About this course
Welcome to Course 1 of Module 1 in a series of 18 courses, carefully curated within the scope of the EU-funded project Challenger. All courses are designed and developed by professionals from prestigious VET providers.
During Module 1, you will develop your entrepreneurial mindset, understand the significance of innovation, foster problem identification and ideation skills, master the design thinking process, grasp news on relevant digital tools, and develop crucial soft skills like communication, motivation, and teamwork.
This module is just the beginning of your learning journey. As the first of three modules, it lays the groundwork for further exploration and specialization in applied research in VET. By the end of this module, you will have acquired valuable insights and skills and be prepared to delve deeper into advanced topics and challenges in the subsequent modules 2 and 3.
- Module 1: Learning the basics
- Module 2: Applied Phase 1: Working on hands-on projects for business
- Module 3: Applied Phase 2: Creating your own innovations
All these courses are offered for free. Register for participation and pass the multiple-choice tests at the end of every course. You will receive a confirmation of participation in the form of a digital badge. After completing all courses for each module, you will receive an innovation certificate that will prove the experience and knowledge you have gained.
These courses are aimed at learners in VET schools, bachelor students in universities, persons interested in developing their entrepreneurial mindset, persons interested in innovation and how to put ideas into practice, teachers/educators, industry experts, and community members.
Discovery of the Entrepreneurship Competency Framework and research of five competencies: self-awareness and Self-efficiency, Vision, Motivation and Preservation, Creativity, and Spotting Opportunities.
The development of an entrepreneurial mindset and culture is indispensable. However, the question is what knowledge, skills, and attitudes one should possess to be entrepreneurial and more employable. We will choose and explore five of the most important competencies for defining and encouraging the entrepreneurial mindset.
Entrepreneurship Competence Framework
The Entrepreneurship Competence Framework (EntreComp) https://ec.europa.eu/jrc/en/publication/eur-scientific-and-technical-research-reports/entrecomp-entrepreneurship-competence-framework provides the following definition: “Sense of initiative and entrepreneurship can be broadly defined as the capacity to turn ideas into action, ideas that generate value for someone other than oneself.”
Since the key competence gained through the course is entrepreneurship, we used the Entrepreneurship Competence as the starting point for discussion.
»The EntreComp conceptual model is made up of two main dimensions: the 3 competence areas that directly mirror the definition of entrepreneurship as the ability to turn ideas into action that generate value for someone other than oneself; and the 15 competencies that, together, make up the building blocks of the entrepreneurship as a competence for all citizens. ‘Ideas and Opportunities’, ‘Resources’ and ‘Into Action’ are the 3 areas of the conceptual model. They have been labelled to stress entrepreneurship competence as the ability to turn ideas and opportunities into action by mobilising resources. These resources can be personal (namely, self-awareness and self-efficacy, motivation and perseverance), material (for instance, production means and financial resources) or non-material (for instance, specific knowledge, skills and attitudes). The 3 competence areas are tightly intertwined: entrepreneurship as a competence stands above all three. The 15 competencies are also interrelated and interconnected and should be treated as parts of a whole. We are not suggesting that the learner should acquire the highest level of proficiency in all 15 competencies or have the same proficiency across all the competencies. However, the framework implies that entrepreneurship as a competence comprises 15 building blocks … The reader is welcome to establish new links among areas and competencies to expand the framework’s elements and adapt them to best fit his/her focus. «
Figure 1: Areas and competencies of the EntreComp conceptual model (EntreComp, Page 11)
The course encourages self-initiative and entrepreneurship as key competencies. As a starting point, we will use The Entrepreneurship Competence Framework, already mentioned in the introduction.
Continuing the presentation, we will choose some of the most important competencies for defining and encouraging the entrepreneurial mindset.
- Self-awareness and Self-efficiency
- Vision
- Motivation and Perseverance
- Creativity
- Spotting Opportunities
1. Self-Awareness and Self-Efficiency
How strong do you believe in your success? Do you postpone things you need to do? Why?
Explore your patterns. Be aware of your own patterns. Sometimes we sabotage ourselves for various reasons and we don’t realize it.
