15 Seconds of Brazilian Fame.

For those that already read my earlier blog "Tyler Schleich and the Three Chairs", you have the necessary background to continue reading this post. (I would recommend reading that post if you have not already)

This post is an update to that post, by letting you know that as a result of the new chair, I made the Brazilian version of the Economist, or at least a reference to me. The article titled "Menos e mais" was written by Marcelo Nakagawa, an Entrepreneurship and Innovation Professor (as well as a Venture Capitalist) here in Brazil. (Note: That link goes to the article, but it is in Portuguese).

The key message in the whole article is not about the chair, but rather the closing sentences in the article:

"When we reach a situation of comfort we only worry about the search for more comfort. The simple becomes complex, the useful becomes futile and we included the "no" at the beginning of sentences. I can not, can not, will not give, is not in the budget, was not foreseen."

PS. A special thanks goes out to Vanessa de Paula De Fazzio for the help with the chair shopping! Who knew there were so many options (not many for someone two meters tall)? And the way, the chair is really comfortable.


How was I referenced you may ask, well in the second paragraph of the article, he references a story about one of the Entrepreneurs having to buy a new chair for someone from Ernst & Young because he was two meters tall (That's right I'm 6'6', 78 inches, or roughly 2 meters). It also mentions the Ernst & Young CR Fellows Program along with Endeavor who we collaborate with to help create jobs in Latin America's emerging markets. Additional information on the program can be found at my first blog, "The  Birth of Time Irado". I have translated the full article below using "g" translate, therefore its a bit choppy but you get the point:

"Menos e Mais" by Marcelo Nakagawa

I had a shock when I entered the room he would stay for a week in a summer course at Babson College, located in the Boston area last July. A desk, chair and a wardrobe of simple wood. On the bed, a mattress and a plastic bag with pillow, pillowcase and a sheet made of gauze that seemed so thin. Good thing would be alone. It would not be easy to divide "all" that. I had been warned that should bring the rest, such as towels, soap and shampoo.

Just did not know that the bathroom was collective. "Glad you did not bring liquid soap.'ll Darn that falls to the ground." I thought of going to the super hotel that had left Boston with his goose-feather pillows, sheets, wire Egyptians, private bathroom, a choice of tea, coffee, cappuccino and cookies. But it was as a guest, he could do such an insult and would not be a week, but only five days.

Just remember this because last week one of the entrepreneurs who said he had to help him out in a hurry to buy a big chair to offer to the consultant that would work for two months as a volunteer in your company. The problem was that the guy had almost 2 meters and no chairs the company was sound. I already knew other similar initiatives, but this program at Ernst & Young was different. The company moved some of its top executives worldwide to work full time for two months in a company associated with Endeavor in the world. But what a great executive can learn in a small business?

Also last week I was invited to participate in a training program for executives of General Electric. The company selected some of its most senior executives around the world and sent to Brazil to experience how they undertake and innovate. But what you show to one of the most innovative companies in the world, which grossed over $ 150 billion? Well, show stories of people who did too much with too little. Stories like Dornelles Valerio, founder of Techno Logys, one of the most innovative companies in Brazil, which sells wall per m2 or Luis Chicani, founder of DentalCorp, the company that became case at Harvard. Chicani is in his fourth company, which sells health and wellness for the popular classes by means of a prepaid card. I was impressed how executives paid attention to the stories told by entrepreneurs. There was a new form of executive education there.

When we reach a situation of comfort we only worry about the search for more comfort. The simple becomes complex, the useful becomes futile and we included the "no" at the beginning of sentences. I can not, can not, will not give, is not in the budget, was not foreseen.

As in every fairytale, "Tyler Schleich and the Three Chairs" has a happy ending......