Now I know many of you will say: ‘But you can eat many weeds! There are plenty that are edible & healthy for you to consume!’
However for those that do not wish to consume those edible weeds we’re just going to discuss how you can figure out which of your little seedlings are weeds and which are your crops.
How to Tell your Crops & Weeds Apart
And you’re right!
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Help!? I have no idea which plants I can eat and which are weeds!
This is a common beginner question, and one that I get asked all the time. How do you know which seedlings are your food and which ones are weeds?
Make the wrong identification and you’ll pluck what you think is a weed only to find you pulled out your vegetable seedlings. When plants are at the seedling stage, they look quite different from their mature stage. To avoid ruining your beds before you have barely started, you need to get good at identifying seedlings.
Knowing how to tell seedlings from weeds is a great skill to have as a gardener. You’ll find plenty of resources online to help you make this identification. These include pictures of vegetable seedlings as well as those of common weeds, allowing you to simply check what you have and only pull weed seedlings. Until you get to know your seedlings better, here are some tricks and tips that will help make the task easier:
How can you identify seedlings and not mistake them for weeds? This is tricky, even for the most seasoned gardeners. If you don’t know the difference between a weed and a radish sprout, you could destroy your vegetable bed before you have a chance at a harvest. You can learn to identify veggie seedlings, but there are some other tricks that can help as well.
Importance of Sprout Identification
When planning a vegetable bed, you may decide to start from seeds directly in the garden. There are benefits to this and it eliminates the step of moving transplants from indoors. One issue comes up though – how can you identify seedlings from little veggie sprouts?
Sow your seeds in a very straight row and use markers at the beginning and end of the row so you know where seedlings should be when they start to grow.
XTV insured that each venture was backed with sufficient capital and management to hit the ground running. XTV solicited other major venture capital firms to hedge its own portfolio risk and to provide adequate capital for growth while Documentum was logging its first $100 million in sales. In contrast, internal launches are often hampered by a lack of development funds.
The number of companies with similar venturing programs has more than tripled in the past three years. Firms such as Lucent, AT&T, CMGI, and Hewlett Packard are creating separate entrepreneurial organizations in order to streamline the management of new product concepts. Some of these companies have “spun-off” specific products or technologies as stand alone companies. Examples include AT&T’s creation of Lucent Technologies, Hewlett Packard’s formation of Agilent Technologies, and 3Com’s spin-off of Palm Pilot. These spinoffs are attempts to provide major product groups with the flexibility, incentive, and management structure to meet the needs of a particular marketplace.
The corporate resource allocation issue becomes particularly apparent in a new product launch. It is tempting to commercialize on a small scale before putting millions of dollars at risk in a large firm. However, incrementalism can trigger competitive activity, limit volume buying and production opportunities,and may also signal customers that the firm is only testing the waters.
Incremental vs. Pre-emptive Launch
For example, Xerox undertook a large number of projects over a decade in the attempt to develop object-oriented document-management systems but had not shipped a product. XTV developed a business plan for a new firm, Documentum, to rapidly convert Xerox’s accumulated knowledge in this area into a marketable product. This process required Xerox to recruit an outside management team. Today, Documentum is the leading player in document management systems with a market capitalization of over $400 million. Xerox ownership is approximately 28%.
The XTV corporate venturing model provides an innovative organizational form to deal with each of these categories.
Most recently, the explosion of Internet technologies has exposed a further barrier to innovation – that of core rigidity. This results from a false sense of security with the status quo that blinds corporate strategists to the impact of emerging technologies on their core competence. The failure of strategists to appreciate emerging technologies can cause them to view “seeds” as “weeds.”
Sharma found in his study that managers of innovative projects within large firms “were severely taxed, since virtually every staff position that was created within the ventures required extensive justification in terms of technical need and economic viability.” This process naturally included presenting new opportunities to personnel from other divisions in compliance with internal HR policies.