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This event is being recorded and may be made available to the public via the internet and/or by other means. Audience members are participants in this process. Please turn off your mobile phones OU Society of Entrepreneurs 8 th May 2008
OU Society of Entrepreneurs Formal Launch 8 th May 2008
Open University Society of Entrepreneurs 3 Speakers Thuta Aung OUSEN Co-President Brigid Heywood PVC Research & Enterprise Chris Dunkley Director, MK Enterprise Hub Colin Gray Professor of Enterprise Development Rob Paton Professor of Social Enterprise Andy Burton OUSEN Co-President
Open University Society of Entrepreneurs 4 Thuta Aung Co-President The Idea The Brand Complimenting Culture with OU Our mission & vision So far OUSEN is born!!!! Thank you!
Prof Brigid Heywood Pro Vice Chancellor, Research and Enterprise
Chris Dunkley Director MK Enterprise Hub
Working with the people and ideas with the greatest commercial potential delivers true wealth creation… …so we provide specialist, personalised and professional support, free – to help the new wealth creators of the Milton Keynes Region to accelerate their success.
Open University Society of Entrepreneurs 8 Who we help…. We focus on entrepreneurial individuals or organisations with original, distinctive and pioneering ideas with the potential for high yield and scaleable growth. –a technology and/or knowledge based early stage business, –developing a unique concept or working towards creating protectable intellectual property, –looking at significant growth in their business, –looking to work in a replicable markets with potential to reach a national and probably international market, and –they are led by individuals who are willing to listen to advise and be coached.
Open University Society of Entrepreneurs 9 What we do Sparc Network Hub Core Service For Portfolio Clients Hatchery Intern’l Softlanding Early Stage Workshop £30k Ventureday Support UCMK Support Special Projects
Open University Society of Entrepreneurs 10 Action Planning (compulsory) Hub Director Action Planning (compulsory) Hub Director “Expert” clinics “Expert” clinics Business Support Networks Business Support Networks Information resources Information resources Hatchery Merlin Mentoring Merlin Mentoring Dream maker Induction (compulsory) Dream maker Induction (compulsory) Access to finance Access to finance Portfolio Client Portfolio Client How we do it
Prof Colin Gray OUBS + OUSEN = an active, mutually beneficial partnership
Open University Society of Entrepreneurs 12 OUBS+OUSEN Learning opportunities OUSEN – skills for growing enterprises OUBS – understanding enterprise Research opportunities OUSEN – innovation spillover OUBS – ideal partners for EU & Res Cncl Case studies OUSEN – marketing & publicity OUBS – Hi-quality, Deep Knowledge
Open University Society of Entrepreneurs 13 Learning - SME life-cycle crises Time Growth SurvivalDisappear Maturity Renovation Downsizing; Decentralisation; Decline 2 1 3 4 Crises: 1 = Launch 3 = Sustaining creativity/innovation. 4 = Resourcing growth. 2 = Delegation. 50% in 3 years Mainly small Mainly medium
Open University Society of Entrepreneurs 14 Research - Enterprise context Government policy/regulatory pressures + Education + R&D Economy/business pressures + competition E SMEs Large Firms Exit Start -up trade Growth-oriented capable Absorptive capacity R&D Spillover Competition Cultural + Peer group Influences
Open University Society of Entrepreneurs 15 Case study - SME Owner-manager Decisions Perceived knowledge & resource capacity Perceived opportunity Perceived threats External changes Internal capabilities Full set of market needs Expectations Motivations economic work personal family Strategic aims Business: Behaviour Operations Outcomes Cultural Influences Network/Peer
Open University Society of Entrepreneurs 16 OUBS+OUSEN – Points of influence Perceived knowledge & resource capacity Perceived opportunity Perceived threats External changes Internal capabilities Full set of market needs Expectations Motivations economic work personal family Strategic aims Business: Behaviour Operations Outcomes Cultural Influences Network/Peer
Open University Society of Entrepreneurs 19 Mixed motives Economic security and success Social concern and impact Personal autonomy and leadership
Open University Society of Entrepreneurs 20 Social entrepreneurship in the UK’s transition to modernity Societal problem Entrepreneurial response Organizational form Institutional legacy ‘Dark satanic mills’ Quaker entrepreneurial business development ‘Radical paternalism’ – with company housing and welfare schemes Progressive business tradition Progressive grant-making Economic vulnerability & exclusion The articulation of mutual aid in a replicable, transferable form Economic organizations under associational governance Worldwide co-operative movements in housing, retailing, agriculture, credit. Distinct legal framework. Insecure & oppressive workplaces Labour organisers mobilising for collective action Trade unions generating public and club goods Labour movement; labour laws, health & safety legislation. ILO standards (now included in SA 8000) Public health in cities The ‘garden cities’ movement and ‘municipal enterprise’ Public goods provided by quasi-governmental organizations Today’s water and sewerage infrastructure. Public companies.
Open University Society of Entrepreneurs 21 ‘Post-industrial’ social entrepreneurship Societal problem Entrepreneurial responses Organisational form Legacy? Environmental degradation + climate change ‘Green business’ start-ups based on new technologies or business models Enterprises in various legal forms operating under self-imposed constraints reinforced by brand values Market creation & differentiation Defensive copying by established companies Technological innovation Trade justice/ ‘house-training’ global supply chains Cultivation of public awareness. Creating a ‘marque’ companies must have; providing auditing services Brokering practical standards between industry leaders, NGOs and other stakeholders Extension of certification as a form of non-statutory regulation. Shifts in public values Limits of bureaucracy in welfare states Sponsored or independent social initiatives in health, welfare, work integration Hybrid organizations with better stakeholder engagement Expanded social enterprise sectors; more use of quasi- markets for public services? Anti-social technological monopolies Software developers in ‘open source’ movement (later other experts) engaging in collaborative problem-solving Virtual project teams, offering professional development and reputation. ‘Creative commons’ licence and new structures in software and bio-tech industries