PPT Entrepreneurship first meeting material.pptx

This document provides information about becoming a Learning Entrepreneur. It describes Learning Entrepreneurs as those who recognize opportunities to innovate through developing partnerships with customers based on commercial needs. The document outlines four core areas - Pinpoint, Connect, Promote, and Deliver - that define behaviors of Learning Entrepreneurs. It prompts the reader to assess their strengths and opportunities for growth in these areas and provides an action plan template to help improve.

This document discusses ways to develop an innovative culture in organizations. It emphasizes that an innovative culture balances attributes like creativity and freedom with discipline and accountability. Key aspects of an innovative culture include unique strategies, employee autonomy, trust, accepting failures, and strong leadership. Leaders can build such a culture by encouraging outside-the-box thinking, conducting innovation workshops, avoiding bureaucracy, and establishing a reward system for innovative ideas. While challenging to develop, an innovative culture is vital for organizations to continuously innovate and achieve leadership in their fields.

This document defines entrepreneurship and discusses the characteristics of entrepreneurs. It states that entrepreneurship involves assembling resources like finance, business skills, and innovations to transform new ideas into economic goods. Entrepreneurship is described as a process of innovation, creation of new ventures, and is aided by collaborative networks. The document outlines that entrepreneurs are innovators who recognize opportunities, organize operations to exploit opportunities, and take on the risks of starting a business. Common traits of entrepreneurs include confidence, enthusiasm, decision-making ability, and determination. The importance of entrepreneurship is discussed as turning innovations into demand, providing employment, and contributing to wealth, self-sufficiency, and research. The document concludes with sections on business entrepreneurship

Intrapreneurship is a major driver for accelerating culture change and organizational transformation. Intrapreneurs help develop the capability to capitalize on opportunities of change: developing a culture where risk-taking, acceptance of failure, and consequently, learning from it - are promoted. The creation of intrapreneurship programs require a strong component of Human-centered design, so the program takes into account the needs and challenges of the different stakeholders involved. Enjoy this deck if you want to learn more about the trends, pitfalls and best practices to foster intrapreneurship effectively in your organization. For more info: www.babele.co

This training course provides resources for educators to teach entrepreneurship skills to young women from migrant and minority backgrounds. It covers 5 modules, including empowerment and developing a business idea. The goal is to engage these women in entrepreneurship and address challenges they often face, such as lack of access to information, networks, and business skills. Case studies of entrepreneurs like Kasia and Ramata are provided to show how support programs helped them start successful businesses. Activities encourage participants to reflect on the entrepreneurial skills and mindsets they already possess, and to think creatively about potential business ideas and industries for starting their own enterprise.

Innovation is Everyone´s Responsibility and Why Innovation Matters Here you get my slides from a recent presentation in Turkey where I was asked to provide perspectives on innovation through two important questions / lenses: Why innovation matters? My key message is that innovation matters if your company wants to stay relevant – and survive. It is that simple. Just consider this piece of information: At the current churn rate, 75% of the S&P 500 firms in 2011 will be replaced by new firms entering the S&P500 in 2027. There is so much change and it is happening so fast. Innovation can mean many things, but it is a general understanding that it helps you fight irrelevance and helps you drive change rather than becoming a victim of it. Innovation is everyone´s responsibility. I work with innovation on three levels; incremental, radical and “in between”. The latter is often the most relevant because it can really change things and have a strong impact while companies have a good chance of succeeding with this with the right setup, processes and people. Radical or disruptive innovation is highly desirable, but it is also very difficult to achieve. It requires a lot of luck as well as the right framework and conditions for this luck to happen. Very few organizations succeeds here. While everyone in an organization should contribute to incremental innovation, I don´t think everyone should work with radical or “in between” innovation – at the same time that is. Most people just have to focus on the getting their daily jobs done. However, every employee should be given an opportunity to contribute to radical and “in between” innovation through corporate programs that could be based on the concept of intrapreneurship, incubators, accelerators or something similar. When it comes to getting people to understand that everyone actually can contribute to all three levels of innovation, I like to use the Ten Types of Innovation framework by Doblin as it is a simple and visual concept that can open the eyes of the “unusual suspects” when it comes to innovation contribution. Well, check my slides and let me know what you think. I am of course open for discussing a session or talk near you :-)

Numerous studies show that small business and entrepreneurism are vital to the health of our nation’s economy. In fact, over the last decade, these types of ventures account for 70% of economic growth, 75% of new jobs, and represent 99% of all employers. However, there remains a high rate of failure in these ventures, with over 60% of them failing within 6 years. Studies show that one reason for this failure is that entrepreneurs fail to learn new knowledge/skills as their organizations grow. Unfortunately, only a limited number of studies have been conducted to investigate the learning process of entrepreneurs. The purpose of this descriptive ethnography was twofold: (1) explore the learning and development challenges experienced by entrepreneurs in the various phases of organizational growth, and (2) explore how entrepreneurs recognize the need to learn and develop plans to address the challenges. Once learning and development challenges, along with corresponding knowledge and skills, are identified, then learning solutions can be developed and offered to help entrepreneurs acquire them. This descriptive ethnography was conducted with nine entrepreneurs from Northwest Ohio and Southeastern Michigan. Results included primary themes of learning challenges and the knowledge/skills needed to overcome them. Means of recognizing the need to learn new knowledge/skills and learning tools to acquire them were identified. Finally, participants gave nine pieces of advice for fellow entrepreneurs. This study resulted in 14 findings regarding entrepreneurial learning. Recommendations were provided for entrepreneurs, learning solution providers, and lending institutions. Several additional recommendations for future research emerged from this study, which are noted.

This document provides an overview of entrepreneurship. It defines entrepreneurship as developing and managing a business to make a profit while accepting uncertainties. Entrepreneurship teaches skills like creating opportunities, stimulating the economy, and persevering through failure. The document explains that most people work for businesses and earn money through buying and selling products and services, while entrepreneurs own businesses and work for themselves by evaluating and pursuing business opportunities. Key traits of successful entrepreneurs are listed as creativity, innovation, leadership, passion, risk-taking, and self-confidence. The career outlook for entrepreneurs is outlined as having variable earnings that can be unstable, especially early on.

This document discusses lean coaching and the human side of lean thinking. It presents the Wheel of Life tool for assessing one's current state and the Harada Method for setting goals and developing an action plan. The Harada Method uses forms and templates to guide people in achieving their goals in a self-reliant way. Lean coaching aims to develop leaders who can teach others to continuously identify and eliminate waste while improving processes. By improving individuals, organizations can also improve through developing more empowered, self-reliant, and results-focused people.

The document discusses strategies for organizations to adapt to changing market conditions. It recommends: 1) Modifying organizational mentality and processes to become more flexible and adaptable. 2) Revising competitive advantages through innovative redesign. 3) Requiring greater commitment from leadership to implement necessary changes with agility, effectiveness and efficiency.

With strong economies presenting rich opportunities for new venture creation, and challenging economic times presenting the necessity for many to make their own job, the need to develop the skills to develop and act on innovative business opportunities is ever present. Using proven content, methods, and models for opportunity assessment and analysis, participants will learn how to enhance their entrepreneurial mindset and develop their functional skill sets to see and act entrepreneurially. The initial steps to creating a business plan are examined as well. Our goal is to help you build the skills needed to identify and act on innovative opportunities now, and in the future. At the end of this seminar, participants will be able to: a. Understand how great ideas can help develop companies. b. Learn how to identify opportunities based on customer needs. c. Explore steps that can help lead to creating a successful company.

Entrepreneurial goals and context Recognising the opportunities Finding the resources Developing the venture Creating the value