It's easy to talk about enterprise and entrepreneurship and enthuse about how the economy depends upon shiny new businesses blossoming from daring risk takers. Gordon Brown used to, all the time. Now the Shadow Chancellor George Osborne has joined in. His Entrepreneurship Report, published today, finds that the state burden on entrepreneurs, in particular tax and regulation' have grown considerably over the last 12 years. Skill shortages mean the UK lags its competitiveness compared to its main industrial rivals, with the weight of tax and national insurance hitting a 20 year high, and red tape increases cost £50bn and rising. And so on.

If it all sounds rather depressingly familiar, that's because it is. As are the recommendations – lower business taxes, less red tape, more encouragement for financing entrepreneurs and more contact between business and education.

There is, however, something new – Osborne's researchers have found that individuals in the UK are less likely to start a new business than their counterparts in other G8 countries. They're apparently scared of going it alone, and in general school leavers would prefer to work for someone than be their own boss. There's a 'pervasive fear of failure'. Some of the solution is, of course, cutting the burden of the state, but so far the Tories have not decoupled themselves from Labour's main spending plans, so their options, until they do, will be rather limited.

But the real place where the talk needs to meet the walk is at the chalkface, in education. If you're going to breed success and confidence, it has to be in school. You'll remember Labour's mantra, 'Education, education, education'. It clearly didn't work and that's where the Conservative's lessons should start.

Posted by Michael Wilson, Business Editor

Comments

[BISIKAY 12 Feb 2008 22:05:30]

INTRODUCING LEADAGEMENT – AN OUTLINE
Beyond MANAGEMENT and LEADERSHIP: Behold LEADAGEMENT
MANAGEMENT'S NEXT BIG IDEA..."LEADAGEMENT!"
I have come to realise that once we moved away from MANAGERIALISM to, and, from the LEADERSHIP models of EXECUTIVE deployment and development, a new paradigm could now emerge, which I am exploring in the new concept of "LEADAGEMENT: The SUPER-MODEL of Higher Executive Development Beyond Management and Leadership".
Myself and a few colleagues are working on this super-model through the newly established GLOBAL LEADAGEMENT INSTITUTE, in London, UK. We believe that MANAGERIALISM is not enough, and that LEADERSHIP is not enough either. Current concerns about optimising executives’ PERFORMANCE worldwide has given us the impetus for the LEADAGEMENT project. The way forward, we have come to conclude, is in the SYNTHESIS of both of the current executive models inherited from past generations.
The basic principles of MANAGEMENT and those of LEADERSHIP practices are easily reducible to CONCEPTS that can become synthesised in the wholistic system of LEADAGEMENT, which hopefully in due course give us LEADAGERS: the dynamic Leader-Managers or Manager-Leaders of tomorrow.
We are already working to see how LEADAGEMENT practice helps to produce higher Executive PERFORMANCE among organisations administrative cadres.

LEADAGING TOMORROW’S ORGANISATION

From our observation of the current ORGANISATIONAL structures around the world, one has found that there is a traditional DUALISATION of the headship of corporations and institution into the conventional positions of the PRESIDENT / CHIEF EXECUTIVE OFFICER (the CEO), on one hand , and that of the CHAIRMAN on the other. Now, we would like to suggest here, in line with the principles and practices of LEADAGEMENT, that the COMBINATION of the Corporate Roles of the CHAIRMAN and the PRESIDENT / CHIEF EXECUTIVE OFFICER (the CEO), or the MANAGING DIRECTOR (MD), could be given to the newly conceived position of the LEADAGER.

We are convinced that both the MANAGER and his/her MANAGERIAL role as well as the CHAIRMAN and his/her LEADERSHIP role will be synthesised into the LEADAGEMENT role for tomorrow’s organisations

Below is an OUTLINE of LEADAGEMENT, the future EXECUTIVE Development and Deployment system.
LEADAGEMENT: BEYOND MANAGEMENT AND LEADERSHIP

BACKGROUND:

The 4 Operational and Developmental STAGES of Global Executive Functions of GOVERNANCE could be viewed as follows:

STAGE 1: ADMINISTRATION
STAGE 2: MANAGEMENT
STAGE 3: LEADERSHIP
STAGE 4: LEADAGEMENT

LEADAGEMENT is the new super model of ADMINISTRATION and EXECITIVE functions beyond the current systems of MANAGEMENT and LEADERSHIP.

