IN today’s rapidly evolving world, the capacity to adapt and innovate has become a defining attribute of successful individuals and organisations.
This sentiment resonates deeply in Zimbabwe, a nation with immense potential yet grappling with economic constraints.
Gary Shoeniger’s recent webinar, “The Entrepreneurial Mindset Advantage”, provides a framework for thinking that can revolutionise how we approach education, business, and community development.
His insights shed light on how ordinary people can achieve extraordinary outcomes by shifting their mindset — a lesson that is particularly relevant to Zimbabwe’s pursuit of economic transformation through innovation and entrepreneurship.
Entrepreneurial mindset
Shoeniger’s journey into understanding the entrepreneurial mindset began with a simple yet profound question: why do some people see opportunities where others see none?
His research reveals that an entrepreneurial mindset is not rooted in innate traits or extraordinary intelligence but in a set of deeply held beliefs and assumptions that shape how individuals perceive and respond to the world.
This mindset, he argues, is teachable and has far-reaching applications beyond starting businesses — it is about creating value for others and, in turn, empowering oneself.
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For Zimbabwe, where unemployment rates are high and many young people face limited opportunities, fostering this mindset could be transformative.
It moves the focus from external limitations to internal potential, empowering individuals to take initiative, solve problems, and create opportunities even in resource-constrained environments.
Core principles
Opportunity recognition: Entrepreneurs excel at identifying unarticulated needs and finding ways to meet them. Shoeniger emphasises that this skill is not exclusive to business but is essential for any context requiring innovation. For example, Zimbabwean farmers in arid regions have developed ingenious water-saving irrigation techniques, demonstrating how necessity can drive innovation.
Intrinsic motivation: Drawing from self-determination theory, Shoeniger highlights the importance of autonomy, competence, and relatedness in driving motivation. When individuals pursue their interests in ways that create value for others, they experience a profound sense of purpose. In Zimbabwe, initiatives such as community-driven renewable energy projects exemplify how this principle can inspire collective action.
Micro-experimentation: Entrepreneurs often engage in small-scale, low-risk experiments to test their ideas. This approach is particularly relevant in Zimbabwe, where access to capital is limited. Micro-experiments allow individuals to innovate without jeopardising their financial stability, fostering a culture of iterative learning and resilience.
Adaptability: In a world characterised by uncertainty, the ability to pivot and adapt is crucial. Shoeniger argues that traditional managerial mindsets, which prioritise efficiency and predictability, are ill-suited to dynamic environments. Zimbabwe’s informal sector, which constitutes a significant portion of the economy, thrives precisely because of its adaptability and responsiveness to changing circumstances.
Lessons for universities
As a business development practitioner, I see immense potential in embedding the entrepreneurial mindset into university curricula.
Zimbabwean universities are already championing innovation through initiatives such as Education 5.0, which integrates teaching, research, and community service with industrialisation. However, Shoeniger’s insights offer additional strategies to enhance these efforts:
Rethinking education: Shoeniger critiques traditional education for its focus on extrinsic rewards and memorisation. Instead, he advocates for experiential learning that engages students in real-world problem-solving. For instance, universities could introduce challenge-based modules where students collaborate with local communities to address pressing issues such as waste management or food security.
Building entrepreneurial ecosystems: Universities can serve as hubs for entrepreneurial activity by fostering partnerships with industry, government, and non-profits. Such ecosystems provide students with mentorship, funding, and opportunities to test their ideas. Zimbabwe’s innovation hubs, like the one at Midlands State University, demonstrate the potential of such collaborations.
Empowering faculty: Shoeniger emphasises that the entrepreneurial mindset is not limited to students; faculty members must also embrace this perspective. Training programmes for educators can equip them to inspire and guide students towards entrepreneurial thinking.
Practical applications
Agricultural innovation: Agriculture remains a cornerstone of Zimbabwe’s economy, yet many farmers face challenges such as erratic rainfall and limited market access. By adopting an entrepreneurial mindset, farmers can explore value addition, such as processing raw produce into finished goods.
This approach not only increases profitability but also creates jobs and stimulates rural economies.
Renewable energy projects: With Zimbabwe’s frequent power outages, there is a growing need for alternative energy solutions. Entrepreneurs in the renewable energy sector could experiment with affordable solar technologies tailored to rural communities, addressing both environmental and economic challenges.
Youth empowerment: Programmes that teach entrepreneurial skills to young people can unlock their potential to drive social and economic change. For example, youth-led initiatives in Harare’s high-density suburbs have successfully launched recycling businesses, turning waste into profit while addressing urban environmental issues.
Overcoming barriers to adoption
Despite its potential, the entrepreneurial mindset faces several barriers in Zimbabwe, including cultural attitudes, limited access to resources, and bureaucratic red tape. Shoeniger’s framework provides actionable strategies to overcome these challenges:
Cultural shift: Encouraging a culture that celebrates experimentation and learning from failure is essential. Public campaigns and success stories can help shift societal attitudes towards entrepreneurship.
Resource mobilisation: Shoeniger’s emphasis on micro-experimentation aligns with the realities of resource-scarce environments. By providing small grants or seed funding, organisations can enable entrepreneurs to test and refine their ideas.
Policy support: Streamlining regulatory processes and offering incentives for startups can create a more conducive environment for entrepreneurial activity.
Conclusion
Gary Shoeniger’s insights into the entrepreneurial mindset challenge us to rethink how we approach leadership, education, and community development.
By fostering a culture of opportunity recognition, intrinsic motivation, and adaptability, Zimbabwe can unlock the potential of its people to drive sustainable development.
For universities, businesses, and policymakers, the call to action is clear: Embrace the entrepreneurial mindset as a catalyst for innovation and resilience.
Whether through reimagining education, supporting small-scale experiments, or building collaborative ecosystems, the opportunities are boundless.
As Shoeniger eloquently puts it, the entrepreneurial mindset is not about risk-taking or profit; it is about creating value for others and, in doing so, empowering oneself.
Let 2025 be the year Zimbabwe takes bold strides towards fostering an entrepreneurial culture that uplifts individuals, communities, and the nation at large.
The journey starts with a shift in mindset — a shift that holds the promise of extraordinary possibilities.
Jongwe is a humanistic leader with extensive expertise across various industries in Southern Africa, including higher education — WhatsApp at +263 788016938 or by email at [email protected].
