When you are on safari, you quickly learn about the African Big Five. They are rhinoceros, elephant, buffalo, leopard, and lion. You learn about them because everyone is always talking about them. People are constantly asking each other, “Have you seen the Big Five? How many of the Big Five did you see? Where were the Big Five? Which ones did you see?” The Big Five becomes a mantra of sorts by which people gauge the success of their safari experience. If they see all five of the Big Five, they consider their safari experience to be incredible. If they see four of the Big Five they are pretty happy, and if they only see one of the Big Five, they start planning how if they ever actually do see a lion, they are going to feed the ranger to it. As you can imagine, that type of experience is something that stays with you. And it was from that experience that I came up with “The Big Five for Founding”. The Big Five for Founding are the five things that you absolutely have to do for a sucessful start of your project. In this presentation I suggested 5 important elements of founding coming from the concept of effectuation: MEANS - GOALS - LOSSES - INTERACTION - COMMITMENTS

2. Geeks on a farm,
Lahr - Germany
18. June 2014

3. This multi-bladed folding knife was made in Germany around 1880. Image: Smithsonian’s National Museum of American History
ULTRA MEGA
CHOICES

5. GROUPS
OF
TWO

6. SHOWER WITH APPRECIATION

7. "If I look at you
I get the impression ...
... that you could contribute
to a fruitful collaboration
in an enriching, valuable and competent way
with your qualities x, y, z ..... "

10. EFFECTUATION
Navigation
under
Uncertainty

11. Certainty Uncertainty
Information
Future
Goals
Complexity
Change
certain uncertain
disruptive
negotiable
confusing
high
fixed
clear
low
controllable
Profiling

14. ?
WIN - LOOSE
WIN - WIN
CLEAR GOALS
UNCERTAINTY
EFFECTUATION
X

15. Different Roles,
Parts,
"Identities",
Members of your
Inner Team
Which
voices do you
hear inside
yourself?

16. Voices of
the Inner Team
of a
Leader /
Project Manager
in the
Business
Environment

27. EFFECTUATION PRINCIPLES
The future is not predictable.
The goals do not determine the means.
The means determine the goals.
The individual affordable loss
und and not the potential profit
determines the next step.
Create Partnerships with stakeholders who want
to undertake a commitment under uncertainty.
Be open for the unexpected.

28. now beats later
interaction beats waiting
building beats talking
one bird in the hand beats two in the bush
affordable loss now beats bankruptcy later
commitment beats committees
failure is an option
try to fail early and often
Some Effectuation Rules

29. Zukunft
(planbar / ungewiss)
Ziele
(fix / verhandelbar)
Informationen
(eindeutig / unklar)
Komplexität
(gering / unüberschaubar)
Veränderung
(langsam / schlagartig)
ANLASS
(Vision, Wunsch, Bedürfnis, finanzielle
Verbesserung, persönliche Veränderung,
besondere Umstände, Neugierde, erste Idee)
MITTEL/RESSOURCEN
Was ich weiß
(Berufliche Ausbildung, Fähigkeiten, Wissen,
Erfahrungen)
Wen ich kenne
(Personen, die ich kenne, die hilfreich sein
könnten, die für mich leicht erreichbar sind)
LEISTBARER VERLUST
Was ich verlieren könnte
(materielle Güter, Zeit, Reputation)
Was ich bereit bin, im nächsten
Schritt zu investieren?
(materielle Güter, Zeit, Reputation)
PARTNERSCHAFTEN
Wer könnte bereit und willens sein,
mein Vorhaben mit mir
weiterzuentwickeln?
(materielle Güter, Zeit, Wissen)
Welche Vereinbarungen möchte
ich mit Partnern treffen?
Wen möchte
ich noch kennenlernen?
MÖGLICHES HANDELN
Was werde ich konkret
als nächstes tun?
Welche neuen Werte können
dadurch für potentielle Kunden
geschaffen werden?
Was habe ich über mich gelernt?
Oder bei Teams: was habe ich neues
gelernt im Team über die
COMPETING VALUES.
Was könnte ich jetzt tun? Wie könnte ich meine
Ideen / Produkte frühzeitig
"PRETOTYPEN"?
Wie könnte ich mein
Geschäftsmodell besser
weiterentwickeln mit dem
"BUSINESS MODELL
CANVAS"
Wie hat sich der ANLASS
jetzt besser konkretisiert?
Collaborative Design from Klaus Haasis, Alexandra Rudl, Bernd Buck, Carsten Holtmann, Ralf Allrutz, Version 2.0 Stand: 27.5.2014
UNGEWISSHEIT-PROFILING Wer ich bin
(bezogen auf den Anlass, Eigenschaften,
Einstellungen, Motive, Werte,
persönliche Stärken)
EFFECTUATION GRID - Handeln unter UNGEWISSHEIT
Innovations-Coaching in unternehmerischen und geschäftlichen Kontexten
UNGEWISSHEIT
GEWISSHEIT
Handeln nach
kausaler Logik

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