The document summarizes a presentation on whether expanding women's self-employment is a good thing. It notes that while self-employment can provide flexibility, it often results in poorer financial returns than employment and lacks welfare benefits. Women's self-employment tends to be in crowded, lower-margin sectors and many enter it out of necessity rather than opportunity. Pursuing both domestic and work responsibilities constrains business performance. Expanding women's self-employment should not be assumed to be universally positive without considering structural barriers they face.
This document describes a study that examines the relationship between small business leaders' individual resilience and the likelihood that their firm plans for adversity. The study analyzes data on 901 small businesses in London and Frankfurt. It finds that individual resilience positively predicts resilience planning for firms in London but not Frankfurt. It also finds some differences in these relationships for female business leaders compared to males. The implications are that national context and gender affect the link between individual leader resilience and firm resilience planning. Further research is needed to understand regulatory or cultural factors influencing the different results between cities.
This document summarizes a presentation on entrepreneurial ecosystems and growth-oriented entrepreneurship. It discusses how ecosystems emerge over time based on preexisting place assets, incubator organizations that spur spin-offs, and trigger events. Successful spin-offs attract talent and spur the development of specialized service providers and institutions, creating a self-reinforcing ecosystem. Policymakers can help conditions but cannot force an ecosystem; it is better to build on existing clusters.
10.b. murray govt as risk capital provider revOECD CFE
The document discusses challenges with public/private venture capital programs within entrepreneurial ecosystems. It notes that while an entrepreneurial ecosystem perspective is useful, it also increases complexity and requires integrated policy approaches. It then provides observations on venture capital programs, including that governments need to build expertise to design effective programs, that experienced investment managers are critical, and that programs need sufficient scale. It also notes that both public and private interests must be balanced for the programs to be sustainable and achieve their objectives.
This document discusses the impacts of COVID-19 on innovation and R&D activities among small and medium enterprises (SMEs) in the UK. It finds that innovation activities have fallen sharply due to constraints from the pandemic and SMEs prioritizing other spending over long-term innovation investments. While some constraints may ease, recovery is expected to be slow over 5 years and uneven across sectors and regions. The document recommends policy focus on supporting collaborative innovation to share risks and costs; building innovation ecosystems; targeting support to sectors most impacted; and means testing interventions to maximize impact.
8. meijaard, brouwer and van der veen open and less open networksOECD CFE
1) The document analyzes entrepreneurial ecosystems at the macro, meso, and micro levels in the Netherlands.
2) It discusses frameworks for benchmarking conditions that support fast-growth firms, such as income tax rates and access to financing in the short term and attitudes toward entrepreneurship and smaller government in the long term.
3) The document presents a case study of the LED lighting ecosystem in the Netherlands, which involves around 260 SMEs collaborating and competing to develop innovative LED lighting products and share knowledge through a network supported by the government.
I was in Midrand today, amongst many Organisation Design & Development Practitioners. This is what I shared with them.
http://www.intelligencetransferc.co.za/conferences/3rd-annual-organisational-design-development/
Review of PWYP mission, membership and priorities
Presentation of “Publishing What We Learned” report – historical perspective on PWYP
Henry Parham, The Elders
Winning the Talent Game in an Increasingly Competitive MarketplaceTrefoil Group
The document discusses the importance of talent marketing for manufacturers facing increasing competition for skilled workers. It notes that while the need for talent marketing is clear, most manufacturers do not have robust talent acquisition programs. It emphasizes that whoever wins the war for talent wins the game. The document provides recommendations for how manufacturers can improve their talent marketing, including defining what sets their company apart, building a strong brand, focusing on culture, using various marketing channels like social media and PR, being involved in the local community, and retaining employees once hired.
This document describes a study that examines the relationship between small business leaders' individual resilience and the likelihood that their firm plans for adversity. The study analyzes data on 901 small businesses in London and Frankfurt. It finds that individual resilience positively predicts resilience planning for firms in London but not Frankfurt. It also finds some differences in these relationships for female business leaders compared to males. The implications are that national context and gender affect the link between individual leader resilience and firm resilience planning. Further research is needed to understand regulatory or cultural factors influencing the different results between cities.
This document summarizes a presentation on entrepreneurial ecosystems and growth-oriented entrepreneurship. It discusses how ecosystems emerge over time based on preexisting place assets, incubator organizations that spur spin-offs, and trigger events. Successful spin-offs attract talent and spur the development of specialized service providers and institutions, creating a self-reinforcing ecosystem. Policymakers can help conditions but cannot force an ecosystem; it is better to build on existing clusters.
10.b. murray govt as risk capital provider revOECD CFE
The document discusses challenges with public/private venture capital programs within entrepreneurial ecosystems. It notes that while an entrepreneurial ecosystem perspective is useful, it also increases complexity and requires integrated policy approaches. It then provides observations on venture capital programs, including that governments need to build expertise to design effective programs, that experienced investment managers are critical, and that programs need sufficient scale. It also notes that both public and private interests must be balanced for the programs to be sustainable and achieve their objectives.
This document discusses the impacts of COVID-19 on innovation and R&D activities among small and medium enterprises (SMEs) in the UK. It finds that innovation activities have fallen sharply due to constraints from the pandemic and SMEs prioritizing other spending over long-term innovation investments. While some constraints may ease, recovery is expected to be slow over 5 years and uneven across sectors and regions. The document recommends policy focus on supporting collaborative innovation to share risks and costs; building innovation ecosystems; targeting support to sectors most impacted; and means testing interventions to maximize impact.
8. meijaard, brouwer and van der veen open and less open networksOECD CFE
1) The document analyzes entrepreneurial ecosystems at the macro, meso, and micro levels in the Netherlands.
2) It discusses frameworks for benchmarking conditions that support fast-growth firms, such as income tax rates and access to financing in the short term and attitudes toward entrepreneurship and smaller government in the long term.
3) The document presents a case study of the LED lighting ecosystem in the Netherlands, which involves around 260 SMEs collaborating and competing to develop innovative LED lighting products and share knowledge through a network supported by the government.
I was in Midrand today, amongst many Organisation Design & Development Practitioners. This is what I shared with them.
http://www.intelligencetransferc.co.za/conferences/3rd-annual-organisational-design-development/
Review of PWYP mission, membership and priorities
Presentation of “Publishing What We Learned” report – historical perspective on PWYP
Henry Parham, The Elders
Winning the Talent Game in an Increasingly Competitive MarketplaceTrefoil Group
The document discusses the importance of talent marketing for manufacturers facing increasing competition for skilled workers. It notes that while the need for talent marketing is clear, most manufacturers do not have robust talent acquisition programs. It emphasizes that whoever wins the war for talent wins the game. The document provides recommendations for how manufacturers can improve their talent marketing, including defining what sets their company apart, building a strong brand, focusing on culture, using various marketing channels like social media and PR, being involved in the local community, and retaining employees once hired.
3. napier supporting ecosystems for young scalable firmsOECD CFE
Glenda Napier presented on supporting ecosystems for young scalable firms at an OECD meeting. She outlined that while entrepreneurship has increased, most firms remain small. Successful ecosystems include serial entrepreneurs, risk capital, knowledge institutions, and dealmakers that provide added value. Policy should shift from checking framework conditions to facilitating collaboration between conditions and ecosystem actors. Recommendations include developing sector and geography specific ecosystems, engaging key players like serial entrepreneurs, and integrating ecosystem and cluster policies.
4. ebdrup understanding and benchmarking ecosystemsOECD CFE
This document discusses company startups and job creation in Denmark and the US. It finds that new companies account for 9% of employment in Denmark, but 25% in the US. It then analyzes the Danish biotech ecosystem, finding it is one of the largest in Europe but still smaller than leading US clusters. Interviews highlight that the Danish biotech sector benefited from access to venture capital and experienced professionals leaving large companies. The document concludes that strong innovation ecosystems can develop intentionally when large anchor companies and successful entrepreneurs reinvest in the region.
7. stam entrepreneurial ecosystem in the nthlOECD CFE
This document summarizes a presentation by Prof. Dr. Erik Stam on entrepreneurial ecosystems in the Netherlands. It reflects shifts toward an entrepreneurial economy and complexity economics. An entrepreneurial ecosystem involves agents exploring and exploiting opportunities for new value creation. The Netherlands has experienced amazing entrepreneurship growth since 1987, but this is paradoxical as it mostly involves solo self-employment and mediocre growth-oriented entrepreneurship. There are likely multiple entrepreneurial systems in the Netherlands at the regional, sectoral, and corporate levels, with various systemic causes and consequences.
This document summarizes the findings of PwC's 2014 family business survey, which interviewed 99 family businesses in Ireland. The key findings are:
1. Irish family businesses are more confident about future growth, with 63% growing in the last year and 86% aiming to grow in the next 5 years.
2. Priorities for family businesses are achieving growth, professionalizing the business, and diversifying, while maintaining family and community values.
3. There is increased focus on professionalism, innovation, skills, and international expansion to drive growth. Succession planning and formalizing family governance are also priorities.
