Papers & speeches: archive

This research assessed the need for micro-finance and the ability of enterprise agencies to provide it effectively and efficiently.

Increasingly, governments all round the world see that a healthy small business sector is crucial to their economy, yet not all are yet doing what is necessary to encourage and support more people to create successful enterprises. What are the barriers to business? And how can they be overcome?

In 2005, the Community Development Finance Association (CDFA) estimated that CDFIs had a loan and investment portfolio of some £150m which levered a further £160m. This was dwarfed by bank lending to SMEs of some £45bn. The question then is what difference does micro-finance make in the UK? Is it really needed? Or would entrepreneurs find finance from other sources if micro-finance wasn't available. The research that underlies this paper suggests that micro-finance institutions do make a difference, but that they are unsustainable without grant support of some kind.

For the 2005 World Development Report, DFID commissioned a number of background papers. I was asked to write one of these - reviewing and synthesising papers presented at a couple of round tables looking at how to create a better investment climate in order to attract more foreign direct investment.

I worked in government for two years from March 2000 to 2002 as the founder chief executive of the Small Business Service, reporting directly to the secretary of state for trade and industry, Patricia Hewitt (and before her, Stephen Byers). I was convinced then – and remain convinced now – that the government’s heart is in the right place in its desire to support small businesses. However, from my time in government, I saw that ministers and civil servants are all too often instinctively regulatory and that it is too easy to lose momentum.

This paper was intended to demonstrate why scenario planning is important, to highlight some of the drivers and challenges facing businesses today and to provide some ideas for how you might begin to use scenario planning in your business. Why, with all the other calls on your time, should you find time for scenario planning? Quite simply, it will help to keep you in business. At one extreme, it will help you to foresee calamities that might drag you down. At the other extreme, it will help you anticipate and take advantage of the opportunities.

The China State Economic & Trade Commission (now the Natoinal Development & Reform Commission) had concluded that it was important to promote the advantages of starting one's own business and is providing support to prospective entrepreneurs in a number of cities around China. This paper was one of a number presented at a conference of staff drawn from the business support centres in each of those cities, with the intention of introducing ideas for SME development policy adopted by other countries.

Robert Kaplan and David Norton followed up their success with the Balanced Scorecard by developing the concept of strategy mapping, a powerful technique which links together the different strategic perspectives of any business. I used this technique with the Small Business Service and subsequently wrote about it in Long Range Planning.

Project North East celebrated its 21st birthday during 2001. As part of a year long clebration, David Grayson and I gave a double act lecture at the RSA, sharing some of our insights and stressing the importance of educating entrepreneurs as a life long activity. We introduced the importance of better connectivity, of IDEA (identification, dissemination, experimentation and application) of good practice and the need for more customised support.

This speech set out my vision for the Business Link network, and the network's contribution to the achievement of the SBS vision. It explains what is meant by 'ruthless customer focus', or more precisely, a ruthless focus on customers. It emphasises the role of the business adviser as a process consultant and of developing a learning network.

Although the gap is narrowing, there continues to be fewer female entrepreneurs than male entrepreneurs. This speech looked at some of the differences, stressed the importance of starting in the education system and provided a brief summary summary of the work of the Small Business Service.

This speech aimed to challenge local government to work with the SBS to turn our vision into reality, noting some of the areas, such as pro-business attitudes anbd local business partnerships where local authorities can make a difference.

This speech provided a progress report on the work of the Small Business Service since the previous year's conference, but also stressed the importance of incubation as a means of assisting businesses to start and grow so that they survive and prosper.

This conference was one of a series organised by the European Forum with the support of the EU. The objective was to look at best practice. This speech publicised findings from the Barclays Bank & NFEA research for the first time, suggesting that support makes a significant difference. It also aimed to encourage learning across Europe.

The k-economy is of considerable importance. Science Parks have a major role to play in assisting businesses to maximise their contact with knowledge centres and to engage in spin outs and technology transfer. SBS and UKSPA can work together more effectively

The SBS was keen to see a range of debt and equity products geared to all stages of a business's development.

Achieving an acceptable level of quality is just as important in the voluntary sector as it is in the private sector - and like all businesses offering a service, often staff in non-profit organisations only have one chance to 'get it right'.

