Entreship

Entreship is defined as the work that is involved in creating new products and services that ultimately generate value. It is a systematic and adaptive process that strives to create new strategic and economic value through collaborative behaviors that leverage knowledge and experience, build upon ambition and curiosity and discover and apply new concepts while tolerating ambiguity and vulnerability. There are four main steps in the entreship process:

• Ongoing exploration and discovery of customer needsets and relevant supplier solutions.
• Cultural disposition toward often-ambiguous frontiers where technical, social, market and economic interests converge or take new form.
• Disciplined approach to forging business model concepts, value propositions, resource platforms, risk assessments and adaptive development strategies.
• Focused management attention to plan progress and measures; focused governance and oversight.

Entreship reflects the efforts of both individuals and teams in developing new products, business models and services. Quite often, the mechanics and inventive behaviors of entreship extend beyond the venture founder to external partners. These partners share ideas, risks, plans and action in the pathway to new venture planning and development. There are two main areas of work in entreship. First, people combine ideas, resources and energy to develop platforms that have some commercial promise. Second, they connect capital to the development, launch and growth scheme of the venture.

Entreship is an important element in organic growth and business development, as set forth by Edward Hess. Corporate entreship requires a set of cultural and structural drivers that help keep people engaged in a strategic agenda that is powered by growth and change.

Entreship is framed by the Danes as a set of strategic organizational behaviors, based part in process and practice and part in culture and leadership.