W12 Entrepreneurial Journal – Reflection on “What’s a Business For?”

 

W12 Entrepreneurial Journal – Reflection on “What’s a Business For?”

This week’s study on “Becoming a Change-Maker,” especially the article “What’s a Business For?”, challenged me to rethink the deeper purpose of business in society. The first two pages of the article highlight a simple but powerful truth: virtue and integrity are the foundation of a functioning economy. Markets only work when people trust the system—trust financial reporting, trust leadership decisions, trust that value is being created in reality and not fabricated on paper. When virtue collapses, the entire system begins to rot from within. As the article explains, when trust disappears, economic activity slows, investment weakens, and society bears the cost of corporate misconduct. This helped me appreciate that integrity in business is not just a moral preference—it is an economic necessity.

Charles Handy’s perspective strengthened this point. According to Handy, the real justification for a business is not profit itself, but the creation of value—value for society, employees, customers, and communities. Profit is necessary, just as the red blood cells are necessary for the human body, but it is not the purpose of the body. Businesses exist to solve problems, produce meaningful work, and contribute to human well-being. This view resonates deeply with me, especially because many of the entrepreneurial paths I am involved in—such as financial inclusion, mobility services, and digital transformation—are purpose-driven at their core.

Handy proposes several solutions, and two of them strongly align with my own beliefs.
First, he argues that companies must clearly define and live according to a purpose beyond profit. I agree because purpose guides decisions, protects culture, and ensures that growth does not come at the expense of integrity. Without a deeper mission, a company becomes vulnerable to shortcuts and unhealthy incentives.
Second, he suggests that shareholders should not be the only stakeholders who matter—employees, customers, and society must also be recognized. This aligns with my experience in entrepreneurship: sustainable organizations grow when they elevate everyone involved, not just investors.

Overall, this week’s materials reminded me that entrepreneurship is ultimately a form of stewardship. It is about using resources, skills, and opportunities to uplift others. I am looking forward to applying these principles more intentionally in my current ventures—ensuring that integrity guides every decision, and that purpose remains at the center of the work I do.

Comments

Post a Comment

Popular posts from this blog

W05 Reflection - Here are my key takeaways from “A Hero’s Journey.”

Here are my key takeaways from “A Hero’s Journey.” The talk reframed success from trophies to transformation. The three end-of-life questions— Did I contribute something meaningful? Was I a good person? Who did I love, and who loved me? —cut through the noise of titles and net worth. If those are the real scoreboards, then my calendar and budget need to mirror them now, not “after I make it.” Second, a calling sits at the intersection of God-given gifts, deep joy, and a real need in the world . I loved the practical experiments: ask five people what you do better than anyone else; notice where you lose track of time; then aim those strengths at a concrete problem that bothers you enough to act. That is more actionable than waiting for a lightning bolt. Third, ethical guardrails matter more than raw ambition. Writing out “I will never…” lines and a “message in a bottle” for moments of temptation is a powerful way to prevent small compromises that become big failures. I also took to ...
Read more

W01 — The Startup of Me: Mighty Heart, Strong Mind

 This week I reframed the semester as the “startup of me.” Elder David A. Bednar ’s call to be both “faithful and competent” challenged my comfort zone[1]. He warns against the “academic path of least resistance,” ties scholarship to sacrifice and consecration , and interprets D&C 4:2 (“heart, might, mind, and strength”) as a mighty heart plus a strong mind for consecrated service[1]. Omni 1:26 — to “offer your whole souls” — set my bar for weekly effort[1]. From Jeff Sandefer , living as an entrepreneurial hero means dream big, start small , accept that life is hard, and engrave habits → character → destiny [2]. His counsel to fail early, cheaply, and often , and to choose fellow travelers well , fits my Angolan context where rapid prototypes and candid operator feedback drive impact. Guy Kawasaki reinforced purpose at the core of work: do what you love is not anti-profit; it is pro-meaning, so profit doesn’t feel empty[3]. President Gordon B. Hinckley added a mo...
Read more

W06 Reflection: So You Want to Be an Entrepreneur?

 This week felt like a reset on what truly sustains an entrepreneurial career: self-mastery, method, and purpose. From So You Want to Be an Entrepreneur? I took the “three bags” of knowledge: (1) deep industry understanding plus a trusted network; (2) the skills to run day-to-day operations; and (3) the ability to raise capital. The most practical insight was the order of value : industry > operations > capital. Money is a commodity; real advantage comes from immersion and execution. Amar Bhidé strengthened my antidote to analysis paralysis: screen fast, analyze the essentials, and act in short cycles . Instead of waiting for a perfect plan, place small bets, meet real customers, and adapt. That “learn by doing” approach speaks directly to my perfectionism—it offers a disciplined way to move forward without being fooled by pretty spreadsheets. On character, President N. Eldon Tanner’s “Success Is Gauged by Self-Mastery” shifted my focus from “conquering things” to “conquer...
Read more