ENTREPRENEUR WITH POTENTIAL

Entrepreneur with Potential

Abstract

The purpose of this paper is to provide greater and deeper insight into the entrepreneur-enabling “big picture”, explore issues in matching suitable enablers with would-be entrepreneurs, and consider policy implications in the light of government priorities.. The paper draws upon case research with business incubator clients. A number of relevant enabling roles are analysed. There is a clear need to distinguish between when the enabler is focusing on the business or the business idea and when he or she is focusing on the development of the entrepreneur. At the same time it is important to assess whether a directive or non-directive style is more appropriate. This is fundamentally a conceptual viewpoint paper and it contains both anecdotal evidence and opinion. The paper offers a commentary on, and a framework for, matching enablers and would-be entrepreneurs more effectively and discusses the relevance of the arguments for current policy priorities.

 

 

 

Entrepreneur with Potential

1. Introduction

There are people who argue that anyone can be an entrepreneur. However if we accept that “entrepreneurs are people who habitually create and innovate to build something of recognised value around perceived opportunities” (Bolton and Thompson, 2000, 2002) then we must conclude that many enterprising people - who might build very successful micro and small, limited-growth, businesses are not true entrepreneurs. Such enterprising people may not be entrepreneurs, but they are valuable in their own ways; a thriving economy needs both. Significantly, the support and the enabling they need varies - which in turn demands we try and identify those with true entrepreneurial potential so we can provide them with the most appropriate package.

This argument can be taken to another level of complexity, of course. We might argue that each and every one of us should seek to be creative, innovative and enterprising in everything we do, regardless of our position in an organisation or the sector in which we work. This has an impact on the enterprise agenda in schools and universities as well as creating a need to encourage and reward intrapreneurial behaviour in larger organisations. These also need enabling in specific and appropriate ways - but they are beyond the direct scope of this particular paper.

Business advisers, business mentors and business incubator staff - we all know that some are truly effective enablers whilst others fail to connect with those they seek to advise and help. Can we identify those people with enabling capacity? Again the answer is “Yes”. 

2. Research Methodology

Anecdotally many of us know of friends or colleagues who successfully “climbed the corporate ladder” because they were able to find for themselves a suitable organisational mentor. In some organisations, of course, the mentors find the talent! The ability to obtain mentoring like this is, at least in part, related to an individual's ability to network, establish and then nurture contacts with appropriate and carefully identified role models. Similarly, whilst some entrepreneurs prefer to “go it alone” others realise and appreciate the value of carefully-crafted ...