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Richmond Indiana: Introduction to Strategic Doing May 2013
 

Richmond Indiana: Introduction to Strategic Doing May 2013

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Richmond, IN, like other regions, faces difficult challenges bridging a skills gap. This slide deck shows how we introduced Strategic Doing to civic leaders in the region. ...

Richmond, IN, like other regions, faces difficult challenges bridging a skills gap. This slide deck shows how we introduced Strategic Doing to civic leaders in the region.

In the months after the presentation, the leadership went on to form a highly successful manufacturing partnership. This initiative won a Governor's award for innovation in January 2014.

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    Richmond Indiana: Introduction to Strategic Doing May 2013 Richmond Indiana: Introduction to Strategic Doing May 2013 Presentation Transcript

    • Richmond, IN Introduction to Strategic Doing CONNECTING PEOPLE, EMPLOYERS AND TRAINING Ed Morrison and Peggy Hosea Regional Economic Development Advisor Purdue Center for Regional Development May 22, 2013
    • Skills and Workforce an overview 2
    • The 30,000 foot view We have major imbalances that no single group can fix 3
    • how do we meet the challenge? old ways of thinking, behaving and doing don t work 4
    • There s another way The Switch point: We can collaborate to compete 5
    • What is strategic doing? Key features ‣ strategy process for open, loosely joined networks ‣ based on learning by doing ‣ quickly formed collaborations ‣ asset based -- using what you have ‣ shared, measurable outcomes and a roadmap Regions and communities across the country are experiencing the power of strategic doing"
    • Strategic Doing an overview 7
    • Start thinking differently Our civic economy supports our market economy 8
    • Civic economy = collaboration We need four types of collaborative investment 9
    • The Result: Connected networks We develop link and leverage strategies 10
    • Today s focus: Brainpower How do we tighten connections and alignments? 11
    • Question: What would it look like if richmond had a steady flow of highly skilled people moving into manufacturing? 12
    • Our theory of change 13
    • Dominance of hierarchies our grandfather s wealth engine 14
    • emergence of networks our grandchildren s wealth engine 15
    • networks change everything from technology to business models Who makes the iPhone? Wizard of Oz made in 1939 by ONE company 16 Spider Man 3 made by 56 companies in a network A network made by Apple
    • How do we move forward? we need New ways of thinking, behaving and doing 17
    • Grandfather s strategy know everything, then move 18
    • grandchildren s strategy link, leverage and align 19
    • a paradigm shift from analysis paralysis to learning by doing 20
    • networks are different 21
    • positive returns the pie gets bigger 22
    • networks require trust trust takes face time 23
    • networks generate soreheads don t be slowed by soreheads 24
    • no tops, no bottoms to networks balance participation with leadership direction 25
    • leadership=guiding conversation people move in the direction of their conversation 26
    • we need new civic spaces where will we do our complex thinking and learning? 27
    • the basics of strategy answering 2 questions 28
    • the key to network strategy breaking 2 questions into 4 29
    • strategy is never done quality process creates quality collaborations 30
    • networks can be managed strategic focus areas, initiatives and metrics 31
    • set priorities with simple rules look for high payoff, low difficulty 32
    • Strategic Doing today 33
    • Question: What would it look like if richmond had a steady flow of highly skilled people moving into manufacturing? 34
    • More information edmorrison@purdue.edu 35