This event is being recorded and may be made available to the public via the internet and/or by...

This event is being recorded and may be made available to the public

via the internet and/or by other means. Audience members are

participants in this process.Please turn off your mobile phones

OU Society of Entrepreneurs

8th May 2008

OU Society of Entrepreneurs

Formal Launch

8th May 2008

Open University Society of Entrepreneurs 3

Speakers

• Thuta Aung OUSEN Co-President

• Brigid Heywood PVC Research & Enterprise

• Chris Dunkley Director, MK Enterprise Hub

• Colin Gray Professor of Enterprise Development

• Rob Paton Professor of Social Enterprise

• Andy Burton OUSEN Co-President


Thuta Aung Co-President

• The Idea

• The Brand

• Complimenting Culture with OU

• Our mission & vision

• So far

OUSEN is born!!!!

Thank you!

Prof Brigid Heywood

Pro Vice Chancellor, Research and Enterprise

Chris Dunkley

Director

MK Enterprise Hub

Working with the people and ideas with the greatest commercial potential delivers true wealth creation… …so we provide specialist, personalised and professional support, free – to help the new wealth creators of the Milton Keynes Region to accelerate their success.


Who we help….

We focus on entrepreneurial individuals or organisations with original, distinctive and pioneering ideas with the potential for high yield and scaleable growth.

– a technology and/or knowledge based early stage business,

– developing a unique concept or working towards creating protectable intellectual property,

– looking at significant growth in their business,

– looking to work in a replicable markets with potential to reach a national and probably international market, and

– they are led by individuals who are willing to listen to advise and be coached.


What we do Sparc Network

Hub Core Service For Portfolio Clients

Hatchery

Intern’lSoftlanding

Early Stage Workshop £30k

Ventureday Support

UCMK Support

Special Projects


Action Planning

(compulsory)

Hub Director

Action Planning

(compulsory)

Hub Director

“Expert”

clinics

“Expert”

clinics

Business

Support

Networks

Business

Support

Networks

Information

resources

Information

resources

Hatchery Hatchery

Merlin

Mentoring

Merlin

Mentoring

Dream maker

Induction

(compulsory)

Dream maker

Induction

(compulsory)

Access

to finance

Access

to finance

Portfolio

Client

Portfolio

Client

How we do it

Prof Colin Gray

OUBS + OUSEN =an active, mutually beneficial

partnership


OUBS+OUSEN

• Learning opportunitiesOUSEN – skills for growing enterprisesOUBS – understanding enterprise

• Research opportunitiesOUSEN – innovation spilloverOUBS – ideal partners for EU & Res Cncl

• Case studiesOUSEN – marketing & publicityOUBS – Hi-quality, Deep Knowledge


Learning - SME life-cycle crises

Time

Growth

Survival Disappear

Maturity

Renovation

Downsizing;Decentralisation;Decline2

1

34

Crises: 1 = Launch

3 = Sustaining creativity/innovation.

4 = Resourcing growth.

2 = Delegation.

50% in 3 years

Mainly small

Mainly medium


Research - Enterprise context

Government policy/regulatory pressures + Education + R&D

Economy/business pressures + competition

E

SMEs

Large Firms

Exit

Start-up

trade

Growth-oriented

capable

Absorptive capacity R&D

Spillover

Competition

Cultural + Peer group Influences


Case study - SME Owner-manager Decisions

Perceivedknowledge &

resource capacity

Perceived opportunity

Perceived threats

External changes

Internal capabilities

Full set of market needs Expectations

Motivations

economic

work

personal

family

Strategic aims

Business:

Behaviour

Operations

Outcomes

Cultural

Influences

Influences

Network/Peer


OUBS+OUSEN – Points of influence

Perceivedknowledge &

resource capacity

Perceived opportunity

Perceived threats

External changes

Internal capabilities

Full set of market needs Expectations

Motivations

economic

work

personal

family

Strategic aims

Business:

Behaviour

Operations

Outcomes

Cultural

Influences

Influences

Network/Peer

OUBS+OUSEN

= active, mutually beneficial partnership

Rob Paton

Professor of Social Enterprise


Mixed motives

Economic security and success

Social concern and impact

Personal autonomy and leadership


Social entrepreneurship in the UK’stransition to modernity

Societal problem

Entrepreneurial response

Organizational form

Institutional legacy

‘Dark satanic mills’

Quaker entrepreneurial business development

‘Radical paternalism’ – with company housing and welfare schemes

Progressive business tradition Progressive grant-making

Economic vulnerability & exclusion

The articulation of mutual aid in a replicable, transferable form

Economic organizations under associational governance

Worldwide co-operative movements in housing, retailing, agriculture, credit.Distinct legal framework.

Insecure & oppressive workplaces

Labour organisers mobilising for collective action

Trade unions generating public and club goods

Labour movement; labour laws, health & safety legislation.ILO standards (now included in SA 8000)

Public health in cities

The ‘garden cities’ movement and ‘municipal enterprise’

Public goods provided by quasi-governmental organizations

Today’s water and sewerage infrastructure.Public companies.


‘Post-industrial’ social entrepreneurship

Societal problem

Entrepreneurial responses

Organisational form

Legacy?

Environmental degradation + climate change

‘Green business’ start-ups based on new technologies or business models

Enterprises in various legal forms operating under self-imposed constraints reinforced by brand values

Market creation & differentiationDefensive copying by established companiesTechnological innovation

Trade justice/ ‘house-training’ global supply chains

Cultivation of public awareness. Creating a ‘marque’ companies must have; providing auditing services

Brokering practical standards between industry leaders, NGOs and other stakeholders

Extension of certification as a form of non-statutory regulation.

Shifts in public values

Limits of bureaucracy in welfare states

Sponsored or independent social initiatives in health, welfare, work integration

Hybrid organizations with better stakeholder engagement

Expanded social enterprise sectors; more use of quasi-markets for public services?

Anti-social technological monopolies

Software developers in ‘open source’ movement (later other experts) engaging in collaborative problem-solving

Virtual project teams, offering professional development and reputation.

‘Creative commons’ licence and new structures in software and bio-tech industries

Andy Burton

Co-President

This event is being recorded and may be made available to the public via the internet and/or by...

Documents

Transcript of This event is being recorded and may be made available to the public via the internet and/or by...