Entrepreneurial knowledge is a non-rival commodity.

Formulae to success should (in essence) be shared freely, not for kumbaya purposes (in life -fairness, success and happiness are consistent uncertainties) but simply because they (formulae)expose depth outside the obvious. If anyone can do what you do; then everyone is going to do what you do.

The ingredients that make a project (any project) work are inherently intangible.

Similar to moral relativism: defined as a philosophical view of what is right or wrong, good or bad, acceptable or unacceptable within a culture, a circumstance, an individual or a situation- what makes ideas come to life, is the internal campus that powers the belief that they (ideas) can come to life. That ideas can breath. Ideas can have an identity, a personality,a life cycle and even a feng shui (Fung-SHWAY...whatever).

Everything is relative, but relative only to everyone else.

Your world will always be the same to you, a perenial equilibrium. What you believe about yourself is what you believe about yourself. You can fight and lose, but you can never win if you do not fight at all. It’s a paradox, but I believe this is because the bravest fight is a fight against the odds.

During my undergrad in 2003, I discovered the coveted world of the Johari window:a cognitive psychological tool created by Joseph Luft and Harry Ingham in 1955 , used to help people better understand their interpersonal communication and relationships.

Entrepreneurially, the Johari window is paramount because it reminds one to look at everything from a stakeholders perspective, not just from the current perch.

Onwards. Upwards. Always !

YAMBUKA is ALIVE!
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What a piece of work is a man,
how noble in reason,
how infinite in faculties, in form and moving
how express and admirable, in action
how like an angel, in apprehension
how like a god! the beauty of the world, the paragon of animals—and yet...to ME,
...what is this quintessence of dust?
Hamlet

Hamlet Act 2, scene 2

Everything is relative, even when it should not be.

I was recently invited to a meeting with three other young gentlemen (with separate businesses) interested in forming a local entrepreneurial cartel (in the literal sense- a small group of producers of a good or service who agree to regulate supply in and effort to control or manipulate prices, not the Hollywood Tony Montana sense).

What was interesting was that I witnessed the "Tragedy of the Commons'. The tragedy was apparent less than 30 minutes into the competitive meet.

The tragedy of the commons refers to a dilemma described in an influential article by that name written by Garrett Hardin and first published in the journal Science in 1968.

The article describes a situation in which multiple individuals, acting independently, and solely and rationally consulting their own self-interest, will ultimately deplete a shared limited resource even when it is clear that it is not in anyone's long-term interest for this to happen.


The dilema illustrates the argument that free access and unrestricted demand for a finite resource ultimately reduces the resource through over-exploitation, temporarily or permanently.

This occurs because the benefits of exploitation accrue to individuals or groups, each of whom is motivated to maximize use of the resource to the point in which they become reliant on it, while the costs of the exploitation are borne by all those to whom the resource is available (which may be a wider class of individuals than those who are exploiting it).


Individuals will always behave in a selfish fashion. Rationality would dictate that even self-interested individuals will often find ways to cooperate, because collective restraint serves both the collective and individual interests...but alas.

YAMBUKA fara da se (Italian).

Entrepreneur- a person who organizes and manages any enterprise, esp. a business, usually with considerable initiative and risk.


Onwards.Upwards.Always!

YAMBUKA is Alive.

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