Dr David Bozward

Category: Skills Development

  • Institutional & Education Enterprise Requirements for Peer-Led Team Learning

    There are numerous studies (Astin (1999) and Terenzini (1996) ) who highlight the advances of peer led learning within the educational institution, creating a strong evidence base for peer led student enterprise groups.

    Astin, (1999) Proposes a student involvement theory whereby the High Education institution could use to measure ‘student involvement’ using a metric which refers to the quantity and quality of the physical and psychological energy that students invest in their experience whilst at the institution. This involvement may take many forms, such as absorption in academic work, participation in extracurricular activities, and interaction with faculty and other institutional personnel. According to the theory, the greater the student’s involvement in college, the greater will be the amount of student learning and personal development.

    Terenzini (1996) states that, students’ out-of-class experiences appear to be far more influential in students’ academic and intellectual development than many faculty members and academic and student affairs administrators think

    Slavin (1996) notes that the motivationalist critique of traditional classroom organization holds that the competitive grading and informal reward system of the classroom creates peer norms opposing academic efforts. Since one student’s success decreases the chances that others will succeed, students are likely to express norms that high achievement is for “nerds” or teachers’ pets. Such work restriction norms are familiar in industry, where the “rate buster” is scorned by his or her fellow workers Vroom (1969). However, by having students work together toward a common goal, they may be motivated to express norms favoring academic achievement, to reinforce one another for academic efforts.

    As a learning pedagogical, Peer-Led Team Learning, whether project-based learning (PBL), game-based learning (GBL), Understanding by Design (UbD), or authentic literacy. Peer-Led Team Learning (PLTL) is a specific form of small group learning recognized by Project Kaleidoscope as best practice pedagogy (Varma Nelson et al 2004). PLTL was first developed by Woodward, Gosser,and Weiner (1993) as an integrated method that promoted discourse and creative problem solving Evaluation of the successful implementations of PLTL have suggested six critical components which fits well within our student led enterprise groups, especially within the further education sector:

    • Peer-Led Team Learning in integral to the course.
    • Peer-leaders are trained in leadership skills.
    • Faculty or Subject areas are involved.
    • Materials for workshops are challenging and promote collaborative effort.
    • Space and noise level acceptable for group discussion and work.
    • Peer-Led Team Learning is integrated into the institutional structure.

    The institutional enterprise strategy will determine the characteristics of the Peer-Led group and the empowerment student are provided.

  • A Strategic Vision for Student Entrepreneurship

    Entrepreneurship is undeniably a significant asset for students and young adults. More than hard skills as experience and technical knowledge, entrepreneurship has an intrinsic high dimension of creativity, self building, confidence and self realisation (Quality Assurance Agency 2012). A European Commission report on the effects and impact of entrepreneurship programmes in higher education stated: “Entrepreneurship education has a positive impact on the entrepreneurial mindset of young people, their intentions towards entrepreneurship, their employability and finally on their role in society and the economy.”(EC 2012)

    Entrepreneurship as extra-curriculum activity might increasingly become critical for the professional development and students’ careers. As noted in High Fliers Research (2011), nearly two-thirds of recruiters warn that graduates who have had no previous work experience at all are unlikely to be successful during the selection process and have little or no chance of receiving a job offer for their organisations’ graduate programmes.

    Sir Tim Wilson’s review of university-business collaboration stated “Networking between universities and the business community is a critical component of an efficient innovation ecosystem. There are several established networking tools at national and regional levels that create links between universities, business and research technology organisations. These mechanisms need to be constantly evaluated, reviewed and updated as media innovations change communications capability and expectation.” (Wilson 2012)

    The National Association of College and University Entrepreneurs (NACUE) has the potential to be a major contributor to the development of entrepreneurialism amongst our student body. It deserves support from business sponsors, universities and government in promoting entrepreneurship. Such support should be conditional on NACUE retaining its close connectivity student entrepreneurial societies, and its active engagement in the Enterprise Alliance.” (Wilson 2012).

    The World Economic Forum (2011) suggested four global challenges; Transform the Educational System, Build the Entrepreneurial Ecosystem, Strive for Effective Outcomes and Impact and Leverage Technology as an Enabler. The growth and advancement of entrepreneurship have been considered objectives for many EU and Member State policies over numerous years, and have grown in prominence over time. The European Commission and individual Member States have started to adopt a range of actions, including driving the build up of a more prominent culture of ‘entrepreneurial mindsets’ amongst European citizens, predominantly young people. This was partnered with the view that all students should have access to entrepreneurship education.

