. This type of creativity happens to people at random moments. Those moments
are usually refered to as "a-ha!" moments when someone suddenly thinks of a solution to
some problem or think of some innovative idea.
 For example, there are sitUations when you feel low and emotional which distracts you
from your work. In those kinds of situations, you should take 5 minutes and point out the
things which are making yoU sad and keep them aside and focUs on the work in hand. It
will help you to get improvised results and you will get work done easily.
C. Spontaneous and Cognitive Creativity
 There are times when you spend a long time to crack a problem but can't think of any
solution. For example, when you want to make a schedule for a month to get a job
done, but you can't seem to think of any possible way and when you are watching
television and having your relaxed time and suddenly you think of a solution and
everything falls in place.
 The same case happened with the great scientist Isaac Newton. He got the idea about
the law of gravity when an apple hit his head while he was sitfing under a tree and
relaxing. This is the "Eureka!" moments for Newton and an excellent example of a
spontaneous and cognitive person.
D. Spontaneous and Emotional Creativity
 Spontaneous and emotional creativity takes place in the "amygdala" part of the
human brain. Amygdala is responsible for all emotional type of thinking in the human
brain. Spontaneous ideas and creativity happen when conscious and Prefrontal brain
is resting. This type of creativity is mostly found in a great artist sUch as musicians,
painters, and writers etc. This type of creativity is also related to "epiphanies".
 Epiphany is a sudden realization of something. Spontaneous and emotional creativity
is responsible for a scientific breakthrough, religious and also philosophical
discoveries. This allows the enlightened person to look at a problem or situation with
a different and deeper viewpoint.
 Those moments are defined as rare moments when great discoveries take place. There
is no need to have specific knowledge for "spontaneous and emotional" creativity to
happen but there should be a skill such as writing, musical or artistic.
CREATIVE PROCESS
a. Preparation
 Successful creations are preceded by investigation and information gathering. It
can be achieved by gathering information from journals, attending meeting,
seminars etc.
b. Incubation
 Creative person allows their sub consciousness mind to dwell over tremendous
amount of ideas and information accumulated during the preparation phase.
c. Insight
 This is the moment when the person is able to locate solution to their problems.
Generally in most of the cases ideas comes to person in incremental way. The
person improves on solution slowly and steadily.
d. Evaluation
 This phase is regarded as the most emotional trying part, when one feels uncertain
and insecure and thinks about reaction of other people. The individual then
evaluates whether the insight is worth the pursuit.
e. Elaboration
• The implementation of an idea or solution in the creative process model is when an
individual begins the process of transforming his/her thoughts into a final product. This is
the most difficult step of creativity endeavor and requires great self-discipline, dedication
and perseverance.
BARRIERS TO CREATIVITY
a. Resistance to change
 People just get used to doing a particular work in customized manner and they are
just opposed to any new idea or change.
b. Lack of initiative
 Organizational managers from top to bottom are just opposed to giving initiative
to their subordinates fearing that it will undermine their authority.

c. Restriction on interaction
 A free and open environment provides members an opportunity to interact with
members of their own and other grOups.
 Such interaction facilitates exchange of ideas and information required for
creative work where as in restricted environment creativity is adversely affected.
d. Fear of something going wrong
 Many new ideas may go wrong or prove impractical. Whenever creative work is
to be undertaken the possibility of success or failure is always there.
e. Lack of recognition
  Failure to recognize or reward creativity acts as demotivating factor.
 Hard work put in by creative people must be compensated with adequate financial
and non-financial rewards.
f. Resource constraints
 Creativity demands sufficient availability of resources. Absence of adequate
resources may dampen the spirit of creativity.
B. INNOVATION
INNOVATION and entrepreneurship are essential ingredients in building a successful
commercial venture. Innovation in its modern meaning is "'a new idea, creative thoughts,
and new imaginations in form of device or method". It is often also viewed as the
application of better solutions that meet new requirements, unarticulated needs, or
existing market needs. It is the process of translating an idea or invention into a good or
service that creates value or for which customers will pay.
 To be called an innovation, an idea must be replicable at an economical cost and
must satisfy a specific need. It involves deliberate application of information,
imagination and initiative in deriving greater or different values from resources,
and includes all processes by which new ideas are generated and converted into
useful products. In business, innovation often results when ideas are applied by
the company in order to further satisfy the needs and expectations of the
customers.

