INTRODUCTION

The purpose of this study is to help the writer develop as an entrepreneur through

introspection, self-audit and developing potentials. The author of this study will provide

methods for achieving a set of SMART goals for entrepreneurs, hence providing a fresh

approach to the study of entrepreneurship, one that places primary emphasis on the empirical

operationalization of business success and failure in order to test hypotheses and identify

the factors that contribute to or inhibit entrepreneurial potential.

CONCEPTUALIZING ENTREPRENEURSHIP
My personal appraisal of the word entrepreneurship, strongly aligns with Krueger et al.

(2000) as a cluster of characteristics, which psychological, behavioral, and social; often

associated with successful business owners and assumed to converge in explaining a

representative construct for a future behavior: the decision to start a company). Using the

proposition Santos (2008) on entrepreneurial potential which he defined as a construct

supported by three dimensions: Achievement, Planning, and Power, with a fourth

component related with the positive a business intention. Entrepreneurial intention is a

criterion of inhibition or activation to entrepreneurship under favorable conditions, al though

being in addition to entrepreneurial capacity. such as easy access to money (McClelland,

1961). To gauge this potential, aspiring business owners can use the Entrepreneurial

Potential Self-Assessment to take stock of their skills, personal traits, a nd outlook on

entrepreneurship. A large chunk of this school of thought premised their definition an ex

post facto approach by Palmer, (1971) which I consider a significant.

After careful review of different literatures on entrepreneurial potential using literature

analysis and synthesis, I saw the need to do deploy potentials using innate characteristics

such as intelligence and personality, and exploring external factors such as societal change,

climate change, and change in customer preferences which I believe are very crucial to my

personal success.

CYBERPRENEURSHIP
Traditional company strategies, structures, and procedures have undergone significant change as

a result of the quick spread of digital technology with new features in competitive situations

(Bharadwaj et al., 2013). Cyber-entrepreneurship is defined by Badaruddin et al. (2012) as a

platform that only uses the internet and information and communication technology (ICT) to

conduct commercial activities. After finishing my Undergraduate’s program, I would desire to

investigate the existing entrepreneurial field of cyber entrepreneurship. Recent exposure to its

potential to produce new digital technologies and/or unique applications of such technologies, and

converting existing businesses to create new initiatives European Commission, (2015), makes me

want to explore this field. Cyber entrepreneurs manage business operations with potential

customers, marketing intermediaries, strategic business partners and all stakeholders via the

internet and deal digitally, offering merchandises and services (Girard and Stark, 2002).

APPLICATION OF TRIPLE BOTTOM LINE TO MY ENTREPRENEURAL

STRATEGY
My personal appraisal of “Triple Bottom Line” (TBL) by Elkington (1994) informs my decision

to “Doing Well by Doing Good”. It stresses the importance of corporations' social responsibilities
and offers suggestions for how businesses can better serve their consumers while simultaneously

contributing to the greater good of society and other interested parties. Elkington (1994) argues

that in the twenty-first century, organizations must consider not only their own financial success

but also the economic well-being of the community they serve, environmental concerns that affect

the ecosystem of their stakeholders, social justice, and other equality and diversity movements if

they are to be successful.

APPLICATION OF CORPORATE SOCIAL RESPONSIBILITY TO MY STRATEGY

All CSR endeavors need to be viewed in the context of these three overarching principles

(Crowther, and Aras, 2008). This forms my overarching guide to develop a winning business

organization and further develop potential as an entrepreneur. Making a business case for

sustainable practices is necessary in order to connect economic (shareholder) value creation with

environmental (or social) value creation (Schaltegger and Wagner 2011). I believe my goal is to

experience improved economic situation that has a positive effect on society and the environment.

Since there is no inherent causality between sustainability and economic gain, my businesses must

consciously align its strategies with environmental and social responsibility. Due to the fact that

social enterprises combine public and private functions and resources, there are legitimate

concerns about how they should be held accountable.

Fig 1. Application of CSR to digital entrepreneurship by Zhao et al. (2016).

It's possible to spot signs of entrepreneurial potential using a variety of methods. Specific

elements of an entrepreneur's personality are evaluated through a variety of models and

tests.

As one example of a model that may be used to describe entrepreneurial traits, the

"Entrepreneurial Traits Wheel" can be useful. Figure 1 is a representation of how I see

myself, which shows that I am an ambitious, creative person. More importantly, I am

confident and enjoy taking charge when faced with challenges. And I am a person who gets

things done, works well with others, and inspires others to do the same. I am a focused and

open-minded decision maker because of my lack of inventive abilities.

MY SMART GOAL OBJECTIVES
MY SMART SHORT TERM GOAL
My short term goal at the end of this first semester is to understand the concept of artificial

intelligence and the digital ecosystem in relation to entrepreneurship.

MY SMART MEDIUM TERM GOAL

My medium term goal at the end of academic year is build capacity in the integration and

development of networks, towards pursuing and refining opportunities in the digital

business world.

MY SMART LONG TERM GOAL

My long term goal at the end of this course study is to learn the processes, and all that it

entails during my undergraduate program to become an exceptional entrepreneur.

THE INNOVATIVE BUSINESS

According to Wyckoff (1991), originality is defined as something that serves a practical

purpose. According to Lionnet (2003), innovation is "the process through which a new

concept is developed to the point where it may be commercialized and make a profit".

People with different backgrounds, experiences, and goals engage in a technical, economic,

and social process that is constantly evolving. By breaking down the components of the

given definition, we can categorize innovations in production (the creation or improvement

of a specific product), innovations in services (the provision of new or improved services),

innovations in process (the discovery of new ways of organizing and combining inputs in

the creation of a specific product or service), and advancements in management (developing

new ways of organizing business resources).

