Why an Entrepreneurial Revolution?

Why an Entrepreneurial Revolution?

Why an Entrepreneurial Revolution?

Tuesday, June 7, 2022, by Dr. Ayman El Tarabishy
President & CEO, ICSB 
Deputy Chair, GWSB, Department of Management

Entrepreneurship is the backbone of society, unifying our global community like a rubber band keeping a stack of cards in order. Yet, like a rubber band, its resilience is equal to its sturdiness and strength, able to adapt to unpredictable changes and stretch to its limits in the name of innovation. Embracing creativity and change, entrepreneurship is ever-evolving, historically providing prosperity and health to humankind at large. So, why are we calling for an entrepreneurial revolution?

 

If the COVID-19 crisis has revealed anything to us, it’s the inequities our reality is built upon. From gender inequity to racial injustice, it has become clear that we cannot move forward as a global community without taking our neighbors’ hands, ensuring that we all move forward. Only when we stand on equal ground by uplifting marginalized groups can we create a truly humane world. In viewing entrepreneurship and business from this lens, we can establish the “new normal” for society as human-centered, building upward together.

 

Statistically, according to the World Inequality Report 2022: out of all global labor incomes, women make only 35%, while men make 65%. Perhaps even more disturbing is that this number for women increased by only 5% from 1990–2020. Income inequality is not only apparent in the discussion of gender, but also social classes. As of 2020, the average income of the top 10% of people in the world was 38 times higher than that of the bottom 50%. Similarly to the dismally slow improvement in income-gender disparity, the share of income collected by the poorest half of the world’s people today is around half of what it was in 1820.

 

Essentially, with the legacy of global economic imbalance in the arrangement of world production between the mid-19th and -20th centuries, wealth is not being distributed fairly, causing marginalized groups to remain in the minority with less opportunity for self-betterment than those in power. Humane entrepreneurship aims to cultivate a world where these numbers even out—where we center economic prosperity to achieve equity for all.

 

The World Inequality Report 2022 continues by demonstrating how global income inequality is closely tied to climate change impacts. Although humans emit about 6.6 tonnes of carbon dioxide per capita per year, the top 10% of emitters contribute to nearly 50% of all emissions, while the bottom 50% generate only 12%. Therefore, beyond humankind’s livelihood and fair living standards relying on a more equal distribution of wealth, so too is the wellbeing of our planet. As the health of both humans and our planet are innately intertwined, it is obvious that we must rethink and reshape our business practices to promote sustainability and equity; otherwise, there will be no future to plan for.

 

The world has changed suddenly and irrevocably within the past few years. However, it’s our responsibility as entrepreneurs to use our adaptability and resilience to provide economic prosperity to our global community. With equity between different social groups, and the health of our planet at the forefront of the entrepreneurial revolution, we can sculpt the ultimate humane future.

 

 

True Equitable Embodiment

True Equitable Embodiment

True Equitable Embodiment

Saturday, June 6, 2020, By: Dr. Ayman El Tarabishy

True Equitable Embodiment

Saturday, June 6, 2020, By: Dr. Ayman El Tarabishy

We are living through a revolution towards cohesion.

As protesters line the streets of every major city, I can not help but hear the cry for a just and green economy. All over the world, people are looking at the old and stagnant economic system of the past and recognizing the absence of its place in this new normal. This new normal, instead, invites an economy generated by and for the people, and I see humane entrepreneurs as the leaders of this movement.

We are living through a revolution towards cohesion. If we want to set the groundwork for circular systems of growth that uplift the humanity in each individual involved while working to protect the planet, then we might just create a world in which representation, equity, and empathy come naturally to leaders and followers alike. Currently, we are in the preliminary stages of change.

The collective world population is waking up to realize that the injustices that established nations can not go unnoticed and unrepaired. If we think for a moment as if a nation was an enterprise and, further, an entrepreneurial enterprise, what rating of Humane Entrepreneurship would the nation receive? If a country (any country) was an enterprise, would it present IDEAL, MODERATE, NEGATIVE, or HARMFUL Humane Entrepreneurship?

