Dr Shai Vyakarnam<br />Entrepreneurship: Presentation to Family businesses in the diamond industry<br />
Introduction<br /><ul><li>Quick introduction to entrepreneurship</li></ul>Helicopter view of diamond industry<br /><ul><li...
Concluding remarks</li></li></ul><li>My Landscape<br />
Born or Made – Can it be taught?<br />Entrepreneurs are nor born they are killed<br />It is a process – It can be learned<...
Lack of Belief – No it cannot<br />Entrepreneurs are risk Takers.... And this cannot be taught!<br />Nonsense...<br />They...
World Economic Forum Report – 2009 definitions.<br />Entrepreneur		 > 	Individual<br />Entrepreneurship	 	> 	Process<br />...
Entrepreneurial Intensity – Measure of Corporate Entrepreneurship<br />High<br />Apple<br />Procter and Gamble<br />Bell L...
To foster an enterprise culture and learn how to set up entrepreneurship education programmes: Buy the book!<br />
Your Landscape<br />
Industry structure – as I understand it<br />Mining<br />DeBeers<br />Al Rosa<br />BHP<br />Angola<br />DRC<br />Zimbabwe<...
Background<br />Manufacture is getting increasingly innovative<br />Economic climate has impact<br />Family businesses - s...
Learning from elsewhere...Ideas and practical suggestions..opportunities for entrepreneurship<br />
	1. Move along value chain2. Improve within your space on 			value chain3. Take out competition<br />Sightholders<br />Man...
THE CASE OF CIRQUE DU SOLEIL<br />Courtesy S Ansari<br />Page 14<br />
Types of circuses<br />BIG TOP - Tents<br />STATE CIRCUS WITH PERMANENT BUILDINGS<br />MULTIPLE SHOW ARENAS<br />ANIMALS<b...
Cirque de Soleil<br />Cirque du Soleil, the surreal circus company currently playing at the Royal Albert Hall in London, i...
Redefining field boundaries<br />OPERA  AND THEATRE<br />CIRCUS<br />CIRQUE<br />DU SOLEIL<br />
The field of Circus: Competitive features, services and benefits.Cirque took a view of eliminating, reducing raising and c...
You have to sell something to someone to make a living!!!<br />Strategic clarity<br />Gold Winnie the Pooh<br />Markets/<b...
Fostering a culture of entrepreneurship:<br />What are you like now? And what do you want it to be?<br />Some levers for c...
Concluding remarks<br />Separating entrepreneurship from management is a fatal distinction<br />Opportunities for <br /><u...
Incremental and creative shifts in strategy
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Shai vyakarnam entrepreneurship

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This short presentation was made at a convention of Diamantaires, seeking to present the idea of entrepreneurship, understand their context and provide a couple of tools from business school content for the delegates as a takeaway. Their businesses are mostly family run - although they are $mn and $bn businesses. We have much to learn from them - they are quite quiet.

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Shai vyakarnam entrepreneurship

