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Adolygiad Busnes De Cymru

Vol 7 Issue 4 2018

Start-Up Nation

Joining the dots:

Andy Penaluna on being

enterprising in education


the dots


Caroline Thompson

wants to empower

Wales’ entrepreneurial


Swansea Business School

Ysgol Fusnes Abertawe

Building an enterprising

economy: UWTSD and the

International University

of Malaya-Wales




3 Editorial:


4 The Big




























Volume 7 Issue 4





21 Review:





22 News and Events

24 Next Issue



Editor: Kathryn Penaluna

Editorial Board:

Manjit Biant

Sian Harris

Christopher Thomas

Jayne Woodman

Rebecca Weicht

Design & Print:

UWTSD TEL Department


Start-Up Nation




Does it take a village to make a start-up thrive, or could it take the region? In this

issue of South Wales Business Review, we are excited to connect the dots and

celebrate many great home-grown initiatives that support entrepreneurship and

entrepreneurs in Wales! Here at UWTSD we are extremely proud of our graduate

businesses, with 567 businesses in 2016, we were ranked third in the UK. Their

creativity and innovation keep us connected to current thinking, and you can

hear from one of them, Jo Ashburner (page 10).

10 In Conversation:



In our Big Interview, we hear from BeTheSpark’s CEO Caroline Thompson and get

a personal insight into her vision to empower Wales’ entrepreneurial ecosystem.

BeTheSpark wants to ensure that innovation and commercial opportunities are visible,

that key influencers, decision makers and financiers connect with each other, and

make the entrepreneurial landscape in Wales as simple as possible to understand and

navigate for everyone. It’s a vision for all.

Also in this issue, we discuss the importance of contracts (page 6), networking (page

7), and social media (page 13) for start-ups. We highlight three organisations that

boost entrepreneurship (page 8).

Alternative formats

If you require this document in an

alternative format (e.g. Welsh, large print

or text file for use with a text reader),

please email swbr@uwtsd.ac.uk

Fformatau eraill

Os hoffech y ddogfen hon mewn fformat

arall (e.e. Cymraeg, print mawr neu ffeil

tesun i’w ddefnyddio gyda darllenydd

tesun), anfonwch e-bost i:


ISSN 2049-5544

Disclaimer: The articles in this publication represent

the views of the authors, not those of the University. The

University does not accept responsibility for the contents of

articles by individual authors. Please contact the editor if you

have further queries.

Ymwadiad: Mae’r erthyglau yn y cyhoeddiad hwn yn

cynrychioli barn yr awduron, nid rhai UWTSD. Nid yw’r

Brifysgol yn derbyn cyfrifoldeb am gynnwys erthyglau

awduron unigol. Cysylltwch â’r golygydd os oes gennych

gwestiynau pellach.

© Prifysgol Cymru Y Drindod Dewi Sant / University

of Wales Trinity Saint David 2018. All rights reserved/

cedwir pob hawl. Registered Charity Number / Rhif Elusen

Gofrestredig 1149535

Cover image: ©Rawpixel.com/shutterstock



Web/Gwefan: www.uwtsd.ac.uk/swbr

Email/E-bost: swbr@uwtsd.ac.uk

Twitter: @SWBusReview


Kathryn Penaluna

South Wales Business Review

Adolygiad Busnes De Cymru

Swansea Business School

Ysgol Fusnes Abertawe

University of Wales Trinity Saint David

Prifysgol Cymru Y Drindod Dewi Sant

High Street / Stryd Fawr

Swansea / Abertawe


But learning to start up does not just begin with kicking off an entrepreneurial venture!

Did you know that Wales and its UWTSD is among the leading regions in Europe on

entrepreneurship education? Exciting entrepreneurial skills-building already takes place

in our primary schools (page 14). And we are exporting our knowledge far afield

(page 20)!

In our next issue, you are invited to Be My Guest, as we explore the tourism and

hospitality industry. If you are interested in contributing, please email us at swbr@


Best wishes,

Kath Penaluna

2 | Vol 7 Issue 4 2018

Vol 7 Issue 4 2018 | 3


The Big Interview:

Caroline Thompson

SWBR Editor Kathryn Penaluna

met BeTheSpark’s CEO Caroline

Thompson to talk about

BeTheSpark’s vision to empower

Wales’ entrepreneurial ecosystem.

SWBR: Tell us a bit about your

background and career history?

CT: Prior to taking up my position as CEO

with BeTheSpark, I was the NatWest lead

for the Entrepreneurial Spark accelerator

hubs in both Bristol and Cardiff. I have over

28 years of experience in banking with

NatWest in variety of roles – cross division

– ranging from Risk & Regulation to Human

Resources, and 12 years of experience in

leading teams.

SWBR: What is BeTheSpark and

how/why was it formed?

CT: BeTheSpark is a movement to

stimulate and engage everyone in the

Welsh ecosystem to drive entrepreneurship

through innovation across the whole

country. In achieving these aims we want

to ensure that innovation and commercial

opportunities are visible; that the key

influencers, decision makers and financiers

connect with each other; and make the

entrepreneurial landscape in Wales as

simple as possible to understand and

navigate for everyone.

SWBR: What is BeTheSpark’s

vision and how do you plan on

achieving this vision?

CT: BeTheSpark’s vision is to embed a

national imperative for entrepreneurship

and innovation across Wales by all

stakeholders to create more home grown

profitable companies creating wealth. In

order to achieve this we need to identify

and engage a core set of stakeholders

that will be energised and enthused to

start a movement around the twin pillars of

innovation and entrepreneurship.

4 | Vol 7 Issue 4 2018

SWBR: BeTheSpark is made up of;

government, corporate, academia,

risk capital and the entrepreneurial

community – how do each of these

stakeholders play their part in

driving the movement forward?

CT: Each of our stakeholder groups have

their own knowledge, skills and network

– the power is not in one but connecting

these. To date, we have received over 330

pledges from each of our stakeholder

groups. These pledges range from open

spaces, mentoring, specific expertise

and resources to seconding or allocating

members of their team to BeTheSpark as

part of their development or to help drive

specific initiatives in line with their existing

CSR activities and goals. People have

also pledged to promote BeTheSpark

via their Newsletter and/or social media.

They provide us with news stories about

business successes as well as send

us thought leadership pieces relating

to innovation, intrapreneurship,

and entrepreneurship.

SBWR: Tell us more about the

generational change that you are

trying to achieve?

CT: We want entrepreneurship to be

accessible to everyone. The only way we

are going to create more prosperity within

Wales is to create a generational change.

At the start of the year we brought together

over 120 people from higher and further

education institutions across Wales to share

best practice and ideas on igniting that spark

while people were still in education.

SWBR: What does a visible, simple

and connected ecosystem within

Wales ideally look like?

CT: I refer to BeTheSpark’s vision again:

we want to ensure that innovation and

commercial opportunities are visible; that

the key influencers, decision makers and

financiers connect with each other: and

make the entrepreneurial landscape in

Wales as simple as possible to understand

and navigate for everyone.

There are so amazing things that contribute

to the Welsh ecosystem including support

opportunities, funding, co-working spaces

and mentoring , that we want to connect

and amplify each of these to help create a

visible, simple and connected ecosystem

which is easy to navigate.

