ICSB · UAEU · GWSB Certificate Program

Entrepreneurial leaders commonly characterized as visionaries, innovators, creators, motivators and optimists who seize new business opportunities. In today’s rapidly-paced and ever-changing worldwide business conditions, entrepreneurial leaders are expected to take a multidimensional approach to run a business. E-leadership or Virtual Leadership through COVID-19 and beyond.

MODULES:

Module One: Effects of generational shifts on leadership styles.

Module Two: Emergence of e-leadership

Module Three: Holistic approach in e-leadership

Module Four: E-leadership or Virtual Leadership through COVID-19 and beyond.

Module Five: Emerging leadership theories/styles

It is essential to plan for the financial success of your business. Successful and rapidly growing businesses will eventually need access to greater capital in order to sustain and expand business operations. The decision-making process which includes planning, organizing, directing and controlling. The emphasis is placed on the usage of online tools for managing and growing your business.

MODULES:

Module One: Business Life Cycle & Funding Choices

Module Two: Accounting is a language of business

Module Three: Risk Management Process

Module Four: Business Capital Structure

Module Five: Adaptive Leadership Styles

Module Six: Advancement in technology to manage and grow your business

Module Seven: Online tools for leading and collaborating

With global and national supply chain disruption, we need to decide how best to progress as entrepreneurs and supporters of micro, small, and medium-sized enterprises (MSMEs). Acting locally is no longer a choice, but rather it is now our foundation within this new normal. Therefore, in harnessing regional support, we can center our entrepreneurial activities socially. Socially and humanely focused entrepreneurship is now our only option to continue to do the necessary work to create a flourishing new normal in our post-COVID-19 world.

This Global Certificate program will not only set you ahead because of its internationally renowned standing, but more so it will prepare you to engage with the inequalities in your local community from a global perspective. As globalization evolves to its post-COVID-19 form, it feels that we are now more connected than ever. Let us utilize this power of togetherness to learn best practices from the leading entrepreneurs and entrepreneurship researchers around the world while gaining the real skills to establish these social entrepreneurial ideas in our communities.

MODULES:

Module One: Introduction to Global Social Entrepreneurship

Module Two: Global Challenges and the UN Sustainable Development Goals

Module Three: Innovation and Opportunity Recognition for Social Enterprises

Module Four: Running a Social Venture

Module Five: Social Innovation and the Community

Module Six: Marketing a Social Venture

Module Seven: How to Teach Social Entrepreneurship

Module Eight: B Corps and Government Regulations

Module Nine: The Enterprising University

Module Ten: The Role of Disruptive Technology

Module Eleven: Global Profiles of Women’s Entrepreneurship

Identifying new business opportunities is a fundamental step in the entrepreneurial process. Origins of new business opportunities arise from advancements in technology, economic crises and booms, climate changes, natural disasters, pandemics, societal changes, demographic changes, political, developing/emerging economies and changes in policies and regulations. Visual tools will be applied to spot/identify new business opportunities and then create business plans to collect resources, manage business operations, and create business values.

MODULES:

Module One: Origins of new business opportunities

Module Two: Business scalability

Module Three: International and domestic/regional expansion

Module Four: Aligning design thinking decisions with entrepreneur/customer behaviour of different generations (e.g. Millennials vs Gen Z)

Module Five: Online tools for opportunity recognitions such as IdeaFlip.com (free), Google Design (Free), IBM design thinking toolkit (free), Conceptboard.com

Module Six: UN SDGS Goals

It is inevitable in a rapidly changing entrepreneurial environment to have some business ventures that face failure. The survival rates for smaller enterprises are low compared to larger ones due to their greater susceptibility to the economic conditions as MSMEs generally do not have the long-term capacity to withstand economic downturns as larger enterprises do. Further exacerbated by COVID-19 global pandemic you will be introduced to the recent trends worldwide and, most important lessons learnt.

MODULES:

Module One: Business Failures/Exits Statistics around the world

MSME’s importance to the economy, customers, suppliers, managers, employees and other stakeholders should not be underestimated when it comments to business failure. Differences in terminology explained concerning business exit, discontinuance, closure, failure and bankruptcy/insolvency.

