Big Man Syndrome

I'll start this section with a story I was once told at an entrepreneurship workshop:
Ed White was working for Andersen Consulting until 1991 when he was retrenched. His boss said he was redundant. Instead of sitting back and weep, he decided to set up his Ed White & Co, a firm that specialises in IT consultancy for the banking and motor industries. As we speak, his firm's client list includes Mercedes-Benz, VW, and Lloyds TSB. Interestingly, the firm has only 12-full-time employees. It highly depends on freelance consultants to meet the demands of its clients. This has enabled the firm to remain lean and flexible.
Ed's story is a success story that is music to every entrepreneur's ear. I'll leave you to decide the moral of the story.
There's

Highly individualistic: Does your culture prefer to act as individual or as a group? An individualistic culture is loosely knit and the people operate individual, and if they extend, it is limited to immediate family members. They embrace the common saying that every man is for himself, only God is for us all.
2. All men are equal: In such societies, the big man syndrome, where some people think of themselves as demigods while others as subjects, is highly diminished. They don't worship hierarchies, and therefore relations are vastly formal. According to such a culture, all men are equal, just as they are created. However, you have the freedom to accumulate wealth to become very unequal.
3. Non-conformist: In conformist cultures, much attention is given to rules and procedures. They reward compliance and loyalty instead of risk and initiative. There's no room for error and non conformity. On the other hand, entrepreneurship thrives in a free world (non-conformist society) where ambiguity, which is instrumental in developing analytical skills, is tolerated as it. In the free world, people are highly flexible and adore change. The pay much respect to personal choices and decisions. In the end, initiative and risk-taking are greatly