Think Enterprise Publication | August Edition
READ INSIDE
LOOKING AT GOING
BACK TO SCHOOL ARTICLE FROM DR. JUN LI
POST GRADS AREN’T ALWAYS INNOVATIVE
HAYDAR-ALI ISMAIL AT
HEYCANE
U.S RESEARCH
OFFENDER TO ENTREPRENEUR
Vol. 22
THINK ENTERPRISE August Edition Vol. 22
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SARAH TROUTEN, IOEE CHIEF EXECUTIVE Hi, and welcome to what certainly feels like the last publication of the summer! With kids going back to school and everyone (just about) back to work, September heralds a fresh start and new ‘school’ year of learning and development opportunities either personally or to develop your business. Our article on page 12 and 13 considers this and what this new year may mean for you. I’m delighted this month to welcome an IOEE Award winner of year’s past and IOEE Fellow, Adrian Ashton who has written an article this month for us on why being social shouldn’t compromise your profitability - a fantastic read, hopefully we’ll hear more from Adrian in the coming months. Also included this month is a thought-provoking article from Dr Jun Li, which debates why are graduate entrepreneurs not always innovative? Using enterprise education to develop resilience, self-efficacy and innovation within our future entrepreneurs AND employees is an absolute must. I say start as early as possible, not just at graduate level when the ability to be innovative and creative in many students may well be gone. In this issue we touch base with one of our winners from this year’s awards event, Haydar Ali Ismail who alongside his studies has created an innovative product and is now, with the support from Manchester Metropolitan University, taking the product to market. The product plans to revolutionise the market and I wish Haydar and his fellow business partners every success with their ambitious plans. We also hear from another IOEE Award winner, this time our IOEE Member of the Year, David Morgan who is jetting off to New York, possibly as I type (I’m not at all jealous David J) David is conducting research over his six week journey into different approaches taken in America to support entrepreneurship as a viable option to help ex-offenders go on to lead a crime free life. I’m looking forward to seeing the fruits of David’s work and ultimately helping to reduce reoffending rates in the UK. Finally this months Enterprisingly me brought a smile to my face as I read the stages of employing someone, I most definitely know these well, although not, of course, from any of the current IOEE team!
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CO N T E N T S 6. ISHANI JASMIN, SPARK PROGRAMME Working on the Spark Programme, student Ishani draws inspiration from her own experiences with mental health isuses over the years to improve student support at LSBU.
8. BEING SOCIAL SHOULDN’T COMPROMISE YOUR PROFITABILITY
»»p.8
Business of all types and sizes are increasingly expected (and becoming) more ‘social’ and ‘ethical’ for a variety of reasons, find out more on page 8!
10. W HY ARE GRADUATE ENTREPRENEURS NOT ALWAYS INNOVATIVE? »»p.10
»»p.14
A piece written by Dr Jun Li at the Universitty of Essex on how highly educated graduate entrepreneurs can be ‘high quality entrepreneurs’ with substantial growth potential, but don’t always happen to reach their full potential...
12. BACK TO SCHOOL With the new academic year quickly creeping up on us, it allows for a fresh beginning and an opportunity to set goals, develop skills and put in place new strategies.
13. EDUCATION RECAP »»p.12
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Over the last year there has been a lot of change in the academic workspace, one of the main changes being the introduction of the Apprenticeship Levy. We take a look
at some of the statistics around this as well as how SFEDI Awards has grown over the last year.
14. HEYCANE Winner at this years Enterprise Awards Haydar-Ali Ismail started his own company alongside fellow students at IOEE Centre of Excellent Manchester Metropolitan University. We catch-up with Ali to see how his business has been built over the year and what his future plans are.
16. T RAVELLING TO THE US OFFENDER TO ENTREPRENEUR David Morgan our IOEE Member of the Year gives us a insight into his upcoming Winston Churchill Memorial Trust travels to the United States of America.
p.16
18. ENTERPRISINGLY ME A monthly feature where you can follow entrepreneurial adventures. Names have been changed to protect the innocent but everything you read really happened, making for a very interesting read.
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Ishani Jasmin, Spark Programme
Spark is a 6-month programme exclusively for current students at LSBU who want to turn their ideas into a business while they study. Students get to test out their ideas and create a viable product or service. The programme includes up to £500 funding, mentoring, office space, legal support and access to networks. Working on the Spark programme, student Ishani draws inspiration from her own experiences with mental health issues over the years to improve student support.
