Lack of Entrepreneurship Training

November 12, 2025 Pathik BD

Introduction

Entrepreneurship is widely recognised as a key engine of job creation, innovation, and economic dynamism. But here’s the thing: even when people are motivated to start businesses, many fail — not because they lack ideas or desire, but because they lack effective training and preparation for the real-world challenges of launching and sustaining a venture. The lack of entrepreneurship training isn’t just a gap in skill-building — it can turn into a structural constraint on economies, especially those trying to build their SME (small- and medium-enterprise) sectors, diversify, or move up the value chain. What this really means is: it’s not enough to have entrepreneurs; we also need entrepreneurs who are trained, mentored, supported — who know how to turn ideas into viable businesses.

In this article I’ll cover:

The scale and role of entrepreneurship training (or lack thereof) globally and nationally.
How the lack of entrepreneurship training develops and is perpetuated.
The benefits and opportunities that good entrepreneurial training could bring.
The risks and costs of insufficient training.
The specific case of countries with weak training infrastructure (with implications for Bangladesh, your focus) and comparable economies.
Policy options and strategic directions to remediate this gap.

1. Scale and Role of Entrepreneurship Training

Let’s start by getting grounded in what entrepreneurship training is and how large a gap exists.

Entrepreneurship training means structured programs, curricula, mentoring, experiential learning and support that equip individuals with the competencies needed to start, operate, grow and sustain a business. These include business-planning, financial management, market research, operational management, scaling, risk assessment, resilience, networking, mentorship, customer engagement, and growth mindset.

1.1 Why training matters

Studies show that entrepreneurs frequently cite lack of business skills as one of the main reasons for failure. One article found that entrepreneurs lacked key skills like personal management, time management, and analytical problem-solving — and that these deficits hampered sustainable venture growth. Medium Another review of entrepreneurship education programs noted that the teaching models are inconsistent, the frameworks poorly developed, and real-world efficacy difficult to measure. etf.europa.eu+1 In short: the training (where present) often isn’t well-matched to the real-world demands of business.

1.2 How big is the gap?

Barriers include:

Lack of access to hands-on, practical training: Many programs remain theoretical, classroom-based, and insufficiently connected to actual business practice. Wadhwani Foundation+1
Educator / instructor deficits: For example in teacher-training colleges the lack of qualified instructors, shortage of entrepreneurship courses, inadequate facilities, and low student interest were documented. ijcar.net
Curriculum design and systemic issues: The European review pointed out there is “no clear consensus on the nature and purposes of entrepreneurship learning” — meaning training is often patchy, inconsistent, or misaligned. etf.europa.eu
Linked to specific geographies: In countries like Egypt, very few people reported exposure to entrepreneurship education; as low as 7.5 % in some studies. Wikipedia
The impact of inadequate training reaches into financing, mentorship, practical decision-making, scaling, and risk handling — not just the early startup moment.

1.3 The role of entrepreneurship in economic development

From a national perspective, training entrepreneurs is not just about creating individual ventures — it’s about enabling a class of businesses that generate employment, innovate, provide services, and integrate into value chains. Without effective training, entrepreneurship remains low productivity, high risk, and often short-lived. In contrast, well-trained entrepreneurs are more likely to survive, grow, integrate into formal economy, create linkages and help diversify an economy.

Thus, the gap in entrepreneurship training becomes a bottleneck: you may have raw talent, you may have entrepreneurship programmes, you may have policy support — but without meaningful training and capacity building, you get many more “idea attempts” than sustained, scaled businesses.

What this really means is: if we want healthy ecosystems of start-ups and SMEs (including in your interests of renewable energy, manufacturing parts, e-mobility, etc.), training has to be part of it.

2. How the Lack of Entrepreneurship Training Develops

Let’s break down the mechanisms by which this lack emerges and becomes entrenched.

2.1 Education system limitations

In many countries, entrepreneurship training is not integrated into formal education systems from early on. The European review observes that entrepreneurship learning is treated as a specialist or elective subject, often taught by business schools or private providers — and often disconnected from the broader schooling system. etf.europa.eu That means many students never encounter entrepreneurship training, or only superficially. In teacher-training institutions, for example, the gap is visible: unqualified instructors, shortage of courses, weak infrastructure. ijcar.net When the foundational education system isn’t aligned to train entrepreneurs, subsequent business‐start efforts suffer.

