Strategic Doing:  Shreveport EECS <ul><li>Shreveport, LA  </li></ul><ul><li>October 8, 2009 </li></ul>
<ul><li>Why networks?  </li></ul><ul><li>Strategic Doing in a Nutshell </li></ul><ul><li>What Strategic Doing Delivers </l...
We live in a networked world Internet map of  city-to-city connections Source: chrisharrison.net
The iPhone production  network Question:  Who makes the iPhone? Answer:  A network led by Apple
Question:  How many companies made the Wizard of Oz? Answer:  One (Metro-Goldwyn Mayer)
Question:  How many companies made the Spider Man 3? Answer:  Fifty-six (working in a network)
Question: How did regions function in a pre-networked world? Answer:  Silos
Question: How do regions function in a networked world? Answer:  Still Silos
We need new approaches to link and leverage assets  within our communities and regions
<ul><li>Why networks?  </li></ul><ul><li>Strategic Doing in a Nutshell </li></ul><ul><li>What Strategic Doing Delivers </l...
Strategic planning evolved to handle the complexities of managing large hierarchies...like the military and Fortune 500 co...
As organizations have become more networked, older strategic planning models do not work so well.  The reason: There is no...
Dilbert emerged to make fun of strategy in a hierarchical world...
Organizations have been moving toward teams...where there is no separation of thinking from doing
Strategic Doing is a discipline to enable teams of people to do complex projects in these open networks
Most places:  People and organizations work in isolation trying their best  Strategic Planning:  A few people try to sort ...
With Strategic Doing, leaders guide open conversations to translate ideas in to action... Key Insight:  People move in the...
Strategic Doing is simple, but not easy. It takes practice to keep focused on four key questions... What could  we do toge...
Strategic Doing begins when a core team of people agrees to take responsibility for the Strategic  Doing process... The Co...
The Core Team identifies focus areas of opportunities to produce dramatically better results.... Building Energy Efficienc...
Within each focus area, teams start with initiatives or projects  Building Energy Efficiency Transportation / Land Use Gre...
30 Days The process of shaping a strategy is continuous
The team starts with  Strategic Action Plan Version 1.0, then 1.1, then 1.2 and so on... 1.1 1.2 1.0 1.3
Strategic Doing is not that much different than planning a family vacation
<ul><li>Why networks?  </li></ul><ul><li>Strategic Doing in a Nutshell </li></ul><ul><li>What Strategic Doing Delivers </l...
In hours, Strategic Doing  generates all the components you need for a Strategic Action Plan to guide innovative collabora...
Strategic Doing quickly generates “link and leverage” strategies  Strategic Doing produces alignments, links and leverage ...
© 2008, Brian D. Thompson, UWM Research Foundation 10/6/08 Funding Agencies Academic Institutions Private Sector Public Se...
© 2008, Brian D. Thompson, UWM Research Foundation 10/6/08 Funding Agencies Academic Institutions Private Sector Public Se...
Tax Credits  attract movie industry  to Louisiana, N. La. Discovered after Katrina NW La.  Film Alliance  Forms to support...
CERT  – Network Building and Outcomes Map for  Digital / New Media Industry Initiative  –  4.20.09  Community  Foundation ...
Center for Community Renewal Shreveport, Louisiana Growing Partners  – An “ Open Network ” for building development The CC...
Core  Team Expertise Networks Strategic  Doing Opportunities Outcomes
National Center for Community Renewal Shreveport, Louisiana 2006
National Center for Community Renewal Shreveport, Louisiana 2006
Center for Community Renewal Shreveport, Louisiana
Center for Community Renewal Shreveport, Louisiana
Center for Community Renewal Shreveport, Louisiana
Center for Community Renewal Shreveport, Louisiana
Gorilla innovation Swarm innovation Strategic Doing produces a swarm of innovations
<ul><li>Why networks?  </li></ul><ul><li>Strategic Doing in a Nutshell </li></ul><ul><li>What Strategic Doing Delivers </l...
<ul><li>The key principles of Strategic Doing include: </li></ul><ul><li>Genuine curiosity, appreciative inquiry </li></ul...