SWBR: BeTheSpark promotes

and encourages innovation-driven

entrepreneurship throughout Wales

but as CEO how do you stay

innovative and ahead of the curve?

CT: I spoke on this topic recently at the

BioWales conference – I believe you should

schedule time in your diary whether that

be daily or weekly for innovation. It’s so

easy to get caught up in work and forget

to take step back and look at how it could

be done differently or who you could speak

to/collaborate with to make things easier.

Everyone has the ability to be creative and

innovate, it’s just about making time to do so.

I also attend events regularly which gives

me the opportunity to learn what others are

doing within the innovation entrepreneurship

space and talk to like-minded people within

the industry.

SBWR: What’s next for BeTheSpark?

CT: BeTheSpark are working on amplifying

the movement and bringing it to life. To

do this we are sharing success stories,

case studies, news articles and promoting

events via our social media platforms. We

will be attending several events like the

Digital Festival 2018 and Wales Festival of

Innovation to further amplify our vision of

creating a visible, simple and connected

ecosystem across Wales.

In addition, we are also focusing on several

long term generational changes that were

raised at the BeTheSpark launch event

under the headings of ‘Must Win Battles’.

These encompass all five of our stakeholder

groups and cover a wide range of

actions helping to drive forward innovationdriven


SWBR: How can each of us play

our part in BeTheSpark?

CT: To date we have received over 330

pledges ranging from open spaces,

mentoring, specific expertise and

resources. People have also pledged to

promote BeTheSpark via their Newsletter

and/or social media. Provide us with news

stories about business successes and

alike as well as sending us some thought

leadership pieces on anything innovation,

intrapreneurship, entrepreneurship.

With so much going on in Wales, let's

amplify what's happening.

Register today via



vision is to embed a

national imperative

for entrepreneurship

and innovation

across Wales by all

stakeholders to create

more home grown

profitable companies

creating wealth.”

Vol 7 Issue 4 2018 | 5



What the Large Print Giveth,

the Small Print Taketh Away

Michael Green, Phillips Green & Murphy Solicitors

Will your Business Survive

by Luck or Design?

Starting and running a business can be

very exciting and challenging. Being

an entrepreneur and your own boss

is seen by many as an attractive goal.

It can also be extremely rewarding.

However, there is another, much more

mundane, if not downright boring,

analysis of starting and running a

business. That is to see the process for

what it is, a series of legal contracts.

Running a business largely

relies on contracts

Everything you do from buying your first

stationary, renting your premises and

taking on your first employee involves

entering a contract. Contracts are two

(sometimes more) sided agreements

where one party agrees to do something

for the other party usually in exchange

for money. Buying a cup of coffee, from

your favourite chain of coffee stores, is a

contract. The Coffee shop provides you

with the coffee and you pay them. Most

other business contracts are, however, far

more complex than that. They contain

lots of what lawyers like to describe

as terms and conditions, and

can be quite complex and

boring to read. Largely

because they have

been written

by lawyers.

Reading them is, however, a

must if you are not to fall foul of

unexpected consequences.

Take, for instance, a recent example I

came across. It involved a lady who set

up a business. She needed a website

to sell her goods. She entered into a

contract with a website provider. They

were a smaller, independent company

who agreed to build the website and

provide hosting for a period of five years.

There were detailed terms and conditions

on their website, which, presumably, she

did not read.

After a couple of months the website

crashed. It is her case that she lost

around £10,000 worth of business over

Christmas and the problems continued.

Reading the contract revealed that it

contained a force majeure clause. Force

majeure is French for “superior force” and

relates to matters which are beyond the

control of the parties. It relieves parties

of their liabilities for breach of contract

if the contract cannot be performed for

specified reasons. These clauses relate

to such matters as war, earthquake and

“acts of God”.

In this contract for the provision of an

e-commerce website and hosting,

hacking and malware were listed among

the examples of force majeure. So

the website providers seemed to be

suggesting that having their system

hacked or infected by a computer virus

is in the same category as items which

are genuinely beyond their control such

as loss of power from the National Grid

and earthquakes.

Such a clause should raise alarm bells

with any potential purchaser of their

services. But as most people don’t read

contracts before they enter into them, the

majority will never know until it is too late.

Why reading your contracts

pays off in the long-term

There are very few business contracts

into which you will enter that do not have

alternative suppliers. That gives you an

opportunity to negotiate the terms of the

contracts before you enter into them. The

cheapest might seem appealing at first,

but that is not the only criteria against

which a supplier should be judged.

Go through what you are signing up to

carefully, and if you need clarification,

seek it by email rather than telephone

so you have a record of the questions

you asked and the responses you

received. If the contract is particularly

significant in terms of the importance to

your ability to run the business (as in the

website example) or is of high monetary

value, it may well be worth you seeking

professional advice.

That might seem an expensive option

initially, but in the long run, it is better to

be safe than sorry.

Day one. You have invested time and

money in designing your website. You have

designed your logo and business cards. You

have designed your social media presence.

But have you designed your network?

I opened my company nine years ago, and

during that time I have seen many people in

my network take the plunge and open their

own business. Of those people, I can count

on one hand the number still operating after

three years. The question is, why? There are

many reasons, but there is one in particular

that is critical.

How your network of

contacts contributes to your

business success

Imagine your world as a network, where

every person you meet is a node in that

network. Now, imagine each node as a

magnet. You, as a node, will attract people

and other nodes will attract you. That

strength of attraction is based on a synching

of knowledge, skills, experience and needs.

The problem is that when starting out in

business too many people focus on building

networks of strong ties - people with high

levels of similarity (strong magnetism), who

reinforce their view of the world. At this point

you might be thinking, where’s the problem;

if people have a similar view of the world

then it naturally follows that they are more

likely to engage you? However, those strong

ties can serve to constrain your ability to

survive and thrive.

David Griffiths

MSc (Edin), PhD (Edin), CMgr FCMI

For example, meet Richard. Richard was 43

and had worked for ten years as an internal

Learning and Development consultant

for a multi-national firm in London. After

being worn down by years of restructuring,

he opted for voluntary redundancy and

opened a consulting practice. He networked

with consultants who delivered similar

services and mined his existing network

for opportunities. Within eighteen months

Richard had exhausted opportunities in his

network and found that instead of being

collegiate, his fellow consultants were

cutthroat (after all, they were competing

in the same space). Within another twelve

months, Richard had gone back to work as

a Learning and Development Manager in a

medium-sized company in Birmingham.

One of the secrets to longevity is the

diversity of your network. A diverse network

of strong and weak ties (think of this as lower

levels of attraction or magnetism) will allow

you to challenge your thinking about your

service or product offering. Such diversity

allows you to sense and anticipate changes

and opportunities in the market, which leads

to growth and resilience.

How I built my professional

network to help my

business grow

In contrast to Richard, I took the design

approach to network development. I

started by observing the market space,

building a political, economic, socio-cultural,

technological, environmental and legal

network. I took an empathetic approach,

engaging on social media to understand

what people were saying, what they were

hearing and what they were seeing and

what they were feeling. Such an approach

enabled me to build a sustainable business

model of emergent opportunities that has

allowed me to work in 17 different countries

over a nine-year period.

