EICAA-Competence Monitor

Entrepreneurial and Intrapreneurial Competences Assessment Alliance

EICAA-Competence Monitor Deliverable 3.1 (WP3) – Rubric System for EICAA CM Version 1.9 Last update: 14/12/2023

This is a public document belonging to Work Package 3 of the project Entrepreneurial and Intrapreneurial Competences Assessment Alliance (EICAA).

Manuscript completed in July 2022, reviewed in January 2023, completed in December 2023.

Authors: Tanvi Anand (Antwerp Management School), Wouter Van Bockhaven (Antwerp Management School) Contributors, in alphabetic order: Abel Garamhegyi (University of Szeged), Andras Toth (Evista), Anita Zehrer (MCI), Bernd Ebersberg (University of Hohenheim), Christine Pirhofer (MCI), Desiree Wieser (MCI), Ester Bernardo Mansilla (TCM), Florian Bratzke (Univations), Gundula Glowka (MCI), Jaume Teodoro Sadurní (TCM), Katharina Nordhaus (Univations), Louisa Mach (University of Hohenheim), Marta Carceller Aragall (TCM), Nemanja Sever (ProMedia), Oriol Ribera (TCM), Rafaela Bodner (ProMedia), Szabolcs Pronay (University of Szeged), Taimur Khan (Adsata) Contact information: mailto:wouter.vanbockhaven@ams.ac.be

The EICAA consortiums consists of the following core partners:

ANTWERP MANAGEMENTSCHOOL ADSATA

EVISTA

MANAGEMENT CENTER INNSBRUCK

TECNOCAMPUS PROMEDIA KOMMUNIKATION

UNIVATIONS

UNIVERSITY OF SZEGED

UNIVERSITY OF HOHENHEIM

Licence Terms

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Table of Content

List of Tables...............................................................................................................V List of Figures ............................................................................................................VI 1.

2.

3.

4.

Background ......................................................................................................... 7 1.1

Work Package 3 (WP3) ................................................................................ 7

1.2

Construction of the document.................................................................... 8

1.3

Structure of the Document ......................................................................... 9

Methodology ...................................................................................................... 10 2.1

Objectives .................................................................................................. 10

2.2

Methodology .............................................................................................. 10

EICAA-CM Description ...................................................................................... 14 3.1

Definitions and Meanings ......................................................................... 14

3.2

Usability and Application .......................................................................... 15

Rubric System.................................................................................................... 16 4.1

Ideas and Opportunities............................................................................ 16

4.1.1

Spotting Opportunities.......................................................................... 16

4.1.2

Design Orientation ................................................................................ 17

4.1.3

Creativity ................................................................................................ 18

4.1.4

Vision ..................................................................................................... 20

4.1.5

Valuing Ideas ......................................................................................... 21

4.1.6

Ethical and Sustainable Thinking ......................................................... 22

4.2

Resources .................................................................................................. 23

4.2.1 Self-Awareness and Self Efficacy ............................................................ 23 4.2.2

Motivation and Perseverance ............................................................... 25

4.2.3

Mobilising (financial) Resources .......................................................... 26

4.2.4

Enterprising Literacy ............................................................................. 28

4.2.5

Mobilising Others .................................................................................. 29

4.2.6

Digital Competence ............................................................................... 31

4.3

Into Action ................................................................................................. 32

4.3.2

Taking the Initiative ............................................................................... 32

4.3.3

Planning and Management ................................................................... 33

4.3.4

Process Management ............................................................................ 35

4.3.5

Coping with uncertainty, ambiguity, and risk ...................................... 37

4.3.6

Design Validation .................................................................................. 38

4.3.7

Working with Others.............................................................................. 39

4.3.8

Learning through experience ............................................................... 42

Appendix: Draft 1 of EICAA Rubric System ............................................................ 44 This section ........................................................................................................... 44 5.1

Ideas and Opportunities............................................................................ 44

5.2

Resources .................................................................................................. 52

5.3

Into Action ................................................................................................. 62

List of Tables Table 1. Deliverables of WP3 in EICAA Project ........................................................ 8 Table 2. Definitions of progression levels .............................................................. 14

List of Figures

Figure 1. Methodology for the Design of the EICAA-CM Rubric System .............. 11 Figure 2. Incremental Changes in EICAA-CF for Area: Ideas and Opportunities . 11 Figure 3. Incremental Changes in EICAA-CF for Area: Resources ....................... 12 Figure 4: Online Delphi Study for Radical Change ................................................. 13 Figure 5: Radical Changes in the Rubric compared to the EICAA-CF .................. 13

1. Background

1.1 Work Package 3 (WP3) The goal of WP3 as described in the project proposal is: …to develop building blocks to implement the EICAA-Competence Monitor (EICAA-CM) through two objectives: 1. Establish a (self-)assessment rubric to determine entrepreneurship competence achievement of HEI students and employees or practicing entrepreneurs: • The rubric will build on EntreComp (and thus Bloom’s Taxonomy of Educational Objectives) and integrate the WP2 Conceptual Framework. The rubric will rate each competence at ordinal levels, further elaborating EntreComp for today’s entrepreneurial context.

This will allow participating students and practitioners to rank and get qualitative feedback on their entrepreneurial competences and receive tailored recommendations for remedial interventions.

Additionally, the intended use of this rubric will also be that a program evaluation instrument to rate and improve pedagogical effectiveness.

This will address questions for program evaluators and course instructors, such as: ▪ Did a training activity achieve its intended competence goals?

▪ What factors contribute to program outcomes?

▪ In which areas can an activity or program be improved?

Further uses of the rubric and the survey based on it are described in WP6.

2. Design & prototype competence assessment instruments: • The rubric will then be operationalized into validated survey instruments (one for use among HE students & one for use among business employees/practitioners). These surveys will be easy to access for respondents, implementors, and any interested third-party institutions-It will combine preexisting, adjusted and newly developed constructs. The survey will be translated into the languages in the project group at its final stage, and will consider language, culture, experience and education level of the participants.

The deliverables WP3 are shown in Table 1 as it was committed in the proposal. This document corresponds to deliverable 3.1.

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1.2 Construction of the document The development and completion of deliverable 3.1 have been spearheaded by the team at Antwerp Management School, along with the invaluable assistance of the team at TecnoCampus, who delivered a significant portion of the rubric system as a part of Deliverable 2.3 of WP2. The revision and validation of the rubric system was a collaborative effort, with members from all partners of the consortium actively contributing to its refinement. This included participation in online workshops and providing offline inputs on the rubric system. The enclosed document represents the final rubric system, crafted based on partner's inputs that were deemed fit for incorporation.

Table 1. Deliverables of WP3 in EICAA Project Deliverables of WP 2

Title and Description

3.1

Rubric System Methodology for Entrepreneurial and Intrapreneurial Competences

Type: Report / Method

The first output of WP3 will be a scoring guide that can be used to analyse the quality of student and employee responses as to gain insights on their entrepreneurial and intrapreneurial (e&i) competence “portfolio” in a structured manner. Furthermore, it is also key for all aligned/connected data analysis processes at a later stage. The rubric system will be based on the methodology laid out in the EICAA Conceptual Framework (WP2) and therefore also integrates methodology from the EntreComp of the JRC-EC. 3.2 Type: Questionnaire

Entrepreneurial & Intrapreneurial Competence Assessment Surveys The second output of WP3 will the assessment instruments in the shape of comprehensive “ready-to-implement surveys”, which will form the foundation for the consortium to implement the agenda of allowing HEI students and employees e&i competences. The survey will be in an online, cloud-based form optimized for mobile use to ensure easy access and user friendliness. The invitation process, data storage, data management, access management, security and communication will be designed in compliance with European GDPR. The back end for survey users will ensure easy access for users and easy user management with differentiated access rights for account owners. It is important to note that the output of WP3 will focus on survey development and not on actual survey implementation. Survey implementation will be done in WP 5&6. The survey development will be documented and tested internally and will be presented to the consortium in the form of presentations. The source code for the surveys (the questions, the factor structure of the questionnaire and the overall norms – standard deviation and average) will be made publicly available through a creative commons license. To fund the upkeep, servicing and continued 8

development of the surveys and reporting, admission to the survey online presence for parties beyond the project participants will be subscription- or use-based 3.3 Type: Report / Method

First-order logic for scoring and norming of results to enable matching with appropriate interventions (WP4) in the EICAA CM tool’s algorithms (WP5) To feed the development of the EICAA-CM tool, we will develop a first layer of the logic that will be finalized in WP5 as the algorithms matching individual survey results with the most appropriate intervention recommendations. This first layer will consist of the following: • The factor formulae: these summarize which survey item scores need to be positively or negatively added into an average formula for each factor.

• The factor normalization scores: the averages and standard deviations per norm group (students and professionals) that serve as basis for the calculation of normalized scores depicting someone’s position in a normal distribution.

• The normed cut-offs for each factor, per norm group.

Based on the averages and standard deviations, we will deliver the normalized cut-offs for calculating percentiles on a normal distribution, as well as Standardized-ten (STEN) scores.

• The normed texts: per range of STEN scores, we will provide for each factor a text stating the general implication of a very low (STEN 1-2), low (STEN 3,4), average (STEN 5-6), high (STEN 7-8), and very high (STEN 9-10). These texts can be used in the EICAA-CM tool and will be translated.

These outputs will constitute inputs for the development of the logic in WP5, by mapping the normed scores for each factor onto the intervention options.

1.3 Structure of the Document This document is structured as follows: a) The ensuing chapter explains the objectives and methodology that have culminated in the finalization of the EICAA-CM rubric system. b) Subsequently, we provide an exposition of the rubric system, delving into its usability and application, and elucidating its divergences from the EntreComp framework. c) Furthermore, we present the conclusive rubric system, in accordance with the Competence Monitor's format, which although similar, differs from both the EntreComp framework and WP2 Deliverable 2.3

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d) The Appendix encloses the initial version of the rubric system, prior to both qualitative and quantitative validation.

2. Methodology 2.1 Objectives The purpose of this document is to present the revised EICAA-CM rubric system, which has been developed on the foundation provided by the EICAA-CF of WP2 and delineating its applicability and usability.

The rubric system will consist of an evaluation matrix based on the dimensions of the EICAA-CF. This means it replicates the structure of the EICAA-CF, consisting of competencies and threads, and develops a scoring mechanism on top of that.

In accordance with the EICAA Conceptual Framework, the rubric system was constructed with due consideration to changes accepted by the consortium, underpinned by the following principles: -

-

Identification of significant disparities between the EICAA-CF and EntreComp, with each modification being subject to the consortium's endorsement, thereby serving as the basis for the rubric system.

The simplification of learning outcomes, where feasible, to increase usability without compromising on comprehensiveness.

The adoption of a straightforward structure of progression levels, with modifications being implemented as deemed necessary.

The validation to ensure that each item within the survey specifically targets a singular construct, thus minimizing any potential confusion.

The creation of new statements for new threads and competencies in areas where EntreComp falls short to capture the entrepreneurial competence requirement of today’s context.