Seeing how the leadership and top managers have established cycles of harm that consider the financial profitability of the company over the well-being, enablement, and empowerment of their employees, it would seem that a country can also demonstrate systems of HARMFUL Humane Entrepreneurship. Typically improvements can not be created in or from a HARMFUL enterprise. Therefore, this points to foundational reforms, or the possible shut down of the company, so that it can rebegin from a healthier, more virtuous start. Within the transition from destroying to recreate, we might seek the HumEnt principles of empathy and equity as our guides to ensuring that the new company created does not repeat the same vicious cycles of the past.

We must emphasize that within every structure of society, and therefore including business, “respect for human dignity demands respect for human freedom.” The theory and practice of Humane Entrepreneurship are built around the notion that human capital, and the humanistic aspect, which is part of all of us, has been directly and indirectly forgotten within our societal practices. We seem to have simply omitted the value of each and every individual human, and instead replaced this value with that of economics. Therefore, we have accidentally turned economics into a destroying force for humane endeavors. However, seen over the past years, and represented mainly by micro, small, and medium-sized enterprises, entrepreneurs have refound themselves and their ability to uplift both financial and social capital simultaneously. Coupled with the incredible movement happening around the world today, the world might be able to create enough synergy to start anew.

Within this restart, we can then imagine what we might want to include. Understanding the characteristics of humanistic management, empathy is an essential “driving factor for employee engagement and communicative business culture, leading to a better understanding between organizational members and stakeholders.” Let us, for a moment, reverse the experiment above, now magnifying a business to a nation. If within an enterprise, empathy can significantly enhance engagement and communicative culture, imagine the incredible changes that could arrive on the greater scale of a nation, if and when we all decided to value empathy towards ourselves and one another. As empathy is often thought of as the “starting point of design thinking,” it seems perfectly reasonable that this would be a guiding principle in reimagining and reshaping our new nation.

From empathy, comes a movement towards equity. At the firm-level, equity encompasses the “extent to which a company treats individuals in a fair and equal manner.” This essential component to the work and world culture promotes “a sense of proportion,” agreeing that “the outcomes individuals receive should be awarded in proportion to their inputs and outputs” and understanding that not all individuals are starting in the same place because of embedded covert discrimination. In forming companies and nations that work for equitable solutions, we agree to unearth the past that has created these inequalities and the present that continues to recreate them.

Leaders that manifest the principles of Humane Entrepreneurship will undoubtedly feel more guided than others when system shattering moments come about. Humane Entrepreneurs can quickly adapt to the changes by recognizing their role in searching and working towards a more significant upliftment of the humane aspect of life. It is leaders, such as these, who can understand the opportunities in differences and similarities that will and will continue to build a world made for everyone, one flowing virtuously, greeting growth for all.

We are living through a revolution towards cohesion.

Family Business as A Model for Humane Entrepreneurship

Family Business as A Model for Humane Entrepreneurship

Family Business as A Model for Humane Entrepreneurship

Saturday, May, 30, 2020 By Dr. Ayman El Tarabishy

Family firms tend to present a deep sense of responsibility for their communities.

Following the full day at the first Virtual Family Business Research and Practice Conference this past week, I have reflected much as to how many family businesses model the key principles found in Humane Entrepreneurship. Borne out of passion and motivated by togetherness, family businesses present quite correctly the ideal of beginning a business in a “virtuous and sustainable integration of Entrepreneurship, Leadership, and HRM, in which successful implementation leads to a beneficial increase in wealth and quality job creation, perpetuated in a continuous cycle.” Humane entrepreneurship centers around the people of business and expects profitability through those people.

                                                      Family firms’ ability to invest primarily in their employees.

