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Post-It notes on leading small teams

04.06.2008: Shai Vyakarnam

Transitions recently ran a workshop at the Triton conference on Leading small teams. We asked the delegates to use post-it notes to say when things went badly for them and when they did well in their own experience of leading small teams.
Please see the download for a summary of the main points.

Leading Small Teams

Networking Tips

29.05.2008: Gill Ellis

Networking tips.pdf

Finance for Marketing

06.05.2008: Gill Ellis

You want to expand and grow. Or you want to hold off competition. Both these strategies require resources for marketing, but the tight budgets may be holding you back. Where will you find the finance to put back into your marketing effort? This workshop will look at both the crunchy finance issues that you must know if you are to fund your growth and look at some creative low cost ways of marketing – Gorilla marketing techniques.

Both these workshops are being run by our ever popular presenter – Dr Shai Vyakarnam. He is Director of Transitions that runs the Growth Programmes for the travel sector and is Director of the Centre for Entrepreneurial Learning at Cambridge University. He brings a very practical approach to business understanding and makes learning easy and fun. Some of his thoughts and rants can be found on www.shaivyakarnam.blogspot.com

Finance workshop.pdf

Leading Small Teams

06.05.2008: Gill Ellis

Whether you are in a large or small organisation, on a day to day basis you will probably have a small team of people reporting to you or working with you. This requires the ability to motivate, inspire and manage a small team. This active workshop will provide you with a few quick practical takeaways to make managing small teams more of a pleasure!

If you have any particular issues or questions you would like covered please email shai@transitions.co.uk

Leading small teams.pdf

Making a Difference - A report on Learning by Developing - Innovation in Higher Education at Laurea University of Applied Sciences

18.02.2008: Shailendra Vyakarnam, Katalin Illes, Anette Kolmos, Thomas Madritsch

Click here to see pdf of the report

Becoming a Global Entrepreneur: It takes Networks, Passion, Failures, and Experience

12.09.2006: S Vyakarnam and Y Myint

ISBE 2006 - indivers phenomenon paper v5 20 pages.pdf

Embedding entrepreneurship education at the University level

11.09.2006: Dr Shailendra Vyakarnam

Embedding entreprenurship education.pdf

Emergence of India and China – What does it mean for UK Business?

06.04.2006: Arun Muthirulan

This document is a synopsis of the Cabinet Office briefing on India for the IBPN board done earlier this month. The objective of producing this document is to highlight the key aspects of a much lengthier report and to focus on the key messages for businesses interested in establishing commercial relationships with Indian businesses as customers, partners and suppliers. The sections below discuss the India and China within the emerging markets framework and how they compare with each other.

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“Tristart” a web-based tool to enhance the assessment of success in start-ups

12.10.2005: Simon Pratten

Simon Pratten, Director

Transitions

Transitions, Elmhurst, Brooklands Avenue, Cambridge CB2 2DG

Tel: +44 (0)870 990 6003 E-mail: spratten@transitions.co.uk

Website: www.transitions.co.uk

Francis Jones, Director, JCL, David Dawkins, Director, Probit Research, Ken Sutton, Director, JCL, Shai Vyakarnam, Director, Transitions

ABSTRACT

Type of Paper: Working Paper

Purpose: The paper and presentation will consider the potential impact of Tristart for both public and private business support agencies in enabling a step change in the success and economic impact of new business start-ups. Each year in the UK some 250,000 entrepreneurs approach Enterprise Agencies, Business Links, banks and early stage investors for advice and funding, requiring evaluation of likely success or failure, the issues they face and the support they require. This is at best uncertain and costly. Over the past three years a number of regional attempts have been made to develop investor readiness tools making national comparison of effectiveness and lessons learnt difficult to implement.

Design/Methodology/Approach: Tristart is a web based questionnaire, completed on line by entrepreneurs has been developed to significantly reduce the risk and uncertainty in identifying those entrepreneurs to support. Immediate feedback is provided in the form of ‘Yes, No or Maybe’ and the reasons for possible success or failure. Tristart was calibrated using responses from 500 early stage start-ups to find the critical success factors

Findings: Three critical success factors were found to be; the market, the founding entrepreneur’s experience and motivation (or entrepreneurial spirit). The algorithms measure five components relating to the Market, eight relating to Experience and seven to Entrepreneurial Spirit.

