>> MIM Speaks
SHAPING A NEW GENERATION OF ENTREPRENEURS
SEPT 24, 1995 -
THE STAR
THE creation of a new Ministry of Entrepreneurial Development
is timely
For too long efforts at developing entrepreneurs have been
diffused and accorded low priority. The lack of focus has led
to piecemeal approaches and ad hoc, often shotgun, delivery
mechanisms.
The relationship between a vibrant entrepreneurial community
and economic prosperity is clearly documented by the spirit of
enterprise which has shaped the overseas Chinese psyche and
the innovative economic adventurism of the United States.
Vision 2020 is crafted on the basis of expanding our GDP by
eight times. It cannot be-left to our current business
enterprises, however large they grow, to deliver the material
expectations of development.
There are institutions already contributing to the
entrepreneurial development effort. Each institution
approaches the subject differently and even the Malaysian
International chamber of Commerce and Industry assists by
providing placements for potential bumiputra entrepreneurs.
Entrepreneurial development is more than just undergoing a
course of study. The essence of entrepreneurship is the fire
within, the passion to want to create commercial value and I
to be our own boss.
But for many of us, the greatest obstacle is the comfort zone
we are used to as we progress in our career, and the mortgage
and other commitments hold us back from taking the plunge.
It would often require a precipitating event to catapult a
salaried person to be an entrepreneur.
The potential for building our entrepreneurs is not from the
rank of the salaried. It has to come from the young and the
fire must be lit at an early age.
If we are to effectively build the Malaysian entrepreneurial
spirit we also need to inspire our youths :to think
creatively, to want to-do their own thing and to be courageous
to venture into the unknown.
We certainly hope that the new ministry will endeavour to
produce heroes from our successful emerging entrepreneurs.
Lighting the fire is the first phase of the building bloc, for
not every dreamer can be an entrepreneur.
Education can play its role in reinforcing the entrepreneurial
spirit. There was a time not too long ago when economics was
not part of the school curriculum, now economics and related
subjects are offered. The study of entrepreneurship can also
be part of the school curriculum.
In Britain, there is a debate on broadening the educational
base to enable science students to benefit from economics or
humanities studies, just as physical science disciplines are
also accessible to arts students.
Before the 60s, most universities outside of the US had no
provision for management and business studies in the belief
that it was not a legitimate discipline. Nowadays, it would
indeed be hard to find a university which does not offer this
course of study.
Management studies have served to professionalise the roles,
responsibilities and performance of management. Because we
urgently need to develop our own entrepreneurs in a hurry, one
route is to "professionalise" entrepreneurship by dedicated
studies in the subject, at least at tertiary level.
But studying management and entrepreneurship is significantly
different. The thrust of management is to -enhance maintenance
work as well as to grow the organisation, while
entrepreneurship deals with creating a new business.
Applied within a given business, entrepreneurs develop a new
business usually through creating a small business unit.
Managers can, therefore, be developed by experience sharing
and by case analysis.
The essential characteristic in entrepreneurial development is
action driven processes, not classroom discourse.
The entrepreneur can, therefore, be best helped through
processes of opportunity identification and selection (often
he has already decided on what he wants to do, in which case
he needs help to establish confidence levels) and through
systematic analysis of the resources that he needs to source
and commit to the enterprise.
Our help is customised to the extent of assisting in
developing a business plan. And the plan has to be convincing
to allow him to commence operations.
The first couple of years of the life of a new venture is
critical. Many good projects unfortunately, wither because of
the lack of support, because the build-up phase is taking too
long, and because unforeseen circumstances impinge on
viability.
Perhaps some could be saved. What is needed is incubation
support. One form of incubation support is operations through
shared facilities; another is access to mentors or affordable
consultancy support.
While entrepreneurs tend to be impatient and want to see
results fast, they have to be realistic to recognise that
their commitment has to be long term and enduring. Nowadays
the manager changes job if he is no longer satisfied with what
he is doing. Not so the entrepreneur-he has invested too much.
The ultimate aim of entrepreneurial development has to be
enterprise development. The old paradigm of putting as many
interested potential entrepreneurs through an entrepreneurship
course, often sponsored by government, and hoping that
enterprises will be created, is a shot-gun approach.
Entrepreneurs cannot be created on the assembly line. If we
are seriously concerned with creating new and viable business
enterprises, we have to exercise the discipline and vigour to
customise and fashion the development of each entrepreneur to
meet his own challenge of creating his own enterprise.
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