New Product Development and Commercialization

What are the accomplishments of the
first 55 volunteer participants in the
Kentucky Entrepreneurial Coaches Institute?
• Donated over 9,000 hours to the community and region;
• Made 758 presentations to groups and organizations;
• Launched 68 entrepreneurial-friendly community
initiatives;
• Coached 486 individuals or teams;
• Created 224 new jobs as part of coaching efforts (valued
at approximately, $8,151,360 for a one year period )
• Saved 42 jobs as part of coaching efforts (valued at
approximately, $1,528,380 for a one year period)

But the biggest accomplishment
is the transformation of
entrepreneurial culture
• Over 68 entrepreneurial-friendly community
initiatives have been launched including youth
entrepreneurship in schools, entrepreneurial
contests, new networks, incubators in rural
areas, entrepreneurial help centers in rural
libraries.
• . . . and a tight network of 115 volunteer grassroots
leaders who are committed to
strengthening entrepreneurship in the region.

Questions from
Government Leaders:
Why Is Northeastern Kentucky Not
Entrepreneurial?
Why Don’t They Come Up with Innovative Ideas
and Apply for Entrepreneurial Grants?

My Research
Questions:
What do local
leaders know about
entrepreneurs?
What is the
capacity of local
people to support
entrepreneurs and
innovators?
Methodology: Focus
groups and
surveys in region.

North Eastern Kentucky

What I Learned From My
Research In Region?
‣ Lack of community support for “new ideas” or
entrepreneurship;
‣ Lack of regional identity: focus on local counties;
‣ Lack of grass-roots entrepreneurial leaders and coaches;
‣ Limited understanding of resources for entrepreneurs;
‣ Limited networking among “natural” coaches,
entrepreneurial leaders and advocates;
‣ Lack of training for local leaders to promote advocates and
leaders in entrepreneurship;

Conclusions from Research
We can build on hidden entrepreneurship
in the region;
We an build on strengths of grass-roots
leaders in region to nurture an
entrepreneurial culture;
We can create a sense of regional identity
and foster an entrepreneurial support
network.

Next Step:
• What are the skills, knowledge and
attitudes we want to nurture among
grass-roots leaders in the region?
• Responses came from rural
entrepreneurship experts in nation and
from almost 200 people who live in the
region.

Skills and Knowledge
• Imagination; Creativity;
• Understanding of entrepreneurial cultures;
• Ability to see potentials where others see
problems;
• Ability to listen;
• Ability to ask probing questions;
• Ability to develop a strong network of
emotional and informational support.

Skills and Knowledge (2)
• Ability to coach entrepreneurs across the
kitchen table; practical experience in
helping entrepreneurs;
• Ability to advocate for entrepreneurs in an
indifferent political and cultural climate;
• Ability to mobilize others;
• Ability to build a regional network of
entrepreneurial leaders and advocates;

Attitudes
• Entrepreneurial cultures can be
strengthened;
• Build on local strengths and assets;
• Regional entrepreneurial identity can
emerge;
• NE Kentucky can become one of the most
entrepreneurial-friendly cultures in rural
America.

Next Conclusion
from Regional Discussions
• A critical mass of entrepreneurial leaders
can be trained to make a difference;
• Start an entrepreneurial leadership
program to nurture 60 grass-roots leaders
who will lay the foundation for an
entrepreneurial culture.

“The future of every community lies
in capturing the passions,
imagination and resources of its
people”
--Ernest Sirolli, author
“Ripples from the Zambezi”

A proposal was developed for
the Kentucky Entrepreneurial
Coaches Institute

Objectives of KECI
Objective #1.
To establish a
tightly knit
network of 60
entrepreneurial
coaches and
leaders across the
19 tobaccodependent
county
region.

Objective #2.
To facilitate the emergence
of a strong entrepreneurial
culture or support system
in the targeted region.

Objective #3.
To strengthen the
entrepreneurial
infrastructure in the region.

