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That's why I never believed in the figure of the lonely entrepreneur. For me, entrepreneurship is always collective, because it is very difficult to find the complete entrepreneur: good in having ideas, developing it, analysis the viability and establish a successful business from an invention. Normally, what we can find in successful stories is a good idea generated by the class of entrepreneur which could be considered the creative one.

A second entrepreneurial profile, the planner or the administrator, takes this idea and develop it to check its viability. He is the one who writes the business plan (which normally the creative guy has no patience nor knowledge to do) and finally a third one, the executor entrepreneur, takes the business plan and the prototype and transform them into a business. The executor entrepreneur is normally focused on results, needs to make things happen, while not necessarily the creative and the planner have the 'hands on' skills.

A good entrepreneurial project, so, demands the three profiles (among others) and those rarely come into the same person.

Definitely being a creative person only does not make you a real entrepreneur. This is a very common confusion in the field I also try to mitigate.

Dick,

Inventors, indeed, are few as new venture entrepreneurs. Their very nature is one of liking the distraction of new ideas – when starting a venture requires, to do it right, 110% focus. The tragic event is when the inventor perceives being  the entrepreneur to build a company around the idea, not relinquishing any responsibility to anyone. Result – the idea loses it's potential as the inventor will most likely not make it happen; the inventor loses because they are constrained by the venture's demands and can not move to the next idea; and society loses as both the idea and inventor are blocked from going forward. Less creative entrepreneurs need to "hang around" inventors, establish trust, be non-creatively threatening, and persuasive that together each one's skill can grow something beneficial to all.

Jack Savidge

One often finds many "creative" individuals among inventors, but there seems to be few inventor-entrepreneurs.  While this is not an empty set, I have found it to be sparsely populated.  Entrepreneurs often join with an inventor, but in most of these cases, the inventor plays a "technology advisor's" role.

Dick Teach

Ricardo,

May I comment that creativity is not a necessary quality to become an entrepreneur. Being creative and starting a business, however, do require risk tolerant characteristics. There is a tool that does measure risk tolerance versus risk aversion called the "Kirton Adaption – Innovation Inventory" found at  www.kaicentre.com/  While the main use of the testing is to identify individuals to create balanced teams, a particular practitioner Idea Connections Systems -  www.innovating.com/ser_instruments.html  - has measured the risk characteristics of entrepreneurs for more than twenty years to derive a rich data base against which to compare "new entrepreneurs."

In a business context the creative idea is but the 1^st step toward a viable enterprise. One person may be creative but lack the characteristics to covert that idea into a potentially valuable innovation – requiring reduction to practice, feasibility and demonstrability. It is rare the same individual can both invent/create and innovate much less move to the next process step of development, business planning and commercialization. Creating equals high risk (one fails far more than succeeds), innovating equals discipline or less risk. Knowing what we are looking for at which evolutionary stage in the birth of enterprise leads to selecting the proper measuring tools.

Good luck,

Jack Savidge

Deputy Director

The von Liebig Center

<st1:placetype w:st="on">Univ.</st1:placetype> of <st1:placename w:st="on">California</st1:placename>, <st1:city w:st="on"><st1:place w:st="on">San Diego</st1:place></st1:city>

jsavidge@ucsd.edu

Those any one has an instrument to measure creativity in the entrepreneur?

Not the innovation in the business, but the creativity in the person.

Best regards

Ing. Ricardo Bolaños Barrera (ricardob@itesm.mx)
Director de <st1:personname productid="la Incubadora" w:st="on">la Incubadora</st1:personname> de Empresas
División de Posgrados e Investigacion
Tecnológico de Monterrey, Campus Estado de México

Teléfono: (5255) 5864.5555 extensión 3464
Fax: (5255) 5864.5779
enlace-intercampus: 80.236.3464,
http://www.itesm.mx

El contenido de este mensaje de datos no se considera oferta, propuesta o acuerdo, sino hasta que sea confirmado en documento por escrito que contenga la firma autógrafa del apoderado legal del ITESM. El contenido de este mensaje de datos es confidencial y se entiende dirigido y para uso exclusivo del destinatario, por lo que no podrá distribuirse y/o difundirse por ningún medio sin la previa autorización del emisor original. Si usted no es el destinatario, se le prohíbe su utilización total o parcial para cualquier fin.

