Notable writers on the the topic of entrepreneurship. (Ohtamaa). Image via Wikipedia
This course introduces you to the systematic processes of innovation management, creativity, new venture creation, and entrepreneurship. These processes are essential for the successful growth and development of a variety of organisational forms including: corporates, small-medium enterprise (SMEs), and start-up ventures. Consequently, this course presumes that the skills of a entrepreneur are required as much within a corporate setting as in a stand-alone start-up venture. Furthermore, this course is ABSOLUTELY NOT about administering a small business.
The course is also unique in helping you identify the strengths and talents that you possess for working within an enterprising team - as innovator, entrepreneur, leader, or team contributor. Consequently, by the course’s conclusion, you will have created a personalised action plan and learning agenda that will guide the progress of your future academic studies and professional development.
Innovators and entrepreneurs imagine and create the future. They create the future by making new things happen. They act and think differently compared with most “normal” people. Sometimes they are the brightest kids at school. They are equally likely to be the “troublemakers” who are invited to leave school as early as the ‘laws of the land’ permit! Until recently, they rarely studied formal courses in entrepreneurship! You will meet many of these kinds of people in this class.
How do the most successful entrepreneurs learn? Many entrepreneurs take great risks: many fail. Reason: they don’t know what they don’t know. However, skilled entrepreneurs with “the right stuff” pursue risky, but well-managed ventures that most “normal” people would avoid. In the long-run, these entrepreneurs succeed. They succeed creating new venture after new venture. In consequence, these ‘serial’ entrepreneurs and innovators “do good” for the world and/or create massive wealth. What is “the right stuff” that entrepreneurs possess? Can you also acquire “the right stuff” - or recognise it in others? These are questions we will explore in this course.
New Zealand’s political and business leaders inform us that our country faces two challenges as a nation to “catch up with Australia by 2025”. First, we must increase our nation’s productivity. Second, we must increase our rate of innovation. Most nations are “running hard in the same race”. Can we ever catch up with the Australians? The Swedish? The Chinese? The Americans? How?
The smartest innovators ask “Can we run in a different race? … a better race? … a race with rules to our advantage?” These radical innovators join new venture teams to make their dream come true. In some cases, these teams may be lead by an entrepreneur.
In many cases, the innovator works within a corporate or not-for-loss enterprise with new venture leaders. For instance, these corporate teams launch new products, new services, expand to new geographic markets, introduce new technological processes or work practices. Consequently, learning how to work with those people who unleash their passion for innovation is an essential requirement in all modern organisations.
To enrol in the course,
Visit Unitec’s website, and search for BSNS 5391 here: http://www.unitec.ac.nz
Related postings about BSNS 5391Online learning site for BSNS 5391 (Video) - YouTube. (2011). Retrieved from http://www.youtube.com/watch?v=LD8TlEhQQC4&feature=youtube_gdata_playerMellalieu, P. J. (2011, July 18). Course handbook for Unitec BSNS 5391 Innovation and Entrepreneurship on Vimeo. Retrieved July 18, 2011, from http://vimeo.com/26564519
Unitec students and staff have embarked on an innovative programme focussed on helping medium and small enterprise owners advance their journey towards ‘greening the business’. Every two weeks from August, business owners from Rosebank Business Association are invited to participate in an Enterprise GreenWorks™ (EGW) session focussed exclusively on developing promising pathways to guide a ‘guest’ business towards environmentally sustainable business processes and products. During the half-day Enterprise GreenWorks session, a new venture project team is established involving staff from the business and members from Unitec. Think of the reality TV show ‘The Apprentice’ adapted so that no one gets fired, but the earth gets saved … and a better profit is made compared with ‘business-as-usual’!
Source: Frederick & Chittock, 2008.
Several years ago a Unitec survey of Rosebank Business Association (RBA) members established that 22 per cent of respondents sought education and training support for ‘greening the business’ (Frederick & Chittock, 2008). A more recent national survey has found that despite the economic downturn certain types of businesses have continued to deepen their deployment of green business practices. For example, between 2003 and 2010 medium and especially larger companies have doubled their focus on being more selective about their suppliers (Collins et al, 2010). Despite the recession, this trend has continued to strengthen since 2006 so that by 2010 more than 30 per cent of firms larger than 99 employees use environmental criteria as part of their selection of suppliers.
Source: Collins et al, 2010
However, in contrast to these ‘greening’ trends, most small businesses have retreated from their earlier commitments to environmentally sustainable business practices. Also, their practices are typically very narrowly limited to recycling and environmental impact analysis. Professor Collins and her colleagues at Waikato Management School argue that a ‘sustainability divide’ is now growing between between most small businesses (less than 10 employees) and other businesses that have recognised the value and strategic imperative for ‘greening their business’.
