We launched the Babson Entrepreneurship Ecosystem Platform (BEEP) early in 2010, and since then have conducted projects in Colombia, the United States, Brazil, the UK, Denmark, and Korea. Based on the success of some of these “Scale Up” projects, we have noticed a sharp uptick in interest from cities, states, and regions from all around the world, whose regional leaders believe that BEEP can significantly impact local economic and social development.
Why all the interest? The first reason is that societies’ leaders everywhere have caught on that Scale Up entrepreneurship is one—some say the—critical element in economic development. They believe that entrepreneurship creates what economists call “spillovers”: jobs, wealth, taxes, as well as social inclusion, quality of life, human skill enrichment, innovation, and government reform.
A second reason is that the existing strategies—national competitiveness, cluster strategies, innovation systems, knowledge-based economies, and programs that focus only on starting companies—have been frustrating for leaders. The basis for frustration is that strategies are often unintentional rehashes of top-down industrial planning (where government picks winners, identifies segments to invest in, etc.). Moreover, it is perplexingly difficult to identify economic actors in clusters, competitiveness systems, innovation systems, or knowledge-based economies. Whose actions are you trying to influence? What are the behavioral outcomes? In entrepreneurship, we know who the economic actor is and what actions we are trying to encourage.
If a region really wants to increase the level of entrepreneurship, its leaders have no choice but to act holistically, and in the context of their own very specific environment. One size doesn’t fit all, as the old saying goes, and it is necessary to impact several elements at once in order to create the conditions that are conducive to entrepreneurship. Not only does piecemeal intervention not work, it can backfire. In our first project in Puerto Rico, we learned that the University of Puerto Rico at Mayaguez is ironically referred to as the island’s best exporter: students leave for jobs on the U.S. mainland because there are few opportunities at home. Improving education without improving other elements of the ecosystem may actually have adverse consequences.
Through BEEP, we have developed a methodology for helping regions inspire entrepreneurship and strengthen their entrepreneurship ecosystems that is both specific and holistic.
There is a lot more but the above action principles should convey the feasibility of getting something going quickly. Anyone can play a role in this process. For instance, entrepreneurs can organize and lobby for public commitment to enhance the entire entrepreneurship ecosystem. Or, investors can embark on a broader strategy of strengthening deal flow and the readiness of entrepreneurs to take advantage of financing, for example by sponsoring education.
Executives in large companies also have a crucial role to play, because all budding ventures need a potential customer with whom to discuss their product offering, and who will teach them “big league” standards of customer service and documentation. What’s in it for the executives? Well, it is not a coincidence that Google, Apple, and Walmart all invest in strengthening their pools of suppliers: it is a way of making the supply chain more robust, and also tapping into innovative services and products that would otherwise remain unnoticed.
The entrepreneurial revolution is good for everyone in the society, and we can all help make it happen.
Posted in Insights