University’s Spark programme, a six-month programme exclusively for current students who want to turn their ideas into a business while they study. Students get to test out their ideas and create a viable product or service, and the programme includes up to £500 funding, mentoring, office space, legal support and access to networks. Putting a structure in place to help others help themselves
Inspired by her own experiences with mental health issues over the years, postgraduate student Ishani Jasmin has spent her time at LSBU ensuring other students to access as much support as possible. She has been working with the Students’ Union to engage students around wellbeing and mental health, running a number of student-led activities, such as yoga sessions and film screenings.
Setting out with the idea of organising student events, Ishani says her concept has organically developed into something quite different: “At the moment it actually looks kind of different from what I originally thought, because for a bit I thought it would be events based but, but it actually mostly looks like consulting; telling people what cheap and actionable steps they can put in place to make structural changes to a student environment in a way that thinks more about student mental health,” she says.
Ishani has recently been accepted on to the
“Examples include things like large-scale doodle
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boards and community plants that everyone can feed and water... I don’t think this will stay a student endeavour though, as I think universities are an open enough environment for me to establish myself as someone qualified to work with other organisations.” The Spark to Success Being accepted on to LSBU’s Spark programme was, Ishani says, a real thrill, and she believes the benefits are already clear. “Being on Spark is really helping me in a lot of ways. I didn’t think clearly about my business idea, and the thing it’s evolved into makes a lot more sense in terms of funding required, the impact I want to make, and the interest I have in the area. But when I walked into Spark with my initial idea, I was given the opportunity to think outside of it and outside of the parameters I’d set for myself and to figure out what might actually work better, and be more fun. I think a lot of people go into that kind of programme thinking about the thing they have specifically in mind, but it’s interesting to see how you can fulfil your need to solve that problem in a way that is more efficient and interesting and better. I got a lot out of Spark in terms of learning about design thinking and problem solving.”
Looking to the Future After graduation, Ishani is hoping to land a job in a social enterprise undertaking social research, alongside hopefully organising many more community events such as open mic nights, movie screenings, art fairs and street picnics. She says she’s also considering launching a mental health consultancy, and all of these plans are possible thanks to the enterprise support she’s received during his time at LSBU. “For me, enterprise support meant having some honest help around to tell me when things would and wouldn’t work, and then what I needed to have them work,” she explains. “It meant the world to not be dismissed, but to be told why things were the way they were, and to work out the steps to make them work for me. I’d really encourage other students to get involved because, if nothing else, it’s a good way to learn about how to approach your ideas, and how to work on solving the problems you want to solve. On top of that, it’ll probably help you develop your business idea in directions you never thought it would go, but that are actually kind of better overall.”
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The rush to be ‘social’ shouldn’t compromise or limit your profitability, but rather help make you more successful!
Business of all types and sizes are increasingly membership bodies and quality management expected (and becoming) more ‘social’ and out there that we can apply to (such as The ‘ethical’ for a variety of reasons: Organisation for Responsible Businesses, and the Bright Ethics certification to name but two), • Changing legislation (various Acts from but these cost money which we might find a the Environment Agency, Companies little tight and hard to justify in the current House, and in relation to Public Services) wider economic climate… • Consumer preferences for ‘#BuyLocal’ and ‘#BuySocial’ (national campaigns around both of these have emerged over the last few years)
What that in mind, I’d like to share the story of how I’ve been approaching this as a freelancer/ self-employed consultant: I’m aware that my business model has always been ‘a bit unusual’ in my trying to reflect my personal values in • New generations of employees wanting to how I work, and as part of this, I openly publish see their prospective employers upholding a ‘social impact’ report on myself – a bit like a standards and behaviours that they would financial accounts statement, but rather than be proud to be associated with. showing monetary returns or profitability, highlighting the extent to which I’ve achieved And alongside these, there are also increasing against themes of environmental impact, swathes of evidenced business cases that show supporting local communities, and contributed a direct relationship between how responsible to the wider economy. a business is, and the prospect of its future success. Indeed, the UN’s creation of the And rather than adopt an existing reporting Global Sustainable Development Goals has template to do this with (and there are quite also inspired and spawned a global movement a lot of them out there!), I decided instead to of local independent businesses realising the create my own sets of KPIs that relate to my contribution and role that they can play in this own priorities: after all, its my enterprise, so I agenda: #GlobalGoalsLocalBusiness. should be identifying performance data that But how should we as enterprises best respond helps me manage it better on my own terms and think how we engage with this? There are rather than someone else’s?
