COEUR Business Creativity Module “Introduction to the COEUR Business Creativity module” Andrew...
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COEUR Business Creativity Module “Introduction to the COEUR Business Creativity module” Andrew Turnbull, Carolyn McNicholas, Aberdeen Business School
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Transcript of COEUR Business Creativity Module “Introduction to the COEUR Business Creativity module” Andrew...
COEUR Business Creativity Module
“Introduction to the COEUR Business Creativity module”
Andrew Turnbull, Carolyn McNicholas, Aberdeen Business School
Introduction into COEUR BCMSemester One 2010/11
Outline
1. Developing a vision
2. Foster sustainable success in a changing world
3. Content and structure of the BC module
4. Student tasks and challenges
5. Open questions
Introduction into COEUR BCMSemester One 2010/11
COEUR
Competence
in
European Entrepreneurship
COEUR is an European wide platform for a variety of activities and benefits
focusing on idea generation and research
1.1 The project objectives
Introduction into COEUR BCMSemester One 2010/11
• Successful entrepreneurial development is a complex phenomenon which embodies several aspects
• Business Planning has been the focus of most efforts in recent years and many successful academic modules have focused on this area
• The early, ‘fuzzy’ phases of idea-management are mostly overlooked
• COEUR exclusively focuses on this first phase of the entrepreneurial process and aims to develop value propositions for new entrepreneurial ideas
1.1 The project objectives
Introduction into COEUR BCMSemester One 2010/11
Goal and Process
• Develop entrepreneurial ideas with visionary strength and European dimension: a business model – a social innovation – a bridge from A to B
• Mix students in different multicultural groups to achieve diversity
• Let students work to a challenging schedule and let them be the owner-players of the process
• Don’t teach students or control their activities but let them learn from process: tutors act as coaches
1.2 The project method
Introduction into COEUR BCMSemester One 2010/11
• Lectures
• Group working (in lab sessions/other)
• Research work
• Discussions, consultation on request and ‘idea check-ups’ with tutors
1.2 The project method
Introduction into COEUR BCMSemester One 2010/11
The Output
• Oral presentation of the ideas and value propositions to a jury, supported by visual aids
• The jury can consist of tutors and guests• Written reports follow completion of the
exercise, requiring evidence of group working, academic underpinning and market research
1.3 The project assessment
Introduction into COEUR BCMSemester One 2010/11
Benefits include: • Experiencing European entrepreneurial challenges• Finding and developing new ideas • Working in intercultural teams• Learning creativity techniques in theory and practice• Experiencing project management • Experiencing presentation challenges• Practicing entrepreneurial networking• And other personal challenges, experiences…
1.4 The project outcomes
Introduction into COEUR BCMSemester One 2010/11
2. COEUR – Foster sustainable success in a changing world
The idea of COEUR is built on three factors and developments:
2.1 The successful enterprise of the future
2.2 The ‘Business Evolution Process’
2.3 Cultural diversity as a facilitator of change
Introduction into COEUR BCMSemester One 2010/11
Basic innovations require an adoption to the
enterprise-surrounding in order to survive!
2.1 The successful enterprise of the future
Introduction into COEUR BCMSemester One 2010/11
Challenges of the future• Future requires ‚mass customisation‘, the
individualised mass product• Beside specialist knowledge, knowledge
about the context, the environment and the customer is essential
• People need not come together at the same place to work together, processes will be virtualised – physical disjunction
2.1 The successful enterprise of the future
Introduction into COEUR BCMSemester One 2010/11
Trends include:
• Globalisation - growth of traditional companies: the dinosaurs?
• Virtual (mini) small companies as pioneers of the information society
• Technical means of mass communication: inter-, intra-, extranet led company-frontiers and structures tend to disappear
• Economisation of life (and time!)• Changing values and orientation
2.1 The successful enterprise of the future
Introduction into COEUR BCMSemester One 2010/11
Not any optimal single function counts but their co-ordination
Rapid change requires quick learning and de-learning
Enterprise as ‚virtual form of living‘
Productivity through Information
2.1 The successful enterprise of the future
Introduction into COEUR BCMSemester One 2010/11
Information holds the key to innovation. The future is in the past! Key considerations include:
• Strategic discontinuity, with information as the productive factor
• Basic customer/process orientation• Merger and linkage of processes to solve
problems and create added value • Information and instinct combine to allow
integrated insight
2.1 The successful enterprise of the future
Introduction into COEUR BCMSemester One 2010/11
Challenge: Change
• Change is speeding up!