2.2 Methodology The methodology to design the EICAA-CF is framed in a design science logic, as illustrated in Figure 1. The following steps were undertaken in a sequential order:

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Figure 1. Methodology for the Design of the EICAA-CM Rubric System

1. Drawing upon the conceptual structure outlined in the EICAA Conceptual Framework (WP2) and the methodology from EntreComp, we established the operationalized structure of the rubric system. This can be found in the appendix 2. On this basis, we identified areas of overlap, incremental changes, and radical changes, which led to the segmentation of the framework (areas, competences, and threads). The incremental changes in Area: Ideas and Opportunities are presented in Figure 2.

Figure 2. Incremental Changes in EICAA-CF for Area: Ideas and Opportunities [Green: Addition of item, Red: Removal of item, Blue: Change in the item]

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The incremental changes in the area ‘Resources’ can be found in Figure 3. No incremental changes were made in Area: Into Action.

Figure 3. Incremental Changes in EICAA-CF for Area: Resources [Green: Addition of item, Red: Removal of item, Blue: Change in the item]

3. After multiple online Delphi rounds with all contributors named on the title page and offline inputs, the rubric statements were streamlined to enhance their comprehensibility.

An example of this can be seen in Figure 4, which is from one of the many Delphi rounds where every radical issues was discussed and voted upon by the sub-group members.

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Figure 4: Online Delphi Study for Radical Change 4. The radical changes were subjected to discussion among members of all partners, with a vote taken by the consortium in favor or against, or alternatively, based on the analysis of the first pre-test. The radical changes made in the EICAA-CF, along with the final vote/decision, are cataloged in Figure 4.

Figure 5: Radical Changes in the Rubric compared to the EICAA-CF 5. After conducting a second pre-test of the Competence Monitor with a larger sample size, structural changes were indicated for the rubric system and consequently, the competence framework. A brief overview of these modifications is presented below:

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▪ ▪

Divide Design Competence into two competences and shifting second competence to “Into Action” Transform Mobilizing Resources into Mobilizing “Financial” Resources and making a new competence “Entrepreneurial literacy”

Following the incorporation of these changes, we developed the rubric system and defined the learning outcomes.

3. EICAA-CM Description

To turn the operationalized construct model of the EICAA-CF into a rubric system to be used as an evaluation instrument, we first defined progression levels to position training participants regarding their proficiency level.

The ensuing step was then to define objective statements defining what it means to be at a certain proficiency level for each competence and thread, which could be used as a yardstick to assess proficiency.

3.1 Definitions and Meanings It is important to clearly define the progression levels for the rubric system for efficient application. In Table 2, you can find the level of progression and their meaning: Table 2. Definitions of progression levels Level of Progressio n

-1-

-2-

-3-

-4-

-5-

Name of Progressio n Level

NONE

BASIC

INTERMED IATE

ADVANCE D

EXPERT

Have experience in applying

Have obtained desired outputs despite challenges

Considered as a reference and inspiration

Interpretati on of Progressio n Level

No understandi ng

Have basic understandi ng

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3.2 Usability and Application The learning outcomes for each thread at every level of progression that the rubric system encompasses has various practical applications, such as: •

• • •

• •

Utilizing the rubric system as a scoring guide to evaluate student and employee responses and gain structured insights into their entrepreneurial and intrapreneurial (e&i) competence "portfolio."

In addition, the rubric system plays a critical role in all data analysis processes that are connected or aligned with it in the future.

As stated in Deliverable 3.2, the final survey employs a 5-point customized Likert scale that is built on the foundation of the rubric system.

The rubric system can provide clear and detailed criteria for assessing and evaluating entrepreneurial competencies, allowing for more objective and consistent evaluations.

The rubric system can enable learners to better understand the criteria for success, helping them to identify and strive towards specific goals.

The statements included in the rubric system can be utilized to offer detailed feedback to participants.

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4. Rubric System 4.1 Ideas and Opportunities 4.1.1 Spotting Opportunities NONE – No understanding

BASIC – Have basic understanding*

Analyse the context/Scan the market environment

▪ None of the other options

Identify, recognise challenges

▪ None of the other options

▪ I can identify the environment and the different areas in which value can be created, and the factors that will be monitored.

▪ I can identify the sources of information and continuously gather information about the market environment.

▪ I can identify challenges that need solutions.

Thread

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I can identify limits where value can be provided.

▪ I can identify opportunities to gain competitive advantage.

▪ I have a good overview of the relevant external trends for my specialization.

▪ I am known to interact with the environment to gather information for feedback, and build knowledge based on these interactions.

▪ I can anticipate future trends and have done so in the past.

▪ I can reframe a challenge so that alternative opportunities may become apparent.

▪ I can question existing thoughts by looking at challenges in different ways that go against established practices and uncover hidden opportunities.

▪ I am consciously able to synthesize the needs, preferences, and opinions from interactions with others into new ideas for to overcome challenges.

INTERMEDIATE – Have experience in applying

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Identify, create, and seize opportunities

▪ None of the other options

▪ I can identify an opportunity that someone else has spotted or has explained.

▪ I can engage in an active process of searching for opportunities, with systematic methods.

▪ I am aware of and alert to the opportunities that do not exist in a given domain and the relevant factors to opportunity exploitation.

▪ I can create opportunities that might not have existed or were not easily raised by others by using my knowledge and prior experience (about markets, technological developments, economy, context).

▪ I am effective at designing and engaging into a repetitive process of searching-recognizingcreating-testing opportunities.

▪ I can co-discover/cocreate opportunities through interactive processes with stakeholders (e.g., users, technologies, colleagues, mentors, venture capitalists) and stimulate a team codiscovery process.

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I can design offers by focusing on the users’ needs, taking into account both the cognitive and emotional aspects of the users’ needs.

▪ I can design effective strategies and tools for immersing with users.

▪ I can promote a culture of user-orientation in the organization.

*In WP 2, this level is referred to as “Foundation”

4.1.2 Design Orientation

Thread

NONE – No understanding

BASIC – Have basic understanding*

INTERMEDIATE – Have experience in applying

Design focus

▪ None of the below

▪ I can explain what is design orientation and its key elements.

▪ I can explain the value of developing a useroriented offer.

Immerse with your users

▪ None of the below

▪ I can explain different tools and methodologies to

▪ I participate in activities that involve

▪ I can turn users into collaborators and ambassadors.

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immerse with users and get insights into their needs and potential solutions.

Identify needs

▪ None of the below

▪ I can segment the users and identify the target groups related to a given challenge or opportunity.

directing my complete concentration to users.

▪ I can empathize with users and extract meaningful (and implicit) insights from that.

▪ I can not only segment and identify target groups, but I can also identify the unique needs that each target group is facing.

▪ I can effectively promote a culture of user-orientation and user-immersion in the organization.

▪ I can create a plan of action to match the needs of the users with the required actions.

▪ I can design projects which aim to anticipate future needs.

▪ I encourage my peers to maintain a useroriented approach to working.

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I produce new ideas that challenge the status quo.

▪ I have been a role model by launching ideas that others will follow.

*In WP 2, this level is referred to as “Foundation”

4.1.3 Creativity

Thread

Act creatively/Be curious and open

NONE – No understanding

BASIC – Have basic understanding*

▪ None of the below

▪ I have the ability to embrace new experiences and change.

▪ I am competent at imagining/envisioning different alternatives to existing problems and solutions.

INTERMEDIATE – Have experience in applying ▪ I create autonomy, freedom, and independence in my work to stay away from environmental (organizational) constraints.

▪ I can develop a balance between being creative and imaginative and orientation towards action.

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Solve problems creatively/Creative problem solving

▪ None of the below

▪ I can explore openended problems from different perspectives.

▪ I can relate problems to prior knowledge and experience.

▪ I can redefine openended problems so that solutions become available.

▪ I can describe and develop different problem-solving strategies to provide creative solutions to complex problems.

▪ I am known to help and inspire others in solving complex problems by encouraging experimentation and the use of creative techniques to generate solutions.

Generate ideas

▪ None of the below

▪ I can describe the process of idea generation, idea assessment, and idea expansion.

▪ I can explain the differences between divergence and convergence in idea generation, and the factors that play in each of the stages.

▪ I can set up processes to involve stakeholders in finding, developing, and testing ideas.

▪ I can guide and foster idea generation within my employees and actively brainstorm together.

Be innovative

▪ None of the below

▪ I can identify and analyze examples of innovations that have transformed society.

▪ I am familiar with connecting unconnected ideas and knowledge to produce novel and useful outcomes.

▪ I can use and experiment with different techniques of idea generation that provide effective solutions to problems with the available resources.

▪ I can efficiently describe how innovations diffuse in society, culture, and the market.

▪ I can effectively describe different levels of innovation (incremental, breakthrough, or transformational).

▪ I am known to strategize and implement digital innovations, innovations in the business model, product, and marketing.

▪ I am effective at managing and encouraging innovation processes and can identify when to apply which process.

*In WP 2, this level is referred to as “Foundation”.

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4.1.4 Vision ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I can effectively build and plan to achieve the vision of the venture keeping all stakeholders in mind.

▪ I can clearly communicate and inspire others with my vision for a business idea.

▪ I can identify the clear business concept guiding strategic thinking.

▪ I am at ease with imagining a desirable future of creating value and envisioning myself as an entrepreneur.

▪ I can build future scenarios around my business idea and its growth.

▪ I am known to see the big picture and to shift focus from the micro to the macro level.

▪ I can build a well thought out plan backwards from my vision to design the necessary strategy to achieve it.

▪ I can develop and replicate winning strategies using the available resources and adapting to changing market trends.

▪ I can provide a clear course of action to my team under different circumstances.

▪ I can identify the guidelines required to make an idea actionable.

▪ I can properly guide actions and prepare a plan of action according to my vision.

▪ I can thoroughly monitor how the vision is deployed and identify the changes needed to achieve my vision.

▪ I can also promote initiatives for change

▪ I can identify challenges related to the vision, while respecting the different levels of the market and the variety of stakeholders (users,

NONE – No understanding

BASIC – Have basic understanding*

Imagine/Build a vision for the new venture and oneself

▪ None of the below

▪ I can properly explain what a vision is and what purpose it serves.

▪ I have the awareness of what is needed to build a vision.

Think strategically

▪ None of the below

Guide action

▪ None of the below

Thread

INTERMEDIATE – Have experience in applying

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and transformation that contribute to my vision.

investors, etc.,) affected.

*In WP 2, this level is referred to as “Foundation”.

4.1.5 Valuing Ideas INTERMEDIATE – Have experience in applying

NONE – No understanding

BASIC – Have basic understanding*

Recognise the value of ideas.

▪ None of the below

▪ I can identify benefits for myself and others in ideas and opportunities identified.

▪ I can decide on which type of value to act on (economic value, influence value, harmony value, social value, enjoyment value) and then, choose the most appropriate pathway to do so.

Share and protect ideas.

▪ None of the below

▪ I can explain how ideas can be shared and protected digitally and legally.

