1. 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

2. 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

3. 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!

4. 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 .. ..

5. 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?

6. 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

7. 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.

8. 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?

9. Some further food for thought

10. 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?!

11. 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’?

12. 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