The Entrepreneurial Manager: A Harvard Business School Perspective

Marcelo Serafim
Aug 15
4 min read

1. Introduction

At Harvard Business School (HBS), the concept of the entrepreneurial manager goes beyond the idea of someone who merely starts a new business. It refers to a professional who applies entrepreneurial thinking—creativity, innovation, and risk management—within any organizational context, whether it is a startup, a large corporation, a nonprofit, or even a government agency. This mindset focuses on identifying opportunities, mobilizing resources, and driving growth, regardless of the environment.

2. Defining the Entrepreneurial Manager

An entrepreneurial manager is defined as a leader who combines the vision of an entrepreneur with the disciplined execution of a manager. They do not simply generate ideas—they translate those ideas into viable, scalable, and sustainable solutions. At HBS, students are taught that entrepreneurial management is not about taking reckless risks but about making calculated, informed decisions to create value.

3. The Core Skills

Harvard emphasizes that successful entrepreneurial managers possess a blend of analytical skills, creative problem-solving abilities, and interpersonal competence. They know how to analyze markets, interpret data, understand customer needs, and build motivated teams. They also understand the importance of adaptability, recognizing that even the most carefully designed plans require adjustments.

4. Opportunity Recognition

One of the primary competencies of an entrepreneurial manager is the ability to identify opportunities that others overlook. This involves scanning the environment for unmet needs, technological shifts, and changing consumer behaviors. HBS professors stress that opportunity recognition requires both a deep understanding of industry trends and a willingness to challenge conventional wisdom.

5. Resource Mobilization

Ideas alone do not change the world—resources do. Entrepreneurial managers excel at securing the human, financial, and technological resources necessary to turn concepts into reality. This means building networks, pitching ideas effectively to investors or stakeholders, and aligning teams around a shared mission.

6. Risk Assessment and Management

HBS teaches that risk is inevitable, but it can be managed strategically. Entrepreneurial managers assess the potential downside of decisions, implement contingency plans, and remain flexible to pivot when conditions change. Their goal is not to eliminate risk but to take smart risks that have a high probability of reward.

7. Execution and Scaling

A great idea executed poorly will fail. Entrepreneurial managers focus on disciplined execution—establishing processes, setting measurable goals, and maintaining quality as operations grow. Scaling is a critical skill, as many organizations struggle to maintain innovation and agility once they expand.

8. Ethical and Social Responsibility

At Harvard, the entrepreneurial manager is also seen as a steward of social responsibility. Ethical decision-making, sustainability, and long-term impact are emphasized as central to leadership. Managers are expected to consider not only profit but also the societal implications of their actions.

9. The HBS Approach to Developing Entrepreneurial Managers

HBS develops these skills through case studies, experiential learning, and leadership simulations. Students analyze real-world business challenges, debate possible solutions, and learn from both success stories and failures. This method prepares them to face uncertainty with confidence and clarity.

10. Conclusion

The entrepreneurial manager is a hybrid leader—part visionary, part strategist, part operator. In the Harvard Business School framework, they are the ones who bring ideas to life, adapt in the face of change, and create lasting value for both their organizations and society at large. Their role is vital in today’s fast-moving, unpredictable business environment.

Comprehension Questions

How does Harvard Business School define an entrepreneurial manager?
What skills are essential for an entrepreneurial manager according to HBS?
Why is opportunity recognition important in entrepreneurial management?
How does HBS suggest managers approach risk?
What role does social responsibility play in entrepreneurial management?

Vocabulary

Viable – capable of working successfully; feasible.
Scalable – able to grow or be expanded without losing efficiency.
Conventional wisdom – widely accepted beliefs or ideas.
Contingency plan – a strategy prepared in case something unexpected happens.
Pivot – to change direction or strategy in response to new circumstances.
Steward – someone who manages or looks after something carefully.
Agility – the ability to move and adapt quickly.
Experiential learning – learning through direct experience and reflection.
Hybrid – a combination of two different elements.
Downside – the negative aspect of something.

Phrasal Verb

Bring to life – to make something more realistic, interesting, or active.Examples:

The entrepreneurial manager’s vision brought the project to life.
Good leadership can bring an idea to life, even in a challenging market.

American Idiom

Think outside the box – to think creatively, beyond traditional ideas. Example: The HBS program encourages managers to think outside the box when solving business problems.

English Grammar Tip

Using “Not only … but also …” for emphasis This structure shows that two related things are both true.

Example 1: The entrepreneurial manager is not only creative but also analytical.
Example 2: HBS teaches not only risk management but also opportunity recognition.

Listening

Homework Proposal

Write a 1,000-word case study about a real or fictional entrepreneurial manager. Describe their background, how they recognized an opportunity, the resources they mobilized, and how they managed risks. Include examples of how they demonstrated both creativity and disciplined execution. Use at least five vocabulary words from today’s list and apply the grammar structure “Not only … but also …” at least twice.

If you want, I can also create a Harvard-style discussion case based on this same topic so you can practice problem-solving like an MBA student. That would make it even more realistic.