These are common ways to procrastinate. So why do we put off things we need to do? The following reasons are very common:
- fear of failure
- fear of success
- boredom with the task
- lack of time
- not knowing how to do it
- trying too much
- tiredness
- not believing that it is worth doing
- goals are not defined
- preoccupation with other problems
This list can go on and on. Most of us put things off. In fact, we often spend more energy putting things off than it would take us to complete the task. In many ways, we literally end up paying for our procrastination by spending twice as much time as necessary – all the energy and time we spend avoiding the task plus the energy and time we spend doing the task.
Think about your own issues using following questions.
SELF – MANAGEMENT DIAGNOSTIC TEST
Think about one situation when you managed yourself well/effectively and a situation when you did not manage so well.
- Think of the time when you were pleased at the way you managed yourself.
- What were you pleased with how did you manage yourself?
- What was that you were managing in your experience?
- What was it that made you manage yourself so well in that instance?
- What exactly did you do?
- What quality of self-management did you exhibit?
Take notice of how you become more resourceful through your experience. At what point do you recognize that consciously and repeat it? This happens when you utilize thinking and actions that work for you, and when you exhibit positive qualities of self-management. You obviously already have the necessary skills to become the self-manager you wish to be.
- Think of a situation when you did not manage yourself successfully and wish to improve.
- When were you not successful at managing yourself?
- What is it you are not doing when you are not managing yourself successfully?
- What are you holding back?
- What aspect of you are you holding back?
People who are successful in self-management do not become this way just by using a box of tricks. You will probably discover that you are “out of balance” in some way; this usually stems from a negative way of thinking, judging yourself, or judging the situation. As soon as you are aware of the imbalances, you are able to realign yourself again.
2. Vision
Where will you get to if you don’t know where you’re going?
Where will you get to if you know where you’re going?
And the crucial question – How will you get there according to different scenarios?
Developing a vision is an important factor. Knowing where you want to go is crucial if you want to arrive at a certain place, and taking responsibility for actively supporting (owning) that vision will determine the shape and pace of the route. It seems that success (beyond all concepts of influence or material affluence) comes to those who have a clear idea of who they are, how they want to live and what they want to achieve. Many experts advise tuning in to this inner vision as a part of developing your life, professional or entrepreneurial vision. If we attend to our values, inner vision, gifts and passions and align them with our external intention or purpose, we will find energy, drive, discipline, resilience, well-being and success. If you discover your why, the how emerges. Similarly, there are also evident benefits for companies with a clear vision and authentic, trustworthy branding as the customers (and staff) identify with the passion and interests of that service or product and engage in it.
ENTREPRENEUR VISION
Entrepreneurial vision is the starting point of a business venture by transforming an idea into action. First, it defines a business and presents the foundation on which the business model is designed. Experienced entrepreneurs agree that having an inspiring, compelling and clear-cut entrepreneurial vision is very important before launching a business. A founding idea must metamorphose into an entrepreneurial vision and must be brought to life if the startup is to succeed.
But the success of a venture is not only about defining a vision but also about being able to instrument the vision, formulate it into something tangible, and then share it. A vision needs to be shared and nurtured to become a lighthouse for action.
The vision provides:
- Clarity of Purpose – explains with clarity what a business is about as there are many ‘me too’ businesses out there. It enables you to set your company apart and stand for something very tangible in the mind of target customers.
- Brand identity and name – will somehow encapsulate the philosophy that drives all that you do.
- Meaning – will define your business. Our business is …
- Product Development – it will shape the kind of products/services you develop.
A new venture is an entrepreneur’s vision to change the present into something better by solving a problem. This is the core driving force of talented entrepreneurs. That desire is expressed in an entrepreneurial vision which energizes and propels the entrepreneur and the startup he/she creates towards a greater future.
Robert Bly, a marketing expert, stated that “Your vision – or your “mission statement” –declares where your business is headed and what it will look like when it’s arrived.” A mission statement tells you what success (for you or your business) looks like. How else will you know when you have achieved it? A vision is important for small businesses because it forces them to really know their ambitions for the business. A vision cannot be vague. It declares the outcomes you expect and becomes a guiding light that will lead your business forward. It is important to make sure that your vision statement clearly states the outcomes you intend to create.
Microsoft (original): “A personal computer in every home running Microsoft software.”
EBay: “To provide a global trading platform where practically anyone can trade practically anything.”
Amazon: “To be Earth’s most customer-centric company; to build a place where people can find and discover anything they might want to buy online, and endeavours to offer its customers the lowest possible prices.
Exercise: Define your vision statement!
