Enterpriship BLDer is a set of capabilities that provide a systematized approach to
building sustainable enterprises.

Focusing on products and/or services alone is insufficient for building an enterprise that attracts the right employees, customers, suppliers, and investors that will ensure sustainability. The sustainable enterprise employs governance disciplines, leverages its capabilities effectively, and utilizes its capital efficiently to build advantage over time.

What is the sustainable enterprise?
The sustainable enterprise employs three criteria for sustainability in all decision making - are both the mindset and the intended actions responsible:
  • Environmentally?
  • Economically?
  • Socially?
The sustainable enterprise gains a beneficial position that will continue over time by:
  • Either developing , enhancing, or maintaining the current position
  • Or by changing it
so as to build advantage from the creation of a vision to the delivery of value on an ongoing basis:
  • Aspirational advantage: stated values and enacted values are consistent, and relationships with constituencies are loyal
  • Competitive advantage: position and posture that offers constituencies better value than competitors
  • Collaborative advantage: relationships between suppliers, or customers, or peers as a partnership with a common mission operating dependently for mutual value
  • Cooperative advantage: relationships between suppliers, or customers, or peers as an association with a similar mission operating independently for mutual value
Enacting change
Enacting change is routine for continuing as an ongoing concern in order to develop, enhance, or maintain earnings - Enterpriship BLDer provides the capabilities for enacting change and realizing value:

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Migration path
Enterpriship BLDer provides a migration path for emerging, developing, and mature enterprises through the enterprise lifecycle.


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The three waypoints of entrepreneurship are:

  • Transforming an innovative idea into a product and/or service

  • Transforming the product and/or service into an emerging entrepreneurial enterprise

  • Transforming the entrepreneurial enterprise into an institutional enterprise

The three waypoints of intrapreneurship are:

  • Transforming an innovative idea into a product and/or service

  • Integrating the product and/or service into the enterprise

  • Building sustainable advantage

Framework for building sustainable advantage
Enterpriship BLDer provides a framework for building sustainable advantage through governance disciplines, capabilities, and capital utilization.


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Governance disciplines: the attitudes and behaviors required to build sustainable advantage from vision to value by taking responsibility for an enterprise, positioning it, and establishing relationships through:

  • Stewardship - responsibility for the performance of an enterprise and the delivery of value to constituencies

  • Strategy - the beneficial positioning of an enterprise in the marketplace so as to deliver value over time

  • Structure - the enabler of relationships between an enterprise's infrastructure, products and/or services, markets, and constituencies that deliver value

Capabilities: the capacity and ability of people, processes and functions, and products and/or services to realize potential, quality, and value.
Capital utilization: natural, human, financial, and intellectual.
An ongoing concern is an enterprise that does not intend to discontinue operating activities.
An ongoing concern has the competence and commitment to:

  • Operate indefinitely, and will not become inactive, seek bankruptcy protection, or liquidate its assets

  • Earn profit

  • Finance operating and investing activities effectively and efficiently

An ongoing concern fosters the entrepreneurial mindset through intrapreneurship and avoids business-as-usual.
The definition of "ongoing concern" is based upon both rational and emotional factors; "going concern" is the definition under generally accepted accounting principles.


Enterpriship styles
Entrepreneurs may not necessarily have the leadership and managerial competencies, nor may leaders have the entrepreneurial and managerial competencies, and nor may managers have the entrepreneurial and leadership competencies to build a sustainable enterprise.

Glossary
Art is an occupation that requires both knowledge and skills.


Science is method for systematizing knowledge.

Sustainable means being able to continue over time, either by developing, enhancing, or maintaining the current state, or by changing it.

Advantage means favorable, superior, and beneficial.

An enterprise is a group of activities intended to produce income organized for:

  • Profit as a business of any type and size

  • Not-for-profit association

  • Goverment agency


A sustainable enterprise employs three criteria in all decision making - are both the mindset and intended actions responsible...:

  • Environomentally?

  • Economically?

  • Socially?


...so as to meet the needs of both current and future generations, and gain a beneficial position in the marketplace that will continue over time.

Vision: inspirational statement of a future state (reasonably achievable) within the context of a longer-term aspiration (dream).

Value: worth and/or useful.

Performance excellence means first doing the right thing, and then doing it well.

Enterpreneurship is the competency required to start, develop, and assume risk for an enterprise; intrapreneurship is the competency required to foster a culture of change within an enterprise and to keep it sustainable over time.

Leadership is the competency required for setting direction that others will follow.

Management:

  • As a competency: the practice of directing and controling events and activities

  • As a role: those with authority and responsiblity for directing and controlling the events and activities of an enterprise


An entrepreneur is an individual who organizes, operates, and assumes risk for an enterprise with the intention of transforming innovative ideas into products and/or services for profit.

An intrapreneur is an agent of change within an enterprise who takes the risk to transform an innovative idea into value.

A lifestyle business enterprise owner is an owner of an enterprise in a local commuity (who may also be the founding entrepreneur) - otherwise referred to as a lifestyle enterprise owner.

An executive is a member of the top line of management of an enterprise with major areas of authority and responsibility.

A manager is a member of the management team.

Established:

  • First stage - founded and organized

  • Second stage - stabilized - predictable patterns become apparent

  • Third stage - permanent - enhancing or maintaining the current position or changing it



An entrepreneurial enterprise is:

  • Not yet fully established as an ongoing concern

  • Has to rely upon external capital as opposed to bootstrapping to finance future growth (early to late stages)

  • ...and is either in the emerging or growth stages of development (or decline stage, if it cannot institutionalize)


An institutional enterprise is:

  • Established

  • Stable - predictable constituency patterns emerging

  • Is becoming permanent as a consequence of product institutionalization

  • Becoming, is, or was an ongoing concern

  • In the growth or maturity stages of development (or decline stage, if it cannot remain an ongoing concern)


An intrapreneurial enterprise is an institutional enterprise that innovates internally.

Product/enterprise institutionalization

  • Becoming a permanent feature within society

  • As defined by the constituencies within the marketplace

  • Regardless of whether the founding entrepreneur or lifestyle enterprise owner stays or not


Sustainability - being able to provide for current generations without damaging the ability of future generations to provide for themselves.

Constituencies are the parties with whom an enterprise has relationships.

Primary relationships:

  • Employees

  • Customers

  • Suppliers

  • Investors


Secondary relationships:

  • Regulators

  • Competitors


Community-at-large

Permanence (in the context of enterpriship): the ability of the enterprise to generate income on an ongoing basis.

Change within permanance: maintaining permanence by enacting change.

Building Sustainable Advantage From Vision to Value means:

  • Being environmentally, economically, and socially responsible

  • Meeting the needs of both current and future generations

  • Gaining a beneficial position that will continue over time

  • Acheiving performance excellence


from the creation of a vision to the delivery of the resulting value on an ongoing basis.

Enterpriship BLDer

Enterpriship BLDer provides the framework for entrepreneurs, leaders, and managers through the Personal Styles and Enterpriship models to understand these competencies and ensure that they are present within the enterprise. These competencies are explained within the Introduction to Enterpriship seminars.

For more information: contact The Business Leadership Development Corporation: click