Entrepreneurial Ecosystem
4 likes6,634 views
The document evaluates the effectiveness of the entrepreneurial ecosystem and identifies key elements such as entrepreneurs, education systems, and government support necessary for improvement. It discusses benchmarks for success, best management practices in new product development, and emphasizes the importance of a commitment to excellence and continuous improvement. Additionally, it presents the Global Entrepreneurship Index ranking and highlights the need for a robust measurement system to track performance and enhance the entrepreneurial landscape.
Entrepreneurial Ecosystem
- 1. The Entrepreneurial Ecosystem Evaluating its effectiveness
- 2. Agenda • Elements of the entrepreneurial ecosystem • Why has the success rate been so low? • What is needed to build a stronger system? • A world class solution that will increase capacity to serve the entrepreneurial community 2
- 3. Elements of the Entrepreneurial Ecosystem • Entrepreneurs • Education system • Market structure • Infrastructure • R&D system • Financial sector • Corporate sector • Government 3 Global Entrepreneurship Index (GEI)
- 4. GEI Building Blocks 4 Entrepreneurial attitudes Opportunity perception, start- up skills, risk acceptance, networking, cultural support Entrepreneurial abilities Opportunity start-up, technology absorption, human capital, competition Entrepreneurial aspirations Product innovation, process innovation, high growth, internationalization, risk capital
- 5. Benchmarks • Individuals who: – Recognize valuable business opportunities – Have the skills to exploit them – Attach high status to entrepreneurs – Can bear and handle start-up risks – Know other entrepreneurs personally – Can generate future entrepreneurial activities 5
- 6. Benchmarks • Start-ups that: – Are in the medium/high technology sectors – Are initiated by educated entrepreneurs – Offer a unique product or service – Operate in an environment that is not overly competitive 6
- 7. Benchmarks • Early state entrepreneurial effort to: – Introduce new product or service – Develop new production processes – Penetrate foreign markets – Substantially increase their company staff – Finance their business with formal and/or informal venture capital 7
- 8. Canada 8 Entrepreneurship Pillars Score Attitudes Opportunity perceptions 1.00 Start-up skills 0.67 Risk acceptance 0.80 Networking 0.70 Cultural support 0.83 Abilities Opportunity start-up 0.80 Technology absorption 0.68 Human capital 0.98 Competition 0.88 Aspirations Product innovation 0.65 Process innovation 0.73 Internationalization 1.00 Risk capital 0.99
- 9. Global Entrepreneurship Index 9 Rank Country GEI 1 United States 86.2 2 Canada 79.5 3 Australia 78.0 4 Denmark 76.0 5 Sweden 75.9 6 Taiwan 69.7 7 Iceland 68.9 8 Switzerland 67.8 9 United Kingdom 67.7 10 France 66.4
- 10. 10
- 11. 11
- 12. Why has the success rate been so low? 12
- 13. What is needed to build a stronger system? 13
- 14. Product Development Process 1. Idea generation 2. Market research and analysis 3. Design and development 4. Testing and commercialization The best companies develop and implement a systematic process of new product development (NPD) and use best practices 14
- 15. Best management practices in NPD • Climate and culture: – Open communication among employees across functions or locations – Supports entrepreneurship and innovation – Product champions recognized and/or rewarded – Teams recognized and/or rewarded – No punishment for product failure – Employees understand process (idea to launch) – Business’s climate is not risk adverse (Source: Cooper, Edgett, and Kleinschmidt 2004) 15
- 16. Best management practices in NPD • Actions and programs to promote positive climate: – New product idea submissions rewarded or recognized – New product idea suggestion scheme in place – Resources available for creative work – Time off for creative work – Unofficial projects encouraged 16
- 17. Best management practices in NPD • Senior Management practices, roles and commitment to NPD: – Leave day-to-day activities/decisions to project team – Strongly committed – Involved in the go/no-go decisions – Provide strong support and empowerment to team members – Understand process from idea to launch – Help design and shape the process – Measure overall results – Metrics part of annual objectives 17
- 18. Best management practices in NPD • Project team characteristics: – Identifiable project team leader – Assigned team of players – Team together from beginning to end of project – Leader from beginning to end of project – Team is cross-functional and cooperative – Information shared among members – Team is accountable for project’s end result – Decisions made outside the team are efficient 18
- 19. Best management practices in NPD • NPD strategy: – Strategic arenas defined – Role of NPD in business goals – Long term commitment – Clearly defined NPD goals – Strategic buckets of resources – Roadmap in place 19
- 20. Best management practices in NPD • Portfolio Management: – Projects align with business’s strategy – Resource breakdown reflects business’s strategy – Rank and prioritize projects – Good balance in number of projects and resources – Portfolio includes high value-to-the-business projects – Portfolio has excellent balance in types of projects – Formal and systematic portfolio management process 20
