The teacher calls the class to order.
“Right children, today you’re going to learn how to earn your first million by starting a successful business. Open your textbooks and turn to page 42…”
If only it were that simple.
For the last 11 years, first as Chancellor of the Exchequer, now as Prime Minister, Gordon Brown has talked of Britain’s need to become a post-industrial “knowledge economy” – no longer a nation of shopkeepers or manufacturers, but a nation of entrepreneurs trading on ideas.
With China and India churning out four million of eager and ambitious graduates each year, Britain cannot afford to think that old industries and old ideas will keep the UK economy ticking, Mr Brown has said.
So schools and colleges have been encouraged to talk of entrepreneurship as a career choice; universities have been given financial aid to work with industry and turn academic research into spin-out companies or saleable consultancy and expertise.
There is some evidence to suggest Mr Brown is right to focus on education.
Take the Sunday Times’ Fast Track 100, the league of fastest growing private companies in the UK.
Excluding tech companies, 70pc of the Fast Track are companies founded by graduates.
Look at the league of fastest growing tech companies, and the proportion founded by graduates rises to 84pc.
But does this mean entrepreneurship can be taught?
Would the founders of seven out of ten fast track companies have made their mark without letters after their name?
After all, Richard Branson was 16 years old when he set up a his first business, a student magazine, and Sir Alan Sugar was selling aerials and electrical goods from the back of a van having left school at the same age.
James Brown, partner at Grant Thornton in East Anglia, said: “I think that to be an entrepreneur there are certain inherent qualities you have got to have. Yes, they can be developed, mentored – even trained – but you have got to have a belief and confidence that drives the ability to make decisions quickly.
“Entrepreneurs are people who see an opportunity and go for it.
“But to be an entrepreneur, you also have to have an ability to sell – if not the product, the idea.
“Who is better at selling? People with charisma, people who can build rapport. Richard Branson isn’t the same character as Alan Sugar, but they’ve both have got an element of chutzpah. “You’ve got to have an element of charisma, that’s part of being a risk-taker and someone who will make a snap decision and pursue it.
“Can you train someone to be an entrepreneur? Only if they have some of the inherent characteristics already. You can’t train them from scratch, but you can develop them.”
Mr Brown suggested a series of common character traits shared by successful entrepreneurs: self belief, an appetite for risk-taking, a nimbleness of thought and action, a strategic vision rather than short-term view.
But he added that entrepreneurs tend to have a restless intellect that thrives on new challenges and a resilience and self-belief when times are tough. The most successful are able to surround themselves with the right team.
“It’s debatable whether, like some great sportsmen, it’s best not to train them for fear of changing what makes them different,” Mr Brown added.
The challenge then is to create a permissive culture in which people feel free to take entrepreneurial risks, set up a business that has a risk of failure but even greater hope of success… like the United States.
Certainly the representation of entrepreneurs in British popular culture is evolving. Where once we saw the spivs and wheeler dealers Private Walker of Dad’s Army, Arthur Daley and Del Boy, we now see the wealthy “investor angels” of Dragon’s Den and the cut-throat competition to be Sir Alan Sugar’s apprentice.
Read the full story in The Business.