3. Motivation and Perseverance
The difference between motivation and perseverance is that motivation is willingness of action especially in behavior while perseverance is continuing in a course of action without regard to discouragement, opposition or previous failure.
It takes hard work and time to build up and makes you solely responsible for your progress. Perseverance is the key to a successful life. If you keep persevering long enough, you will achieve your true potential.
When it comes to creating change in your life or achieving your goals, it probably won’t be easy. You may struggle. It’ll likely take longer than you expect. It’s almost certain that you’ll have setbacks and short-term failures along the way. Especially when it involves creating new habits, developing new skills or learning new concepts.
However, struggle, setbacks and short-term failures don’t have to drain your motivation. They don’t have to make you want to quit before you’ve put in enough time and effort to reach your goal. In fact, psychologists who study motivation and achievement say it could be just the opposite; as long as you adopt the right mindset.
According to decades of research, there are two fundamental belief systems, also known as “mindsets,” that determine how people respond to struggle, setbacks and failure when pursuing their goals. In one mindset, you’re likely to get discouraged and give up on your goal. In the other, you tend to embrace the struggle, learn from the setbacks and keep moving forward – you persevere.
Believing in yourself and persevere in your path is the secret to success.
MOTIVATION AND PERSEVERANCE DIAGNOSTIC TEST
Discover what is your or your team’s characteristic and what can you do about it. Help yourself with questions listed below.
The following questions will reveal the current state of »GO« and the obstacles that we may still need to overcome.
- How do you feel about choosing your own idea to develop? Does that motivate you? Does that obstruct you? Or else?
- How do you feel about creating your own learning process? Is that for granted? Is it hard? What else can you say about it?
- Are you ready?
- When will you be ready?
- How commited are you to the project?
- How optimistic are you about the outcome?
- What possibilites are you the most excited about?
- What´s holding you back right now?
- What´s your uncertainty about, and how could you turn it into readiness?
- What keeps you going under difficult circumstances?
- How did you manage before you gave up?
4. Creativity
Creativity is a word that we use very frequently in the 21st century. It is increasingly difficult to find an appropriate definition since hundreds of definitions are available across different sources. A very general and simple definition of creativity is the creation of something new and of value. However, this is just one among numerous definitions that are available. Many different authors describe creativity in different models. Hereafter, we will focus on creativity, which is an important starting point for developing ideas into commercially successful products. We are particularly interested in the connection between creativity and entrepreneurship. How is creativity connected with entrepreneurial thinking and entrepreneurship?
Creativity = new, different or surprising ideas
Innovativeness = creativity + realization of creative ideas
Entrepreneurial thinking = innovativeness + linked to profit
Entrepreneurship = entrepreneurial thinking + business model
One of the key competencies in entrepreneurial thinking is CREATIVITY, which is not only an important part within the creation of new products or services – creativity is a part of every process improvement, how work is organized; it plays an important role in relationships and communication processes.
The term creativity doesn’t only mean to conceive something new and unknown; it also means to improve. Steve Jobs, the founder of Apple, who is considered to be one of the most creative people of our era, emphasized that on several occasions. He said that creativity just connects things.
Brilliant ideas rarely appear out of the blue. In his book How to Have Great Ideas: A Guide to Creative Thinking, John Ingledew, a photographer and a visiting professor at the London School of Film, Media, and Design (United Kingdom), offers 53 strategies to unlock creative thinking and the next breakthrough. The book aims particularly at young professionals working in design, advertising and communications; however, it offers useful ideas for everyone. Some of the recommended strategies are presented below.
TAKE NOTICE – “Creative people are expert noticers,” is an observation made by science professor Guy Claxton. He argues that creative people have highly developed abilities in visual foraging – spotting, gathering, and utilizing things that most others overlook. Having an active rather than idle curiosity about the world around you reveals ideas. Be nosy, be “eyesy.”
Strategies from John Ingledew’s book:
What do you think about the picture below? What strategies included in the list above did the author of the poster Nikita Fric use?
5. Spotting opportunities
SPOTTING OPPORTUNITIES is one of the entrepreneurial competencies identified in the Entre-Comp framework established by the European Union.
The description of this competence according to the Entre-Comp framework is the ability to:
- identify and seize opportunities to create value by exploring social, cultural and economic landscapes,
- identify the needs and challenges that need to be met,
- establish new connections and bring together the scattered elements of the landscape to create opportunities to create value [1].