Fig 2. Ilvano (2002): Innovative Approaches to Problem Solving

The framework of Ilvano (2002) for innovative approaches to problem solving has been

extensively explored to my business.

TIME BENDING
My entrepreneurial background and the concept of time-bending share many similarities.

According to Hughes (2015), the concept of time bending is particularly relevant to one's

professional journey. Hughes (2015) defines time bending as "the technique of u tilising the

time you now have to do more than you would normally." However, the decision to bend

time could have been made subconsciously. There are times when I switch from reading

physical books to watching YouTube videos in order to fully comprehend what I am reading.

When I've felt stuck, there have been compelling reasons for me to leave my room and do

things like go on a study vacation, attend business conferences, and join non -governmental

groups.
F.A.C.E.T.S. RELATED TO ME
Entrepreneurs are needed to push the change agenda in dynamic and chaotic contexts, and

this is also true for strategic leaders and intrapreneurs inside major organizations

(Thompson, 2004). The six main traits or habits of successful entrepreneurs that highlighted

by Bolton and Thompson, (2004), Helps me to find out how social and conventional

business owners differ in terms of personality traits.

Fig 3. Character theme of an entrepreneur by Thompson, (2004)

FOCUS

TECHNIQUE ADVANTAGE

TEMPERAMETS CREATIVITY

TALENTS EGO

SOCIAL TEAM

FOCUS
In order to better serve their ideal clients, organizations succeed when they use a targeted

approach (Lin et al., 2018). Here, entrepreneurs may reach a diverse clientele with

innovative approaches to marketing their specialized wares. In my previous role as Brand

strategist at Naija Pride, an agricultural enterprise based in Lagos, Nigeria, my team's

overarching objective was to create products that were tailored to the individual needs of

our clientele. This experience has helped me become more focused a s a business owner.

ADVANTAGE
Different elements of advantage facets were highlighted in this module, but I am more

inclined towards the opportunity selection. This overtime has evolved to be a strength for

me, such that I am quick to do a quick appraisal of my immediate environment to scan for

needs and meet it immediately.

CREATIVITY
Understanding creativity can be done by considering its unique characteristics in the

context of a process, product, location, or individual, as a type of expertise (Rich an d

Weisberg 2004), or as a skill (Allen and Ives 2005). Creativity is a crucial facet theme I am

working on.

EGO
One of the greatest aspirations is the freedom to choose actions that improve one's life and

the lives of those around you. Whether it's in the classroom or the boardroom, I always

demonstrate bravery by taking the reins and leading by example.

TEAM
That's one of my many areas of weakness. Because of my inflated sense of self-importance,

I tend to take on more than I can handle, which has hampered my productivity on more than

one occasion. For some reason, I have a hard time trusting my team members to do good

work when I give them responsibility.

SOCIAL
The corporate sector's ability to meet both society's technological and non -technical needs

has been questioned for quite some time (Ghandi et al., 2018). When it comes to
conventional business models, the goal is always to maximize revenue and economic profits,

which in turn encourages the company to focus on increasing its own efficacy to better m eet

market needs (Ghandi et al., 2018).

REFERENCE
Badaruddin, A., Arokiasamy, N., Nordin, N., yusof, H and Zakaria (2012). Cyber-
entrepreneurial intention among business undergraduates in institutions of higher learning
in Malaysia. Proceeding of the 2 nd International Conference on Management, June 11-12,
2012, Malaysia.

Bharadwaj, A., Sawy, O. A. E., Pavlou, P. A., and Venkatraman, N. (2013). Digital
business strategy: Toward a next generation of insights, MIS Quarterly 37(2): Pp. 471-482.

European Commission (2015). European Commission (EC), Digital Transformation of

European Industry and Enterprises; A report of the Strategic Policy Forum on Digital
Entrepreneurship, available from:
http://ec.europa.eu/DocsRoom/documents/9462/attachments/1/translations/en/renditions/n
ative (Accessed 22 nd December 2022).

Gandhi, T., Raina, R and Rishav., R. (2018). Social entrepreneurship: the need, relevance,
facets and constraints. Journal of Global Entrepreneurship Research. 8. Available at:
https://doi.org/10.1186/s40497-018-0094-6 (Accessed 22 nd December 2022).

Girard M and Stark, D. (2002). Distributing intelligence and organizing diversity in new
media proects. Soc state, 17: Pp. 153-192.

Lin, Y., Yang, S., Hanifah, H. and Iqbal, Q. (2018). An Exploratory Study of Consumer
Attitudes Toward Green Cosmetics in the UK Market. Administrative Science Quarterly.
https://doi.org/8.71.10.3390/admsci8040071 (Accessed 22 nd December 2022).

Rich, J.D. and Weisberg, R.W. (2004). “Creating all in the family: a case study in creative
thinking”, Creativity Research Journal, 16: pp.247-259.

Schaltegger, S and Wagner, M. (2011). “Sustainable Entrepreneurship and Sustainability

Innovation: Categories and Interactions.” Business Strategy and the Environment 20 (4):
222–37

Thompson, L.L (2004), "The facets of the entrepreneur: identifying entrepreneurial

potential", Management Decision, 42(2): pp. 243-258. Available at:
nd
https://doi.org/10.1108/00251740410515861 (Accessed 22 December 2022).

Zhao, F., Collier, T. and Alan, C. (2016). Digital Entrepreneurship: Research and Practice.