▪ I can choose the most appropriate license for the purpose of protecting the value created by my ideas.

Thread

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I can assess the value of ideas, considering the different factors and stakeholders involved.

▪ I am known to find the right balance between the time spent in valuing ideas and moving fast to take competitive advantage.

▪ I can effectively outline a dissemination and exploitation plan with the involved partners and ensure its application

▪ I can develop strategies to assess the value of ideas based on data-driven processes and iterative assessment of the ideas in interaction with the environment and different stakeholders.

▪ I can develop a strategy on intellectual property rights, considering the growth of the venture and geographic requirements.

*In WP 2, this level is referred to as “Foundation”.

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4.1.6 Ethical and Sustainable Thinking INTERMEDIATE – Have experience in applying

Thread

NONE – No understanding

BASIC – Have basic understanding*

Behave ethically.

▪ None of the below

▪ I can describe the importance of ethical behavior, and of adhering to principles and values.

▪ I can identify and describe the ethical values that guide my behavior.

▪ I am mindful of the ethical dilemmas that the new enterprise poses to the me including those with focus on gains such as financial, social, or economic at the expense of others or the environment.

Think sustainably

▪ None of the below

▪ I can produce a clear problem statement when faced with practices that are not sustainable.

Assess impact

▪ None of the below

▪ I can list examples of environmentally friendly behavior that benefits a community.

▪ I can identify practices that are not sustainable and their implications for the environment and compare them with examples of environmentally friendly behavior.

▪ I can identify the impact of human action in social, cultural,

▪ I can identify all stakeholders (even those who cannot speak up like climate and future

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I always make decisions conscientiously and know how to act according to what seem to be the most relevant ethical values related to the different activities of my entrepreneurial activities.

▪ I can reflect on the overall impact an organization has on the environment (and vice versa).

▪ I can discuss the relationship between society and technical developments, based on their implications for the environment.

▪ I take responsibility to promote ethical behavior in my area of influence.

▪ I act against unethical behavior, even if speaking up may harm my own interests.

▪ I can tell the difference between input, output, outcomes, and impact.

▪ I can choose or develop “measurement

▪ I can properly carry out impact assessment, impact monitoring, and impact evaluation, including

▪ I am known to choose adequate methods for analyzing environmental impact based on their advantages and disadvantages.

▪ I can effectively contribute to selfregulation discussions within my area of proficiency.

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Be accountable

▪ None of the below

environmental, or economic contexts.

generations) that are affected by the functioning of my business idea.

▪ I can explain the need to be accountable.

▪ I can tell the difference between accounting for use of resources and accounting for the impact of my business idea on stakeholders and the environment.

indicators” to monitor and assess the social, cultural, environmental, economic, and ecological impact of my business idea.

▪ I can discuss in depth a range of accountability methods for both functional and strategic accountability.

environmental impact, on my business idea.

▪ I can use the accountability methods that hold me responsible to my enterprise’s internal and external stakeholders.

▪ I can design ways to be accountable to all the stakeholders.

*In WP 2, this level is referred to as “Foundation”.

4.2 Resources 4.2.1 Self-Awareness and Self Efficacy

Thread

NONE – No understanding

BASIC – Have basic understanding*

Follow your aspirations.

▪ None of the below

▪ I can identify and describe my personal needs, wants, interests and goals.

INTERMEDIATE – Have experience in applying ▪ I assertively commit to actions that fulfil my needs, wants, interests and goals.

▪ I can reflect on my individual and group needs, wants, interests

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I can effectively translate my needs, wants, interests and aspirations into goals and action plans that help me reach them.

▪ I help others to reflect on their needs, wants, interests and aspirations and how they can turn these into goals.

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Identify your strengths and weaknesses.

▪ None of the below

▪ I can identify strengths and weaknesses, with respect to the new venture. (Contextsituated)

Believe in your ability.

▪ None of the below

Shape your future.

▪ None of the below

▪ I am confident in my ability to accomplish the tasks that are intended by myself or asked by others in relation to the new venture (ESE).

▪ I can effectively describe which qualities and abilities are needed for different jobs, and which of these qualities and abilities I have.

and aspirations in relation to opportunities and prospects.

▪ I am able to evaluate my strengths and weaknesses and regularly revise this evaluation in relation to changes in the context and my own experiences.

▪ I believe I can control success and failures and judge them compared with control from outside influences.

▪ I can describe my skills and competences to act on career options, including selfemployment.

▪ I can use my skills and competences to change my career path, in response to new opportunities or from necessity.

▪ I am able to prioritize training and support options based on my strengths and the weaknesses, to develop myself and make the most of opportunities to create value.

▪ I can team up with others to compensate for our weaknesses and add to our strengths while helping others in their own development.

▪ I am capable of reflecting on my own potential cognitive biases (e.g., overconfidence or over-optimism).

▪ I am confident even when I am facing difficulties.

▪ I am confident of my ability to turn events into favorable outcomes.

▪ I discuss with others to get a realistic understanding and evaluation of how my personal attitudes, skills and knowledge influence my decisionmaking, relationships with other people and quality of life.

▪ I judge failures as opportunities to learn and take the good out of these experiences and inspire others to do so.

▪ I can design professional development strategies for my team and organization based on a clear understanding our strengths and weaknesses, in relation to both current and future opportunities to create value.

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▪ I can design strategies to overcome my weaknesses and to develop our strengths in anticipating future needs. *In WP 2, this level is referred to as “Foundation”.

4.2.2 Motivation and Perseverance NONE – No understanding

BASIC – Have basic understanding*

INTERMEDIATE – Have experience in applying

Maintain focus (consistency of interest)

▪ None of the below

▪ I can identify a given focus to pursue related to my business idea.

▪ I can stay focused on a task until completion and avoid distractions.

Stay motivated and passionate

▪ None of the below

▪ I can identify ways of motivating myself and others.

▪ I can visualize the achievement of the goals to keep motivation and focus.

Persevere/Tenacity/Don’ t give up.

▪ None of the below

▪ I am willing to work hard and invest effort to achieve the goals.

▪ I can delay achieving goals to gain greater value, thanks to prolonged effort.

Thread

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I can focus on interests and only change the course of a project after thorough evaluation.

▪ I am known to maintain focus for long periods of time in relation to my business idea.

▪ I can use different strategies to stay motivated (e.g., set goals, monitor performance, monitor progress, celebrate achievements…)

▪ I am patient and maintain effort and interest, even when the achievement of a

▪ I encourage others to build a strategic plan of action for career advancement.

▪ I can develop strategies to keep my team motivated.

▪ I inspire others to work hard and ‘stay the course’ by showing

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Be resilient.

▪ None of the below

▪ I am determined and persevere when trying to achieve my goals.

▪ I can overcome simple adverse circumstances.

▪ I can manage moderate levels of pressure effectively.

goal takes longer than expected.

▪ I am not discouraged by setbacks and quickly get back on my feet when something goes wrong.

▪ I can endure and cope with adverse circumstances and design strategies to overcome difficult circumstances.

▪ I can stay emotionally well despite difficulties.

passion and a strong sense of ownership.

▪ I am known to help others develop resilience.

▪ I can maintain a positive ambiance within my team or organization in difficult situations.

*In WP 2, this level is referred to as “Foundation”.

4.2.3 Mobilising (financial) Resources

Thread

Acquire resources (material and nonmaterial)

NONE – No understanding

BASIC – Have basic understanding*

▪ None of the below

▪ I can identify different types of resources: financial capital, human capital, social capital, cultural capital, venture capital.

INTERMEDIATE – Have experience in applying ▪ I can recombine and seek new ways of obtaining resources when these are limited.

ADVANCED – Have obtained desired outputs despite challenges ▪ I can gather the necessary resources to develop my new venture in different contexts and stages of the business life cycle.

EXPERT – Considered as a reference and inspiration ▪ I can effectively judge and make targeted recommendations on the key resources needed to support an innovative idea or opportunity to develop an existing business, launch a new venture, or initiate a social enterprise.

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Make the most of limited resources

▪ None of the below

▪ I can identify the limitation of resources in any new venture and that they are not necessarily an obstacle to start-up.

▪ I can access resources, even those that others own or control, by sharing resources or by other means.

▪ I can minimize the resources requirements and optimize the existing resources to develop the venture

▪ I can creatively see what can be done with the resources one already has access.

▪ I can develop strategies of resource management considering the impact on the environment.

Budget.

▪ None of the below

▪ I can draw up a budget for a business idea.

▪ I can judge the cashflow needs of a business idea.

▪ I can clearly explain how my venture can generate cash from assets.

▪ I can create the economic and financial plan of a business idea and balance the P&L and the cash flow according to data from monitoring of the activity.

Find funding.

▪ None of the below

▪ I can explain the main types of income and sources of funding for families, start-ups, businesses, non-profit organizations, and the state.

Understand taxation.

▪ None of the below

▪ I can explain the purpose of taxation and how it finances the activities of a country and helps

▪ I can explain that business ideas can have different structures of ownership (individual company, limited company, cooperative and so on.

▪ I can identify public and private sources of funding for my business idea (for example, prizes, crowdfunding, and shares).

▪ I can estimate the main accountancy and tax obligations I need to fulfil to meet the tax

▪ I can apply the financial planning and forecasting concepts that I need to turn ideas into action (for example, sales forecasts, investments, resource requirements).

▪ I can successfully apply for public or private business support programs, financing schemes, public subsidies or calls for tenders.

▪ I can choose the most appropriate sources of funding to start up or expand a business/venture/proj ect.

▪ I can estimate how my financial decisions (investments, buying assets, goods and so on) affect my tax.

▪ I can make financial decisions based on taxation schemes of my region/country and

▪ I can raise funds and secure revenue from different sources and manage the diverse demands and risks of those sources to maintain an optimal financing mix.

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provide public goods and services.

requirements for my activities.

▪ I can understand the overheads of the activity and their effects on the new venture.

different countries and territories, as well.

*In WP 2, this level is referred to as “Foundation”.

4.2.4 Enterprising Literacy NONE – No understanding

BASIC – Have basic understanding*

Understand economic and financial concepts.

▪ None of the below

Understanding marketing and sales concepts

▪ None of the below

▪ I can explain simple economic concepts (for example, supply and demand, market price, trade, opportunity cost, comparative advantage).

▪ I can explain simple concepts of key business functions like marketing and sales

Enterprising literacy

▪ None of the below

▪ I have an overview of key business functions like strategic planning,

Thread

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I can read and analyze income statements, cash flow, profit-andloss accounts, balance sheets, explain their purpose and differences.

▪ I can manage financial and business ratios (for example, return on investment, return on equity, burnt rate…)

▪ I can use financial ratios to assess the financial health of my business idea and compare it with that of competitors.

▪ I can apply different marketing and sales concepts (For example, the 7 Ps of marketing and sales, different types, etc.)

▪ I can develop marketing and sales strategies to acquire, retain, refer and activate customers.

▪ I can adapt the marketing and sales strategies to the growth of the new venture to keep providing value to the customers, while differentiating from the existing offer.

