1. Lecture 1 Effectuation and Affordable Loss Principles

2. Startup - Option 1 Do market research and competitive analyses to figure out target market segments Develop marketing strategies, calculate cost/price margins, and make financial projections Make a business plan, raise resources, hire a team and build your venture.

3. Startup – Option 2 Begin with who you are, what you know and who you know and begin DOING the doable with as little resources invested as possible In particular, begin interacting with a wide variety of potential stakeholders and negotiating actual commitments Let the actual commitments reshape the specific goals of the venture Repeat the process until the chain of stakeholders and commitments converges to a viable new venture

4. Option 1 – Causal Logic Analysis precedes action Time and/or other resources are invested in upfront information gathering Accuracy of prediction and clarity of goals drive the resource-acquisition process Here the key is to bring the right people on board who can deliver on the pre-selected targets Control over outcomes is achieved by being one step ahead of the trends and the competition Risk management involves the careful avoidance of failure at all costs

5. Option 2 – Effectual Logic Action and interaction with others precede and drive the entire process Creative energies are focused on building the venture with virtually no resources invested –each stakeholder invests only what he or she can afford to or is willing to lose Unpredictability itself is seen as a resource – hence the emphasis on non-predictive strategies Who comes on board determines the goals and shape of the new venture and its market Control is achieved by doing the doable and continually transforming current realities into new and unforeseen possibilities Risk management involves keeping failures small and having them happen early, and then building upon them for future success.

6. Causal Reasoning

7. Strategic Thinking

8. Entrepreneurial Thinking

9. Two Chefs Chef 1 – Plans menu  Buys food  Cooks dinner Chef 2 –Explores cupboards and fridge WHILE cooking dinner

10. Entrepreneurial Means 1)Who they are – their traits, tastes and abilities; 2)What they know – their education, training, expertise, and experience; and, 3)Who they know – their social and professional networks.

13. AFFORDABLE LOSS

14. Venture Capital Thinking Successful Entrepreneurs Have a sound knowledge of their marketplace Have a sound knowledge of their competition Plan and execute their plans Failures Inadequate Pricing Insufficient start-up capital Failure to look at industry norms Lack of focus Inadequate market research Failure to segment market

15. Entrepreneurial Thinking What You Learn From Company No. 1: When and How to Leave What You Learn From Owning More Than One Company: Don't Fall in Love With the Product What You Learn by the Third Company: How to Leverage Your Resources Creatively What You Learn by the Fourth or Fifth Company: It's Okay to Fail

16. Plunge Decision – Basic Decision Tree

17. Plunge Decision – Real Options Staged Tree

18. Plunge Decision – Min Max Collapsed Tree

19. Plunge Decision – Effectuation

20. Effectual Reasoning While causal reasoning focuses on expected return, effectual reasoning emphasizes affordable loss; While causal reasoning depends upon competitive analyses, effectual reasoning is built upon strategic partnerships; While causal reasoning urges the exploitation of pre-existing knowledge and prediction, effectual reasoning stresses the leveraging of contingencies.

21. Affordable Loss Principle Entrepreneurs tend to find ways to reach the market with minimum expenditure of resources such as time, effort, and money In the extreme case, the affordable loss principle translates into the zero resources to market principle.

22. Affordable Loss Principle (cont.) Entrepreneurs do not tie themselves to any theorized or pre-conceived “market” or strategic universe for their idea. They open themselves to surprises as to which market or markets they will eventually end up building their business in or even which new markets they will end up creating.

23. Strategic Partnerships Principle Focus on building partnerships before doing a systematic competitive analysis Ideal beginning for a successful startup would be the induction of customers into strategic partnerships

24. Leveraging Contingencies Principle The ability to turn the unexpected into the profitable Ready  Fire  Aim Ctructure, culture, core competence, and endurance are all residuals of particular human beings striving to forge and fulfill particular aspirations through interactions with the space, time and technologies in which or with which they live

25. Causal vs. Effective Reasoning Causal reasoning is based on the logic  To the extent that we can predict the future, we can control it. Effectual reasoning, is based on the logic  To the extent that we can control the future, we do not need to predict it.

26. Creating the future The future is not discovered but created Being in a market that can be predicted is not such a good idea, since there will always be someone smarter and with deeper pockets who will predict it better Being in an unpredictable market means that the market can be shaped through the decisions and actions of entrepreneurs working in conjunction with pre-committed stakeholders and customer-partners.

27. Creating the Future (cont.) Together entrepreneurs pre- committed stakeholders and customer-partners use contingencies along the way as part of the raw materials that constitute creation of the future

28. The Entrepreneurial Quadrant

29. Staging of Effectual and Causal Logic

30. Relationship between Causal and Effectual Logic