    To make sure ‘entrepreneurship education’ does not become another extra-curricular ‘add on’ there needs to be certain changes that are made a necessity, and the following ‘actions’ are taken from McCoshan (2010) which will ensure they become an essential part of the curriculum:

    • Changes in teaching methods: greater use of experiential learning and a new coach/moderator role for teachers which helps students to become more independent and to take the initiative in their education;
    • Changes in the education context, which takes students out of the classroom into the local community and real businesses, and which establishes less hierarchical relationships within schools;
    • A key role for governments: only they can bring about the required step change in the spread and quality of entrepreneurship education.

    Therefore, an ‘education in entrepreneurship’ needs to go through a conceptual shift from an education in ‘how to run a business’ to how to achieve competency in all areas of the curriculum and be able to apply entrepreneurial thinking into all those areas.

    The UK Quality Assurance Agency (2012) for Higher Education has also published ‘guidance’ on the incorporation of Entrepreneurship in every teaching curriculum, qualifying this action as imperative. They acknowledged the need for entrepreneurship to enhance education across the curriculum (Quality Assurance Agency 2012).

    Entrepreneurship as extra-curriculum activity might increasingly become critical for the professional development and students’ careers. As noted in High Fliers Research (2011):“Nearly two-thirds of recruiters warn that graduates who have had no previous work experience at all are unlikely to be successful during the selection process and have little or no chance of receiving a job offer for their organisations’ graduate programmes”.

    The Royal Bank of Scotland Inspiring Enterprise report 2012 shows that across almost all industrialised countries, unemployment rates are highest among people just out of college, despite the international evidence that shows that young people have a lot of entrepreneurial potential. More awareness of entrepreneurship and engaging with entrepreneurship in education and training will inspire many young people (RBS 2012).

    This is why the development of self help, peer led groups provides an important strategy for developing both employability and enterprise skills and should be incorporated into the national and every education institution enterprise strategy.

     

  • Experience , Employability, Enterprise

    Having worked with a number of universities over the last five years, the motivation for providing any sort of entrepreneurial development is coming down to three core KPIs.

    When we consider the student within a university, they seek these three important indicators.

    Experience

    This aspect some years ago was the key reputation of the university. Now its about the enjoyment provided by the student’s union and the quality of the lecturing staff in providing an educational service. When you analysis the recent survey, the clear winners are those regional city universities which have professional on campus student services. The bottom of the table are those in major cities whose can not compete with the volume of other activities which the city offers.

    However, the table shows interesting deviations which when you compare with enterprise support at that university. For an increasing number of students the size of the student bar or the availability of a 24/7 hockey pitch are not on their radar.

    Employability

    The curriculum and the offered courses are sliding against the sledge hammer of change to accommodate the holy grail of employability and the consequential Destination of Leavers survey. Promoting and recruiting students which have less than a 50% chance of employability is an impossible task for the majority of universities.

    So embedding the opportunities to engage with business, gain valued experience and create a dialogue with employers which seek your students has to start, as always at fresher week and progress to the milk round and end with the much valued but of of reach alumni.

    Enterprise

    Everyone who goes to university should work in an enterprise. It may be government, social, charity, self employment, startup, SME or even a FTSE 250. In every case our students should know where they provide the value, which pays them their wages. Around this concept we develop our students with enterprise awareness and skills.

    I was listening to BIS minster who stated when Warwick University started their business school and student and staff tried to stop this, stating that universities and business should be separate.

    • Education and Business should always be aligned.
    • Research and Business should not always be aligned.

    Enterprise in education should accommodate the student requirements to service their desire to fulfill their career ambitions.This may be to work in business, government, freelancing or starting a business. Every single one of them should be entrepreneurial in their outlook to ensure they seek the opportunities available to them and the country.

  • The entrepreneurial network – selecting yours

    One of the least understated resource which any budding entrepreneur needs is a personal entrepreneurial network. When I run business startup programmes, the truly lasting resource they gain is a network of like minded people. The skill learnt is to be able to find out a common fact within 60 seconds and engage that person on a entrepreneurial level and is one of the first skills we learn as entrepreneurs.

    There are numerous entrepreneurial networks offering different types of resources to start or improve entrepreneurial projects. However when selecting a network what is the criteria you should use to make you decision. Here are seven traits to look for.

