Founder-led training programme
Developing the Entrepreneurial Mindset at Work
Turn a promising workplace idea into a customer-informed proposition and a controlled experiment.
Learn to frame opportunities, gather relevant customer evidence and test the riskiest assumption through a small experiment with clear ownership and decision points.
Duration: 1 Day.
One-day applied programme moving from opportunity framing to a controlled thirty-day experiment.
Format: Public Online · Private Tutor-Led · On-Demand.
Live facilitated online or in-person delivery for an agreed workplace cohort.
Level: beginner.
Employees and managers expected to improve services or create new value responsibly.
Overview
What this programme covers
Move from an observed workplace problem to a testable opportunity, useful customer evidence and a proportionate experiment with a decision point.
Workplace innovation rarely fails because nobody has ideas. More often, an idea remains detached from a specific customer problem, lacks an owner or grows into a large proposal before its assumptions have been tested. Developing the Entrepreneurial Mindset at Work gives employees and managers a disciplined route from observation to evidence. Participants frame a workplace problem as an opportunity, identify the customer or user affected and plan discovery questions that avoid steering people toward a preferred answer. They then express the proposed value as testable hypotheses, choose the riskiest assumption and design a small experiment that can inform a decision. The practical outputs are a validated opportunity canvas and a thirty-day experiment with measures, ownership and explicit continue, adapt or stop points. The programme develops initiative under responsible constraints; it does not promise that an idea will succeed or authorise activity outside organisational governance.
Evidence standard
Evidence and learning boundaries
Applied learning is shown by each participant’s opportunity framing, discovery design, hypothesis logic and thirty-day experiment. Together, these artefacts reveal whether entrepreneurial reasoning has been used with discipline; they do not validate demand, confer approval or establish a future workplace result.
Learning outcomes
What participants will learn
Participants should be able to frame opportunity, examine assumptions and design a small test without overstating what early evidence proves.
Convert a broad idea into an opportunity statement grounded in a defined customer or user problem.
Plan customer discovery that gathers relevant evidence without presenting a preferred solution as a foregone conclusion.
Express customer, value and delivery assumptions as hypotheses that can be examined before substantial resources are committed.
Design a proportionate experiment around the riskiest assumption, with measures and ethical or operational boundaries stated.
Complete an opportunity canvas and thirty-day experiment with an owner and continue, adapt or stop decision points.
Programme structure
Programme modules
The sequence links opportunity framing, customer discovery, hypothesis design and responsible ownership of a thirty-day experiment.
Notice an opportunity worth exploring
Participants begin with a friction, unmet need or changing condition in a workplace service. They identify who experiences the problem, what is currently observed and which assumptions are already shaping the proposed response. The exercise narrows a loose idea into an opportunity that is specific enough to investigate without declaring the solution in advance.
Discover without leading the customer
The cohort designs customer or user discovery around past behaviour, current workarounds and the consequence of the problem. Participants compare neutral questions with prompts that invite agreement, then decide whose perspective is missing. They plan how evidence will be captured while respecting consent, confidentiality and relevant organisational boundaries.
Expose the assumptions carrying the idea
Participants map what must be true about the customer, proposed value, adoption and practical delivery for the opportunity to remain credible. They turn those assumptions into hypotheses and rank them by uncertainty and consequence. The goal is to identify the belief that should be tested first, not to make the full proposal appear complete.
Run a decision-focused experiment
Each participant designs a small test of the highest-priority assumption, defining the action, measure, owner, boundary and time window. The experiment is linked to an explicit decision: continue, adapt or stop. The final opportunity canvas records what is known, what remains uncertain and what approval is required before further commitment.
Audience
Who this is for
Designed for people who can investigate a real service, process or value opportunity and have permission to propose a bounded test.
Employees expected to suggest and investigate improvements to services, processes or customer experiences.
Managers who sponsor workplace ideas and need better evidence before committing wider resources.
Cross-functional teams exploring an opportunity that spans customer, operational and delivery perspectives.
Internal innovators prepared to test assumptions and change direction when the evidence challenges an idea.
Fit check
Pause before booking when
People seeking a startup accelerator, investment-readiness programme or guarantee that an idea will be approved.