 In a social context, innovation helps create new methods for alliance creation,
joint venturing, flexible work hours, and creation of buyers' purchasing power. It
is divided into two broad categories:

a. Evolutionary innovations (continuous or dynamic evolutionary innovation)

that are brought about by many incremental advances in technology or
processes and;
b. Revolutionary innovations (also called discontinuous innovations) which are
often disruptive and new.
Innovation is synonymous with risk-taking and organizations that create revolutionary
products or technologies take on the greatest risk because they create new markets.
Imitators take less risk because they will start with an innovator's product and take a more
effective approach. Entrepreneurship and innovation are two very closely related
phenomena in the sense that innovation requires some form of entrepreneurial behavior.

INNOVATION
 It is the ability to apply creative solutions to those problems and opportunities in
order to enhance people's lives or to enrich society.
 It is the implementation of new ideas at the individual, group or organizational
level.
TYPES OF INNOVATIONS
a. Invention
 Described as the creation of a new product, service or process. This would mean
that the entrepreneur takes an existing idea and applies it differently.
b. Extension
  The expansion of an existing product, service or process. This would mean that
the entrepreneur takes an existing idea and applies it differently.
c. Duplication
 Copying (replicating) an existing product or service and then adding the
entrepreneurs own creative touch in order to improve it.
d. Synthesis
 A combination of more than one existing products or services in to a new product
or service. This means that several different ideas are combined in to one new
product or service.
THE INNOVATION PROCESS
a. Analytical planning
 Carefully identifying the product or service features, design as well as the
resources that will be needed.
b. Resource organization
 Obtaining the required resources, materials, technology, human or capital
resources.
c. Implementation
 Applying the resources in order to accomplish the plans.
d. Commercial application
 The provision of value to customers, reward to employees, revenues to investors
and satisfaction for founders.

5 MYTHS OF INNOVATION
b. Innovation is planned and predictable.
c. Technical specifications should be thoroughly prepared in advance.
d. Creativity relies on dreams and blue-sky ideas.
e. Big projects will develop better innovations than smaller ones.
f. Technology is the driving force of innovation and success.

CREATIVITY, INNOVATION AND ENTREPRENEURS

 Creativity is the ability to develop new ideas and to discover new ways of
looking at problems and opportunities.
 Innovation is the ability to apply creative solutions to those problems and
opportunities in order to enhance people's lives or to enrich society.
 Entrepreneurship is the result of a disciplined, systematic process of applying
creativity and innovation to needs and opportunities in the marketplace.
 Entrepreneurs are those who marry their creative ideas with the purposeful
action and structure of a business.
 Researchers believe that entrepreneurs succeed by thinking and doing new things
or old things in new Ways.
 The change that entrepreneurs bring about is through creativity and innovation.
Therefore, it is not surprising to see that entrepreneurs are among the more
creative and innovative players of organizational change.
 Creativity requires someone (like an entrepreneur) to add value in the marketplace
through the innovation process.
 From the idea generation to the successful product development and launch,
innovation is the seed-bed for change. Charged with the coordination of the
innovation process are the entrepreneurs.
 It is the job of the entrepreneurs to be creative in identifying the gap in the market
and innovate a product to fill this gap.
C. Techniques
How to Implement Technopreneurship Ideas in Your Business
1. Share them with your team.
Discussing your technopreneurship idea with the people you work with will help you
determine if it is something that can truly improve your business. Ask for their honest
feedback and let them assess the potential of your idea. This applies particularly when the
people you’re talking to are the ones who’ll be using the tools, software, or equipment
once you’ve acquired it.

2. Read reviews.
While any new kind of business technology will sound attractive, not all of it is right for
your business. Doing research and reading reviews on the technopreneurship idea will
help you objectively weigh the pros and cons. More than anything, it will help you decide
if you really need the technology for your business or not.

3. Develop a business plan.

Before launching your business, it’s crucial to lay out a business plan. This will serve as
your guide on the resources, strategies, and materials needed to achieve your business
goals and a timeline of expected results. Plus, it can aid you in determining where you
will get funds, as well as understanding when and how you will generate profits.

