1. ICT and Entrepreneurship
                                                                                                                        
ICT and Entrepreneurship
Abu Talib Othman
Universiti Kuala Lumpur
Seminar Kebangsaan ICT Dalam Pendidikan Ke 3
26-27 Nov 2013

2. Agenda
Introduction
Prospects of ICT
The Tree of Business;
Success Secrets;
New Paradigm of University;
Definition of Entrepreneurial University and Entrepreneurship;
Best Practices;
Innovation Drivers;
Integrated Entrepreneurship Enhancement Model (IEEM);
Conclusions

3. Prospects of ICT Secured Infrastructures Development Tools
Business Applications
Peoples & Competencies
Economics & Management
Changes are continuous

7. The Tree of Business From Strong Roots To Superior Results
Deliver Superior Value
“Profits should be a reflection not of a corporate greed but a vote of confidence from society that what is offered by the firm is valued.”
– Konosuke Matsushita
Marketing, Selling,
Servicing, Partnering
Live Your Vision
Strategies, Organization,
Processes, Innovation
“Vision without action is a daydream. Action without vision is a nightmare.”
– Japanese proverb
Winning Corporate Visions and Cultures
Corporate vision plays two roles – directional and motivational. The most effective visions are those that inspire, usually asking employees for the best, the most or the greatest. Keep stretch in your vision, communicate it constantly, and keep linking the events of today to your vision, underscoring the relationship between the two.
Winning corporate cultures are values-based, strategically aligned, adaptive, collaborative, diversity-friendly, growth-oriented, and customer-focused. The culture is communicated to employees through the behavior of senior management, the promotion and reward system, and decision-making mechanisms.
Capabilities – the Basis of Your Competitive Advantage
Sustainable competitive advantage is achieved by continuously developing existing and creating new resources and capabilities in response to rapidly changing market conditions. Among these resources and capabilities, knowledge represents the most important value-creating asset.
The three most critical factors essential to achieve superior, sustainable results are strategic focus, organizational alignment, and operating discipline. Leaders are responsible for building organizational capability. They leverage diversity, deploy teams, design human resource systems, and make change happen.
Improving Business Performance: Virtuous Circles
Various business performance improvement approaches focus on alternative ways to build and run a company. The concept of “virtuous circles” is one of them. It has all those contributing to value creation for the customer pulling forcibly in the same direction. This also means identifying and balancing short- and long-term goal structures for all stakeholders and changing management incentive schemes to promote long-term sustainable performance.
Marketing and Selling Is All About Perceptions
Marketing and selling – customer value proposition, communicating, advertising, emotional marketing, influencing people, persuading people, etc. – is all about perceptions. The essence of marketing and selling is coming to grips with people's perceptions.
Strengthen Your Roots
Vision, Values,
Capabilities, Resources
“For every thousand hacking at the leaves of evil, there is one striking at the root.” – Henry David Thoreau
© 2006 Vadim Kotelnikov
© Vadim Kotelnikov
More information at 1000ventures.com: “The Tree of Business”

8. The Role of Your People Skills
Success Secrets
The Role of Your People Skills
Your financial success comes from:
Some experts estimate that 15% of your financial success comes from your skills and knowledge, while 85% comes from your ability to connect with other people and engender trust and respect.
Your
Knowledge
(15%)
Pearls of Wisdom
"People buy into the leader before they buy into the vision." - John C. Maxwell
"If people are coming to work excited if they're making mistakes freely and fearlessly if they're having fun if they're concentrating doing things, rather than preparing reports and going to meetings - then somewhere you have leaders." - Robert Townsend
"I invest in people, not ideas." - Arthur Rock
"I like to talk with people who express my thoughts clearly." - Unknown
Connecting with People
Connecting with people is about creating a favorable link between your internal nature with its beliefs and values, and the external world where you go to work. Learning to connect fast with your customers, colleagues, bosses, employees, and even total strangers by taking full advantage of your body, your mind, your voice, and above all your imagination will give you a significant competitive edge. It will help you maximize the potential in every relationship, be it personal, business-related, or social.
Rapport – the Key to Influence
Rapport is the key to influence. Rapport and influence start with acceptance of the other person's point of view, their state and their style of communication. To influence you have to be able to appreciate and understand the other person's standpoint. And these work both ways: I cannot influence you without being open to influence myself
Understanding and Fulfilling Needs of Others
People are motivated for their reasons, not yours. One of the golden rules of the therapy profession is that everyone needs at least one person with whom they can openly and unashamedly discuss every little detail – happenings, desires, fears – of their life, whether it is from the past, present, or future. There are other psychological needs – to be accepted unconditionally, appreciated, recognized, respected, desired, valued, approved of, or complimented – that affect the way we communicate with each other. Listen carefully, ask questions to show that you are genuinely interested and you'll be amazed at the spin-offs from becoming a good question asker and a good listener.
Your People Skills
(85%)
More information at 1000ventures.com: “People Skills”

