Empowering individuals and organizations by igniting entrepreneurial learning...
Bart Derre Consultancy - DERCON
Entrepreneurial behavior is essential in today’s complex and unpredictable world. It is a behavior characterized by key elements: the creation of new value for both others and oneself; it focuses on identifying or creating opportunities; it involves allocating resources to turn opportunities into tangible outcomes; it is a dynamic, self-regulating, and reflective process shaped by external influences; and it includes multiple sub-activities essential for effective entrepreneurial action.
Entrepreneurial behavior can lead to entrepreneurship and intrapreneurship, but it also plays a crucial role in daily process optimization and quality improvement.
While certain personality traits influence one’s entrepreneurial inclination—a combination of nature and nurture—entrepreneurial behavior is not solely dependent on inherent characteristics. It can be actively developed, stimulated, and strengthened through entrepreneurial learning. By igniting entrepreneurial learning, we can foster entrepreneurial mindset and competences which in turn drives entrepreneurial behavior.
A common question from managers I often get asked, is whether entrepreneurial learning and behavior is primarily reserved for professional organizations or highly skilled roles in R&D and innovation. However, this is far from the case. Entrepreneurial behavior is just as crucial in organizations focused on operational excellence and particularly in those emphasizing customer intimacy. In fact, many operational excellence models have evolved from traditional labor-based structures into more empowered operator roles. This evolution echoes the principles of Toyota’s quality management system, where continuous improvement (Kaizen), proactive problem-solving, and employee involvement are fundamental. The Toyota Production System (TPS) demonstrates that entrepreneurial behavior is not limited to business founders or high-level strategists—it is embedded in frontline operations, where workers take ownership of quality, efficiency, and innovation.
Moreover, when managers express concerns that entrepreneurial behavior might be perceived as stressful for employees, I often challenge them to ask their team members about their hobbies. It is remarkable to see the entrepreneurial mindset people exhibit when they step outside the workplace. Whether organizing community events, building side businesses, engaging in DIY projects, or optimizing personal workflows, employees already demonstrate entrepreneurial behavior in their private lives.
The key challenge for organizations in complex times is therefore to create an environment where this entrepreneurial mindset and behavior is encouraged and ignite entrepreneurial learning within the workplace.
This is the core of my professional mission: as a consultant, professor, researcher, and entrepreneur, I focus on designing and implementing effective interventions that stimulate individual and organizational entrepreneurial learning, ensuring that individuals and organizations are empowered to thrive in a rapidly evolving world.
Not just for entrepreneurs
My career is built on the belief that entrepreneurial behavior is not just for entrepreneurs—it is a mindset that anyone can develop, regardless of role or industry. By fostering entrepreneurial learning, individuals and organizations can become more adaptive, innovative, and resilient in a rapidly evolving world.
When I founded DERCON 25 years ago, its focus was on quality management—helping organizations build strong processes and operational excellence. Over time, it became clear that the true driver of success is not just quality management, but the entrepreneurial behavior of individuals within an organization. That is why, together with like-minded colleagues who share this vision, I founded The BEE—to expand DERCON’s consultancy work more broadly and internationally.
Bridging practice and academia
Beyond consultancy, I also play a key role in entrepreneurial education and research. As holder of the Xerius-HOGENT Chair on Entrepreneurial Learning at the Vrije Universiteit Brussel (VUB), he leads research on innovative learning strategies to foster entrepreneurial mindset and behaviour in individuals and teams. At HOGENT University of Applied Sciences, I'm the Director of the HOGENT E-LAB, a pioneering hub where students, educators, and professionals collaborate on entrepreneurial innovation and learning design.
My PhD research at Eindhoven University of Technology (The Netherlands) applied a data-driven, design science approach to developing entrepreneurial behavior in education and organizations.
A Thought Leader in Entrepreneurial learning
I actively contribute to the public and business discourse on entrepreneurial behaviour and learning. As a regular columnist for De Tijd, I share insights on the societal importance of entrepreneurship and intrapreneurship, emphasizing how organizations can leverage entrepreneurial learning to stay competitive and innovative. The book, The Entrepreneurial Organization (2017, in Dutch), that I wrote with my dear colleagues provides organizations with practical frameworks for building sustainable, entrepreneurial cultures.
