14 ENTREPRENEURSHIP
because the building was going high-tech. These tenants, however, had their freedoms
too. Over the next several months they conducted sit-ins, acts of civil disobedience, and
picketing to protest what they saw as the gentrification of the area. Mr. Beebee was
stymied and his company hemmed in by political activity and zoning ordinances. “Aqui
estamos, y no vamos” (“Here we are, and we are not going”) chanted the demonstra-
tors.^34
Another indicator of “where” entrepreneurship flourishes is found in the ease of start-
ing a business. The World Bank has a global index for this indicator. Table 1.2 presents
a top-10 list of best countries in which to start a business. Note there are other business
indicators on the list as well.WHO IS THE NEW ENTREPRENEUR?
Ask any group of businesspeople today if they consider themselves entrepreneurs.
According to Bill Sahlman, professor and senior associate dean at the Harvard Business
School, “most of them will raise their hands. That doesn’t mean that they are en-
trepreneurial, but they would certainly not like you to think they aren’t.”^35 If entrepre-
neurship is one of the hot labels today, it is because the concept of being an entrepre-
neur has changed.^36 Fifteen years ago, an entrepreneur might have been described as a
business version of a John Wayne cowboy (tough, gutsy, and male), who steered his
business through the rodeo of commerce without the help of training or education and
without the assistance of bankers or other experts. Entrepreneurs were once seen as
small business founders with a strong independent streak and perhaps a flair for the dra-
matic. Entrepreneurs were thus born, not made.
Things are different now (see Table 1.3). A class of professional entrepreneursis emerg-
ing today who rely more on their brains than their guts—and who have been trained to
use both methods and technology to analyze the business environment. Some of the
firms created have been named gazelles.^37 A gazelle is a fast-growing, innovative com-
pany that creates buzz and jobs. Gazelles are distributed in all industries and environ-
ments. It is estimated that of the more than 18 million small businesses in the United
States, there are only about 340,000 gazelles. They even have their own Web site:
http://gazellesInc.com.^38
A look at Table 1.3 reveals some significant trends. First, there is increased emphasis
on leadership. Leadership is a complex phenomenon and although most of us have some
capacity for it, the pundits agree that outstanding leadership is always in short supply.
The entrepreneur has to lead his or her organization and its people. He or she needs to
be a motivator and a model for behavior. He or she must be out in front inspiring peo-
ple to follow.
A second trend is better management. The days of building a better mousetrap and
leaving it at that are gone. The entrepreneur must be a manager—planning, monitoring
the business’s achievements, controlling the flow of work and information through the
organization, and staffing the venture with other leaders and competent managers.
According to Bill Wetzel, professor emeritus at the University of New Hampshire,
the difference is like night and day. Wetzel says that the old-style entrepreneur or busi-
ness founder was thought primarily to be concerned with earning a living, while today’s