The content of this data transmission must not be considered an offer, proposal, understanding or agreement unless it is confirmed in a document signed by a legal representative of ITESM. The content of this data transmission is confidential and is intended to be delivered only to the addressees. Therefore, it shall not be distributed and/or disclosed through any means without the authorization of the original sender. If you are not the addressee, you are forbidden from using it, either totally or partially, for any purpose.

************************************** This message is from ENTREP which is sponsored by the Entrepreneurship Division of the <st1:place w:st="on"><st1:placetype w:st="on">Academy</st1:placetype> of <st1:placename w:st="on">Management</st1:placename></st1:place>. Please do not post messages with attached files. Commercial messages or spammed messages are not allowed on the list. The use of auto-responder "out-of-office" messages may also lead to your removal from the list. You can manage your subscription options, including joining or leaving the list here: http://aomlists.pace.edu/scripts/wa.exe?SUBED1=entrep&A=1 If you have questions or need help, please contact Dr. John Bunch jbunch@benedictine.edu. Ventures HO!

************************************** This message is from ENTREP which is sponsored by the Entrepreneurship Division of the <st1:place w:st="on"><st1:placetype w:st="on">Academy</st1:placetype> of <st1:placename w:st="on">Management</st1:placename></st1:place>. Please do not post messages with attached files. Commercial messages or spammed messages are not allowed on the list. The use of auto-responder "out-of-office" messages may also lead to your removal from the list. You can manage your subscription options, including joining or leaving the list here: http://aomlists.pace.edu/scripts/wa.exe?SUBED1=entrep&A=1 If you have questions or need help, please contact Dr. John Bunch jbunch@benedictine.edu. Ventures HO!

The statistics that stand the test of time are the "birth-failures" reported by the U.C. Small Business Administration. The newest report for 2005 results follows: www.sba.gov/advo/research/sb_econ2006.pdf This just supports the case for entrepreneurial training for each major evolutionary milestone from creative idea to 1^st order to infrastructure and team building to management of finances and market expansion ...... Curricula must be modified to go beyond the business plan for start-up.

Your profiles appear to address this need.

Jack Savidge

UCSD

jsavidge@ucsd.edu

That's why I never believed in the figure of the lonely entrepreneur. For me, entrepreneurship is always collective, because it is very difficult to find the complete entrepreneur: good in having ideas, developing it, analysis the viability and establish a successful business from an invention. Normally, what we can find in successful stories is a good idea generated by the class of entrepreneur which could be considered the creative one.

A second entrepreneurial profile, the planner or the administrator, takes this idea and develop it to check its viability. He is the one who writes the business plan (which normally the creative guy has no patience nor knowledge to do) and finally a third one, the executor entrepreneur, takes the business plan and the prototype and transform them into a business. The executor entrepreneur is normally focused on results, needs to make things happen, while not necessarily the creative and the planner have the 'hands on' skills.

A good entrepreneurial project, so, demands the three profiles (among others) and those rarely come into the same person.

Definitely being a creative person only does not make you a real entrepreneur. This is a very common confusion in the field I also try to mitigate.

Dick,

Inventors, indeed, are few as new venture entrepreneurs. Their very nature is one of liking the distraction of new ideas – when starting a venture requires, to do it right, 110% focus. The tragic event is when the inventor perceives being  the entrepreneur to build a company around the idea, not relinquishing any responsibility to anyone. Result – the idea loses it's potential as the inventor will most likely not make it happen; the inventor loses because they are constrained by the venture's demands and can not move to the next idea; and society loses as both the idea and inventor are blocked from going forward. Less creative entrepreneurs need to "hang around" inventors, establish trust, be non-creatively threatening, and persuasive that together each one's skill can grow something beneficial to all.

