How many times have you had a head full of ideas , but due to lack of clarity you have not been able to specify them and therefore do not take the next step?
Surely it has happened to you, and it is normal when we undertake, because it is not an easy task to carry out; To undertake is to choose to transform that idea that you probably worked - like me - for years, into something tangible that you can finally launch on the market.
From my experience, the path to enter the world of entrepreneurship involves sacrifices and learning, but above all, great satisfactions, which have a positive impact on personal and professional life.

The Asia Clean Energy Forum (ACEF) is one of Asia’s leading clean energy events and is held each June. ACEF connects diverse stakeholders from across Asia and the globe, facilitates knowledge sharing, and highlights ADB’s groundbreaking work to scale up clean energy investment in the region. This year, ACEF celebrates its 16th year of connecting people for impact and it will once again be a fully virtual event. This year's theme focuses on Accelerating the Low-Carbon Transition in Asia and the Pacific. ​

Startups have been a key element in refocusing industries and markets, thanks to their perspective of challenging the "we have always done it this way" to consider new solutions, which leads to various learnings and experiences: from developing new lines of business, entering new countries, adapt to new cultural approaches until seeking financing.
According to the study of the Inter-American Development Bank (IDB): “Large companies, startups and innovation in Latin America. Promises and Challenges ”, one of the features that differentiate Latin American ecosystems from other more developed ones is the low articulation of large companies with the world of entrepreneurship and innovation, which translates into wasting knowledge on the part of new entrepreneurs as well how to create barriers -which should not exist- for the emergence of dynamic enterprises.

​Sustainable finance have been gaining huge prominence in recent years, with countries such as Luxemborg, France, Japan and PRC setting up financial infrastructures such as sovereign green bonds, platforms for green bond listing and  Climate Bonds Initiatives.
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Although sustainable financing has gained significant momentum in 2020, Singapore still lagged behind as it lacks a credible green finance market, with numerous reports on “green washing” against environmentally beneficial investments. However, Singapore wants to be a hub for green financing, following its already established role as a financial hub in Asia and Southeast Asia and the recently announced Green Plan in 2021 by the recently formed ministry of sustainability and the environment.

All innovations make the journey from “eureka” to “meh”. But they don’t do so according to fixed rules.
Innovation never sleeps. It’s a relentless pursuit of the new and different, spurred by the awareness that yesterday’s breakthrough is today’s bare minimum for staying in the game. The competitive advantage to be reaped from new discoveries has a limited shelf life.
One factor determining the true age of an innovation is the rate of subsequent developments in the field or industry. Another is the rate of adoption – how quickly the copycat effect takes hold among competitors. Your shiny new toy is less impressive if all your rivals can flaunt the same bauble.

Entrepreneurship education has been in the spotlight for some time now. Following a spirited debate on the teachability of entrepreneurship, the general consensus that has emerged is that entrepreneurial mindset can indeed be taught and cultivated, and that it is imperative to do so. An article in Entrepreneur India and a recent article in Harvard Business Review have emphasized the importance of nurturing an entrepreneurial mindset but have also warned against adopting the typical business school approach to bring it into the classroom.
The question then is: What is entrepreneurial mindset and how to instill it in a classroom setting? 

Henry Langer is 12. He has turquoise hair, lives in Los Angeles, and has a lot to keep him entertained at home — two pet pigs, two dogs, a cat, a chameleon, and a leopard gecko, all rescues, and he’s gunning for an iguana. But what he doesn’t have access to is soccer, baseball, and his friends, which school Zooms just can’t replace. When it became clear that lockdown would be long, he needed something to do, and also wanted to make a few bucks. So he started an artisan chocolate company, Sweet Henry’s. “I really like baking, and I love chocolate,” he says. “At first it was hard not to just eat it.” ​

