ENTERPRISHIP

– THE ART AND SCIENCE OF

ENTREPRENEURSHIP, LEADERSHIP
AND MANAGEMENT

NIGEL A.L. BROOKS

THE BUSINESS LEADERSHIP DEVELOPMENT CORPORATION

Article reprint
 ENTERPRISHIP
- THE ART AND SCIENCE OF ENTREPRENEURSHIP,
LEADERSHIP, AND MANAGEMENT

Enterpriship is the process of building enterprises with sustainable

advantage within a framework of three related disciplines:
entrepreneurship, leadership, and management. It is about the
competencies of individuals and the capabilities of enterprises.
Sustainable means being able to continue over time, either by developing,
enhancing, or maintaining the current state, or by changing it. Advantage
means favorable, superior, and beneficial.

Every individual who starts, owns, or is a member of the management

team of an enterprise, should strive to build sustainable advantage.
Sustainable advantage is essential to value creation because cash flows
become predictable and reliable over long periods of time. As a
consequence, it is easier to plan for investments in new endeavors and to
maintain contingency reserves for downturns.

Building sustainable advantage requires proficiency in the disciplines of

entrepreneurship, leadership, and management. Collectively, these three
disciplines embrace "enterpriship."

Enterpriship is both an art and a science. Art is an occupation that requires

both knowledge and skills; science is method for systematizing
knowledge. Through both knowledge and skills, enterpriship provides a
systematized approach to building sustainable enterprises by employing
the techniques of entrepreneurship, leadership, and management.

Entrepreneurship is a competency for starting, developing, and assuming

risk for an enterprise. Leadership is a competency for aspiring, inspiring,
and motivating others. Management is a competency for directing and
controlling events and activities - management as a "team" has the
authority and responsibility for the enterprise.

Being proficient in all three competencies requires experience.

Entrepreneurs may lack the leadership and management competencies,
leaders may lack entrepreneurial and management competencies, and
managers may lack the entrepreneurial and leadership competencies to
build a sustainable enterprise.

2
Upwardly mobile entrepreneurs have to demonstrate to investors that they
can build large markets. Lifestyle business enterprise owners, such as dry
cleaners, hairdressers, professional service providers, restauranteurs, and
retailers, are responsible for everything in their businesses. Executives and
managers in larger enterprises are under constant pressure from investors
to generate quality earnings on an ongoing basis.

The enterprise depends upon the use of all three enterpriship competencies
as do the employees, customers, suppliers and investors.

When entrepreneurs start enterprises, they tend to focus on the benefits

and features of their products and/or services. Intrapreneurs, who are
agents of change in established enterprises, tend to do the same thing.
However, focusing on products and/or services alone is insufficient for
building sustainable advantage over time.

Without people there is nothing in business. Processes must be effective

and efficient at delivering quality products and/or services conveniently. If
an enterprise can't deliver, a competitor will.

Hence, the management team collectively must be proficient in

entrepreneurial, leadership, and managerial roles that dictate successful
people-oriented, process-oriented, and product and/or service capabilities.

The entrepreneurial role is both process-oriented and product-oriented,

through which innovative ideas are transformed into value at every stage
of an enterprise's development.

The leadership role is people-oriented, through which direction is set that

others will follow to achieve results - equally applicable to top-level
executives, team leaders within functions, or anywhere in between.

The managerial role is process-oriented, through which resources (time,

materials, and supplies) are applied to activities to achieve results.

These three roles embrace the planning and policy development,

deployment and execution, and performance measurement activities of the
enterprise. Deployment means positioning the resources of the enterprise
in the best markets for its products and/or services. Execution means
getting things done through people and processes effectively and
efficiently.

3
Unless the management team employs these three enterpriship
competencies collectively to address people, process, and product and/or
service capabilities, the enterprise will be unable to build sustainable
advantage over time, and will ultimately decline, and maybe fail.

If the management team can systematize building sustainable advantage

through the effective and efficient use of people and processes, then there
more time to spend on developing the benefits and features of products
and/or services. Enterpriship provides the approach.

***

4
For more information...

For information about audiobooks, books, earticles, ebooks, and eseminars

offered by The Business Leadership Development Corporation visit
www.etailia.com

For more information about the discipline of enterpriship visit

www.enterpriship.com

To assess your individual competencies in thirty minutes or less, claim

your opportunity for instant access when you go to
www.individualcompetencies.com
About Nigel A.L Brooks...

Nigel A.L Brooks is a management consultant to entrepreneurs, business

enterprise owners, executives, and managers, and the enterprises they
serve. He specializes in developing the entrepreneurial, leadership, and
managerial competencies that build sustainable advantage from vision to
value. He is an author and a frequent speaker.

He obtained his professional experience as a partner at Andersen

Consulting (now Accenture, Ltd.), as a vice president at Booz Allen
Hamilton, Inc. (now Booz and Company), as a senior vice president at the
American Express Company, as president of Javazona Cafes, Inc., and as
president of The Business Leadership Development Corporation. He has
been a contributing editor for the Bank Administration Institute magazine,
and has served on boards of entrepreneurial networks. He was educated at
the University of Exeter, Devon, United Kingdom.

His clients are in the financial services, food services, high-tech,

manufacturing and distribution, pharmaceuticals, oil and gas, professional
services, retail and wholesale, transportation, and government industries.

He has experience in North and Latin America, Europe and Asia-Pacific.

www.nigelalbrooks.com

About The Business Leadership Development Corporation (BLD)...

The Business Leadership Development Corporation is a professional

services firm that works with entrepreneurs, lifestyle business enterprise
owners, executives, and managers, and the enterprises they serve.

BLD develops entrepreneurial, leadership, and managerial competencies

that achieve performance excellence by building sustainable advantage
from vision to value through:

 Strategic Management Consulting

 Executive Coaching and Mentoring
 Professional Training via The Center For Business Leadership
Development (CBLD)
 Motivational Speaking

www.bldsolutions.com
 THE BUSINESS LEADERSHIP DEVELOPMENT CORPORATION
13835 NORTH TATUM BOULEVARD 9-102
PHOENIX, ARIZONA 85032 USA
www.bldsolutions.com
(602) 291-4595

© Copyright 2008: The Business Leadership Development Corporation

All rights reserved