entrepreneurial skills in a christian context. have you ever started something new? something new?...

Entrepreneurial skillsEntrepreneurial skillsin a Christian contextin a Christian context

Have you ever startedHave you ever started something new?something new?

1.1.What was it?What was it?2.2.What was the process?What was the process?

Ephesians 4; 11-12.Ephesians 4; 11-12.

apostles = entrepreneurprophet = questioner

evangelist = communicatorpastor = humaniser

teacher = systematizer

Frost and Hirsch, The Shaping of Things to come.p175

Missionary Entrepreneur

‘ ‘ This 10 to 15 % of the population should be the leaven This 10 to 15 % of the population should be the leaven that affects the whole.that affects the whole. The leaven is not able to doThe leaven is not able to do

its job because our institutions and bureaucratic its job because our institutions and bureaucratic systems prevent it.systems prevent it.

The problem lies deep. Our education system are all The problem lies deep. Our education system are all too often learningtoo often learning

regimes rather than talent spotters or developers.regimes rather than talent spotters or developers.Our institutions stifle entrepreneurial initiative.’Our institutions stifle entrepreneurial initiative.’

p4

‘‘Releasing the entrepreneurial talent Releasing the entrepreneurial talent among Gods people is the among Gods people is the

greatest task facing the church today.greatest task facing the church today.It is the Entrepreneur Imperative’It is the Entrepreneur Imperative’

p4

‘A person who habitually creates and innovates to buildsomething of recognised value around

perceived opportunities. p12

• they are peoplethey are people•habitualhabitual

•creative and innovativecreative and innovative•buildersbuilders

•build something of valuebuild something of value•build using opportunitiesbuild using opportunities

The Five Habits of HighlyThe Five Habits of HighlyInnovative LeadersInnovative Leaders

QuestioningQuestioningObservingObservingNetworkingNetworking

ExperimentingExperimentingAssociational ThinkingAssociational Thinking

/

• confidentconfident•decisivedecisive•energeticenergetic

•disrupt status quodisrupt status quo•visionaryvisionary•risk takerrisk taker

•not give upnot give up

‘ ‘ The essence of entrepreneurial behaviour isThe essence of entrepreneurial behaviour is

risk takingrisk taking.’ .’ p38

Questions for discussion?

• In what way could you describe God as

an entrepreneur, if entrepreneurs create?

•Who are the great entrepreneursof the Bible?

Two ways of seeing entreprenurship

Recipe Approach, causal thinking

Jim Collinswww.jimcollins.com

Great to good

Good to great

Question for discussion?

•What do you make of this theoryabout entrepreneurship?

•What parts of this might helpyou in your ministry?

Fridge Approach, effectuation thinking

Saras Sarasvathyhttp://www.effectuation.org/

1.1.They really wanted to do thisThey really wanted to do this2.2.They begin by taking a small stepThey begin by taking a small step3.3.They stop to see what they have learned.They stop to see what they have learned.4.4.They take another stepThey take another step

Act-learn-build-act………….Act-learn-build-act………….

‘ ‘ Entrepreneurs thrive on contingency.Entrepreneurs thrive on contingency.The best ones improvise their way to an The best ones improvise their way to an

outcome that in retrospect feels ordained.’outcome that in retrospect feels ordained.’

Effectuation

• organisational mindset– objectives, strategic plans, timelines– love market research

• pioneering mindset– start with what you have got– collaborative– experimental– objectives arise from experience– prefer to network than do market research

• both are valid – in the right contextSaras Sarasvathy, Effectuation, 2008

Question for discussion?

•What do you make of this theoryabout entrepreneurship?

•What parts of this might helpyou in your ministry?

•Are there common threads between the two theories.

A Vision from failure

The process of trial and error is essential

1.Try new things 2.Make failure survivable

3.Know when you have failed

Pioneering teamsPioneering teams

‘ ‘ one of the great myths of entrepreneurship has one of the great myths of entrepreneurship has been thebeen the notion if the leader as a lone hero…notion if the leader as a lone hero…

The reality is that successful entrepreneurs eitherThe reality is that successful entrepreneurs eitherbuilt teams about them or were part of a teambuilt teams about them or were part of a team

throughout.’throughout.’

Thomas Cooney, What is an Entrepreneurial Team

How do we see the role of the leader ?How do we see the role of the leader ?

• General on a hillGeneral on a hill

• Make sense of what is happening Make sense of what is happening

‘ ‘ Leadership is not Leadership is not inin a leader or a leader or donedone by a leader. by a leader.Leadership is an emergent event, an outcome of interactions Leadership is an emergent event, an outcome of interactions

between individuals.between individuals.

1.1. Focus on goals rather than internal processesFocus on goals rather than internal processes

2.2. Deal with generalities rather than specificsDeal with generalities rather than specifics

3.3. Leader can control their team.Leader can control their team.

Three temptationsThree temptations

1.1. DiversityDiversity

2.2. ResponsivenessResponsiveness

3.3. Associative Capacity.Associative Capacity.

Three requirementsThree requirements

Social entrepreneurshipSocial entrepreneurship

A blending of a business model with mission.

Innovative solutions to social problems which yield and sustain social benefits

How we make decisions inHow we make decisions ina fast changing environmenta fast changing environment

cynefi

cynefi

nn

1.1. Vision is too smallVision is too small2.2. Vision is too genericVision is too generic3.3. Implementation is too restrictiveImplementation is too restrictive4.4. Methods are too safe.Methods are too safe.

Seth McBee