Longevity, resilience, can happen by luck

or design; if you want to out perform the

competition, invest the time and money in

designing and developing a diverse network.

On the other hand, you could leave it to luck.

David Griffiths is the former Programme

Director for the part-time Doctor of Business

Administration at Swansea Business School.

If you are interested in resilience (longevity

by design), check out the UWTSD part-time

DBA. Contact gareth.hughes@uwtsd.ac.uk.

6 | Vol 7 Issue 4 2018

Vol 7 Issue 4 2018 | 7


Boosting Local

Entrepreneurship –

Three Initiatives to Know

The Centre for African


Boosts Ethnic Minority

Entrepreneurship in

South Wales

The Centre for African Entrepreneurship

is a south Wales based organisation that

aims to inspire, support and promote

ethnic minority entrepreneurship and

leadership. Our offices in Swansea offers

a Business Community Space with a

meeting room available for business

workshops and meetings for up to 14

people, and IT suite with computers

available to use by the public. Our

main project is funded by ESF through

WCVA Active Inclusion Fund, and it

aims to provide a supportive platform

in which economically inactive aspiring

entrepreneurs connect with local active

entrepreneurs to form a network where

participants can thrive by learning from

each other. Activities include one to one

business advice, mentoring, training,

networking, and swapping skills events.

The CAE is in the process to create a

Youth Entrepreneurship Network (SYEN)

for University students and it is about

building a platform for young people

interested in entrepreneurship and based

in Swansea to connect and support

each other.

Franck Banza is the Founder and CEO of

the Centre for African Entrepreneurship.

Learn more at www.caentr.org

Indycube and TechHub –

Two Innovation Spaces

in Swansea

Many articles have been written about

open innovation, network models of firms

and industry clusters, but what happens

in a small city like Swansea? Indycube

and TechHub are successfully providing

co-working and business incubation

space in the heart of Swansea. These

facilities offer working space on flexible

terms, from one desk up to a full office

and are helping dozens of new firms to

establish themselves in the region and

across the globe.

Indycube focuses on building

regional resilience

Indycube was established in Cardiff in

2010. When that facility proved a success

in its first year, it sought to expand

and, to Mike Scott, one of Indycube’s

directors, Swansea appeared the ideal

place. After Mike championed the idea,

Indycube opened on Wind Street in

2012. Indycube’s philosophy is that whilst

they provide co-located, flexible space

for businesses, they will leave users

very much unmolested. Very little direct

support is offered, although working in

the same office with professionals from

all kinds of areas provides users with the

opportunities for collaboration, knowledge

sharing and mutual support. How they

choose to use these opportunities is

entirely their own choice.

Indycube places a great emphasis

on the regional resilience that can be

built when the right support for new

businesses is provided. Not only are the

start-ups based in Swansea providing

a direct economic benefit to the city by

being allowed to expand the business

community and attracting investment,

the local entrepreneurs are deriving a

personal benefit in that they do not have

to travel far afield to a remote office in

another (likely bigger) city. This enhances

their quality of life in that they spend less

time commuting, leading to more leisure

time and time with their families. In fact,

Indycube allows users to bring their

children to work, which in turn normalises

this kind of working and so helping it to

perpetuate itself.

Mike believes that if a country like Wales

focusses solely on attracting inward

investment, she leaves herself vulnerable

to economic shocks in other economies

which cause those investors to withdraw

from Wales to concentrate on their own

markets. The best chance for Wales is

to grow her own industries so that she is

better prepared to look after herself.


Centre for African Entrepreneurship

TechHub supports tech-focussed

start-ups in various ways

After establishing itself in London in 2010,

TechHub opened on Swansea’s High

Street in 2015, its first UK location outside

of London. It currently occupies four

floors at the award-winning Urban

Village development.

Its offering is distinct from that of

Indycube in that it focusses solely upon

tech industries, currently supporting over

750 companies around the world. Whilst

the model was established in London,

Sarah Fogel, community events manager

at Swansea notes that transplanting

the model to the south Wales region

presented many challenges. The market

was very different to that in London, as

TechHub quickly discovered that the base

of tech companies whom they wished to

attract was not as extensive as hoped.

TechHub had to adapt, considering

whether to expand their offer to more

established companies which hoped to

scale up or even to loosen their

definitions and offer their services to

non-tech businesses.

TechHub is very much engaged with its

service users, offering numerous support

events throughout the year. These events

are tailored to the requirements of service

users; for example should they ask for

advice about finance, tax or marketing,

then free sessions will be arranged with

industry experts which are held at their

High Street base so that any interested

member can benefit. TechHub also

partners with both local higher education

institutions (Swansea University and the

University of Wales Trinity Saint David) and

the DVLA, which has its UK headquarters

in Swansea.

Although based locally, TechHub’s service

users are part of a global community, in

which members’ needs are understood

and met in order to foster the next

generation of high-value companies.


8 | Vol 7 Issue 4 2018

Vol 7 Issue 4 2018 | 9


In Conversation:


Entrepreneur Jo Ashburner

Farr on Doing Business

“When your heartfelt

passion transfers to your

customers who are your

crucial investors, it will

be the courage of your

convictions that translates

into success, the courage

to be different.”

Manjit Biant

Manjit Biant met Jo Ashburner

Farr, CEO and Operations

Director of Red Dragon

Flagmakers. Jo graduated with

a First Class Honours degree in

Surface Pattern Design BA(Hons)

from UWTSD in 2004 as a single

parent. She developed her brand

Noonoo during the degree and

won a European Social Fund

scholarship to do a Masters

degree in Enterprise at the

University of Manchester. Soon

after, Jo established an ethical

manufacturing hub in Vietnam

and went on to win

Wales Regional and UK

National Businesswoman of

the Year award in 2006. Jo is

driven by ethical and social

enterprise manufacturing.

SWBR: Jo, tell us a bit

about yourself.

JA: There are three types of people in

business. Those who talk about it, those

who teach it and those who do it. I’ve

tried to be all three of these in my life and

the most pleasure has come from ‘doing’,

so when you asked me to think about

how I ‘do’ it’s tricky having to think about

it, break it down and put it to paper. The

headlines about my experiences of being

in business are pretty brief: be focussed,

work hard and don’t pretend to be

anything you’re not. But that doesn’t fill

the page so here’s to digging deeper.

For many years I wasn’t sure where I

was supposed to fit and I discovered by

default rather than design that having my

own business gives me the confidence

and strength to be me. I grew up on a

Welsh hill farm mentored and influenced

by good working class people with

strong-as-steel spines and colourful

vocabularies and at the age of eight was

unceremoniously uprooted and sent

away to boarding school to smooth the

edges, banish my strong Neath accent

and groom me into some form of social

acceptability. For a long time I felt like

the perpetual people watcher, curious

to see how others live, love and work

and that with the volume turned to mute,

so many look like they’re going through

the motions, treading water, waiting for

something to happen. I’ve made sure the

mute button is on so that when they turn

to look out at me with pursed lips and

a whiff of distaste as I whizz by at 100

mph skidding and bumping and charging

along living my life to the absolute full

laughing all the way, I don’t have to hear

what they have to say about it. It doesn’t

matter what they say anyway.