9. NEW PARADIGM OF UNIVERSITY
4th Stream
HARMONIZATION LEADERSHIP
SOCIETAL WELLBEING
60%
WEALTH CREATION
TEKNOPUTRATM
3rd Stream
TOWERING PERSONALITY
INNOVATION & CREATIVITY
COMPETITIVENES
University education expected radical change in many areas of operation, development and values contribution. Change can be in many perspectives. One major aspect is the important of knowledge in contributing a personal success. Expert had said that skill and knowledge only contributing about 15% of financial success of an individual. The rest are factors other than that. IP
2nd Stream
R&D
40%
SKILL
HAND ON
1ST Stream
KNOWLEDGE
ACADEMIC
ENVIRONMENT & VALUE DIRECTED UNIVERSITY

10. What is Entrepreneurial University?
A university can be called “entrepreneurial”, if it has the ability to use its own creativity and energy to fulfill its tasks.

11. What is Entrepreneurship?
Entrepreneurship is a style of business leadership based on the process of identifying high-potential, technology/services/products -intensive business opportunities, gathering resources such as talent and cash, and managing rapid growth using principled, real-time decision-making skills.

12. Lessons from Jack Welch See Change As An Opportunity
Best
practices
Change is a big part of the reality in business. "Willingness to change is a strength, even if it means plunging part of the company into total confusion for a while... Keeping an eye out for change is both exhilarating and fun."
It's nonsense to fear change
Adapt your management style
Spark other to deal with change
Deal with change in a proactive manner
Defy tradition
Think short-term and long-term change
Reinvent your business constantly
It's nonsense to fear change. Too many managers believe that standing still is the safest business strategy. But it is not. The business environment is constantly changing. "New competitors. New Products. Any business that ignores these facts is doomed to collapse."
Adapt your management style. "It's a management style that forces people to change. The decision to make a change happens so fast that most people have little time to dwell upon their actions. All they know is that keeping an eye out for change is both exhilarating and fun."
Spark other to deal with change. Bring people into the change process. Start with senior managers and provide all managers with the tools and training they needed to engineer and drive change throughout the company. "Start with reality... When everybody gets the same facts, they'll generally come up with the same business decisions." Prepare employees for change by incorporating the very concept into the values of the organization.
Deal with change in a proactive manner. Winners win because they aren’t afraid to make changes. They take on foes that scare others and never flinch. Reassess the situation constantly and change before you have to. "If the rate of change inside an organization is less that the rate of change outside... their end is in sight."
Defy tradition. Hold "why do we do it that way?" meetings. Invite colleagues to contribute one idea on changing something important at the company. Don't be afraid to buck conventional wisdom. “Willingness to change is a strength, even if it means plunging part of the company into total confusion for a while.”
Think short-term and long-term change. "To truly stay one step ahead, devise one year and three-year plans based on different scenarios."
Reinvent your business constantly. Change never ends. Never stop thinking about the need for change. Prepare your company for perpetual change, make change a great constant. "The goal may be the same, never-ending growth, but the tools and methods are constantly evolving. Start every day as if it were your first day on the job. Make whatever changes are necessary to improve things. Reexamine your agenda constantly. Rewrite it, if necessary. In that way, you avoid falling back on old habit."
More information at 1000ventures.com: “Change Management”

