Corporate Effectuation

0 Diggers and triggers
1 Effectuation
1.1 Introduction
1.2 The myth of the super-entrepreneur
1.3 Deducing or despairing
1.4 Causation versus Effectuation
2 The five principles of Effectuation
2.1 Bird in hand principle
2.2 Affordable loss principle
2.3 Lemonade principle
2.4 Crazy quilt principle
2.5 Pilot in the plane principle
2.6 Effectuation in action
INTERMEZZO: The essence
3 High performance organization and corporate effectuation
3.1 The five rubrics of an HPO
3.2 Three levels of HPOs
3.3 Why a chapter on HPO?
3.4 Effectuation in action
4 Business Modeling and Corporate Effectuation
4.1 Strategic flexibility
4.2 Business Modeling
4.3 Business Modeling and Corporate Effectuation
4.4 Conclusion
5 Reframing and Corporate Effectuation
5.1 Introduction 122
5.2 The characteristics of reframing
5.3 The different underlying levels of the reframing process
5.4 The reframing process
5.5 Effectuation in action
6 Granularity of innovation
6.1 Megatrends call for trail-blazing innovations with partners
6.2 Innovation portfolio management
6.3 Effectuation principles applied to the 4x4 innovation matrix
6.4 Conclusion
7 Three roles in effectuation and superpromoters
7.1 Essential roles in corporate effectuation
7.2 Effectuation at work (1)
7.3 With the zeal of a superpromoter
7.4 Superpromoter blindness
7.5 How superpromoters support effectuation
7.6 Effectuation at work (2)
7.7 Monopsony
7.8 Nonconformists
8 Personal development and corporate effectuation
8.1 Through the main entrance (1): give it a try!
8.2 Through the main entrance (2): where's the rub?
8.3 By the backdoor: it's time to quit talking
8.4 Graduator of success: relief
9 Effectuation for non-profits
9.1 Bird in the hand
9.2 Affordable loss
9.3 Crazy quilt
9.4 Lemonade
9.5 Pilot in the plane
10 Orchestration of Corporate Effectuation
10.1 Introduction
10.2 A survey of the relevant organizational components
10.3 Corporate Effectuation Business Program
11 The De Beukelaar Groep story
Epilogue: After all?
Literature
About the authors
Notes