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Publication - Report

Enterprise and Skills Review report on Phase 2: Enterprise and Business Support

Published: 22 Jun 2017
Part of:
Economy, Work and skills
ISBN:
9781788510226

Report illustrating the outcomes and progress achieved by the Enterprise and Business Support project as part of the Enterprise and Skills Review.

33 page PDF

1.8MB

33 page PDF

1.8MB

Contents
Enterprise and Skills Review report on Phase 2: Enterprise and Business Support
Endnotes

33 page PDF

1.8MB

Endnotes

i See Andy Haldane (2017), "Productivity Puzzles" speech, http://www.bankofengland.co.uk/publications/Documents/speeches/2017/speech968.pdf, and Andrews, Criscuolo and Gal, 2015, https://www.oecd.org/eco/growth/Frontier-Firms-Technology-Diffusion-and-Public-Policy-Micro-Evidence-from-OECD-Countries.pdf.

ii Business Demography 2015, Office for National Statistics.

iii MIT REAP (Regional Entrepreneurship Acceleration Programme), Increasing Innovation-driven Entrepreneurship in Scotland through Collective Impact, 2014, http://www.hie.co.uk/business-support/entrepreneurship/mit-reap/ p. 21.

iv Businesses in Scotland 2016.

v MIT REAP Scotland Report, ibid, p.8.

vi By using a design-thinking approach, we will ensure that support is fully aligned with only real needs and is crucially designed and owned by those in receipt of support. We will take guidance from international experts, including the Glasgow School of Art.

vii B Corps are for-profit companies certified by the non-profit B Lab to meet rigorous standards of social and environmental performance, accountability, and transparency, see http://bcorporation.uk/what-are-b-corps-uk.

viii See MIT REAP Scotland Report, ibid, p. 36. This notes that 'creating and managing collective impact requires a separate organisation(s) with staff and a specific set of skills to serve as the backbone for the entire initiative and coordinate participating organisations and agencies.' Given the desire to reduce clutter, it is proposed that this should not be taken forward by a new organisation, but that Entrepreneurial Scotland, one of the REAP partners, should build on existing work that has emerged since publication of the REAP report.

ix Recent analysis suggests lack of management quality as a plausible explanation for the long tail of less productive companies. See Enterprise Research Centre, Warwick Business School (2015), "Leadership and management skills, management practices and firm performance and growth in Scottish SMEs" ( http://www.evaluationsonline.org.uk/evaluations/Search.do?ui=basic&action=show&id=575). See also Nicholas Bloom, John Van Reenan, Christos Genakos and Raffaella Sadun (2011), "Management Practices across Firms and Countries" ( http://www.hbs.edu/faculty/Publication%20Files/12-052.pdf) and Office for National Statistics (2017), "Management practices and productivity among manufacturing businesses in Great Britain: Experimental estimates for 2015"
( https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/labourproductivity/articles/experimental
dataonthemanagementpracticesofmanufacturingbusinessesingreatbritain/experimentalestimatesfor2015
).

x Nick Bloom and John Van Reenan (2010), "Why do Management Practices Differ Across Firms and Countries", Centre for Economic Performance, p. 2.

xi Sherry Coutu, The Scale Up Report on Economic Growth, November 2014, http://www.scaleupreport.org/scaleup-report.pdf, p. 7. The report notes how a boost of 1% to the UK scale-up population could add 238,000 jobs and £38bn to GVA within 3 years at UK level and, assuming the skills gap is addressed, £96bn per annum. Closing the scale-up gap could create 150,000 net jobs and £225bn additional GVA at UK level by 2034, ibid, p. 6.

xii See Can DO Scale Scotland scoping document, published alongside this report, for more detail.

xiii See also Women's Enterprise Scotland ( WES) thought piece, published alongside this report.

xiv This is addition to ensuring, in line with the public sector equality duty, that our services are impact assessed so that they are suitably targeted and accessible to everyone. Definitions relating to gender-appropriateness are as follows:

A gender-aware approach in a working environment, either in policy or practice, considers any barriers that may be preventing the participation and / or use of a particular service by women (or men) and adapts accordingly in order to achieve a positive outcome. In the case of business support provision, this necessitates a knowledge and understanding of the key issues for women-led businesses.

The term ' gender neutral' is often used to describe services that are generally considered to be applicable to the needs of both sexes. However, what is regarded as gender neutral can often be 'gender blind' if the specific service needs of the end-user are not met by such an approach. The United Nations (2012) describes gender blindness as an " inability to perceive that there are different gender roles, need, responsibilities of men, women, boys and girls, and as a result failure to realize that policies, programmes and projects can have different impact on men, women, boys and girls."

A gender-specific approach in a working environment, either in policy or practice, is a targeted intervention applicable to one gender (men or women). Any such intervention should be founded on insights from gender-disaggregated data, research and/or best practice insights and outcomes.

xv Developed and facilitated in partnership between Women's Enterprise Scotland and Scottish Government, this was the first of its kind in Europe in March 2014 and recognised as a model of best practice.

xvi See https://www.skillsdevelopmentscotland.co.uk/news-events/2016/november/action-plan-in-development-to-attract-more-women-into-technology/.

xvii See Building a Sustainable Social Enterprise Sector in Scotland, http://www.gov.scot/Publications/2017/04/8804/0.


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