13. Amazon.com Unique Customer Value and Competitive Advantage
Success
Story
New business model developed by Amazon.com creates value for customers by offering a synergistic combination of the following benefits:
Shopping convenience
Ease of purchase
Speed
Decision-enabling information
A wide selection
Discounted pricing
Reliability of order fulfillment
No single aspect of Amazon.com's business model is sufficient to create a sustainable competitive advantage.
It is the synergistic combination of all of these information services and logistical processes that creates value for customers and comprise Amazon.com's competitive advantage.
Sources of Competitive Advantage
Maintaining and improving operational efficiencies is the key to sustainable competitive advantage of Amazon.com. The ability to offer shopping convenience, ease of purchase, speed, decision-enabling information, a wide selection, discounted pricing, and reliability of order fulfillment are all tied directly to the company's logistical competencies. By purchasing large volumes of products directly from publishers the company offers a wide selection to customers and receives great discounts from suppliers. Amazon.com aims to ship 95% of products on the day they are ordered. Direct model enables Amazon.com to shorten shipping times. The company invested also heavily in warehousing and material handling systems to achieve multifold improvement in throughput.
Building Brand Equity
Amazon.com has steadily increased its spending on advertising and promotion to make its brand stronger and build brand equity. By 2003, the brand of Amazon.com was worth US$ 22 billion. "A brand for a company is like a reputation for a person. You earn reputation by trying to do hard things well," says Jeff Bezos, the founder of Amazon.com.
Value Added Information Services
Amazon.com works hard to achieve value-added differentiation through customer-focused information services. Amazon.com's site retains customer preferences and provides automated customization for users.
Jeff Bezos has a vivid vision for how this technology will be used: "Personalization is like retreating to the time when you have small-town merchants who got to know you, and they could help get the right products. The right products can improve your life, and the wrong products detract from it. Before the era of mass merchandizing, it used to be that most things were personalized. The purpose of ... customization is ... you get the economies of mass merchandising and the individuality of 100-years-ago merchandising."
Amazon.com's market success depends on its ability to maintain and grow its customer base by knowing and serving its customers better than its competitors and providing a higher level of value-added differentiation in customer service. Due to high level of customer satisfaction, repeat customers account for approximately 60% of Amazon.com's orders.
1000ventures.com

14. Inspiring Innovation and Experimentation Freedom To Fail
Failure is a primary vehicle for success. Freedom to fail means a freedom to explore, venture, experiment and succeed in uncharted territory.
Guiding Principles to Liberate Employees from the Fear of Trying New Things
By: Tom McConnell, President, New England Securities Corp.
Best
practices
Take risks. Don't play it safe.
Make mistakes. Don't try to avoid them.
Take initiative. Don't wait for instructions.
Spend energy on solutions, not emotions.
Shoot for total quality. Don't shave standards.
Welcome destruction. It's the first step to success in the creative process.
Focus on opportunities, not problems.
Experiment.
Take personal responsibility for fixing things. Don't blame others.
Try smarter, not harder.
Stay calm!
Smile.
Have fun!
"Real motivation comes from within. People have to be given the freedom to succeed or fail." – Gordon Forward
Failure as a Highway To Success
Freedom to fail means a freedom to explore, venture, experiment and succeed in uncharted territory.
The more you fail, the more you succeed. You learn from taking action, from your mistakes, from feedback, from getting going. As Alfred P. Sloan, the man who made General Motors the largest and most successful and profitable industrial enterprise in the world, puts it: "Life itself is a process of trial and error... And those people who make no mistakes are those who make nothing."
Case in Point: Coca-Cola
Source: BusinessWeek, How Failure Breeds Success, July 10, 2006
Communicating the message from the top that failure is part of the innovation process has been something that, CEO and Chairman of Coca-Cola, E. Neville Isdell, did at their annual meeting in April 2006, where he declared: “You will see some failures. As we take more risks, this is something we must accept as part of the regeneration process”. Isdell wants Coca-Cola to take bigger risks, tolerate failures and change Coke’s traditional risk-averse culture. Failure is so important to the experimental process, without it there is no learning. The key is to have intelligent failures, and preferably those that happen early and inexpensively, which then lead to new insights about customers.
Case in Point: Google
Sheryl Sandberg, a vice president in charge of the company's automated advertising system committed an error that cost Google several million dollars. When she realized the magnitude of her mistake, she went to inform Larry Page, Google's co-founder and unofficial thought leader. "God, I feel really bad about this," Sandberg told Page, who accepted her apology. But as she turned to leave, Page said, "I'm so glad you made this mistake, because I want to run a company where we are moving too quickly and doing too much, not being too cautious and doing too little. If we don't have any of these mistakes, we're just not taking enough risk."
More information at 1000ventures.com: “Freedom To Fail”