2.2 Mismatch between training and real-world business demands

Training programmes often focus on conceptual, theoretical elements (business plans, strategy frameworks) rather than embedding entrepreneurs in hands-on, risk-bearing, empiric contexts. The gap between theory and practice is noted as a key barrier. Wadhwani Foundation+1 Aspiring entrepreneurs emerge with theoretical knowledge but little or no experience of market uncertainty, customer pivoting, cash-flow crunch, failure, iteration, or real operations. This mismatch reduces the effectiveness of training.

2.3 Resource constraints (instructors, infrastructure, funding)

In many contexts, the institutions responsible for entrepreneurship training face serious resource constraints: limited budgets, outdated teaching methods, low instructor capacity, lack of equipment, overcrowded classrooms. For example, a study in teacher colleges reflected mean scores of lack of stakeholder support, lack of technical skills among instructors, shortage of entrepreneur courses, financial difficulties. ijcar.net Without the institutional capacity, training remains weak or superficial.

2.4 Cultural / mindset barriers

Entrepreneurship training isn’t only technical; it involves mindset, resilience, risk tolerance, innovation orientation, ability to cope with failure. If training programmes focus only on management theory and not on entrepreneurial mindset and adaptability, they fall short. The European review again flags the “broader set of traits” required for entrepreneurial character. etf.europa.eu In many cultures, risk aversion, fear of failure, lack of role-models hinder entrepreneurship — and training programmes often do not sufficiently address these soft competencies.

2.5 Ecosystem and support linkages missing

Training by itself is necessary but not sufficient. Entrepreneurs need mentorship, networks, financing, practical exposure, incubators, accelerator programmes. When training happens in isolation — without linking to financing or markets — the impact is limited. The barrier list includes “lack of mentorship programmes”, “limited exposure to real-world business scenarios”. www.bajajfinserv.in+1 Training that lacks integration into a broader entrepreneurial ecosystem becomes less effective.

2.6 Reinforcement of inequality or selective reach

Often the training programmes reach urban, more privileged populations, or those already connected; rural, informal sector, or marginalized entrepreneurs may be left behind. While specific data is less abundant, the principle holds: constraints in training reinforce existing gaps. Without deliberate efforts to bring training to underserved populations, the lack of entrepreneurship training becomes another dimension of inequality.

2.7 Feedback loops and path dependency

When training is weak, entrepreneurs fail more often; failed ventures reinforce beliefs that entrepreneurship is too risky; fewer successful role models emerge; fewer people engage; fewer resources flow into training; the cycle repeats. The lack of entrepreneurship training thus becomes not only a cause but part of a reinforcing challenge.

In essence: the lack of entrepreneurship training develops because of structural issues (education system, resources), cultural issues (mindset and networks), programmatic issues (mismatch of training to real business), and ecosystem issues (lack of integration). Each of those feed into the others.

3. The Benefits and Opportunities of Effective Entrepreneurship Training

Now let’s turn to the upside: when we actually provide good entrepreneurship training, what happens – and why the investment is worth it.

3.1 Improved venture survival and success rates

Entrepreneurs who receive good training are more likely to survive the first challenging years, make better decisions, pivot intelligently, manage risk, and scale. Training builds competence, confidence and better decision-making. For example, bridging the gap between theory and practice via experiential programs helps entrepreneurs avoid common mistakes like “creating products consumers did not want”. Medium If more entrepreneurs succeed, the SME ecosystem grows stronger.

3.2 Enhanced human capital and productivity

Effective training raises the human capital available to run and manage businesses. This translates to higher productivity, better standard compliance, integration into value chains, more innovation. When training includes financial literacy, market research, operations management, businesses can operate at a higher level and participate in more complex value chains.

3.3 Job creation and economic diversification

High-quality entrepreneurship training helps produce ventures that are more likely to scale and create employment. In economies dependent on a few sectors, training can enable new sectors (renewables, tech, e-mobility parts, manufacturing) to emerge. For a user like you interested in renewable energy and e-mobility sourcing: entrepreneurship training can help local entrepreneurs build solar/EV component businesses rather than purely importing.

3.4 Greater innovation and value-chain integration

Training that emphasises innovation, value-added production and linkages helps entrepreneurs not just start businesses but build competitive ones that integrate into supply-chains, export markets, and higher value segments. Over time this contributes to upgrading of the economy and reduces reliance on imports, low-value trade, or remittances.