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However, my reporting on my impacts and ‘social value’ in this way hasn’t always shown me in the best light: some years it seems that the benefit of training I deliver has fallen considerably, and that I’ve started to leech money out of my local economy rather than be a contributor to building it further.
that help make sense of what might have been happening to explain these otherwise negative findings. And if we chose to hide things about our business practices, then that would surely only lead to mistrust and problems in our relationships with customers, suppliers, and others?
But this can actually be a good thing – because just like financial accounts have notes to them to help explain what might otherwise appear to be causes for concern, so impact reports should also contain additional commentary
Interested in reading the full report then head to: https://www.scribd.com/ document/377555793/Adrian-Ashton-SocialImpact-Report-2017-8
Adrian Ashton has had a rich and varied career in the field of enterprise and entrepreneurship, with a strong focus on the support of social enterprises. He has strong ties with the IOEE, having been involved with the Institute since its inception.
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Why are graduate entrepreneurs not always innovative? imaginative ‘cutting edge’ businesses either.Imitative entrepreneurs start businesses in an established market whose routines, competencies, and offers vary only minimally from those of existing organizations; they bring little or no incremental knowledge to the populations they enter and organize their activities in the same way as their predecessors. Accordingly, the impact of imitative graduate entrepreneurs can be limited.
Article written by Dr Jun Li from the University of Essex. Dr Jun Li is the Senior Lecturer in Management Science and Entrepreneurship. Highly educated graduate entrepreneurs can be ‘high quality entrepreneurs’ with substantial growth potential. Education contributes to the development of human capital, and provides students a set of opportunities and resources unavailable to those less qualified. People with high human capital have been found to be more likely to identify more entrepreneurial opportunities, to exploit opportunities, and to have better performance of their new ventures. As such, university graduates have been encouraged to consider entrepreneurship as a career option and are supported by their universities one way or another. There is high hope that when university graduates succeed in starting new businesses, they increase innovation, job opportunities, competition in the market place, and the likelihood of increased selfreliance and wellbeing. Surprisingly, most highly educated graduate entrepreneurs are actually not so innovative. Evidence from Scotland and China suggests that the businesses they started were “unimaginative, routine and far removed from the ideal of high performing firms”. Equally surprisingly, even for those who received intensive support and training to start businesses, except only a handful of very successful businesses, most of the businesses started were not 10 | Think Enterprise
Why are graduate entrepreneurs not always innovative? That is the central question addressed in our recent paper published in Entrepreneurship and Regional Development (2018, Vol.30 No.5-6). Our research weighs in on the ongoing debate over how to promote graduate entrepreneurship. We assess the determinants of innovative graduate entrepreneurship from multiple theoretical perspectives. There are three takeaways from the research. First, graduate entrepreneurs with greater ‘quantity’ of human capital, arising from quality of education, leadership experience from extracurricular activities, work placement experience, and entrepreneurship education and training, are more likely to exploit opportunities innovatively. While university students commonly invest their money, time and emotion in human capital development, the output of their investments diverges as a result of the length and quality of education, participation in extracurricular activities and work experience activities, and engagement in entrepreneurship education and activities. Students who have developed high human capital have better career prospects and high opportunity costs, meaning a larger gap between expected utility of exploiting opportunities and the alternative uses of their human capital. High opportunity costs mean greater needs to exploit opportunities more innovatively. Hence, differences in graduate entrepreneurs’ innovativeness can be affected by the differences in individuals’ human capital and resulting opportunity costs in opportunity exploitation.
Second, graduate entrepreneurs’ psychological make-up such as managerial self-efficacy and overconfidence has a significant impact on the innovativeness of opportunity exploitation. Human capital is a necessary but not sufficient condition that influences students’ decisions on innovative opportunity exploitation. Some students who have high human capital and high opportunity costs may never decide to exploit entrepreneurial opportunities. Students who have high managerial self-efficacy are more confident with their abilities to acquire and utilize resources more effectively, thereby more likely to exploit opportunities innovatively. Hence, individuals’ difference in entrepreneurial innovativeness is influenced by the difference in entrepreneurs’ psychological make-up. Third, graduate entrepreneurs’ innovativeness is influenced by their anticipations of entrepreneurial rewards as embodied in the likelihood of new venture success. Students with high human capital and high opportunity costs are motivated to exploit opportunities innovatively. They would be even more highly motivated to exploit opportunities innovatively in the light of lower financial rewards from entrepreneurship than from paid employment. In opportunity exploitation, a more radical approach, if successful, may result in greater entrepreneurial rewards from venture success as afforded by first mover advantages.
