anamaria wills, cida uk creative entrepreneurship creative industries conference durres, albania...
TRANSCRIPT
Anamaria Wills, CIDA UK
CREATIVE ENTREPRENEURSHIP
Creative Industries ConferenceDurres, AlbaniaFebruary 2006
Have you heard what they say about us?
We are flaky We’re not interested in profits We always rely on subsidy Why don’t we do the popular stuff? Why don’t we get a Proper Job?
Talk to the hand!
Most creative businesses are like those in the computer games industry – they tend to be small, under-capitalised and under-managed.They get by with improvisational entrepreneurship, by the seat of their pants.
(Charles Leadbeater, 2004)
Left brain, right brain Students on arts and creative
courses are generally more practical, ‘right brain’ and lateral thinkers than many of their peers.
As such, many of these students already have the latent competencies required for entrepreneurship
(Roepke 1998 et al)
What is the reality?
Creative entrepreneurs are driven by the work itself For others, being in business is an
end in itself For creative entrepreneurs, being in
business is a means to an end
The reality
Creative enterprises are characterised by freelance or micro businesses Portfolio workers adapting their skills to a
range of employers Minimises need to take on responsibilities
for leadership, management, human resource development etc
Limits potential for business growth
The reality
The sector does not conform to traditional industrial definitions – Prototype, equipment, reproduction
and distribution Sector is often more collaborative –
eg games and musicians; songwriters, singers and record producers etc
The reality
Creative entrepreneurs are not driven by the market – they often make the market Rarely undertake market research Need to develop ‘bread and butter’
product lines
The reality
Creative entrepreneurs tend to go for local markets Fear of strategic planning Weakness in making connections Knowledge economy makes global
business an opportunity even for new creative entrepreneurs
The reality
Creative entrepreneurs have difficulty in accessing finance External perception of sector as ‘high
risk’ and ‘bad managers’ limits opportunities for investment
Creative solutions being sought
The reality
Creative entrepreneurs are dismissed as mere ‘lifestyle’ businesses Term coined in 1987 to describe
businesses ‘unlikely to generate economic returns robust enough to interest outside investors’
The reality Lifestyle ventures are usually ventures
run by people who like being their own bosses. They are neither financially independent hobbyists nor wealth seeking empire builders – research shows that independence and the desire to master a craft or skill are the key drivers – but they are in it for the income as well
(Wetzel, Wall Street Journal, 2004)
Integrity –
A clear sense of values and beliefs underpinning creative and business decisions
Particularly in difficult or challenging circumstances
Conceptual thinking
Uses fresh approaches Comes up with crazy new ideas
leading to new or radical change Listens to new ideas without pre-
judgement
Risk taking
Tries new things (stretching beyond what has been done in the past)
Learns how to assess choices responsibly
Weighs outcomes against values and responsibilities
Networking
Understands networking is a key business activity
Networks provide access to information, expertise, collaboration and sales
Careful planning and preparation leads to desired results
Strategic Thinking
Valuing the planning process Planning over a significant period Recognises external trends and
opportunities Thinks through complex
implications for the business
Commercial Aptitude
Keeps up to date with latest developments
Seeks out best practice Identifies and seizes opportunities
not obvious to others
Decisiveness
Resolves issues as they arise Does not get bogged down with
analysis Responds flexibly to changing
circumstances
Optimism
Persists in pursuing goals despite obstacles and setbacks
Operates from hope of success rather than from fear of failure
Sees setbacks as due to manageable circumstance rather than as a personal flaw
Customer Sensitivity
Builds long term relationships of trust
Generates expectation of high level of customer service
Regularly exceeds customer expectation
People Focus
Sees and values the best in others Builds total capability of the team Always considers principles of
inclusiveness in planning and dealing with others
Creative Entrepreneurship Technical skills – marketing,
finance, etc – very important Integrity and Optimism mission
critical Get the
behaviours/attitudes/competencies in place
Creative Entrepreneurship can work on its own terms