| Enterpriship is the process of building enterprises | | | | motions to get tasks accomplished. It is essential |
| with sustainable advantage within a framework of | | | | to build momentum with anticipation and |
| three related disciplines: entrepreneurship, | | | | deliberation - the forces for organizing events and |
| leadership, and management. It is about the | | | | performing activities. |
| competencies of individuals and the capabilities of | | | | Both David Brewer, founder of Friends of the |
| enterprises. | | | | Earth, and futurist Frank Feather have suggested |
| The word "entrepreneur" is derived from French | | | | the notion of "thinking globally and acting locally." |
| origins meaning to undertake; the word | | | | Once successful results have been achieved |
| "executive" is derived from the notion of | | | | locally, the "duplicable principle" of earning value |
| execution of laws and affairs; and the word | | | | through growth can be applied on a |
| "manager" is derived from Latin origins meaning to | | | | "local-to-global" basis. This approach suggests |
| handle with skills. | | | | building momentum step-by-step within the |
| Successful entrepreneurs, lifestyle business | | | | context of a holistic mindset. |
| owners, executives, and managers are "principals" | | | | Building relationships - leadership and managerial |
| that are well sought in business. Whether explicitly | | | | roles |
| or implicitly, they can address what needs to be | | | | The notion of building relationships applies to both |
| done and how effectively. In doing so, they | | | | people and processes. Nothing gets done without |
| resolve the key issues of who, when, and where | | | | people, and ultimately everything gets done for |
| - and perhaps the most important question of all | | | | people. Therefore, is important for enterprises to |
| in business: why? | | | | have positive relationships with their employee, |
| Whether consciously or unconsciously, these | | | | customer, supplier, investor, regulator, and |
| principals apply their principles through models and | | | | competitor constituencies. Understanding personal |
| methodologies to get things done. Their | | | | styles is essential to being able to relate, to build |
| competencies consist of knowledge, skills, and | | | | rapport, and to interact with others. Successful |
| experience acquired from training and on-the-job | | | | entrepreneurs, leaders, and managers know how |
| experience. The models represent forms and | | | | to balance inter-personal skills with professional |
| patterns for expected outcomes, and the | | | | skills so as to entertain, inform, convince, and |
| methodologies describe the activities required to | | | | persuade their constituents. |
| achieve them. These principals may also have | | | | However, in order to deliver products and |
| preferences for certain tools such as systems, | | | | services through processes to people, it is |
| and reference and training materials. Collectively, | | | | essential to define structure. Structure is the |
| such models, methodologies, and tools form their | | | | enabler of the relationships between an |
| "credo for success." | | | | enterprise's infrastructure, products and/or |
| The enterpriship model is the basis for a credo | | | | services, markets, and constituencies. |
| for success. It describes the four activities that | | | | Infrastructure consists of processes, functions, |
| guide entrepreneurship, leadership, and | | | | facilities, and equipment. |
| management: establishing the mindset, enabling | | | | Establishing order - a managerial role |
| action, building relationships, and establishing order. | | | | Transforming innovation into results is a haphazard |
| It is a model through which all other models, | | | | process of trial and error to determine what |
| methodologies, and tools that transform ideas into | | | | works and what doesn't. Lessons for success |
| results can be enabled. | | | | result from the experiences of failure. Whereas |
| Establishing the mindset - an entrepreneurial role | | | | ideas may start out with elegance, the pressures |
| Radio show host Earl Nightingale offered "The | | | | of expectations to meet scope, objectives, |
| Strangest Secret - we become what we think | | | | budget, and schedule often lead to |
| about" as a motivational statement. Results | | | | implementations in chaotic circumstances. |
| cannot be achieved without establishing a mindset | | | | However, it is usually the response from the |
| first. The mindset should be future-oriented and | | | | marketplace after implementation that determines |
| holistic. Once established, a future mindset can be | | | | what really needs to be delivered. |
| rolled back to the present, so that the direction | | | | As the environment stabilizes, it is necessary to |
| for achievement is clear. The mindset should be | | | | add structure to unstructured situations, and |
| based upon understanding and communicating the | | | | establish order. |
| whole, not just a collection of components. Thus, | | | | Plans to deploy ideas must include a provision for |
| ideas should be thought through from the "top | | | | continuous improvement after implementation to |
| down" holistically, even though they may be | | | | adapt innovative ideas into results that are |
| deployed from the "bottom up" in components. | | | | sustainable. Continuous improvement activities |
| For example, an architect starts with a sketch of | | | | include repositioning in markets with selected |
| an entire edifice, and engineers decompose the | | | | products and/or services, restructuring operations, |
| design into structural, electrical, mechanical, and | | | | and reengineering processes. |
| plumbing components; the builder constructs it | | | | It is important to have a feedback loop from |
| brick by brick. The design work is performed | | | | performance measurement to planning activities |
| "top-down" and the construction work is | | | | to ensure that the lessons from the past are |
| performed "bottom-up." | | | | considered when preparing for the future. As |
| Enabling action - a leadership role | | | | successful entrepreneurs, leaders, and managers |
| Actress Lucille Ball popularized the saying "if you | | | | know, history does repeat itself. |
| want something done, ask a busy person to do it | | | | The enterpriship model provides the credo for |
| - the more things you do, the more things you | | | | entrepreneurial, leadership, and managerial success |
| can do." | | | | because it characterizes the what and how of |
| Transforming mindset into action requires the self | | | | getting things done: transforming mindset into |
| motivation to aspire and inspire others towards | | | | action with relationships and order. |