15. Lessons from Dell Computers Developing the Faced-paced Flexible Culture
Best
practices
Set a common goal
Help your people feel a part of something genuine, special, and important
Communicate commitment
Invest in mutual long-term goals by hiring ahead of the game and communicating this commitment to your people
Facilitate personal growth
Cultivate commitment to personal growth. Success isn't static – and your culture shouldn't be either
Encourage people to take risk
Make sure that people aren't afraid of the possibility of failure and do a lot of experiments
Get involved
Stay in touch with people at all levels of the organization. Immerse yourself in real information, with real people
Developing The Fast-Paced Flexible Culture
Set a Common Goal. Mobilize your people around a common goal. Help them feel a part of something genuine, special, and important, and you'll inspire real passion and loyalty.
Communicate Commitment. Invest in mutual long-term goals by hiring ahead of the game and communicating this commitment to your people.
Facilitate Personal Growth. Cultivate commitment to personal growth. Success isn't static – and your culture shouldn't be either. Pay attention to what your best people are achieving, and build an infrastructure that rewards mastery. The best way to keep the most talented people is to allow their jobs to change with them. Sometimes, reducing their responsibilities will give them the space to tackle new opportunities and to expand – and your business will expand too.
Encourage people to take risk. Do your best to make sure that people aren't afraid of the possibility of failure, do a lot of experiments and learn from failures.
Get Involved. Even if you can't go on sales calls, or drop by meetings, use or the Internet to stay in touch with people at all levels of the organization and especially with those in faraway locations whom you don't see as often as you'd like. Think of this as a way of immersing yourself in real information, with real people, that will allow you to react in real time.
Freedom to Fail
"At Dell, innovation is all about taking risks and learning from failure," says Michael Dell, the Founder of Dell Computer Corporation. "To tap into this kind of innovation, we do our best to make sure that people aren't afraid of the possibility of failure, and we do a lot of experiments. For instance, one of our managers in the consumer group came up with the idea to offer installation service to consumers in order to reach people who might be apprehensive about setting up a new computer. The idea seemed like it would help out a group of customers, and it made a lot of sense from a cost standpoint as well. We knew from our experience with business customers that when our staff installs a computer, the incidence of set-up failures is almost zero. The consumer team threw around the idea, did a pilot with one group of salespeople, and found out what worked and what didn't. Within two weeks, we'd made this service available to every consumer in the United States. I actually found out about this by accident – it wasn't something that we had a bunch of meetings about in boardrooms. Incremental improvements and experiments happen all the time."
More information at 1000ventures.com: “Dell Corporation: Success Story”

16. Paradigm Shift of Innovation Drivers Industrial Enterprises versus Knowledge-based Enterprises
Top Management
Middle Management
Supervisors
Workers
Operations
Knowledge Enterprises
Top Management
Business Strategies in Different Economies
By Jim Botkin
In the information economy (1970 to 1995), the best strategy was to overinvest in crunching power. Competitive advantage accrued to those who invested more than their competitors to process more data and information more quickly.
In the knowledge economy (1995 to date), the best strategy is to invest in connecting power. Competitive advantage accrues to those who invest more than their competitors to connect to more people and share knowledge faster and farther.
In the information economy, Moore's Law was the operating rule. Moore's Law says that the price/performance of computing doubles every eighteen months.
In the knowledge economy, Metcalf's Law is the operative rule. Metcalf's Law holds that the value of a computer is proportional to the square of the number of connections it makes.
Organizing Knowledge Communities
Knowledge communities organized around the principles of entrepreneurship have the best chance at success. Members of these communities - exciting, entrepreneurial, and highly profitable - would emulate entrepreneurs acting less like followers and more like empowered founders and builders of new organizational value. Use entrepreneurial approaches to organize knowledge communities within your organization to give it what it needs most – radical innovation.
Case Study: General Electric
Some years ago, in locations throughout GE, local managers were operating in an insulated environment with Chinese walls separating them, both horizontally and vertically, from other departments and their workforce. Employee questions, initiatives, and feedback were discouraged. In the new knowledge-driven economy, Jack Welch, CEO, General Electric, "viewed this as anathema. He believed in creating an open collaborative workplace where everyone's opinion was welcome." He wrote in a letter to shareholders: "If you want to get the benefit of everything employees have, you've got to free them – make everybody a participant. Everybody has to know everything, so they can make the right decisions by themselves."
Innovation
Middle Management
Supervisors
Workers
Operations
More information at 1000ventures.com: “Knowledge-based Enterprise”

17. Integrated Entrepreneurship Enhancement Model (IEEM)
Goals:
global thinkers;
technology savvy;
Talent in Leadership;
societal well- being;
Personal well-being;
first class mindset;
creative and innovative thinkers;
entrepreneurial skills;
enterprising skills;
communication skills;
multilingual/multiskils and
financial intelligence.

18. Integrated Entrepreneurship Enhancement Model (IEEM)
Five Level Model:
Level 1 - Awareness and Knowledge;
Level 2 - Experiment and Skill Development;
Level 3 - Projects and Products Development;
Level 4 - Develop Personal Power Toward Real Ventures – Commercialization;
Level 5 - Networking/Strategic Alliances.