    Social capital

    When we look at social capital with entrepreneurial networks, we see a number of factors which highlight the importance of the network and the development of trust. A number of researchers have underlined the importance of networks and social capital (Aldrich-Zimmer 1986, Burt 1992, Adler-Kwon 2002). There are numerous definitions of social capital, but the most appropriate one is ‘features of social organization such as networks, norms, and social trust that facilitate coordination and cooperation for mutual benefit’ (Putnam 1995, p. 67). What social trust does the network promote?

    Collective Self-Efficacy

    Collective efficacy refers to a group’s shared belief in its conjoint capabilities to attain their goals and accomplish desired tasks (Bandura, 1986). The network should want to collaborate in collective action to address the problems within the group. This mean the continue mutual benefit should remain through the stages of enterprise development. So how will you get the most out of this network while you grow? What can you provide to the group and what will they provide you?

    Social Organization

    The network should be organized with rules, routines and opportunities to engage with every member. According to Shane and Venkataraman (2000) the domain of entrepreneurship is a connection between opportunities and enterprising individuals. This connection within the network needs to be organized for it to be effective for you as a member. Look for network which provide these connection opportunities within its social structure.

    Entrepreneurial set of norms

    The entrepreneurial network has a set of norms which will help define the enterprise development,  the business opportunities, the skills and the opportunities for future enhancement of the entrepreneur. What are the set of norms you will need?

    • Innovation – Combined with leadership, the entrepreneurial network is an indispensable kind of social network not only necessary to properly run the business or project, but also to differentiate  itself.
    • Beliefs  – Social beliefs are the expectations around which we organize daily social life. They allow us to put order into the world around us through kinship and social values. Does the network fit with your beliefs?
    • Behaviors – The behavior traits such as dominance, extrovert, patience and conformity will be held within the group. Does it contain the right mix for your success?
    • Routine –  In general, entrepreneurs manage the risks around them by developing procedures and routines that enable them to access a suitable solution when a problem arises (Edvinsson and Malone 1999; Roos et al. 2001). If you have a regular access to the group, they can form part of you risk reduction strategy.

    Size of Network

    The network should have the diversity of people but also be large enough for you to constantly finding new people and opportunities. However your person network should be solid enough for people to know you well enough to interact with and provide and receive opportunities. The critical elements of the network are nodes, (members) and links (relationships) (Gartner 1988, Burt et al. 1994, Lipnack-Stamps 1994). So

    • How well do you need to know someone to consider them part of your network?
    • How many people can you consider to part of your network?

    The network should be at ten times larger than this number. This allows for you be able to develop as a business owner and also find new people to discuss the entrepreneurial mindset.

    Diversity of Membership

    The importance of a diverse range of members in the network important in being able to quickly gain adequate human resources to fulfill the entrepreneurial achievements. These fit into the following groups.

    • Business Services: Lawyers, Accountants, Marketing, Sales
    • Co-Founders: Technologists, Scientists, Engineers, Business managers
    • Client & Suppliers
    • Partners – high skilled employees, mentors, investors

    Online Network

    The internet provides a faster and more reliable method of connecting and sharing with others. Therefore we see more entrepreneurial networks, both on dedicated sites and also on the main stream social networks such as twitter, Facebook and also Linkedin.  Twitter is many groups of people who are dedicated to enterprise providing the information which is needed to start and develop a business.  Linkedin has many groups which debate and connections can be developed to share business ideas and opportunities.

    Chamber of commerce – http://www.britishchambers.org.uk/

    Federation for small business http://www.fsb.org.uk/

    Institute of directors – http://www.iod.com/

    Enterprise Nation – http://www.enterprisenation.com/

    NACUE – http://www.nacue.com/

    Shell Livewire http://www.shell-livewire.org/

    Sandbox – http://www.sandbox-network.com/

     

  • Why is student led enterprise so important?

    It is universal accepted by policy-makers, businesses and academics that entrepreneurship is an essential skill for the survival and advancement of both large and small businesses. Therefore, an important skill to obtain whilst at university or college. There is also strong evidence exists that educational programmes in entrepreneurship have a positive effect on developing individuals’ entrepreneurial attributes (The Impact of Entrepreneurship Education on Entrepreneurial Intention), raising awareness of career options in entrepreneurship and advancing a positive attitude towards entrepreneurship.

    However, its in the extra curricular activities that the students mindset is developed, through empowerment, self actualization and the further development of the entrepreneurial mindset. This is bore out with the wikipida definition of Entrepreneurship which is the act and art of being an entrepreneur or one who undertakes innovations or introducing new things, finance and business acumen in an effort to transform innovations into economic goods.

