BTEC IT Unit 20 Enterprise in IT Assignment 1 (DISTINCTION)
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Course
Unit 20 - Enterprise in IT
Institution
PEARSON (PEARSON)
This document received DISTINCTION for UNIT 20 Enterprise in IT Assignment 1 , covering all these criteria:
A.P1 Explain, using examples, the principles and characteristics that lead to successful enterprises.
A.M1 Discuss, using examples, the principles and characteristics that lead to success...
Attributes of the Entrepreneur..................................................................................................................................................2
Entrepreneur 1: Steve Jobs....................................................................................................................................................2
Entrepreneur 2: Your Choice (Evaluate FOUR Attributes).....................................................................................................3
Entrepreneurial, enterprise and IT skills................................................................................................................................9
Teamwork and collaborative working skills.........................................................................................................................10
Recognising skills gaps and how to overcome them...........................................................................................................10
Enterprise: is a legally recognised body that has the ability to conduct individual business activities,
including establishing agreements, acquiring property, generating debt, and opening bank accounts.
It may be an unincorporated business, a non-profit organisation, or a company.
Entrepreneur: An entrepreneur is a person who builds their own company based on a concept or a
product they have invented, taking on the majority of the risks and benefiting largely and making
profits from the business.
In this assignment, I will evaluate the role of entrepreneurs in the context of enterprise creation and
growth. This involves examining how entrepreneurs identify opportunities, take risks, mobilise re-
sources, and navigate challenges to establish and expand successful businesses.
,Name ID Unit 20 Assignment 1
ATTRIBUTES OF THE ENTREPRENEUR
ENTREPRENEUR 1: STEVE JOBS
One of the most brilliant businessmen of the modern period, Steve Jobs transformed how people in-
teracted and used technology. His unique influence can be seen in almost every aspect of current
business, communication, and design. He was a true technology pioneer and entrepreneur. The sleek
and contemporary design of every Apple product is evidence to his obsession with aesthetic details,
and he was always aiming for perfection in all he created. Here are some of the attributes that char-
acterised Job’s persona and his work.
PROACTIVITY: The aspiration to strive for excellence in actions recognised by others as crucial
for social standing within a community.
Steve Jobs was a proactive person who enjoyed creating and achieving goals. Leading businesses like
Apple, NEXT, and Pixar, he was committed, ambitious, self-motivated, vivacious, and enterprising.
Steve Jobs was a proactive leader, pushing boundaries in technology and design. He introduced
products that revolutionised industries, such as the iPhone and iPad. However, his proactivity led to
conflicts, such as refusing to address issues like the antenna problem in the iPhone 4. Jobs could have
handled these situations better by being more responsive to customer feedback without comprom-
ising Apple's standards of excellence.
DOMINANCE: the urge to assume leadership whenever and whenever it's achievable
,Name ID Unit 20 Assignment 1
Steve Jobs was known for being a leader in control. He was a powerful, honest, driven man with the
ability to influence people. He was a rapid learner, enjoyed taking the lead, and hardly ever assigned
tasks to others.
Jobs' visionary and demanding leadership style significantly influenced Apple's direction and culture,
ensuring its vision was realised. However, his dominant personality sometimes led to conflicts with
colleagues and partners, causing damaged relationships and occasional chaos within the company.
Jobs could have shown more openness and kindness to alternative viewpoints and collaborative de-
cision-making processes to avoid these conflicts.
ENDURANCE: The capacity to persevere through any work to its conclusion.
Steve Jobs never let issues stop him. In 1985, Jobs was fired from the company from a conflict with
the board and John Sculley, the CEO at the time. However, he founded NEXT and Pixar, and once
Apple bought NEXT, Jobs re-joined the company. Jobs states, "Being let go by Apple was the best
thing that could have happened to me." Being a beginner again took the place of the heaviness of
achievement. I was able to start one of my most creative phases of life because of it. Operating sys-
tems for iPhones, such as iOS, emerged from this newfound lightness.
Steve Jobs, a remarkable individual, faced numerous challenges throughout his career, including his
departure from Apple and his battle with pancreatic cancer. Despite these setbacks, he persevered
and led Apple to extraordinary success. His harsh search of perfection and innovation drove him and
others to push boundaries. However, his drive may have an impact on his health and personal well-
being, suggesting a need for more effective self-care and work-life balance.
AUTONOMY: is the requirement to behave independently of the thoughts or views of others.
Steve Jobs was driven to act without regard to other people, societal norms, or expectations. He was
infamous for putting his own vision ahead of client feedback and insisting that "people didn't know
what they wanted until he showed them." He established his own regulations and worked effectively
alone, paving the way for tech.
Jobs, a visionary, valued autonomy in both personal and professional aspects of his life. He controlled
Apple's products, branding, and strategy, ensuring a closed ecosystem and perfect user experience.
This approach contributed to Apple's success but also limited opportunities for collaboration and in-
novation. Jobs could have explored partnerships more openly, leveraging external expertise and per-
spectives for greater innovation and growth.
ENTREPRENEUR 2: YOUR CHOICE (EVALUATE FOUR ATTRIBUTES)
Larry Page, co-founder of Google, led the company with vision and innovation. He encouraged cre-
ativity and innovation through initiatives like the "20 percent time" program, treating each employee
as unique and empowering them to reach their full potential.
, Name ID Unit 20 Assignment 1
VISIONARY LEADERSHIP : is an individual who uses creativity and teamwork to motivate their team-
mates towards an objective or purpose.
Page's visionary leadership at Google involves setting ambitious goals and inspiring his team to work
towards them. His mission is to organize the world's information, making it universally accessible and
useful, providing a sense of purpose and guiding the company's strategic direction.
A major factor in Google's success has been Page's visionary leadership, which has helped the busi-
ness achieve incredible growth and innovation. Critics argue that he may have sometimes had an ex-
tremely broad vision, which prevented him from concentrating on particular projects. Page might
have made sure that Google's actions were in line with its overall goal by giving more specific instruc-
tions and setting priorities.
INNOVATION: Innovation is the use of concepts in real-world contexts to produce new products or
services or upgrade existing ones.
Larry Page, a pioneer in innovation, consistently seeks to enhance Google's products and services. His
"20 percent time" policy, where employees spend some time of their workweek on projects of their
choice, resulted in the development of successful Google products like Gmail and Google News.
Google's invention under Page's leadership has led to numerous new products and technologies.
However, critics argue that this focus can sometimes lead to a lack of consistency and strategic direc-
tion, leading to project discontinuation. They suggest that better evaluation and prioritisation mech-
anisms could have improved association with Google's long-term goals.
EMPOWERMENT: The act of empowering someone or something.
Page has adopted a culture of autonomy and trust within Google, encouraging employees to take
ownership of their projects and providing necessary resources. He has also implemented ideas like
"Google X" and "Google Ventures" to promote entrepreneurship and innovation.
Google has established a culture of enterprise and creativity thanks to Page's commitment to em-
powerment, which helps the business draw in the best employees and encourage innovation. On the
other hand, some critics argue that Google's focus on individual autonomy may have resulted in er-
rors. Page should have implemented more formal procedures for cooperation and correspondence to
guarantee coordination among various groups and projects.
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