Source: Collins et al, 2010.
Since 2008, teachers at Unitec Institute of Technology have begun to respond to Rosebank business’ call for graduates who understand that ‘greening the business’ is much more than reducing waste and recycling. For example, students in Unitec introductory business course BSNS 5391 Innovation and Entrepreneurship learn from New Zealand and world-class examples of eco-innovation and eco-enterprise.
In a recent class exercise, students learned how a three-year systematic programme of design-led ‘cradle-to-cradle’ thinking applied in Wellington-based Formway Furniture lead to the creation of the Life office chair. The chair has gained remarkable success in world markets for its innovative functional features and green credentials. Amongst its many new-to-market features, the Life Chair was constructed from both recycled and natural materials and designed for ease of refurbishing in the event of an office interior decor redesign. Licensed to Knoll, a leading US furniture company, the Life chair has generated sales of $500 million (Macfie, 2011; McClaren, 2008; Ministry for the Environment, 2007).
In early May this year, Unitec business students interviewed Robb Donzé, Managing Director for InteraceNZ, the New Zealand distributor for modular carpet tile systems manufactured by US-based multinational Interface Global. Under the helm of industrial engineer and founding entrepreneur Ray Anderson, Interface has achieved ‘legendary’ status in terms of its ingenious innovations in environmental practice and products. Remarkably, the company began as a typical 20th century industrial manufacturing company with no special interest in taking care of the natural environment apart from complying with environmental legislation. In the words of Ray Anderson, the company is on a mission to climb ‘Mount Sustainability’ achieving a zero ecological footprint by 2020. Coincidentally, the Unitec students saw practical proof of this type of product in their new student common room in the business studies building.
Green thinking in the business curriculum at Unitec is regarded increasingly as a core component, rather than something ‘added on’ as an optional extra. Developing from their studies in the introductory Innovation and Entrepreneurship course, final year studies require each student to examine critically the competitive strategies of a business to assess the risks and opportunities faced from market, technological, legal, and other factors including emerging green issues. Students then proceed to develop risk mitigation and/or opportunity development strategies for the business within the overall context of its competitive position and strategic ambitions. Rosebank businesses are especially welcome to invite Unitec students to engage in this student project work.
Unitec industrial technologist Peter Mellalieu notes that “Our students enter our courses expecting that ‘greening the business’ is hard work and reduces profit. Through exposure to real business examples, my students are surprised and delighted that there are both new start-up and long-established companies using ‘green thinking’ as a core process for stimulating creativity. The creative thinking inspired by ‘green thinking’ leads to win-win outcomes for the business and the environment. The new Enterprise GreenWorks program integrates these - and other Unitec green initiatives - in an exciting learning adventure beneficial to Rosebank Business Association members and their future employees and entrepreneurs from Unitec”.
Example of an Enterprise GreenWorks episode (Video: Massey University, 1997)
Enterprise GreenWorks™ is a trade mark of MyndSurfers Ltd.
An abridged version first published as:
Mellalieu, P. J. (2011, May). Greening your business with Unitec. Roundabout - Newsletter of the Rosebank Business Association, (61), 7.
Anderson, R. C., & White, R. (2011). Business Lessons from a Radical Industrialist. St. Martin’s Griffin.
Collins, E., Lawrence, S., Roper, J., & Haar, J. (2010). Business sustainability practices during the recession: The Growing Sustainability Divide. Hamilton, NZ: Waikato Management School, University of Waikato. Retrieved from http://www.management.ac.nz/sustainabilitydivide
Elements of an Enterprise MasterWorks (EMW) learning adventure. (1997). . Palmerston North, NZ: Massey University Television Production Centre. Retrieved from http://www.youtube.com/watch?v=FYya4gfcxs4&feature=youtube_gdata_player
Enterprise GreenWorks - 2011-1 Part 1: Overture and Interview [video]. (2011). . Retrieved from http://www.youtube.com/watch?v=6NiB20ERj9c&feature=youtube_gdata_player
Frederick, H., & Chittock, G. (2008). Human resource strategies for training and education in the Rosebank business precinct. Auckland, NZ: Unitec Institute of Technology.