Module Two: Reasons for Failure

Possible reasons for failure which could be broadly divided into positive and negative. The following aspects will be covered the sale of the business, retirement, better business opportunities in other markets, leadership, lack of liquidity, market failure/economic conditions, government policy, financial capacity, access to debt and equity funding, owner-manager characteristics, owner-manager personal circumstances and other MSMEs characteristics (e.g. business age, legal type, industry etc.), not recognizing “pivot or perish!” point in a business cycle.

Module Three: Rewarding Failure

When Failure = Success. How does it work? When failure is rewarded, people are encouraged to take risks that eliminate barriers to brainstorming and innovation; thus, it could lead to revolutionary new ideas, products and services. Examples/cases of Google X, MacQuarie Telecom, Intuit, Huntsman, WL Gore, Menlo, Tata etc.

Years ago, creativity and innovation were mainly associated with art, entertainment or recreation, and only in very particular cases, was it related to the world of organizations. However, given our current reality, this has very much changed. Currently, innovation and in particular, creativity, are considered fundamental to organizational development, most specifically for those that are entrepreneurially focused. This is clearly depicted in the World Economic Forum report in 2016, in which creativity is ranked among the three most important skills required for 2020. This presents a serious demand for organizations to incorporate innovative strategies for their own competitiveness in a global context. Furthermore, they have to create new products and services in order to stay relevant. Innovation is decisive with respect to the levels of competitiveness in companies, sectors and also within the economy of the nations. Today, executives and organizations must carry forth professional innovation management in their particular context, and therefore, each organization and entrepreneur must model their business in a unique way that allows them to combine the detection of opportunities and of successful execution capabilities.

MODULES:

Module One: Think as an artist: Creativity for the Design of effective products and service

Module Two: Creativity and Design thinking: how to design effective Organizations

Module Three: Where do good ideas come from?

Module Four: Customer discovery

Module Five: Innovation and Academic Research

Module Six: Process of Innovation

Module Seven: The Role of Government to Promote Innovation

Module Eight: Creativity Through story Telling

Module Nine: Engineering and Creativity Unleashed

As a business transforms from its creation to implementation, identifying and prioritizing market opportunities is an essential practice. However, it is often one of the most challenging tasks that managers face when striving to increase their company’s growth capacities. Traversing market opportunities is too often left to a simple chance when, in reality, anyone can capitalize on available market opportunities if they are able to understand the systematic frameworks at play.

Fully understanding these frameworks and tools will allow you to make informed strategic choices and will present your applications for gaining team cohesion around your choices.

During this certificate program, you will be introduced to the “Market Opportunity Navigator,” which is a new and innovative business tool that provides a thorough perspective to find different potential market domains. Having been recently adopted for the Lean Toolset by Steve Blank, the Navigator, first, introduces you to a wide-lens perspective which aids in finding different potential market domains for your business before you zoom in or focus with lean simulations.

MODULES:

Module One: Where to Play – 3 Steps for Discovering Your Most Valuable Market Opportunities

Module Two: Diverging before Converging-Identifying New Market Opportunities for Your Innovation

Module Three: Setting a Clear Strategic Focus- Evaluating and Prioritizing New Market Opportunities

Module Four: Tips and Resources for Successful Implementation in Your Organization

Module Five: Managing the corporate innovation pipeline

Module Six: Interactive Knowledge Sharing Session with the Experts

The United Nations SDGs were designed by establishing working groups worldwide to fully understand the depth of global needs to bring about an equitable world that centers itself around the most vulnerable of society. They seek to eliminate and end all social, economic, and environmental abuses at play throughout our current systems of oppression. The SDGs have a purposeful interrelated nature, which allows those working to recognize that many of these societal holes are both affected by and affect one another. Together brings the UN and ICSB to help explain how and with hands-on examples.

MODULES:

Module One: Understanding the United Nations Sustainable Development Goals (SDGs)

Module Two: How to Integrate the SDGs into Your Classroom

Module Three: The SDGs are defined as a set of 17 Goals. ICSB’s Humane Entrepreneurship is a Means of Achieving the SDGs