Through being borderline agoraphobic

– or perhaps it’s just that I just work

really well on my own – I’ve learned to

surround myself with good people. By

good I mean honest; and those who tell

me when my bum does look big in this,

those who make me laugh, make me

think, those who trust me enough that

they can rely on me, and they in turn then

become my go to team. By happily not

fitting in anywhere in particular, I welcome

those that bring on the differences -

pink Mohican, tats and piercings over

conventional dress and image any day if

I had to choose. In my book anyone who

has the honesty to embrace and express

who they really are instead of cloaking

themselves underneath the restraints of

social convention is real and intriguing

and I want to know more.

SWBR: What advice would you

give to someone starting up?

JA: I do admire determination, grafters,

and triumph over adversity and people

who stand out because of their

individuality. I don’t trust easily – I used to

but learned the hard way – and have no

time for procrastination, politics and other

nonsense, all of which you have to learn

to identify in business and the connection

you make with others.

Continues Overleaf

10 | Vol 7 Issue 4 2018

Vol 7 Issue 4 2018 | 11



The Value of Social

Media to Start-Ups

Connection with your peers, your

customers and your audience, some of

whom you’ve never met but who read

about you, hear about and see what you

are by your actions and feel they know

you, is empowering. Drawing in others

to invest in you and your business is vital

and as much as your business has a USP,

you as a person must also stand out and

have your own USP. To achieve this you

have to be open to learn, to change and

adapt. People have to like you for you as

you really are; don’t be the chameleon,

you’ll lose their trust and they will walk

away. When your heartfelt passion

transfers to your customers who are your

crucial investors, it will be the courage

of your convictions that translates into

success, the courage to be different.

Make no bones about it, you have to be

prepared to go without, you have to take

responsibility for your actions and learn

not to blame others when something

goes wrong – a bad reputation is a

terrible curse on a person and a business,

but it happens. Accept the trials as a hard

lesson and then work out how to avoid it

happening again. Always hold your nerve;

walk away and distract yourself if that

works for you (it does for me) and when

you return to your desk the universe will

have rebalanced itself and all will be right.

SWBR: How would you advise

managing money?

JA: When you’re planning, budget for the

unpredictable and never underestimate

how much running a business costs –

don’t owe your suppliers any money and

if you can’t pay on time, explain it to them

up front close and face to face or on the

phone to diffuse any misunderstandings.

To sleep well at night I highly recommend

consolidating what you have and

avoid debt. Keep it small and trim and

economise. Work smart and if that

involves saving a small fortune in travel

expenses, lunch and coffees throughout

the day and not having to be suited and

booted by working from your kitchen

table, so be it. I still now avoid having to

keeping up appearances and apart from

what I throw on to walk the dog on the

beach in the fresh air under blue skies

while I take that call with a client (who is

sitting in an office most likely staring at a

wall), I do my own thing.

SWBR: What would be your final

thoughts and things to look

out for?

JA: Having a business is like having a

cool kid. You watch him learn from his

mistakes as he grows and flourishes

into a person you and those around you

enjoy being with. You can’t force him to

do anything he doesn’t want to do, but

you can steer him. And the outcome of

this learning path? The confidence in

your/my own ability to achieve something

good and the courage to create and run a

business with a social mission.

Society is changing. It’s calling out

the selfish arrogance of the few and

demanding a fairer distribution for the

greater good. While consumers lazily

distribute chewing gum graffiti on our

streets and continue to ignorantly

propagate the plastic pollution in our

seas, I look at what should be the social

responsibility of the original manufacturers

of the pollutants to clear up the mess

they’ve created. I mean how many cars

and houses and holidays will it take for

you to be happy? And you can’t take it

with you.

We all absolutely know this and yet

human kindness and charity are left

to clear up the mess of pollution and

poverty and bad politics and it all boils

down to what you choose to do. So in a

small way my business is my version of

creating positive change and my personal

contribution to redressing the balance

of unfairness in society. Every day I see

businesses shouting loud on social

media and on the news about being the

‘official’ this and that to rights for this

and rights for that and I applaud their

contribution. But make no bones about

it, that contribution has been entered into

the ledger as PR expense and its short

lived. It’s used as a promotional vehicle

and it creates a short-lived ‘blink and you

miss it’ feel good noise for that business’

branding, nothing more. It’s definitely not

the same as making a product and being

totally reliant on sales of that product,

then using the profits made from those

sales to train skills to those who have

fallen on hard times, at no cost to them

and then help them get back on their feet

and into sustainable employment.

That’s my take on being successful.

That’s ‘doing’.


Social media is a valuable resource

to any business, irrespective of size.

It is even more important, however,

to start-ups and entrepreneurs at the

start of their journey for connecting,

influencing and growing their desired

brand. Social media remains your best

and easiest way to reach a large global

community to grow your business.

Whether you offer a service, running

a lifestyle brand or have created a

ground-breaking piece of tech there

are some basic rules of play when it

comes to the world of social media.

Think before you act: What are you

trying to achieve? You need to answer

this question before you jump in and try

to conquer the world of social media.

Create your strategy before you create

your profiles. Before you start choosing

the right channels, think of your business

goals and objectives and how social

media can help achieve these. It’s ok to

not have presence across them all.

Pick and choose what works best for

your business.

Create your online persona:

What kind of company do you

want to be on social media?

Align your social media

presence and persona with

your company culture – is

this serious and factual,

or playful and fun? Or

perhaps a degree of all

the above? People love

to get to know the people

behind the brand so

don’t forget to add that

human element.

Work smart: Creating

and having an effective

social media presence

can help new companies

create meaningful,

lasting relationships with

customers. Using your

social media platforms

for customer service

and gaining valuable

feedback can help put

your company ahead of

the game.

Know your data: As well as looking

great and being a valuable platform to

connect with your potential customers,

social media also offers you a wealth

of data and insight into how to target

prospectives. Use this data to your

advantage and align your content with

images/posts your audience wants to see

and add value.

Keep your audience engaged: Set

aside time each day to check your

accounts and keep them populated

regularly with good quality content

(use your data to help discover what

‘good’ content is for your brand). If your

platforms lie dormant for weeks at a time,

it is likely that you are going to lose your

audience as they will become disengaged

with your content and brand.

Build strong online relationships:

Behind every successful social media

strategy is genuine human connection.

Show your audience the team of people

behind your product/business. Take your

audience along on the journey with you –

don’t use your social platforms as another

obvious sales push, be tactful and smart

about building those relationships. Use

your platforms to listen to what your

customers need and want then offer a

genuine solution by introducing them to

your business.

Emma Gray is BeTheSpark’s Digital

Communications Manager.

12 | Vol 7 Issue 4 2018

Vol 7 Issue 4 2018 | 13


Being Enterprising in

Education, Where are the

Dots to be Joined Up?

Andy Penaluna is the Director of the International Institute for

Creative Entrepreneurial Development at UWTSD. His clients include

the United Nations, OECD and European Commission. The Institute of

Enterprise and Entrepreneurs and Maserati are amongst those who

have acknowledged his work, and in 2015 he received a personal

Queens Award for Enterprise from her Majesty the Queen.

As a former small business owner and

academic who subsequently ended

up teaching students to be more

entrepreneurial, I often get asked by

small businesses what universities are

doing, and can't they do more?