4. International sales make up 25% of revenues currently but are expected to rise to
women in leadership, the family business advantageEric Chua, 蔡金兴
This document summarizes a survey of 525 of the world's largest family businesses from 21 global markets. The key findings were:
1) Family businesses have higher rates of women in leadership positions than global averages, with an average of 22% of top management roles and over half having at least one woman on the board.
2) Family businesses emphasize long-term sustainability over short-term goals, which helps break down biases over time and allows more women to rise into leadership. Having more women in leadership is also correlated with higher growth targets.
3) An inclusive culture where the interests of family and employees are balanced creates an environment where women thrive. Activities like next-generation preparation, family business branding,
This document summarizes a survey of 525 of the world's largest family businesses from 21 global markets. Some key findings from the survey include:
- Women make up on average 22% of the top management teams and 16% of board members of family businesses, which is higher than global averages.
- Family businesses have on average 5 women in C-suite positions and are grooming 4 women for top leadership roles.
- 41% of family businesses report growing female family member interest in joining the business in recent years.
- 70% of family businesses are considering a woman for their next CEO.
The document argues that family businesses' emphasis on long-term thinking, role models, and inclusive environments make them more
Executive interviews for workforce development professionalsColleen LaRose
Workforce development has not yet fully embraced the power of executive interviews. By organizing interviews with local CEO's, workforce investment boards could coordinate information that local colleges, economic develop;ment and their own business representatives are collecting by using a shared database and all asking the same questions so that logical comparisons can be made and follow-up with the employer can be planned in a logical way.
1. The document discusses strategic planning for economic development organizations. It provides guidance on developing a strategic plan including conducting research, identifying priorities and goals, developing strategies and actions, and establishing performance measures.
2. Key components of the strategic planning process covered include conducting a SWOT analysis, developing a vision and goals, prioritizing issues, selecting strategic initiatives, and outlining implementation steps.
3. The presentation emphasizes that an effective strategic plan must be based on research, address identified priorities and problems, and include accountability through measurable outcomes.
This document outlines the process for conducting a human rights impact assessment for BHP Billiton, a mining company. It discusses conducting a country risk assessment, compliance assessment against international standards, and impact/risk assessment through stakeholder engagement. Key findings include medium risk and impact levels. The proposed human rights management plan includes appointing resources, training, awareness campaigns, monitoring processes, reporting, and integrating human rights across company relationships and operations.
This document discusses challenges related to corporate social responsibility (CSR) from a legal and corporate governance perspective. It notes that while corporate governance research has focused on linking good governance to financial performance, there are increasing expectations for businesses to address social concerns. However, most investors do not yet systematically factor environmental, social and governance issues into investment decisions. It argues that as social issues become subject to international standards and domestic legislation, corporate governance needs to bridge the divide between financial and social objectives. Moving forward, greater collaboration is needed between businesses, governments and academics to help companies both create value for shareholders and stakeholders and prevent adverse impacts.
TCIOceania16 Fostering Innovation, Ecosystems and EntrepreneurshipTCI Network
The document discusses fostering innovation, ecosystems, and entrepreneurship. It begins by looking at how clusters and entrepreneurship are linked, and defines an entrepreneurial ecosystem as a set of interconnected entrepreneurial actors, organizations, institutions, and processes. It then examines the case study of Adelaide, Australia's entrepreneurial ecosystem by mapping its components and categories of support. Research on 43 entrepreneurs in the ecosystem found most were in service sectors and valued community and networking supports the most. The document concludes by proposing a model for evaluating entrepreneurial ecosystems based on relevance, accessibility, strength, and continuity of support.
Application of business tools to achieve social objectives and challenges has been in the spotlight when discussing social entrepreneurship. Seforis is a multidisciplinary project that combines insights from social businesses, policy makers and scholars with cutting-edge academic research to build robust and novel evidence on social entrepreneurship.
Impact investment is a strategy to align the power of private markets to the social and environmental development needs of society at-large. From 2012-13, the Rockefeller Foundation, through its Impact Investing initiative, funded research in five Sub-Saharan African countries with the aim of understanding the barriers for impact investing across Africa, as well as recommending national policies to encourage the growth of the industry. This report synthesizes the findings of that work, examining the potential of impact investing as a ‘strategy of choice’ for African policymakers.
This document summarizes a meeting of E4 Carolinas, a nonprofit organization focused on promoting economic growth through energy sector collaboration across North and South Carolina. It outlines E4 Carolinas' mission, vision, goals and strategic task forces. It also discusses concepts for achieving collaboration between organizations, including building trust, finding early wins and creating metrics. The document provides examples of how industry clusters form over multiple phases and benefits of city partnership programs, including cost savings, economic development and clear roadmaps.
The document summarizes an ICSA Ireland conference that took place on May 24, 2016. It discusses ICSA celebrating its 125th anniversary in October and its goal of being the leading provider of governance products and services. It also promotes increasing ICSA's public profile and positioning itself for the future. Several speakers are listed including Conor Ryan, Chair of ICSA Ireland Branch, and presentations on cyber security and managing risk and reputation.
This presentation follows on previous (2013,2014,2015) presentations and provides an overview of the latest trends as well insight into the future for social, community investment and development practitioners in South Africa.
Ambitious entrepreneurs need stimulating ecosystems. Dutch partners in regional economics (Ministry of Economic Affairs, Economic Board Utrecht, Utrecht University) now explore the Dutch entrepreneurial ecosystem. Erik Stam (Utrecht University) explains the paradox between the large number of self-employed Dutch start-ups and the lack of growth.
11.b. valtonen financing and accelerators for hg fs in finland_revOECD CFE
The document discusses Finland's government policies for financing high-growth firms. It aims to bring continuity to capital markets through a 1 billion euro fund. It also uses business accelerators called Vigo Accelerators, which are private companies run by experienced entrepreneurs that offer funding, expertise, and networks to support potential startups. The goal is to increase the number of successful growing companies and develop the entrepreneurial ecosystem through combining public and private funding with the expertise of serial entrepreneurs.
The document discusses a project in the Netherlands where 30 cultural organizations came together to benchmark their fundraising effectiveness and share best practices. A key challenge was comparing organizations of different types and sizes. The project creator developed a process that uses ratios to anonymously compare each organization's fundraising performance to others. Participating organizations receive reports on their relative strengths and weaknesses, allowing them to improve their fundraising over time. Four years later, individual donations to the group have increased 152%, demonstrating the value of the collaborative benchmarking approach.
Presented during Tshikululu's first Serious Social Investing workshop, which took place on 25 and 26 February 2010. Sarah Morrison (client relationship manager, Tshikululu Social Investments) discusses strategy in corporate social investment.
Analyzing Female Entrepreneurship in A Global Context- The Challenges And The...iosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
Women, Barriers and Authentic Truths for Building a BusinessStephanie Breedlove
Entrepreneurs are the revolutionizers of the economy, and experts think the future of American entrepreneurship is in the hands of women. Yet new female entrepreneurs have fallen from 43.7% of total in 1997 to 36.8% in 2015. Women-owned firms generate only 3.8% of U.S. revenue and employ 6.2% of workers. 1.8% of their firms have revenue over $1M, and the percent has remained steady since 2000.
Why aren’t women starting and building growth businesses? Join Ingrid Vanderveldt and Stephanie Breedlove for a session filled with research and transparent insights of the barriers facing entrepreneurial women, the benefits of change for society and the economy, and how in the world to get there.
3. napier supporting ecosystems for young scalable firmsOECD CFE
Glenda Napier presented on supporting ecosystems for young scalable firms at an OECD meeting. She outlined that while entrepreneurship has increased, most firms remain small. Successful ecosystems include serial entrepreneurs, risk capital, knowledge institutions, and dealmakers that provide added value. Policy should shift from checking framework conditions to facilitating collaboration between conditions and ecosystem actors. Recommendations include developing sector and geography specific ecosystems, engaging key players like serial entrepreneurs, and integrating ecosystem and cluster policies.
4. ebdrup understanding and benchmarking ecosystemsOECD CFE
This document discusses company startups and job creation in Denmark and the US. It finds that new companies account for 9% of employment in Denmark, but 25% in the US. It then analyzes the Danish biotech ecosystem, finding it is one of the largest in Europe but still smaller than leading US clusters. Interviews highlight that the Danish biotech sector benefited from access to venture capital and experienced professionals leaving large companies. The document concludes that strong innovation ecosystems can develop intentionally when large anchor companies and successful entrepreneurs reinvest in the region.
7. stam entrepreneurial ecosystem in the nthlOECD CFE
This document summarizes a presentation by Prof. Dr. Erik Stam on entrepreneurial ecosystems in the Netherlands. It reflects shifts toward an entrepreneurial economy and complexity economics. An entrepreneurial ecosystem involves agents exploring and exploiting opportunities for new value creation. The Netherlands has experienced amazing entrepreneurship growth since 1987, but this is paradoxical as it mostly involves solo self-employment and mediocre growth-oriented entrepreneurship. There are likely multiple entrepreneurial systems in the Netherlands at the regional, sectoral, and corporate levels, with various systemic causes and consequences.