LEADAGEMENT involves an EXECUTIVE who is LEADAGING an organisation as a LEADAGER, not just as a MANAGER or simply a LEADER, to LEADAGE for the highest level of personal performance and organisational productivity.

LEADAGEMENT: THE DEFINITIONS

(1) LEADAGEMENT
Leadagement is the organic integration of management and leadership principles and practices in a synergetic, systematic and strategic way for the most effective and efficient executive and administrative productivity.

Leadagement is the new super model of ADMINISTRATION and EXECITIVE functions beyond the current systems of MANAGEMENT and LEADERSHIP.

Leadagement involves an EXECUTIVE who is LEADAGING an organisation as a LEADAGER, not just as a MANAGER or simply a LEADER, to LEADAGE for the highest level of personal performance and organisational productivity.

Leadagement is really the essence of global executiveness.

Leadagement as a WORD is derived from the combination of LEADership and manAGEMENT .

(2) LEADAGE
Leadage is how to both lead to manage and to manage to lead for maximum productivity and quality in the executive and administrative function.

Leadage as a WORD is derived from the combination of LEAD and manAGE

(3) LEADAGING
Leadaging is the dynamic processs of managing leadership and leading management roles and functions for the most productive and qualitative performance of global executiveness.

Leadaging as a WORD is derived from the combination of LEADing and manAGING
(4) LEADAGER
A Leadager is an efficient manager-leader who is at the same time an effective leader-manager, performing their leadaging role beyond just managing or leading an organisation or nation successfully.

Leadager as a WORD is derived from the combination of LEADer and manAGER

WHY LEADAGEMENT

There is a GLOBAL need for the philosophical and operational SYNTHESIS of the basic Principles / Practices / Prospects / Processes of MANAGEMENT and LEADERSHIP, thereby taking CORPORATE GOVERNANCE to the required next level of development !

There is a general acknowledgement of the NEED to make great MANAGERS function better as good LEADERS too. And vice versa for great LEADERS as well to function as good MANAGERS. But what about I would like to refer to as “ EXECUTIVE DISONANCE”, whereby a manager would only want to perform their executive role simply and solely within MANAGERIALISM, and the organisational leader wanting to perform strictly within LEADERSHIPISM, and whereby both executive officers finding it very difficult to switch between the two administrative and governance paradigms, even when and if they are consciously trying to be flexible in the executive performances to reflect both their MANAGERSHIP as well as LEADERSHIP roles and goals .

There is MANAGEMENT in LEADERSHIP, as there is LEADERSHIP in MANAGEMENT, while both are really embedded in LEADAGEMENT. It makes our task of EXECUTIVE development and deployment much easier if and when we apply the super-model of LEADAGEMENT without needing to continuously switch from neither MANAGEMENT to LEADERSHIP, nor from LEADERSHIP to MANAGEMENT.

Out task now is how to make the new subject of LEADAGEMENT live up to its billing.

LEADAGEMENT DEVELOPMENT

We anticipate that sooner or later, people and organisations would want to be in the league of the most productive executives, globally, whereby every good and great MANAGERS and LEADERS everywhere will require to ADVANCE themselves and their organisations further and higher with LEADAGEMENT from now on as the pioneer new world LEADAGERS !

[Khalid 6 Feb 2008 06:20:35]

Sir
Whilst the UK has by far the best insofar as ability to lead many an enterprise, the reality of the facts within your culminations, stark as they may be, are an eye opener for all, however, unless controlled risk are taken, progress will be very slow.
The culture you refer to insofar as Education Education Education, whilst to be encouraged throughout all stages of life, has created a genereation of commercial robots whereby no longer are decisions allowed to be based upon future prosperity of the upcoming MD, but what is best for political gain.
Young talent today further having the thumbscrews tightened, when they so choose to follow a path only they know to be best suited to their ability, are continually let down by those empowered and employed to ensure they get the best resources to enable them to become a remarking and longstanding success.
I recall having to endure the very toughest insofar as diplomacy to allow my goals to become reality and made damn sure that as
I was [California Dreamin] not only did I take time to learn in order to earn, but eradicated all elements of politics by virtue of education.
So, if you are planning to start up, remember the golden rules insofar as to data integrity, & never give up. The rest will be a slow and hard process, but after the first year, the fruits will be self evident as you enjoy [Dj Sammy]