▪ I can build measurable goals and objectives for the firm based on

▪ I can take key business decisions based on my in-depth

▪ I can use my knowledge to guide department heads of

INTERMEDIATE – Have experience in applying

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Technical-legal aspects

▪ None of the below

operations, product development, organizational structure, recruiting, and structuring business deals.

my entrepreneurial literacy.

knowledge of enterprise functions like marketing, sales, strategic planning, and others.

various business functions in effective planning and decision making and make them more literate entrepreneurially.

▪ I can explain simple concepts of technicallegal aspects.

▪ I can explain different structures of ownership (individual company, limited company, co-operative and so on) and associated process (i.e., partners agreements).

▪ I can manage the necessary steps for the legal constitution of the new venture,

▪ I can manage the technical-legal aspects of the new venture with venture growth (i.e., exist plan, acquisitions, etc.,)

INTERMEDIATE – Have experience in applying

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

*In WP 2, this level is referred to as “Foundation”.

4.2.5 Mobilising Others

Thread

NONE – No understanding

BASIC – Have basic understanding*

Inspire and get inspired

▪ None of the below

▪ I can get inspired by role models and success cases and learn from these cases what is relevant to my circumstances.

▪ I can motivate others to take action by setting the example, or by showing the way forward.

▪ I can inspire others, even in adverse, uncertain, or challenging circumstances.

▪ I can maintain momentum with my team, partners, and stakeholders along extended periods of time, even when the going gets tough.

Persuade and negotiate

▪ None of the below

▪ I can persuade others by providing arguments and

▪ I can persuade others by appealing to their emotions.

▪ I can create a call to action and get stakeholders on board.

▪ I can negotiate support for ideas for creating value with wellprepared negotiation

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evidence for these arguments.

strategies (following ethical rules for negotiation, e.g., without manipulation nor coercion).

Communicate effectively

▪ None of the below

▪ I can explain the key metrics for effective communication.

▪ I can communicate the value of a complex idea to different audiences with simplicity and elegance.

▪ I can communicate imaginative design solutions.

Use media effectively

▪ None of the below

▪ I can provide examples of inspiring communication campaigns and learn from them.

▪ I can use social media appropriately, with awareness of my audience and purpose.

▪ I can communicate my ideas clearly to others, in written and oral forms, in a variety of ways (posters, videos, role-plays) and types of presentations (pitches, pep talks, formal or informal presentations).

▪ I can build narratives and stories that provide meaning and motivate, persuade, and inspire.

▪ I can design effective social-media campaigns to mobilize people in relation to my business idea.

▪ I can take the lead of the social conversation in the community that my idea is targeted at via high impact channels (press, trade journals, conferences, community platforms, ...).

▪ I am effective at designing communication strategies to mobilize people in relation to my business idea.

*In WP 2, this level is referred to as “Foundation”.

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4.2.6 Digital Competence NONE – No understanding

BASIC – Have basic understanding*

INTERMEDIATE – Have experience in applying

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

General digital competences at work

▪ None of the below

▪ I can identify the critical digital competences required for a task.

▪ I can use general digital tools for work, collaboration, digital content creation.

▪ I can build the critical capacity on the use of technologies for an entire project or team.

▪ I can set up an architecture of digital tools to efficiently organize work and collaboration for a multidisciplinary team and guide them on how to use their intended digital tools for work.

Digital competences for the new venture

▪ None of the below

▪ I possess the knowledge of digital tools related to the new venture.

▪ I can used digital tools that support creativity and innovation.

▪ I can use digital tools that support new venture’s growth (e.g., cloud…)

Information and data literacy

▪ None of the below

▪ I can search information in and critically evaluate the quality of its sources.

▪ I can use digital tools (e.g., CRM, web analytics, marketing, financial analysis…) for manage day-to-day operations efficiently.

▪ I can use data analytics: basics.

▪ I can use data analytics: insights, reporting visual information appropriate for a specific goal or audience.

▪ I can generate, process, analyze, and present meaningful information from data and develop, use, and apply artificial intelligence (AI) and related algorithmic tools and strategies to guide informed, optimized, and contextually relevant

Thread

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decision-making processes.

▪ I know the basic principles to handle with discretion all personal information shared online to protect my and others’ privacy.

▪ I can implement strategies for data privacy principles (own and other’s data, such as personal data on users, stakeholders, etc.).

Thread

NONE – No understanding

BASIC – Have basic understanding*

INTERMEDIATE – Have experience in applying

Take responsibility

▪ None of the below

▪ I can carry out the tasks I am given responsibly and in shared activities.

Safety & cybersecurity

▪ None of the below

▪ I can identify and counter threats to our digital safety and become less vulnerable to cyberattacks.

▪ I can identify, plan, and implement organizational cyber security defenses.

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I can delegate appropriately and provide context and training to ensure quality work.

▪ I can encourage others to take responsibility in business and other activities.

*In WP 2, this level is referred to as “Foundation”.

4.3 Into Action 4.3.2 Taking the Initiative

▪ I can take individual and group responsibility in the growth of my business.

▪ I can take responsibility in seizing

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Work independently

▪ None of the below

▪ I show independence in carrying out simple value-creating tasks.

new opportunities and when facing unprecedented challenges while implementing my business idea.

▪ I can initiate simple value-creating activities.

Take action

▪ None of the below

▪ I can show initiative in dealing with initiatives that alter the surrounding environment.

▪ I can actively face challenges, solve problems, and seize opportunities to create value.

Thread

NONE – No understanding

BASIC – Have basic understanding*

INTERMEDIATE – Have experience in applying

Define goals

▪ None of the below

▪ I can define clear and achievable goals related to a simple business idea.

▪ I can business ideas that involve contributions from others.

▪ I praise initiative taken by others and reward it appropriately within my team and organization.

▪ I can initiate action (impetus for action) on new ideas and opportunities, to add value to a new or existing business idea.

▪ I can encourage others to take the initiative in solving problems and creating value within my team and organization.

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I can define short-term, mid-term and longterm goals to realize the vision for my business idea.

▪ I can effectively manage the need for creativity and the need for control so that my organization’s capacity to achieve its goals is protected and nurtured.

*In WP 2, this level is referred to as “Foundation”.

4.3.3 Planning and Management

▪ I have experience of setting short-term goals I can act on.

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Plan and organize conscientiously

▪ None of the below

▪ I can carry out a simple plan for the activities to create a valuable business.

▪ I can create an action plan with the different steps to achieve my goals.

▪ I can apply the basics of project management in managing tasks to create value.

▪ I can design managerial procedures to effectively deliver value in challenging circumstances, adapting to changes where necessary.

Define priorities

▪ None of the below

▪ I can explain the difference between urgent and important goals when stating the priority of given tasks.

▪ I can set my own priorities and define and prioritize the tasks accordingly.

▪ I can define and prioritize the relevant steps to complete the tasks in time.

▪ I can define priorities for my venture in complex and uncertain circumstances, with partial or ambiguous information, to achieve its goals and vision.

Make the most of your time. (Time management)

▪ None of the below

▪ I value time (mine and others’) as a scarce and valuable resource.

▪ I can manage my time (and others’) effectively using techniques and tools to be productive.

▪ I am known to help others manage their time efficiently.

▪ I can develop effective time-management techniques that meet the specific needs of my business idea.

Define and develop sustainable business plans

▪ None of the below

▪ I can explain the elements of a business model (competitors’ analysis, marketing plan, operations, etc.) and know the templates to define one.

▪ I can define a business model that has all the elements to deliver the value I have identified: identification of users, value provided, competitors’ analysis, strategic partnerships, etc.

▪ I can develop a business plan based on the model, describing how to achieve the value identified with aspects such as marketing plans, operations, finance plan, etc.

▪ I am aware of which elements of the business plan will convince different stakeholders (investors, banks, clients) and can curate

▪ I can keep the business model and business plan updated and adapt to changes in the market and/or technology to face new challenges and unexpected outcomes and mobilize others for buying into opportunities arising from them.

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those based on the need and audience. *In WP 2, this level is referred to as “Foundation”.

4.3.4 Process Management ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I can set measurable performance indicators that are relevant to monitor the progress of my value-creating activity.

▪ I can define and implement systematic data collection procedures to measure the defined indicators to monitor how effective my valuecreating activities are.

▪ I am able to set up efficient real-time monitoring systems and alerts on my venture's key performance indicators to quickly adapt and experiment with new strategies when the data shows trends that require this.

▪ I can confront and deal with changes in a constructive way.

▪ I can change my plans to achieve goals considering changes that are outside my control.

▪ When changes present themselves, I am able to either capture the opportunity in it, mitigate negative impacts, or know when not to adapt.

▪ I understand the importance of making changes to the new venture according to

▪ I understand that I need to be able to assertively follow through on my chosen

▪ I am able to accept change as a fundamental element of the value-creating activity.

▪ I can anticipate and include change along the value-creating process.

▪ I am able to accept new directions of the business idea as new

Thread

NONE – No understanding

BASIC – Have basic understanding*

Monitor Progress

▪ None of the below

▪ I can monitor my own progress in a task in an objective way.

▪ I can understand the difference between time invested and progress made towards the achievement of a given goal.

Ability to be flexible and adaptive to changes

▪ None of the below

Redirect your strategy

▪ None of the below

INTERMEDIATE – Have experience in applying

▪ I can revise the assumptions of the new business idea based on information

35

the learnings acquired along the process in information gathering activities.

strategy at times and may need to be receptive of other stakeholder’s expectations at other times.

stakeholders get on board.

gathered from repeated testing.

▪ I am able to balance the need to persevere versus the need of changing the orientation of the value-creating idea by considering only relevant data and opinions.

Manage transition

▪ None of the below

▪ I can explain the life cycle of a new business idea and the different transitions in my role and my team members’ role, as well as the different competences that are required in each phase.

▪ I am able to use and develop different competences as they are required along the different phases of the new venture.

▪ I am able to manage the role transitions for myself as the new venture develops.

▪ I can identify the need for training, mentoring, or coaching to manage the transition between roles to effectively manage the new venture and achieve the intended goals.

▪ I am able to adapt my staff composition to new capability requirements for the business idea and coach existing team members transition through their respective roles across the venture’s life cycle.

▪ I am aware of the expectations of different stakeholders at each stage of the business life cycle.

Work agile

▪ None of the below

▪ I can explain the difference between classical management and agile management methodologies along with the basics like small increments, fast cycles, etc.,

▪ I use agile methodologies to work in short cycles and get feedback from stakeholders that help validate the business idea along the process.

▪ I can design agile methodologies that are appropriate to new challenges in the venture’s development.

▪ I am effective at balancing the need for analysis and for quick decision making-action cycles to respond fast to the changes of the environment.

*In WP 2, this level is referred to as “Foundation”.

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4.3.5 Coping with uncertainty, ambiguity, and risk

Thread

Cope with uncertainty and ambiguity.

NONE – No understanding

BASIC – Have basic understanding*

▪ None of the below

▪ I am not afraid of making mistakes while trying new things.

