Transcript MANAGERS LEADERS ENTREPRENEURS

MANAGERS
LEADERS
ENTREPRENEURS
MANAGERS
ENTREPRENEURS
LEADERS
MANAGER
ENTREPRENEUR
LEADER
SOME POSSIBLE QUESTIONS:
IS AN ENTREPRENEUR ALWAYS AN ENTREPRENEUR AND
IF NOT, CAN HE OR SHE BE A MANAGER AND/OR LEADER
WHEN NOT?
IS LEADERSHIP A QUALITY OF A GOOD MANAGER OR
SOMETHING SEPARATE?
IS AN ENTREPRENEUR ALWAYS A LEADER TO SOME
EXTENT AND, IF SO, WHAT KIND OF LEADER?
FIRST SOME ”ACCEPTED FACTS”:
MANAGER
--------------------------------
ENTREPRENEUR
SIMILARITIES
BOTH NEED TO PLAN, ORGANIZE AND CONTROL THEIR ACTIVITIES
DIFFERENCES
TENDS TO BE SHORT-TERM
ORIENTED TOWARDS
ACCOUNTING PERIODS
TENDS TO BE LONG-TERM
PROBLEM ORIENTED
LOW RISKTAKER, TRIES TO
AVOID MAKING MISTAKES
HIGHER RISKTAKER, TRIES TO
LEARN FROM MISTAKES MADE
EXTERNAL STANDARDS,
ORIENTED TOWARDS REWARDS
AND PUNISHMENTS IN THE
ORGANIZATION
INTERNAL STANDARDS,
REWARDS HIMSELF OR
HERSELF
MANAGER
---------------------------------
LEADER
SIMILARITIES
* MANAGERS (WHEN HAVING TO DO WITH PEOPLE) SHOULD HAVE
LEADERSHIP QUALITIES
DIFFERENCES
DOES NOT HAVE TO INVOLVE
OTHER PEOPLE (CAN HAVE A
DEPARTMENT OR VENTURE
BEING ALONE)
MUST INVOLVE OTHER PEOPLE
(HAVE FOLLOWERS)
SOURCE OF POWER: A
POSITION
SOURCE OF POWER: PERSONAL
QUALITIES
DECIDES AND GIVES ORDERS
IS A ROLE MODEL
ENTREPRENEUR
------------------------
LEADER
SIMILARITIES
* MOST SUCCESSFUL ENTREPRENEURS ARE LEADERS IN THEIR BUSINESS
FIELD AND (IF THEY ARE NOT ALONE) OF THEIR EMPLOYEES
DIFFERENCES
IS INVOLVED IN NEW VENTURES
MANY START AND RUN SMALL
BUSINESS VENTURES WITHOUT
HAVING ANY EMPLOYEES (SOLO
VENTURERS)
IS INVOLVED IN OTHER PEOPLE
SOME PROBLEMS WITH THIS KIND OF KNOWLEDGE:
THERE IS NO ABSOLUTE AND DEFINITE SOCIAL KNOWLEDGE. ALL SUCH
KNOWLEDGE IS CONTEXTUAL AND RELATED TO A PURPOSE (WHAT
KNOWLEDGE IS FOR)
MANAGERS, ENTREPRENEURS AND LEADERS ARE IMPLICITLY MADE
INTO SOMETHING POSITIVE:
* THERE ARE MANY NEGATIVE ASPECTS OF ALL THREE
* IT LEADS TO MYTHS, ESPECIALLY OF WHAT IS LESS ”PRECISE”, I.E.,
LEADERS AND ENTREPRENEURS
THE RESULTS ARE VALID ONLY IN THE WESTERN WORLD, IN
PARTICULAR IN THE US
SOME MYTHS ASSOCIATED WITH LEADERS:
LEADERSHIP IS A RARE QUALITY
LEADERS ARE CHARISMATIC
LEADERS EXIST ONLY AT THE TOP OF THE ORGANIZATION
LEADERS ARE MAGICIANS AND MANIPULATORS
LEADERSHIP (AS WELL AS ENTREPRENEURSHIP) IS SOMETHING WHICH
IS BASED ON CERTAIN QALITIES THAT YOU ARE BORN WITH; IF YOU DO
NOT HAVE THOSE QUALITIES, YOU CANNOT LEARN TO BE A LEADER (OR
AN ENTREPRENEUR)
SOME MYTHS ASSOCIATED WITH ENTREPRENEURS:
THERE ARE SO MANY WAYS TO BECOME AN ENTREPRENEUR; THE
RECIPE FOR SUCCESS CAN THEREFORE NOT BE TAUGHT
THE MOST IMPORTANT FACTOR FOR ENTREPRENEURIAL SUCCESS IS
THE IDEA ON WHICH THE VENTURE IS BASED, THE ENTREPRENEUR
COMES SECOND
THE MORE MONEY YOU INVEST IN ENTREPRENEURSHIP, THE MORE
YOU GET OUT OF IT
THE INHERITAGE FROM ECONOMICS:
THE ENTREPRENEUR IS A:
RISK TAKER (CANTILLON; BEGINNING OF EIGHTEENTH
CENTURY)
BUILDER OF A BUSINESS VENTURE; THE FOURTH PRODUCTION
FACTOR (SAY; BEGINNING OF NINETEENTH CENTURY)
INNOVATOR (SCHUMPETER; BEGINNING OF TWENTIETH
CENTURY)
OPPORTUNIST (KIRZNER; MID TWENTIETH CENTURY)
FOUR AREAS OF ENTREPRENEURSHIP RESEARCH TODAY:
ENTREPRENEURIAL CONSEQUENCES?
