Course overview and introduction
This training programme is designed to support startup business owners and managers in understanding the key challenges they face in ensuring business survival and sustainable growth. It aims to foster innovative entrepreneurial practices and behaviours that strengthen operational resilience and drive long-term success.
In essence, our focus is on equipping FinTech micro-enterprises and small businesses with resilient entrepreneurial skills and innovative management capabilities. This will enable them to navigate the evolving global landscape shaped by shifting economic forces—enhancing their readiness to adapt, respond, and thrive in highly unpredictable and uncertain business environments.
A unique programme which combines training, coaching and consultancy support to participants who are handpicked and selected for their business development aspirations and their performance to date, their high level entrepreneurship orientation and capability and their deep desire for fast growth achievement of their business. Underpinned by a desire to nurture their own entrepreneurial learning and abilities through interface with and learning from other creative and successful entrepreneurs.
Aims of the course
The programme is specifically tailored to provide entrepreneurial growth-achieving and growth-seeking Fintech small business CEOs, owner managers and senior managers with state-of-the art management knowledge and abilities, and strategic development support to underpin and facilitate fast sustainable growth in the highly uncertain Covid-19 impacted business environment.
Who is the course for?
The programme brings together select and elite like-minded Fintech growth-oriented entrepreneurs [Founders; CEOs; Owner Managers and Senior Managers]
Benefits of attending the programme
This innovative support programme is oriented to fostering entrepreneurial organisational, managerial and developmental capabilities that quickly permeate the programme participant’s enterprise and can culminate in clear bottom-line benefits for the business, including:
- An agile learning organisation capable of controlling and managing highly uncertain and hostile external environments.
- Coherent extension of existing core business activities.
- Entry to new markets and/or new product development.
- Pace of growth in sales.
- Enhanced productivity and reduction in costs.
- Increased profitability.
Qualifications and supporting documentation
Course participants will receive a Open CPD portfolio certificate [carrying CPD Approved Programme Logo with Digital Badge] confirming that they have completed the course and embracing summary of the entrepreneurial knowledge, abilities and behaviours fostered by the course – together with associate CPD points amassed on the course.
Participants ‘partnership working’ with our entrepreneurship specialists in the undertaking of a strategic development audit of their business will also receive a customised strategic development frame summarising the current strategic position of the business and identifying potential strategic development opportunities to underpin future growth.
Indicative content and structure of delivery
- Workshop-based Learning and Development
- One-day Workshop 1: ‘Best Practice’ Small Business Strategic Management.
- One-day Workshop 2: Financing Growth.
- One-day Workshop 3: Entrepreneurial Marketing – Building Entrepreneurship-Marketing Interface as Driver of Growth.
- One-day Workshop 4: Managing People as Key Asset and Growth Facilitator.
- One-day Workshop 5: Operations – Anchoring-in Technology to Optimise Operational Infrastructure.
- One-day Workshop 6: Fostering ‘Strategic Awareness Capability’ to Facilitate Sustainable Fast Growth.
- Entrepreneurship Development Forum – 3 Wednesday Evenings.
- Optional in-own-business strategic development audit – ‘Partnership working’ with programme small business strategic development special.
Teaching and Learning Strategy
- Draws upon understanding of best small business management practice and rigorous practice-relevant management theory and concepts.
- Utilises our own researched and designed teaching case studies and development exercises in the fostering of interactive learning and development activities.
- Anchors the creative thinking abilities of those participant entrepreneurs to help foster their innovative ideas.
- Facilitates a learning environment where the participants learn from each other and take on board their perspectives ‘to see if there is anything in that perspective for me’.
- Treats participants, not as passive recipients of instruction, but as inquisitive, active learners.
- Adopts a learning and development approach which facilitates participant ability to identify and draw on relevant existing objective out of context management knowledge – but also to create their own ‘in-business-context’ subjective management knowledge.
- Enables the participants to utilise their own business as the key learning and development vehicle.
- Plus- an innovative optional dimension of consultancy support provision:
Provides end of programme ‘in the participants own small business’ strategic development support: ‘partnership working’ with the entrepreneur in the provision of a strategic development audit of his business – an in-depth strategic position analysis and identification of strategic development opportunities, embedded within a working document ‘strategic development planning frame’.
Intended learning objectives (ILOs)
On completion of the programme delegates should be able to:
- Understand the inappropriateness of traditional long-term planning approaches to control of their external business environment and embrace the activities and behaviours of ‘Best Practice’ small business strategic management as key vehicle in the nurturing of development and growth of their enterprise.
- Understand key dimensions of small business entrepreneurship and nurture enhanced entrepreneurial mind-set and behaviours in self and key managers as underpinning to exploiting an entrepreneurship-marketing interface within the enterprise that challenges traditional marketing and fosters innovative entrepreneurial marketing processes and activities.
- Draw upon a robust ‘financial awareness’ capability to determine current financial position of his or her business and future financing needs and confidently identify and interface with appropriate providers of required external funding – using that financial awareness capability to facilitate consolidation of operational health and drive business growth.
- Review current operations of the business and identify opportunity for enhancing operational infrastructure as key source of reliable, secure and flexible scaffolding for business continuity and sustained growth.
- Understand alternative perspectives on and potential approaches to leadership and management of workforce and utilise these as frames of reference for self-reflection on own approaches to getting the best out of workers of varying levels of ability and commitment – including the key role of emotional competencies in day to day interactions with workforce and with external stakeholders.
- Utilise strategic analysis framework and tools to assess the current strategic position of own enterprise and identify profitable business development opportunities – and commence fostering of robust ‘strategic awareness’ capability into the natural infrastructure of the business to facilitate ongoing strategic learning among key staff with regard to unfolding external change situations.
- Progressively foster evermore effective and resilient individual and organisational learning capability in self and key workers as major source of competitive advantage.