Businesses call for 21st

century skills

Big picture news is all around us,

from the Global Economic Forum to

The World, Bank, United Nations and

European Commission. The new call is for

entrepreneurial 21st century skills, right

across the piece. In Wales this has led to

a new school curriculum being developed,

new forms of teacher training and perhaps

most importantly, new ways of evaluating

learner performance. In Professor Graham

Donaldson’s ‘Successful Futures’ review

of the curriculum and assessment

arrangements in Wales, one of the four

‘purposes’ and cornerstones for this

change in schools asks for “enterprising

creative contributors” who are skilled in

connecting and applying their knowledge,

identifying and grasping opportunities and

teamwork. Sounds a little like a business

does it not?

A few years ago I was lucky enough

to be invited to present some of my

ideas in Parliament to a delegation of

micro businesses, the net result being a

publication for the All Party Parliamentary

Group (APPG) for Micro Businesses

entitled ‘An Education System for An

Entrepreneur’. What became clear was

the lack of joined up thinking, with pockets

of excellence and little reward for those

involved. Some schools, for example

those working with Sir Rod Aldridge or

those working in deprived areas such as

Rotherham, are developing new metrics

to measure success, but they have to sit

alongside more traditional examinations

and tests. If we do not get the testing and

marking right, how can we support learner

progression and improvement?

Take this simple example, an entrepreneur

or founder rarely knows for sure where

their next customer is coming from, or if

the business will succeed. Sheer grit and

determination is important, as are the

abilities to be flexible and adaptable in

response to change. Unique selling points

are also important, which means doing

something different to the norm –

in order to obtain some kind of

competitive advantage.

We need new assessment in

schools to help learners

be innovative

Now move our thinking to education

where students and pupils, especially

beyond primary school, are tested

through written exams that check that

they know the right facts and the right

people to quote, can regurgitate theories

and practices that have been accepted

as good by academics, and as long as

they hit the ‘standard’, get a good grade.

Standard of course, means the same, so

in effect we are calling for learners to think

alike, and to not question the accepted

norms that they are presented with. Add to

this that as I frequently comment, riding a

bike is not the same as writing about riding

a bike, and we can see that something is

truly amiss.

Fortunately this message is starting to get

through, and researchers for the European

Commission’s Science Hub, Joint

Research Centre, have been busy working

some of the issues out. My department

at UWTSD was singled out as one of only

two European universities that had a head

start in the way that they thought, and this

was because our thinking started in the

School of Art and Design. Here everything

can be challenged, silos and artificial

boundaries such as subject areas can be

pushed aside to join up fresh ideas and

to think far and wide. Designers use their

creativity to solve other people's problems,

as you will know when you want a website

designed or a new product developed.

In my case it was Advertising, because

where else does business to business

activity take place that is wholly reliant on

creative responses to potential markets?

This message is important, because all

too often universities choose to support

their brilliant few, the ones who already

have ideas to develop and motivation

to succeed in business. This is great,

but only responds to a tiny proportion

of students who have learned to learn

for themselves, and can be trained in

business processes. Frankly, that is the

easy bit.

Business have a role to play

when it comes to education

So, attention has turned to other

competencies and abilities; the ones

so often assumed, and have therefore

remained relatively unsupported in any

formal manner. How can you learn and be

evaluated on your opportunity alertness?

What about visioning for the future,

especially when you’ve nearly always

been studying the past?

Business has its role to play here. If

businesses want to help, they need to

engage. It is not good enough to sit back

and leave it to educationalists, because

they too are a stakeholder whose voice

needs to be heard. However, if education

does not seem to understand business,

the other side of the coin suggests that

businesses do not understand education,

or the shifts and changes that need to

be addressed.

These are just some of the dots that

can be joined up to make more sense

of education, and as an educationalist,

support the learners who need these

competencies to succeed. I recently

shared the stage with Lord Karan

Bilimoria of Cobra Beer fame, and his

words “there is a huge opportunity here”

are ringing in my ears.

Update: Craigfelen Primary, a leading

entrepreneurial school, that Andy

Penaluna often engages with, has

recently been acknowledged for

their great work on entrepreneurship

education taking home various prizes at


Troopers National Primary

School Competition”!

Andy with entrepreneurs from Craigfelen Primary

14 | Vol 7 Issue 4 2018

Vol 7 Issue 4 2018 | 15


Our Business is Future-

Proofing Construction Skills

Julie Evans

CWIC Administrator

When it comes to growth predictions,

construction is on track to be the

leading industry sector in Wales.

In 2016 the sector’s output was

estimated to have reached £55.4bn

with around 8% of the total Welsh

workforce employed in the industry

(source: WG 2014 via Careers

Wales website).

According to Welsh Government,

Wales has almost 13,000 companies

employing circa 112,000 with significant

growth predicted for the industry. In the

Construction Industry Training Board’s

(CITB) latest Construction Skills Network

report (February 2018) Wales leads UK

construction growth for the fourth year

running and the sector is set to grow by

4.6% on average per annum up to 2022.

By then, an extra 12,250 jobs will boost

the workforce to an estimated 121,500.

Much of this growth is a result of

significant infrastructure projects such as

Yr Wylfa Newydd the new nuclear power

station in Ynys Mon, the M4 relief road

and the South Wales Metro as well

as a much increased building

programme which aims to deliver 20,000

affordable homes.

Construction Wales

Innovation Centre trains the

worksforce for growth

The challenge for the Construction Wales

Innovation Centre (CWIC) is to help

meet the workforce skills this growth

will demand. One of its main roles is

to ensure that Wales has a fully trained

workforce - the right people, in the right

place, at the right time and with the right

capabilities. As its name and strap-line

suggests, its aim is to improve skills,

encourage new entrants into the industry,

lead on innovation and ensure industry

continues to improve its performance.

Set up as a Hub and Spokes model

in 2016 with funding from the CITB,

Construction Wales Innovation Centre

works in partnership with Coleg y

Cymoedd, Coleg Cambria, Coleg

Ceredigion, Coleg Sir Gar and the

Building Research Establishment to

deliver specialist construction training

at all levels. Keen to be inclusive and to

address the needs of the whole industry

in Wales it has also started offering

training via its wider network such as at

Pembrokeshire College, Coleg Llandrillo

and Coleg Gwent to name a few. CWIC

is also working collaboratively with

federations and professional bodies

such as the Federation of Master

Builders and the Chartered institute of

Building, Construction Excellence Wales,

Construction Future Wales. Additionally,

working with trade bodies, advisory

groups and construction businesses,

CWIC is well placed to understand the

training needs of the sector.

Meeting the needs of industry

CWIC is going to be a key player

in supporting the significant growth

predicted for the sector. Having

established a strong benchmark in its

first 18 months, CWIC has successfully

delivered a wide ranging training

programme benefiting most occupations.

During this period 1,550 staff have

benefited from training, support has been

provided to in excess of 350 companies

and more than 220 courses, events and

other activities have been completed.

A diverse programme of training has

been industry led, usually requested

through Construction Industry Training

Board's training advisory groups and has

included courses on using excavators

and telescopic handlers, heritage

plastering, basic lead welding, the repair

and maintenance of sash windows, road

construction, site surveying and the

installation of sprinklers. Recognising the

challenge of attracting young people to

construction, a four week intensive boot

camp has been successfully delivered, all

of whom are likely to start work with

local contractors.