This document summarizes the findings of PwC's 2014 family business survey, which interviewed 99 family businesses in Ireland. The key findings are:
1. Irish family businesses are more confident about future growth, with 63% growing in the last year and 86% aiming to grow in the next 5 years.
2. Priorities for family businesses are achieving growth, professionalizing the business, and diversifying, while maintaining family and community values.
3. There is increased focus on professionalism, innovation, skills, and international expansion to drive growth. Succession planning and formalizing family governance are also priorities.
4. International sales make up 25% of revenues currently but are expected to rise to
women in leadership, the family business advantageEric Chua, 蔡金兴
This document summarizes a survey of 525 of the world's largest family businesses from 21 global markets. The key findings were:
1) Family businesses have higher rates of women in leadership positions than global averages, with an average of 22% of top management roles and over half having at least one woman on the board.
2) Family businesses emphasize long-term sustainability over short-term goals, which helps break down biases over time and allows more women to rise into leadership. Having more women in leadership is also correlated with higher growth targets.
3) An inclusive culture where the interests of family and employees are balanced creates an environment where women thrive. Activities like next-generation preparation, family business branding,
This document summarizes a survey of 525 of the world's largest family businesses from 21 global markets. Some key findings from the survey include:
- Women make up on average 22% of the top management teams and 16% of board members of family businesses, which is higher than global averages.
- Family businesses have on average 5 women in C-suite positions and are grooming 4 women for top leadership roles.
- 41% of family businesses report growing female family member interest in joining the business in recent years.
- 70% of family businesses are considering a woman for their next CEO.
The document argues that family businesses' emphasis on long-term thinking, role models, and inclusive environments make them more
Executive interviews for workforce development professionalsColleen LaRose
Workforce development has not yet fully embraced the power of executive interviews. By organizing interviews with local CEO's, workforce investment boards could coordinate information that local colleges, economic develop;ment and their own business representatives are collecting by using a shared database and all asking the same questions so that logical comparisons can be made and follow-up with the employer can be planned in a logical way.
1. The document discusses strategic planning for economic development organizations. It provides guidance on developing a strategic plan including conducting research, identifying priorities and goals, developing strategies and actions, and establishing performance measures.
2. Key components of the strategic planning process covered include conducting a SWOT analysis, developing a vision and goals, prioritizing issues, selecting strategic initiatives, and outlining implementation steps.
3. The presentation emphasizes that an effective strategic plan must be based on research, address identified priorities and problems, and include accountability through measurable outcomes.
This document outlines the process for conducting a human rights impact assessment for BHP Billiton, a mining company. It discusses conducting a country risk assessment, compliance assessment against international standards, and impact/risk assessment through stakeholder engagement. Key findings include medium risk and impact levels. The proposed human rights management plan includes appointing resources, training, awareness campaigns, monitoring processes, reporting, and integrating human rights across company relationships and operations.
This document discusses challenges related to corporate social responsibility (CSR) from a legal and corporate governance perspective. It notes that while corporate governance research has focused on linking good governance to financial performance, there are increasing expectations for businesses to address social concerns. However, most investors do not yet systematically factor environmental, social and governance issues into investment decisions. It argues that as social issues become subject to international standards and domestic legislation, corporate governance needs to bridge the divide between financial and social objectives. Moving forward, greater collaboration is needed between businesses, governments and academics to help companies both create value for shareholders and stakeholders and prevent adverse impacts.
TCIOceania16 Fostering Innovation, Ecosystems and EntrepreneurshipTCI Network
The document discusses fostering innovation, ecosystems, and entrepreneurship. It begins by looking at how clusters and entrepreneurship are linked, and defines an entrepreneurial ecosystem as a set of interconnected entrepreneurial actors, organizations, institutions, and processes. It then examines the case study of Adelaide, Australia's entrepreneurial ecosystem by mapping its components and categories of support. Research on 43 entrepreneurs in the ecosystem found most were in service sectors and valued community and networking supports the most. The document concludes by proposing a model for evaluating entrepreneurial ecosystems based on relevance, accessibility, strength, and continuity of support.
Application of business tools to achieve social objectives and challenges has been in the spotlight when discussing social entrepreneurship. Seforis is a multidisciplinary project that combines insights from social businesses, policy makers and scholars with cutting-edge academic research to build robust and novel evidence on social entrepreneurship.
Impact investment is a strategy to align the power of private markets to the social and environmental development needs of society at-large. From 2012-13, the Rockefeller Foundation, through its Impact Investing initiative, funded research in five Sub-Saharan African countries with the aim of understanding the barriers for impact investing across Africa, as well as recommending national policies to encourage the growth of the industry. This report synthesizes the findings of that work, examining the potential of impact investing as a ‘strategy of choice’ for African policymakers.
This document summarizes a meeting of E4 Carolinas, a nonprofit organization focused on promoting economic growth through energy sector collaboration across North and South Carolina. It outlines E4 Carolinas' mission, vision, goals and strategic task forces. It also discusses concepts for achieving collaboration between organizations, including building trust, finding early wins and creating metrics. The document provides examples of how industry clusters form over multiple phases and benefits of city partnership programs, including cost savings, economic development and clear roadmaps.
The document summarizes an ICSA Ireland conference that took place on May 24, 2016. It discusses ICSA celebrating its 125th anniversary in October and its goal of being the leading provider of governance products and services. It also promotes increasing ICSA's public profile and positioning itself for the future. Several speakers are listed including Conor Ryan, Chair of ICSA Ireland Branch, and presentations on cyber security and managing risk and reputation.
This presentation follows on previous (2013,2014,2015) presentations and provides an overview of the latest trends as well insight into the future for social, community investment and development practitioners in South Africa.
Ambitious entrepreneurs need stimulating ecosystems. Dutch partners in regional economics (Ministry of Economic Affairs, Economic Board Utrecht, Utrecht University) now explore the Dutch entrepreneurial ecosystem. Erik Stam (Utrecht University) explains the paradox between the large number of self-employed Dutch start-ups and the lack of growth.
11.b. valtonen financing and accelerators for hg fs in finland_revOECD CFE
The document discusses Finland's government policies for financing high-growth firms. It aims to bring continuity to capital markets through a 1 billion euro fund. It also uses business accelerators called Vigo Accelerators, which are private companies run by experienced entrepreneurs that offer funding, expertise, and networks to support potential startups. The goal is to increase the number of successful growing companies and develop the entrepreneurial ecosystem through combining public and private funding with the expertise of serial entrepreneurs.
The document discusses a project in the Netherlands where 30 cultural organizations came together to benchmark their fundraising effectiveness and share best practices. A key challenge was comparing organizations of different types and sizes. The project creator developed a process that uses ratios to anonymously compare each organization's fundraising performance to others. Participating organizations receive reports on their relative strengths and weaknesses, allowing them to improve their fundraising over time. Four years later, individual donations to the group have increased 152%, demonstrating the value of the collaborative benchmarking approach.
Presented during Tshikululu's first Serious Social Investing workshop, which took place on 25 and 26 February 2010. Sarah Morrison (client relationship manager, Tshikululu Social Investments) discusses strategy in corporate social investment.
Analyzing Female Entrepreneurship in A Global Context- The Challenges And The...iosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
Women, Barriers and Authentic Truths for Building a BusinessStephanie Breedlove
Entrepreneurs are the revolutionizers of the economy, and experts think the future of American entrepreneurship is in the hands of women. Yet new female entrepreneurs have fallen from 43.7% of total in 1997 to 36.8% in 2015. Women-owned firms generate only 3.8% of U.S. revenue and employ 6.2% of workers. 1.8% of their firms have revenue over $1M, and the percent has remained steady since 2000.
Why aren’t women starting and building growth businesses? Join Ingrid Vanderveldt and Stephanie Breedlove for a session filled with research and transparent insights of the barriers facing entrepreneurial women, the benefits of change for society and the economy, and how in the world to get there.
This document discusses women in leadership and what established businesses can learn from women-owned businesses. It finds that women are increasingly leaving corporate jobs to start their own businesses. Women-owned businesses are succeeding and account for significant economic output. However, established businesses are still failing to get more women into senior leadership roles, despite evidence that mixed gender leadership benefits business performance. Through interviews with over 35 senior women, the document identifies some key lessons for established businesses. These include the need to change organizational culture and structures to be more flexible, collaborative and accommodating of women's leadership styles and lives outside of work in order to retain female talent.
The Value of Women is our report on the financial case for investing in companies with women in senior management and Board positions. It also examines the importance of philanthropy focused on providing opportunity for women to impact their communities.
Investment in women is highly impactful. It is a key indicator for higher investment performance for investors.
This document summarizes existing literature on gender discrimination faced by female entrepreneurs and conducts an analysis of the TV show Shark Tank. The literature review finds that female entrepreneurs face disadvantages in accessing capital, networks, and are often limited to "feminine" industries. A content analysis of Shark Tank episodes found that while the show aims to help entrepreneurs, the sharks interact differently with entrepreneurs based on gender - frequently questioning female entrepreneurs' commitment more than males. The analysis suggests Shark Tank both advocates for female empowerment but also reinforces traditional gender roles.