3.5 Social benefits: resilience, empowerment, inclusive growth

Entrepreneurship training can empower women, youth, marginalized groups to start ventures, reduce unemployment, increase incomes, and contribute to inclusive growth. Training that addresses soft skills (resilience, risk-taking, networking) can also build social capital, reduce migration pressure (if local entrepreneurship offers alternatives), and stimulate local economic activity.

3.6 Spill-over effects and ecosystem strengthening

Well-trained entrepreneurs often become mentors themselves, invest in other ventures, create nodes of innovation clusters, mentor networks, incubators. Over time the presence of trained entrepreneurs raises the overall ecosystem quality, which benefits subsequent entrepreneurs.

What this really means: investing in entrepreneurship training is not just about each individual business, but about building a foundation of competent, resilient, growth-oriented enterprises that contribute more broadly to economic transformation.

4. Risks and Costs of Insufficient Entrepreneurship Training

Conversely, when entrepreneurship training is weak or absent, a range of negative consequences emerges.

4.1 High failure rates and business fragility

Without proper training, entrepreneurs are more likely to fail early, or to start businesses that remain small, informal, unproductive, and disconnected from growth. Many may launch without adequate planning, not understand cash-flow management, risk diversification or scaling challenges. This leads to wastage of resources, wasted ambition, and under-utilised human capital.

4.2 Under-utilised potential and lost opportunity

In contexts with many aspiring entrepreneurs, lack of training means many of those entrepreneurial potentials remain unrealised or stuck in low‐value activities. Human capital remains under-exploited, innovation remains low, and the economy misses the chance to diversify.

4.3 Entrenchment of low-quality entrepreneurship

When training is lacking, the entrepreneurial sector may become dominated by micro-enterprises with low growth, informal operations, low productivity, limited linkages. That means entrepreneurship exists in quantity but lacks quality, limiting its contribution to employment, exports, or innovation.

4.4 Reinforced inequality and exclusion

If training programmes reach only those with best access (urban, connected, educated), then rural, informal, female entrepreneurs may be left behind, reinforcing existing inequalities. The gap widens between well-trained entrepreneurs and those outside the training net.

4.5 Missed value-chain and productivity upgrade

Without effective entrepreneurship training, many businesses remain stuck in low-value tasks, low complexity, import-dependent supply chains, or consumption rather than production. That delays local value‐addition and makes the economy more vulnerable to external shocks. In your area of interest (electric mobility, renewable energy), this means local component manufacturing might not emerge because local entrepreneurs lack training to operate at that level.

4.6 Policy and ecosystem waste

Governments and development agencies may invest in entrepreneurship promotion, seed funds, incubators — but without corresponding training, the return on investment is low. Hence funds may be wasted, and expectation unmet. Furthermore, the lack of training can be a structural constraint that delays broader policy objectives of SME growth or job creation.

4.7 Migration and brain drain implications

When local entrepreneurship opportunities are weak (due in part to lack of training), individuals may migrate for employment rather than start businesses locally. This can starve the economy of local enterprise, innovation, and job creation. So in effect, the training gap can contribute to outward migration pressures.

In short: insufficient entrepreneurship training is not a benign omission. It has real and systemic costs — for individuals, for economies, and for development pathways.

5. The Case of Countries with Weak Entrepreneurship Training (and Implications for Bangladesh)

Let’s look at how this plays out in countries where training is weak, and then tie it in to Bangladesh and your fields of interest.

5.1 Evidence from country studies

In South Africa, a study of public high schools showed that in the adoption of entrepreneurship education, major challenges included lack of entrepreneurship education in schools, lack of support from departments, lack of knowledge about how to start a business, unqualified instructors. ResearchGate
In Egypt, the formal education system lacked entrepreneurship training: about only 7.5 % of adults reported any exposure to business start-up training; experts highlighted the education system as top constraining factor for entrepreneurship. Wikipedia
Reviews of training programmes show that curricula are often poorly aligned with real business needs, teaching methods are outdated, reporting and research base weak. etf.europa.eu
Barriers lists include “lack of training and practical knowledge”, “limited exposure to real-world business scenarios” among top obstacles. www.bajajfinserv.in+1

The consistent pattern: training programmes exist in many places, but are often inadequately resourced, poorly designed, disconnected from real business, or not equitably accessible.