▪ I try my own ways to achieve things.

Calculate risk.

▪ None of the below

▪ I can identify examples of risks in my surroundings.

▪ I can describe risks related to a simple business idea in which I take part.

Manage risk

▪ None of the below

▪ I can identify and describe current and

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I can explain the role that information plays in reducing uncertainty, ambiguity, and risk.

▪ I can actively look for, compare, and contrast different sources of information that help me reduce ambiguity, uncertainty, and risks in making decisions.

▪ I can find ways of making decisions even when the information is incomplete and know which decision process to use when (e.g., when the problem is unclear or when the potential solutions are unclear).

▪ I can pull together different viewpoints to take informed decisions when the degree of uncertainty is high.

▪ I can make accurate decisions evaluating the different elements in a situation that is uncertain and ambiguous.

▪ I can tell the difference between acceptable and unacceptable risks.

▪ I can weigh up the risks and benefits of self-employment with alternative career options and make choices that reflect my preferences.

▪ I can critically evaluate the risks associated

▪ When uncertainty is very high, I can still take action by determining how much risk I can afford.

▪ I can compare valuecreating activities based on a risk assessment.

▪ I can anticipate the risks my venture is exposed to as conditions change.

▪ I can evaluate high-risk long-term investments using a structured approach.

▪ I can demonstrate that I can make decisions

▪ I use strategies to reduce the risks that

INTERMEDIATE – Have experience in applying

▪ I can set up appropriate strategies for collecting and monitoring data, which help my team take decisions based on sound evidence.

37

potential risks and ways to manage them.

with an idea that creates value, taking into account a variety of factors.

▪ I can critically evaluate the risks related to the formal set-up of a business in the area in which I work.

by weighing up both the risks and the expected benefits of a business idea.

▪ I can outline a risk management plan for guiding my choices while developing my business idea.

may arise during the value-creating process.

▪ I produce strategies to reduce the risk of my value-creating initiative becoming obsolete.

INTERMEDIATE – Have experience in applying

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

*In WP 2, this level is referred to as “Foundation”.

4.3.6 Design Validation

Thread

NONE – No understanding

BASIC – Have basic understanding*

Prototype

▪ None of the below

▪ I can explain the value of prototyping to test the value of an idea.

▪ I can identify the basic functions that a prototype should have to illustrate the value of the idea.

▪ I can develop value in steps, launching with the core features of my idea and progressively adding more.

▪ I can properly apply different design approaches through new products, processes or services and put in place effective processes to create value.

Experiment and test

▪ None of the below

▪ I can understand the mechanisms of testing hypotheses and assumptions related to the new venture (e.g., regarding the need identified, the target value, the designed idea…)

▪ I can identify key assumptions of the entrepreneurial idea that needs to be tested and refined.

▪ I can design repeated experiments or tests to gain relevant information that check and revise the assumptions in every aspect of the new venture,

▪ I can use effective strategies to evaluate results of experiments, accept or reject hypotheses and if necessary, test and make new hypotheses.

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Co-create

▪ None of the below

▪ I can explain the value of co-creation to different stakeholders.

▪ I can understand the difference between empathizing with users (e.g., design thinking) and co-creation with users.

▪ I can facilitate cocreation processes with users and other stakeholders to design products and services that satisfy their needs.

▪ I can identify insights from co-creation sessions that are meaningful to designing useful products/services.

▪ I can design cocreation processes, including the identification of the target groups participating in the process, the goals of the co-creation, and the deployment of cocreation in several sessions and activities per session.

▪ I can keep the participants motivated and engaged in cocreation processes.

▪ I can reflect on cocreation processes and learn how to create better.

▪ I am known to help improve the capabilities of stakeholders and users in contributing to the co-creation process.

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I can support diversity within my team or organization.

▪ I can develop strategies to enrich my team’s work with diverse ideas from outside the organization and turn them into valuable new solutions or products.

*In WP 2, this level is referred to as “Foundation”.

4.3.7 Working with Others

Thread

Accept diversity (people’s differences).

NONE – No understanding

BASIC – Have basic understanding*

▪ None of the below

▪ I can explain the importance of showing respect for others, their background, and situations.

▪ I respect different social and cultural norms.

INTERMEDIATE – Have experience in applying ▪ I can value and use diversity as a source of ideas and opportunities and as a source of learning.

▪ I am effective at getting the most out of the diversity in a team,

39

while also managing the cultural barriers and risks.

Develop emotional intelligence.

▪ None of the below

▪ I can show and develop empathy towards others.

▪ I can express my business ideas assertively.

▪ I am known to help others develop empathy and assertiveness.

▪ I can effectively manage team dynamics and conflicts.

▪ I can effectively deal with non-assertive behavior.

Listen actively (to others’ ideas and to the customers)

▪ None of the below

▪ I can discuss the benefits of listening to other people’s ideas to achieve my goals.

▪ I can explain strategies to listen to other stakeholders.

▪ I can clearly describe different techniques for listening and maintaining report with end users.

▪ I can put in place strategies to actively listen to my end users and act on their (implicit and explicit) needs.

▪ I can define strategies using multiple sources and methods to understand my end users’ needs, and (re-) interpret them beyond their verbal feedback and potential biases.

Team up.

▪ None of the below

▪ I am open to work alone as well as with others, playing different roles and taking some responsibility.

▪ I can work with a range of individuals and teams and know which role fits me best in a team.

▪ I can compose the best team for a project based on the individual knowledge, skills, and attitudes of each member so that the team is balanced (has complementary skills) for the value-creating activity.

▪ I can communicate the team’s potential to develop the business idea to get the necessary support from investors and other stakeholders.

▪ I can select, onboard, and build a team for high performance, including the complementary competence development, building a culture of

40

collaboration and performance, and maximizing engagement and motivation.

Work together.

▪ None of the below

▪ I can involve others in my value-creating activities (peers, and stakeholders).

▪ I can select a team of people who can work together in implementing a business idea.

▪ I can structure a team by identifying roles and tasks to achieve the goals of the business idea.

▪ I can design working methods and incentives that enable team members to work well together.

Manage instrumental relationships (Entrepreneurial bonding)

▪ None of the below

▪ I can explain and identify instrumental relationships that provide value in a business idea.

▪ I can explain the meaning and forms of association: cooperation and peer-topeer support (for example, family and other communities).

▪ I can create emotionally positive instrumental relationships that support the business idea.

▪ I can manage the portfolio of instrumental relationships and transition it along the entrepreneurial process and life cycle (dissolving partnerships, succession planning…).

Get support & build a network

▪ None of the below

▪ I can search for help (find support) when needed for my business idea (for example, teachers, peers, mentors,

▪ I know which public and private organizations to turn to support the growth of my venture (e.g., incubators, social enterprise advisors,

▪ I can manage emotionally positive instrumental relationships, including investors, partners, peers, and family members.

▪ I am effective at knowing which resources to get from specific partners in my network without having to buy it in the market (e.g., by bartering for other resources, granting them early access to an innovation or even a stake in the company).

▪ I have a keen sense of knowing which tasks to delegate to the right actors within and outside my organization to get the best results for my

▪ I can develop and mobilize a network of flexible and responsive providers from outside the organization who

41

Expand your network.

▪ None of the below

advisor, or consultancy services).

angel investors, chamber of commerce, ...).

▪ I can establish new contacts and cooperation with others (individuals and groups).

▪ I can establish new relationships to get the support needed to turn ideas into action, including emotional support (for example, joining a mentor network).

▪ I am effective at networking with new contacts as well as building strong ties with existing contacts.

venture (for example, outsourcing, partnering, acquisitions, crowdsourcing).

▪ I can proactively and regularly contact the right people inside and outside my network to realize my (or my team's) goal.

support my business idea.

▪ I can use my network to bring together different perspectives to accelerate and enrich my valuecreating process.

▪ I can design effective processes to build and manage networks of different or new stakeholders, assign them roles and keep them engaged.

*In WP 2, this level is referred to as “Foundation”.

4.3.8 Learning through experience

Thread

NONE – No understanding

BASIC – Have basic understanding*

Reflect.

▪ None of the below

▪ I can find examples of failures that have led to valuable achievements and the creation of values.

INTERMEDIATE – Have experience in applying ▪ I can reflect on failures and achievements (mine and others’), their causes, and learn from them, so that I improve my ability to provide value.

ADVANCED – Have obtained desired outputs despite challenges

EXPERT – Considered as a reference and inspiration

▪ I regularly help others reflect on their achievements and temporary failures by providing honest and constructive feedback.

▪ I can take my team or the organization to a higher level of performance, based on the feedback collected and by learning lessons from

42

achievements and failures.

Learn to learn.

▪ None of the below

▪ I anticipate that my abilities and competence will grow with experience, through both successes and failures.

▪ I actively engage in opportunities to improve my strengths and reduce or compensate for my weaknesses through a variety of learning opportunities (interaction with others, training, mentoring,)

Learn from experience.

▪ None of the below

▪ I can identify what I have learnt from previous experiences that strengthened my value-creating competences.

▪ I can explain the process of learning from experience and the relevance to the entrepreneurial activity.

▪ I can learn from the interaction with others (peers, mentors, stakeholders) and from the experiences (positive and negative) of the value-creating activity.

▪ I can learn from my thoughts, actions, and feelings.

▪ Even when opportunities for learning are not available in my organization or network, I will proactively seek them out elsewhere.

▪ I help others develop their strengths and reduce or compensate for their weaknesses.

▪ I can learn about the business, but also about myself, my relationships, users, and other stakeholders.

▪ I can help others reflect on their experience and interaction with others.

▪ I regularly reflect on my competence of learning to learn, spot areas for improvement, and design strategies to improve my future learning.

▪ I can help others spot barriers to learning from experience (e.g., lack of reflection, closed-mindedness, …) and develop strategies to become more effective at it.

*In WP 2, this level is referred to as “Foundation”.

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Appendix: Draft 1 of EICAA Rubric System

This section 5.1 Ideas and Opportunities

Thread

FOUNDATION Discover – Explore Relying on support from others

INTERMEDIATE Experiment-Dare Building independence

ADVANCED Improve-Reinforce Taking responsibility

EXPERT Expand-Transform Driving transformation, innovation, and growth

▪ I can identify the boundaries of the environment where value can be provided within my reach.

▪ I can identify opportunities to gain competitive advantage.

▪ I can monitor relevant trends.

▪ I am known to interact with the environment to gather information for feedback, and build knowledge based on these interactions.

▪ I can anticipate future trends.

▪ I can redefine/reframe a challenge so that alternative

▪ I can challenge mainstream thought by looking at

▪ I can interact with others to identify challenges.

Spotting Opportunities Analyse the context/Scan the market environment

▪ I can identify the environment and the different areas in which value can be created, the factors that will be monitored, and the sources of information.

▪ I continuously gather information.

Identify, recognise challenges

▪ I can identify challenges that need solutions.

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opportunities may become apparent.

