子谦译文｜创业教什么：六种主流创业方法的比较(54)

根据企业所处的阶段不同，表2中的重定向能力似乎也有所不同。在创业的早期阶段，重定向能力、持续性学习和知识库的不断扩展是可以预料到的，可以和这个阶段想匹配的方法是效果逻辑。在这个阶段，无论谁加入企业都将是一个潜在的“利益相关者”，都可以重新定位企业，并决定企业前进的方向。正式的角色并不重要，因为这个过程是每个利益相关者共同创造的，任何决策都是共同经历的结果，是包括董事会成员之间的多次谈判和互动的结果。事实上，可能有人会说，效果逻辑与核心风险团队的概念背道而驰，取而替代的是以更广泛的视角看待利益相关者这个网络，因为他们最终会合并成一个创始团队。这有点类似于非目的性努力的概念，即一个新兴目标的达成是这个过程本身的结果。
In a later phase of the venture, there is a need for more structure (Clarysse and Moray 2004). Two prime examples are design thinking and the lean startup methodology. Here, redirection power, continuous learning, and knowledge expansion are more structured and organized through the process of hypothesis testing. Goals and visions are articulated by a small team known as”founders” (Blank and Dorf 2012) or “team members”(Brown 2009). The interactions are more formal and transactional than in effectuation, distinguishing those driving the process from their “customers” (Blank and Dorf 2012; Ries 2011) or “users”(Brown 2009). Here, redirection power is still quite high, but it is exploited at specific points in time. It is also referred to as“pivot”(Ries 2011) or “iteration”(Brown 2009; Liedtka 2015). It reflects a higher degree of complexity and relies on clear roles and division of labor. The roles of the focal entrepreneur (Ries 2011) or the founding team (Brown 2009) are more prominent in these methods and the losses are less affordable due to more time and resources having been invested into the process of a later phase venture.