by Lim Wen Juin

THERE are things that we think of as only happening to other people. Getting struck by lightning, being attacked by bees, winning first prize in the lottery - we acknowledge that these things occur, but we simply do not imagine that they will actually happen to us.

Such an attitude, if shown towards entrepreneurship, could be disastrous. That is, if Singaporeans believe that successfully starting a business is merely the preserve of an exalted few, it is difficult to see how entrepreneurship can flourish here.

Lee Yi Shyan, Minister of State for Trade and Industry and Minister in charge of Entrepreneurship, therefore accepts the need to promote a positive, proactive can-do mindset.

BT previously quoted Mr Lee as saying: 'We want a sense of risk taking, attempts for breakthroughs and striving for unconventional approaches to problem solving and business modelling to be found in all levels of society.

'To build a creative and entrepreneurial culture among the youth, Action Community for Entrepreneurship (ACE) and its Action Crucible for Culture has spoken to more than 30,000 students in various seminars and workshops. They honour role models and explain what it takes to become a successful entrepreneur by supporting the work of many partners, both schools and private sector organisations.'

But entrepreneurs BT spoke to feel that the mindset now is still too risk-averse.

Reasons for conservatism

Michael Wee, co-founder of creative communications agency Sparkfury, thinks that our culture maintains too-defined boundaries that discourage people from stepping outside them. 'It feels like the education environment is one of spoon-feeding. Also, the corporate world has set parameters, with known challenges; and because of this comfort zone, the thought of starting a business seems a big risk in the first place.

'I doubt our system indulges failure - it is what makes Singapore great, but it is also our Achilles heel. People want to play it safe. Think of the stigma associated with those who failed in business or went bankrupt, and compare it to places like the US where failure means having taken the next step to success,' adds Mr Wee.

His view is echoed by a founder of a local start-up. 'Banks always look at bankrupts as a credit risk,' he observes - and the 'price of failure', financial and social, is a significant deterrent.

For this start-up founder, however, the root of the problem goes deeper. 'Our economy is structured to reap the benefits of bringing multinational corporations (MNCs) here. We say to the MNCs, tell us what to do, and we'll do it. Our value proposition is efficiency and honesty - we'll do things well, and we won't cheat you.

'Generally, SMEs feed around the MNCs, providing support services. And so, as a nation, we do not believe that the economy can change from being MNC-centric to indigenous industry-oriented. We pay lip service to SMEs, but we're really still looking for the major players. For example, rather than growing local animation companies, we try to attract big boys like LucasFilm and Pixar.'

The start-up founder further believes that the pro-enterprise movement has erred in an important area. 'The critical thing is, those pushing entrepreneurship justify it on the basis of economic return to the country.' According to him, this should not be the case.

'True entrepreneurship need not be justified on an economic basis,' he maintains, citing Steve Jobs and Bill Gates as examples. 'They are driven by the satisfaction of a product well designed, a job well done - the money is secondary. If we see entrepreneurship as a pillar of the economy and measure it only in terms of key performance indicators, we won't produce the next iPhone or Facebook. At most, we'll produce a better iPhone.'

To the start-up founder, passion is everything - no one can innovate like a passionate person who believes in what he does, which is why only the passionate will truly be entrepreneurs. 'You don't set out to start a business - you get hit by a lightning bolt of an idea first, and that results in a business. The business is a consequence,' he says.

Then again, Cui Peng, the 21-year-old owner of Beijing Delicacy restaurant, sees it as an overly idealistic personal philosophy. 'The reality is that you need money - what if you have a family? If you focus on a passion that does not face up to reality, it's selfish.'

Just as one may lead a horse to water but cannot force it to drink, Mr Wee feels that, for all the pro-enterprise initiatives introduced, receptiveness to entrepreneurship depends very much on the desire of the individual. 'First and foremost, one must feel the need to venture out on their own,' he says.

Yet, education continues to have a large part to play in changing mindsets, as he says: 'I do believe external factors can motivate people in the right direction. Support can come from families, schools and infrastructure, in the form of risk management guidance and advice, and attempts at removing the age-old stigma of failure.'

In order to inspire passion for innovation, according to the start-up founder, schools have to build an 'openness to ideas', and teach children to be fascinated, to look at everything as something interesting. He thinks that the education system is moving in the correct direction, but that it could do more. 'Schools are exposing children to an arena where there are questions but no model answers - but we're still giving children the questions. Instead, we must teach them how to come up with good questions on their own.'

And while schools do their best by offering entrepreneurship modules, he points out that all too often, the students treat the project as another scholastic requirement to fulfil. As a result, while they can come up with innovative ideas, 'the idea dies there, as there is no intention to go beyond' and develop the idea further.

Looking ahead

The consensus is that entrepreneurs who have succeeded should share their experiences, in the hope of galvanising the next generation. The pertinent question that Mr Lee asks is: 'Are young would-be entrepreneurs able to find great role models to inspire them?'

Says Mr Wee: 'We ought to publicise case studies and success stories, so we can tell everyone that it is more a norm than a unique occurrence. What we visualise becoming, we become.'

We need entrepreneurial 'evangelists, pioneers and early adopters' to tell their stories, he says. Unfortunately, there are just not enough 'icons' at the moment. The examples we do have, such as Sim Wong Hoo and Kenny Yap, have long been 'beaten to death' through over-exposure. 'A critical mass of entrepreneurs must make it back into the system and change things,' Mr Wee says.

This could conceivably be described as a catch-22 situation - to encourage entrepreneurship, we need more entrepreneurs in the first place. But the start-up founder is adamant that it is a matter of time, recounting how Berkeley became a prominent university because the presence there of a few highly regarded scientists working on the Manhattan Project in turn attracted more and more eminent figures.

'Singaporeans are impatient, but it takes time,' he concludes. 'We cannot grow things overnight.'

This article was first published in The Business Times on July 22, 2008.