of the Institutes research agenda began with the need
to develop effective programs in the fields of entrepreneurship
and new venture creation.
early 1990's the Institute began an extensive review of literature
and research that crossed a multitude of disciplines that
included the physical, natural and social sciences. This journey
of discovery led us to the emerging science of complexity
and the study of complex adaptive systems. The traditional
scientific method was no longer helpful in capturing interrelationships
between essential parts as in the case of human interactions,
the studies of ecologies and societies. The science of complexity
provided us with models that especially helped us to better
understand the entrepreneurial journey and how to transform
existing realities into emerging opportunities.
of complexity became the Institutes framework for conducting
research, not only in the field of entrepreneurship, but in
our efforts to help individuals of all ages and stages to
discover their distinct talents, meaning and purpose in order
to define their lifes mission. We further discovered
the kind of environment needed to enable leaders and participants
to effectively pursue their mission within a context of an
organizations purpose, vision and mission.
1993 to the present, the Institute for Enterprise Education
has conducted studies of over 2,700 small and medium enterprises
around the globe.
1996 and 1998, the Institute, in partnership with the Royal
Banks SME Markets Understanding the Entrepreneur
program, enhanced the size of the sample by 1,100. The findings
of this research led to a number of major discoveries:
7 critical crisis points in the life
of an enterprise.
ecological nature of enterprise growth.
as the essential driver of change.
interdependence between innovation,
management and technical
power of the network as the key determinant of an enterprisess
capability to move from a crisis point to a higher order
on the next leg of the journey
2002 - Instilling
the Spirit - Learning
The Bachelor of Education in Enterprise
Education Program Paper
- Click on
have a bigger
findings of this ongoing study
help us to discover
the nature of the
from a strategic
also identified the metaphor
of the jamming jazz
band as the most
for organic enterprises.
The instruments represent
the needs and requirements
of the enterprise.
The players represent
talents and values.
They have a vision
of where they want
to end up, but do not quite know how
they will get there.
Each member is free
to take the lead
when the right opportunity presents itself. Every jazz
musician has a chance
to play solo
while backed up by the rest of
their ensemble. And when this
type of activity occurs, the
rest of the team supports them
until another member takes over
as the key player. Successful
enterprises demonstrate these
and many other principles of
jamming jazz bands which include:
high degree of competence
strong sense of trust
awareness of each others uniqueness
communication and interaction
sense of meaning and motivation
compelling vision of achievement
great deal of improvisation
nature of leadership based
great sense of humour
journey over the past decade
led to a number of
initiatives on behalf
of the Institute.
2003 - Autoshift-2003
- Action Strategies for the Automotive Industry in the 21st
2002 - Autoshift-2002
for the Automotive
in the 21st Century
Your Niche In Niagara
the Gap Between
Youth and the
in the Vineyard
100 Companies Study