Jack Savidge

One often finds many "creative" individuals among inventors, but there seems to be few inventor-entrepreneurs.  While this is not an empty set, I have found it to be sparsely populated.  Entrepreneurs often join with an inventor, but in most of these cases, the inventor plays a "technology advisor's" role.

Dick Teach

Ricardo,

May I comment that creativity is not a necessary quality to become an entrepreneur. Being creative and starting a business, however, do require risk tolerant characteristics. There is a tool that does measure risk tolerance versus risk aversion called the "Kirton Adaption – Innovation Inventory" found at  www.kaicentre.com/  While the main use of the testing is to identify individuals to create balanced teams, a particular practitioner Idea Connections Systems -  www.innovating.com/ser_instruments.html  - has measured the risk characteristics of entrepreneurs for more than twenty years to derive a rich data base against which to compare "new entrepreneurs."

In a business context the creative idea is but the 1^st step toward a viable enterprise. One person may be creative but lack the characteristics to covert that idea into a potentially valuable innovation – requiring reduction to practice, feasibility and demonstrability. It is rare the same individual can both invent/create and innovate much less move to the next process step of development, business planning and commercialization. Creating equals high risk (one fails far more than succeeds), innovating equals discipline or less risk. Knowing what we are looking for at which evolutionary stage in the birth of enterprise leads to selecting the proper measuring tools.

Good luck,

Jack Savidge

Deputy Director

The von Liebig Center

Univ. of California, San Diego

jsavidge@ucsd.edu

Those any one has an instrument to measure creativity in the entrepreneur?

Not the innovation in the business, but the creativity in the person.

Best regards

Ing. Ricardo Bolaños Barrera (ricardob@itesm.mx)
Director de la Incubadora de Empresas
División de Posgrados e Investigacion
Tecnológico de Monterrey, Campus Estado de México

Teléfono: (5255) 5864.5555 extensión 3464
Fax: (5255) 5864.5779
enlace-intercampus: 80.236.3464,
http://www.itesm.mx

El contenido de este mensaje de datos no se considera oferta, propuesta o acuerdo, sino hasta que sea confirmado en documento por escrito que contenga la firma autógrafa del apoderado legal del ITESM. El contenido de este mensaje de datos es confidencial y se entiende dirigido y para uso exclusivo del destinatario, por lo que no podrá distribuirse y/o difundirse por ningún medio sin la previa autorización del emisor original. Si usted no es el destinatario, se le prohíbe su utilización total o parcial para cualquier fin.

The content of this data transmission must not be considered an offer, proposal, understanding or agreement unless it is confirmed in a document signed by a legal representative of ITESM. The content of this data transmission is confidential and is intended to be delivered only to the addressees. Therefore, it shall not be distributed and/or disclosed through any means without the authorization of the original sender. If you are not the addressee, you are forbidden from using it, either totally or partially, for any purpose.

************************************** This message is from ENTREP which is sponsored by the Entrepreneurship Division of the Academy of Management. Please do not post messages with attached files. Commercial messages or spammed messages are not allowed on the list. The use of auto-responder "out-of-office" messages may also lead to your removal from the list. You can manage your subscription options, including joining or leaving the list here: http://aomlists.pace.edu/scripts/wa.exe?SUBED1=entrep&A=1 If you have questions or need help, please contact Dr. John Bunch jbunch@benedictine.edu. Ventures HO!

************************************** This message is from ENTREP which is sponsored by the Entrepreneurship Division of the Academy of Management. Please do not post messages with attached files. Commercial messages or spammed messages are not allowed on the list. The use of auto-responder "out-of-office" messages may also lead to your removal from the list. You can manage your subscription options, including joining or leaving the list here: http://aomlists.pace.edu/scripts/wa.exe?SUBED1=entrep&A=1 If you have questions or need help, please contact Dr. John Bunch jbunch@benedictine.edu. Ventures HO!

