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2-day ‘application’ workshop to develop 

organisational change and entrepreneurial skills


 “Individuals need to be encouraged to learn in the same manner as the entrepreneurial organisation does - By taking risks, experimenting and adjusting their behaviour on the basis of what succeeds and what does not” 

All organisations must address two fundamental, equally vital tasks:

      . providing efficient DELIVERY of existing products and services profitably and

      . undertaking continuous SELF-RENEWAL (which is an entrepreneurial activity).

The challenge facing organisations, therefore, is how to retain the culture of efficiency, cost effectiveness and quality while marrying it to a more entrepreneurial culture, however diametrically opposed in character they may be.

This workshop is based on exploring and seeking solutions to this dichotomy, using participants’ experience of the current organisational culture as the springboard for developing new entrepreneurial concepts, skills and behaviour. The skills for self-renewal differ from those for efficient delivery of today’s services. Rational managerial skills (planning, organising, controlling) apply more to the delivery function be cause we can know in advance what we want to achieve. 

Entrepreneurial self-renewal, conversely, is open-ended - we cannot know in advance what new product will sell; we have to be more intuitive than rational; we need to take more open-ended, risky and exploratory action. We need to develop new concepts of leadership for the entrepreneurial task of an organisation. ‘Top-down’ leadership must cede to ‘bottom-up’ leadership, where empowered ‘knowledge-workers’, networking with each other and with customers, count more than position in the hierarchy. Organisational learning is an essential component of entrepreneurial self-renewal.

Most managers regard ‘learning’ as knowledge acquisition or personal development. In a dynamic entrepreneurial business, it should be seen as ‘how the organisation adjusts to market feedback’ - thus as taking trial and error action in the uncertain, real world and adjusting according to feedback.

This component will form a foundation for the learning on this workshop.

 We recommend that:

1) the top management team attend a workshop prior to this one for department managers in order to

a) understand the issues of changing to an entrepreneurial culture, 

b) work out plans for supporting actions decided upon by them

c) consider the effects the new culture will have on jobs and HR function, and

d) define the new intrapreneurial culture.

The last session on this workshop is designed to allow a dialogue between participants and top management.

2) an ‘intrapreneurial’ project of some kind be designed for completion as part of the pre- and post-programme work. Criteria for selection of the project would be discussed with senior management as part of the finalisation of the programme content and details.



·      to define and understand the entrepreneurial role

·      to develop individual, team and organisational learning skills

·      to develop intrapreneurial skills - innovation, risk-taking, leadership,

·      improvisation, flexibility, learning and creative thinking skills

·      to understand preferred work styles and their impact on entrepreneurship

.      to develop teamworking skills

·      to find new ways to do things and business

·      to prepare participants to act as entrepreneurs for obtaining new business


© 2004 SYMFONYS Group     Updated 23 October 2004