McLaren, J. (2008). Life Cycle Management - Sustainability and society bridging piece [Case study of Formway Furniture]. Wellington, New Zealand: Landcare Research. Retrieved from http://www.landcareresearch.co.nz/publications/researchpubs/LCM_Briefing.pdf#search=%22mclaren%22
Mellalieu, P. J. (2011a, May 7). The Master’s Challenge: Ecotec’s “Green Op” fund. Innovation & chaos … in search of optimality. Retrieved April 7, 2011, from http://pogus.tumblr.com/post/4411593536/the-masters-challenge-ecotecs-green-op-fund
Mellalieu, P. J. (2011b, April 7). Enterprise GreenWorks - 2011-1 Part 1: Overture and Interview. Innovation & chaos … in search of optimality. Retrieved April 7, 2011, from http://pogus.tumblr.com/post/4411050625/enterprise-greenworks-2011-1-part-1-overture
Ministry for the Environment. (2007). Sustainable Design at Formway Furniture (INFO 182). Ministry for the Environment. Retrieved from http://www.mfe.govt.nz/publications/sus-dev/case-study-sustainable-design-at-formway-furniture-feb07/
Image via Wikipedia
My second paper to be presented at:
New Zealand has traded successfully on its self-created brand as ‘100 % Pure’ since its introduction in 2000. The country enacted pioneering legislation embracing the notion of sustainable development through its Resource Management Act (1991) and was an early signatory to the United Nations Framework Convention on Climate Change (1992). In its Tertiary Education Strategy 2007-2012 the government signalled its desire that the country’s higher education sector should support its ambitious environmental vision and goals.
A strategic audit of the environmental performance of a publicly-funded New Zealand tertiary institution was conducted to examine the extent to which the institution achieved its stated environmental goals, and the environmental goals stated in the government’s national and educational priorities. The audit identified that the institution had retreated substantially from its earlier pioneering commitments to environmental initiatives, commenced in the late 1990s. In conversation with senior leaders, two factors appeared influential in accounting for this retreat. First, the institution was under financial duress. Secondly, there was significant dissonance between the government’s stated vision and aims supporting education for sustainability and practical policy implementation. Specifically, there was a failure to translate the aims into an explicit investment funding priority for the tertiary education sector.
New Zealand’s Parliamentary Commissioner for the Environment recommended that: ‘all tertiary graduates leaving [higher educational institutions] should possess a core understanding of environmental sustainability as a result of institutes encouraging education for sustainability throughout their organisations’. Despite the recommendation, the most recent tertiary education strategy retreats further from this position, condemning the nation’s future innovation and ability to develop sustainably through a ‘conspiracy of ignorance’.
Citation and full paper
Mellalieu, P. J. (2011). The Rise and Fall of Education for Sustainability in New Zealand’s Tertiary Education Strategies: An Orchestrated Conspiracy of Ignorance? XXIX International Conference of the International Council for Higher Education. Presented at Innovation and Development in Higher Education, Miami/Ft Lauderdale: International Council for Higher Education. Retrieved from http://tinyurl.com/4935qol
After three years’ effort … I’m pleased to report….
Unitec’s is offering a total of $100,000 of funding for projects that support Unitec’s new Environmental Sustainability Strategy. The objective of the fund is to enable students and staff to make practical changes within their study and work environments to help us all become environmentally sustainable. Fund
If you are worried about the state of our environment, or even just the lack of recycling on campus, then this is your chance to make a real difference!
Who Can Apply? If you’re a current Unitec student or staff member, you’re invited to submit your application for funding of between $2,500 and $25,000 before Friday 20th May 2011.
We are looking for applications that meet the core principles of Unitec’s Environmental Sustainability Strategy:
* Practical Projects with clear, measurable, achievable outcomes that meet the needs of staff and students. They should have a visible impact on current practices and be of interest to the wider community. We are especially keen to see applications from trans-disciplinary teams with students, corporate and academic staff working together.
* Research Projects that have a clear methodology and measurable outputs. Research projects can be part of a post-graduate qualification or smaller projects to explore sustainability issues.
Winners will be announced at the launch of the Unitec Environmental Sustainability Strategy, 12.30pm on Thursday 2nd June 2011 at Unitec Marae. All Unitec staff and students are welcome to attend.