Entrepreneurial Leaders and
Coaches are:
‣ Well-trained volunteer lay leaders
from across the region
‣ Selected in a competitive process
‣ A diverse class (gender, race,
age, income and educational
levels, work background)
‣ 2/3 have some involvement with
agriculture

The Curriculum:
‣ Eight seminars across the region over 16
months;
‣ International or national seminar
- We’re not alone!
- How other rural areas compete
- Importance of globalization
‣ A multi-method, hands- on approach:
* Interaction with international experts
* Panel discussions and break-out sessions
* Visits to entrepreneurs
* Showcases of creative regional entrepreneurs;
* Hands-on “homework” assignments
* Mini Grants for practical experience to build
regional cooperation

Program Phase: Building a Network of
Entrepreneurial Leaders Across the Region
Class I: 2004-2005
- 30 lay leaders from across the region selected
Class II: 2005-2006
- 30 lay leaders from across the region selection
After Graduation:
- Alumni Network: Sustaining the network
- Volunteer Commitments
Class III and Class IV Expansion in Years Ahead

It’s about entrepreneurship in a community
development context
‣ Entrepreneurship = innovation in social and business
enterprises.
‣ Community development = building or increasing
solidarity and agency.

Is the Kentucky Entrepreneurial
Coaches Institute based on social
science theory or is it just intuition and
assumptions?

Social Capital Theory
‣ It’s about relationships
‣ Social action is fostered through trust, friendships,
willingness to share resources.
‣ Reciprocity – not quid pro quo.
‣ Bonding + bridging social capital
‣ Practice: sharing rooms, buses, planes and
mini-grant experiences.

Concerns About Structure Functionalism
(systems theory)
‣ Related to agency (capacity building)
‣ Structures have manifest and latent functions.
‣ Structures contribute to own maintenance.
‣ Practice: Build capacity of community to
focus on entrepreneurship.
Talcott Parsons

Concerns About Power: Power & Conflict Theories
‣ Weak areas dependent on “core.”
‣ Power more diffused among contending
interest groups;
‣ Conflict is integral to social life.
‣ Practice: Analyze why differences with
elected political leaders about entrepreneurship
Know how to advocate for
entrepreneurship.

Concerns About Shared Meaning: Symbolic
Interactionism
‣ Human Interaction is About Symbols
(Language, Meaning to Places, People & Events)
‣ Shaped by one who makes gesture and recipient.
Observe, imitate, question.
‣ Practice: Building shared vision about
entrepreneurship and what it means.
Herbert Blumer

How We Talk: Communicative Action Theory
‣ Habermas – communication shaped at the seam of a
system and life world (the everyday world of
language and culture).
‣ Science + technology are modi operandi but not
value-free.
‣ Three kinds of knowledge: technical, hermeneutic
and emancipatory.
‣ Practice: Integrate technical knowledge
with other two kinds of knowledge
in workshops; Mini-grant experiences.
Jürgen Habermas

Rational Choice Theory
‣ Rational humans choose alternatives that best
suit individual needs.
‣ About incentives or sanctions.
‣ Those free of personal constraints attracted to
social movements.
‣ Practice: Elevate status of Fellows; use time
wisely; clear expectations

Giddens Structuration Theory
‣ Links disparate macro theories with micro theories.
‣ Modalities = certain paths or norms available through cultural
patterns. Modalities can transform or reinforce status quo. Link
among structure, symbolic interactionism, rational choice and other
theories.
‣ Practice: Creativity and innovation are an integral part of our
democracy and capitalist system. Can be used to challenge status
quo.

Conclusion: Seven Key Theories Underpinning
Kentucky Entrepreneurial Coaches Institute
‣ Social Capital Theory
‣ Structural Functionalism
‣ Power and Conflict Theory
‣ Shared Meaning – Symbolic Interactionism
‣ Communicative Action Theory
‣ Rational Choice Theory
‣ Giddens’ Structuration Theory