1 / 35

From Leave it to Us to Integration

From Leave it to Us to Integration. Siân Prime Course Director MA Creative & Cultural Entrepreneurship Goldsmiths And Independent. Surveying the Landscape: What happens to boldness?. Glasgow - Goldsmiths. Glasgow’s Cultural Enterprise Office Co-funded – Enterprise/Arts/EU

amity
Télécharger la présentation

From Leave it to Us to Integration

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. From Leave it to Us to Integration Siân Prime Course Director MA Creative & Cultural Entrepreneurship Goldsmiths And Independent

  2. Surveying the Landscape: What happens to boldness?

  3. Glasgow - Goldsmiths • Glasgow’s Cultural Enterprise Office • Co-funded – Enterprise/Arts/EU • Glasgow School of Art • Long Term Unemployment • Huge creativity+Low Confidence

  4. NESTA: Creative Pioneer Programme • A 3 year programme to: • Find the most interesting creative graduates in the UK • support the development of new types of business models • develop new types of business development tools • Create materials that could be integrated in to curriculum or offered post-graduation • Support new types of facilitators of business start-up • Fast-track creative entrepreneurs and develop businesses with growth potential

  5. What were we looking for? • We selected on: • Creative talent • Ability to see a commercial application for their work • Their personality...including ability to work in group • Potential to contribute to the Knowledge, Creative and Social economy

  6. Who were they? • An interactive Designer with an idea for a new form of memorial • A glassmaker who was looking for a new business model for crafts people • An architect who wanted to create a new type of practice • A communication designer who wanted to re-design the NHS • A Fine Art Photographer

  7. What did we want from them? • For them to consider Risk • To engage with a new network • Loyalty • Honesty • Criticism • Professionalism • Focus • Time – but not much

  8. What did we do really? • We looked at creative businesses and reviewed their techniques for • Making the intangible tangible • Depicting the Business Model and where value rested • Visualising the operational plan for the business • We created a process that was designerly, non-linear • We worked with them when it was relevant and timely • We used credible case-studies • We created rules they couldn’t disagree with

  9. Principles • Develop the person and the business • Focus on ambition • The creative is at the heart of the business with the customer/client/audience • Be clear that sometimes the only way to measure the success of a business is through its financials • Accept “it is difficult because it is difficult” • Creating a business is an act of design, non-linear and constantly problem solving

  10. Modelling Techniques • Priority Modelling • Evidence Modelling • Making the intangible tangible • Focussing on benefits not features • Accepting you have to fulfil a need and create a gap • Relationship Modelling • Blueprint Modelling • Consequence Modelling

  11. What did we achieve? • 90 businesses started, 85 are still trading • 2 have received significant investment • A strong network of peers + advisors • The programme ran in 8 of the nations and regions of the UK • It is still running in some regions • Starter for Six funded Scottish Executive • Over 1000 businesses established, most micro businesses some SMEs • A methodology that is available to anyone

  12. What did we used to say? • Leave Higher Education to develop creative skills, we’ll do the work afterwards • It isn’t worth engaging creative people in enterprise and business development until they are ready to start • Teach them how to use excel.

  13. What do I say now? • That isn’t good enough • Be more explicit about the process • Many people do want to leave Higher Education with a plan • It is my/our duty to encourage people to be aware of the impact they could make, and how to make it • Teach them how to use excel

  14. What’s the goal?

  15. To integrate Entrepreneurial Modelling in to an MA in Creative and Cultural Entrepreneurship • Design – Media & Communication • Drama - Music • Creative Computing - Fashion • To offer every student in Goldsmiths an opportunity to engage with these techniques and leave understanding relationship between creativity and entrepreneurship

  16. What are the references? • Howard Gardner • Karen Stephenson • Charlie Leadbeater • Henry Chesborough • Dan Pink And.. • Business Model Generation • Kaos Pilots • Social Innovation Disrupters

  17. What is our definition of entrepreneurship? • Entrepreneurship is the creation of value: • Social • Aesthetic • Economic • Ideas are often big.. Big costs.

  18. What do I do? • use the NESTA modelling techniques • explore the difference between an entrepreneur and a business owner • interrogate the form and purpose of a business plan • encourage self-questioning • move their academic and creative research skills in to market research skills

  19. Sometimes it feels like I’m filling a gap

  20. Sometimes more like I’m driving in to a hole

  21. Who are they? • Live Artists • Communication Designers • Architects • Opera Singers • Film Makers • Fashion Designers • Producers

  22. Who will... • Give up if there isn’t a new way • Make an impact on “their community” • Create lifestyle businesses • Have portfolio careers • Have a high-growth business

  23. What are the demands? • That the students are flexible learners • That I move between being educator, facilitator, coach and tutor • That we all move from personal ambitions to academic, industry and economic contexts and back again frequently • That I can move from questioner to signposter to adviser swiftly and at the right times

  24. Yet more demands (I do go on) • A really strong network of creative and social entrepreneurs • No VT budget • Access to current business models • A flexible teaching space • Professionalism from the students • A Warden/VC that “gets it” • Courage

  25. What have I noticed? • That students seem to need a more mapped our and more linear process • That once they engage with the materials they forget that • That many of them are immediately focussed on “doing well” rather than developing skills for a future enterprise • That we have to agree that both are possible • That the business planning process mirrors their creative process • That it makes even more sense after graduation...

  26. What is different • The level of trust • The level of professionalism • The focus (grades) • The reliance on 1 person to understand 37 different businesses, at least 5 different sectors • Knowing when to give advice and when to allow discovery

  27. Perhaps because • This is a very different way of learning • They came to the programme for a business plan and an MA • It is a 12 month programme • They are paying for it?

  28. So now I... • Start with what a business plan is..why and who for • Then move on to modelling • The reverse of the NESTA process

  29. What are 3 important things? • It always needs to be: • Credible • Timely • Relevant

  30. Leave them knowing that the need to answer: • Why should I trust you? • Why should I believe you? • Why should I care?

  31. http://www.gold.ac.uk/pg/ma-creative-cultural-entrepreneurship/http://www.gold.ac.uk/pg/ma-creative-cultural-entrepreneurship/ • http://www.iccegold.com/ • http://twitter.com/#search?q=%23ICCEgold • S.prime@gold.ac.uk • Twitter.com/SianeP

  32. The story makes sense in stages • 18 months – 5 Years • CEO still running

More Related