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The big five for founding - dealing with uncertainty

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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

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The big five for founding - dealing with uncertainty

  1. 1. Geeks on a farm, Lahr - Germany 18. June 2014
  2. 2. This multi-bladed folding knife was made in Germany around 1880. Image: Smithsonian’s National Museum of American History ULTRA MEGA 
 CHOICES
  3. 3. GROUPS OF TWO
  4. 4. SHOWER WITH APPRECIATION
  5. 5. "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 ..... "
  6. 6. EFFECTUATION Navigation 
 under Uncertainty
  7. 7. Certainty Uncertainty Information Future Goals Complexity Change certain uncertain disruptive negotiable confusing high fixed clear low controllable Profiling
  8. 8. ? WIN - LOOSE WIN - WIN CLEAR GOALS UNCERTAINTY EFFECTUATION X
  9. 9. Different Roles, Parts, "Identities", Members of your Inner Team Which voices do you hear inside yourself?
  10. 10. Voices of the Inner Team of a Leader / Project Manager in the Business Environment
  11. 11. 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.
  12. 12. 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
  13. 13. 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
  14. 14. DE.SLIDESHARE.NET/KLAUSHAASIS | DE.LINKEDIN.COM/IN/KLAUSHAASIS | FACEBOOK.COM/KLAUSHAASIS | ISSUU.COM/KLAUSHAASIS KLAUSHAASIS@WEB.DE | SKYPE KLAUS_HAASIS |

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