Identify, create, and seize opportunities

▪ I can recognize an opportunity that someone else has spotted or has explained.

challenges in different ways that go against established practices and uncover hidden opportunities.

▪ I can judge the right time in which a challenge can be tackled.

▪ I can engage in an ▪ I can create active process of opportunities that searching for might not have existed opportunities, with or were not easily systematic methods. raised by others by ▪ I am aware and alert to using knowledge and the opportunities that prior experience might exist in a given (about markets, domain and the factors technological that are conducive to developments, opportunity economy, context). exploitation.

▪ I inspire and engage others to turn challenges into opportunities.

▪ I am effective at designing and engaging into an iterative process of searching-recognizingcreating-testing opportunities.

▪ I can co-discover/cocreate opportunities through interactive processes with stakeholders (e.g., customers, technologies, colleagues, mentors, venture capitalists).

Creativity

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Act creatively/Be curious and open

▪ I am open to new experiences and change.

▪ I am competent at imagining/envisioning different alternatives to existing problems and solutions.

Solve problems creatively/ Creative problem solving

▪ I can describe different perspectives to explore open-ended problems and can relate problems to prior knowledge and experience.

Generate ideas

▪ I can describe the process of idea generation, idea assessment and development.

▪ I can explain the differences between

▪ I create autonomy, freedom, and independence in my work to stay away from environmental (organizational) constraints.

▪ I can develop a balance between being creative and imaginative and orientation towards action.

▪ I can redefine openended problems so that solutions become available.

▪ I often challenge the status quo.

▪ I can promote and lead radical change ▪ I have been a role model in the organization by exerting influence on others.

▪ I can describe and develop different problem-solving strategies to provide creative solutions to complex problems.

▪ I am known to help and inspire others in solving complex problems by encouraging experimentation and the use of creative techniques to generate solutions.

▪ I am familiar with connecting unconnected ideas and knowledge to produce novel and appropriate or useful outcomes.

▪ I can set up processes to involve stakeholders in finding, developing, and testing ideas.

▪ I can guide and foster idea generation within my employees and actively brainstorm together.

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divergence and convergence in idea generation, and the factors that play in each of the stages.

Be innovative

▪ I can identify and analyze examples of innovations that have transformed society.

▪ I can use and experiment with different techniques of idea generation that provide effective solutions to problems, using available resources.

▪ I can explain the difference between different types of innovation.

▪ I can efficiently describe how innovations diffuse in society, culture, and the market.

▪ I can effectively describe different levels of innovation (incremental, breakthrough or transformational).

▪ I often build future scenarios around my value-creating activity.

▪ I regularly imagine the long-term and the growth of the value creation activity.

▪ I can clearly communicate and inspire others with my vision for a venture or project.

▪ I am known to see the big picture and to shift focus from the micro to the macro level.

▪ I can effectively prepare a vision statement to guide decision making.

▪ I can build a well thought out plan backwards from my vision to design the necessary strategy to achieve it.

Vision Imagine/Build a vision for the new venture and oneself

▪ I am at ease with imagining a desirable future of value creation and envisioning myself as an entrepreneur.

Think strategically

▪ I can properly explain what a vision is and what purpose it serves.

▪ I have the awareness of what is needed to build a vision.

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Guide action

▪ I can identify the guidelines required to make the idea actionable.

▪ I can properly use the vision to guide my (my team’s) actions and draw a roadmap.

▪ I can thoroughly monitor how the vision is deployed, identify the changes needed to achieve my vision and promote initiatives for change and transformation that contribute to my vision.

▪ I can identify challenges related to the vision, while respecting the different levels of the system and the variety of stakeholders affected.

▪ I can assess the value of an opportunity or idea, considering the different factors and stakeholders involved.

▪ I am known to find the right balance between the time spent in valuing ideas and moving fast to take competitive advantage.

▪ I can effectively outline a dissemination and exploitation plan with the involved partners.

▪ I can develop strategies to assess the value of ideas based on data-driven processes and iterative assessment of the ideas in interaction with the environment and different stakeholders.

Valuing Ideas Recognise the value of ideas.

▪ I can identify benefits for myself and others in ideas and opportunities.

Share and protect ideas.

▪ I can explain that ideas can be shared and protected by different mechanisms.

▪ I can decide on which type of value to act on (economic value, influence value, harmony value, social value, enjoyment value) and then, choose the most appropriate pathway to do so.

▪ I can choose the most appropriate license for the purpose of sharing and protecting the

▪ I can develop a strategy on intellectual property rights, considering the growth of the venture and 48

value created by my ideas.

geographic requirements.

Ethical and Sustainable Thinking Behave ethically.

▪ I can describe the importance of ethical behavior, and of adhering to principles and values.

▪ I can identify and describe the ethical values that guide my behavior.

Think sustainably

▪ I can list examples of environmentally friendly behavior that benefits a community.

▪ I can recognize examples of environmentally friendly behavior by companies that creates value for society as a whole.

▪ I am well aware of the ethical dilemmas that the new venture poses to the entrepreneur or team including those with focus on financial gain at the expense of others, actionorientation, limited time for reflection, entering instrumental relationships, promotion and bargaining and sales tactics.

▪ I can identify practices that are not sustainable and their implications for the environment.

▪ I often produce a clear problem statement when faced with practices that are not sustainable.

▪ I apply honesty and integrity in decisionmaking and know how to act according to the most relevant ethical values related to the different activities of the new venture.

▪ I take responsibility to promote ethical behavior in my area of influence.

▪ I act against unethical behavior, even if speaking up may harm my own interests.

▪ I can discuss in detail the impact an organization has on the environment (and vice versa).

▪ I can discuss the relationship between society and technical developments, relating to their

▪ I am known to choose adequate methods for analyzing environmental impact based on their advantages and disadvantages.

▪ I can effectively contribute to selfregulation discussions

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implications for the environment.

Assess impact

▪ I can identify the impact of human action in social, cultural, environmental, or economic contexts.

Be accountable

▪ I can explain the need to be accountable.

▪ I can identify the stakeholders who are affected by the valuecreating activity, including stakeholders who cannot speak up (future generations, climate or nature).

▪ I can tell the difference between accounting for use of resources and accounting for the impact of my valuecreating activity on stakeholders and the environment.

▪ I can adequately tell the difference between input, output, outcomes and impact.

▪ I can choose or develop “measurement indicators” to monitor and assess the social, economic and ecological impact of the value-creating activities.

▪ I can discuss in depth a range of accountability methods for both functional and strategic accountability.

within my sector of operations.

▪ I can properly carry out impact assessment, impact monitoring, and impact evaluation including environmental impact- on my valuecreating activity.

▪ I can use the accountability methods that hold me responsible to our internal and external stakeholders.

▪ I can design ways to be accountable to all of our stakeholders

Design

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Immerse with your users

▪ I can explain the different tools and methodologies to immerse with users to get insights into their needs and potential solutions.

Identify needs

▪ I can segment the customers/users and identify the target groups related to a given challenge or opportunity.

Prototype & test

▪ I can explain the value of prototyping to test the value of the ideas.

Co-create

▪ I can eloquently explain the value of co-creation

▪ I often participate in activities of immersion with the users.

▪ I can empathize with them and extract meaningful (and implicit) insights.

▪ I can design innovative and effective strategies and tools for immersing with users.

▪ I am known to lead a multidisciplinary team of collaborators.

▪ I can effectively promote a culture of customer-orientation and customerimmersion in the organization.

▪ I can identify the different needs that each target group is facing.

▪ I can produce a roadmap which matches the needs with the actions needed to deal with them to create value.

▪ I can design projects which aim to anticipate future needs.

▪ I can identify the basic functions that a prototype should have to illustrate the value of the idea.

▪ I can develop and deliver value in stages, launching with the core features of my (or my team’s) idea and progressively adding more.

▪ I can properly apply different design approaches to create value through new products, processes or services and put in place innovative processes to create value.

▪ I can facilitate cocreation processes with end-users and other stakeholders to

▪ I can design cocreation processes, including the identification of the

▪ I often reflect on cocreation processes and learn how to create better ones.

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to different stakeholders.

▪ I can understand the difference between empathizing with users (e.g., design thinking) and co-creation with users.

design products and services that satisfy their needs.

▪ I can identify insights from co-creation sessions that are meaningful to the design of value.

target groups participating in the process, the goals of the co-creation, and the deployment of cocreation in several sessions and activities per session.

▪ I am good at keeping participants motivated and engaged in cocreation processes.

▪ I am known to help improve the capabilities of stakeholders and users in contributing to the co-creation process.

INTERMEDIATE Experiment-Dare Building independence

ADVANCED Improve-Reinforce Taking responsibility

EXPERT Expand-Transform Driving transformation, innovation, and growth

5.2 Resources

Thread

FOUNDATION Discover – Explore Relying on support from others

Self-Awareness and Self Efficacy Follow your aspirations.

▪ I can identify and describe my personal needs, wants, interests and goals.

▪ I assertively commit to actions that fulfill my needs, wants, interests and goals.

▪ I can reflect on my individual and group

▪ I can effectively translate my needs, wants, interests and aspirations into goals and action plans that help me reach them.

▪ I often help others to reflect on their needs, wants, interests and aspirations and how

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Identify your strengths and weaknesses.

▪ I can identify strengths and weaknesses, with respect to the new venture. (Contextsituated)

Believe in your ability.

▪ I believe in my ability to accomplish the tasks that are intended by myself or asked by others in relation to the new venture (ESE).

Shape your future.

▪ I can list different types of jobs and their key functions.

needs, wants, interests and aspirations in relation to opportunities and future prospects.

▪ I am able to evaluate my strengths and weaknesses and regularly revise this evaluation in relation to changes in the context and my own experiences.

they can turn these into goals.

▪ I am able to prioritize training and support options based on my strengths and the weaknesses, to develop myself and make the most of opportunities to create value.

▪ I can team up with others to compensate for our weaknesses and add to our strengths while helping others in their own development.

▪ I am capable of reflecting on my own potential cognitive biases (e.g., overconfidence or over-optimism).

▪ I believe in my control of success and failures and judge them compared with control from outside influences.

▪ I believe in myself even when I’m facing difficulties.

▪ I believe that events will generally result into favorable outcomes.

▪ I judge failures as opportunities to learn and take the good out of these experiences.

▪ I can describe my skills and competences to act

▪ I often discuss with others to get a realistic understanding and

▪ I can design professional development

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▪ I can effectively describe which qualities and abilities are needed for different jobs, and which of these qualities and abilities I have.

on career options, including selfemployment.

▪ I can use my skills and competences to change my career path, in response to new opportunities or from necessity.

evaluation of how my personal attitudes, skills and knowledge influence my decisionmaking, relationships with other people and quality of life.

▪ I can choose professional development opportunities with my team and organization based on a clear understanding our strengths and weaknesses.

strategies for my team and organization based on a clear understanding our strengths and weaknesses, in relation to both current and future opportunities to create value.

▪ I can design strategies to overcome my (or my team’s or organization’s) weaknesses and to develop our strengths in anticipating future needs.