Teams expecting a complete business case or implemented solution without undertaking customer discovery and experimentation.
Participants unable to test an opportunity within relevant consent, data, safety or approval requirements.
Delivery and pricing
Choose the route that fits the cohort
Cohort needs, opportunity context and the degree of facilitated practice determine the appropriate supported or self-directed format.
Delivery
Interactive online laboratory
A live online session combining opportunity framing, interview-question critique and experiment design. Participants use shared working canvases, with platform, group size and accessibility needs agreed beforehand.
Delivery
In-person innovation studio
An on-site entrepreneurial workshop suits a workplace cohort that benefits from fast peer challenge across functions. The venue, intended opportunity area and boundaries for customer or organisational information are confirmed before delivery.
Delivery
Opportunity preparation
Before delivery, the sponsor defines the area in which participants may explore and identifies relevant constraints. Participants can bring an idea, friction or unmet need without presenting confidential material unnecessarily.
Delivery
Thirty-day experiment pathway
The core learning produces an opportunity canvas and a proposed experiment. Facilitated review, additional research or implementation support is provided only when the accepted engagement names that work explicitly.
£295 to £495
Public Online
The published price covers the announced entrepreneurship cohort, opportunity exercises and learning materials identified for that particular date.
£2,600 to £3,800
Private Tutor-Led
Private tutor-led cost reflects participant roles, opportunity context, selected environment and the agreed level of facilitated practice.
£99 to £179
On-Demand
The on-demand amount is valid only where access length, resources, learning sequence and learner assistance are clearly described.
Founder-led delivery
Tobi Akiode
Founder-led facilitation focused on customer evidence, responsible experimentation and decision-led workplace innovation.
Tobi Akiode personally leads Developing the Entrepreneurial Mindset at Work, helping participants connect customer evidence with commercial, operational and governance considerations. He provides the inquiry and experiment structure, while the cohort retains responsibility for permissions, information handling, decisions and action after the session.
Discovery, scoping and facilitation remain with the same founder-led engagement. The written scope identifies the intended cohort, opportunity context, delivery boundaries and learning outputs so experimentation is not mistaken for permission to bypass organisational controls.
Questions
What buyers usually ask before booking
Confirm what entrepreneurial mindset means here, the experiment output, evidence boundaries, organisational permissions and delivery inclusions.
Is this programme only for business founders?
No. Employees and managers can use entrepreneurial behaviour to improve services or create responsible workplace value. Initiative is practised under explicit decision rights and controls rather than as encouragement to leave employment or launch an independent venture. Workplace decision rights and constraints remain part of every exercise.
Do participants need to arrive with a finished idea?
A polished idea is unnecessary. Participants may begin with persistent customer friction, an organisational service problem or a meaningful change they have noticed. They first frame the opportunity, then decide whether the initial response merits testing, alteration or rejection. A bounded scenario can substitute when needed.
What does customer discovery involve?
Learners design questions and evidence gathering around the affected user, what users do now and why the difficulty matters. Research conducted afterwards must respect appropriate permission, information protection, safeguarding review and employer authorisation. Attendance grants no access to customers, employees or personal information. Research authority remains outside attendance.
What will the thirty-day experiment contain?
The proposed thirty-day test identifies the riskiest assumption, action, evidence measure, operating limit, named owner and test window. The proposal specifies evidence for continuing, adapting or stopping. The experiment remains provisional until the participant secures the resources and approvals required by their workplace. Workplace governance activates any real test.
How are delivery and commercial terms agreed?
The sponsor first defines the cohort, opportunity area, setting, location and adaptation. Accepted terms then record dates, fees, inclusions and responsibilities. Descriptive programme copy does not confirm availability, grant experimentation authority or create a booking; only the signed commercial agreement does so. That distinction prevents accidental commitments.
Ready to choose a time?
Book a focused discovery call when a conversation is the right next step.
Use this when you want to talk through an event, workshop, service or training need and agree the practical next step. Bring the challenge, desired outcome, timing and any constraints worth considering.
Choose an Event / Workshop Discovery time
This booking captures the meeting time. Use the enquiry route instead if you need to send context, files or a detailed brief first.