Promoting Rural Innovation in Western Nebraska
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Promoting Rural Innovation in Western Nebraska

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Presentation for a Strategic Doing workshop in Scotts Bluff, NE.

Presentation for a Strategic Doing workshop in Scotts Bluff, NE.

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Promoting Rural Innovation in Western Nebraska Promoting Rural Innovation in Western Nebraska Presentation Transcript

  • STRATEGIC DOINGFOR CONNECTINGWESTERN NEBRASKALEVERAGING BROADBANDEd MorrisonEconomic Policy AdvisorCenter for Regional Development | April 2012
  • What are the opportunities forrural innovation in Western Nebraska?How can we leverage broadband toimprove the quality of life?
  • Over the past 20 years, the state has gained a little over15% in population; the Western region has lost a bit lessthan 5% Population Index 1990=100 120 Nebraska 115 110 105 100 Western Nebraska 95 90 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010
  • Population in the region has declines about 10% over thelast 30 years...most of the decline came in the 1980-1990decade Western Nebraska Population 100,000 87,500 75,000 62,500 50,000 1981 1983 1985 1987 1989 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 2011
  • Per capita income in the Western region has tracked thegrowth in the state... Per Capita Income $50,000 Nebraska $37,500 Western Nebraska $25,000 $12,500 $0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
  • A closer look shows that the Western region hasimproved relative to the state... Western Region Per Capita Income as % of the State 91% 89% 86% 84% 81% 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
  • The region has some economic strengths to leverage Agribusiness Mining Primary Metal Mfg Biomedical/Biotechnical (Life Sciences)Location QuotientsCluster Employment 4 3.32 3 2.3 2 1.38 1.13 1 0 2010
  • Relative economic strengths within the region create opportunities for collaboration Primary Electrical Adv Defense/County Agribusiness Mining Biomedical Arts Energy Education IT Printing Logistics Chemicals Metals Equipment Materials SecurityBanner X XBox Butte X X X X X XCheyenne X X X XDawes X X X XDeuel X X X X XGarden X X XKimball X X X X X XMorrill X X XScotts Bluff X X XSheridan X X XSioux X X X
  • Broadband PenetrationInnovation and knowledge are linked towidespread Internet usage for individuals andbusinesses. Federal Communication Commission(FCC) provides data on the level of Internetpenetration, or broadband density. This measure isresidential broadband fixed connections per 1,000households in 2009, a new data series the FCCfirst released in early 2010.Establishment ChurnInnovative and efficient companies replaceoutdated establishments, or those firms unable tomodernize techniques and processes. Averagechurn is a measure of total establishment birthsand deaths, and expansions and contractions,relative to the total number of firms in a regionfor all years available.
  • Establishment SizeThe sizes of establishments provide an indicationof a regional economys structural composition.Small establishments with fewer than 20employees are flexible and not overburdened by abureaucratic organizational structure enablingrapid changes to implement new ideas and evolvewith technology. On the other end of thespectrum, large establishments with more than500 employees have both the capital and laborresources to fund research and other innovativeactivities.
  • This workshop reflects a growing interest across the country innew ways for building collaborations quickly... What could we do together? The What What is Strategic Doing should we your 30/30? Cycle do together? What will we do together? 11
  • Strategic doing is a managed process for building collaborationsquickly, guiding them toward measurable outcomes, and adjustingalong the way Where are we going? What could we do together? When will The What we get back Strategic Doing should we together? Cycle do together? What will we do together? How will we get there? 12
  • ‣ Thinking differently‣ Behaving differently‣ Doing differently
  • We start our journey with a clear definition ofeconomic development 14
  • Regional foodsystemsRegional energysystemsTourism clustersInnovation hubsEducationinnovations
  • That means abandoning old ideas of industrial recruitment anddeveloping new approaches to rural innovation andentrepreneurship... 19
  • In our Grandfather’s economy, regions functioned with clearboundaries Economic Cities and Development Workforce Organizations Towns Boards Social Service Chambers of Counties Commerce Organizations Foundations Federal Agencies Regional Planning State Agencies Organizations K-12 Schools Higher Education Institutions 20
  • As our Grandchildren’s economy is emerging, regions are notresponding all different. Economic Cities and Development Workforce Towns Organizations Boards Social Service Chambers of Counties Commerce Organizations Foundations Federal Agencies Regional Planning State Agencies Organizations K-12 Schools Higher Education Institutions 21
  • Our rural regions are covered with invisible fences that nolonger work...but continue to constrain us 22
  • ‣ Thinking differently‣ Behaving differently‣ Doing differently
  • Collaboration requires that we learn to behave differently.... 24
  • We are heading to our Grandchildren’s economy which is full ofnetworks A global map of Internet connections 25
  • Question: Who makes the iPhone?Answer: A network led by Apple The iPhone production network 26 19
  • Question: What is a regional food system? A regional food system as one that supports long-term connections between farmers and consumers while meeting the economic, social, health and environmental needs of the communities within a region. 27 Iowa State University
  • We need new thinking about rural regions in terms of thenetworks that sustain them... 28
  • With deeper regional collaborations, new horizons of emergefor rural regions as networks connect assets in new anddifferent ways.... 29
  • Vermilion Advantage in East Central Illinois is an example of acommunity building new networks.... 30
  • Ponca City, Oklahoma is another region that is using networksto build its economy.... 31
  • The story of Greensburg, KS, wiped out by a tornado in2007...now rebuilding as a model of sustainability.... 32
  • Then, there’s Fairfield, IA with more restaurants per capita thanSan Francisco.... 33