improve the prospects of entrepreneurial rewards in the short term. The odds of success would increase only if the entrepreneurs could be resilient enough to withstand early setbacks. This curvilinear (U-shaped)relationship between innovative opportunity exploitation and entrepreneurial rewards suggests thatinnovation behavior is influenced by the interplay of opportunity costs and entrepreneurial rewards. There are three implications of our study. First, the quality of education provision is of crucial importance in the formation of human capital and the emergence of more high quality entrepreneurs, and universities should do what they do best by placing excellence in education at the centre of their education strategy. Second, entrepreneurship education needs to develop students’ self-efficacy and address their deficit of knowledge and skills in finding and using resources in opportunity exploitation. Third, entrepreneurship education needs to develop graduate entrepreneurs’ resilience and provide coping support in order to help them navigate the uncharted waters of innovation and withstand setbacks.
Nonetheless, innovativeness increases the probability of failure. Paradoxically, taking more chances does not
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Back to
School
With the new academic year quickly creeping up on us, it allows for a fresh beginning and an opportunity to set goals, develop skills and put in place new strategies. Last year we asked our members what their goals were and what they were hoping to achieve in the coming year & this year is no different so lets find out what our members are hoping to achieve this year! Our members are shining examples of how they are reaching their potential through investing their time in learning and development. You can find out how to become a member and the benefits of this here.
Your replies... I have just been accepted for a place on a IOEE Accredited Business Course and I can’t wait to get started in September. Claire, IOEE Studying Member
I’ve been matched with a mentor and my first meeting was brilliant. I can’t wait to move forward and discuss my progress in the second meeting. Elsa, IOEE Affiliate
I’ve recently completed the Professional Diploma in Developing & Growing a Small Business, it has since been essential in starting & growing my business. Marcus, IOEE Associate
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Education Recap In the academic workspace there has been vast change in the last year since the introduction of the Apprenticeship Levy, in April of 2017 The Department for Education have reported that apprenticeship starts in quarter three of 2016/17 (Just before the introduction of the Apprenticeship Levy) were much larger than in 2015/16 (173,800 vs 118,800). Additionally, starts in quarter four of 2016/17 after the introduction of the Apprenticeship Levy decreased to 48,000 compared to the same period in 2015/16 (117,800) and 2014/15 (115,300). There has also been a small decrease in the number of UK University applications. These statistics pose the question, why are apprenticeships now declining when we have more resources than available to business’ to ensure they get the most from their apprentice whilst ensuring the individual is set-up for a successful career. Although in contrast to this in the academic year of 2016, over 7,000 adult learners were registered and undertaking a SFEDI Awards qualification equipping them with the skills they need to go on to either start a business or gain employment. But in the last academic year 17/18 there was an increase to over 11,000 learners. Our research shows that individuals that invest in their learning and development are more than three times as likely to be successful in both their personal and business life.
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HeyCane
Never be lost again
This month we are taking a look into the world of HaydarAli Ismail, Ali was a winner at this years Celebrating Enterprise Awards winning Enterprising Learner Of The Year! Ali was diagnosed with a sign condition called retinitis pigments from birth and by the time he was nine his condition severely affected tis vision eventually leaving him blind. Learning about his environment without sight was a difficult challenge for him. After securing a place at Manchester Metropolitan University he wanted to do more as a role model for the visually impaired community. He has recently just completed his final year at MMU and through this academic year he discovered how entrepreneurship could be a vehicle to help support the visually impaired community. Ali is no ordinary student - his dedication and thirst of knowledge is second to none. he has undertaken a range of extra curricular activities to wide his knowledge and continues to learn as he completes his final year of degree. A significant enabler for Ali is his walking cane, however mislaying the stick previously has lead to a high degree of anxiety and loss of confidence. This is where Ali’s own company HeyCane came from, all part of the final year undergraduate Young Enterprise unit. The unit helps to develop business acumen through real-life experience and encourages entrepreneurship by challenging business student sot develop, brand and market a real
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company. Team members take on leadership roles within their own companies such as Managing Director, Finance Director, Marketing Director and HR Director. To begin with Ali and his team conducted some market research to ensure that he was not the only visually impaired individual experiencing this problem, they had provided The Royal National College for the Blind with a survey and when the results came back they found that 75% of participants experienced the same problem, proving they had a market. HeyCane is a 3D printed walking cane which allowed for a hollow interior, then Ali and his fellow students placed a key-finder inside allowing them to link this to an app giving the cane a GPS location. As the the company is a shared unit there are three parts of the team Ali who is the face of the brand, responsible for communicating the issues and displaying how HeyCane is useful. Dan who has been responsible for marketing the product, distribution, relationship building and administration work. Finally Richard who takes control over day-to-day communication, pitches and working on the business at a strategic level. The guys at HeyCane also see an expandable market for their product as the issue Ali has experienced not only applied to the visually impaired, they believe it will also be a useful product for consumers suffering from Dementia. Through their final year the team worked on HeyCane to help build the business & brand in their
spare time, evenings & weekends. Through all this they have had a strong clear direction, with Ali being originally from France they have plans to expand into France in the not too distant future. Alongside this going forward they would like to manufacture the GPS tracking device themselves in order to reduce cost and improve ergonomics of the cane.
