Skip to main content

THOUGHTS ON ENTERPRISE EDUCATION IN WALES


As many studies have shown, one of the most important factors in developing a more entrepreneurial economy is the integration of enterprise into the curriculum of schools, colleges and universities.

One of the best examples of how this has worked well internationally is to be found in Denmark where, during the last decade, the Danish government has developed a range of initiatives to strengthen entrepreneurship education across the country.

As a result, entrepreneurship is in the process of being fully integrated into teaching in the Danish education system with positive results in a number of areas.

For example, pupils who have participated in entrepreneurship education in Denmark have higher ambitions for jobs and education than non-participants, and entrepreneurship education has a positive effect on pupils’ intentions to start up their own business.

In addition, more pupils are leaders and initiators of spare time activities after they have received entrepreneurship education. It also helps pupils to relate better to school and education i.e. pupils enjoy being at school, feel connected to their classmates and supported by their teachers.

Policymakers in Denmark have also now established a more coherent policy towards entrepreneurship education through the establishment of a ‘Strategy for Education and Training in Entrepreneurship’.

This has ensured strategic direction and support for entrepreneurship training at all educational levels and is the first time that there has been a coherent national approach in funding and supporting entrepreneurship within the educational system.

As a result, it has provided an overall strategic approach to enterprise education, with the Danish government setting objectives to ensure that enterprise education is integrated fully into Denmark’s education system.

There is also collaboration across the different parts of Danish Government, with the Ministry of Culture, the Ministry of Science, the Ministry of Education and the Ministry of Economic and Business Affairs all cooperating in the implementation of the strategy.

Most importantly, rather than having separate actors working in different parts of the enterprise education field in Denmark, all activities will be brought together under a single organisation, namely the Foundation for Entrepreneurship.

This has created a player of sufficient size to drive development forward, build up knowledge and create continuity between the work done at every level of the education system.

In Wales, the primary vehicle for the development of enterprise education  is YES (the Youth Entrepreneurship Strategy), which is managed in-house within the Welsh Government.

To date, it has done a good job of promoting enterprise within the educational system. However, it is recognised that there remains a lack of integration into the curriculum at primary, secondary and tertiary levels and, more critically, there is a disconnect between YES and other programmes.

In contrast, the Foundation for Entrepreneurship has the scale and independence, as a standalone body, to strengthen Denmark´s competitiveness by stimulating interest in entrepreneurship and becoming the national knowledge centre in this area. As a result, it has created a coherent national commitment to education and training in entrepreneurship that is making a real difference in Denmark.

A critical part of creating a vibrant entrepreneurial climate in any economy is to have a strong and cohesive enterprise education system that goes from primary school to universities and beyond.
Whilst, the Welsh Government has established a benchmark for enterprise education in Wales through the YES project, more could be done to create more enterprising students in schools, colleges and universities.

Given this, Welsh policymakers may wish to consider whether a new independent foundation would be able to better co-ordinate enterprise education more effectively across Wales. Certainly, it could have a bigger impact on the entrepreneurial potential of our young people and, as a result, the competitiveness of the Welsh economy in years to come.

Popular posts from this blog

THE IMPORTANCE OF FRANCHISING

When we talk about start-ups and entrepreneurship, rarely do we discuss the potential of franchising not only as a way of establishing new ventures in the economy but also as a method of growing existing businesses. According to the British Franchising Association, franchising is the granting of a licence by one person (the franchisor) to another (the franchisee), which entitles the franchisee to own and operate their own business under the brand, systems and proven business model of the franchisor. The franchisee also receives initial training and ongoing support, comprising all the elements necessary to establish a previously untrained person in the business. This enables individuals to start their own businesses without having to develop their own ideas and utilising an existing brand and established market. Of course, whilst each franchise business is owned and operated by the franchisee, the franchisor controls the quality and standards of the way in which the business is

THE MANUFACTURING STRATEGY FOR WALES

Last night, I received the following comment on the previous post relating to a piece I had written back in early 2007 about the state of the manufacturing sector in Wales. "Dylan, you seem to be ignoring the fact that manufacturers in Wales have written the manufacturing strategy. Small and large manufacturers, all represented at the Manufacturing forum, have co-written this strategy. WAG has recently supported this strategy and have funded a co-ordinator with resources. Manufactures are happy with this progress as they are following the strategy they wanted. I know that the Conservatives have attacked the strategy as they seem to think that WAG wrote the strategy. They couldn't be more wrong. The Manufacturing Strategy was written by manufacturers, for manufacturers and is supported by WAG. If you don't agree with this, then I can invite you to the next Manufacturing Forum and you can explain to the manufacturers how their strategy is wrong....I appreciate that there is

INTRAPRENEURSHIP

Whilst we often consider entrepreneurship to be associated predominantly with new start-ups, larger firms - in order to compete effectively in fast-changing global markets - are adopting more innovative and enterprising approaches to management within their organisations. One of these approaches is the development of entrepreneurship within a corporate environment (or intrapreneurship). Research has shown that intrapreneurship is not easy, and there are considerable differences between an intrapreneurial and a traditional corporate culture, with the latter having an emphasis on a culture and reward system that tends to favour caution in decision-making. For example, large businesses rarely operate on a "gut-feeling" for the market-place, as many entrepreneurs do. Instead, large amounts of data are gathered before any major business decision is made, not only for use in rational business decisions, but also for use as justification if the decision does not produce optimu