1. Inspiring Enterprise Cultures : Into the unknown
Presented by: Dr Tim Coole

2. Structure What do we know? Various Enterprise Flavours
Enterprise and Enterprise Models
Practical Applications
Enterprise Perspectives
The need for generic materials
Business Support
A Partnership Approach
Key Learning Points

3. Profile of our students
4% are already self-employed
29% have a parent who runs their own business
45% intend to become self-employed (either ‘probably’ or ‘definitely’)
40% would expect University support to help them with start-up

4. Government is attempting to build an enterprise culture encouraging a dynamic start up market. It is also shifting the emphasis to:
Social Enterprise and Entrepreneurship
Ethnicity Minority Groups
Female Entrepreneurs
Rural and Urban businesses
Disabled and disadvantaged groups
Strong local partnerships
Convert informal market businesses

5. Enterprise and placements: Into the unknown
Where do we start?
What are the tensions / barriers?
What is the concept?
What is an enterprising organisation?
What are rewards of getting involved?
Do we have the capability?
Do we want ownership?
Is it credible?
What approach should we adopt?
How does it relate to employability & placements?

6. Which quotes set the most appropriate image?
(Quotes from the Enterprise Insight Conference )

7. EITHER

8. It (Enterprise) can be seen as:
‘business and economic understanding’ ….‘financial literacy’ Gordon Brown need ‘to create business and business teachers’ ….‘a teaching profession less prejudiced against business’ Digby Jones

9. OR

10. ‘enterprise is not fundamentally about taking risks but about identifying and taking opportunities’ ‘we wish to refocus upon enterprise and not just entrepreneurship’ Martin Griffiths ‘we cannot possibly supervise enterprise : we have to give people ownership & control’ Martin Glen

11. ‘enterprise thrives on networks’ Kevin Steele ‘the challenge is to get organisations to run in an enterprising way’ George Cox ‘there is an over reliance in business upon academic skills as opposed to ‘feeling’ skills’ Martin Glen

12. …. some Higher Education challenges ‘’’’ on the demand side

13. ‘the biggest problem is what we do with graduates - there is no acceleration of demand for knowledge workers’ Phillip Brown ‘we will never achieve the enterprise culture with the civil service as it is today’ Sir Michael Bichard ‘young workers will face 20 changes of job’ Kevin Steele ‘the world of work is being reshaped’ George Cox

14. …and on the supply side

15. ‘engineering, not business schools, are better geared to create entrepreneurs’ Karl Schram ‘are we creating examination junkies?’ ‘are we giving students time to breathe?’ Phillip Brown ‘HE has an anti-vocational attitude - it is against skills’ Sir Michael Bichard

16. Which Conceptual Model is appropriate
Which Conceptual Model is appropriate? Model 1 A business led teaching model (Derived from dominant corporate culture and international experience with the focus upon starting and developing a business?)

17. Capitalist Market Model Sprinkling of behaviour support
Rational, reductive,
objective, corporate,
information processing brain
Myopic business view only
Instructional Explicit Knowledge Ingestion
business
plan gut
HEROIC
heart
Functional
arm
Add on
arm
New Venture
Leg
Growth Business
Leg
FRANK N.
STEIN
Capitalist
Market
Model
Role Models
Projects

18. An entrepreneurial capacity creation model: 2 Coping with high levels of complexity and uncertainty in society in a turbulent global environment. (Personal entrepreneurial skills development and capacity to design and operate entrepreneurial organisations)

19. A philosophically sound model of Entrepreneurial Learning

21. What is Enterprise? Enterprise is an inclusive concept
the context in which subject disciplines can be explored
challenging environment
an approach, through skill development, which can be taken to the exploration and discovery of a discipline.
skills of “being enterprising”  
corporate perspective (as “intrapreneurship”)
creation of new ventures, social programmes and the exploration of new opportunities

22. Practical Approach: meeting the needs of partners
Government, Regional Development Agency, Professional, Academics, Business and Aspirant Graduates

23. Towards the Enterprising University What needs to Change
Towards the Enterprising University What needs to Change? What can change? How?

24. Enterprise and placements: Into the unknown
Where do we start?
What are the tensions / barriers?
What is the concept?
What is an enterprising organisation?
What are rewards of getting involved?
Do we have the capability?
Do we want ownership?
Is it credible?
What approach should we adopt?
How does it relate to employability & placements?

25. Are pedagogic changes required?
valuing teaching about rather than teaching to
Increasing the range - changing the balance between what is taught and how it is taught
Valuing tacit/experiential knowledge
Re- codification/organisation of knowledge
More scope for learning by practice
Imaginative assessment processes

26. Can universities adapt?
Is organisational change required?
Entrepreneurial v Managerial design/culture
Re-balancing stakeholder relationships/values?
Becoming Learning and Learned organisations
Research/development v Research/publication
Staff typologies status and rewards ?
Contract with the student?
Open door to entrepreneurs and IPR

27. What are the requirements for an Integrated Model? Is it possible?
University wide with VC support
Innovative pedagogy
Life long learning approach in all subjects
Acceptance and integration of entrepreneurs and SMEs into universities
Venture Capitalist support & role
Academic partnerships with business and the community to enhance employability
Social and economic research and development
Active stakeholder participation
Open approach to IPR, spinouts & investment

28. The need to embed the Enterprise Culture as:
- ways of organising things
- ways of doing things
- ways of seeing things
- ways of feeling things
- ways of communicating things
- ways of learning things

29. Skills & Process “Learning to think!” Creativity / Innovation
Research / Marketing
Strategy / Project Mgt
Team working & Communication Skills
Financial Skills
Softer - networking
Have ideas
Do something about them
Take advantage of opportunities to bring about change
Make things happen
“Learning to think!”

