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Engaging in Enterprise – phew!

May 1, 2008 by admin

Yesterday I helped to run the first of a series of development workshops for people working on the delivery of the LEGI programme in Leeds under the ‘Sharing the Success’ banner.

The theme of the day was about ‘How can we go about engaging communities in the enterprise agenda’ and was very well received.  We explored a whole range of ideas including:

  • comfort zones
  • a process model for working with clients
  • taking account of the clients efficacy, self efficacy and locus of control
  • managing your own professional development as an enterprise professional
  • enterprise push and pull factors – and how they can be used to influence change
  • attributes and barriers in becoming more enteprising
  • esteem and self esteem

Somehow during the day we also managed to feature: Paul Potts, a moonwalking bear, Simon Cowell, Amanda Holden, Piers Morgan and Ant and Dec, horses and jockeys and some very dubious looking blankets.

What came through during the course of the day was the enormous complexity of the challenge.  So many definitions of what ‘enterprise’ is, so many communities, complex community membership patterns and so on.  But the best way to deal with enormous complexity is often to find a few simple truths and principlas that underpin everyhting.  Hence the focus on human growth psychology which ‘works’ regardless of ethnicity, gender, sexual orientation etc.

Next time we run this session through we will focus more on how some of these human growth psychology concepts might be applied to specific communities just to make sure that we ground the theory in some practice.

Here is some of the the feedback from the day.  First the good stuff!:

‘I just wanted to say thank you very much for inviting me along to the workshop, I thought it was absolutely brilliant and made me think on a deeper level of what community is all about. The book is great and very inspiring so thanks for that too. I had a lot of fun and it wasn’t one of those meetings where we were talked at it was very interactive and I really look forward to the next one’

‘good networking event for LEGI partners’

‘good style of delivery’

‘good selection of talk and exercises – kept my attention’

‘met new people; found out about other organisations; loved the opportunity to share and learn from others’

‘excellent delivery and content’

‘the whole day was very good :-)’

‘liked the style and format; good exercises and examples’

‘built rapport and gained more info on LEGI partners’

‘opportunities to network and see the LEGI bigger picture’

‘presentations very good.  re-assured about things I did in the past.  learned about innovative ways to deal with disaffected’

‘good mix in terms of style and delivery – light hearted but meaningful tasks – theoretical and practical

‘informative – with interesting ways of getting the points across’

‘good networking, meeting other LEGI partners, more information about enterprise, the activities were educational’

‘liked the interaction, presentations, venue, networking and the presenters’

‘relaxed atmosphere, good content for the first workshop’

‘venue good, content good, food good’

‘liked the mix of activities – fun and engaging’

‘liked the process model and the stages, Boyatzis Model and the group work, the learning from the videos was good and the interaction with other LEGI partners’

‘I liked the exercises that put us out of our comfort zones’

‘I see that many people could really benefit from both you and Anne as I have to admit that I have been on so many workshops and training days but I have to say yours was the best by far’

‘I liked Anne, I think she is very knowledgeable and is a great presenter. She thinks outside the box and  stretches other peoples thinking. I have just been sharing my day with colleagues and telling them how fantastic the workshop was. I would like to include the others from our team if possible onto your next planned workshop as its important that we can all learn as much as possible to benefit the people that we try and reach everyday within our jobs’

And the not so good stuff…

‘difficult to hear at times’

‘food was delicious – but not enough’

‘filthy weather in the afternoon’

‘noise and too cold’

‘venue was good but noisy’

‘more about specific topics – tailor made presentations specific to the areas discussed’

‘food did not fill me – was a bit bland’

‘real coffee’

Filed Under: enterprise, entrepreneurship Tagged With: community, development, enterprise, entrepreneurship, professional development, training

The Role of the Enterprise Coach or Outreach Worker

April 10, 2008 by admin

It seems to me that there are an awful lot of enterprise coaches/outreach workers/community motivators /enterprise enablers out there all of whom are tasked with the similar roles:

  • to promote an enterprise culture in the community that they work in, and
  • to help individuals to start their own businesses by providing 121 support and signposting them to specialist service providers

The roles are beset with many and varied challenges, including how to:

  • engage individuals in using the enterprise service that they offer
  • help people to move forward and to be more enterprising
  • effectively help people to access specialist support
  • recognize when progress is being made and when it is not
  • develop a service that provides a demonstrable return on investment to funders and other stakeholders
  • manage the diversity of people, ideas, interests and motivations

If you are in one of these roles what other challenges are you facing?

If you have been a customer what other challenges do these enterprise workers need to consider and work on?

I think it is true to say that no-one has yet really bottomed out all of these challenges and that we need to find a mechanism for sharing what works.

Filed Under: enterprise, entrepreneurship, management Tagged With: community, development, enterprise, entrepreneurship, management, operations, professional development, training

Enterprise Reports

April 7, 2008 by admin

March and April seems to have been a busy month for the publication of a range of papers relevant to community based enterprise.

First we had the Enterprise White Paper – more spelling mistakes than original ideas – what a disapointment – or have I missed something?  Supposed highlights include:

  • Improving access to finance for SME’s (now where have I heard that before?)
  • A consultation on the introduction of regulatory budgets, which would cap the new annually recurring cost of regulation for business, including whether to pilot this approach on SME’s or a particular sector;
  • Increased focus in minimising the impact of regulation on SME’s (ditto)
  • Independent review of regulatory guidance (ditto)
  • Further development of enterprise education on secondary schools and extension of it, where possible, into primary and further education (underpinned by a £210 million funding package, as agreed at the 2007 CSR); and
  • Establishment of a National Enterprise Academy (NEA)

Then we had a report from the New Economics Foundation ‘Hitting the Target. Missing the Point: How government regeneration targets fail deprived areas.  This new research from nef, evaluates the impact of one of the government’s flagship programmes: the ‘Local Enterprise Growth Initiative’ (LEGI), suggesting that investment has not been targeted at the places where it would have the most impact because it has not been supported by robust measurement.  This one is still on my reading list!

