EDI Strategy Lab December 2007

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EDI Strategy Lab December 2007

  1. 1. Strategic Planning Lab Strategic Doing Pack Ed Morrison Economic Development Institute December, 2007 1
  2. 2. This material is copyright Ed Morrison and the Institute for Open Economic Networks (I-Open), a non-profit organization. We distribute this work under a Creative Commons Attribution License 3.0. That means you are free to make copies of this material, make derivative works, or use this work for commercial purposes. However, you must tell people where you got it. Please attribute the material as copyright Ed Morrison and I-Open and state that it is distributed under the Creative Commons Attribution 3.0 United State License. So, for example, if you use a graphic, please include this caption: “Source: Ed Morrison and I-Open, 2006, Distributed under a Creative Commons Attribution 3.0 United States License” For full terms of the license see: http://creativecommons.org 2
  3. 3. Agenda Introductions Part 1: The Current Practice of Strategic Planning Questions throughout Part 2: Emerging Models of Strategic Doing Questions throughout Collaborative Workspace 3
  4. 4. Part 1: Current State of the Practice A call for volunteers 4
  5. 5. What is a strategy? A strategy draws logical links between where you are and where you want to go A strategy is a set of models, tools and civic processes to get you from here to there 5
  6. 6. 6
  7. 7. What a traditional strategy looks like Vision (or Your Strategic Outcome) Mission (or your Purpose) Assessment (Where do you stand?) SWOT Strategic Initiatives: Projects (What will you be doing?) Action Plans and Budget (Who is doing what and how much will it cost?) 7
  8. 8. SWOT: Leverage strengths to opportunities and manage weaknesses to anticipate threats Strengths Opportunities Positive Positive Positive Internal External Weaknesses Threats Negative Negative Negative Internal External Internal External 8
  9. 9. Traditional Strategic Planning Process Linear Plan Sell Implement 6 months to 1 year 6 months to 1 year 3 to 5 years 9
  10. 10. Examples: Manchester, NH and Tri-Cities, WA Source: Angelou Economics 10
  11. 11. Steps in a Strategic Process The current state of the practice 1. Assemble a Core Team and Outline Scope for the Process: who, what, when, where, how 2. Draft a “Plan for the Plan” 3. Consult with stakeholders and revise the Plan for the Plan 4. Conduct baseline research; Launch project web site 5. Draft one or more Reports to Frame Issues and Opportunities 6. Use Forums and Workshops to Refine Initiatives 7. Define an Action Plan, Budget and Review Process 8. Launch and Celebrate 11
  12. 12. Exercise 1 Planning a Strategic Planning Process (Developing a Plan for the Plan) 12
  13. 13. Planning a Strategic Planning Process What are you trying to accomplish? What does victory look like? What topics or issues need to be addressed? Where is the pressure to plan arising? Who are the stakeholders? Who is pushing? Who will be touched? How much time do you have? How much budget do you have? What staff resources do you have? 13
  14. 14. Summary Plan for the Plan Phase 1 Phase 2 Phase 3 Phase 4 Estimated Elapsed Time in Months: Estimated Budget: 14
  15. 15. Action Plan for the Plan Activity Start Date End Date Who is responsible? Phase 1 Assemble a core team June July Me Phase 2 15
  16. 16. Part 2: Emerging Practices of Strategic Doing: Some Background
  17. 17. Straightforward concepts are hard to apply Economic development organizations in metro Charleston, SC 17
  18. 18. New Forms of “Strategic Doing” Networked 30 days to 180 days 18
  19. 19. Source: Ed Morrison 19
  20. 20. Costs have collapsed as global markets integrate... This process started in the mid 1950ʼs Source: World Bank 20
  21. 21. The Internet has exploded...Welcome to our first interactive mass medium Source: Internet Systems Consortium 21
  22. 22. Source: Ed Morrison 22
  23. 23. The consequences.... 23
  24. 24. Key Point 1: We need to shift our thinking from hierarchies to networks Thereʼs no top...no bottom...only links and nodes 24
  25. 25. Key Point 2: Command and control does not work in the civic space We cannot argue our way to prosperity Source: Ed Morrison 25
  26. 26. Key Point 3: We need to connect and align our resources in the civic space Source: Ed Morrison 26
  27. 27. The implications of networked business models Source: Ed Morrison 27
  28. 28. Key Point 4: We need continuous civic engagement... New leadership habits of collaboration Source: Ed Morrison 28
  29. 29. Key Point 5: People move in the direction of their conversations 29
  30. 30. Key Point 6: We need open participation and leadership direction to guide our conversations 30
  31. 31. Key Point 7: We need to develop the practice of “strategic doing” Source: Ed Morrison 31
  32. 32. Key Point 8: Most regions are fragmented... People are still living in a Curve 1 world 32
