Become Real “Studpreneur” To Change The World
By Kristanto Bagus Afandi
As citizens and future stewards of our planet, today’s students are in a unique position to become active agents of world change. The good news is that many of them are very interested in learning about and taking responsibility for their environment and their future.
Today’s young people will inherit a world that’s very different from the one their parents inherited.
Climate change; polluted air, water and soil; endangered species; outright conflict, terrorism, and weapons of mass destruction; poverty and hunger; the threat of global pandemics; shrinking coastlines; a rapidly increasing population; and perhaps the biggest issue of all, financial crisis are among the many issues that threaten our global environment. It is clear that the world faces epochal challenges from many kind of big misery. But, tackled in the right way, today’s crises will lead to tomorrow’s solutions. One of many solution is entrepreneurship and we must believe that the youth smart generation (student) is the right answer to solve all of these problem.
We have knowing that schools and universities around the world are teaching entrepreneurship. For example, in China and India, thousands of people are attending graduate schools of business where entrepreneurship is taught. Exactly, what is the Entrepreneurship? The word entrepreneurship is a mixed blessing. On the positive side, it connotes a special, innate ability to sense and act on opportunity, combining out of the box thinking with a unique brand of determination to create or bring about something new to the world. On the negative side, entrepreneurship is an ex post term, because entrepreneurial activities require a passage of time before their true impact is evident.
Interestingly, we don’t call someone who exhibits all of the personal characteristics of an entrepreneur – opportunity sensing, out of the box thinking, and determination – yet who failed miserably in his or her venture an entrepreneur; we call him or her a business failure. Even someone like Bob Young, of Red Hat Software fame, is called a “serial entrepreneur” only after his first success; i.e., all of his prior failures are dubbed the work of a serial entrepreneur only after the occurrence of his first success. The problem with ex post definitions is that they tend to be ill defined. It’s simply harder to get your arms around what’s unproven. An entrepreneur can certainly claim to be one, but without at least one notch on the belt, the self-proclaimed will have a tough time persuading investors to place bets. Those investors, in turn, must be willing to assume greater risk as they assess the credibility of would-be entrepreneurs and the potential impact of formative ventures.
Who is Studpreneur? And what are the characteristics, habits, and behaviors of the species studpreneur? Is there a learnable and teachable “core” to entrepreneurship? In other words, what can today’s entrepreneurs such as Rob Glaser and Jeff Bezos learn from old stalwarts such as Josiah Wedgwood and Leonard Shoen? Or even within the same period in history, what are the common elements that entrepreneurs across a wide variety of industries share with each other? In sum, is there such a thing as “entrepreneurial thinking” that can be applied across space, time and technology? No,the studpreneurs are students who interest to entrepreneurship but still make their base study to create something new. The studpreneur have indigenous characteristics, such as innovative, pure thinker and creative.
The Studpreneur is a student who attracted to this suboptimal equilibrium seeing embedded in it an opportunity to provide a new solution, product, service, or process. The reason that the studpreneur sees this condition as an opportunity to create something new, while so many others see it as an inconvenience to be tolerated, stems from the unique set of personal characteristics he or she brings to the situation – inspiration, creativity, direct action, courage, and fortitude. These characteristics are fundamental to the process of innovation.
The Studpreneur is inspired to alter the unpleasant equilibrium. Studpreneurs might be motivated to do this because they are frustrated users or because they empathize with frustrated users. Sometimes entrepreneurs are so gripped by the opportunity to change things that they possess a burning desire to demolish the status quo. In the case of eBay, the frustrated user was Omidyar’s girlfriend, who collected Pez dispensers. The Studpreneur thinks creatively and develops a new solution that dramatically breaks with the existing one.
The Studpreneur doesn’t try to optimize the current system with minor adjustments, but instead finds a wholly new way of approaching the problem. Omidyar and Skoll didn’t develop a better way to promote garage sales. Jobs and Wozniak didn’t develop algorithms to speed custom software development. And Smith didn’t invent a way to make the handoffs between courier companies and common carriers more efficient and error-free. Each found a completely new and utterly creative solution to the problem at hand.
Even with these considerations, we believe that appropriating Studpreneurship for the term entrepreneurship requires wrestling with what we actually mean by pure entrepreneurship. Is it simply alertness to opportunity? Creativity? Determination? Although these and other behavioral characteristics
are part of the story and certainly provide important clues for prospective investors, they are not the whole story. Such descriptors are also used to describe inventors, artists, corporate executives, and other societal actor.
Like most students of entrepreneurship, we begin with French economist Jean-Baptiste Say, who in the early 19th century described the entrepreneur as one who “shifts economic resources out of an area of lower and into an area of higher productivity and greater yield,” thereby expanding the literal translation from the French, “one who undertakes,” to encompass the concept of value creation.
Writing a century later, Austrian economist Joseph Schumpeter built upon this basic concept of value creation, contributing what is arguably the most influential idea about entrepreneurship. Schumpeter identified in the entrepreneur the force required to drive economic progress, absent which
economies would become static, structurally immobilized, and subject to decay. Enter the Unternehmer, Schumpeter’s entrepreneurial spirit, who identifies a commercial opportunity -whether a material, product, service, or business – and organizes a venture to implement it. Successful entrepreneurship, he
argues, sets off a chain reaction, encouraging other entrepreneurs to iterate upon and ultimately propagate the innovation to the point of “creative destruction,” a state at which the new venture and all its related ventures effectively render existing products, services, and business models obsolete.
Despite casting the dramatis personae in heroic terms, Schumpeter’s analysis grounds entrepreneurship within a system, ascribing to the entrepreneur’s role a paradoxical impact, both disruptive and generative. Schumpeter sees the entrepreneur as an agent of change within the larger economy. Peter Drucker, on the other hand, does not see entrepreneurs as necessarily agents of change themselves, but rather as canny and committed exploiters of change. According to Drucker, “the entrepreneur always searches for change, responds to it, and exploits it as an opportunity,” a premise picked up by Israel Kirzner, who identifies “alertness” as the entrepreneur’s most critical ability.
Regardless of whether they cast the studpreneur as a breakthrough innovator or an early exploiter, theorists universally associate entrepreneurship with opportunity. Studpreneurs are believed to have an exceptional ability to see and seize upon new opportunities, the commitment and drive required to pursue them, and an unflinching willingness to bear the inherent risks. Building from this theoretical base, we believe that entrepreneurship describes the combination of a context in which an opportunity is situated, a set of personal characteristics required to identify and pursue this opportunity, and the creation of a particular outcome.
The conclusion of all, a studpreneeur need transform the core, start at the edge. For many executives and success entrepreneur, when core business activities require fundamental change, the strong instinct is to embark on massive organizational changes. These organizational transformations rarely succeed. An alternative path is to start on the edge and move back into the core over time. By engaging the edge first, it is often possible to find innovative leaders with energy and passion to try new approaches. Inertial forces are weaker on the edge because there are fewer entrenched interests. By bridging the edges that define their daily lives, we may indeed that studpreneur can change the world.
EDUCATION
1. Institution : Universitas Gadjah Mada
2. Faculty : Kedokteran Hewan Subject : -
3. Address : Jl. Fauna, Karangmalang, Yogyakarta
This entry was posted on March 15, 2009 at 2:34 pm and is filed under naskah Peserta ‘kompetisi 2009′.