Having a gender diverse workplace benefits businesses in several ways:
1) It helps address skills shortages as women now make up a large portion of the college-educated workforce.
2) Diverse organizations will be better able to attract and engage millennial employees, who value diversity and flexible work environments.
3) Gender diversity at leadership levels allows companies to better understand different customer demographics and make better decisions.
Having a gender diverse workplace benefits businesses in several ways:
1) It helps address skills shortages as women now make up a large portion of the college-educated workforce.
2) Diverse organizations will be better able to attract and engage millennial employees, who value diversity and flexible work environments.
3) Gender diversity at leadership levels allows companies to better understand different customer demographics and make better decisions.
This paper seeks to explore the barriers that women entrepreneurs face in developing countries, with a focus on how cultural practices and limited access to finance impact female entrepreneurship. The paper reviews 13 articles on the topic. Evidence from the literature shows that cultural practices in developing countries significantly hinder women from pursuing entrepreneurship by limiting their roles. Women also have lower financial literacy and face barriers to accessing financial resources. Key challenges for women entrepreneurs include lack of training in business skills and access to mentoring. To address these issues, the paper recommends developing legal protections for female-owned businesses, providing training programs, and creating dedicated credit facilities for women entrepreneurs.
This document summarizes research on women in leadership roles in the financial services industry globally. It finds that while the representation of women on boards and executive committees has grown over time, the rate of progress remains slow. Female representation varies significantly between countries and sectors. The research also finds that women in financial services are more likely than their peers in other industries to leave their jobs mid-career, suggesting they face a "mid-career conflict" where the costs of continued advancement seem too high. Addressing issues like flexible work options, family support, promotion transparency and unconscious biases will be necessary to retain more women in the industry long-term.
This document summarizes a tool kit for credit union leaders on supporting women entrepreneurs. It discusses:
1) Research and a pilot project conducted from 2011-2013 on challenges women entrepreneurs face in growing their businesses.
2) Nine key lessons learned around how women are less likely than men to expand their businesses due to various barriers.
3) The benefits of using a "gender lens" and "impact investing" to help women access capital, work in equitable workplaces, and obtain suitable financial products and services to grow their businesses.
The document discusses promoting opportunities for women in finance. It begins by outlining government initiatives to promote women, including a women's business council and new policies around parental leave and childcare costs. It notes that more needs to be done to get more women into senior roles and boardrooms. Brenda Trenowden, President of the City Women Network, encourages young women to consider careers in finance and banking, noting the industry has become more diverse and there are more senior female role models, though more progress is still needed in achieving gender balance at senior levels.
Financial Institutions – It is possible to retain and grow female talent. Mark Freed
The business case clearly demonstrates that gender diversity in financial services is good for boards, good for management, good for business, good for the economy and the right thing to do.
So why do so many businesses allow valuable female talent to slip through their fingers?
In this report we explore what the Big Four consultancies (Accenture, Deloitte, EY and PWC) are saying and doing about investing in women, and how we at E2W are reversing the trend and growing and retaining female talent for the financial sector.
The role of women entrepreneurship in economic growth and problems and prospectsRANI REENA
women empowerment, women entrepreneurship, economic growth of India, problems facing by women entrepreneurs, government schemes for women entrepreneurs,The women consist of around 49.6% (Source: UN, World Population Prospects: The 2017 Revision. New York: United Nations) of global population. Women Entrepreneurship plays a very important role in the development of any nation. The Women entrepreneurship leads to the creation of capital as well led to the generation of many social benefits. However, entrepreneurship is not so popular and common in the developing nations like India. Women entrepreneurs create new jobs for themselves and others and by being different also provide society with different solutions to management, organization and business problems as well as to the exploitation of entrepreneurial opportunities Therefore, sometime will be spent on what needs to be done in order to attain improved and more reliable estimates on the impact of entrepreneurship and in particular women’s entrepreneurship, on economic development. However, they still represent a minority of all entrepreneurs. Through this study, we have tried to throw some lights on problems and opportunities for women in the area of entrepreneurship. One of the important dimensions of inclusive growth is women’s direct participation in nation’s progress.
Problems Faced by Women Entrepreneurs With Special Reference to the Thane Dis...ijtsrd
Womens entrepreneurship is a relatively new phenomenon that is slowly developing as society becomes more aware of the duties, responsibilities, and economic status of women in general and the family in particular. A woman entrepreneur is a person who takes on difficult responsibilities in order to fulfil her personal wants and achieve financial independence. Many women possess this quality, but because they were never given the chance to show off their skills, they are unaware of their true potential. Starting and running a business is extremely risky and challenging for women business owners because, historically, women in Indian society have always been seen as inferior to men. This has changed as womens educational levels have increased and as society has become more aware of the importance of women in society. By engaging in a variety of professions and services, women have been effective in escaping the confines of their homes. In terms of business savvy, women entrepreneurs have demonstrated parity with their male colleagues, and they are emerging as intelligent and innovative businesspeople. The economies of practically all nations are seeing significant growth in the number of women owned companies. With increased awareness of womens roles and economic standing in society, the latent entrepreneurial potentials of women have slowly changed. Women are increasingly entering the business world for a variety of reasons, chief among them being skill, expertise, and adaptability. Women Entrepreneur refers to a person who takes on demanding roles in order to meet her own requirements and achieve financial independence. Despite the fact that the government has organised women into several associations, they are not yet prepared to start their own business. Women are less inclined to create businesses than men are because of unwarranted fears, a lack of motivation, and certain types of activities. This paper attempts to look into the issues and difficulties that women business owners in Thane District encounter. Surabhi Gupta | Prof. Dr. S. B. Sawant "Problems Faced by Women Entrepreneurs: With Special Reference to the Thane District" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-2 , April 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd54025.pdf Paper URL: https://www.ijtsrd.com.com/humanities-and-the-arts/social-science/54025/problems-faced-by-women-entrepreneurs-with-special-reference-to-the-thane-district/surabhi-gupta
Problems Faced by Women Entrepreneurs With Special Reference to the Thane Dis...ijtsrd
Womens entrepreneurship is a relatively new phenomenon that is slowly developing as society becomes more aware of the duties, responsibilities, and economic status of women in general and the family in particular. A woman entrepreneur is a person who takes on difficult responsibilities in order to fulfil her personal wants and achieve financial independence. Many women possess this quality, but because they were never given the chance to show off their skills, they are unaware of their true potential. Starting and running a business is extremely risky and challenging for women business owners because, historically, women in Indian society have always been seen as inferior to men. This has changed as womens educational levels have increased and as society has become more aware of the importance of women in society. By engaging in a variety of professions and services, women have been effective in escaping the confines of their homes. In terms of business savvy, women entrepreneurs have demonstrated parity with their male colleagues, and they are emerging as intelligent and innovative businesspeople. The economies of practically all nations are seeing significant growth in the number of women owned companies. With increased awareness of womens roles and economic standing in society, the latent entrepreneurial potentials of women have slowly changed. Women are increasingly entering the business world for a variety of reasons, chief among them being skill, expertise, and adaptability. Women Entrepreneur refers to a person who takes on demanding roles in order to meet her own requirements and achieve financial independence. Despite the fact that the government has organised women into several associations, they are not yet prepared to start their own business. Women are less inclined to create businesses than men are because of unwarranted fears, a lack of motivation, and certain types of activities. This paper attempts to look into the issues and difficulties that women business owners in Thane District encounter. Surabhi Gupta | Prof. Dr. S. B. Sawant "Problems Faced by Women Entrepreneurs: With Special Reference to the Thane District" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-2 , April 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd54025.pdf Paper URL: https://www.ijtsrd.com.com/humanities-and-the-arts/social-science/54025/problems-faced-by-women-entrepreneurs-with-special-reference-to-the-thane-district/surabhi-gupta
Global value chains (GVCs) provide significant female employment opportunities. However, women predominantly work in lower tiers of GVCs and face highly unequal and exploitative conditions. They are concentrated in informal, casual jobs with no benefits and face occupational segregation, gender-based discrimination, and lack of career progression. Addressing these challenges through ensuring equal access to skills, resources, technology, and promoting women's empowerment and representation can help maximize the benefits of GVC participation for women.
This document outlines the business case for inclusionary leadership and engaging men as allies in gender diversity efforts. It discusses how a lack of gender diversity, especially in leadership, negatively impacts businesses. Research shows companies with gender-diverse leadership earn higher profits and revenues. The document advocates for making gender partnership a priority and provides solutions like workshops and training programs to educate men and help them become allies. It presents a roadmap for organizations to establish an inclusive culture through leadership commitment, communication, and ensuring sustainability over multiple years.