No one ever said it was going to be all smooth sailing. We’ve all been in a boat that’s gotten a little rocky, and some of us have even experienced a full-on capsize. In my experience of weathering the storm, there are one of two things that happen to your company: You either go out of business or you stay in business. If you are leading a team, you need to figure out which of those two positions your company is headed towards. Chances are, it won’t be difficult as a lot has already happened and shaken out in the marketplace. That’s good news for entrepreneurs, and even better news for leaders. The companies that weren’t strong enough to survive have already failed. And while we mourn their loss, we also have to recognize that it’s leveled the playing field. This is also a good time to take stock of where competitors have landed and where you currently rank in the pack.
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Up until recently, Sustainability is a buzz word individual firms drum along to, almost like the very legendary composition of Bohemian Rhapsody, alternating between quick and slow beats. Corporate Sustainability efforts in Singapore so far reflect a splashy biopic of big ‘progressive’ corporate honchos, sometimes echoing cliche, but grand, a bit obvious, but entertaining, and inspiring almost. Is it a wonder, then, despite all these years of showmanship efforts, our contribution to the global warming and carbon emission has not abated?
The government has recently announced they have decided to take the bull by the horns. 

Quick, what are the three key responsibilities of a CEO? Easy, I’ve been saying for as long as I’ve been a CEO: 1) Systems, 2) Structure, and 3) Scalability. Stated simply, the CEO perfects the product and process that allows the business to exist (“nails it”), and then makes the result sustainable and scalable to meet the company’s goals (“scales it”). Failure comes, I’ve maintained, when we lose our focus on these primary goals. ​

For many of us, this has been the most unpredictable and difficult year of our lives. Only 11 months ago, we rang in the new year and new decade in a world that looked and felt far different and far more certain than the world we’ve experienced since — and it was hard to imagine at that time how vastly our lives would collectively change in just a short period of time.

Creating a new product, service or changing the way in which business is done is a noble path that many embark on, and find more challenging than they expected.

Besides financial roadblocks and struggles, there are also emotional ones. Many entrepreneurs are told by peers or friends that this is not the time to start a business, with Covid causing so much uncertainty. 
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But if you are feeling deep down in your gut the desire to push forward and start a business, take into account these pros and cons and incorporate them into a plan to reach your goal.

Claude Silver, Chief Heart Officer of VaynerMedia, recently shared a quote on her Instagram page that caught my attention: “People skills, EQ, ‘soft’ skills, HUMAN skills – these are our anchors. They ground us, remind us that we are real. Without these we fly away.”
Businesses tend to overlook soft skills and focus on hard skills. When LinkedIn released their list of most in-demand hard and soft skills of 2020 earlier this year, unsurprisingly, the hard skills were dominated by computer skills. With the pandemic hitting the world back in March and the forced shift from brick-and-mortar to work-at-home that trend will only accelerate.

Oil Talks Snag
A panel of OPEC+ ministers couldn’t reach an agreement on whether to delay January’s oil-output increase, leaving the matter unresolved before a full meeting of the cartel and its allies on Monday. Most participants in an informal online discussion on Sunday evening supported maintaining the production curbs at current levels into the first quarter, said a delegate. Yet while Russia spoke in favor of postponing the supply hike that’s currently scheduled to happen in the new year, the United Arab Emirates and Kazakhstan were opposed. Unless the agreement is revised this week, they will restart about 1.9 million barrels a day of halted output, potentially pushing the global market back into surplus and undermining the recent surge in crude prices.

These days, you just don’t hear that much about business plans. The feeling from some corners of this industry — entrepreneurs and investors—seems that business plans have lost their snap, but I simply don’t agree.
There are plenty of good and necessary reasons for savvy entrepreneurs to invest time and energy to write a memorable business plan. Here are my top five.

What if there was a programme that could help your company grow, even in this challenging Covid-19 climate? What if this programme could help you identify roadblocks and next steps, allowing you to harness all the untapped potential for innovation and growth within your business?
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Whether you are an entrepreneur, a small business owner or a C-suite leader, the need to adapt and move fast has never been more pressing than it is today.

Millions of Americans have lost their jobs during 2020 due to the Covid-19 pandemic, and many of those Americans may be considering starting a business.
If you’re new to the world of entrepreneurship, you may want to consider making your business official by establishing a Limited Liability Company (LLC) or other legal business entity. But, even if you operate as a sole proprietor to start, it’s important to separate your personal finances from your business finances.