Content
Topic 1: Introduction to Entrepreneurship
This unit presents the ideas, theories and examples of entrepreneurship. The learning unit is introductory as it focus on explaining key concepts and providing examples, such as entrepreneurship, intrapreneurship, social entrepreneurship and corporate social entrepreneurship. The unit also focuses on the context for entrepreneurship to happen and flourish, including key aspects such as innovation, corporate identity, purpose, perception, rules, routines and the use of the external environment. Specific unit content: Concepts of entrepreneurship Examples of entrepreneurship The entrepreneur and the components of the entrepreneurial mindset
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Topic 2: Introduction to Corporate Social Entrepreneurship
This learning unit introduces the concept of Corporate Social Entrepreneurship (CSE), related theories and ideas. The unit also presents key aspects for individuals implementing CSE to consider and succeed, e.g. corporate identity, need for change, the importance of purpose and perception, rules and routines, networks and stakeholders, use of local circumstances. Based on a real-world approach, the key CSE dimensions and relevant case studies are depicted, which will provide students with the tools to implement CSE.
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Topic 3: Innovation and Entrepreneurship
This learning unit introduces potential entrepreneurs and learners on the subject to the world of business innovation. In a demystifying approach, the technological and non-technological aspects of innovation are explained, as well as the different levels by which business innovation can occur. This unit presents different ways by which individuals can be responsive in their own environment by exploring opportunities, adapting and creating innovative solutions for changing environments. Specific unit content: Business innovation concept The four different types of business innovation The three different levels of business innovation Incremental vs. Radical innovation
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Topic 4: Introduction to strategic planning
This learning unit aims at presenting down-to-earth methods for entrepreneurs to assess their resources and identify the best solutions to explore opportunities, adapt to them and create innovative solutions for their organisations. The unit explores tools that allow ideas to be developed and converted into value for the organisation and its employees. This unit invites the student to visit different perspectives by which strategy can be formulated and implemented. Specific unit content: Explaining strategy and strategic planning Key elements of strategic planning Generic strategies model Strategic stages
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Strategic Planning
Understanding strategy and strategic planning
Established examples of strategy
The stages in Strategic Planning
Strategic Planning Quiz
30:00
Topic 5: Introduction to social innovation
This learning unit introduces and discusses key concepts to understand social innovation. This learning unit also explores (i) how sustainability can be considered in business operation and culminate with social innovation; and (ii) the connection between social challenges and business innovation. Specific unit content: The issues for sustainability Social innovation concepts Business models for sustainability
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Introduction to Corporate Social Entrepreneurship

There are 10 stages in strategic planning, summarised as follows.

 

1.Mission statement: purpose of the organisation including what and how it aims to achieve – what is the importance for the existence of the organisation?
 
2.Vision statement: what will the organisation look like in five or more years.
 
3.Values statement or guiding principles: the core beliefs that represent the essence of the organisation.
 
4.SWOT: summarised view of the organisation’s Strengths, Weaknesses, Opportunities and Threats.
 
5.Competitive and Comparative Advantages: what aspects make the organisation outperform competitors?
 
6.Long-term strategic objectives: spanning within a three-year (or longer) time horizon, the objectives answer the question of what your organisation must focus on to achieve its vision.
 
7.Strategies: the general umbrella methods used to reach the organisation’s vision
 
8.Short-term goals: the strategic objectives are divided into specific performance targets that will be met in each year, stating what, when, how and who.
 
9.Action items/plans: explain how a goal will be accomplished (executed by selected teams or individuals), with details by intervals of one to two years.
 
10.Financial assessment: based on historical record and future projections, helps to plan ahead with control over performance.
 

By accomplishing the 10 stages of strategic planning, the organisationmust have clearly declared and answered the following questions:

•Where we are?
•Where are we going?
•How will we get there?
 

References

 

•Ackoff, R. L. (1999)  Re-creating the Corporation: A Design of Organizations for the 21stCentury. Oxford University Press, USA.
•Kotler, P., and Armstrong, G. (2010). Principles of marketing. Pearson education.
•Martin, R.L. (2013) Don’t let strategy become planning. Harvard Business Review, Feb. Available at https://hbr.org/2013/02/dont-let-strategy-become-plann?ab=at_art_art_1x1
•Olsen, E. (2011) Strategic planning kit for dummies, 2nd Edition. John Wiley & Sons.
•Porter, M. E. (1996). What is strategy? Harvard Business Review, Nov-Dec.
•Porter, M.E. (1985) Competitive advantage: creating and sustaining superior performance.
•Prahalad and Hamel (1990) The core competences of the corporation, Harvard Business Review, May-June.
•Watkins, M.D. Demystifying strategy: the what, who, how, and why. Harvard Business Review. Available at https://hbr.org/2007/09/demystifying-strategy-the-what
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