The document discusses entrepreneurship in Pakistan, focusing on challenges faced by women entrepreneurs. It notes that while women receive education at high rates, few play an active economic role due to social and cultural barriers. Lack of access to capital, training, technology and business networks hampers women's participation. Additionally, early marriage and expectations that women will prioritize family responsibilities over careers contributes to high dropout rates among female students and professionals. The document advocates for improving support systems and changing social attitudes to promote greater social and economic participation of women entrepreneurs in Pakistan.
This document discusses women entrepreneurship in rural India. It begins by defining women entrepreneurs and providing examples of successful women entrepreneurs. It then discusses the growth of women entrepreneurship and social entrepreneurship. It outlines both pull and push factors that motivate women to become entrepreneurs. It also discusses the concept of women entrepreneurship and functions of women entrepreneurs. Finally, it outlines various problems faced by women entrepreneurs in India, such as lack of education, access to financing, social and family barriers, and lack of infrastructure and business skills. It concludes by discussing various government policies and schemes aimed at promoting and supporting women entrepreneurship in India.
Effect of micro finance on performance of women owned enterprisesfredrickaila
The document discusses a study on the effect of microfinance on the performance of women-owned enterprises in Kisumu City, Kenya. The study surveyed 341 women business owners who received microloans. The results showed that microfinancing had a positive effect on the productivity, profitability, and growth of the women-owned enterprises. Specifically, access to credit and training services through microfinance was found to increase business performance. However, the study also noted that the size of loans provided needed to be larger to have a more meaningful impact. Overall, the findings indicated that microfinancing can improve the success of women entrepreneurs when adequate financial and support services are provided.
Similar to What next for Women's Enterprise Policy event presentations master (20)
This document summarizes several presentations from the ERC Research Showcase on February 22nd 2024.
The first presentation identified a small group of UK SMEs called "Productivity Heroes" that have significantly increased turnover, jobs, and productivity at the same time between 2021-2022. The next steps are to track their long-term performance and understand the drivers of their productivity gains through qualitative research.
The second presentation discussed research on UK firms' export decisions. It found customer demand is important at all stages of exporting. Exporting firms make multiple decisions over time to first enter markets, exit and re-enter, and persist in exporting. Support should target firms at different points in their export journey.
The document outlines several projects and partnerships that the ERC will be involved in through 2024. These include projects on export decisions and mindsets, investment mindsets in the UK, mental health and wellbeing in the workplace, entrepreneurship focusing on ethnic minorities, innovation and infrastructure for commercialization in agriculture. The ERC can also help with rapid or systematic literature reviews, collaborative primary research, survey conduct, policy development, capacity building, and convening expert groups.
This document provides a summary of over a decade of research from the Enterprise Research Centre on trends affecting small businesses in the UK. It finds that while the number of small businesses has grown, pressures have increased as well, requiring resilience. Research shows business growth depends on many factors like innovation, finance access, exporting, and management practices. However, many small firms face barriers in these areas. The document reviews research on topics that influence small business growth and productivity such as finance, business support, innovation, and leadership.
This document summarizes research on how UK firms make export decisions. It finds that:
- Customer demand plays a key role in firms' exporting decisions at various stages, though its importance may change over time.
- Exporting decisions are not static - firms change how and why they export as they persist, and new/intermittent exporters may do the same if they continue exporting.
- Multiple internal and external stakeholders, like business connections, influence export decision-making. Support targeted at different firms' export stages could encourage more exporting.
The document discusses research into small businesses in the UK called "Productivity Heroes" - defined as SMEs aged 3+ years that are growing both revenues and headcount, with revenues increasing at a faster rate. Out of over 1 million SMEs in 2021-22, around 8% or 36,298 firms qualified as Productivity Heroes, growing revenue by 196% on average while increasing jobs by 29%. The document recommends focusing policy support on these firms to better understand how to address the UK's productivity problem and long tail of unproductive small businesses. It also plans to track the performance of Productivity Heroes over time and understand the drivers of their productivity gains through future research.
Workplace mental health in England, Ireland and Sweden – a comparative study ...enterpriseresearchcentre
This document summarizes findings from a comparative study of workplace mental health in England, Ireland, and Sweden. It finds significant country-level differences in patterns of mental health-related sickness absence, presenteeism, engagement in mental health initiatives, and adoption of hybrid working models. Swedish firms reported lower impacts of mental health issues on operations despite higher absence rates. They were also more likely to invest in strategic initiatives than training. The implications discussed include how employers can best manage psychological detachment with remote working and address presenteeism issues that may arise.
Rural SMEs, environmental action, and perceived opportunities - Kevin Moleenterpriseresearchcentre
- Rural small businesses are more likely than urban ones to consider the environment when making decisions and take steps to reduce their environmental impact. However, very few measure their greenhouse gas emissions.
- Most rural businesses see opportunities around health/well-being and environmental/green products and services, though perceive constraints like cost and lack of expertise.
- Those seeing themselves well-placed to capitalize on opportunities are more likely to invest in areas like the environment, new products, and training, but challenges around housing, transport and broadband remain.
Firms’ response to climate change and digital technologies – insights from an...enterpriseresearchcentre
This study aims to explore the relationships between digital technologies, climate adaptation and mitigation efforts, and firm productivity using survey data from over 25,000 firms across Europe and the US. The results show that more digitally advanced firms are more likely to undertake both climate adaptation and mitigation simultaneously, and do so at a higher intensity. However, climate adaptation efforts remain low overall. The relationships between digital technologies and climate responses are also shaped by firms' perceptions of climate change impacts and transition risks/opportunities. The findings provide evidence that digital technologies can help firms better recognize needs and opportunities for climate action and intensify their engagement in adaptation and mitigation.
This document summarizes the key points from an ERC Research Showcase event. It discusses several areas of current research being highlighted, including trade, climate change and digital technologies, rural SMEs and environmental action, and workplace mental health. Specifically, it outlines a study on firms' responses to climate change and digital technologies that aims to explore the relationships between the digital and net-zero transitions and their implications for firm productivity through an international comparative analysis. The study involves examining underlying conditions and enablers that influence the twin transition and productivity.
The causal effect of strategic human resource management systems on firm inno...enterpriseresearchcentre
This document summarizes a study examining the causal effect of strategic human resource management systems on firm innovation in the UK. The study uses data from the UK Innovation Survey merged with the UK Employer Skills Survey from 2012-2019. Logit estimations and marginal effects are used to analyze the impact of human capital enhancing, motivation enabling, and opportunity enabling HR systems on product, process, and organization innovation. The results suggest HR systems can positively impact innovation, though the effects are contingent on firm characteristics like industry and size. Manufacturing firms see benefits for organization innovation, while services firms see some benefits. Small firms benefit for process and organization innovation. The study contributes to limited research on how HR impacts innovation.
Firm-level decisions on productivity-enhancing investments Rapid literature r...enterpriseresearchcentre
1. The document reviews literature on firm-level decisions regarding productivity-enhancing investments. It finds heterogeneity in how different firm characteristics, contexts, markets, and structures influence investment decisions.
2. Investment decisions are contextual, influenced by external factors, the type of investment, financial constraints, investment objectives, and past investment history, both individually and combined.
3. Studies show different effects on tangible versus intangible investments, and potential combinations of the two. However, few examine who specifically makes investment decisions and what influences them.
4. Relatively little literature indicates that improving productivity is firms' primary investment goal.
This document summarizes key findings from the Longitudinal Small Business Survey (LSBS) for 2022. It provides data on various metrics like employment levels, turnover, profitability, innovation, exporting, access to finance, and obstacles faced by small businesses over multiple years. It shows trends like a decline in employment increases during the pandemic, followed by recovery. Innovation rates fell in 2020 but have since recovered. Exporting levels declined slightly each year. Risk appetite for external finance has decreased somewhat. Growth expectations and actual growth have improved since 2021. Training and innovation are consistently linked to better outcomes, while evidence is less clear for other activities.
Slide deck from the ERC _ IFB event held at the Shard on March 2nd 2023
This conference focussed on the theme of new frontiers in family business research. Researchers, decision makers, and family business practitioners came together to discuss current themes and challenges in the family business research field and practice, and to explore new priorities and avenues for research in 2023 and beyond.
This document summarizes presentations from the ERC Research Showcase on January 26th, 2023. It discusses three main topics:
1) Workplace mental health and well-being, including findings from employer surveys that show increases in mental health-related absence and presenteeism since the pandemic, and line manager experiences managing mental health issues.
2) The "Managing Minds" intervention, an online training for line managers to prevent work-related stress, which showed improvements in manager competencies and employee well-being.
3) Understanding and engaging rural businesses, including research on clusters of rural firms, coping strategies during the pandemic, and the importance of engagement to share knowledge and foster innovation in rural
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Unlock the full potential of the MECE (Mutually Exclusive, Collectively Exhaustive) Principle with this comprehensive PowerPoint deck. Designed to enhance your analytical skills and strategic decision-making, this presentation guides you through the fundamental concepts, advanced techniques, and practical applications of the MECE framework, ensuring you can apply it effectively in various business contexts.