<ul><li>The behaviors of Strategic Doing include: </li></ul><ul><li>Commitment to engage </li></ul><ul><li>Participation t...
<ul><li>Strategic Doing needs:  </li></ul><ul><li>A “safe, creative space” for creativity to take place </li></ul><ul><li>...
To be innovative, we need “safe, creative” places <ul><li>Camp Fires </li></ul><ul><li>Watering Holes </li></ul><ul><li>Th...
Here’s an example of how a regional hospital has created a “safe” space for innovation to take place... The Innovation Caf...
<ul><li>What is civility and why should we care?  </li></ul><ul><li>Civility represents &quot;the sacrifices that we make ...
<ul><li>Collaborative regions require new habits of thinking and acting together.  </li></ul><ul><li>Collaboration and (ul...
<ul><li>Here is an example of a regional statement of what civility means:  </li></ul><ul><ul><li>Tell truth and build tru...
<ul><li>Why networks?  </li></ul><ul><li>Strategic Doing in a Nutshell </li></ul><ul><li>What Strategic Doing Delivers </l...
Strategic Doing is simple, but not easy. It takes practice.  We start with our assets.... What could  we do together?  Wha...
What could we do together? (Critical steps to defining opportunities by linking and leveraging assets) 1. Explore the asse...
Here’s an example of a worksheet to connect assets to opportunities from a Strategic Doing Pack What are the assets you ca...
As we connect assets, we notice something strange starts to happen... The “network effect” takes hold...
We next need to make strategic decisions and focus What could  we do together?  What should  we do together?  What will  w...
What should we do together? (Critical steps to creating a focus) 1. Pick an  opportunity   2. Define an  outcome  with 3  ...
 
Here’s a worksheet for defining characteristics of an outcome...As we define outcomes clearly, sensible metrics emerge  Wh...
Here’s a worksheet for SMART Goals to define an initiative  Describe your initiative:  Define 3 SMART Goals For this proje...
Next, we need to make transparent commitments What could  we do together?  What should  we do together?  What will  we do ...
What will we do together? (Critical steps to making transparent commitments) 1. Write an Action Plan of who does what by w...
Here’s a worksheet for an Action Plan Action Steps:  To move our project forward over the next 30 days, we will take these...
Finally, we need a clear process for learning together “what works”... What could  we do together?  What should  we do tog...
How will we learn together? (Critical steps to learning together) 1. Capture your Strategic Doing Pack on the web 2. Plan ...
Here’s a worksheet for the Learning Process Key elements of our Learning Process: Answers: Who will compile notes from the...
Strategic Doing is like paddling a kayak in the ocean The task requires quick strategic assessments and continuous “doing”
<ul><li>Why networks?  </li></ul><ul><li>Strategic Doing in a Nutshell </li></ul><ul><li>What Strategic Doing Delivers </l...
We can start by learning how we applied Strategic  Doing to our work in North Central Indiana. We began with conventional ...
We next created four strategic focus areas....these are areas of activity...”buckets”.
Within each of these four focus areas, we then added initiatives that we thought would be “transformative” -- replicable, ...
Strategic Focus Areas for CERT’s Strategy  Advance North Louisiana
Thank you! Questions?  Ed Morrison [email_address]
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EECSport Steering committee overview of strategic doing

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Presentation to the EECS Shreveport steering committee on the strategic doing methods of Ed Morrison - slides provided by Ed Morrison under creative commons license.

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  • What is the grand vision for the Foundation’s future? How can it better support the University? In this day and age, UWM does not expect to build the critical infrastructure to become a world-class research university the way it was done in Madison. It cannot rely almost exclusively on the State to grow its academic and research enterprise. At UWM we need to create a public/private infrastructure that leverages the best of both worlds. At the Foundation, we have an opportunity to: [read slide] This is a bold vision. It is different from what we have done in the past. It will not be easy, but it is possible. And it is the only way the campus will realistically be able to reach its goals in the long term.