************************************** This message is from ENTREP which is sponsored by the Entrepreneurship Division of the Academy of Management. Please do not post messages with attached files. Commercial messages or spammed messages are not allowed on the list. The use of auto-responder "out-of-office" messages may also lead to your removal from the list. You can manage your subscription options, including joining or leaving the list here: http://aomlists.pace.edu/scripts/wa.exe?SUBED1=entrep&A=1 If you have questions or need help, please contact Dr. John Bunch jbunch@benedictine.edu. Ventures HO!

Note that I reply to the whole forum list as your comments are very central to this discussion.

We must consider why venture capitalists or corporate sponsors invest in the potential of a new business. It starts with the passion of an individual who has seized an idea, reshaped with by risk-taking thinking and their rudimentary construction of an imagined commercial outcome. That individual, the entrepreneur, is the "we can do it" catalyst attractant of team people, money, urgency and persistence that, perhaps, will cause the launch of a new initiative. The conclusion that teams perform better during the development phase is correct. Nothing, however, begins as the output of team.  

Internal corporate venturing has be dissected in several books chronicling success and failure. As a former expert assisting very large companies to cope with the disruptive environment caused by internal ventures, the lessons learned are that internal entrepreneurs and their nascent initiatives must be nurtured to protect them from the corporate immune system whose purpose is destroy foreign bodies of the status quo. It is the zeal of the founder/entrepreneur that urges forward motion at great personal risk. Corporate venturing mentors and political advocates are the key to successful internal venturing.

Jack Savidge

Deputy Director, The vonLiebig Center

Univ. of Cal., San Diego     

jsavidge@ucsd.edu

We have done research on crossfuncational teams in new product development, on entrepreneurial teams, and on key roles in innovation management

From this research on high-tech start-ups we know that - in the average - entrepreneurial teams perform better than single founders that financial, controlling and marketing competences become more important during the development of the firm
and that innovations in large firms are usually not done by single inventors, but by teams of informal alliances of champions or promotors as they are called in Germany, and we have empirically analysed power promotors (executives), process promotors, market promotors (b2b-relationship promotors), expert promotors and technological gatekeepers, these persons are usually linked by social networks which are quite stable

best regards
hans georg gemünden

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The statistics that stand the test of time are the "birth-failures" reported by the U.C. Small Business Administration. The newest report for 2005 results follows: www.sba.gov/advo/research/sb_econ2006.pdf This just supports the case for entrepreneurial training for each major evolutionary milestone from creative idea to 1^st order to infrastructure and team building to management of finances and market expansion ...... Curricula must be modified to go beyond the business plan for start-up.
 
Your profiles appear to address this need.
 
Jack Savidge
UCSD
jsavidge@ucsd.edu
 
 
From: Marcos Hashimoto [ mailto:MarcosH@ibmec.br]
Sent: Thursday, December 07, 2006 4:44 AM
To: 'Jack Savidge'; 'ENTREP@AOMLISTS.PACE.EDU'
Subject: Collective entrepreneurship
 
That's why I never believed in the figure of the lonely entrepreneur. For me, entrepreneurship is always collective, because it is very difficult to find the complete entrepreneur: good in having ideas, developing it, analysis the viability and establish a successful business from an invention. Normally, what we can find in successful stories is a good idea generated by the class of entrepreneur which could be considered the creative one.
 
A second entrepreneurial profile, the planner or the administrator, takes this idea and develop it to check its viability. He is the one who writes the business plan (which normally the creative guy has no patience nor knowledge to do) and finally a third one, the executor entrepreneur, takes the business plan and the prototype and transform them into a business. The executor entrepreneur is normally focused on results, needs to make things happen, while not necessarily the creative and the planner have the 'hands on' skills.
 
A good entrepreneurial project, so, demands the three profiles (among others) and those rarely come into the same person.
 
Definitely being a creative person only does not make you a real entrepreneur. This is a very common confusion in the field I also try to mitigate.
 