In terms of innovation Construction

Wales Innovation Centre has introduced

new courses on the use of drone and

laser scanning technologies which

demonstrate their use in surveying

construction projects and is looking

forward to developing further courses

using new technology.

Educational engagement is also one

of CWIC’s priorities. To capitalise on

live construction sites, it introduced

a new on-site learning initiative called

‘Skills on Site’ for Further and Higher

Education students. Since the initiative

was launched last year, students have

been able to learn from contractors

such as Kier Construction about current

working practices such as Mechanical

and Electrical Connectivity, Contractual

Procedures, Tender Bids and Site

Logistics and from TAD Builders about

their Pre-construction procedures for the

new Performance and Innovation building

being built at their Graig Campus.

Gerald Naylor, Director of CWIC said that

the “response from employers has been

very encouraging with both large and

small contractors offering to open their

sites to full-time students eager to learn

from those actually delivering construction

projects. This CWIC-CITB initiative aims

to help full-time students become work

ready through short and structured

learning experiences."

Wales’ first

construction centre

Construction Wales Innovation Centre is

not missing out on the construction boom

as it is moving from its current location

to a brand new purpose-built home this

September. This is when the £6.5m

Construction Industry Training Board

funded innovation Hub will open. It will be

the new base for CWIC forming part of

the new Swansea Waterfront campus of

the University of Wales Trinity Saint David.

It will offer visitors state of the art facilities

including a Constructzone, workshop

space, and digital learning suite, as well

as conference, seminar and

meeting spaces.

The CWIC development will also see

the establishment of a nearby Access

Hall (scaffolding facility) supporting

employers and apprentices from Wales

and beyond. The Access Hall is due to

open in September 2018 and will deliver

introductory courses, apprenticeship

programmes as well as short courses

demanded by industry.

In addition to its specialist training remit,

CWIC is a partner in a number of CITB

funded industry-led projects promoting

the construction industry throughout

Wales to the education sector. These

include working with Bouygues UK on the

development of educational resources for

the careers service and school teachers

and with Kier Construction on employereducation

engagement tools. CWIC is

also partnering with the Civil Engineering

Contractors Association on improving

recruitment into higher education though

sustainable engagement. Currently,

CWIC is involved in two further CITB

collaborative projects again for the benefit

of promoting careers in construction as

well as enhancing training methods.

CWIC in partnership with the UWTSD,

Construction Industry Training Board and

Construction Industry Training Board

are actively developing new Level 5

Higher Apprenticeships in Construction

Management and Quantity Surveying as

a result of employer demand in Wales.

These are due to start September 2018

and work has started on developing

Degree Apprenticeships ready for 2019.

Mark Bodger, Partnership Director,

Construction Industry Training Board

Cymru Wales, said: “Construction

Wales Innovation Centre is a landmark

project for CITB and represents the

new partnership approach for us as

organisation as outlined in our Vision

2020 – The Future CITB programme. The

opening of the CWIC hub in the autumn

of this year comes at a good time for the

Welsh construction industry with strong

growth forecast and a positive pipeline of

work predicted. CWIC will help to provide

training that is most needed in our sector,

working in partnership to create the skills

for now and for the future.”

For further information about CWIC

please visit www.uwtsd.ac.uk/cwic/ or

contact them at cwic@uwtsd.ac.uk.

16 | Vol 7 Issue 4 2018

Vol 7 Issue 4 2018 | 17


Ein busnes yw Sicrhau Sgiliau

Adeiladu at y Dyfodol

Pan mae hi'n dod i ragfynegiadau twf,

mae adeiladu ar y trywydd tuag at

fod y sector diwydiant blaenllaw yng

Nghymru. Yn 2016 amcangyfrifwyd

bod allbwn y sector wedi cyrraedd

£55.4 biliwn gydag oddeutu 8% o

gyfanswm gweithlu Cymru yn cael eu

cyflogi yn y diwydiant.

Yn ôl Llywodraeth Cymru, mae gan

Gymru bron i 13,000 o gwmnïau sy'n

cyflogi tua 112,000 a rhagwelir twf

sylweddol ar gyfer y diwydiant. Yn

adroddiad diweddaraf Rhwydwaith Sgiliau

Adeiladu Bwrdd Hyfforddi'r Diwydiant

Adeiladu (CITB) (Chwefror 2018) mae

Cymru'n arwain twf adeiladu'r DU am y

bedwaredd flwyddyn yn olynol a disgwylir

i'r sector dyfu 4.6% ar gyfartaledd bob

blwyddyn hyd at 2022. Erbyn hynny

bydd 12,250 o swyddi ychwanegol yn

codi'r gweithlu i tua 121,500 erbyn 2022.

Mae llawer o'r twf hwn yn ganlyniad i

brosiectau isadeiledd sylweddol megis

Yr Wylfa Newydd, yr orsaf bŵer niwclear

newydd yn Ynys Môn, ffordd liniaru'r M4

a Metro De Cymru yn ogystal â rhaglen

adeiladu tai gynyddol sy'n anelu at

ddarparu 20,000 o dai fforddiadwy.

Yr her ar gyfer Canolfan Arloesi Adeiladu

Cymru (CWIC) yw helpu i gyflenwi

sgiliau'r gweithlu y bydd y twf hwn yn

galw amdanynt. Un o'i brif rolau yw

sicrhau bod gan Gymru weithlu wedi'i

hyfforddi'n llawn - y bobl iawn, yn y lle

iawn, ar yr adeg iawn a gyda'r galluoedd

iawn. Fel y mae ei enw a'i is-bennawd yn

awgrymu ei nod yw gwella sgiliau, annog

newydd-ddyfodiaid i'r diwydiant, arwain

ar arloesedd a sicrhau bod y diwydiant yn

parhau i wella ei berfformiad.

Wedi'i sefydlu fel model Prif Ganolfan a

Lloerennau yn 2016 gyda chyllid oddi

wrth y CITB, mae CWIC yn gweithio

mewn partneriaeth â Choleg y Cymoedd,

Coleg Cambria, Coleg Ceredigion, Coleg

Sir Gâr a'r Sefydliad Ymchwil Adeiladu i

ddarparu hyfforddiant adeiladu arbenigol

ar bob lefel. Yn awyddus i fod yn

gynhwysol ac i fynd i'r afael ag anghenion

y diwydiant cyfan yng Nghymru, mae

hefyd wedi dechrau cynnig hyfforddiant

trwy ei rwydwaith ehangach megis yng

Ngholeg Sir Benfro, Coleg Llandrillo a

Choleg Gwent i enwi ond ychydig. Mae

CWIC hefyd yn cydweithio â ffederasiynau

a chyrff proffesiynol megis Ffederasiwn y

Meistr Adeiladwyr a'r Sefydliad Siartredig

Adeiladu, Rhagoriaeth Adeiladu Cymru,

Dyfodol Adeiladu Cymru. Yn ychwanegol,

gan weithio gyda chyrff masnach,

grwpiau cynghori a busnesau adeiladu,

mae CWIC mewn sefyllfa dda i ddeall

anghenion hyfforddiant y sector.

Bodloni anghenion

y diwydiant

Mae CWIC yn mynd i fod yn chwaraewr

allweddol wrth gefnogi'r twf sylweddol a

ragwelir ar gyfer y sector.

