11. • Design school
• Planning school
• Positioning school
• Entrepreneurial school
• Cognitive school
• Learning school
• Power school
• Cultural school
• Enviromental school
• Configuration school
12. risico onzekerheid
hoe beginnen stel een doel kijk wat je kan
basis voor actie moeten kunnen
return, risk en verwachte
affordable loss
resources opbrengst
concurrentie
anderen? partnerships
analyse
het onverwachte voorkomen ombuigen
de toekomst voorspellen effectueren
13. Effectuation vs. causality
CAUSAL vs. EFFECTUAL REASONING
Managerial Thinking (Causal) Entrepreneurial Thinking (Effectual)
Distinguishing Characteristic Distinguishing Characteristic
Selecting between given means to achieve a pre-determined goal Imagining a possible new end using a given set of means
IMAGINED
M1 ENDS
GIVEN MEANS
M2
M1
M2
M3 GIVEN
GOAL M3
M5
M4 M4
M5
GIVEN MEANS
To the extent that
To the extent that we can we can control the future, we do not
predict the future, we can control it need to
predict it
14. Oefening
• Bedenk een situatie waarbij je effectuerend
handelde of causaal handelde.
• Deel die situatie met elkaar
• Wat waren belangrijke punten in die
situatie?
17. Grue en Bleen
CONTROL IN VENTURE ENVIRONMENTS
HIGH
Planning Market Power
EMPHASIS ON PREDICTION
PREDICTION MONOPOLY
Planned Action Overlooked Action
Adaptation Effectuation
RISK
UNCERTAINTY
Inaction:
Creative Action
Learned Helplessness
LOW
LOW EMPHASIS ON CONTROL HIGH
20. You are Nils Bergqvist:
What will you do next?
• Take an inventory of your available means. What do you have
and what you can do based on what is available to help you build
an ice hotel?
• Take an inventory of your available means. What else can you
do besides build an ice hotel?
• How will you leverage partnerships to help you create an ice
hotel (choose a specific example and plan out how you would
approach the partner, and how would you structure the
relationship)?
• What would you be willing to lose (your “affordable loss”) in
working to build an ice hotel?
• How will you manage contingency (what are 5 possible
unexpected events, and how can you use them to your
advantage)?
2
21. effectuation
• 4 principes
• non predictive control
• “bird in hand”
• “crazy quilt”
• “lemonade”
• 1 process
22. Bird in hand
ASSESSING OPPORTUNITY DOABILITY
FEASIBILITY VALUE
Is it doable?
Technological feasibility Is it worth doing?
MARKET
Market feasibility Financial feasibility
Economic feasibility
Do I want to do it?
Can I do it?
What turns me on about it?
PERSONAL What will it take to do it?
Why do I want to do it?
Whom else do I need?
Exit strategies
23.
24. Huiswerk
• lees “effectual entrepreneurship”
• (hfst 3,5,9,10 (deze workshop))
• hfst 4,7,11,13,15 (volgende week)
• lees case B
• verzin een list: hoe krijgen je Absolut aan boord?
maak een pitch van 5 min
• hint: denk aan “Grue”
• hint: wat kan absolut alleen met ICEHotel doen?
hoe breng je dat aan hun verstand?