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Travelling to the US Researching the Offender to Entrepreneur Journey
David Morgan Novus
David Morgan our IOEE member of the Year gives us an insight into his upcoming Winston Churchill Memorial Trust travels.
of patience but in the end the effort will be worth the reward.
W
After all that effort I have been rewarded with offers of meetings all over the US. My travels will take me to New York, San Francisco, Omaha in Nebraska, Washington DC, Raleigh in North Carolina and the last leg back up to New York where I will fly back the UK at the beginning of October. I’m told that’s over 12,000 miles of travelling. I will be visiting a number of prisons and organisations in these areas so it really will be a case of trains, planes and automobiles.. and a good deal of walking too.
With the re-offending rates being similar to that of the UK, I was really keen to learn of the programs and success stories and be able to bring that knowledge back to the UK. Working for Novus, the largest provider of education in prisons in England has given me a fantastic opportunity to be able to work with men and women that are looking to a future of self-employment.
The organisations that I will be meeting up with include those that work with men and women whilst still in custody that support the development of their skills through academic and vocational learning. This includes being part of enterprises that generate income that can be re-invested for social purpose. There are also some organisations that work with returning citizens in their local area and offer business workshops, access to mentors and advisors to start and grow their business. There are even people that have grown and been able to take on additional staff with similar backgrounds so expanding that second chance opportunity.
ow! How time has flown. Where has the year gone so far? Back in February this year I was given the amazing news that I was to become a Fellow of the Winston Churchill Memorial Trust. I was successful in applying for a travelling grant to visit the US and explore how organisations support prisoners and returning citizens to develop their entrepreneurial skills and be able to set up their own businesses to lead a crime free life.
Over the last 6 months I have been researching organisations across the US that have amazing stories to tell and I am putting together the last pieces of the jigsaw as I will be heading off in September on this inspiring journey (no pun intended). It’s been a massive learning curve in researching and developing a network of like-minded individuals that operate in different time zones! Thank goodness for the internet. Fellows have been travelling for over 50 years all over the world, no idea how they managed to plan their trips. I’ve had to get to get a grip of my social media skills (still pretty lacking) and started on Twitter a few months ago and now even have started an online blog. I’ve been Emailing, Tweeting, Skyping and LinkedIn networking as well as being on Facebook to get in touch with the right people. It takes a long time and a lot
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Whilst I am away I will be posting updates on my Twitter @dmogDavid, my blog will be linked to this too. You can expect to see updates on my journey over the following months in Think Enterprise. Upon my return I’ll be working closely with the team at the IOEE to share my findings and look for opportunities to be able to turn the research into reality. Finally, if you think a travelling fellowship could be of interest to you take a look at the Trust’s website www.wcmt.org.uk or look at work that Novus do at www.novus.ac.uk
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‘Enterprisingly Me’ is a monthly feature where you can follow my entrepreneurial adventures. Names have been changed to protect the innocent but everything you read really happened. I hope my story inspires you to take your first steps, or if you already have, then it lets you know you’re not on your own. Starting and running a successful business isn’t about being perfect. It’s about loving what you’re doing, learning from your mistakes and keeping the faith!