The critical elements of investing in the enterprise’s human capital include “participation and empowerment, employee ownership, training and skills development, cross-utilization and cross-training, employment security, selective recruiting, high wages, and information sharing.” Family firms’ ability to invest primarily in their employees has led to short and long-term recovery after moments of crisis. For example, during the 2008 economic crisis, family-run enterprises survived “by sacrificing profitability to preserve employment.” This perfectly imagines our ideal that in valuing both social and financial capital, businesses are given a more significant opportunity to succeed than for those that focus solely on financial capital.

This, additionally, demonstrates the resilience of family businesses. Their history of surviving and overcoming hardships exemplifies the manner of keeping their well-being at the center of this durability. This multifaceted concept is, at its root, the ability to adapt. A family’s potential to modify or change their behaviors depends on the family culture and ambiance. A family, itself is not the company. However, it does very much determine the organization of management and governance for the enterprise. A family embedded in commitment and trust will magnify a family’s strengths and weaknesses. Families who are healthy and humanely oriented will become very strong, and their HumEnt will excel. However, those that are already containing fusions will separate further.

Change is always a risk to the type determined business structure. Therefore families must use multiple strategies to realign themselves in a potential “new normal.” It is sure that in this moment of hyper-chaos, many enterprises will fail. However, it is more common to see the way that the entrepreneurial spirit continues in some form or another, potentially in the creation of a new family business. Each family’s legacy will continue to help them see who they are and what defines them as a cohesive collective. This nature of “togetherness” ties family businesses easily with Humane Entrepreneurship, meaning that other non-family firms can look to the guidance of family businesses’ human-centered approach as a model with which to align themselves.

Women-owned family businesses are seen to, generally, do better than family businesses directed by men. There is a direct correlation between promoting the visibility of women (i.e., equitable work — a foundation of HumEnt) and supporting family businesses. On the other hand, one way that family firms vary from the principles of HumEnt is in their decisions to rarely seek external advice and their high propensity towards nepotism. A family business can improve by possibly extending communications with outside-of-the-family actors.

Yet still, family firms tend to present a deep sense of responsibility for their communities. They typically focus on cash preservation, employee safety, and community health, thus exemplifying their combination of human and financial capital as a solution for enterprises worldwide. In a time of crisis such as that of the COVID-19 pandemic, we might expect to see most family businesses fail; however, we are surprised to see the opposite trends. This crisis is demonstrating the power of internal strength and optimism in uncertain times like these. The particular elements of a family firm’s success also align clearly with the rational principles of Humane Entrepreneurship. It is time for these successful principles to move beyond family businesses, as these principles might be your enterprise’s saving grace during these unparalleled times.

Webinar on Mobilising Public Guarantees for SMEs as a Policy Response to Covid-19

Webinar on Mobilising Public Guarantees for SMEs as a Policy Response to Covid-19

Webinar on Mobilising Public Guarantees for SMEs as a Policy Response to Covid-19

Wednesday, May, 27, 2020

Dear Country Experts and Members of the Steering Group on SME Financing,

I am pleased to share with you the agenda for the upcoming webinar “Mobilising Public Guarantees for SMEs as a Policy Response to Covid-19”, which will be held on Tuesday, 2 June 2020 (3PM-4:30PM) via Zoom.

For more information about this webinar, please contact kris.boschmans@oecd.org in the CFE Secretariat.

To register for this webinar, click on this link. After registering, you will receive a confirmation email containing information about joining the meeting. If you do not receive an email confirmation or have trouble registering, please contact Heather Mortimer Charoy (heather.mortimercharoy@oecd.org).

I would also like to remind you about the remaining upcoming webinars related OECD webinars on SME and entrepreneurship policies and the COVID-19 crisis.  You are welcome to register for these events following the links in the attached document. 

Kind regards,

Lucia Cusmano | Acting Head of Division
SME and Entrepreneurship

Centre for Entrepreneurship, SMEs, Regions and Cities