Strategic Doing: Designing & Guiding Strategy in Collaborative Networks
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This document provides an overview of Strategic Doing, which is a framework for designing and guiding strategy in collaborative networks. Some key points: - Strategic Doing enables people to quickly form action-oriented collaborations, work towards measurable outcomes, and make adjustments along the way. It focuses on small, iterative wins rather than long-term planning. - The framework divides strategic issues into four appreciative questions: What could we do together? What should we do together? What will we do together? What's our 30/30? - Practical applications of Strategic Doing include economic development, workforce development, and facilitating organizational collaboration. It can also be used to teach strategic thinking.
Strategic Doing: Designing & Guiding Strategy in Collaborative Networks
- 1. Strategic Doing: Designing and Guiding Strategy in Collaborative Copyright 2014 – Ed Morrison & Scott Hutcheson This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License. Networks Cooperation Works! Members Meeting Minneapolis, Minnesota September 8, 2014
- 4. Prussian General Carl von Clausewitz
- 5. Strategy 5 The employment of battles to win the war. - General Carl von Clausewitz
- 6. I will build a motor car for the great multitude. It will be so low in price that no man will be unable to own one. - Henry Ford
- 7. Source: Bently Historical Library, Josephine Fellows Gomon Papers, Box 10, draft manuscript, The Poor Mr. Ford. In 1928 Henry Ford’s River Rouge Plant in Dearborn, Michigan became the world's largest industrial complex, pursuing vertical integration to such an extent that it could produce its own steel. In this year he also established “Fordlandia” his rubber tree plantation in the Amazon Rainforest The Ford Motor Company
- 8. William Fox 20th Century Fox 8
- 9. 9
- 10. 10
- 11. What do the military and vertical business models have in common? 11
- 12. What do the military and vertical business models have in common? 12
- 13. 20th Century Fox 13 Made by 20th Century Fox… Made by 20th Century Fox
- 14. 20th Century Fox 14 Made by 20th Century Fox… & 130 other companies Made by 20th Century Fox
- 15. iPhone
- 16. . Strategic planning often spoils strategic thinking. Henry Mintzberg
- 17. 17
- 19. Strategic Doing enables people to form action-oriented collaborations quickly, move them toward measurable outcomes, and make adjustments along the way.
- 20. Strategic Doing Leverages the Value of a Network 10 nodes, 9 connections 10 nodes, 45 connections
- 21. Strategic Doing Accelerates Collaboration Turf Trust TIME Sharing Resources Sharing Information Mutual Awareness Co-Execution Co-Creation Acknowledgment Exploration Cooperation Collaboration Innovation Adapted from Collaboration Continuum from ACT for
- 22. Dr. Lowell Catlett Economist, Futurist, and Professor New Mexico State University Strategic Doing Recognizes That We Can’t Predict the Future
- 23. One study looked at 7,000 different economic predictions and found 47% of them was correct. Strategic Doing Recognizes That We Can’t Predict the Future
- 24. Flip a coin and you beat the economists by 3%. Strategic Doing Recognizes That We Can’t Predict the Future
- 25. Strategic Doing Moves from the Linear to the Agile
- 26. Strategic Doing Is Iterative & Ongoing
- 27. Doubt and dwindling motivation comes on quickly when a big goal is missed. On the other hand, small wins lead to the progress principle - more confidence, high performance, and motivation to keep moving forward. Strategic Doing Focuses on Small Wins to Achieve Big Goals - Teresa Amabile
- 28. Strategy Answers Two Basic Questions
- 29. Strategic Doing Divides the Two Basic Questions into Four Appreciative Questions 29
- 30. • Think about strategic issues differently • Accelerate the collaborations needed to address them • Create and guide agile, asset-based action plans to meet a progressive series of clearly defined objectives Addressing Strategic Issues
- 31. Practicing Strategic Doing 31
- 32. • Local & Regional Economic Development • Workforce Development • Community & Neighborhood Development • Cluster Development • Local/Regional Food Systems • Community Health • Innovation Ecosystem Development • Strategic Alliances • Inter-Unit Organizational Collaboration • National Associations Practicing Strategic Doing
- 37. Collaboration Among Cooperatives in Bloomington, Indiana
- 39. Strategic Doing Pack Cooperation Works!, - September 8, 2014 Our Table’s Framing Question: Our Knowledge Keeper Name and e-mail: Our Table Guide name and e-mail: _ Copyright© 2014, Purdue University, all rights reserved Table of Contents What’s your 30/30? What COULD we do together? What WILL we do together? Section Explanation Page Group Assets Identify assets we are willing to share Page 2 What Could we do together? Brainstorm how we might connect our assets Page 3 What Could we do together? Connect assets and define 1-3 new opportunities Page 4 What Should we do together? Select 1 opportunity & define a successful outcome Page 5 WhatWill we do together? Define a Pathway project and action plan to get us to our outcome Page 6 WhatWill we do together? Map our successful Outcome, a Pathway Project and key next steps Page 7 What’s our 30/30? Define a process moving forward Page 8 Participant List Sign-in sheet – tear off to pass, reattach to the pack after completed Page 9 What SHOULD we do together? How can Cooperation Works! best provide ever-increasing value to its members and the cooperative business development movement?
