This event is being recorded and may be

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 8 th May 2008 Open University Society of Entrepreneurs

OU Society of Entrepreneurs Formal Launch 8 th May 2008 Open University Society of Entrepreneurs

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 Open University Society of Entrepreneurs 3

Thuta Aung • • • Co-President The Idea The Brand Complimenting Culture with OU Our mission & vision So far OUSEN is born!!!! Thank you! Open University Society of Entrepreneurs 4

Prof Brigid Heywood Pro Vice Chancellor, Research and Enterprise Open University Society of Entrepreneurs

Chris Dunkley Director MK Enterprise Hub Open University Society of Entrepreneurs

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. Open University Society of Entrepreneurs

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. Open University Society of Entrepreneurs 8

What we do Sparc Network Hatchery Intern’l Softlanding Ventureday Support Hub Core Service For Portfolio Clients UCMK Support Early Stage Workshop £ 30 k Special Projects Open University Society of Entrepreneurs 9

How we do it Information resources Action Planning (compulsory) Business Support Networks Dream maker Induction Access to finance Portfolio Client Merlin Mentoring (compulsory) “Expert” clinics Hub Director Hatchery Open University Society of Entrepreneurs 10

Prof Colin Gray OUBS + OUSEN = an active, mutually beneficial partnership Open University Society of Entrepreneurs

OUBS+OUSEN • Learning opportunities OUSEN – skills for growing enterprises OUBS – understanding enterprise • Research opportunities OUSEN – innovation spillover OUBS – ideal partners for EU & Res Cncl • Case studies OUSEN – marketing & publicity OUBS – Hi-quality, Deep Knowledge Open University Society of Entrepreneurs 12

Learning - SME life-cycle crises Renovation Growth Maturity Mainly medium 4 3 4 = Resourcing growth. Downsizing; Decentralisation; Decline 2 Mainly small Survival 1 Disappear 3 = Sustaining creativity/innovation. 50% in 3 years Time Crises: 1 = Launch 2 = Delegation. Open University Society of Entrepreneurs 13

Research - Enterprise context Economy/business pressures + competition SMEs Start -up Exit E capable Growth-oriented Absorptive capacity trade Competition Spillover Large Firms R&D Cultural + Peer group Influences Government policy/regulatory pressures + Education + R&D Open University Society of Entrepreneurs 14

Case study - SME Owner-manager Decisions External changes Perceived threats Motivations Cultural Influences Business: Full set of market needs Perceived opportunity economic work personal Internal capabilities Perceived knowledge & resource capacity family Expectations Strategic aims Behaviour Operations Outcomes Network/Peer Influences Open University Society of Entrepreneurs 15

OUBS+OUSEN – Points of influence External changes Perceived threats Motivations Cultural Influences Business: Full set of market needs Perceived opportunity economic work personal Internal capabilities Perceived knowledge & resource capacity family Expectations Strategic aims Behaviour Operations Outcomes Network/Peer Influences Open University Society of Entrepreneurs 16

OUBS+OUSEN = active, mutually beneficial partnership Open University Society of Entrepreneurs

Rob Paton Professor of Social Enterprise Open University Society of Entrepreneurs

Mixed motives Economic security and success Personal autonomy and leadership Social concern and impact Open University Society of Entrepreneurs 19

Social entrepreneurship in the UK’s transition 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. Open University Society of Entrepreneurs 20

‘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 & differentiation Defensive copying by established companies Technological 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 quasimarkets 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 Open University Society of Entrepreneurs 21

Andy Burton Co-President Open University Society of Entrepreneurs