Marcos Hashimoto
( (5511) 4504-2300 - Ext 2713
1 Entrepreneurship Center

* MarcosH@isp.edu.br
www.ibmecsp.edu.br
Quatá st, 300 - Vila Olimpia - SP
 

De: Entrepreneurship Division Listserv [ mailto:ENTREP@AOMLISTS.PACE.EDU] Em nome de Jack Savidge
Enviada em: terça-feira, 5 de dezembro de 2006 18:41
Para: ENTREP@AOMLISTS.PACE.EDU
Assunto: Re: [ENTREP] How to measure creativity in entrepreneurs
 
Dick,
 
Inventors, indeed, are few as new venture entrepreneurs. Their very nature is one of liking the distraction of new ideas – when starting a venture requires, to do it right, 110% focus. The tragic event is when the inventor perceives being  the entrepreneur to build a company around the idea, not relinquishing any responsibility to anyone. Result – the idea loses it's potential as the inventor will most likely not make it happen; the inventor loses because they are constrained by the venture's demands and can not move to the next idea; and society loses as both the idea and inventor are blocked from going forward. Less creative entrepreneurs need to "hang around" inventors, establish trust, be non-creatively threatening, and persuasive that together each one's skill can grow something beneficial to all.
 
Jack Savidge
 
From: Teach, Richard [ mailto:Richard.Teach@mgt.gatech.edu]
Sent: Tuesday, December 05, 2006 11:14 AM
To: Jack Savidge; ENTREP@AOMLISTS.PACE.EDU
Subject: RE: [ENTREP] How to measure creativity in entrepreneurs
 
One often finds many "creative" individuals among inventors, but there seems to be few inventor-entrepreneurs.  While this is not an empty set, I have found it to be sparsely populated.  Entrepreneurs often join with an inventor, but in most of these cases, the inventor plays a "technology advisor's" role.
Dick Teach
 

From: Entrepreneurship Division Listserv [ mailto:ENTREP@AOMLISTS.PACE.EDU] On Behalf Of Jack Savidge
Sent: Thursday, November 30, 2006 11:47 PM
To: ENTREP@AOMLISTS.PACE.EDU
Subject: Re: [ENTREP] How to measure creativity in entrepreneurs
 
Ricardo,
 
May I comment that creativity is not a necessary quality to become an entrepreneur. Being creative and starting a business, however, do require risk tolerant characteristics. There is a tool that does measure risk tolerance versus risk aversion called the "Kirton Adaption – Innovation Inventory" found at  www.kaicentre.com/  While the main use of the testing is to identify individuals to create balanced teams, a particular practitioner Idea Connections Systems -  www.innovating.com/ser_instruments.html  - has measured the risk characteristics of entrepreneurs for more than twenty years to derive a rich data base against which to compare "new entrepreneurs."
 
In a business context the creative idea is but the 1^st step toward a viable enterprise. One person may be creative but lack the characteristics to covert that idea into a potentially valuable innovation – requiring reduction to practice, feasibility and demonstrability. It is rare the same individual can both invent/create and innovate much less move to the next process step of development, business planning and commercialization. Creating equals high risk (one fails far more than succeeds), innovating equals discipline or less risk. Knowing what we are looking for at which evolutionary stage in the birth of enterprise leads to selecting the proper measuring tools.
 
Good luck,
 
Jack Savidge
Deputy Director
The von Liebig Center
Univ. of California, San Diego
jsavidge@ucsd.edu
 
 
From: Entrepreneurship Division Listserv [ mailto:ENTREP@AOMLISTS.PACE.EDU] On Behalf Of Ricardo Jesús Bolaños Barrera
Sent: Wednesday, November 29, 2006 9:13 AM
To: ENTREP@AOMLISTS.PACE.EDU
Subject: [ENTREP] How to measure creativity in entrepreneurs
 
Those any one has an instrument to measure creativity in the entrepreneur?
 
Not the innovation in the business, but the creativity in the person.
 