Wedi sefydlu meincnod cadarn yn ei 18

mis cyntaf, mae CWIC wedi llwyddo

i gyflwyno rhaglen hyfforddiant eang

sydd wedi bod o fudd i'r rhan fwyaf

o alwedigaethau. Yn ystod y cyfnod

hwn mae 1,550 o staff wedi elwa ar

hyfforddiant, rhoddwyd cymorth i 350 o

gwmnïau a chwblhawyd mwy na 220

o gyrsiau, digwyddiadau a

gweithgareddau eraill.

Mae rhaglen hyfforddiant amrywiol wedi

cael ei harwain gan y diwydiant, ar gais

grwpiau cynghori hyfforddiant y CITB

fel arfer, ac mae wedi cynnwys cyrsiau

ar ddefnyddio cloddwyr a thrinwyr

telesgopig, plastro treftadaeth, weldio

plwm sylfaenol, atgyweirio a chynnal a

chadw ffenestri sash, adeiladu ffyrdd,

tirfesur safleoedd a gosod chwistrellwyr.

Gan gydnabod yr her o ddenu pobl

ifanc i adeiladu, cyflwynwyd bwtcamp

dwys pedair wythnos yn llwyddiannus,

ac mae pob un ohonynt yn debygol o

ddechrau gweithio gyda chontractwyr

lleol. O ran arloesedd mae CWIC wedi

cyflwyno cyrsiau newydd ar ddefnyddio

technolegau sganio drôn a laser sy'n

dangos eu defnydd wrth dirfesur

prosiectau adeiladu ac mae'n edrych

ymlaen at ddatblygu cyrsiau pellach gan

ddefnyddio technoleg newydd.

Mae ymgysylltu addysgol hefyd yn un o

flaenoriaethau CWIC. Er mwyn manteisio

ar safleoedd adeiladu byw, cyflwynodd

fenter ddysgu ar-safle newydd o'r enw

'Sgiliau ar y Safle' ar gyfer myfyrwyr

Addysg Bellach ac Uwch. Ers i'r fenter

gael ei lansio y llynedd, mae myfyrwyr

wedi gallu dysgu gan gontractwyr megis

Kier Construction ynghylch arferion

gwaith cyfredol megis Cysylltedd

Mecanyddol a Thrydanol, Gweithdrefnau

Contractiol, Cynigion Tendr a Logisteg

Safle ac wedi dysgu gan Adeiladwyr

T.A.D. Cyf am eu gweithdrefnau

Cyn-adeiladu ar gyfer yr Adeilad

Perfformiad ac Arloesi newydd sy'n cael

ei adeiladu ar Gampws y Graig.

Dywedodd Gerald Naylor, Cyfarwyddwr

CWIC, "Mae'r ymateb gan gyflogwyr

wedi bod yn galonogol iawn gyda

chontractwyr mawr a bach yn cynnig

agor eu safleoedd i fyfyrwyr amser llawn

sy'n awyddus i ddysgu gan y rhai sy'n

cyflwyno prosiectau adeiladu ar hyn o

bryd. Nod y fenter CWIC-CITB hon yw

helpu myfyrwyr llawn amser i ddod yn

barod am waith trwy brofiadau dysgu byr

a strwythuredig."

Canolfan adeiladu

gyntaf Cymru

Nid yw CWIC yn colli allan ar y ffyniant yn

y byd adeiladu gan ei fod yn symud o'i

leoliad presennol i gartref newydd sbon

a adeiladwyd yn bwrpasol ym mis Medi.

Dyma pan fydd yr hwb Arloesi £6.5m a

ariennir gan CITB yn agor. Dyma fydd

y lleoliad newydd ar gyfer CWIC sy'n

ffurfio rhan o gampws newydd Glannau

Abertawe Prifysgol Cymru: Y Drindod

Dewi Sant. Bydd yn cynnig cyfleusterau

o'r radd flaenaf i ymwelwyr, gan gynnwys

Parth Adeiladu, gofod gweithdy, a swît

ddysgu ddigidol, yn ogystal â mannau

cynadledda, seminar a chyfarfod.

Bydd y datblygiad CWIC hefyd yn gweld

sefydlu Neuadd Fynediad gyfagos

(cyfleuster hyfforddi sgaffaldio) a fydd yn

cefnogi cyflogwyr a phrentisiaid o Gymru

a thu hwnt. Mae'r Neuadd Fynediad i

fod i agor ym mis Medi 2018 a bydd yn

darparu cyrsiau rhagarweiniol, rhaglenni

prentisiaeth yn ogystal â chyrsiau byr y

mae'r diwydiant yn galw amdanynt.

Yn ychwanegol at ei gyfrifoldeb i ddarparu

hyfforddiant arbenigol, mae CWIC

yn bartner mewn nifer o brosiectau a

arweinir gan y diwydiant ac a ariennir

gan CITB sy'n hyrwyddo'r diwydiant

adeiladu ledled Cymru. Mae'r rhain yn

cynnwys gweithio gyda Bouygues UK ar

ddatblygu adnoddau addysgol ar gyfer

y gwasanaeth gyrfaoedd ac athrawon

ysgol a gyda Kier Construction ar offer

ymgysylltu cyflogwyr ac addysgwyr.

Mae CWIC hefyd yn cyd-weithio gyda'r

Gymdeithas Contractwyr Peirianneg Sifil

ar wella recriwtio i addysg uwch drwy

ymgysylltiad cynaliadwy. Ar hyn o bryd,

mae CWIC yn cymryd rhan mewn dau

brosiect cydweithrediadol CITB

arall er mwyn hyrwyddo gyrfaoedd

mewn adeiladu yn ogystal â gwella

dulliau hyfforddi.



partneriaeth â



wrthi'n datblygu

Prentisiaethau Uwch

Lefel 5 newydd mewn

Rheolaeth Adeiladu a Syrfeo

Meintiau o ganlyniad i alw

cyflogwyr yng Nghymru. Mae'r

rhain i fod i ddechrau ym mis Medi

2018 ac mae'r gwaith wedi dechrau

ar ddatblygu Prentisiaethau Gradd yn

barod ar gyfer 2019.

Meddai Mark Bodger, Cyfarwyddwr

Partneriaeth, CITB Cymru Wales,: "Mae

CWIC yn brosiect pwysig iawn ar gyfer

CITB ac mae'n cynrychioli'r ymagwedd

bartneriaeth newydd i ni fel sefydliad a

amlinellir yn ein Gweledigaeth 2020 -

rhaglen CITB y Dyfodol.

"Mae agoriad y ganolfan CWIC yn yr

hydref eleni yn dod ar amser da i'r

diwydiant adeiladu yng Nghymru gyda'r

rhagolygon ar gyfer twf yn gryf a llif

cadarn o waith yn cael ei ragweld.

"Bydd CWIC yn helpu i ddarparu'r

hyfforddiant sydd ei angen fwyaf yn ein

sector, gan weithio mewn partneriaeth i

greu'r sgiliau ar gyfer nawr ac ar gyfer

y dyfodol."