There is much more that we can all do to stimulate entrepreneurship and to work towards changing attitudes so that society respects and values entrepreneurs.

This paper describes the work of the SBS and, in particular, the ways in which we (then)provide finance to small businesses. It sets some challenges for the banks.

A brief look at the increasing pressure on businesses of all sizes to be good corporate citizens.

All businesses, no matter what their size, are under increasing pressure to be responsible citizens. But what precisely does this mean? Do businesses simply need to stay within the law? Or do they need to go further? And if so, what should they be doing? This paper is intended as a contribution to the debate and, in particular, is intended to help business advisers who are looking for pointers when working with clients.

This prospectus made the case for City Growth Strategies, which were intended to build on the work of Prof Michael Porter of the Harvard Business School and his Initiative for a Competitive Inner City. The thesis is that we should aim to build on the competitive economic advantages of inner city areas rather than always trying to address the social disadvantages. So City Growth Stratgeies will provide an opportunity to take a holistic view of an inner city area putting entrepreneurship and business development at the centre of a redevelopment strategy. SBS has now agreed to support four pilot areas to take this forward.

This short paper suggests a possible definition for social enterprise, sets out the need for more support for social enterprise and suggests ways in which that support could be delivered.

A delegation from SBS visited South Africa in July to explore how we can improve linkages for businesses wanting to engage in international trade and also to look at a range of small business support programmes

This speech is the first in a series of three organised during the year by Exeter University. It considers societal attitudes to small business, the challenges faced by small businesses and the role of the Small Business Service in assisting small businesses.

This speech considers some of the massive changes being brought about by developments in the internet, describes some of the challenges facing small businesses and makes suggestions for advisers.

Entrepreneurs need to overcome a number of cultural barriers if they are to succeed in in business. This paper looks at some of those barriers and makes recommendations for advisers.

To mark the launch of the new Foundation for SME Development at Durham University, a number of speakers looked at some of the key issues facing small and growing businesses. I looked specifically at some of the challenges small businesses are likely to face.

The UK based Gatsby Charitable Foundation has supported the establishment of Gatsby Trusts in Kenya, Uganda, Tanzania and Cameroon. They are all assisting small and growing businesses. This speech was a contribution to a debate about whether business support organisations can provide advice and training as well as micro-finance without compromising one or the other.

I visited the USA to visit the Small Business Administration, but also took the opportunity to visit some other projectss including the Initiative for a Competitive Inner City.

A great deal is written about ensuring that you have good performance indicators and stretching targets. But how do you go about choosing appropriate measures - and how do you use them on a day to day basis? This book aims to help you link everyday performance indicators to your high level strategic objectives, so that you will not only stay in control of your business but also develop and grow.

This speech set out the initial aims for the Small Business Service

This paper traces a little of the history of youth enterprise support in the UK and provides some up to date figures regarding attitudes towards starting in business

This paper looks briefly at some of the sources of funds available to businesses in their early development, concentrating on the importance of equity. It concludes with ten practical lessons for business advisers.

This address was given to the Milton Keynes Chamber in early 1999. It highlights some of the expected changes technology will bring and explores implications for small businesses

This paper is based on a lecture given on a number of occasions to SMEs to encourage them to think about the importance of developing their staff and, in particular, the role that Investors in People can play in providing a suitable framework.

A simple introduction to the key principles of strategic thinking aimed at owner managers of smaller businesses with the potential and aspiration to grow and at managers of departments and divisions within larger businesses.

Make Your Business Grow has also been published in Chinese

This book asserts that planning should be a continuous activity, rather than something you simply do when you want to raise money, say, from the bank. It introduces a number of ideas to help you simplify and streamline the planning process whilst all the time reminding you that planning should provide a framework to achieve success, not a straightjacket which will stifle success.

A simple introduction to financial control which includes explanations of how to read the key financial statements in a business, use of ratios for both setting targets and for monitoring performance, and variance analysis.
An earlier version of this book is available in Hungarian and Russian.

A series of pocket sized reference books on a range of management topics aimed at owner managers and at divisional or departmentalmanagers in larger businesses. These are really excellent summaries covering