- 21. Best management practices in NPD • Resource availability: – Have sufficient: • Sales force people and time • R&D / technical people and time • Manufacturing / operations people and time • Marketing people and time 21
- 22. Best management practices in NPD • Project team focus and dedicated resources: – Resources allocated based on project merit – An innovation (or NPD) team exists – Team is focused and not doing too much other work – Team is focused and not spread over too many projects – Adequate resources are assigned to projects 22
- 23. Best management practices in NPD • Performance drivers – distinguishing high performing from low performing: – A systematic process – Quality of execution – Best practices built into the NPD process – Spending on up-front homework – Voice-of-customer information – Quality of market information on entering development – Sharp, early product definition – Competitive and product advantage 23
- 24. Popular Metrics • Performance of program: – % of sales revenue from new products – % of growth in sales from new products • Performance of product: – Profitability – Revenue versus forecasted revenue – Customer satisfaction Some important metrics are missing … 24
- 25. Guess what? These practices have been validated by ‘excellence models’over the past 20+ years The ‘Organizational Excellence Framework’ integrates global excellence models and provides implementation guidelines for the user
- 26. Malcolm Baldrige • A study in the United States compared the benefits received by award winners from 2007 to 2010 with the cost of operating the program and reported a benefit-to-cost ratio of 820:1 (Source: Link, Scott, 2011) 26
- 27. EFQM • A study examined award winners against comparison companies of similar size and industry sector over an 11 year period and found award winners experienced higher: – Increases in share value – Average growth in sales – Reduction in costs – Increases in operating income – Other accounting measures (Source:Boulter, Bendell, Abas, Dahlgaard, Singhal, 2005) 27
- 28. Do You Have A Culture Committed To Excellence? Try a quick teaser assessment on the principles: 1. Leadership involvement 2. Alignment 3. Focus on the customer 4. People involvement 5. Prevention based process management 6. Partnership development 7. Continuous improvement 8. Data based decision making 9. Societal commitment Click on the START button at www.organizationalexcellencespecialists.ca
- 29. Guess what? 29 Global research tells us only 10% of the working population is familiar with excellence models
- 30. Guess what? 30 Global research tells us that some organizations and countries are not benchmarking
- 32. Evaluating the Entrepreneurial Ecosystem • Examine each element with respect to inputs, activities, outputs and outcomes • Design a measurement system to: – Evaluate levels and trends – Strive for continual improvement – Strengthen accountability – Communicate performance to stakeholders – Make informed decisions – Track performance internally – Compare performance with others
- 33. 33 INPUTS ACTIVITIES OUTPUTS OUTCOMES Entrepreneurs ideas, skills, risk tolerance, unique product, network learning, planning, networking, focusing energy on targets, OE assessment customer satisfaction, employee satisfaction, product / service quality, financial self-sufficiency, sustainability, market presence, community improvement Educational Institutions experienced instructors, student enrollment experiential learning, scientific research, industry collaboration, OE assessment capable entrepreneurs, new technology support for entrepreneurs, positive influence and impact on region Small Business Development Centre experienced advisors, funding sources, networks evaluation, selection, advisory services, mentorship, OE assessment capital raised, entrepreneurs trained, turnover, mergers & acquisitions, performance reporting support for entrepreneurs, positive influence and impact on region
- 34. 34 INPUTS ACTIVITIES OUTPUTS OUTCOMES Professionals professionals, associations, excellence models training, assessment, advisory services, benchmarking, OE assessment robust management systems, balanced system of measurement productivity, continual improvement Government start-up programs, grants, tax credits, regulations, legislation program evaluation, OE assessment taxes, GDP, innovation economic resilience, spinoff activity Investors angels, investors, banking institutions reviewing business opportunities, raising capital, providing loans, OE assessment return on investment, return on equity corporate social responsibility
- 35. World Class Solution • Global perspective: – Understand and apply best management practices found in excellence models and engage in benchmarking • State-of-the-art methods: – Use leading edge technology to rapidly assess, report, and benchmark – Offer support that is customizable for the organization • Results for the entrepreneurial ecosystem: – Continuous Improvement – Desired outputs and outcomes – Spin-off benefits for community 35
- 36. Your Partner • Organizational Excellence Specialists (Canada) ‒ Integrated excellence model – Publication – Assessment tool – Training programs – Consulting services – Strategic alliances 36
- 37. Dawn Ringrose MBA, FCMC, COES Principal, Organizational Excellence Specialists [email protected] Canada (250) 941-2064 Thank You !