    This means that the development of the entrepreneur is through experimentation, the tried and tested process of trial and error, with reflection and fine running at each stage. Never giving up but also taking a clear judgment of the progress and opportunities. This was presented by Peter Honey and Alan Mumford’s model (based on David Kolb’s model of experiential learning  http://en.wikipedia.org/wiki/Learning_styles).

    This is why student led societies are so important in the development of enterprise within our universities and colleges.  If we list of attributes of an entrepreneur we can start to see why Societies are great places for the development of these skills and why employers should be looking for these students.

    1. Ambition. Society leaders not only want to be successful, they need to be successful, driven by the ambition they put in 70 hour weeks. They are obsessed by their sports, the goals of the society (RAG, http://en.wikipedia.org/wiki/Rag_%28student_society%29) and also driven to ensure they will leave the society in better shape than any previous leader.

    2. Persistence. Failure is not an option. However learning from your mistakes, failures and the continual persistence to drive forward to create a winning team. I see societies such as the Eco-House Initiative (http://www.ecohouseinitiative.org/ who gained RBS ESSA Accreditation) who are trying to fix major world problems whilst still a student society.

    3. Creativity. Solving problems is the name of the game. Developing solutions for life’s problems creates opportunities , if its trying to run five minibuses for the team, developing a speaker series (http://manchesterentrepreneurs.org.uk/events) of successful entrepreneur on no budget or organizing twenty committee members to be in one place.

    4.  Tenacity. Everyone learns to the walk the same way, you try to stand, fall over, try again, fall over again and continue with this, many many times until you get it right. You know you will succeed, everyone around you walks. So just be stubborn and get on with it. Again sports teams know this, other societies learn it over a period of time.

    5. Risk tolerance. Life is full of risks, we survive by learning to gauge, understand and control these to an acceptable level. However, it’s the tolerance to risk which is personal, some people like to take larger risks than others. So standing for president of a society may be too risky for some, as failure and ridicule are too much to handle. Others will see this as an opportunity to promote themselves and get to know a wider social circle which ensures the have a more powerful network. The management of the society also handles risk as any other business, and this learning within a society is invaluable when applied to business.

    6. Personality. People like people who like them, so developing your personality whilst at university is, some will say the only reason, the main reason to go to university. Whilst some of the most successful entrepreneurs are geeks, the majority of successful people have a great personality, which engages others. In most societies the leaders are voted in and therefore presenting and conveying your personality is important for a successful outcome.

    7. Communications. In a worlds with several social media channels (Facebook, Twitter, Google+, pin interest, Youtube..) and emails coming in from all directions, the average student is very difficult to get hold of. The importance is understanding the medium which works with your community and putting in a way your audience understands.

    8. Leadership. While an entrepreneurial leader organizes and assumes the risk of his or her society, there will likely be others who follow to help make the society a success, typically a management team. Managing members and key team members is an important ingredient for a successful entrepreneur. Motivating the team to take 400 students on a skiing trip (http://theessa.com/case-study/skum-2/#.UV6aFxlAuBU) might sound easy but the research, planning, resource allocation and responsibility can not be under estimated.

    9. Adaptability. The average society has around 200 members from numerous schools which run their own timetable. Change is inevitable and is the only constant in an evolving world. An entrepreneur leader will adapt to technology, market trends, financial pressures and their customers/members. Those that have tried to organize students will know that adaptability is the core skill.

    10. Intuition. Understanding the trends and having an idea of what people want without doing a market survey (Steve Jobs never did one market survey) will allow our entrepreneurial leader to have a vision which others can only buy-in to and also have to follow.

    This is why being part of a society is so important in developing student enterprise and also creating an entrepreneurial environment for students to learn and tune these valuable skills. Enterprise Societies can help create this space for student reflection on their extra curricular activities.

     

  • Little is more in Enterprise Support

    When you are starting a business the more help and support you get the better, you would expect so.

    However, after some years of helping and supporting startups, I am starting to see this is not always the case.

    I guess its the difference between support and Intervention. To support someone, especially with mentoring and signposting which allows the person to find their way (with a little more direction) and   learn the skills and network required to manage their business is the right thing to do.

    Its when the support becomes intervention that when the entrepreneur stops being the person in control and the support organisation does. This is when you have to do 50 hours doing this, sign all these forms and the process you will follow to make your business  is this.

    This is wrong!