ENTREPRENEURIAL THINKING?
ENTREPRENEURIAL ENVIRONMENTS?
ENTREPRENEURIAL PROCESSES?
THE NEW ECONOMIC ERA:
CHANGE
GENUINE UNCERTAINTY
CHANGE AGENTS
NEW FORMS OF CAPITAL
UNCLEAR INDUSTRY BORDERS
INFORMATION SOCIETY; KNOWLEDGE SOCIETY; RISK SOCIETY;
NETWORK SOCIETY; ECONOMY OF EXPERIENCES
A SIMPLE STAIRCASE OF DEVELOPMENT:
ENTREPRENEURSHIP
TECHNOLOGY
CAPITAL
INFRASTRUCTURE
AN ALTERNATIVE ”SET OF FACTS”:
KNOWLEDGE TO UNDERSTAND
MANAGEMENT, ENTREPRENEURSHIP AND
LEADERSHIP IN THE NEW ECONOMIC ERA
ENTREPRENEURS = CREATORS OF NEW USER
VALUE
INNOVATORS
OPPORTUNISTS
BUT NOT SO MUCH
•
RISK TAKERS
•
BUSINESS VENTURE BUILDERS
THREE ”POSITIONS” IN THE NEW ECONOMIC ERA:
MANAGEMENT IS A PROFESSION. MANAGERS NEED ”TECHNICAL”
SKILLS. THEY RELATE TO THEIR EMPLOYERS AND ARE JUDGED BY
THEM.
LEADERSHIP IS A ROLE. LEADERS NEED SOCIAL SKILLS. THEY RELATE
TO THEIR FOLLOWERS AND ARE JUDGED BY THEM.
ENTREPRENEURSHIP IS AN ATTITUDE IN APPLICATION (A LIFE FORM).
ENTREPRENEURS NEED MENTAL SKILLS. THEY RELATE TO THE USERS
OF THEIR INNOVATIONS AND ARE JUDGED BY THEM.
THREE PARTS OF THE ENTREPRENEURIAL ATTITUDE:
THE WORLD IS NOT PERFECT!
THERE ARE ALTERNATIVE SOLUTIONS TO THE WORLD’S
PROBLEMS!
I (!) WANT TO BE PART OF REALIZING THESE SOLUTIONS
(OR AT LEAST THE GOOD ONES)!
MODES OF GROWING:
PRODUCT
OLD
NEW
OLD
1
2
NEW
3
4
1-3 = MANAGERIAL GROWTH
4 = ENTREPRENEURIAL GROWTH
THE TERMINOLOGY (AND WAY OF THINKING) IN TWO MODES
OF GROWING (IN MATCHED PAIRS):
MANAGERIAL GROWTH
PLANNING
UNITY
SYSTEMS
STRUCTURES
BUSINESS CONCEPTS
WE ARE
EFFICIENCY
ECONOMIES OF BIG SCALE
EDUCATION
MANAGEMENT
ENTREPRENEURIAL GROWTH
LEARNING
VARIETY
ACTORS
PROCESSES
VISIONS
WE BECOME
COMMITMENT
ECONOMIES OF SMALL SCALE
CULTURE
LEADERSHIP
THERE ARE TWO KINDS OF MARKETING:
1.
TRANSACTIONAL MARKETING
MARKETING MEANS THE PROCESS WHEREBY THE
CONCEPTUALIZATION OF IDEAS, GOODS AND SERVICES IS PLANNED
AND IMPLEMENTED IN ORDER TO CREATE EXCHANGES
ACCOMPLISHING INDIVIDUAL AND ORGANIZATIONAL GOALS.
2.
