"Creativity" and "Innovation" are two words that constantly get thrown around in brainstorming sessions, corporate meetings and organization mission statements. There's no question that these values are highly prized in the fast-paced modern workplace, but do leaders who use the terms truly know the difference between them?

1. ENACTUSO6U

2. THE HEART OF
ENTREPRENEURSHIP
(1)

6. =
CREATIVITY + IMPLEMENTATION

10. IN ORDER FOR INNOVATION TO BE WELCOMED INTO THE
MARKETPLACE, THEY MUST FIRST BE SCREENED FOR
CONSTRAINS AND FEASIBILITY.

11. SALES/PROFIT POTENTIAL
How easily a new innovation can enter a market and produce
profitable sales.

12. GROWTH POTENTIAL
The potential growth of the market need and the
relative degree to which it is being served

13. COMPETITOR REACTIVITY

14. This factor can be measured in 3 ways:
1) the ability of a dominant competitor to quickly respond to a
new entrant.
2) the degree of IP (in-progress) protection of the innovation
idea.
3) the rate at which competitive solutions reduce the product
life cycle of new innovation.

15. RISK DISTRIBUTION

16. INDUSTRY RESTRUCTURE POTENTIAL

17. POLITICAL/SOCIAL CONSTRAINTS

18. CAPITAL AVAILABILITY

19. MANUFACTURING COMPETENCY

20. MARKETING AND DISTRIBUTION
CHANNELS

21. TECHNICAL SUPPORT CAPABILITY
How well service function supports sales with
expertise to carry out incremental
improvements.

22. ACCESSTO CRITICAL COMPONENTS

23. LEVEL OF MANAGEMENT SUPPORT
Measure of top management support for internal
entrepreneurial initiatives.

26. A method of analysis that associates a numeric value between
1 and 4 regarding the spectrums of product development
and the entrepreneur and management team.
For example, the most desirable "4/4" rating represents a fully developed
product with an established market that is supported by a fully staffed
and experienced management team.

28. THE HEART OF
ENTREPRENEURSHIP
(2)

29. ENTREPRENEURSHIP ?

32. ABILITY -TO - PLAN

33. COMMUNICATION SKILLS

34. MARKETING SKILLS

35. INTERPERSONAL SKILLS

36. BASIC MANAGEMENT SKILLS

37. LEADERSHIP SKILLS

38. ENTREPRENEURSHIP

41. Rather than admiring the small percentage of businesses that
grow to become successful, study those that end up failing.
This research will greatly increase your chances of success, since
most companies have made common mistakes that have led
to their demise.

44. Because entrepreneurship entails so much hard work, it is
critical to ensure you're following the right path.
If this is something you really want, then think long-term, and
be persistent.
The vast majority of great entrepreneurs failed multiple times
before they finally found the business idea that took off and
brought them success.

46. Entrepreneurs should always be in search of problems to solve
and not the other way around.
In other words, they should not start with a solution looking for
a problem.

47. To be successful, you should find your passion and then build a
business around that.
Passion is what will get you through the stumbling blocks and
prevent you from quitting in the middle of the race.

49. HOW CAN I MAKE INNOVATION, FLEXIBILITY, AND
CREATIVITY OPERATIONAL?

50. TO HELPTHIS PERSON DISCOVER SOME ANSWERS,WE MUST
FIRST LOOK AT ENTREPRENEURIAL BEHAVIOR.
(WHICHWILL BE DISCUSSED LATER)

51. THE HEART OF
ENTREPRENEURSHIP
(3)

53. HOW CAN I MAKE INNOVATION, FLEXIBILITY, AND
CREATIVITY OPERATIONAL?

54. At the outset we should discard the notion that
entrepreneurship is an all-or-none trait that some people or
organizations possess and others don’t.
Rather, we suggest viewing entrepreneurship in the context of
a range of behavior.

55. To simplify our analysis, it is useful to view managerial
behavior in terms of extremes.

56. At one extreme is what we might call:
The promoter type
Manager - who feels confident of his or her ability to seize
opportunity.

57. This manager expects surprises and expects not only to
adjust to change but also to capitalize on it and make
things happen.

58. At the other extreme is
The trustee type
who feels threatened by change and the unknown and whose
inclination is to rely on the status quo.

59. To the trustee type, predictability fosters effective
management of existing resources while
unpredictability endangers them.

60. Most people, of course, fall somewhere between the
extremes.
But it’s safe to say that as managers move closer to
the promoter end of the scale they become more
entrepreneurial, and as they move toward the
trustee end of the scale they become less so (or,
perhaps, more administrative)

61. BETWEEN
OPPORTUNITY
AND
INDIVIDUAL - NEEDS

62. 1) It must represent a desirable future state, involving
growth or at least change.
2) the individual must believe it is possible to reach that
state.

64. IN MAKING DECISIONS, ADMINISTRATORS AND
ENTREPRENEURS OFTEN PROCEED WITH AVERY
DIFFERENT ORDER OF QUESTIONS …

65. THETYPICAL ADMINISTRATRORASKS:
WHAT RESOURCES DO I CONTROL ?
WHAT STRUCTURE DETERMINESOUR ORGANIZATION’S
RELATIONSHIPTP ITS MARKET ?
HOW CAN I MINIMIZETHE IMPACT OF OTHERS ON MY ABILITYTO
PERFORM ?
WHAT OPPORTUNITY IS APPROPRIATE ?

66. THE ENTREPRENEUR,ATTHE OTHER END OFTHE
SPECTRUM,TENDSTO ASK:
WHERE ISTHE OPPORTUNITY ?
HOW DO I CAPITALIZE ON IT ?
WHAT RESOURCES DO I NEED ?
HOW DO I GAIN CONTROL OVERTHEM ?
WHAT STRUCTURE IS BEST ?

67. THE EXTERNAL PRESSURES STIMULATE OPPORTUNITY
RECOGNITION :
RAPID – CHANGES – IN
TECHNOLOGY

68. THE EXTERNAL PRESSURES STIMULATE OPPORTUNITY
RECOGNITION :
RAPID – CHANGES – IN
CONSUMER ECONOMICS

69. THE EXTERNAL PRESSURES STIMULATE OPPORTUNITY
RECOGNITION :
RAPID – CHANGES – IN
SOCIALVALUES

70. THE EXTERNAL PRESSURES STIMULATE OPPORTUNITY
RECOGNITION :
RAPID – CHANGES – IN
POLITICAL ACTIONS
AND
REGULATORY STANDARDS