▪ I finish what I begin and do not lose focus on other interests.

▪ I don’t change interests very often and will only change the course of a project after thorough evaluation.

▪ I am known to maintain focus for long periods of time in relation to the valuecreating activity.

Motivation and Perseverance Maintain focus (consistency of interest)

▪ I can identify a given focus to pursue related to my valuecreating activity.

▪ I can stay focused on a task and avoid distractions.

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Stay motivated and passionate

▪ I can recognize ways of motivating myself and others.

▪ I can visualize the achievement of the goals to keep motivation and focus.

Persevere/Tenacity/Don’t give up.

▪ I am willing to work hard and invest effort to achieve the goals.

Be resilient.

▪ I can overcome ▪ I am determined and simple adverse persevere when trying circumstances. to achieve my (or my ▪ I can manage team's) goals. moderate levels of pressure effectively.

▪ I can delay achieving goals to gain greater value, thanks to prolonged effort.

▪ I can use different strategies to stay motivated (e.g., set goals, monitor performance, monitor progress, celebrate achievements…)

▪ I regularly engage in activities anchored to my self-identity.

▪ I can maintain effort and interest towards goals, despite adversities.

▪ I am not discouraged by setbacks and quickly get back on my feet when something goes wrong.

▪ I can endure and cope with adverse circumstances and design strategies to overcome difficult circumstances.

▪ I can stay emotionally well despite difficulties.

▪ I can develop strategies to keep my team motivated.

▪ I often inspire others to work hard and ‘stay the course’ by showing passion and a strong sense of ownership.

▪ I am known to help others develop resilience.

▪ I can maintain a positive ambiance within my team or organization in difficult situations.

Mobilising Resources

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Access resources to extract value/Make the most of limited resources/Manage resources strategically

▪ I can recognize the limitation of resources in any new venture.

▪ I can recognize that limited resources are not necessarily an impediment to startup.

Acquire resources (material and non-material)

▪ I can recognize (ability to explain the importance) different types of resources: financial capital, human capital, social capital, cultural capital, venture capital.

Make the most of your time. (Time management)

▪ I value time (mine and others’) as a scarce and valuable resource.

▪ I can access ▪ I can minimize the resources, even those resources that others own or requirements to control, by sharing develop the venture. resources or by other ▪ I can optimize the means. existing resources to make the most of them.

▪ I can creatively see what can be done with the resources one already has access.

▪ I can develop strategies of resource management considering the impact on the environment.

▪ I can recombine and ▪ I can gather the seek new ways of necessary resources obtaining resources to develop my new when these are venture in different limited. contexts and stages of the life cycle.

▪ I can effectively judge and make targeted recommendations on the key resources needed to support an innovative idea or opportunity to develop an existing business, launch a new venture, or initiate a social enterprise.

▪ I can manage my time ▪ I am known to help (and others’) others manage their effectively using time efficiently. techniques and tools to be productive.

▪ I can develop effective time-management techniques that meet the specific needs of value-creating activity.

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Get support & build a network

▪ I can search for help (find support) when needed for my valuecreating activity (for example, teachers, peers, mentors, advisor or consultancy services).

▪ I can identify public and private services to support my valuecreating activity (for example, incubator, social enterprise advisors, start-up angels, chamber of commerce).

▪ I can effectively delegate tasks within and outside my organization to make the most value (for example, outsourcing, partnering, acquisitions, crowdsourcing).

▪ I can develop a network of flexible and responsive providers from outside the organization who support my valuecreating activity-very important for social capital.

Financial and Economic Literacy Understand economic and financial concepts.

▪ I can explain simple economic concepts (for example, supply and demand, market price, trade, opportunity cost, comparative advantage).

Budget.

▪ I can draw up a budget for a valuecreating activity.

▪ I can read and analyze income statements, cash flow, profit-and-loss accounts, balance sheets, explain their purpose and differences.

▪ I can manage financial and business ratios (for example, return on investment, return on equity, burnt rate…)

▪ I can use financial ratios to assess the financial health of my value-creating activity and compare it with that of competitors.

▪ I can judge the cashflow needs of a valuecreating activity.

▪ I can clearly explain how to translate the monetization process in terms of cash generation.

▪ I can apply the financial planning and forecasting concepts that I need to turn ideas into action (for example, profit or not for profit).

▪ I can create the economic and financial plan of the valuecreating activity and balance the P&L and the cash flow according to the learning outcomes extracted from monitoring the 57

progress of the activity.

Find funding.

▪ I can explain the main types of income and sources of funding for families, start-ups, businesses, non-profit organizations, and the state.

▪ I can explain that ▪ I can choose the most value-creating appropriate sources of activities can take funding to start up or different forms (a expand a valuebusiness, a social creating activity. enterprise, a non▪ I can apply for public profit organization or private business and so on) and can support programs, have different financing schemes, structures of public subsidies or ownership (individual calls for tender. company, limited company, cooperative and so on.

▪ I can write partners agreement, and the committed responsibilities.

▪ I can identify public and private sources of funding for my valuecreating activity (for example, prizes, crowdfunding, and shares).

▪ I can raise funds and secure revenue from different sources and manage the diversity of those sources.

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Understand taxation.

▪ I can explain the purpose of taxation and how it finances the activities of a country and helps provide public goods and services.

Enterprising literacy

▪ I can explain simple concepts of key business functions like marketing, sales, strategic planning, operations, structuring business deals and technicallegal aspects ▪ I have an overview of small business management, including how to run and control the business effectively, and important procedures and systems such as

▪ I can estimate the ▪ I can estimate how my main accountancy financial decisions and tax obligations I (investments, buying need to fulfil to meet assets, goods and so the tax requirements on) affect my tax. for my activities.

▪ I can understand the overheads of the activity and their effects on the new venture.

▪ I can build ▪ I can use my measurable goals and knowledge to guide objectives for the firm department heads of based on my various business entrepreneurial functions in effective literacy. planning and decision making.

▪ I can share my knowledge and make all employees more literate entrepreneurially.

▪ I can make financial decisions based on taxation schemes of my region/country and different countries and territories, as well.

▪ I can take key business decisions based on my in-depth knowledge of enterprise functions like marketing, sales, strategic planning, and others.

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recruiting, salary and reward structures, and financial monitoring Mobilising Others Inspire and get inspired

▪ I can get inspired by role models and success cases and learn from these cases what is relevant to my circumstances.

Persuade and negotiate

▪ I can persuade others by providing arguments and evidence for these arguments.

Communicate effectively

▪ I can communicate my ideas clearly to others, in written and oral forms, in a variety

▪ I regularly inspire others by example.

▪ I can inspire others, even in adverse, uncertain or challenging circumstances.

▪ I can maintain momentum with my team, partners and stakeholders when involved in challenging situations or along extended periods of time.

▪ I can persuade others by appealing to their emotions.

▪ I can create a call to action and get stakeholders on board.

▪ I can prepare and develop a good negotiation strategy (following ethical rules for negotiation, e.g., without manipulation nor coercion).

▪ I can negotiate support for ideas for creating value.

▪ I can communicate the value of the idea to different audiences and complex ideas

▪ I can communicate the vision in ways that inspire and engage stakeholders.

▪ I can partake in constructive discussions with the

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of ways (posters, videos, role-plays) and types of presentations (pitches, pep talks, formal or informal presentations).

Use media effectively

▪ I can provide examples of inspiring communication campaigns and learn from them.

with simplicity and elegance.

▪ I can communicate imaginative design solutions.

▪ I can build narratives and stories that provide meaning and motivate, persuade, and inspire.

community that my idea is targeted at.

▪ I can use social media appropriately, with awareness of my audience and purpose.

▪ I can design effective social-media campaigns to mobilize people in relation to my (my team’s) valuecreating activity.

▪ I can define a communication strategy to mobilize people in relation to my (or my team’s) value- creating activity.

▪ I can build the critical capacity on the use of technologies.

▪ I can guide my team to use general digital tools for work.

▪ I can used digital tools that support creativity and innovation.

▪ I can use digital tools that support new venture’s growth (e.g., cloud…)

▪ I can use data analytics: insights,

▪ I can generate, process, analyze, present meaningful

Digital Competence General digital competences at work

▪ I can identify critical digital competences required.

Digital competences for the ▪ I can possess the new venture knowledge of digital tools related to the new venture.

Information and data literacy

▪ I can search information in

▪ I can use general digital tools for work, collaboration, digital content creation.

▪ I can use digital tools (e.g., CRM, web analytics, marketing, financial analysis…) for manage day-today operations efficiently.

▪ I can use data analytics: basics.

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valuable sources, critical perspective.

Safety & cybersecurity

▪ I can handle with discretion all personal information shared online to protect one’s and others’ privacy.

reporting visual information.

information from data and develop, use, and apply artificial intelligence (AI) and related algorithmic tools and strategies in order to guide informed, optimized, and contextually relevant decisionmaking processes.

▪ I can implement strategies for data privacy principles (own’s and other’s data, such as personal data on customers, stakeholders, etc.).

▪ I can recognize and counter threats to our digital safety and become less vulnerable to cyberattacks.

▪ I can recognize, plan, and implement organizational cyber security defenses.

INTERMEDIATE Experiment-Dare Building independence

ADVANCED Improve-Reinforce Taking responsibility

EXPERT Expand-Transform Driving transformation, innovation, and growth

5.3 Into Action

Thread

FOUNDATION Discover – Explore Relying on support from others

Taking the Initiative

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Take responsibility

▪ I can carry out the tasks I am given responsibly and in shared activities.

Work independently

▪ I show independence in carryout out simple value-creating tasks.

Take action

▪ I can show initiative in dealing with initiatives that alter the surrounding environment.

▪ I can take individual and group responsibility in valuecreating activities.

▪ I can initiate simple value-creating activities.

▪ I can actively face challenges, solve problems, and seize opportunities to create value.

▪ I often delegate appropriately.

▪ I am known to encourage others to take responsibility in value-creating activities.

▪ I can initiate valuecreating activities alone and with others.

▪ I can take responsibility in seizing new opportunities and when facing unprecedented challenges in valuecreating activities.

▪ I can initiate action (impetus for action) on new ideas and opportunities, which will add value to a new or existing valuecreating venture.

▪ I can encourage others to take the initiative in solving problems and creating value within my team and organization.

▪ I am able to define shortterm, mid-term and longterm goals according to the vision of my (or my team's) efforts towards creating an enterprise.

▪ I can effectively manage the need for creativity and the need for control so that my organization’s capacity to achieve its goals is protected and nurtured.

▪ I can praise initiative taken by others and reward it appropriately within my team and organization.

Planning Define goals

▪ I can define clear and achievable goals related to a simple purposeful activity.

▪ I have experience of setting short-term goals I can act on.

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Plan and organize conscientiously

▪ I can carry out a simple plan for the activities for creating a valuable enterprise.

▪ I am able to create an action plan with the different steps to achieve my goals.

▪ I have the ability to apply the basics of project management in managing tasks to create value.

▪ I can design managerial procedures to effectively deliver value in challenging circumstances, adapting to changes where necessary.