  1. 1. Dr Shai Vyakarnam<br />Entrepreneurship: Presentation to Family businesses in the diamond industry<br />
  2. 2. Introduction<br /><ul><li>Quick introduction to entrepreneurship</li></ul>Helicopter view of diamond industry<br /><ul><li>Two forms of entrepreneurial changes:</li></ul>Redefining boundaries – example of Cirque Du Soleil<br />Incremental changes – using the Product/Market matrix <br /><ul><li>To implement change will also require a change of culture: introduction to the culture web tool by Johnson and Scholes – levers that can be used to help manage strategic change
  3. 3. Concluding remarks</li></li></ul><li>My Landscape<br />
  4. 4. Born or Made – Can it be taught?<br />Entrepreneurs are nor born they are killed<br />It is a process – It can be learned<br />
  5. 5. Lack of Belief – No it cannot<br />Entrepreneurs are risk Takers.... And this cannot be taught!<br />Nonsense...<br />They tolerate risk and uncertainty....<br />
  6. 6. World Economic Forum Report – 2009 definitions.<br />Entrepreneur > Individual<br />Entrepreneurship > Process<br />Entrepreneurial > Mindset<br />Entrepreneurial Ecosystem > Role of Society<br />Wilson, Vyakarnam.et al..<br />
  7. 7. Entrepreneurial Intensity – Measure of Corporate Entrepreneurship<br />High<br />Apple<br />Procter and Gamble<br />Bell Labs<br />Frequency of<br />Entrepreneurship<br />(number of events)<br />3M<br />Tata<br />Nucor Steel<br />Wendys<br />Low<br />Degree of entrepreneurship<br />Innovativeness, risk taking and<br />proactiveness<br />Low<br />High<br />Original by Covin and Slevin<br />
  8. 8. To foster an enterprise culture and learn how to set up entrepreneurship education programmes: Buy the book!<br />
  9. 9. Your Landscape<br />
  10. 10. Industry structure – as I understand it<br />Mining<br />DeBeers<br />Al Rosa<br />BHP<br />Angola<br />DRC<br />Zimbabwe<br />Sorting, DTC<br />Sort to price points<br />80% rev = 20% of biggest stones<br />Sightholders<br />Rough – Trade on<br />Break bulk by region<br />Manufacture<br />Increasingly dynamic and innovative<br />Dominated by India..plus Israel and NY<br />Wholesale<br />Consumer<br />Retail<br />Big Players<br />Smaller players<br />Inspired by Michael Porter<br />
  11. 11. Background<br />Manufacture is getting increasingly innovative<br />Economic climate has impact<br />Family businesses - succession<br />Consumer perceptions<br />Markets are moving to Asia – different needs<br />Inventory - security<br />Retail – at the sharp end – is sales driven<br /> And Yet...<br />Volatile speculation<br />Celebrate $$$$ or Acquisition of customers?<br />
  12. 12. Learning from elsewhere...Ideas and practical suggestions..opportunities for entrepreneurship<br />
  13. 13. 1. Move along value chain2. Improve within your space on value chain3. Take out competition<br />Sightholders<br />Manufacture<br />Wholesale<br />Retail<br />
  14. 14. THE CASE OF CIRQUE DU SOLEIL<br />Courtesy S Ansari<br />Page 14<br />
  15. 15. Types of circuses<br />BIG TOP - Tents<br />STATE CIRCUS WITH PERMANENT BUILDINGS<br />MULTIPLE SHOW ARENAS<br />ANIMALS<br />SMALL REGIONAL – FAMILY SHOWS<br />
  16. 16. Cirque de Soleil<br />Cirque du Soleil, the surreal circus company currently playing at the Royal Albert Hall in London, is expecting record profits of $250m (£156m) on revenue of $1bn this year, according to its founder, Guy Laliberté. Independent – January 2011<br />Original courtesy S Ansari<br />
  17. 17. Redefining field boundaries<br />OPERA AND THEATRE<br />CIRCUS<br />CIRQUE<br />DU SOLEIL<br />
  18. 18. The field of Circus: Competitive features, services and benefits.Cirque took a view of eliminating, reducing raising and creating differentiators from its main competition<br />Eliminate<br />Reduce<br />Raise<br />Create<br />High<br />Offering level<br />Low<br />Original courtesy S Ansari<br />
  19. 19. You have to sell something to someone to make a living!!!<br />Strategic clarity<br />Gold Winnie the Pooh<br />Markets/<br />Customers<br />diamantaires<br />(Rosy Blue)<br />existing<br />new<br />Products/Services<br />Modelled on: Igor Ansoff, Corporate Strategy<br />Vyakarnam and Leppard: Marketing Action Plan<br />
  20. 20. Fostering a culture of entrepreneurship:<br />What are you like now? And what do you want it to be?<br />Some levers for change<br />Symbols<br />People and culture<br />Stories<br />Systems<br />Overall Culture<br />Strategy<br />Rituals<br />Structure<br />Family business<br />Or<br />Business Family<br />Johnson and Scholes<br />
  21. 21. Concluding remarks<br />Separating entrepreneurship from management is a fatal distinction<br />Opportunities for <br /><ul><li>bold sweeping change/challenge to the industry
  22. 22. Incremental and creative shifts in strategy
  23. 23. And for changes to the culture and engagement of people in the business</li></ul>It comes down to belief, intent and leadership<br />
  24. 24. s.vyakarnam@jbs.cam.ac.uk<br />www.cfel.jbs.cam.ac.uk<br />
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