RELATIONSHIP MARKETING
MARKETING MEANS TO IDENTIFY AND ESTABLISH, MAINTAIN AND
DEEPEN, AND IF NECESSARY END, RELATIONSHIPS WITH
CUSTOMERS (AND OTHER PARTIES) IN ORDER TO ACCOMPLISH
ECONOMIC AND OTHER GOALS FOR ALL PARTIES. THIS IS DONE
THROUGH MUTUAL EXCHANGE AND THROUGH CARRYING OUT
PROMISES MADE.
THERE ARE TWO KINDS OF ORGANIZATIONS:
1.
FOCAL ORGANIZATIONS (OFTEN CALLED FORMAL ORGANIZATIONS)
RELATIVELY CLEAR CONSTRUCTIONS WITH RELATIVELY FIRM
POSITIONS AND RELATIONSHIPS, OFTEN IN HIERARCHIES, BETWEEN
INDIVIDUALS AND DEPARTMENTS WITHIN SPECIFIC FIRMS AND/OR
LEGAL UNITS.
2.
IMAGINARY (OR VIRTUAL) ORGANIZATIONS (OFTEN CALLED
NETWORKS)
LOOSELY JOINED, AND CONSTANTLY FLOWING, RELATIONSHIPS
BETWEEN INDIVIDUALS AND ORGANIZATIONS, RELATIONSHIPS,
WHICH IN PRINCIPLE EXIST AS POSSIBLE TO REALIZE ONLY FOR
THOSE WHO ARE PART OF THEM AND WHO ARE STRONG ENOUGH TO
USE THEM.
THERE ARE TWO KINDS OF LEARNING:
1.
EXPLOITATIVE LEARNING (TO CREATE RELIABILITY IN EXPERIENCE)
REFINE, ROUTINIZE, RETRIEVE AND APPLY KNOWLEDGE (LEARN
MORE OF AND BETTER WHAT YOU KNOW ALREADY). THIS USUALLY
LEADS TO IMPROVEMENTS BUT IS OFTEN BLIND TO ESSENTIALLY
NEW DIRECTIONS.
2.
EXPLORATIVE LEARNING (TO CREATE VARIETY IN EXPERIENCE)
RESEARCH, INVENT, VARY, INNOVATE (LEARN GENUINELY NEW
THINGS). THIS OFTEN LEADS TO DISASTER BUT SOMETIMES TO
IMPORTANT NEW DIRECTIONS AND DISCOVERIES.
THERE ARE TWO WAYS TO CREATE VALUE:
1.
FOLLOWING EXISTING VALUE-ADDING FLOWS (SOMETIMES CALLED
VALUE CHAINS)
ADAPT TO EXISTING RELATIONSHIPS BETWEEN PRESENT AND
COMING PARTICIPANTS ON THE MARKET ARENAS.
2.
BUILDING NEW VALUE CONSTELLATIONS (SOMETIMES CALLED VALUE
STARS)
CONSTRUCT (ALTERNATIVELY FINDING ONLY), AT LEAST PARTLY NEW,
RELATIONSHIPS BETWEEN PRESENT AND COMING PARTICIPANTS ON
THE MARKET ARENAS.
1
2
ENTREPRENEURIAL
GROWTH
MANAGERIAL
GROWTH
LEADERSHIP
MANAGEMENT
RELATIONSHIP
MARKETING
TRANSACTIONAL
MARKETING
IMAGINARY
ORGANIZATIONS
FOCAL
ORGANIZATIONS
EXPLORATIVE
LEARNING
EXPLOITATIVE
LEARNING
VALUE STARS
VALUE CHAINS
1
2
2
1
NOTE: THERE ARE TWO KINDS OF LEADERS IN THIS CONTEXT:
A.
TAKE A LEADING ROLE IN CONSTRUCTING AND REALIZING NEW
IMAGINARY ORGANIZATIONS AND NEW VALUE CONSTELLATIONS
(ONLY IN 1 )
B.
LEAD THOSE WHO FOLLOW IN FOCAL ORGANIZATIONS (THE
TRADITIONAL LEADERSHIP ROLE; MAINLY IN 2 )
size
LEADERSHIP
MANAGEMENT
EXPLORATIVE
LEARNING
EXPLOITATIVE
LEARNING
ENTREPRENEURSHIP
RELATIONSHIP
MARKETING
IMAGINARY
ORGANIZATIONS
VALUE STARS
SMALL BUSINESS MANAGEMENT
TRANSACTIONAL
MARKETING
FOCAL
ORGANIZATIONS
VALUE CHAINS
time
GROWTH
ICAROS
SUCCESSFUL
GROWTH
SMALL – BUT HAPPY
THE MINNOW THAT
NEVER TOOK OFF
TIME