30. What do aspirant graduate entrepreneurs need?
Confidence
Capability
Knowledge of environment
Awareness
Appropriate values

31. …of business start up as a graduation option
Enterprise Materials
“Supporting Entrepreneurship Skills in Graduates”
Awareness
Understanding
Appreciation
Recognition
Knowledge
…of business start up as a graduation option

32. Enterprise Materials +
“Supporting Entrepreneurship Skills in Graduates”
Holistic Thinking
Innovation
Creativity
Shared learning
Networking / team working
…learning to think!

33. Enterprise Education: an approach
IDEA
PROVEN IDEA
PLANNING AND DEVELOPMENT
READY TO START
BUSINESS GROWTH
MATURITY
EXIT STRATEGY
Motivation and Confidence
Abilities and Skill Development
Ideas (in relation to market)
Resources
Strategy and Vision
Planning and Operations (tools)
CURRICULUM SUPPORT
Materials including Publications, Assessment etc.
Advisors and Expertise both individual and organisational
Organisational and Individual Best Practice
Networks, Linkages and Web sites
Workshops and Dissemination
Incubation and External Business Support / Grants
Discipline or
Sector or
Industry

34. Abilities & Skills Development 2
MELT Matrix
Motivation 1
Abilities & Skills Development 2
Ideas 3
Resources 4
Strategy 5
Planning & Operations 6
A. Idea
Triggers to start-up 
Idea generation 
Gap in the market
Resources  
Emerging strategy development 
Idea generation techniques
B.Proven Idea
 Drivers
Self knowledge 
Feasibility study
Market information 
Market segmentation
 Techniques
C.Planning & Development
Personal motivation
Planning skills
Market analysis
 Professional expectations
Strategy development
Business plan
D.Ready to Start-Up 
Personal needs
Negotiation 
Communication strategy
Utilising Professional resources
Entrepreneurial Marketing
 Practicalities

35. Business Support Provided
Early stage support:
Foundation – ideas evaluation, feasibility studies, business planning
Development – early stage trading, resource identification
Exit – growth strategy, incubation exit plan
Bespoke programmes specific to the needs of graduate business include:
General mentoring – sounding board, business research, business mechanics, personal support and coaching,
Access to business professionals (solicitors / IP lawyers/ accountants, investment support)
Expert Mentors
Networking Opportunities (external and internal)
Training programmes
Access to physical space and resources

36. Finance Bright Ideas Fund Proof of Concept Fund
Feasibility study grants
Committed bank managers
Entrepreneurial accountants to match businesses to their clients’ funds
Commercial lawyers to package the deals
On site advisors who access funds
Regional Venture Capital Funds
Yorkshire Association of Business Angels

37. What does this mean? Can it be applied?
Enterprise Activity at Leeds Metropolitan University
The Institute for Enterprise a Centre of Excellence in Teaching and Learning in Enterprise Education
Business Start Leeds Met a non accredited route
Centre for Graduate Entrepreneurship in Yorkshire a virtual network of Yorkshire Universities

38. Our achievements
Thousands of innovation, creativity & enterprise learning opportunities
New Material developed
Academic staff trained
Clients in the business incubators
Students on entrepreneurial summer schools
Role model case studies written & enterprise videos produced
Web site & Interactive CD-Rom delivered to stakeholders
Annual Enterprise Activity and Entrepreneurial Career Aspirations Survey Results published
Talent Showcase, Bar Wars and Promoters Challenges successfully run
Regional Business Concept Competitions held
Regional Incubator Business Award launched

39. Our Vision
increase and deepen its impact across a wider teaching and learning community
vibrant, dynamic entities with a visible presence in their institution, engaging directly and purposively with student learning

41. Enterprise : Transforming Teaching, Learning & Employability
Capacity:
Enterprise Café: resources and interaction
Faculty Pioneers & Enterprise Fellows
Curriculum Evaluation and Scholarly Research projects
Staff Development
Curriculum Projects
Student Placements

43. Engaging the Community

44. A place to be enterprising

45. A hub of activity

46. Space & Vision Flexible & Secure Multi functional & multi purpose
Innovative, Creative & Inclusive Showcase
Embracing our communities
Wireless & Engaging

47. Seeking Your Ideas! How could this aid placements?
What would you like & need ?
How would you use the space and what would it look like?
What resources would assist you?
What does ‘enterprise’ mean to business and equally to your students?
Who are your ‘enterprising’ businesses and what methods do they use?

48. Ideas so far…. Market research space Academic “common room” space
Networking space for businesses & professionals
Multi-media facilities - wireless
Presentation space - externals / families
Joint assessment
Enterprising methods / approaches
Enterprise week / month per faculty
Final year demos / presentations / shows
CHALLENGE: WHAT WOULD YOU NEED TO CREATE ENTERPRISING STUDENTS?

49. Future Enterprise Strategy between Universities and their communities
To encourage links with Schools, FE colleges & international universities
To facilitate local and regional business clubs
To host professional membership groups
To continue to work with the National Council for Graduate Entrepreneurship
To innovate with respect to Enterprise in Universities
To provide a seamless provision of business support to our students and alumni

50. Thank you Any Questions
Into the unknown
Thank you
Any Questions