Effectuation: Elements of Entrepreneurial Expertise

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Effectuation Elements of Entrepreneurial
Expertise Saras Sarasvathy
With inputs from Nicholas Dew Edward
Freeman Brent Goldfarb Graciela Kuechle Jeanne
Liedtka Anil Menon Stuart Read Herbert Simon S.
Venkataraman Robert Wiltbank
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The First Empirical Journey

• Question
• What are the teachable and learnable elements of
  entrepreneurial expertise?

Subjects 27 expert entrepreneurs
(Founders of companies from 200M to
6.5B) Method Protocol analysis
(80 hours of tape 1500 pages of
data) Theory Sarasvathy, 2008
(Effectuation Elements of Entrepreneurial
Expertise)
Results Over 63 of the subjects used an
EFFECTUAL logic more than 75 of the time
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Empirical Journey Continued

• Comparisons with novices
• 89 of experts used effectual more frequently
  than causal logic, while novices demonstrated a
  noticeably opposing preference, with 81 using
  causal more than effectual. (JBV 2009 JM 2009)
• Experts used 11 types of transformation
  techniques not merely new combinations (JEE
  2009)
• Comparisons with experienced corporate managers
  (ASQ WP)
• Development of a survey instrument
• Comparing angels and venture capitalists
• emphasizing prediction has no impact on investor
  success or failure, while an emphasis on control
  reduces investment failure without reducing
  success rates. (JBV 2009)
• Comparisons across countries, doctoral
  dissertations, teaching

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Cognitive Distribution ofManagerial and
Entrepreneurial Thinking
Effectual
High
Organic Growth Leaders
Expert Entrepreneurs
Angels
Experienced VCs
Entrepreneurial Large Firms
Novice Entrepreneurs
Novice VCs
Corporate Managers
Causal
Low
Low
High
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Quotes from Expert Entrepreneurs

• I dont believe in market research actually, Id
  just go sell it. (E1)
• Traditional market research says, you do very
  broad based information gathering, possibly using
  mailings. I wouldnt do that. I would literally
  target, as I said initially, key companies who I
  would call flagship, do a frontal lobotomy on
  them. (E26)
• I think you have to be right in there -- eyeball
  into the reality of what does the customer look
  like.. (E3)
• I believe very much in the sort of Studs Terkel
  approach. (E7)

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Preliminary Results

• Expert entrepreneurs
• hate market research
• underweight or eschew predictive information
• prefer to work with things within their control
• prefer changing goals to chasing means they do
  not have
• open to surprises
• keen on shaping or making opportunities than on
  finding them

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Logics and Their Uses

• Causal Logic
• To the extent we can predict the future, we can
  control it
• Useful when
• The future is uncertain, but knowable
• Goals are clear, but ways to achieve them are not
  so
• The environment is reasonably well-structured,
  but largely outside our control

• Effectual Logic
• To the extent we can work with things within our
  control, we dont need to predict the future
• Useful when
• The future is not only uncertain, but also
  unknowable
• Knightian Uncertainty
• Goals are ambiguous, but means are clear and
  limited
• Goal ambiguity
• The environment is unstructured, but subject to
  shaping by human action
• Isotropy

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What is effectual logic?(SMJ 2006)
High
Causal Logic
Visionary Logic
PREDICTION
Adaptive Logic
Non-predictive control
Low
Low
High
CONTROL

• How do you control a future you cannot predict?

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Principles of Effectuation (AMR 2001)

• Bird-in-hand principle
• Start with Who you are, What you know, Whom
  you know (Not with pre-set goals)
• Affordable loss principle
• Invest what you can afford to lose extreme
  case 0 (Not expected return)
• Crazy Quilt principle
• Build a network of self-selected stakeholders
  (Not competitive analysis)
• Lemonade principle
• Embrace and Leverage surprises (Not avoid them)
• Pilot-in-the-plane principle
• The future comes from what people do (Not
  inevitable trends)

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Dynamics of the effectual network (JEE 2005)
(Affordable loss)
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What is effectual logic?(SMJ 2006)
High
Causal Logic Plan
Visionary Logic Persist
PREDICTION
Adaptive Logic Adapt
Non-predictive control
Low
Low
High
CONTROL

• How do you control a future you cannot predict?
• Through EFFECTUAL Co-creation

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Dynamics of the effectual network (JEE 2005)
(Affordable loss)
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Examples of Effectual Logic

• From cooking a meal . . .

. . . To building a restaurant
Or something else . . .
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Claus Meyer, Meyer Group at CBS, Denmark
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Startup Histories of Real Companies

• Were the markets already there or were they
  made?
• Did the opportunities make entrepreneurs ?
• Or did the entrepreneurs make these opportunities?

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Pierre Omidyar on eBay

• Almost every industry analyst and business
  reporter I talk to observes that eBay's strength
  is that its system is self-sustaining -- able to
  adapt to user needs, without any heavy
  intervention from a central authority of some
  sort. So people often say to me - "when you
  built the system, you must have known that making
  it self-sustainable was the only way eBay could
  grow to serve 40 million users a day."
• Well nope. I made the system self-sustaining for
  one reason Back when I launched eBay on Labor
  Day 1995, eBay wasn't my business - it was my
  hobby. I had to build a system that was
  self-sustaining Because I had a real job to go
  to every morning. I was working as a software
  engineer from 10 to 7, and I wanted to have a
  life on the weekends. So I built a system that
  could keep working - catching complaints and
  capturing feedback -- even when Pam and I were
  out mountain-biking, and the only one home was
  our cat.

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• If I had had a blank check from a big VC, and a
  big staff running around - things might have gone
  much worse. I would have probably put together a
  very complex, elaborate system - something that
  justified all the investment. But because I had
  to operate on a tight budget - tight in terms of
  money and tight in terms of time - necessity
  focused me on simplicity So I built a system
  simple enough to sustain itself.
• By building a simple system, with just a few
  guiding principles, eBay was open to organic
  growth - it could achieve a certain degree of
  self-organization. So I guess what I'm trying to
  tell you is Whatever future you're building
  Don't try to program everything. 5 Year Plans
  never worked for the Soviet Union - in fact, if
  anything, central planning contributed to its
  fall. Chances are, central planning won't work
  any better for any of us.
• Build a platform - prepare for the unexpected...
  And you'll know you're successful when the
  platform you've built serves you in unexpected
  ways. That's certainly true of the lessons I've
  learned in the process of building eBay. Because
  in the deepest sense, eBay wasn't a hobby. And it
  wasn't a business. It was - and is - a community
  An organic, evolving, self-organizing web of
  individual relationships, formed around shared
  interests. (Omidyar, 2002)

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Markets and Opportunities Made, as well as found

• Not just a jigsaw puzzle