Washington Business Journal by Ingar Grev, October 11, 2010
When I was a submarine officer on the USS Philadelphia (SSN-690), I learned the two most important rules of navigation: Rule No. 1: Donít hit anything you can see, Rule No. 2: Donít hit anything you canít see. Although these rules are obvious, they do capture the essence of navigating a ship at seaÖ
Washington Business Journal by Ingar Grev, October 19, 2010
I have an affinity for listening to the ďhow I did itĒ stories of leaders. Itís one of the reasons I volunteer with the local chapter of The Entrepreneurs Club of America. Rather than just getting a pedagogical list of "how-toís" (who wants to be preached to?), a story allows us toÖ
Washington Business Journal by Ingar Grev, October 28, 2010
I was out buying a bike for my sonís birthday over the weekend, and I was planning on going to the same store where I bought all the bikes in our family:Bike Doctor of Crofton. The shop is one of eight independently owned Bike Doctor franchises throughout Maryland. (The headquarters is in Arnold.) One of the incentives the shop offersÖ
Washington Business Journal by Ingar Grev, November 4, 2010
This article from The Wall Street Journal, brought to mind the issue that every business owner needs to plan for: exiting the business. Author Steven Covey popularized the concept of beginning ďwith the end in mindĒ in his book "The Seven Habits of Highly Effective People", and itís a concept that most business owners donít put into practice
Washington Business Journal by Ingar Grev, November 16, 2010
I listened to local businessman Ken Kessler share some lessons from his entrepreneurial journey at a luncheon a few days ago. Ken founded and later sold a company named Kessler Soils Engineering Products Inc. A big part of their worldwide business is evaluating the condition of the soil upon which someoneís planning to build a road or a runway.
Washington Business Journal by Ingar Grev, November 23, 2010
A few weeks ago I wrote about Google CEO Eric Schmidtís interview with The Wall Street Journal, where he stated that he didnít see Facebook as a competitor to Google (see ďDonít Hit Anything You Canít SeeĒ). My observation was that Schmidt was either being naÔve or coy about his firmís strategy (I believe the latter).