This full paper works towards merging ‘frugality’ and ‘design thinking’ into a simplified framework for a workshop routine as a stepping stone for SMEs in developed countries to create and capture value of frugal innovations. Innovations which are born out of the notion that we can do more with less, or for less. This framework is aimed at reaching a specific group of SMEs, in this paper called the peloton of SMEs, a large group of SMEs which generally have lower growth ambitions and growth potential in comparison to the frontrunners. This group is often overlooked by (regional) governmental innovation programmes due to a primary focus on the same industry’s frontrunners. The framework was first tested with students, discussed with experts and eventually tested with SMEs from the Agribusiness sector in the Netherlands. Frugal Elements added to the design thinking process are; (a.) a Frugal Lens (b.) Frugal Business Model Patternsfor BMI (c.) Frugal leadership development (d.) Frugal Validation of the solution (e.) Frugal Intervention (limited time, limited theory, vertical learning community, practical tools). Although the first Pilot has been a succes in terms of helping participating SMEs to create innovations, more research is necessary for the design of a final framework which is expected to contribute to the frameworks that are currently available to SMEs in frugal and sustainable business modelling.
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This workshop has been designed to facilitate experiential learning and reflective practice in the classroom. The exercises support starting entrepreneurs to develop an entrepreneurial way of thinking and deal with possible axiety, when asked to deal with uncertainty in an educational context.
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Knowledge about entrepreneurial expertise, how experts think and make decisions have progressed in the last decade. Despite this advancement, studies have difficulties in providing a general conceptual model of expertise that is empirically validated. We attribute these limitations to the lack of existing conceptualizations of entrepreneurial expertise to take into consideration the entrepreneur’s dual systems of information processing. Therefore, in this study, we advance a default-interventionist perspective of entrepreneurial expertise consisting of fast and slow-thinking expertise. We suggest that the two types of expertise coexist and interact during the decision-making process except in the decisions characterized by true uncertainty. Furthermore, taking into consideration that expertise is domain-specific, we suggest three broad sub-domains of entrepreneurial knowledge that are malleable to the specific sector in which an entrepreneur operates.
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