Foster

Case Solution for How, or Should, SE (Denmark) Foster Entrepreneurship?

Complete Case details are given below :

Case Name :      How, or Should, SE (Denmark) Foster Entrepreneurship?
Authors :           Daniel Isenberg
Source :             Babson College
Case ID :            BAB721
Discipline :        Entrepreneurship
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Babson Entrepreneurship Ecosystem Project (BEEP) was established in 2010 following the publication of “How to Start an Entrepreneurial Revolution”. The article contributed to the widespread recognition that entrepreneurship blossoms in a given region as the result of a complex interaction of many different domains and actors, including universities and human capital, providers of capital, corporations, policy makers, NGOs, and foundations.The 2010 Harvard Business Review (HBR) article made the term “entrepreneurship ecosystem” prominent for the first time, reflecting this dynamic and largely self-regulating system. The SE (formerly, Southern Energy) case enriches this dialog on engaging larger corporations in fostering entrepreneurship and entrepreneurship ecosystems and helps the discussion transcend polemic prescription and overly simplistic stereotypes of what larger corporations should or should not do. The case also highlights the potential benefits for larger corporations by engaging with entrepreneurial ventures. The case describes SE’s development from a small local utility located on the far western coastline of Denmark to an increasingly global player in electricity distribution and sales, telecommunications, including broad band internet, cable TV, renewable energy, and related fields. Although admittedly lacking a coherent strategy, SE has launched several entrepreneurial programs. The most prominent and visible activity is the Next Step Challenge, a new-as of the time of the case-global startup competition initially targeted to startup ventures in fields closely related to energy and telecommunications. Eight ventures from Denmark, the United States, Chile, and Serbia participated in the first three-month long program, which took place in Esbjerg, Denmark. The case outlines the program details, and participants’ views of the benefits and drawbacks of the program. SE is committed to, and has budgeted for, three iterations of the Next Step Challenge. Whereas most discussions of how corporations may programmatically engage entrepreneurship would focus entirely on this startup competition, the case also describes two additional programs with later stage entrepreneurial ventures. One is SE Blue Equity, a DKK 640 million, about $120 million, private equity fund managed by SE and three large Danish corporations and funds. SE Blue Equity has invested in five companies, each with approximately $10 million in revenues, in fields related to renewable energy and energy data and distribution, so it can scale them up with strategic relationships and bolstered management. SE has also incorporated SE Cloud Factory within its corporate structure, which originated as an external entrepreneurial venture. SE Cloud Factory is a customizable standard networking and data communications service for small and medium sized companies.
 
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Case Solution for Radio Station WEAA: Leading in A Challenging Situation

Complete Case details are given below :
Case Name :      Radio Station WEAA: Leading in A Challenging Situation
Authors :           Mary K. Foster
Source :             North American Case Research Association (NACRA)
Case ID :            NA0038
Discipline :        Organizational Behavior
Case Length :    10 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Corin Fiske, the recently hired Director of News and Public Affairs at WEAA a public radio station licensed and owned by Morgan State University (MSU) in Baltimore, Maryland was facing some urgent issues and had concerns about the level of support and motivation among her staff for her and for the station’s goals. For many years educators at the University had run the station as an educational resource for students and as a community service for the city. Over the past five years, the station had suffered from turnover in key positions (e.g., four General Managers in four years, Membership Director position open for over a year). The station had not had a fund raising drive in at least two years and had an operating loss of about $200,000 per year in recent years. A somewhat laissez-faire approach to management had been used at the station. Fiske had been recruited to help the station grow and achieve its potential. She was an experienced TV reporter and radio show host. She had an entrepreneurial spirit and viewed herself as a change agent. She had inherited a large staff of 30 direct reports, 29 were volunteers, one was paid, many had been at the station a long time (two to ten years). Most of the volunteers had no journalism or broadcast experience, other than their work at the station. The quality of the station’s news and talk show programming had suffered from lack of knowledge of public radio broadcast standards and from lack of commitment by some hosts. Since Fiske began working at the station, she had experienced some challenges: staff being late, non-responsive, resistant to change, and argumentative/combative, plus a resignation. What could she do to ensure her success and the success of the organization? She urgently needed to strategize with her boss and develop a plan of action.

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