Four requirements for entrepreneurial management 
Peter Drucker had four requirements for entrepreneurial management in the article “the New Venture”. They are: a focus on the market, financial foresight, building a top management team long before the new venture actually needs one and decision of the founding entrepreneur role in his team.
Firstly, companies might not be able to foresee that the products they originally designed or planned to sell have been switched to another products or services they did not expect. The company will be successful, if it is market-focused and market-driven to look, listen and satisfy customers. Secondly, as Mr. Drucker said, “The lack of adequate financial focus and of the right financial policies is, by contrast, the greatest threat to the new venture in the next stage of its growth.” The more successful a new venture is, the more dangerous the lack of financial foresight. Thirdly, the reason why we should build a top management team long before the venture goes bankrupt is that the whole team needs long periods to cooperate and function well together. It takes time for team member to form mutual-trust and mutual-understanding. After the founders have done all the market focus, financial foresight and top management team, a new problem evolves. They need to decide what are their roles and relationships in their team. If the founders refuse to accept it, the business might be messed up or come into problems.
As for Louis Agassiz’s teaching methods, he put the learning processes, ways of thinking, and problem solving in core position by means of observation and self-experience firsthand. His strict adherence to making students to be active observer instead of passive recipients of what he had ready known. In order to meet those four entrepreneurial management requirements, we need to implement the teaching methods that Agassiz used to solve problems. Entrepreneurs should be willing to explore solutions and experience under different circumstances. Instead of a copy cat,
Firstly, companies might not be able to foresee that the products they originally designed or planned to sell have been switched to another products or services they did not expect. The company will be successful, if it is market-focused and market-driven to look, listen and satisfy customers. Secondly, as Mr. Drucker said, “The lack of adequate financial focus and of the right financial policies is, by contrast, the greatest threat to the new venture in the next stage of its growth.” The more successful a new venture is, the more dangerous the lack of financial foresight. Thirdly, the reason why we should build a top management team long before the venture goes bankrupt is that the whole team needs long periods to cooperate and function well together. It takes time for team member to form mutual-trust and mutual-understanding. After the founders have done all the market focus, financial foresight and top management team, a new problem evolves. They need to decide what are their roles and relationships in their team. If the founders refuse to accept it, the business might be messed up or come into problems.
As for Louis Agassiz’s teaching methods, he put the learning processes, ways of thinking, and problem solving in core position by means of observation and self-experience firsthand. His strict adherence to making students to be active observer instead of passive recipients of what he had ready known. In order to meet those four entrepreneurial management requirements, we need to implement the teaching methods that Agassiz used to solve problems. Entrepreneurs should be willing to explore solutions and experience under different circumstances. Instead of a copy cat,