Finally there has been an interesting publication from London Based Community Links
– Self-employed and micro-entrepreneurs: Informal trading and the journey towards formalisation which must be of relevance to anyone working in community enterprise.

Please do let me know what you make of these reports, especially if you find that any of them have a positive impact on your practice.

Filed Under: enterprise, entrepreneurship Tagged With: community, development, enterprise, entrepreneurship, professional development, strategy

Entrepreneurship and community development

April 4, 2008 by admin

Imagine a community that is seeking to develop itself.

Now imagine that you were given the chance to bring 100 people to the community. You had to choose between:

  • 100 artists
  • 100 politicians
  • 100 planners
  • 100 entrepreneurs
  • 100 writers
  • 100 scientists
  • 100 engineers
  • 100 inventors

Which group would you choose?

Why?

Filed Under: enterprise, entrepreneurship Tagged With: community, development, enterprise, entrepreneurship, professional development, strategy

Ewing Marion Kauffman Foundation

March 18, 2008 by admin

The Ewing Marion Kauffman Foundation in the US is one of the world’s top organisations for research and development into the SME sector. Although care has to be taken in translating their work (largely research based in the US) to the UK, I always find their publications to be worth a read.

They have just published a report following a longitudinal study of some 5000 small firms that were founded in 2004, tracking their development through the early years. I think that the report should provide useful insights for policy makers here in the UK and national and local levels as well as for anyone in the game of small business development supporting entrepreneurs.

Here are some soundbites from the report – and the questions that they provoke for me:

  • Nearly 60 percent of the businesses had no employees in their first year. Just under three-quarters of businesses had one employee or less, while about one-quarter of businesses had two or more employees. Very few businesses (less than 4 percent) had more than 10 employees.
    • How do the stats on our start-up work compare with this? Is number of employees in year 1 linked in to entrepreneurial success? Does a ‘slow’ start lead to a ‘slow’ future?
  • More than a third of businesses (37 percent) had no revenue in their first year of operation. About 45 percent of businesses experienced a profit during their first year, while about 55 percent of businesses that experienced a loss. About 17 percent of businesses had profits in excess of $100,000.
    • How realistic are our entrepreneurs forecasts on profit and turnover?
    • How good a job do we do in helping them to develop realistic forecasts?
    • What can we do to help entrepreneurs recognise that profit may only accrue after a long period of working at the business?
  • Nearly 44 percent of new businesses had no debt financing during their first year of operation. Many businesses were started with very little debt financing: 17 percent of businesses started with $5,000 or less; nearly 11 percent started with $100,000 or more.
    • What percentage of businesses that we support are adequately financed at the outset? How can we help entrepreneurs to consider their financial structures and approach re-structuring as an opportunity if necessary?
  • About 80 percent of businesses had some positive equity investment in their business in the first year. Nearly 10 percent invested $100,000 of equity into their business, while another 33 percent invested between $10,001 and $100,000. About one-quarter of businesses invested some amount less than $5,000.
    • How does equity finance work in poorer communities?
    • What alternatives to equity finance exist?
  • The vast majority of equity invested came from the business owners themselves. Just 10 percent of the businesses used external equity sources in their first year. Parents were the most common source of external equity (3.4 percent), while spouses provided equity to 1.6 percent of businesses. Non-family informal investors and venture capitalists were used very infrequently (2.7 percent and 0.6 percent, respectively).
  • Nearly 70 percent of businesses in the Kauffman data were owned by men and just over 30 percent were owned by women. Whites owned more than 81 percent of the businesses, while blacks owned 9 percent, Asians owned 4 percent, and the remaining 5 percent were owned by individuals of other racial groups. About 6.6 percent of the businesses were owned by Hispanics.
    • How effective are we at engaging the full spectrum of race, gender, sexuality and faith in feeding their enterprising soul?
  • Just under 9 percent of firms closed in calendar year 2005, and the survival rates vary by owner demographics. For example, 88 percent of black-owned businesses survived, compared with 92 percent of white-owned businesses and 91 percent of Asian-owned businesses. Women-owned businesses had a survival rate of 89 percent, about three percentage points lower than businesses owned by men.
    • What are we doing to track survival rates and understand patterns in them that may point to problems in the quality or accessibility of our services?
    • Starting a business is (relatively) easy. Starting a successful business that provides a vehicle for personal and professional development and allows us to develop as happy human beings is a whole different ball game. How are we tracking the ‘happiness’ of the entrepreneurs we work with?
    • Are business survival, jobs created and profitability the only important metrics? or should we looking at other aspects of the entrepreneurs satisfaction and well-being?
    • If we succeed in increasing business birth rates, should we also accept an inevitable increase in business failure rates?
    • Do we understand the full cost of business failure – economic, emotional, mental etc?

Each year the Kauffman Foundation produces an excellent ‘Thoughtbook’ that summarises it research findings and showcases some of the excellent work that the Foundation funds to support a wide range of entrepreneurs.  You can request a  copy here.

Which websites and organisations do you use to access information and support?

Filed Under: enterprise, entrepreneurship, management Tagged With: business planning, development, enterprise, entrepreneurship, management, professional development, start up, strategy, training

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