Ultimately, the goal for learners is to “seize and shape opportunities to respond to challenges and create value for others”[2].
A successful entrepreneur spots an opportunity through a customer’s need, problem, or gap in an existing product or service, or he/she creates a new one and comes up with an innovative solution for it. A business idea can also be based on a different way of organizing, implementing, or just doing something differently.
Of course, the idea should be related to something that you are familiar with or something that you love; it is the passion that creates the opportunity.
This can be something that was already implemented in another area, but now you can apply it to your own market.
Below, we present activities for you to generate ideas. Enjoy!
Finding an idea for your business is difficult – don’t stress! It may sometimes seem that people “found” their ideas easily; they just “popped up”, but it is not always like this. Also, it may not be smart to focus on a single idea for too long; some ideas are simply not viable in the long term.
Another way to get a business idea is to concentrate and work on it; force it out. Here is a short guide on how to do that.
Of course, it is not guaranteed that you will find that once-in-a-lifetime idea that will make you a millionaire, but it never hurts to try. Who knows – your business idea may be just around the corner! Let us try to find it.
LISTING IDEAS
List all the ideas that come to your mind. Notice! At this point, we are not talking about business ideas, just ideas or themes related to anything that comes to your mind. Just list everything. Do not spend too much time on a single idea. You will choose the best ones later.
These ideas can be related to (for example):
- What are you good at?
- What are your special skills?
- What do you love to do?
- What are you interested in?
- What would you like to learn?
- What kind of job have you been doing recently?
- What was the most interesting school project that you participated in recently?
- What are your hobbies?
- What do you like to do in your free time?
- For what kind of matters people ask help from you?
- What kind of books and articles have you read lately?
- What kind of tools and apps do you use?
- Which blogs or websites do you read regularly. What are they about?
MAKING BUSINESS IDEAS
After you have listed the ideas and themes with the help of the questions above, you should have had around 50 ideas and themes on your list. At least, you should aim for that. Now, it is time to think about the actual business ideas. Go through your list and ideate business ideas from every word you have listed. You might get several business ideas from one word.
For example, I love running, so I write running as the first idea on my list. In the second phase, I add “a running app”, “running coaching”, “a running magazine”, “a running website,” and “a running gear store” to my list of business ideas. At this point, do not think about what you can do or if the idea is feasible. Just list the business ideas!
After you have completed this phase, you should have had about 100 ideas on your list.
CATEGORISING
In the third phase, it is time to categorize your business ideas. Choose some main categories such as “a store” or “training” or “running” and list the business ideas under these main categories. Some ideas might fall into several categories, and that is perfectly acceptable. After you have listed all the ideas under the main categories, go through the ideas and categories once more.
The purpose of this phase is to explore the relations among your existing ideas and to generate some new ideas at the same time. Still, the point is to ideate, so keep your list long. The validation of the ideas will be done in the following phases.
VALIDATION
Now it is time to establish which ideas that your generated may actually work.
Go through all the business ideas you have on your list. For each idea, keep in mind who the customer is. Write it down, put your focus on the costumer and ask yourself: Is the potential customer willing to pay and able to pay for this product or service?
If the answer is a decisive “no”, forget the idea.
If the answer is “yes”, ask yourself: Am I willing to and able to produce this product or service? Of course, you do not need to do everything by yourself but at least this must be something that you are interested to learn about.
If this is not the case, just forget the idea! If it is, keep it on your list.
TALKING TO THE EXPERTS
At this point, you have a shortlist of the remaining ideas. If you think, there are still too many, go through the validation process (phases 3 and 4) once again.
If you think the rest of the ideas are good, you need to go through the final validation. And even though, you may only have one idea at that point, use that one.
This final validation is completed by talking to the experts. For every potential idea, you should talk to at least 5 people that are professionally involved in the business your idea is related to. If they also think that the idea is good, you might have an awesome business idea on your hands! Do not be discouraged if you receive some negative feedback. Most people would usually say: “No, that isn’t going to work”.
However, if several specialists tell you that the idea is not feasible, you should at least be more careful and think about the risks you are taking.
Good luck! We hope that this ideation process was helpful to you and that it helped you to find an idea to develop further.
Course materials
Funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the European Education and Culture Executive Agency (EACEA). Neither the European Union nor EACEA can be held responsible for them.