4. Define your business needs.

Surely, you already want to have the slick benefits and a full set of features advertised by
the tech company. However, it’s highly recommended to keep them on hold for a while.
Instead, understand first what your business actually needs and the problems that you’ll
want to solve with the tools, software, apps, and equipment that you’re thinking of
purchasing.

5. Test the product.

To ensure that the tech is compatible to your needs and capabilities of your team, avail of
the company’s trial periods. Test if tools are user-friendly, customizable to your business
needs, and if it does truly help your business operations. This way, you will know if it is
worth the price before you actually purchase it.
6. Optimize your approach.
Flexibility is one of the important qualities of successful technopreneurs and
entrepreneurs. That said, be open to changes to switch software plans or brands as your
business grows. Take your team’s feedback constructively, then analyze and work on it.
From there, you can modify your approach to continuously thrive in the market

a. Address the “human side” systematically. Any significant transformation creates

“people issues.” New leaders will be asked to step up, jobs will be changed, new
skills and capabilities must be developed, and employees will be uncertain and
resistant. Dealing with these issues on a reactive, case-by-case basis puts speed,
morale, and results at risk. A formal approach for managing change — beginning
with the leadership team and then engaging key stakeholders and leaders —
should be developed early, and adapted often as change moves through the
organization. This demands as much data collection and analysis, planning, and
implementation discipline as does a redesign of strategy, systems, or processes.
The change-management approach should be fully integrated into program design
and decision making, both informing and enabling strategic direction. It should be
based on a realistic assessment of the organization’s history, readiness, and
capacity to change.

b. Start at the top. Because change is inherently unsettling for people at all levels of
an organization, when it is on the horizon, all eyes will turn to the CEO and the
leadership team for strength, support, and direction. The leaders themselves must
embrace the new approaches first, both to challenge and to motivate the rest of the
institution. They must speak with one voice and model the desired behaviors. The
executive team also needs to understand that, although its public face may be one
of unity, it, too, is composed of individuals who are going through stressful times
and need to be supported.

Executive teams that work well together are best positioned for success. They are
aligned and committed to the direction of change, understand the culture and
behaviors the changes intend to introduce, and can model those changes
themselves. At one large transportation company, the senior team rolled out an
initiative to improve the efficiency and performance of its corporate and field staff
before addressing change issues at the officer level. The initiative realized initial
cost savings but stalled as employees began to question the leadership team’s
vision and commitment. Only after the leadership team went through the process
of aligning and committing to the change initiative was the work force able to
deliver downstream results.

c. Involve every layer. As transformation programs progress from defining strategy

and setting targets to design and implementation, they affect different levels of the
 organization. Change efforts must include plans for identifying leaders throughout
the company and pushing responsibility for design and implementation down, so
that change “cascades” through the organization. At each layer of the
organization, the leaders who are identified and trained must be aligned to the
company’s vision, equipped to execute their specific mission, and motivated to
make change happen.

A major multiline insurer with consistently flat earnings decided to change

performance and behavior in preparation for going public. The company followed
this “cascading leadership” methodology, training and supporting teams at each
stage. First, 10 officers set the strategy, vision, and targets. Next, more than 60
senior executives and managers designed the core of the change initiative. Then
500 leaders from the field drove implementation. The structure remained in place
throughout the change program, which doubled the company’s earnings far ahead
of schedule. This approach is also a superb way for a company to identify its next
generation of leadership.

d. Make the formal case. Individuals are inherently rational and will question to
what extent change is needed, whether the company is headed in the right
direction, and whether they want to commit personally to making change happen.
They will look to the leadership for answers. The articulation of a formal case for
change and the creation of a written vision statement are invaluable opportunities
to create or compel leadership-team alignment
D. Strategy