Am ragor o wybodaeth am CWIC

ewch i cwic.wales neu cysylltwch

â nhw ar 01792 481273 /


18 | Vol 7 Issue 4 2018

Vol 7 Issue 4 2018 | 19


Building an Enterprising

Economy – the Case for

Entrepreneurship Education at

the International University of

Malaya-Wales (IUMW)

Review: “Just Start: Take

Action, Embrace Uncertainty,

Create the Future”

Compared with many other countries

in the region, Malaysian economic

development including business

start-ups, growth rates, applications

for patents and attraction of foreign

enterprises has been impressive and

on the rise since the Asian economic

crisis of 1998.

To keep this momentum going and

continue to build the country’s vision for

2020 – a knowledge economy, 2018 is a

crucial year. It is now that the paradigm

may shift as the currency is stabilising if

not appreciating, and Malaysia is facing

a potential “brain drain” of enterprising

Malaysian, Indian and Chinese citizens.

Bureaucracy, risk averse regulations and

the government’s job creation scheme

may also lead to disincentives to be selfmotivated

in creation of enterprises.

Education as the driver

to build an enterprising


Therefore the challenge is to create an

enterprising economy. Education has

been tasked to develop the skills that can

transform Malaysian culture to embrace a

real enterprise generation. But education

is seen as traditional, slow to change and

driven by old performance indicators,

which often are at odds with the best

practice of enterprise education.

For 25 years, UWTSD, guided by the

ubiquitous entrepreneurship educators

Kath and Andy Penaluna, has pioneered

these developments. UWTSD believes

that class sessions should be active,

problem solving, encouraging wide

varieties of solutions, engendering

self-sufficiency, self-confidence and

team building; and of course traditional

skills and knowledge are important but

"learning by doing’’ should be the mantra.

IUMW has been inspired to follow

UWTSD's example. It has introduced

Entrepreneurial studies as a compulsory

module across the curriculum to foster

the knowledge of how to set up a

business and prepare a business plan.

Teaching business model canvas needs

to be supported by enhancing innovative

and technological skills. However, simply

preparing a business plan may not be

the true spirit of creating entrepreneurs.

Entrepreneurial education also needs

to focus on enhancing innovative skills

for students in technological matters,

something lacking in the Malaysian

education landscape. IUMW ran a

"Dragon’s Den’’ pitch competition and

tied it in with UWTSD’s long standing

Robert Owen Challenge, part of the

annual Enterprise Week activity. IUMW

participated by video link and despite not

winning a prize, all 86 IUMW students

who entered, were enthusiastic and

positive. In addition, Foundation students

produced videos of their start-up ideas,

which were shared with UWTSD. An

Entrepreneurs Club has also been

established. IUMW already has a BA

Business in Entrepreneurship where

students enjoyed practical hands-on

experience, fun and some even have

initiated real business start-ups!

However, it it would be a shame if after

these experiments, students simply

returned to their traditional forms of

learning and assessment. IUMW students

have demonstrated their ability to be self

managing in their learning and creative

in finding solutions to problems. To be

a truly enterprising organization, there is

a need to imbue the whole curriculum

in this same ethos. This is true for all

disciplines and all levels. We cannot

predict what knowledge students will

need in the future but we can develop

the skills to help them thrive in a

dynamic environment.

Steve Griffiths, Deputy Vice

Chancellor, International

University of Malaya-Wales

Sharmila Sethu, Senior Lecturer,

International University of


In an age when the next generation is expected to be

more entrepreneurial than its predecessors, we are awash

with advice on developing this new entrepreneurial class.

However, with so much attention directed to mindboggling

technology, disruption and hustling, too little

consideration is given to just getting this generation

started with the process of creating ‘simple’ value. A

gem of a book on this topic, Just Start, published several

years ago provides a clear pathway for all on the process

of dealing with uncertainty. The authors note that

many serial entrepreneurs take action, coping with the

ambiguity common to most value creating processes,

whilst having very little specific initial information.

Framing this process as moving from ‘the known’

towards ‘the unknown’, the authors bring the start line

closer for all. The idea of smart steps, using current

resources, moving forward, reflecting and learning;

offer a simple, yet effective means of taking action

on one’s ideas. There are echoes of the effectuation

process present throughout, but the readability

divorces the ideas here from those infected with

academic prose. Consequently, there is support for

‘thinking of acting’, rather than ‘acting on thinking’.

The authors ask the potential value creator to act,

in order to know: 1. It is possible? 2. Can I do it? 3.

Is it worth doing? 4. Do I want to do it? The action,

or creation, orientation is a timely antidote to the

over-hyped prescriptions that the next generation

of entrepreneurs are increasingly exposed to; do

yourself a favour, just start!

“Just Start: Take Action, Embrace Uncertainty,

Create the Future” by Leonard A. Schlesinger,

Charles Kiefer, Paul B. Brown, 2012

Dr. Colin Jones, Senior Lecturer in

Entrepreneurship at Queensland University

of Technology Business School and Visiting

Professor at the International Institute of

Creative Entrepreneurial Development,

University of Wales Trinity Saint David.

20 | Vol 7 Issue 4 2018

Vol 7 Issue 4 2018 | 21


News and Events

Online Business Degrees at UWTSD

Let your

Mind do the


University of Wales Trinity Saint David (UWTSD) has

embarked on a new collaboration with Ducere Global

Business School to deliver undergraduate business

programmes online.

Ducere is an Australian-based online education organisation

that offers courses in business and management. Their courses

combine comprehensively developed content with the expertise

and experience of some of the world’s most successful leaders.

The portfolio of BA programmes in Applied Business with three

pathways (Management, Marketing and Entrepreneurship) will

be delivered on-line via a sophisticated and well supported

Virtual Learning Environment full-time, over three years or

fast-track over two years.

Roger Maidment, Dean of Faculty of Business and

Management, said: “The Wales-Ducere Office significantly

enhances our portfolio of on-line business courses extending

our project-based work with businesses in Swansea into a

global learning environment. It is great to be working with

Ducere in such a creative way.”

The courses offer a flexible alternative to full-time campusbased

study for independent self-starters who have work or

family commitments.

For further information please contact: chris.thomas@uwtsd.ac.uk

Join our new online MBA

programme in Sustainability

Leadership at UWTSD

Carmarthen Business School

We are reaching a point

where sustainable business

practice is becoming

a key strategic priority.

Organisations that have

begun to realise that not

only do future practices and

economic models need to

transform in line with the

dynamics of social and

environmental change, but

that actually sustainable

thinking makes a business

more successful.

The programme is aimed

at individuals engaging in

sustainable practice within

any organisation. Learners

will re-think business

approaches by engaging

together online, sharing

practice, interrogating

existing practice and

driving change through an

online collaborative

learning community.

Through a collaborative

online learning experience

you will respond to a

growing global need for

re-thinking leadership, this

programme aims to develop

creative leaders who will

collaboratively address

present global challenges

and opportunities with the

insights, skills and influences

to shape an inclusive

and sustainable future for

business and society.

UWTSD and Ducere Global Business School launch a creative collaboration.

22 | Vol 7 Issue 4 2018

Other options to study:


MBA (distance learning)

MBA (Tourism Management)

MBA (Hospitality Management)

Please contact

Dr. Alex Bell (Programme Director)


Be My


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Out Winter 2019

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Image: ©Pebbleshore Creative

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