Our new project is well underway and its going so well that we have been asked to recruit another 50 people onto the programme. Working with other owner managers is both interesting and helpful to me as I don’t often get the chance to speak to other people facing the same challenges that I face on a day to day basis. Although I’m loving every minute of being my own boss its scary knowing that you are responsible for the livelihood of people other than yourself. It’s also addictive! The more successful the business is the more I look for more opportunities to grow. I didn’t set out to grow a business that would employ lots of people but I think myself lucky to have found work I love to do and good people to help me do it. Why wouldn’t I want to do more? Taking on the extra work also means that I will have to employ more people so we put an ad in the local paper (costs an arm and a leg) and up to now have had a great response. The problem is deciding from a cv who is a good candidate for the job and who isn’t. Things I’m looking for: •
Works well in a team – basically will do anything to help the business to continue to be successful which may include moving furniture, making coffee or running out to the shop for milk and/or
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biscuits (and possibly wine for our Friday afternoon meeting depending on how hard a week we’ve had). •
Organised – thinks more than an hour/day ahead which is further than I have time to do sometimes.
•
Approachable and engaging – we’ve built the business on both of these attributes. Nobody likes dealing with people who are miserable and difficult and I’ve met plenty of those kind of people, haven’t you?
•
Takes pride in their appearance – although I can’t write this into a personnel specification it’s really important that we create the right impression with prospective clients so looking good is all part of the image of a professional company we want to portray. I mean, how else can I justify to myself the monthly House of Fraser bill which seems to grow at the same rate as my business grows… Speculate to accumulate!
•
A can do attitude – don’t you just hate those words? What do they actually mean? Saying that, I have had people coming for interview when I ran the pub that told me the hours/days they couldn’t work and what they couldn’t do – not a good sign… it’s really difficult at interview stage to gauge whether someone has the right attitude to work, the rest of the team and most importantly, you as an employer.
Some people act as if you owe them a living rather than trying to understand that you are creating a job opportunity for them but that they need to meet you half way. Things I hate about employing people: 1. The initial stages - they look great on paper but someone else has probably written their cv for them. 2. The interview stage decisions at interview whether or not I like on whether someone
- I make all the wrong stage as I judge people on them rather than focusing will be good for the job.
3. The honeymoon period – the time it takes time to help them to get to grips with the job and settle in to working with the other staff. 4. The conflict stage - having a new member in the team changes the equilibrium of the rest of the team and people can become defensive or display behaviours that you hadn’t seen before. 5. The annoying stage - The new staff member starts to get on your nerves or you on theirs. 6. The anxious stage - you start to take the new team member to bed with you – metaphorically of course as you start to wonder if you’ve made the right the decision – given my previous history of recruitment and selection probably not!
I have learnt to deal with my hate of confrontation by planning what I need to say well before I need to say it and focusing on the facts rather my personal feelings. Problem is I’m told that my face says everything so need to be careful about this one! 8. Decision time – a heart to heart is usually required at this point where we all decide whether it’s going to work or whether we need part company. The problem with this stage is that it’s often left too long to make the decision. That’s why there is a probationary period built into our contracts. It’s not foolproof but I’ve found that if it’s not working for either party within those first three months then it’s probably not going to work full stop. 9. Saying goodbye – if it’s necessary to get to this stage, I’ve found that doing this amicably is obvious the best way to do this. I’ve always tried not to burn bridges with either people I have employed or people I’ve worked for. I do believe that ‘what goes around comes around’ and that ‘you reap what you sow’. Oh dear, do I really want to employ people? Isn’t it easier just to try and do everything myself? Of course this isn’t a sensible choice so best get on with the job in hand. Someone pass me those CV’s please... Me x
7. The failing stage - they fail to meet my expectations which are probably far too high anyway and I probably haven’t shared them with my new team member clearly enough for them to understand exactly what is expected of them. I know I waffle a bit particularly when I need to give negative feedback.
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Entrepreneurship is part of the core strategy for the University of Worcester and, as such, we are developing a world class environment for students, staff and local entrepreneurs. IOEE Centre of Excellence recognition that we have demonstrated our commitment to enterprise and also working with our local partners.” David Bozward Strategic Lead in Entrepreneurship, University of Worcester The Business School at London South Bank University is delighted to have been recognised as a Centre of Excellence by the Institute of Enterprise and Entrepreneurs. The accreditation is recognition that the School is a learning organisation where and enterprise culture is positively encouraged and supported.” Professor Mike Molan Dean of the School of Business, London South Bank University 22 | Think Enterprise
THINK ENTERPRISE August Edition Vol. 22
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