Innovation and Entrepreneurship

1. Entrepreneurship is systematic innovation, not mere invention

Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service.

Purposeful innovation. Entrepreneurship goes beyond simply having a new idea or invention. It involves the systematic and deliberate effort to create purposeful, focused change in an enterprise's economic or social potential. This requires:

• Analyzing opportunities
• Focusing on customer needs and market realities
• Starting small and aiming for leadership
• Being both conceptual and perceptual in approach

Entrepreneurs look for sources of innovation, study them, and apply principles of successful innovation. They don't wait for "genius" to strike, but rather work hard at making innovation happen through organized and purposeful activity.

2. Opportunities for innovation arise from seven key sources

The unexpected success is a challenge to management's judgment.

Seven sources of innovation:

1. The unexpected (success, failure, or outside event)
2. Incongruities (between reality and assumptions)
3. Process needs
4. Industry and market changes
5. Demographic changes
6. Changes in perception
7. New knowledge (scientific and non-scientific)

These sources often overlap and have different importance in various industries. Systematic innovation involves monitoring all these sources. The unexpected success or failure is often overlooked but can be a rich source of opportunity. Incongruities between what is and what "ought to be" can lead to innovative solutions. Process needs, such as missing links in a production chain, can spark innovation.

3. Successful innovation requires a clear focus and market understanding

Successful innovators are conservative. They have to be. They are not "risk-focused"; they are "opportunity-focused."

Focus on opportunities. Successful innovators:

• Start with market analysis, not technical insights
• Look for small, focused applications to start
• Aim at market leadership
• Focus on value for the customer

Innovations should be simple and focused, doing one specific thing. They should start small, requiring limited money, people, and market. Successful entrepreneurs define risks and seek to minimize them rather than being reckless risk-takers. They are opportunity-focused, systematically analyzing sources of innovative opportunities and pinpointing the most promising ones.

4. Entrepreneurial management is essential for both new and existing ventures

Entrepreneurship in the existing business also requires managerial practices.

Key practices for entrepreneurial management:

• Create receptivity to innovation within the organization
• View change as an opportunity
• Measure innovative performance
• Establish the right organizational structure and relationships
• Create appropriate incentives and rewards

Existing businesses must overcome the tendency to focus solely on optimizing current operations. They need policies and practices that make the entire organization receptive to innovation. This includes systematic abandonment of outdated products and services, focusing on opportunities rather than problems, and building innovation into the managerial structure.

5. Public service institutions can and should be entrepreneurial

To build entrepreneurial management into the existing public-service institution may thus be the foremost political task of this generation.

Overcoming obstacles. Public service institutions face unique challenges in becoming entrepreneurial:

• Tendency to see mission as absolute rather than economic
• Multiple constituencies with veto power
• Lack of profit motive as performance measure

Despite these challenges, public institutions can innovate by:

• Clearly defining their mission and goals
• Focusing on opportunities rather than problems
• Building innovative practices into their operations
• Learning from successful examples in various sectors

Examples like the University of Berlin, the Mayo Clinic, and the Girl Scouts of the USA demonstrate that public service institutions can successfully innovate and adapt to changing societal needs.

6. Four main entrepreneurial strategies drive market leadership

Entrepreneurial strategies are as important as purposeful innovation and entrepreneurial management.

Four key strategies:

1. "Fustest with the Mostest" - Aiming for leadership through major innovation
2. "Hit Them Where They Ain't" - Creative imitation or finding unoccupied niches
3. Ecological Niches - Finding a specialized market or skill area
4. Changing Values and Characteristics - Creating customer utility

Each strategy has its own requirements, risks, and limitations. The choice of strategy depends on the specific innovation, market conditions, and the entrepreneur's capabilities. "Fustest with the Mostest" is the riskiest but can yield the highest rewards. "Hit Them Where They Ain't" exploits others' blind spots or neglected markets. Ecological niches provide control in a small area. Changing values focuses on creating new customer utility.

7. Creating customer value is the ultimate goal of entrepreneurship

Businesses are not paid to reform customers. They are paid to satisfy customers.

Focus on customer value. Successful entrepreneurship ultimately comes down to creating value for customers. This involves:

• Understanding what customers truly value
• Adapting to customer realities
• Pricing based on customer value, not just cost
• Delivering what represents true value to the customer

Entrepreneurs must look at their products or services from the customer's viewpoint. They need to understand the customer's reality and what constitutes value for them. This may involve changing how a product is priced or delivered, or redefining what the customer is actually buying (e.g., selling shaves, not razors).

8. The entrepreneurial society is the answer to economic and social progress

The need for social innovation may be even greater, but it will very largely have to be social innovation within the existing public-service institution.

Embracing change. An entrepreneurial society is characterized by:

• Constant innovation and adaptation
• Viewing change as normal and healthy
• Focusing on opportunities rather than problems
• Balancing continuity and change

The entrepreneurial society offers an alternative to stagnation or revolutionary upheaval. It provides a way to continually renew and improve institutions, businesses, and social structures. This requires:

• Systematic abandonment of outdated practices
• Continuous learning and adaptation
• Embracing innovation at all levels of society
• Balancing the needs for stability and change

By fostering entrepreneurship and innovation, societies can address challenges, create new opportunities, and improve the quality of life for their citizens without resorting to destructive revolutions.

Last updated: August 9, 2024