The answer to that is definately not. It's a skill that can be learned, just like riding a bike, but if you don't learn it correctly, true wealth will be outside your grasp, forever! To fully understand concept of entrepreneurship, you first need to know it's place on ladder of success.

There are basically 5 levels of Entrepreneurs and you need to know where you're at right now before you can start jumping to next level. Level 0 is an *employee.* It's not really a level at all - hence Level 0 - but if this is where you are, at moment, you need to use this time to build knowledge and build capital. Try not to become a specialist. Remember, specialists become obsolete! Rather, try to become a *Generalist.* Look at it this way. If you are in Army, who makes ultimate decisions? The General ! Not infantryman, not tankie, not Medic, but General. Generalists employ specialists!

Level 1 is self-employed person. This is really where most people start to climb ladder. It's also where many people stay, mistakenly thinking they are now an Entrepreneur! The fact is, it's easy for self-employed people to become bigger and bigger specialists. You need to use this level as a starting point only and rapidly move on to next level. Level 2 is a *Manager.* You need to start developing a commercial business that works when *you* are not there. You need to start building passive income because a paycheck existance will never lead to true wealth. In other words, start to work *on* your business and not *in* your business. There's a very distinctive and subtle difference!

Good companies have standardized processes in place so that limited human resources aren't wasted on procedural inefficiencies. Elite companies have taken it a step further and have even standardized their decision making processes. For these companies, a good decision is simply a logical conclusion to a well administered plan. Good planning consists of several key elements:

-> A documented decision making process -> Needs analysis -> A budget -> A realistic implementation timeline -> Product and vendor research -> Service provider selection criteria

Documentation: Without appropriate documentation, there is no standardization. Decide who in organization will be involved in selection process and at what level. Then identify an individual to be responsible for facilitating needs assessment and ultimately deciding which products to consider. Decide who will research and present solutions and pros and cons of each to group. Your final documentation should also include information regarding process by which a final decision will be made and deadline for making that decision.

Needs Analysis: Due diligence is your responsibility and begins with a detailed understanding of your needs. Regardless of what type of product you're researching, you'll need to identify critical element that drives business need. For example, if you're looking for accounting software and inventory management is key, you have narrowed your search down to products with inventory management capabilities.

The next step in your process should be a comprehensive needs analysis of already identified critical elements and need as a whole. Determine what features are non-negotiable. These are your deal breakers--the things you can't live without. Then develop a wish list based on your organization's fantasy of perfect solution. The items on this list are things you would like to have but could live without if all your other needs are met.