The MECE Principle, developed by Barbara Minto, an ex-consultant at McKinsey, is a foundational tool for structured thinking. Minto is also renowned for the Minto Pyramid Principle, which emphasizes the importance of logical structuring in writing and presenting ideas. This presentation includes a clear explanation of the MECE principle and its significance. It offers a detailed exploration of MECE concepts and categories, highlighting how to create mutually exclusive and collectively exhaustive segments. You will learn to combine MECE with other powerful business frameworks like SWOT, Porter's Five Forces, and BCG Matrix. Discover sophisticated methods for applying MECE in complex scenarios and enhancing your problem-solving abilities. The deck also provides a step-by-step guide to performing thorough and structured MECE analyses, ensuring no aspect is overlooked. Insider tips are included to help you avoid common mistakes and optimize your MECE applications.
The presentation features illustrative examples from various industries to show MECE in action, providing practical insights and inspiration. It includes engaging group activities designed for the practice of the MECE principle, fostering collaborative learning and application. Key takeaways and success factors for mastering the MECE principle and applying it in your professional work are also covered.
The MECE Principle presentation is meticulously designed to provide you with all the tools and knowledge you need to master the MECE principle. Whether you're a business analyst, manager, or strategist, this presentation will empower you to deliver insightful and actionable analysis, drive better decision-making, and achieve outstanding results.
LEARNING OBJECTIVES:
1. Understand the MECE Principle
2. Improve Analytical Skills
3. Apply MECE Framework
4. Enhance Decision-Making
5. Optimize Resource Allocation
6. Facilitate Strategic Planning
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
63662490260Kalyan chart, satta matta matka 143, satta matka jodi fix , matka boss OTC 420, Indian Satta, India matka, matka ank, spbossmatka, online satta matka game play, live satta matka results, fix fix fix satta namber, free satta matka games, Kalyan matka jodi chart, Kalyan weekly final anl matka 420
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
AI Transformation Playbook: Thinking AI-First for Your Business
What next for Women's Enterprise Policy event presentations master
1. What Next for Women’s
Enterprise Policy?
March 12th 2020
#ERCWomenInEnterprise
2. Welcome & Introductions
Dr Vicki Belt , ERC
Professor Julia Rouse , Manchester Metropolitan University
#ERCWomenInEnterprise
3. Is time up for the hero male entrepreneur?
A review of enterprise discourse
and its effects
Dr Sally Jones Manchester Metropolitan University
#ERCWomenInEnterprise
4. Is Time Up for the Hero
Male Entrepreneur?
• Dr Lorna Treanor, University of Nottingham
• Dr Sally Jones, Manchester Metropolitan University
• Professor Susan Marlow, University of Birmingham
State of the Art
Review
A Review of Enterprise Discourse and its Effects
9. How does gender shape entrepreneurial
resources and practices?
Professor Julia Rouse , Manchester Metropolitan University
#ERCWomenInEnterprise
10. How Does Gender Shape
Entrepreneurial Resources and
Practice?
Prof Julia Rouse – Manchester Metropolitan University
11. If entrepreneurship is combining resources to
create goods and services for profitable trade,
what are the gender differences in the ownership
and command of resources that creates the
startling gender gap in entrepreneurship?
How do these stubborn resource differences arise
from male privilege (rather than women’s
individual failures) and suggest policy failure?
12. Human Capital: the ‘know how’ needed to run
a particular business
Girls and women are doing better than boys/men in education, but:
• Occupational training is still highly sex segregated and male
tradesmen earn more than tradeswomen
• Higher education does not necessarily cause entrepreneurship
(wrong skills mix, subject/entrepreneurship stereotyping, job
competition)
• Particular action needed to include girls/women in digital skills
13. Financial capital
• Access to finance: start with less, struggle for 2nd/3rd stage finance
• Personal/family investment/borrowing: women more dependent
• Bank lending: historically women received less and got worse terms
even in equivalent businesses
• New evidence: algorithms and lenders’ post-recession risk aversion are more
favourable to women
• But other gender relations mean many women-led businesses are not in high
potential sectors (so women’s ‘risk aversion’ is rational)
• Angel investment and venture capital: gender discrimination
• Women more dependent on a close relationship to the lender and to being
capable in tech to overcome stereotype bias… so on overcoming other
gendered barriers before they can impress funders!
14. Social Capital: a person’s ability to extract resources
from people they know or able to get to know
• Women have more close networks
• Lower access to distant/specialist networks and particularly high-growth networks
• BAME women face particular exclusion
• Gender differences arise from:
• Men’s behaviour; masculine network structures; feminine norms and roles
• Women-only networks
• Promote bonding
• Fail to supply bridging capital & protect mainstream networks from challenge
• Enterprise ecosystems exist to enable connections between stakeholders
• Widespread failure to support women to form better networks
• Including failure to create rich team-based enterprises
15. Labour Capital: capacity to draw on labour (own and
others) to apply resources to trading goods & services
Time and space of entrepreneur practice limited by feminised domestic and care
responsibilities
• Particularly in motherhood but also possibly in relation to elder and disability care
• Hopes for ‘work-life balance’ often only realised by working non-stop
• Male partners give limited free labour to women-led businesses
• Working from home makes women’s entrepreneurial labour constantly up for
negotiation
Failure in Enterprise Ecosystems
• No public support to free women from domestic work
• Limited understanding of how child and elder care provision serves women business
owners
• Low recognition of domestic/care responsibility barriers in enterprise programmes
• Poor understanding of how enterprise services should synchronise with women’s
time/space restrictions to increase access
16. What do we know about ethnic & migrant
women entrepreneurs?
Professor Haya Al Dajani (MBS College, Saudi Arabia)
Professor Natalia Vershinina (Audencia University, France)
#ERCWomenInEnterprise
17. What Do We Know About Ethnic and Migrant
Women Entrepreneurs? A Review of Evidence
Haya Al-Dajani (Mohammad Bin Salman College for Business and Entrepreneurship)
Natalia Vershinina (Audencia Business School)
Maria Villares-Varela (University of Southampton)
March 12, 2020
18. Introduction
• BAME enterprises contribute approximately £25-£32
billion per annum to the UK economy
• One in seven new start-ups are initiated by BAME and
migrants in the UK
• BAME and migrant women own and lead
approximately 14 per cent of women led ventures in
the UK
• We assume that BAME and migrant entrepreneurs are
a homogenous group of men and women who face
similar and gender neutral constraints and enablers
for entrepreneurial activity. The reality is different
………….
19. Key Issues
• Enterprise as an Unsafe Safety
• Discrimination and Resource Constraints
• The Ethnic and Migrant Family Business
Shield
22. Is expanding women’s self-employment
a good thing?
Dr Angela Martinez-Dy (Loughborough University)
#ERCWomenInEnterprise
23. IS EXPANDING WOMEN’S SELF-EMPLOYMENT
A GOOD THING? A STATE OF THE ART REVIEW
DR ANGELA MARTINEZ DY (LOUGHBOROUGH UNIVERSITY LONDON), DR DILANI JAYAWARNA (UNIVERSITY OF LIVERPOOL), PROFESSOR
SUSAN MARLOW (UNIVERSITY OF BIRMINGHAM). 12 MARCH 2020
24. PRESENTATION SUMMARY
Academic, policy and popular discourse on the topic adopt the generic presumption that entrepreneurship is a desirable
career choice for women and that society will benefit if more women become entrepreneurs
Self-employment (SE) can create new time pressures and generate poorer returns than employment, without the protection of
welfare benefits such as paid ante-natal support, extended paid maternity leave, and subsidised childcare
The constrained performance of many women-owned firms is not necessarily due to women’s entrepreneurial propensity or
competency, but broad based socio-economic structural inequality
While women should be encouraged and enabled to enact their entrepreneurial propensity, and many do create successful
and sustainable ventures, the evidence indicates that the ‘more is better’ thesis is the wrong approach.
25. SELF-EMPLOYMENT SINCE THE CRISIS
2008 2015 2019
Since 2010, self-employment has
accounted for around a third of
employment growth (Tatomir, 2015)
– part-time in particular (Wales and
Agyiri, 2016)
From 2008-2015, women
represented 58% (377,000) of
650,000 new entrants to part
time self employment (Watson
and Pearson, 2016)
Self-employment by women of colour is
disproportionally increasing (Jayawarna et
al., 2019).
Black and Asian women were particularly
affected by austerity policies reducing
employment opportunities, especially
public sector (Neitzert and Stephenson,
2016; Emejulu and Bassel, 2015)
26. STRUCTURAL TRENDS PROMPT INCREASE IN WOMEN’S SE
Despite extensive policy and support directives to expand women’s share of self employment in
the UK (Ahl and Marlow, 2019), it was relatively stable from the 1990s until 2010
Structural trends have prompted this expansion (McAdam, 2013)
job losses caused by austerity
increase in women’s retirement age (Watson and Pearson, 2016)
Universal Credit Welfare reforms (Rabindrakumar, 2014)
More female single parents entering precarious necessity SE (Rabindrakumar, 2014)
Single mothers 25% more likely to become self-employed than single fathers (Jayawarna et al., 2019)
Zero-hours and gig economy SE increasing in traditionally female dominated sectors and those
that prior to austerity were under the remit of the public sector, including caring and cleaning
(Citizens Advice, 2015; Watson and Pearson, 2016).