For application forms see the orginal announcement, here:
Mellalieu, P. J. (Ed.). (2000). Strategies for Sustainability and Success: The Role and Impact of Strategic Thinking in the Development of Sustainable Enterprise. Proceedings of the Annual Educators Conference of the New Zealand Strategic Management Society, 8th Annual Conference, 2 (Vol. 1). Presented at the Strategies for Sustainability and Success: The Role and Impact of Strategic Thinking in the Development of Sustainable Enterprise, Christchurch, N.Z.: New Zealand Strategic Management Society. Retrieved from http://web.mac.com/petermellalieu/NZSMSMellalieu, P. J. (2008a, March 31). Investing in education for eco-sustainability: A “fast follower” strategic posture for Unitec Institute of Technology: A SENEX proposal - Internal memo to Senior Executive. Unitec Institute of Technology. Mellalieu, P. J. (2008b). Engaging for sustainability: An Enterprise GreenWorks™ master class. Australasian Campuses Towards Sustainability (ACTS) network conference. Presented at the Australasian Campuses Towards Sustainability (ACTS) network conference, Christchurch, N.Z. Retrieved from http://web.mac.com/petermellalieu/UBSpublications/Projects/Entries/2008/3/3_MELLALIEU%3A_Engaging_for_sustainability%3A__An_Enterprise_GreenWorks%E2%84%A2_master_class.html Mellalieu, P. J. (2008c). Greening our campuses: 8th Australasian Campuses Towards Sustainability (ACTS) Network Conference (Conference Travel Report). Working Papers. Auckland, NZ: Unitec New Zealand Centre for Innovation & Entrepreneurship. Retrieved from http://web.mac.com/petermellalieu/UBSpublications/Projects/Entries/2008/11/7_MELLALIEU%3A_Greening_our_university_campuses.html Mellalieu, P. J. (2009a). Shifting frontiers, new priorities, creating pathways: elevating the case for tertiary education for sustainable development in New Zealand. New Zealand Tertiary Education Summit 2009 (TES). Presented at the New Zealand Tertiary Education Summit 2009, Wellington, New Zealand: Bright*Star Conferences & Training Ltd. Retrieved from http://preview.tinyurl.com/tes2009 Mellalieu, P. J. (2009b, May 14). Our graduation is a landmark in our journey towards building our wealth and caring for our environment. Graduation address/Korero te puawaitanga, Tamaki Makaurau Graduation 2009 presented at the Tamaki Makaurau Graduation 2009 Te Wananga a Aotearoa, Te Wananga a Aotearoa, Malaeola Community Centre, Mangere, Manakau City. Retrieved from http://web.mac.com/petermellalieu/Teacher/Examples/Entries/2009/5/14_Graduation_speech%3A_a_landmark_in_our_journey_towards_building_our_wealth_and_caring_for_our_environment.html Mellalieu, P. J. (2009c, October 12). How can we engage students and staff in “greening” our teaching, our learning, our research, our practice? - The DoMM. Retrieved November 9, 2009, from http://thedomm.ning.com/forum/topics/how-can-we-engage-students-and Mellalieu, P. J. (2009d). Between a rock and a hard place: the quest for financial with ecological sustainability at a tertiary educational institution. Sustainability conference 2009: The sustainability debate - The way forward. Presented at the Sustainability Conference 2009: The Sustainability Debate – The Way Forward, Albany, Auckland: Massey University: Massey University. Retrieved from http://web.me.com/petermellalieu/Teacher/Blog/Entries/2009/11/12_Between_the_rock_and_the_hard_place%3A_the_quest_for_financial_with_ecological_sustainability_at_a_tertiary_educational_institution.html Mellalieu, P. J. (2009e, November 24). Unitec and sustainability since 2005: How we got to where we are. Presented at the Unitec Community of Practice for Sustainability Hui, Te Noho Kotahitanga Marae, Unitec Institute of Technology. Retrieved from http://web.me.com/petermellalieu/Teacher/Blog/Entries/2009/11/24_Unitec_and_sustainability_since_2005%3A_How_we_got_to_where_we_are.html Mellalieu, P. J. (2011a). An orchestrated conspiracy of ignorance? The rise and fall of education for sustainability in New Zealand’s tertiary education strategies [under review]. Department of Management & Marketing Working Papers. Auckland, NZ: Unitec Institute of Technology. Retrieved from http://pogus.tumblr.com/post/3692233493/an-orchestrated-conspiracy-of-ignorance-the-rise-and Mellalieu, P. J. (2011b). Shifting frontiers, new priorities, creating pathways: Elevating the case for tertiary education for sustainable development (audio), Internet Archive. Auckland: Unitec Institute of Technology. Retrieved from http://www.archive.org/details/ShiftingFrontiersNewPrioritiesCreatingPathwaysElevatingTheCaseFor
If I had to pick the critical technology for the 20th century, the bit of social lubricant without which the wheels would’ve come off the whole enterprise, I’d say it was the sitcom. Starting with the Second World War a whole series of things happened - rising GDP per capita, rising educational attainment, rising life expectancy and, critically, a rising number of people who were working five-day weeks. For the first time, society forced onto enormous numbers of its citizens the requirement to manage something they had never had to manage before - its free time.
And what did people do with that free time? Well, mostly we spent it watching TV.
(Shirky (2008), quoted in Tomlinson (2010, p. 65)Tomlinson, B. (2010). Greening through IT: information technology for environmental sustainability. MIT Press. Retrieved from http://books.google.com/books?id=5sp7GYopKSMC&lpg=PP1&ots=oiZ_JXeumJ&dq=greening%20through%20it%20tomlinson&pg=PP1#v=onepage&q&f=false