This program is an activity of the UNESCO Global Action Programme (GAP) on Education for Sustainable Development (ESD)

Group logo of Entrepreneurship Campus

Entrepreneurship Campus

You are invited to receive free training at the Entrepreneurship Campus. This online training provides methods and techniques for developing ideas into solid business models, to turn a budding idea into a fully developed concept, or to improve on an existing business model.

Finding out what really motivates the founder

Make assignments

Practical exercises

The following questions are intended to help you to figure out your motivation for your initial idea, and to get to know your preferences, talents and expectations better.

How did you come up with your initial idea?

Which elements of your idea attracted you the most?

Where and how does the idea relate to your interests and passions? Which elements of your idea are the most interesting for you?

What drives you? What do you want in life? What do you realy want? What do you really, really want?

How does your intial idea fit to the things, you really, really want?

Which positive thoughts and experiences do you link to your initial idea?

Are there people, which influenced you?

Which activities do you like the most of your idea?

Which tasks, involved in the realization of your idea, do you like the most?

With whom do you want to connect through you initial idea?

Who benefits from your idea? Which advantages do they have?

What role do you wan to play during the realization of your initial idea?

(CEO ? Engineer? Marketing? Sales? . . .=

What is your lifestyle? How do you live?

Are you single? Or in a relationship? What are your hobbies? How does your intial idea fit into your lifestyle?

How do you imagine the future? Where are you in 5 years?

My methodology is different. I start with the initial idea and ask the would-be founder probing questions: ”Why do you want to run a restaurant? Because you like to be with people? Because you like to cook? Because you want to run your own business? Because you have pleasant associations with Egypt? Because you are fascinated by Upper Egypt?” His answers give me an initial sense of why the founder came up with this idea at all. Depending on his answers, I follow up with more relevant questions.

If, for example, his answer was, “I like to be with people,” my next questions would be “What do you find attractive about that? What role would you like to play? In what situations do you feel most comfortable with people? What kind of people would you like to surround yourself with? Are you single? Married? What are your hobbies?” If the founder replies, “I am very interested in Egypt,” I would continue with my questions, “What was it that attracted you? Was it the people, the culture, the history, the food, the climate, the exotic history surrounding the pyramids and the pharaohs?”

 

What’s important to me is to find out what motivates the potential founder and what was behind her original idea. Certainly you can imagine that it’s possible to follow up on each line of questioning with many more questions. Ultimately you’ll have an initial framework that will be on a solid footing because it’s based on the inclinations, talents, desires and passions of the person in question, an approach that can tap the hidden energies of that individual.

Nonetheless it is a relatively open framework, and it still needs many pieces of the puzzle in the form of information, contacts and assessments of the potentialities before we will have built a durable edifice that can stand up to the storms of changing fashion, imitators, established competitors and bureaucratic hurdles, as well as the many other obstacles, both expected and unexpected, that inevitably arise when you start a new venture.

Thus it is not an inspiration or a sudden epiphany that makes for a good entrepreneurial design. It is based on systematic work -- the more, the better. Only when the entrepreneurial design addresses as many aspects as possible would I recommend a start-up. In my experience it is often the case that introspection or a closer examination into one’s own as well as the customers’ desires are more promising than chasing trends or opportunities.

 

If you want to do something really interesting and revolutionary,

learn to ignore your customers.

Most customers function like rear view mirrors.
They are extremely conservative and boring,
lack imagination
and don’t know their own minds.

RIDDERSTRÅLE & NORDSTRÖM
in: Funky Business: Talent makes capital dance

 

The verdict is that it’s much too fast to go from initial idea directly into business administration implementation. The potential created by working through the initial idea into a well-thought-out and mature entrepreneurial design should not be neglected.

 

 

Youth Citizen Entrepreneurship Competition Partners

  • Organizers

  • Our Supporters

  • UN University for Peace ILO - Start and Improve Your Business CYC YABT
  • TakingITGlobal American Women Power way Yes European youth press German-Jordanian University
  • World peace youth TakingITGlobal yepp eci