27. CHARACTERISTICS OF SE WOMEN AND THEIR FIRMS
Women are more likely to:
enter SE with higher levels of human capital, at a later age than men
utilise entrepreneurial activity as a stop-gap between employment disrupted by caring demands or
discrimination (Jayawarna et al., 2019)
have younger firms with a shorter tenure
Firms owned by women tend to be:
concentrated in crowded, lower-margin ‘feminised’ sectors (health, caring, community and social
activities)
micro and home based ventures (FSB, 2016)
representing less than 25% of business in the five most productive sectors
81% have fewer than five employees (Rose, 2019)
Need to challenge ‘deficit model’
(Ahl and Marlow, 2012)
28. PECUNIARY AND NON-PECUNIARY BENEFITS
Financial Returns
When weighted with hours of work invested, financial returns to SE are lower than those to employment
Gender exacerbates this differential, with self-employed women experiencing notable income penalties
particularly for those working part-time from home (Yuen et al., 2018)
Flexibility and ‘Greedy Institutions’
Families and business ventures are ‘greedy institutions’ (Lin and Burgard, 2018).
The pursuit of flexibility, often presented as key non-pecuniary benefit of SE, demands a notable trade off in terms of
income and time.
Also evident for part-time employment – but this offers more stability and access to benefits (Du Rivage, 2018)
Prioritising domestic demands compromises returns from enterprise, whilst constraining growth intentions and capability
(Jayawarna et al., 2014; 2019)
Prioritising the firm generates work-life conflict and undermines the flexibility rationale for SE (McGowan et al., 2012).
29. WELFARE BENEFIT PROVISION
Statutory employment rights not available to self-employed: national minimum wage, sick pay,
holiday pay, enhanced maternity benefits and supported flexible working options (Klyver et al,
2013).
The self-employed do not have the same access to welfare benefits, and few invest in adequate
insurance to cover issues such as loss of earnings (Hughes, 2017)
In France, recent welfare policy changes aligning funded maternity leave, unemployment
allocations and pension contributions to self-employed with those of employed workers (Hart, et
al., 2018) have led to a doubling of total entrepreneurship rates between 2017-2018
Women are over-represented in the poorest groups in society whether as single parents or in
older age so, have a higher dependency on welfare benefits; their lack is more detrimental to
them.
Inflexibility of benefit system may encourage informal enterprise (MacInnes et al., 2014)
30. IMPLICATIONS AND KEY MESSAGES
The policy effort to encourage more women to enter self employment assuming that
such expansion is good for women and the economy should be the subject of critical
reflection.
Evidence presented here contests the fundamental assumption that encouraging more
women into SE is universally positive for them and the economy.
Structural constraints mean that fewer women owned firms realise sustainable returns
through growth, whilst claims of flexibility are compromised by balancing time against
performance (Yousafzai, 2018).
The marketing of SE to women as a flexible option which enables greater self-
actualisation should be balanced with a ‘reality check’ regarding the poor prospects for
those entering crowded volatile sectors, operating part-time, or who are sole household
earners
Policies allocating funding to the welfare of the self-employed have been seen to
increase total SE rates.
31. THANK YOU FOR YOUR ATTENTION – QUESTIONS AND COMMENTS?
Ahl, H., & Marlow, S. (2019). Exploring the false promise of entrepreneurship through a postfeminist critique, Human Relations, https://doi.org/10.1177/0018726719848480
Anyadike-Danes, M., Hart, M., & Du, J. (2015), Firm dynamics and job creation in the United Kingdom: 1998–2013.International Small Business Journal,33(1), 12-27.
Citizens Advice (2015) Neither one thing nor the other: how reducing bogus self-employment could benefit workers, business and the Exchequer. Available at:
https://www.citizensadvice.org.uk/Global/CitizensAdvice/Work Publications/Neither one thing nor the other.pdf.
DuRivage, V. L. (2018). New policies for the part-time and contingent workforce. London, Routledge
Emejulu, A. and Bassel, L. (2015) ‘Minority women, austerity and activism’, Race and Class, 57(2), 86–95.
Federation of Small Businesses (2016) Women in Enterprise: The Untapped Potential. Available at: https://www.fsb.org.uk/docs/default-source/fsb-org-uk/fsb-women-in-enterprise-the-
untapped-potentialfebc2bbb4fa86562a286ff0000dc48fe.pdf?sfvrsn=0.
Hart, M., Bonner, K. and Heery, L. (2018) Global Entrepreneurship Monitor 2018 Monitoring Report. Available at: https://www.enterpriseresearch.ac.uk/wp-content/uploads/2019/07/GEM-2018-
Report_final.pdf.
Hughes, C. (2017), The Hidden Cost of Insurance for the Self-Employed: https://www.independent.co.uk/money/spend-save/self-employment-cost-holiday-pay-sick-leave-benefits-
a8019171.html
Jayawarna, D., Martinez Dy, A. and Marlow, S. (2019) ‘Women’s Entrepreneurship – Self Actualisation or Self Harm?’, in 39th Babson College Entrepreneurship Research Conference.
Wellesley, MA, USA.
Joona, P.A. (2018) How does motherhood affect self-employment performance? Small Business Economics. 50, 29-54
Klyver, K., Nielsen, S. L., & Evald, M. R. (2013). Women's self-employment: An act of institutional (dis) integration? A multilevel, cross-country study. Journal of Business Venturing, 28(4), 474-
488.
Lin, K. Y., & Burgard, S. A. (2018). Working, parenting and work-home spillover: Gender differences in the work-home interface across the life course. Advances in life course research, 35, 24-
36
MacInnes, T., Bushe, S., Tinson, A., Born, T. B., & Aldridge, H. (2014). Monitoring poverty and social exclusion 2014. York: Joseph Rowntree Foundation.
McGowan, P., Redeker, C. L., Cooper, S. Y. et al. (2012). Female entrepreneurship and the management of business and domestic roles:. Entrepreneurship & Regional Development, 24(1-2),
53-72.
Neitzert, E. and Stephenson, M.-A. (2016) New research shows that poverty, ethnicity and gender magnify the impact of austerity on BME women, Womens Budget Group. Available at:
https://wbg.org.uk/news/new-research-shows-poverty-ethnicity-gender-magnify-impact-austerity-bme-women/%0Ahttp://files/1727/new-research-shows-poverty-ethnicity-gender-magnify-
impact-austerity-bme-women.html.
Rabindrakumar, S. (2014) Paying the price: The long road to recovery. Available at: http://www.barrowcadbury.org.uk/wp-content/uploads/2014/07/payingtheprice_gingerbread_fullreport.pdf.
Rose, A. (2019) The Alison Rose Review of Female Entrepreneurship. Available at:
https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/784324/RoseReview_Digital_FINAL.PDF.
Stumbitz, B., Lewis, S., & Rouse, J. (2018). Maternity management in SMEs: a transdisciplinary review and research agenda. International Journal of Management Reviews, 20(2), 500-522.
Tatomir, S. (2015) Self-employment: what can we learn from recent developments? Available at: https://www.bankofengland.co.uk/-/media/boe/files/quarterly-bulletin/2015/self-employment-
what-can-we-learn-from-recent-developments.pdf?la=en&hash=96C1AEA6273E02BB85B671DF95519E17BE87A3E9.
Wales, P. and Agyiri, A. (2016) Trends in self-employment in the UK: 2001 to 2015, Office for National Statistics. Available at:
https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/articles/trendsinselfemploymentintheuk/2001to2015.
Watson, E. and Pearson, R. (2016) Here to Stay: Women’s self-employment in a (post) austerity era, Women’s Budget Group. Available at: https://wbg.org.uk/wp-
content/uploads/2015/02/Here_to_stay_selfemployment_Briefing_Mar16.pdf.
Yousafzai, S., Fayolle, A., Lindgreen, A., Henry, C., Saeed, S., & Sheikh, S. (Eds.). (2018). Women Entrepreneurs and the Myth of ‘Underperformance’: A New Look at Women’s
Entrepreneurship Research. Edward Elgar Publishing.
Yuen,W., Sidhu, S., Vassilev,G., et al. (2018). Trends in self-employment in the UK. Retrieved from file:///C:/Users/Admin/Downloads/Trends%20in%20self-
employment%20in%20the%20UK.pdf
33. A review of assumptions underpinning
women’s enterprise policy initiatives
Professor Julia Rouse (Manchester Metropolitan University)
Professor Kiran Trehan (University of York)
#ERCWomenInEnterprise
34. A Review of Assumptions
Underlying Women’s
Enterprise Policy
Prof Julia Rouse – Manchester Metropolitan University
Prof Kiran Trehan – University of York
35. Makeover Approaches: Unleashing Women’s
Entrepreneurial Action?
