Causation and effectuation constitute antagonistic strategies of pursuing a business opportunity, symbolizing the dilemma of concurrently ensuring quality and speed of organization development. Despite recent research suggesting simultaneous experimentation or heuristics as potential solutions, we still know little about how planning and effectuating are interlinked. In this inductive study, I propose that founders make such connections by applying two broad search modes ‘integrating’ and ‘leaping’ that determine organizational development.