Anamaria Wills, CIDA UK

CREATIVE ENTREPRENEURSHIP

Creative Industries ConferenceDurres, AlbaniaFebruary 2006

Have you heard what they say about us?

We are flaky We’re not interested in profits We always rely on subsidy Why don’t we do the popular stuff? Why don’t we get a Proper Job?

Talk to the hand!

Most creative businesses are like those in the computer games industry – they tend to be small, under-capitalised and under-managed.They get by with improvisational entrepreneurship, by the seat of their pants.

(Charles Leadbeater, 2004)

Left brain, right brain Students on arts and creative

courses are generally more practical, ‘right brain’ and lateral thinkers than many of their peers.

As such, many of these students already have the latent competencies required for entrepreneurship

(Roepke 1998 et al)

What is the reality?

Creative entrepreneurs are driven by the work itself For others, being in business is an

end in itself For creative entrepreneurs, being in

business is a means to an end

The reality

Creative enterprises are characterised by freelance or micro businesses Portfolio workers adapting their skills to a

range of employers Minimises need to take on responsibilities

for leadership, management, human resource development etc

Limits potential for business growth

The reality

The sector does not conform to traditional industrial definitions – Prototype, equipment, reproduction

and distribution Sector is often more collaborative –

eg games and musicians; songwriters, singers and record producers etc

The reality

Creative entrepreneurs are not driven by the market – they often make the market Rarely undertake market research Need to develop ‘bread and butter’

product lines

The reality

Creative entrepreneurs tend to be financially risk averse

The reality

Creative entrepreneurs tend to go for local markets Fear of strategic planning Weakness in making connections Knowledge economy makes global

business an opportunity even for new creative entrepreneurs

The reality

Creative entrepreneurs have difficulty in accessing finance External perception of sector as ‘high

risk’ and ‘bad managers’ limits opportunities for investment

Creative solutions being sought

The reality

Creative entrepreneurs are dismissed as mere ‘lifestyle’ businesses Term coined in 1987 to describe

businesses ‘unlikely to generate economic returns robust enough to interest outside investors’

The reality Lifestyle ventures are usually ventures

run by people who like being their own bosses. They are neither financially independent hobbyists nor wealth seeking empire builders – research shows that independence and the desire to master a craft or skill are the key drivers – but they are in it for the income as well

(Wetzel, Wall Street Journal, 2004)

Critical Behaviours for Success

Integrity –

A clear sense of values and beliefs underpinning creative and business decisions

Particularly in difficult or challenging circumstances

Conceptual thinking

Uses fresh approaches Comes up with crazy new ideas

leading to new or radical change Listens to new ideas without pre-

judgement

Risk taking

Tries new things (stretching beyond what has been done in the past)

Learns how to assess choices responsibly

Weighs outcomes against values and responsibilities

Networking

Understands networking is a key business activity

Networks provide access to information, expertise, collaboration and sales

Careful planning and preparation leads to desired results

Strategic Thinking

Valuing the planning process Planning over a significant period Recognises external trends and

opportunities Thinks through complex

implications for the business

Commercial Aptitude

Keeps up to date with latest developments

Seeks out best practice Identifies and seizes opportunities

not obvious to others

Decisiveness

Resolves issues as they arise Does not get bogged down with

analysis Responds flexibly to changing

circumstances

Optimism

Persists in pursuing goals despite obstacles and setbacks

Operates from hope of success rather than from fear of failure

Sees setbacks as due to manageable circumstance rather than as a personal flaw

Customer Sensitivity

Builds long term relationships of trust

Generates expectation of high level of customer service

Regularly exceeds customer expectation

People Focus

Sees and values the best in others Builds total capability of the team Always considers principles of

inclusiveness in planning and dealing with others

Creative Entrepreneurship Technical skills – marketing,

finance, etc – very important Integrity and Optimism mission

critical Get the

behaviours/attitudes/competencies in place

Creative Entrepreneurship can work on its own terms

GOOD LUCK!