• Confidence building
• Mentoring
• Role models
• Specialist:
• Networks
• Business support
• Financial advice
36. Critique of the Makeover Approach
1. Camouflages, and fails to address, the social conditions that create
barriers to new venture creation and development for many
women
2. Situates women as ‘in detriment’ compared to men and devalues
feminine trading
37. Where are BAME and migrant women in women’s
enterprise policy?
• Little proper investment to make mainstream enterprise ecosystems
fit for purpose in supporting BAME or migrant women with multiple
barriers to enterprise or for specialist support
• Unrealistic ideas in enterprise programmes and welfare system about
how migrant women can become economically active / independent
via enterprise
39. What is the Real Policy Problem?
(Growth in) Low Quality Self-
Employment
Rapid growth since recession may
reflect a downturn in good work
under austerity
Hopes for work-life balance are often
unrealised (and are a short-term
tactic for coping with exclusion from
employment)
FT employed women earn 76% more
than FT self-employed women
Social Barriers
Occupational segregation: barriers to doing
‘men’s work’ and undervaluing of ‘women’s
work’
Unfair investment and networks
Unfair domestic labour and inadequate
access to child/elder care
Intersecting injustices for BAME women
40. Recommendation: Invest in Diverse Enterprise
Ecosystems
If…
Ecosystems are not contexts that
already exist but multilateral
interdependencies intentionally
created to bring about a value
proposition (Adner, 2018)
Then…
1. Curate much broader
enterprise ecosystems whose
value proposition is to tackle
social barriers, giving women
(i) better resources, and fairer
roles, from which to create
businesses, and (ii) markets
that value their goods and
services fairly.
2. Generate ‘Good Work’ for all
women to create an
opportunity cost to enterprise
that will regulate the quality
of self-employment.
41. The Real Policy Challenges: Good Work &
Enterprise Ecosystems With Broader Conceptions
of What Forms ‘Productivity’
42. Maria Wishart, ERC, Warwick Business School
Supporting disadvantaged
entrepreneurs to build better
business resilience
#ERCWomenInEnterprise
43. Background
• SMEs account for 99% of businesses, 68% of jobs and 58% of value-
added in the European Union (EU, 2017)
• Some groups including females, ethnic minority groups, migrants, the
disabled, and those with low educational attainment are under-
represented in entrepreneurship: more precarious businesses, lower
turnover and survival rates and higher dependent self-employment
& false self-employment (OECD, 2017)
• Entrepreneurship often characterised as an enabler for
disadvantaged individuals in accessing employment, or as a tool to
tackle discrimination and increase social inclusion (e.g., Alvord et al,
2004; De Clercq and Honig, 2011; Fairlie, 2005)
44. Under-represented groups:
barriers to entrepreneurship
Common barriers
• Inability to access to finance (Bruder et al, 2011; Manolova et al,
2010)
• Lack of human capital (Drakopoulou Dodd, 2015; Huarng et al, 2012)
• Lack of social capital (Martin et al, 2015; Mendy and Hack-Polay,
2015)
• Discrimination/bias (Ram & Jones, 2008; Shinnar et al, 2018)
Specific barriers
• Unfamiliarity with culture & institutional set-up (OECD, 2017)
• Benefits trap (Boylan and Burchardt, 2002)
• Family circumstances (Manolova et al, 2012; Thompson et al, 2009)
• Low educational attainment (Fairlie, 2005)
45. Under-represented groups: resilience
challenges
• Ethnic-led firms and female-led firms run their businesses
differently from male and non ethnic led firms:
– Tend to have different goals
– Less likely to seek external advice for their businesses
– Tend to consult different kinds of external advice than their
counterparts
– Anticipate and experience crises differently: worry more
about future crises but struggle to identify the most potent
threats to their businesses
(ERC, 2019)
46. Anticipating & planning for adversity
Ambition and business objectives. Female vs male
43%
70%
63%
65%
47%
63%
44%
51%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Build a national business
Keep my business the same
Contribute to local community
Increase environmental benefits
Male Female
London data, ERC (2019)
47. Anticipating & planning for adversity
Ambition and business objectives. Ethnic vs non-ethnic
39%
68%
65%
64%
48%
66%
48%
55%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Build a national business
Keep my business the same
Contribute to local community
Increase environmental benefits
Non ethnic Ethnic
London data, ERC (2019)
48. Anticipating & planning for adversity
Perceived threats
45%
43%
57%
54%
35%
27%
48%
41%
45%
39%
56%
49%
31%
26%
46%
41%
Inc comp
New Comp
Costs
Regulations
Male Female Non ethnic Ethnic
London data, ERC (2019)
49. Anticipating & planning for adversity
Sources of advice. Female vs male
76%
39%
54%
25%
45%
57%
48%
83%
43%
51%
21%
45%
67%
44%
Accountant
Network
Friend
LA
Govt
Legal
Mentor
Male Female
London data, ERC (2019)
50. Anticipating & planning for adversity
Sources of advice. Ethnic vs non-ethnic
71%
38%
55%
28%
41%
55%
51%
83%
42%
52%
21%
47%
65%
44%
Accountant
Network
Friend
LA
Govt
Legal
Mentor
Non ethnic Ethnic
London data, ERC (2019)
51. Implications
• Focus on sources and effects of multiple disadvantage to
elucidate the challenges underrepresented groups face.
• Explore how the same barrier may be experienced by
different groups to help with the design of interventions.
• Develop interventions to help underrepresented
entrepreneurs to anticipate threats and plan for future
crisis to help them to improve their resilience.
52. Christine Atkinson (University of South Wales) in conversation
with Professor Kiran Trehan (University of York)
A hopeful direction? New women’s
enterprise policy in Wales
#ERCWomenInEnterprise
53. “A hopeful direction? New women’s enterprise policy in
Wales”
Christine Atkinson, Head of Centre for Enterprise and Women’s Entrepreneurship Hub
and Celia Netana, Research Assistant, University of South Wales
‘What Next for Women’s Enterprise Policy?’
12 March 2020, WBS London, The Shard, London
54. Background – Continued under representation of
women in entrepreneurship and Policy Background
Welsh Government, 2019: 7-8
Youth
Entrepreneurship
Strategy (YES)
2015-2020
(originally
launched 2004)
55. Underpinning research – Barriers reported via Poll of female entrepreneurs
Barriers/challengesexperienced by female entrepreneurs– 88 respondents n=88 %
1 Work/life balance issues 66 75
2 Lack of relevant contacts 61 69
3 Lack of self confidence [joint 3rd place] 60 68
3 Fear of failure [joint 3rd place] 60 68
4 Difficulty in accessing finance 57 64
5 Lack of belief in own business skills 55 62
6 Lack of knowledge/experience 53 60
7 Difficulty in establishing credibility/being taken seriously 50 56
8 Difficulty in accessing growth funding 41 46
9 Child or elder care 39 44
10 Gender stereotyping [joint 10th place] 34 38
10 Lack of access to business angels [joint 10th place] 34 38
11 Fear of success 33 37
12 Gender discrimination 29 32
13 Lack of access to venture capital funding 27 30
From most commonly
to least commonly
reported; some
indicated more than
one barrier
56. Summary of key findings
1. Both female entrepreneurs and business support organisations identified similar
practical, social and internal challenges (egs care of children, worklife balance, lack
of confidence, difficulty (or fear) of not being able to establish credibility/be taken
seriously)
2. There were divergent views regarding gender, cultural and institutional barriers (egs
difficulty in accessing finance, gender stereotyping and gender discrimination).
3. Some challenges increase over time/at different stages of business eg paradox of
search for ‘flexibility’ as a motivation but the reality of ‘worklife balance’ issues
4. There was a consensus among female entrepreneurs that future business support
needed to be person-centred, gender aware, underpinned by an appreciation or
understanding of intersectionality and a call for greater use of experienced
entrepreneurs within business support/as business mentors
57. ‘So what?’
Publication of “Supporting Entrepreneurial Women in Wales: An
Approach for Wales” (Welsh Government, 2019)
10 recommendations to help tackle inequality and ensure the needs
of entrepreneurial women in Wales are met
1 - Improve engagement with potential women entrepreneurs to better understand
their individual barriers that prevents participation in business start-up activity
2 - Further tailor business support services to ensure they are gender aware and
focussed to meet the specific needs of women entrepreneurs, recognising their
different characteristics, culture and circumstances
3 - Increase the availability of women business advisors and mentors and make
women aware of the choice of service they have
4 - Improve information on the availability of finance for women entrepreneurs, and
ensure there are no unnecessary restrictions to the awarding of finance
5 - Recognise and promote the success of women entrepreneurs as role models to
others
58. 6 - Improve access to business support information sources and encourage
networking between women entrepreneurs and the business community
7 - Develop a good practice guide and encourage business support organisations to
adopt this
8 - Provide tailored, practical pre-start business support that encourages and
supports women to build their self-confidence
9 - Continue to engage with young women to promote and develop
entrepreneurial attitudes, with particular emphasis on the education system
10 - Ensure that business awards in Wales actively encourage both recognition of
women entrepreneurs and ensure that there is a gender balanced panel and
judging criteria
Thank you!