  • ‣ Thinking differently‣ Behaving differently‣ Doing differently
  • Rule 1: No Whining
  • Rule 2: Guide Conversations
  • Rule 3: Create new networks of collaboration Brainpower Innovation 21 Century Talent Entrepreneurship Networks Collaboration Quality, Connected New Narratives Places
  • Rule 4: Don’t look for permission Welcome to The Permission Room
  • Rule 5: Close triangles...relentlessly Bill 100 people 3 triangles a week per person equals You 15,600 new links per year Cathy E-mail introductions take 5 minutes
  • Rule 6: Go slowly now to go faster later:Don’t start by boiling the ocean
  • Rule 7: Walk across the invisible fences (They don’t work on humans)
  • Rule 8: Take the Shanghai perspective
  • Rule 9: Learn and practice Strategic Doing What could we do together? The What What is Strategic Doing should we your 30/30? Cycle do together? What will we do together?
  • Rule 10: Don’t forget to have fun
  • Rural regions that prosper will uncover a new approachto leadership Grandfather’s What we need today Leadership Centralized Distributed, Shared Single Leader Many Leaders Command and control Link and leverage Lead from the front Lead from front and rear Lightbulb:We are the leaders we have been waiting for
  • If your actions inspire others to dream more,learn more, do more and become more, youare a leader. John Quincy Adams
  • Western Nebraska Broadband Strategic Doing Pack Completed By:Strategic Doing Pack Today’s Date:Describe our focus area for conversation:What broadband opportunity brings us together?Network MembersName Organization e-mail
  • 1 What could we do together? 24 The What What is Strategic Doing should we your 30/30? Cycle do together? What will we do together? 3
  • What could we do together? The What What is Strategic Doing should weyour 30/30? Cycle do together? What will we do together?
  • Strategic Doing Question 1:What could we do together?Map our assets...Connect them to define new opportunities What assets do we have in our networks? What opportunities emerge when we connect these assets in new and different ways? People? Organizations? Resources? Experience? Guide the conversation toward connections...What opportunities emerge that connect and align our assets? List as many as five opportunities that emerge from our conversation Opportunity 1 Opportunity 2 Opportunity 3 Opportunity 4 Opportunity 5
  • What could we do together? The What What is Strategic Doing should weyour 30/30? Cycle do together? What will we do together?
  • Strategic Doing Question 2: What should we do together? Pick one Opportunity and convert it to an Outcome with 3 characteristics...Define metrics to measure these characteristics... Define a clear outcome that connects your team What do we hope to accomplish? What’s our “elevator speech” to get people excited? Characteristics that define your Outcome Metrics to measure your success What are the characteristics or features of our outcome? How do we describe it clearly? How will we measure each characteristic? Characteristic 1 Metric 1 Characteristic 2 Metric 2 Characteristic 3 Metric 3Strategic Doing Question 3a:What will we do together?Define how we will get to our outcomeDecide on a project with up to 3 milestones to mark our path Define the project that moves you toward your outcome What are we going to do to achieve our outcome? Define your project pathway with milestones Milestone1: By ____________________, we will ____________________________________________________________ Milestone 2: By ____________________, we will ____________________________________________________________ Milestone 3: By ____________________, we will ____________________________________________________________
  • What could we do together? The What What is Strategic Doing should weyour 30/30? Cycle do together? What will we do together?
  • Strategic Doing Question 2: What should we do together? Pick one Opportunity and convert it to an Outcome with 3 characteristics...Define metrics to measure these characteristics... Define a clear outcome that connects your team What do we hope to accomplish? What’s our “elevator speech” to get people excited? Characteristics that define your Outcome Metrics to measure your success What are the characteristics or features of our outcome? How do we describe it clearly? How will we measure each characteristic? Characteristic 1 Metric 1 Characteristic 2 Metric 2 Characteristic 3 Metric 3Strategic Doing Question 3a:What will we do together?Define how we will get to our outcomeDecide on a project with up to 3 milestones to mark our path Define the project that moves you toward your outcome What are we going to do to achieve our outcome? Define your project pathway with milestones Milestone1: By ____________________, we will ____________________________________________________________ Milestone 2: By ____________________, we will ____________________________________________________________ Milestone 3: By ____________________, we will ____________________________________________________________
  • What could we do together? The What What is Strategic Doing should weyour 30/30? Cycle do together? What will we do together?
  • Strategic Doing Question 3b:What will we do together?Draft an action planWho Action Step By WhenStrategic Doing Question 4:What’s our 30/30?Decide how we will follow -up Follow-up Meeting Internet Details How will we use the Internet to stay connected? Date Time Place
  • Provides capital and expertise Venture investor and Start-up firms angel networks Provides ideas, incubators Accelerates and smart people new venture investment Provides networks Recruits Increases and mentoring tosmart people endowment start-upsand generates in R&D assets technology Provides solutions investment Provides and generates partners wealth Recruits and trains smart people Provides support to innovating companies Provides technologies and people Innovating Colleges and Stage 2 Provides Universities Companies smart people and technology solutionsSource: Ed Morrison, Purdue Center for Regional Development. Distributed with Creative Commons 3.0 Attribution license
  • The "Chasm"Percent ofregionalcitizens Their Willing volunteers close "The Pragmatists" network Core team Passive skeptics Sore heads Civic entrepreneurs
  • Next Steps: Developing Our Strategic Action Plan (early version)Purdue Center for Regional Development http://www.pcrd.purdue.edu Strategic Doing channel on Vimeohttp://vimeo.com/channels/strategicdoing