Implications: Through longitudinal and data studies, Tristart enables agencies to receive quantified assessments of the effectiveness of training, brokerage and business support, including evaluations of the specific needs of businesses. This is relevant as RDA’s begin to review their Business Link networks and the choices facing partners on business support strategies.

Originality/Value: The most significant contribution that Tristart can make over time is that of providing a single national approach to assessment of start-ups allowing for regional comparisons and more global benchmarks as the use of Tristart grows on the basis of the pilot being carried out with 150 start-ups in Pakistan.

Key Words: start-up, evaluation, assessment, web-based, agencies, entrepreneurs

To inspire, inform and help implement - The role of entrepreneurship education

13.06.2005: Dr Shailendra Vyakarnam and Yin Mon Myint

Paper for presentation at the Second AGSE International - Entrepreneurship Research Exchange 10-11 February 2005, Melbourne

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An 'insider's guide' to Raising Finance

01.02.2005: Simon Pratten and Simon Stockley

This highly interactive workshop is an introduction to the fundamentals of raising finance for new ventures. It is designed for those who are at the early stages of a new venture, or students participating in an entrepreneurship course.

The objective is to equip people with the essential knowledge about financing businesses from start-up to venture capital investment and covers the following topics:

The nature of debt and equity
Possible sources of finance at each stage of venture development
Factors to consider when planning a financial package, such as growth aspirations and potential, attitudes towards ownership and control, cash burn and bargaining power, 'valley of death'
Dealing with clearing banks, why they don't lend to very early stage ventures, and what they look for in a business proposition
Raising finance from Business Angels and Venture Capitalists; how they operate; what they look for and how to approach them; the pitfalls to avoid

(Note - this is a 1.4MB file - you may prefer to 'right click' and 'Save target as...' rather than open the file directly in the browser).

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Markets Approach to Writing a Business Plan

04.01.2005: Dr Shailendra Vyakarnam

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Searching for Enterprise - The Enterprising Manager Assessment Questionnaire

01.07.2004: Ian Deamer and Shai Vyakarnam

In the three years of research that contributed to EMAQ (Enterprising Managers Assessment Questionnaire) the tool discussed in this article it has always been thought that whilst it would not reveal all it would provide a mirror in which the aspiring entrepreneur could examine their strengths and weakness and form their own conclusions as to how they are deploying their resources, what they might have missed and how they might plug the gaps.

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Sustaining the Spirit of Enterprise

01.11.2003: Dr Shailendra Vyakarnam

Lessons from the Cambridge Cluster

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Entrepreneurial Intensity: Searching for the hero inside

15.06.2003: Shai Vyakarnam

A study of enablers, barriers and propensity for enterprise in Lowestoft And Waveney This paper is the culmination of an extended study of the entrepreneurial intensity of Lowestoft and Waveney. The paper is set out with a rationale for why the study was needed and how it is different from normal economic studies.

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Entrepreneurial Intensity in Lowestoft and Waveney

01.06.2003: Dr Shailendra Vyakarnam

Appendices to the report.

Download Appendix 1 - IFF Questionnaire

Download Appendix 2- IFF Data Analysis

Download Appendix 3- Face-to-face interviews

Download Appendices 4 & 5

Download Appendix 6- Successes, Enablers, Barriers

Download Appendix 7- Lit Review

Download Appendix 8- Grants

Download Appendix 9- Bibliography

Aligning Personal and Organisational Vision and Values: A Vedic Perspective [

02.09.2002: Shai Vyakarnam

Drawing on the dialogue in the Bhagavad Gita between Arjuna and Lord Krishna, Shai Vyakarnam explores how the Hindu concepts of sacrifice and duty can be understood to reveal a means to align personal with organisational vision and values.

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Realising Breakthrough Innovations Through Entrepreneurship

15.04.2002: Raja Bose, Shai Vyakarnam

Innovation has been a mantra for Government, industry and public sector organisations for the past few decades, yet realising it has proved elusive and expensive. The reasons for this are rooted in the way organisations view and act on innovation

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