• Change adopts a new quality: – Deterministic change– Stochastic change– Open Change
2.1 The successful enterprise of the future
Introduction into COEUR BCMSemester One 2010/11
Change System-Dynamics
Type of Adaptation
Knowledge-Category
None or Deterministic
Rigid Reaction, Execution
Factual Knowledge
Stochastic Dynamic Proactive Adaptation
Behavioural Knowledge
Open Chaotic Creative Leadership
Structural Knowledge
Behaviour, Knowledge and Change-Categories
2.1 The successful enterprise of the future
Introduction into COEUR BCMSemester One 2010/11
Understand the Challenge: The 9-Dot-Problem
• • •
• • •
• • •
2.1 The successful enterprise of the future
Semester One 2010/11
2.1 The successful enterprise of the future
Competitive advantage:
• Comes through innovation and better serving changing needs
• Creates the opportunity to lead the market
• Increases sales and profitability
Introduction into COEUR BCM
Semester One 2010/11
2.1 The successful enterprise of the future
Approaches can be:
• REACTIVE - see what other organisations do and then follow or imitate or
• PROACTIVE - set the pace and standard and for others to follow or imitate
• A risky business needing careful, skilful management and environmental scanning
Introduction into COEUR BCM
Semester One 2010/11
New-To-The-WorldNew-To-The-World
New Product LinesNew Product Lines
Product Line AdditionsProduct Line Additions
Improvements/RevisionsImprovements/Revisions
Repositioned ProductsRepositioned Products
Lower-Priced ProductsLower-Priced Products
Six
Categories
of
New
Products
Six
Categories
of
New
Products
Introduction into COEUR BCM
Semester One 2010/11
1 Idea Generation1 Idea Generation
2 Idea Screening
3 Concept Testing3 Concept Testing4 Business Analysis4 Business Analysis
5 Product Development5 Product Development6Test Marketing6Test Marketing7Commercialisation7Commercialisation
8Monitoring+Evaluation
The 8 Stage NPD Process
Introduction into COEUR BCM
Introduction into COEUR BCMSemester One 2010/11
The Future needs Entrepreneurs !
„We are changing
from a managerial society
into an entrepreneurial society.“
John Naisbitt
2.1 The successful enterprise of the future
Introduction into COEUR BCMSemester One 2010/11
“Managers do things right, leaders do the right things”
(Bennis/Nanus)
Management LeadershipManager Entrepreneur
Rule orientation Result orientation
Fulfílling a task Following a vision
Shareholder value Stakeholder value
Mistakes as stigma Mistakes as investment
Administration Learning
2.1 The successful enterprise of the future
Introduction into COEUR BCMSemester One 2010/11
Networks
HierarchiesMarkets
2.1 The successful enterprise of the future
Involves understanding:
Introduction into COEUR BCMSemester One 2010/11
Business PlanningBusiness Creativity
Creative or divergent Phase Analytical or convergent Phase
Idea-Generation
? !
Imple-mentation
Idea-Evaluation
Business Development
Definition of the Problem
2.2 The Business Evolution Process
Introduction into COEUR BCMSemester One 2010/11
„Europe‘s New Economy“
„A new business generation is emerging in Europe, with shared aspirations, values and outlooks. The common features among Europe's 20 and 30-something entrepreneurs are far more striking than the differences. They create businesses with similar characteristics although they do so in quite different local circumstances and regulatory regimes. This new generation generally speaks English, runs non-unionised companies with flat management structures that are international in outlook.“
Charles Leadbeater, Centre for European Reform
2.3 Cultural diversity as facilitator of change
Introduction into COEUR BCMSemester One 2010/11
Global Entrepreneurship
Following the idea of global standardisation, taking US experiences as core benchmark.
Local Entrepreneurship
Following the idea of the transnational enterpise, adapting strongly to local conditions.
EuroPreneurship AfroPreneurshipSinoPreneurship
...
Entrepreneurship Orientations
2.3 Cultural diversity as facilitator of change
Introduction into COEUR BCMSemester One 2010/11
A Single Europe ?
2.3 Cultural diversity as facilitator of change
Introduction into COEUR BCMSemester One 2010/11
A Single Europe ?
2.3 Cultural diversity as facilitator of change
Heaven
• French cooks • British police• German engineers• Swiss organizers• Italian lovers
Hell
• British cooks• German police• French engineers• Italian organizers• Swiss lovers
The Vision
European diversity is fostering creativity
in business and society to support sustainable
future development!
Introduction into COEUR BCMSemester One 2010/11
Learning EuroPreneurship
(EFER 2004)
NORTHThinking
Professional ManagerRationalism
EASTIntuiting
Developmental ManagerWholism
SOUTHFeeling
Convivial ManagerHumanism
WESTSensing
Experiential Manager Pragmatism
European comprehensiveness (adpated from Lessem and Neubauer (1994)
2.3 Cultural diversity as facilitator of change
An EFER research shows major gapsin entrepreneurship-education: Action-oriented
learning International
collaboration, exchange, research
Introduction into COEUR BCMSemester One 2010/11
• Changes in the way we do business increase the significance of entrepreneurship
• Co-operation and creative problem solving become significantly more important for sustainable entrepreneurial success
• European diversity is an asset for the development of European entrepreneurship culture
2. Summary
Introduction into COEUR BCMSemester One 2010/11
The COEUR-Basis
Experience creativity and entrepreneurial learning in intercultural teams
2. Summary
Euro-Preneurship
Process orientation
Business Creativity
Introduction into COEUR BCMSemester One 2010/11
3. Content & structure of the BCM module
3.1The BCM topics
3.2The BCM process
3.3Assessments and deadlines
Introduction into COEUR BCMSemester One 2010/11
4. Students tasks and challenges
4.1Individual timetables
4.2Coordinating team members
4.3Agreeing/using technical and organisational resources