  33. 33. Key Point 9: We can use network maps, new leadership skills and “strategic doing” to weave our networks Source: Map of leadership network in Evansville, IN using Inflow software developed by Valdis Krebs 33
  34. 34. Key Point 10: To build regional collaboration, take the Shanghai perspective Our View Their View 34
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  37. 37. A framework for strategic action Source: Ed Morrison 37
  38. 38. 38
  39. 39. You can use this framework to map resources and goals Source: Ed Morrison 39
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  41. 41. Source: Ed Morrison 41
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  43. 43. Use workshops and workshop exercises to move people around the circle. Use civic forums to build habits. 43
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  50. 50. Case 2: CuyahogaNext: Cuyahoga County, Ohio Source: Ed Morrison 50
  51. 51. Basic Roadmap For CuyahogaNext advisors – First 3 Months TODAY April May and June North Coast NCC Design Team NCC Focus NCC Alignment Clusters Design Formation Workshop Workshop Effort Consulting CuyahogaNext CNa Design Team Team CNa Focus CuyahogaNext advisors Formation Workshop advisors Cuyahoga CIZ Design Team CIZ Focus NCC Alignment Innovation Zones Formation Workshop Workshop Design Effort Objective: Objectives: Objectives: • get started by focusing on key issues • recruit private sector organizations • Complete community • begin community formation formalization • Prototype launch plans Getting Started Copyright © 1998-2006 The Cerulean Group and I-Open Page | 03.28.06 51
  52. 52. Case 3: Commerce Lexington, KY 52
  53. 53. Exercise 2 Conducting a Strategic Doing Workshop (Developing a Plan for the Plan)
  54. 54. Exercise 1 Exercise 3 Exercise 2 Source: Ed Morrison 54
  55. 55. Strategic Outcome Strategic Outcomes describe a desired state in the future. Descriptions of the desired state should include the idea of stretch, measurable goals. “A well-educated workforce” is not as good a strategic outcome as “a workforce in which less than 10% of young people drop out of high school and more than 70% continue on to post- secondary school”. 55
  56. 56. Worksheet 1 Your name:______________ Focus: Strategic Collaborations Strategic Outcome 1 Describe the strategic partners which we Describe the outcome in 1 year can engage to accomplish this outcome 56
  57. 57. Worksheet 2 Your name:______________ Align: Strategic Outcome: Key Metric Areas 1. What do we measure? 2. 3. Key Milestones 1. What marks the path forward? 2. 3. 57
  58. 58. Worksheet 3: Your name:______________ Execute Our Strategic Outcome: Time frame What Who In the next 6 months In the next 3 months In the next 30 days Next week 38 58
  59. 59. Appendix Some Useful Slides 59
  60. 60. Components of a Strategy 60
  61. 61. Ground Rules for a Strategic Doing Workshop • Move fast: Focus on the task at hand: Don’t get hijacked: Limit digressions: No speeches: No whining • Stop thinking only about today’s issues: Focus on outcomes in 10 years, your legacy, your children, your grandchildren: Get your eyes off the rearview mirror • Encourage “stretch” thinking: Generate new ideas: Don’t burn ideas: Don’t recycle old opinions • Push for specifics: Get beyond rhetoric: No bumper sticker thinking • No blame game: No simplistic solutions: Think in terms of connections, incentives and systems • Balance the participation: Hold each other to account: Speak up if you feel the group is heading off course: Disagree • Fill out your worksheets so others can read them: We need to capture today’s “knowledge assets” 61 39
  62. 62. Exercise: Draw a Your community name Roadmap of Your Process Describe your situation. Why is a strategic process needed in your community or region? 62
  63. 63. Exercise: Draw a Your community name Roadmap of Your Process Name three to five key features that will shape your strategic process Factor 1: Factor 2: Factor 3: Factor 4: Factor 5: 63
  64. 64. Exercise: Draw a Your community name Roadmap of Your Process Describe the Purpose of your Process. What are you trying to achieve? What does victory look like? What’s our best guess of the contents of Brainpower; Innovation and Entrepreneurship; Quality, the strategy? What will we include? Circle all Connected Places; Branding; Collaboration we will include: What is the time schedule for the process? How much time to we think we have before we deliver something? Any time constraints? How much money do we have? Will we use outside consultants or use our own teams? What staff resources do we have? Who should be on our core team? Any challenges in recruiting this team? How strong is our core team? What do we ned to do to strengthen it? 64
  65. 65. Collaborative Workspace If you would like to join a collaborative web space to continue working on these concepts, please e-mail Ed Morrison at edmorrison@earthlink.net 65

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