- 40. Focus Areas for Today 40 1. Advocacy 1. Networking 2. Membership 3. Professional Development 1. Structure & Staffing
- 42. Reframing Strategic Issues Appreciatively 42 Our membership is shrinking.
- 43. Reframing Strategic Issues Appreciatively 43 Our membership is shrinking. BECOMES
- 44. Reframing Strategic Issues Appreciatively 44 Our membership is shrinking. BECOMES What would our organization look like if membership was growing steadily year to year?
- 45. 1. Advocacy 2. Networking 3. Membership 4. Professional Development 5. Structure & Staffing Develop Appreciative Questions
- 46. Strategic Doing Pack Sellersburg , IN - August 22, 2014 Our Table’s Framing Question: Our Knowledge Keeper Name and e-mail: Our Table Guide name and e-mail: _ Copyright© 2014, Purdue University, all rights reserved Table of Contents What’s your 30/30? What COULD we do together? What WILL we do together? Section Explanation Page Group Assets Identify assets we are willing to share Page 2 What Could we do together? Brainstorm how we might connect our assets Page 3 What Could we do together? Connect assets and define 1-3 new opportunities Page 4 What Should we do together? Select 1 opportunity & define a successful outcome Page 5 WhatWill we do together? Define a Pathway project and action plan to get us to our outcome Page 6 WhatWill we do together? Map our successful Outcome, a Pathway Project and key next steps Page 7 What’s our 30/30? Define a process moving forward Page 8 Participant List Sign-in sheet – tear off to pass, reattach to the pack after completed Page 9 What SHOULD we do together? How can Cooperation Works! best provide ever-increasing value to its members and the cooperative business development movement?