5.2 Implications for Bangladesh and the manufacturing/renewable/e-mobility sectors

For Bangladesh, which you frequently focus on (in renewable energy, e-mobility supply chains, trade logistics), the training gap has several specific implications:

Entrepreneurship at local level: If potential entrepreneurs in solar‐panel assembly, battery manufacturing, e-mobility parts do not receive practical, relevant training, the local supply chain remains underdeveloped. They may rely on importing rather than manufacturing.
Innovation, value‐addition and upgrading: Without training in operational management, export readiness, quality control, certification, cost management, these entrepreneurs may not move beyond low value tasks. That means Bangladesh remains stuck at the “assembly/import” end rather than evolving into advanced manufacturing.
Integration into global supply chains: For local firms to integrate into Chinese or global supply networks, they need skills (production planning, logistics, procurement, quality assurance, export compliance). Training gaps limit that capability and thus the ability to localize parts or components (e.g., battery packs, e-rickshaw motors) which you often reference.
Entrepreneurship culture and mindset: If training is lacking, the mindset of local entrepreneurs may emphasise consumption (starting low risk trading) rather than high risk production or innovation. This reduces the number of high-growth ventures.
Impact on trade, imports and trade balance: If local entrepreneurs are weak, you end up importing more rather than building local manufacturing. That affects foreign‐exchange dynamics, balances, and economic resilience (which you are keenly aware of in your remittance, solar supply‐chain work).
Entrepreneurship by migrants/diaspora: Given the large diaspora and remittance flows to Bangladesh, there is opportunity for Diaspora-led entrepreneurship. But if training frameworks are weak back home, those potential linkages underperform.

So, in the Bangladesh context, the lack of entrepreneurship training isn't just a “nice to fix” issue — it is a strategic constraint for your sectors of interest (renewables, e-mobility, supply chain, trade). Improving it is key for more local value-creation, import-substitution, job creation and sustainable growth.

5.3 Comparative learning

From other countries we can draw lessons:

Countries with better integrated entrepreneurship training + ecosystem support see higher rates of scaling firms and integration into exports.
In economies where training is weak, entrepreneurship remains dominated by subsistence, low-growth businesses with limited impact.
Training must be linked to mentorship, networks, practical exposure and ongoing support — not just a one-time course.

Thus, for Bangladesh (and similar economies), building entrepreneurship training must be a core part of the strategy to move beyond basic business start-ups to growth-oriented enterprises.

6. Policy Options and Strategic Directions

What can be done — at the national, regional, institutional and local levels — to address the lack of entrepreneurship training? Here are structured directions.

6.1 Macro and structural policy

Integrate entrepreneurship training into education systems: Start from secondary education, vocational schools and tertiary institutions. Make entrepreneurship learning part of the curriculum, not just as electives. Adapt curricula to local industry and emerging sectors (renewables, e-mobility, value chain of parts).
Ensure practical, experiential learning: Move beyond theory to “learn by doing” — start-up simulators, student/graduate business incubators, pitch-turn initiatives, live business projects, internships in start-ups/SMEs, field trips. Bridge school/training and real business.
Build training-to-ecosystem linkage: Training must tie into mentorship, financing, incubation, networks, alumni communities, business service providers. Otherwise training remains isolated.
Capacitate institutions: Provide funding and capacity building to training institutions (vocational schools, teacher training, entrepreneurship centres) to improve instructor quality, facilities, relevant curricula, resources. For example training of trainers in entrepreneurship pedagogy.
Target emerging sectors: Tailor entrepreneurship training to priority sectors for your economy (for example solar module assembly, battery pack manufacturing, e-mobility parts, trade logistics). Ensure training covers sector-specific practicalities (supply chain sourcing, certification, export logistics, component sourcing from Guangzhou/Shenzhen, etc.).
Encourage public-private partnerships: Engage industry, chambers of commerce, banks, NGOs in designing and delivering training modules, real mentorship, practicum, linking entrepreneurs with established firms.
Support under-represented groups: Provide targeted training programmes for women, rural youth, informal sector, migrants/returnees (diaspora), so that training reach is equitable and inclusive.
Monitor-evaluate and research: Build a research base on what training works, track outcomes (business survival, growth, job creation) and refine models accordingly. The European review flagged weak research base. etf.europa.eu
Linked to financing and incentives: Training should be paired with access to seed funds, grants, matching funds, incubator access so that training can translate into venture launch rather than just knowledge.