19. Level 1 - Awareness and Develop Desire
Educational tours (religion, museum, science centers, research centers, industrial players, NGOs, societal, Involvement);
Exhibitions;
Invited speakers;
Seminars/conferences;
Performances;
International educational tours.

20. Level 2 – Knowledge and Skill Development
Attending Workshops;
Developing Prototype;
Joint in Competitions (local/international);
Attending Conferences;
Organizing Technology Camps (e.g. Univ ‘Biz Camp).

21. Level 3 - Projects and Products Development
Industrial attachment;
professional certification;
technology-focused-visit;
teach other people;
Technology transfer.
Final year project;
Business project;
Performances;
Exhibitions;
Competitions;
Thesis;

22. Level 4 - Develop Personal Power Toward Real Ventures – Commercialization:
Intellectual property/patent;
Start up business;
Entrepreneur’s development
Enterprise development
Coaching;
CEO Top Gun Programme;
Collaborate with world class institutions/organizations.

23. Level 5 - Networking/Strategic Alliances
Market Access;
Collaboration;
Partnership;
Business Networking;
Global in nature.

24. @Teknoputra Framework Model
Smartpreneurship
Level 6
Technopreneurship
Level 5
Extrapreneurship
Level 4
Intrapreneurship
Level 3
Socialpreneurship
Level 2
Acapreneurship
Level 1

25. Level 1 - Acapreneurship
Academic Subjects introduce in curriculum,
Co-curriculum Activities on Business & Entrepreneurship,
Creation of Interest & Motivation
Developing culture of Innovation & Creativity

26. Level 2 - Socialpreneurship
Students involved in Social Entrepreneurship,
Mentored & Guided by Staff;
Setting up and running social enterprises,
Other students as customers;
Teamwork;
Basic Business Management.

27. Level 3 - Intrapreneurship
Students & Alumni involved in Intrapreneurship;
Coach by Staff;
Using UniKL Incubator Facilities;
Use of Technology,
UniKL Community as Main customers.

28. Level 4 - Extrapreneurship
Alumni, Student, Staff & External Party JV Extrapreneurship;
Technology-based Enterprises;
External Customers,
Incubator Facilities.

29. Level 5 – Technopreneurship
UniKL, Staff, Alumni & External Party (Local & Overseas) JV Technopreneurship;
Technology-based (Internal R&D & Outsourced),
Global Marketing .Network

30. Level 6 – Ecopreneurship
Joint with External Party (Local & Overseas) JV Technopreneurship;
Technology-based (Internal R&D & Outsourced),
Formation of Consortium;
Global Networking.

31. Current Scenario
US:
> 50% students interested in Entrepreneurship (Kouffman Foundation);
Randal Pinkett – Campus CEO,
BS in EE at Rutgers,
MS in Comp. Science at Oxford;
MS in EE, MBA, PhD at MIT
Malaysia 2008:
30-35% students interested in Entrepreneurship (MECD);
2.6% Really involved after graduation.

32. Challenges Embarking Change Agenda;
Embracing “Entrepreneurial University”;
Having full support from all level of University Stakeholders;
Top management;
Academia;
Students;
Parents;
Communities.
“the ability to use its own creativity and energy to fulfill its tasks”.

33. Conclusions
Integrated Entrepreneurship Enhancement Model can be applied in developing ICT entrepreneurs which have the following characteristics*:
Created - HUNGRY FOR CHANGE;
INNOVATIVE BEYOND CUSTOMER IMAGINATION;
GLOBALY INTEGRATED;
DISRUPTIVE BY NATURE;
GENUINE, NOT JUST GENEROUS.
Hungry for Change:
The Enterprise of the Future is capable of changing quickly and
successfully. Instead of merely responding to trends, it shapes and
leads them. Market and industry shifts are a chance to move ahead
of the competition.
Innovative Beyond Customer Imagination
The Enterprise of the Future surpasses the expectations of increasingly
demanding customers. Deep collaborative relationships allow it
to surprise customers with innovations that make both its customers
and its own business more successful.
Globally Integrated
The Enterprise of the Future is integrating to take advantage of today’s
global economy. Its business is strategically designed to access the
best capabilities, knowledge and assets from wherever they reside in
the world and apply them wherever required in the world.
Disruptive By Nature
The Enterprise of the Future radically challenges its business model,
disrupting the basis of competition. It shifts the value proposition,
overturns traditional delivery approaches and, as soon as opportunities
arise, reinvents itself and its entire industry.
Genuine, Not Just Generous
The Enterprise of the Future goes beyond philanthropy and compliance
and reflects genuine concern for society in all actions and decisions.
* The Enterprise of Future – IBM 2008