Define priorities

▪ I am able to explain the difference between urgent and important goals when stating the priority of given tasks.

▪ I can set my own priorities and define and prioritize the tasks accordingly.

▪ I am able to define and prioritize the relevant steps to complete the tasks in time.

▪ I can define priorities for my venture in complex and uncertain circumstances, with partial or ambiguous information, to achieve its goals and vision.

Define and develop sustainable business plans

▪ None of the below ▪ I can explain the elements of a business model (competitors’ analysis, marketing plan, operations, etc.) and know the templates to define one.

▪ I can define a business model that has all the elements to deliver the value I have identified: identification of customers, value provided, competitors’ analysis, strategic partnerships, etc.

▪ I can develop a business plan based on the model, describing how to achieve the value identified with aspects such as marketing plans, operations, finance plan, etc.

▪ I can keep the business model and business plan updated and adapt to changes in the market and/or technology to face new challenges and unexpected outcomes.

▪ I am aware of which elements of the business plan will convince different stakeholders (investors, banks, clients) and can curate

▪ I can envision business models that anticipate future market trends along with identifying where they leave opportunities for creating

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those based on the need and audience.

value and mobilize others to buy into this vision.

▪ I can set measurable performance indicators that are relevant to monitor the progress of my value-creating activity.

▪ I can define and implement systematic data collection procedures to measure the defined indicators to monitor how effective my value-creating activities are.

▪ I am able to set up efficient real-time monitoring systems and alerts on my venture's key performance indicators to quickly adapt and experiment with new strategies when the data shows trends that require this.

▪ I understand that I need to be able to assertively follow through on my chosen strategy at times and may need to be receptive of other stakeholder’s expectations at other times.

▪ I am able to accept new directions of the value creating activity as new stakeholders get on board of the value creating activity.

Process Management Monitor Progress

▪ I can monitor my own progress in a task in an objective way.

▪ I can understand the difference between time invested and progress made towards the achievement of a given goal.

Redirect your strategy

▪ I understand the importance of making changes to the new venture according to the learnings acquired along the process in information gathering activities.

▪

I can revise the assumptions of the new venture based on information gathered from repeated testing.

▪ I am able to balance the need to persevere versus the need of changing the orientation of the valuecreating idea by considering only relevant data and opinions

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Ability to be flexible and adaptive to changes

▪ I can confront and deal with changes in a constructive way.

▪ I can change my plans to achieve goals in light of changes that are outside my control.

▪ I am able to accept change as a fundamental element of the value-creating activity.

▪ I can anticipate and include change along the value-creating process.

Manage transition

Work agile

▪ I can explain the life cycle of a new enterprise and the different transitions in my role and my team members’ role, as well as the different competences that are required in each phase.

▪ I can explain the difference between classical management and agile management methodologies.

▪ I am able to use and develop different competences as they are required along the different phases of the new venture.

▪ I use agile methodologies to work in short cycles and get feedback from stakeholders that help validate the value

▪ I am able to manage the role transitions for myself (and my team) as the new venture develops.

▪ I can identify the need for training, mentoring, or coaching to manage the transition between roles to effectively manage the new venture and achieve the intended goals.

▪ I can design agile methodologies that are appropriate to new challenges in the venture’s development.

▪ When changes present themselves, I am able to either capture the opportunity in it, mitigate negative impacts, or know when not to adapt.

▪ I am able to adapt my staff composition to new capability requirements for the enterprise and coach existing team members transition through their respective roles across the venture’s life cycle.

▪ I am aware of the expectations of different stakeholders at each stage of the business life cycle.

▪ I am effective at to balance the need for analysis and for quick decision making--action cycles to respond fast to

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creating idea along the process.

the changes of the environment.

Coping with uncertainty, ambiguity, and risk Cope with uncertainty and ambiguity.

▪ I am not afraid of making mistakes while trying new things.

▪ I explore my own ways to achieve things.

Calculate risk.

▪ I can identify examples of risks in my surroundings.

▪ I can describe risks related to a simple valuecreating activity in which I take part.

Manage risk

▪ I can identify and describe current and potential risks and ways to manage them.

▪ I can discuss the role that information plays in reducing uncertainty, ambiguity, and risk.

▪ I can actively look for, compare, and contrast different sources of information that help me reduce ambiguity, uncertainty, and risks in making decisions.

▪ I can find ways of making decisions when the information is incomplete.

▪ I can pull together different viewpoints to take informed decisions when the degree of uncertainty is high

▪ I can make accurate decisions evaluating the different elements in a situation that is uncertain and ambiguous.

▪ I can set up appropriate strategies for collecting and monitoring data, which help me take decisions based on sound evidence.

▪ I can tell the difference between acceptable and unacceptable risks.

▪ I can weigh up the risks and benefits of selfemployment with alternative career options and make choices that reflect my preferences.

▪ I can critically evaluate the risks associated with an idea that creates value, taking into account a variety of factors.

▪ I can apply the concept of affordable losses to make decisions when creating value.

▪ I can compare valuecreating activities based on a risk assessment.

▪ I can assess the risks my venture is exposed to as conditions change.

▪ I can evaluate high-risk long-term investments using a structured approach.

▪ I can demonstrate that I can make decisions by weighing up both the risks and the expected benefits of a valuecreating activity.

▪ I can use strategies to reduce the risks that may arise during the valuecreating process.

▪ I can come up with strategies to reduce the

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▪ I can critically evaluate the risks related to the formal set-up of a valuecreating venture in the area in which I work.

Test & Experiment

▪ I can understand the value-creating activity as a set of hypotheses and assumptions related to the need identified, the target value, the designed idea that need to be tested and refined.

▪ I can identify key assumptions of the value-creating idea that need to be tested and refined along the valuecreating process.

▪ I can outline a risk management plan for guiding my (or my team's) choices while developing my valuecreating activity.

▪ I can design repeated “experiments” or tests to gather relevant information that check and revise the assumptions in any aspect of the new venture (customers, needs, value provided...).

risk of my value-creating initiative becoming obsolete.

▪ I can use effective strategies to evaluate results of experiments, accept or reject hypotheses, and if necessary, test and make a new hypothesis.

Working with Others Accept diversity (people’s differences).

▪ I can show respect for others, their background, and situations.

▪ I can respect different social and cultural norms.

Develop emotional intelligence.

▪ I can show and develop empathy towards others.

Listen actively (to others’ ideas and to the customers)

▪ I can discuss the benefits of listening to other people’s ideas for

▪ I can value and use diversity as a source of ideas and opportunities and as a source of learning.

▪ I can support diversity within my team or organization.

▪ I can express my (my team’s) value-creating ideas assertively.

▪ I am known to help others develop empathy and assertion.

▪ I can deal with nonassertive behavior.

▪ I can put in place strategies to actively listen to my end users

▪ I can clearly describe different techniques for listening and managing

▪ I can, outside of my organization, find ideas that create value and make the most of them.

▪ I can effectively manage conflicts.

▪ I can pull together information from a wide range of sources to understand my end users’

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achieving my (or my team’s) goals.

▪ I can explain strategies to listen to other stakeholders.

Team up.

▪ I am open to work alone as well as with others, playing different roles and taking some responsibility.

Work together.

▪ I can involve others in my value-creating activities (peers, and stakeholders).

Manage instrumental relationships (Entrepreneurial bonding)

▪ I can explain and identify instrumental relationships that provide value in a value-creating activity.

▪ I can explain the meaning and forms of association: co-operation and peer-to-

relationships with end users.

and act on their (implicit and explicit) needs.

needs, and (re-) interpret their needs according to meaningful insights. This is related to listening beyond the words of the users (to emotions and feelings) and they willingness to say what you want and delve into the real needs.

▪ I can work with a range of individuals and teams.

▪ I can build a team based on the individual knowledge, skills and attitudes of each member so that the team is balanced (has complementary skills) for the value-creating activity.

▪ I can structure a team by identifying roles and tasks to achieve the goals of the valuecreating activity.

▪ I can communicate the team’s potential to develop the valuecreating idea to get the necessary support from investors and other stakeholders.

▪ I can manage emotionally positive instrumental relationships, including investors, partners, peers and family members.

▪ I can manage the transitions of the instrumental relationships along the process (dissolving partnerships, succession planning…)

▪ I can create a team of people who can work together in a valuecreating activity.

▪ I can create emotionally positive instrumental relationships that support the valuecreating activity.

▪ I can design working methods and incentives that enable team members to work well together.

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peer support (for example, family and other communities).

Expand your network.

▪ I can establish new contacts and cooperation with others (individuals and groups).

▪ I can establish new relationships to get the support needed to turn ideas into action, including emotional support (for example, joining a mentor network).

▪ I can proactively and regularly make contact with the right people inside and outside my organization to support my (or my team's) valuecreating activity (for example, at conferences or on social media).

▪ I can use my network to bring together different perspectives to inform my (or my team's) valuecreating process.

▪ I can design effective processes to build networks of different or new stakeholders. And keep them engaged

▪ I can reflect on failures and achievements (mine and others’), their causes, and learn from them, so that I improve my ability to provide value.

▪ I regularly help others reflect on their achievements and temporary failures by providing honest and constructive feedback.

▪ I can take my team or the organization to a higher level of performance, based on the feedback collected and by learning lessons from achievements and failures.

▪ I can actively engage in opportunities to improve my strengths and reduce or compensate for my weaknesses through a variety of learning opportunities (interaction

▪ I often help others develop their strengths and reduce or compensate for their weaknesses.

▪ I can reflect on one’s competence of learning to learn and design strategies to improve learning to learn. (metacompetence)

Learning through experience Reflect.

▪ I can find examples of failures that have led to valuable achievements and the creation of values.

Learn to learn.

▪ I can anticipate that my abilities and competence will grow with experience, through both successes and failures.

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Learn from experience.

▪ I can recognize what I have learnt from previous experiences and in valuecreating activities.

▪ I can explain the process of learning from experience and the relevance to the entrepreneurial activity.

with others, training, mentoring,) ▪ I can learn from the interaction with others (peers, mentors, stakeholders) and from the experiences (positive and negative) of the value-creating activity.

▪ I can learn from one’s thoughts, actions and feelings.

▪ I can learn about the business, but also about oneself, the relationships, the customers and other stakeholders.

▪ I can help others reflect on their experience and interaction with others.

▪ I can help others spot barriers to learning from experience (e.g., lack of reflection, closedmindedness, …) and develop strategies to become more effective at it.

DISCLAIMER: The information and views set out in this publication are those of the authors and do not necessarily reflect the official opinion of the European Union.

Neither the European Union institutions and bodies nor any person acting on their behalf may be held responsible for the use which may be made of the information contained therein.

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EICAA Project Coordinator Florian Bratzke Univations GmbH mailto:bratzke@univations.de

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The information and views set out in this publication are those of the authors and do not necessarily reflect the official opinion of the European Union. Neither the European Union institutions and bodies nor any person acting on their behalf may be held responsible for the use which may be made of the information contained therein.

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