Best regards

Ing. Ricardo Bolaños Barrera (ricardob@itesm.mx)
Director de la Incubadora de Empresas
División de Posgrados e Investigacion
Tecnológico de Monterrey, Campus Estado de México


Teléfono: (5255) 5864.5555 extensión 3464
Fax: (5255) 5864.5779
enlace-intercampus: 80.236.3464,
http://www.itesm.mx

El contenido de este mensaje de datos no se considera oferta, propuesta o acuerdo, sino hasta que sea confirmado en documento por escrito que contenga la firma autógrafa del apoderado legal del ITESM. El contenido de este mensaje de datos es confidencial y se entiende dirigido y para uso exclusivo del destinatario, por lo que no podrá distribuirse y/o difundirse por ningún medio sin la previa autorización del emisor original. Si usted no es el destinatario, se le prohíbe su utilización total o parcial para cualquier fin.

The content of this data transmission must not be considered an offer, proposal, understanding or agreement unless it is confirmed in a document signed by a legal representative of ITESM. The content of this data transmission is confidential and is intended to be delivered only to the addressees. Therefore, it shall not be distributed and/or disclosed through any means without the authorization of the original sender. If you are not the addressee, you are forbidden from using it, either totally or partially, for any purpose.
 
************************************** This message is from ENTREP which is sponsored by the Entrepreneurship Division of the Academy of Management. Please do not post messages with attached files. Commercial messages or spammed messages are not allowed on the list. The use of auto-responder "out-of-office" messages may also lead to your removal from the list. You can manage your subscription options, including joining or leaving the list here: http://aomlists.pace.edu/scripts/wa.exe?SUBED1=entrep&A=1 If you have questions or need help, please contact Dr. John Bunch jbunch@benedictine.edu. Ventures HO!
************************************** This message is from ENTREP which is sponsored by the Entrepreneurship Division of the Academy of Management. Please do not post messages with attached files. Commercial messages or spammed messages are not allowed on the list. The use of auto-responder "out-of-office" messages may also lead to your removal from the list. You can manage your subscription options, including joining or leaving the list here: http://aomlists.pace.edu/scripts/wa.exe?SUBED1=entrep&A=1 If you have questions or need help, please contact Dr. John Bunch jbunch@benedictine.edu. Ventures HO!
************************************** This message is from ENTREP which is sponsored by the Entrepreneurship Division of the Academy of Management. Please do not post messages with attached files. Commercial messages or spammed messages are not allowed on the list. The use of auto-responder "out-of-office" messages may also lead to your removal from the list. You can manage your subscription options, including joining or leaving the list here: http://aomlists.pace.edu/scripts/wa.exe?SUBED1=entrep&A=1 If you have questions or need help, please contact Dr. John Bunch jbunch@benedictine.edu. Ventures HO!
************************************** This message is from ENTREP which is sponsored by the Entrepreneurship Division of the Academy of Management. Please do not post messages with attached files. Commercial messages or spammed messages are not allowed on the list. The use of auto-responder "out-of-office" messages may also lead to your removal from the list. You can manage your subscription options, including joining or leaving the list here: http://aomlists.pace.edu/scripts/wa.exe?SUBED1=entrep&A=1
If you have questions or need help, please contact Dr. John Bunch jbunch@benedictine.edu. Ventures HO!

==================================================
Prof. Dr. Hans Georg Gemünden, Berlin University of Technology
Chair of Technology and Innovation Management
Strasse des 17 Juni 135, H71, 10623 Berlin
phone:           ++ 49 30/314-26 090
fax:                 ++ 49-30/314-26 089

e-mail: hans.gemuenden@tim.tu-berlin.de
http://www.tim.tu-berlin.de/

Prof. Dr. Hans Georg Gemünden, TU Berlin
Fakultaet VIII Wirtschaft und Management
Institut für Technologie und Management
Lehrstuhl für Technologie- und Innovationsmanagement
Strasse des 17 Juni 135, H71, 10623 Berlin
==================================================