1. Online Educational Systems

Nowadays, academic institutions have been relying on online educational systems to
efficiently administer all facets of the learning process for teachers and students. But
more than the academic side, professionals like business owners and entrepreneurs have
also embraced online learning systems to enhance and update their entrepreneurial skills
and knowledge while running their business. These also help them gain knowledge and
skills to understand the different aspects of their business. As a result, they can stay ahead
of the curve.
2. Customer Relationship Management (CRM) Software
Customers are one of the integral reasons behind businesses’ continued operations.
Hence, it’s important that you manage your relationships with customers, even in a
digital way. That’s why with CRM software, you can easily track all communication,
information, and notes about customers or potential leads instead of checking different
spreadsheets, databases, and applications to gather their data. Plus, these systems help
streamline customer service, sales and marketing efforts, and management. All these, in
turn, lead to impressed clients, business efficiency, and better time management.
3. Accounting Software
Modern accounting software, like QuickBooks and ZOHO Books, allow businesses to
streamline their tasks and manage a large number of financial data. Thus, businesses can
minimize discrepancies and mistakes, reduce financial risks, and find opportunities to
increase their revenue. More than that, accounting software also lets businesses automate
most steps of the accounting cycle. These include managing invoices and billing, tracking
expenses and online payments, and performing bank reconciliation.
4. Human Resources Information System
One of the busiest departments in all firms is human resources (HR). From employee
database and directory, onboarding, benefits administration, and payroll, to applicant
interviews, HR professionals would need systems to improve their processes and keep
organized. That said, by reviewing human resource information systems (HRIS) your
technopreneurship ideas can blossom, and you can make HR operations more efficient,
simple, and productive. Moreover, with an HRIS, HR practitioners can allot more time to
strategize initiatives and programs that boost business outcomes.

5. Digital Advertisements
In this digital age, most businesses and corporations have shifted from brochures,
billboards, and banners to online marketing materials to promote their products and
services. Aside from saving time and money in producing print marketing materials,
digital ads play a vital role in reaching a wider target audience, generating high-quality
leads, and earning high-ranking positions in search engines. Likewise, it can help
businesses target ideal customers, engage with them at every buying stage, and track the
results of their campaign—whether it’s from social media channels or search engine
optimization (SEO).
 Engineering services company is a project-based business that provides
specialized consulting services to help clients bring products or technology to market.
The specialization of engineering services will range depending on the project scope.
The engineering firm provides multidisciplinary consulting related to the design,
simulation, evaluation and investigation needed to safely construct or manufacture the
asset.

Business Name:
Elysian Construction and Development Corporation

About:
An Engineering Firm offer a high degree of flexibility of service, service that is
not only effective but also very cost-efficient. It also provides engineering, procurement,
construction, maintenance, and project management services to our clients.

Employee: Specialized Engineers

How we can Relate our business which ECCDC to Team Formation, Leadership
and Mind Ideation.

As the Engineering Firm offers high flexible services, Elysians' team formation
process through which founders establish a team to start a new venture has important
implications for team performance and engineers and clients success and satisfaction. As
Engineers team formation is gradually growing, it is at a critical juncture and marked by
considerable fragmentation. ECCDC has a very friendly and helpful working
environment wherein superiors help out their subordinates and teamwork is present.

In part, this is because discipline of a leadership have examined the team

formation through different disciplinary lenses and within very different contexts. Our
structured for the foundation of services from the based experiences addressed for new
venture team formation, such as why, how, when, and where where employees can fully
exercise their ability and individuality. They maintain long-term employment for their
human resources and sets the corporate up in a way which respects human rights and
beings. The management is great and treats its employees with great benefits.
The resulting integrative framework delineates the dynamic nature of the
formation process, the origins of new venture teams, primary formation strategies used to
initiate cofounding relations, and their effects on team characteristics, processes, and
performance.

How our business able to cope up with the creativity processes, strategies,
techniques and Innovation?

The value that creativity and innovation offers lies in their ability to facilitate the
development of novel and effective technological solutions to problems stimulated by
change. There is, however, a disconnect between creativity, innovation, and engineering.

As our firm offers derived strength from its commitment to diligently and
carefully plan the works and then vigorously working the plans, we gather our ideas and
creatives plans to provide a services which clients and people can be a pioneer and
succees both side some of this high end quality services is the Engineering design
services.

Here our Merits of Our Firm:

 Professional quality of services provided by a highly motivated and professional

team
 Unique and creative solutions that meets client’s expectations.
 Continuous search for Design Solutions beyond the agreed design requirements
and objectives.
 Creative approach to the clients’ needs in order to find an effective and economic
system
 Progressive Monitoring of project to ensure security on Client’s business
 Considers Energy Efficiency and Value Engineering in system design
 Professional and Ethical Relationship with Clients
 Willingness to Innovate for Design Improvement and solutions to a problems
encountered
 Provide Engineering Services under Negotiable and Acceptable Terms
 Comprehensive Approach on Provided Engineering Services.