Entrepreneurs are from Neptune Advisers come from Saturn Enterprise Policy, Delivery, Practice & Research John Thompson University of Huddersfield Business School Why it sometimes seems as if: Entrepreneurs are from Neptune Advisers come from Saturn

Enterprise Policy, Delivery, Practice & Research The Government’s vision is to make the UK the most enterprising economy in the world and the best place to start and grow a business The Enterprise Directorate within the Department for Business Innovation and Skills works across Whitehall, the Regional Development Agencies and key delivery partners to ensure that government – national, regional and local – understands and responds to the needs of entrepreneurs and small businesses. BIS Website, 2009

We certainly know a lot more than we did! Thirty years of small business and entrepreneurship research – where have we reached? We certainly know a lot more than we did!

But there’s still a great deal we don’t know. Thirty years of small business and entrepreneurship research – where have we reached? But there’s still a great deal we don’t know. Maybe we really are in the ‘middle’ of an ongoing experiment .. ..

The Enterprise ‘System’ - I Who owns it? Is there a clear purpose shared by all interested parties? Do the various interested parties communicate with each other? Who controls it? And what about the outcomes?

The Enterprise ‘System’ – II - Queries We need agreement on how we define the purpose – but don’t we have it? Is it not to ‘understand and respond to the needs of entrepreneurs and small businesses’ .. .. Do the various stakeholders and interested parties ‘understand’ or have their own views? Thinking of how strategies are created, are our policies and initiatives driven by ‘central thinking’ - supported by evidence that is gathered – or the outcome of extensive listening

So, what’s the problem? We are dealing with a complex human activity system. Continuity and sustainability seem a long way off – and down the line we could well have a change of government and reduced funding for the sector.

So, what’s the problem? - continued All-too-often changes have (had) counter-intuitive, even counter-productive, effects. And yet nobody really seems to believe we should give up on the support side and leave it to natural forces. So: how do choose our priorities? And who should do the choosing?

Some further food for thought

Whoever said this was meant to be easy?! Enterprise Policy, Delivery, Practice & Research Issues we still need to debate Whoever said this was meant to be easy?!

The framework which concludes this presentation is my attempt to kick start a more strategic debate. Remember we started with ‘understand and respond to the needs of entrepreneurs and small businesses’ .. .. I simply ask you to consider ‘are we fit for purpose’?

Perceived effectiveness of contributions Delivery Agencies Do they meet perceived needs Perceived effectiveness of contributions Package in principle Delivery Ability to influence policy Reactive / proactive relationship Shared, complementary or competing agenda Shared role clarity Shared understanding of need Agreed priorities Policy Responsibility Business Practice Micro and small businesses Ability to influence policy Perception of role Reputation with sector Is it ‘OK if free’? Perceived relevance and value of contributions Academia Researching and Teaching roles