6.2 Institutional and community level

Develop modular and flexible training programs: For example micro-courses, blended online/offline, peer learning, weekend workshops for working professionals, mobile delivery for rural areas.
Embed mentorship and peer networks: After training, link participants into networks of mentors, peer groups, alumni, local business associations. Mentorship helps handle real-world challenges. The lack of mentorship is a key barrier. Wadhwani Foundation+1
Use live business projects or startup labs: Encourage trainees to start pilot ventures as part of training, test with real customers, iterate, fail fast and learn. This builds practical experience rather than just simulation.
Promote entrepreneurial mindset: Training should include modules on risk, resilience, failure as learning, opportunity recognition, innovation, adaptability. These soft competencies matter.
Sector-specific training tracks: Provide specialised tracks for sectors like renewable energy, e-mobility, manufacturing, logistics, trade. Equip entrepreneurs with supply-chain knowledge, sourcing, import/export, quality control, certification, component manufacturing — this meets your domain interest.
Local relevance and localisation: Training modules should be adapted to local context: local market reality, regulatory environment, financing landscape, cultural norms, infrastructure challenges, export pathways. One-size doesn’t fit all.
Track and follow up: Offering initial training is important, but follow-up support, monitoring and coaching improve outcomes (e.g., optional refresher courses, advanced modules, peer check-ins).

6.3 At the household / individual level

Promote awareness and aspiration: Many potential entrepreneurs don’t view entrepreneurship as viable due to mindset or lack of role-models. Training should create awareness early (schools, colleges) and highlight stories of local successful ventures.
Encourage lifelong learning: Entrepreneurship training should not just be pre-venture; entrepreneurs at all stages benefit from ongoing learning (growth, scaling, exporting).
Incentivise investment of remittances in training-linked enterprises: For individuals with remittance flows (as in Bangladesh), training can be a gateway to using remitted funds more productively (venture creation rather than consumption).
Link training with digital / online resources: Provide accessible online modules, peer forums, micro-learning, to reduce cost and enhance reach especially in less urban areas.
Encourage cross-border exposure and diaspora linkages: For example, entrepreneurs can learn from experiences of migrants who started businesses abroad, connect to global supply chains (e.g., China sourcing) — training programmes can include international modules, trade sourcing labs.

6.4 Specific actions for Bangladesh and your fields of interest

Given your interest in renewables, electric mobility, trade, sourcing from China, etc., here are tailored actions:

Create an Entrepreneurship Training Hub focused on “Green Tech & Mobility Startups” — module covering sourcing from China (Guangzhou/Shenzhen), supply-chain management, battery manufacturing, solar module assembly, e-rickshaw parts, export readiness.
Partner with Chinese training providers, trade associations, to provide joint training (Chinese export logistics, manufacturing process, QC) for Bangladeshi entrepreneurs.
Provide a Diaspora Entrepreneurship Fellowship — training Bangladeshi returnees or remittance-earning individuals on how to start component manufacturing, linking to Chinese suppliers, and building local value-chains.
Include a module on Entrepreneurial Finance for Technical Ventures — battery manufacturing, solar modules, adult-mobility products require capital; training should address how to structure projects, link to donor funds, banks, venture investments, manage cash-flow, scale operations.
Use real-world projects (pilot manufacturing line, local solar module assembly) as training platforms where trainees participate in actual business operations rather than just classroom.
Measure outcomes: Track how many trained entrepreneurs start ventures, how many obtain contracts with Chinese suppliers, how many integrate into e-mobility parts supply, what jobs are created, export volumes. Use this data to refine training programmes.

7. Conclusion

Here’s the thing: entrepreneurship training is not optional if we want entrepreneurship that matters. It’s not enough to encourage people to start businesses; we must equip them with the skills, mindset, networks, practical experience, and ecosystem support that allow those businesses to grow, survive and make an impact.

When training is lacking, the result is high failure, low growth, wasted potential, under-developed sectors and missed economic opportunities. When training is robust, we see better survival rates, higher quality enterprises, job creation, innovation, value-chain building.

For Bangladesh — and for the sectors you care about (renewables, e-mobility, Chinese sourcing, supply chains) — improving entrepreneurship training is strategic. It’s about shifting from import-reliant business models to local manufacturing, from consumption to production, from low-value trade to higher-value supply-chain integration.

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