- 47. Strategic Doing Question 1: What couldwe do together? Introduce yourselves by describing 1-2 assets you are willing to share in a new network Identify the assets Everyone should outline 1-2 assets they are willing to share. Assets can be tangible (places to meet,money, Internet resources, and so on) or intangible (knowledge, experience, networks, passions). Focus your conversation not somuch on what people do, but on what they are willing to share to a new network. Listen carefully for what people are willing to share and how connections using these assetsmight be built. Examples: Bill K – connected to young professionals; Jane S -- skill of conducting surveys; Susan D. – social networking skills; Bob S – understanding of City government Name Assets Use the next page to connect the assets to create new opportunities. 2
- 48. Strategic Doing Question 1: What couldwe do together? Connect the assets you shared to create new opportunities. Brainstorming and Notes Quickly jot down connections that spring up from the discussion. Ask questions like ‘what would that look like‘ or ‘what if we…..’. Example of an opportunity connecting these assets: Bill K – connected to young professionals; Jane S – skill of conducting surveys; Susan D. – social networking skills; ;Bob S – understanding City government “We could use Jane’s and Bob’s knowledge and skills to create an online survey of ideas for connecting young adults to government . We can use Bill’s connection to young professionals to know who to survey and Susan’s social networking skills to survey online and thru venues such as Facebook and Twitter.” Use the next page to narrow your ideas to 3 opportunities 4 8
- 49. Strategic Doing Question 1: What couldwe do together? Use the next page to convert one opportunity to an outcome Describe up to 3 opportunities 4 9 Narrow your ideas from the brainstorming phase to 3 the top choices that connect the assets How could you describe this opportunity in one or two phrases? Example: Start an initiative to introduce young people to city government Opportunity 1: Opportunity 2: Opportunity 3:
- 51. Select ONE opportunity & define success Strategic Doing Question 2: What should we do together? Pick one of your opportunities and covert it to an outcome by defining measurable success Example: Our Opportunity: Connecting our assets could lead us to an open innovation “hack” for Government 2.0 Our Outcome: An engaged community of at least 20 volunteers who produce new prototypes for government services and launch at least one redesigned service by 2015. Use the next page to design a pathway to your outcome 5 1 Success characteristic 1: Engaged city government volunteers Metric: Number of volunteers Success characteristic 2: Young adults enrolled in the introduction course Metric: Number of young adults participating Success characteristic 3: At least one service project with the groups within a year Metric: One service project launched Our Outcome: How will you know if you’re successful? Hint: If you cannot figure out how to measure, the initiative is too vague to be useful. Characteristic 1: Measurement: Characteristic 2: Measurement: Characteristic 3: Measurement:
- 52. Strategic Doing Question 3: Whatwill we do together? Name one “pathfinder” project that can get you to your outcome, then fill out the action steps in your project 1. Define a Pathfinder Project (a pathway that moves you to your outcome) 2. Define the pathway with 2-3 milestones (key steps that are critical to your success, so you know you are not getting lost) 3. Define an action plan for the next 30-90 days. Our Pathfinder Project: Milestone 1: By we will Milestone 2: By we will Milestone 3: By we will Our Action Plan for the next 30-90 days 5 2 Who Action Step ByWhen
- 53. Strategic Doing Question 3: Whatwill we do together? Map your outcome and project Our Outcome.— (Where we are going): Our Outcome or Success metrics.— (How we know we have arrived): 1. 2. 3. Our Pathfinder Project.— (How we will get there): Milestones along our way.— (To make sure we are not lost): Our Key Action Steps to get started.— (What we will start doing by next week): 1. 2. 3. 4. 5 3
- 54. Moving Forward Maintaining alignments and connections is a dynamic process requiring continuous (but not constant) attention. What’s been done in the last 30 days? What needs to happen in the next 30 ? Small amounts of time (1-2 hours per month) can be devoted to revising our strategy. The point is to come back together share what we have learned, realign ourselves, and figure out our next steps for the next 30 days. Internet Details How will you use the Internet to stay connected? We’ll use e-mail for now. Might focus on a group blog. Bill will explore. Internet Details How will you use the Internet to stay connected? Strategic Doing Question 4: What’s our30/30? 5 4 Follow-upMeeting (Sample) Date Dec 1 Time 2:00PM Place Conference call: Susan will arrange Follow-upMeeting Date Time Place
- 55. 9 Strategic Doing Pack: Sellersburg The first step in a Strategic Doing workshop involves capturing the names and contact information of all the people around the table. Please pass around this sheet of the Master Pack, so that everyone can sign their name. Give this to the Table Guide or Knowledge Keeper and attach to the Master Strategic Doing Pack. Name Organization E-mail Materials developed by the Purdue Center for Regional Development - Please contact Peggy Hosea at PCRD for more information: phosea@purdue.edu.
- 56. To know what you’re going to draw, you have to begin drawing. - Pablo Picasso
- 57. For More Information & to Connect Scott Hutcheson, Ph.D. 765-479-7704 hutcheson@purdue.edu www.linkedin.com/in/scotthutcheson/ www.twitter.com/jshutch64 www.facebook.com/scott.hutcheson http://www.slideshare.net/jshutch/ Slides available Copyright 2014 – Ed Morrison & Scott Hutcheson This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.