    Everyone learns to be a entrepreneur differently, because they HAVE to be learn to be an entrepreneur, to solve problems, to look at the world in a new light of opportunities.

    The problem these organisations have is that governments like a controlled process. They provide contracts to build bridges, its take some many weeks and will cost some much money. However, stating we can make some many businesses in so many weeks is not such a quantifiable statement. The process of starting a business normally starts many years before the person makes this statement. It may start with Dragon’s Den or The Apprentice in 10 grade. So the only thing you are really doing is counting those who have already spent many years deliberating this step.

    The best entrepreneur support organisations do only ONE thing, they create an amazing network of people who all benefit from being part of it. This is because:

    1. Co-founders can be found in your network
    2. Mentoring can be found in your network
    3. Resources can be found in your network
    4. Funding can be found in your network

    So before you start out in 2013, ensure you have the support network around you.

  • Why you shouldn’t start a business

    I often talk to people about why they should start a business, normally convincing the majority of the audience to do so. So what if I was being paid to talk people out of starting a business. I know we already have the BBC and popular press who have taken this mantel on, but thought I would give them a helping hand this month.

    The clear fact of it is you are not an entrepreneur.

    Location Location Location

    If you were truly an entrepreneur then you would chose to start your business in one of the top 10 growth economies in the world, so China, Brazil, India and Russia would be on the top of this list (From your IP address I can see you are not from these). These economies have amazing growth, cheap labour, low taxes and little bureaucrats when compared to us in Europe. If not there you would place it in a high growth high population density city such as Mexico City, Singapore or Hong Kong. You could quickly prototype your idea to millions of newly rich and enjoy the inherit growth in the economy.

    If not there then create a start-up near your customers or more importunely, your highest paying /grossing markets (A simple measure of GDP multiplied by population). Therefore you would be in the USA, Japan or Germany.  These are great markets to achieve scale and profit margins putting you in a great place for world domination. Think of the major brands, Coke, McDonalds, Starbucks, they all start in the USA due to its scale and spring board effects.

    Finance
    The vast majority of businesses will need some form of finance at some point. Given the banks are global, they will favour you if you have taken the location advice. The availability of financing from very small amounts, cash flow support, major loans, venture funding, and developing companies for IPO is an important structure for all entrepreneurs to live in. Every economy needs entrepreneurs to growth their start-ups and sell them on, getting ready to start new ones. This creates wealth for the nation through taxes, jobs and exports.

    Motive
    If you want to be truly rich then take a look at the Forbes rich list and see which countries the self made billionaire are from. We don’t want you to succeed in this country and if you do, we will force you to live in another part of the world for tax reasons. Most of our successful entrepreneurs stay out of the media attention for the very reason of not wanting the media to attack them for providing jobs and taxes to help pay for those that do/do not need it.

    Popular support
    The general public don’t want you to start a business. They want you to work in a newly build factory paying your taxes, pension and union contributions for the next 45 years. This ensures you fit into our 1950s model of our UK society which proves job satisfaction and security for life. Your only chance in life is therefore to work for a gov’ner who thinks little of the time and effort you put into the role. You should be happy to have a job, any job and accept your lot in life.

    From these four points, its clear you are not, nor will ever be an entrepreneur, so just give up reading about it now and get yourself a nice safe job at the local supermarket!

  • Are Computer Skills the biggest barrier to Starting a Business?

    Computer skills are very important in everyday life. However when starting and running a business they are one of the major factors in enabling growth and also reducing costs through automation and online communications.

    These skills are very diverse from spreadsheet analysis of the cash flow to  creating a viral marketing campaign via facebook. The start up or self employed person has the greatest challenge as money and labour costs are too high to use outside help. So the successful start-up is one which has mastered their computer skills needs.

    The truly hard part is where to develop these skills, as schools lack application, teaching skills and issues with responsibility in teaching student to promote themselves on the web. So the task comes to Colleges and Universities to ensure that these diverse, yet important skills are developed.

    When we look at people who would start a business then vocational courses are those, which will lead into self employment. The self employed have the greatest need for computer skills, as there is only one person to do it and also the product or service is more personalized.

    Students at grade 11 (general education) have a rather high mean score (2.93) in their confidence to use the internet responsibly, while this mean score decreases somewhat at grade 11 (vocational education).  (http://ec.europa.eu/information_society/digital-agenda/scoreboard/docs/2012/scoreboard_digital_skills.pdf)

    So how do we get vocational students to develop useable enterprise computer skills?