  • What is the grand vision for the Foundation’s future? How can it better support the University? In this day and age, UWM does not expect to build the critical infrastructure to become a world-class research university the way it was done in Madison. It cannot rely almost exclusively on the State to grow its academic and research enterprise. At UWM we need to create a public/private infrastructure that leverages the best of both worlds. At the Foundation, we have an opportunity to: [read slide] This is a bold vision. It is different from what we have done in the past. It will not be easy, but it is possible. And it is the only way the campus will realistically be able to reach its goals in the long term.
  • EECSport Steering committee overview of strategic doing

    1. 1. Strategic Doing: Shreveport EECS <ul><li>Shreveport, LA </li></ul><ul><li>October 8, 2009 </li></ul>
    2. 2. <ul><li>Why networks? </li></ul><ul><li>Strategic Doing in a Nutshell </li></ul><ul><li>What Strategic Doing Delivers </li></ul><ul><li>Creating the Hub for Strategic Doing </li></ul><ul><li>Practicing Strategic Doing </li></ul><ul><li>Applying Strategic Doing to Shreveport EECS </li></ul>Today’s Roadmap
    3. 3. We live in a networked world Internet map of city-to-city connections Source: chrisharrison.net
    4. 4. The iPhone production network Question: Who makes the iPhone? Answer: A network led by Apple
    5. 5. Question: How many companies made the Wizard of Oz? Answer: One (Metro-Goldwyn Mayer)
    6. 6. Question: How many companies made the Spider Man 3? Answer: Fifty-six (working in a network)
    7. 7. Question: How did regions function in a pre-networked world? Answer: Silos
    8. 8. Question: How do regions function in a networked world? Answer: Still Silos
    9. 9. We need new approaches to link and leverage assets within our communities and regions
    10. 10. <ul><li>Why networks? </li></ul><ul><li>Strategic Doing in a Nutshell </li></ul><ul><li>What Strategic Doing Delivers </li></ul><ul><li>Creating the Hub for Strategic Doing </li></ul><ul><li>Practicing Strategic Doing </li></ul><ul><li>Applying Strategic Doing to Shreveport EECS </li></ul>Today’s Roadmap
    11. 11. Strategic planning evolved to handle the complexities of managing large hierarchies...like the military and Fortune 500 companies A small group at the top did the thinking A larger group at the bottom did the doing
    12. 12. As organizations have become more networked, older strategic planning models do not work so well. The reason: There is no top or bottom to a network.
    13. 13. Dilbert emerged to make fun of strategy in a hierarchical world...
    14. 14. Organizations have been moving toward teams...where there is no separation of thinking from doing
    15. 15. Strategic Doing is a discipline to enable teams of people to do complex projects in these open networks
    16. 16. Most places: People and organizations work in isolation trying their best Strategic Planning: A few people try to sort it all out (but it often does not work) Strategic Doing: A continuous process of aligning, linking and leveraging
    17. 17. With Strategic Doing, leaders guide open conversations to translate ideas in to action... Key Insight: People move in the direction of their conversations
    18. 18. Strategic Doing is simple, but not easy. It takes practice to keep focused on four key questions... What could we do together? What should we do together? What will we do together? How will we learn together?
    19. 19. Strategic Doing begins when a core team of people agrees to take responsibility for the Strategic Doing process... The Core Group agrees to use a Strategic Doing process to produce and update a Strategic Action Plan EECS Steering Committee
    20. 20. The Core Team identifies focus areas of opportunities to produce dramatically better results.... Building Energy Efficiency Transportation / Land Use Green Business Incentives / Workforce EECS steering committee
    21. 21. Within each focus area, teams start with initiatives or projects Building Energy Efficiency Transportation / Land Use Green Business Incentives / Workforce EECS steering committee
    22. 22. 30 Days The process of shaping a strategy is continuous
    23. 23. The team starts with Strategic Action Plan Version 1.0, then 1.1, then 1.2 and so on... 1.1 1.2 1.0 1.3
    24. 24. Strategic Doing is not that much different than planning a family vacation
    25. 25. <ul><li>Why networks? </li></ul><ul><li>Strategic Doing in a Nutshell </li></ul><ul><li>What Strategic Doing Delivers </li></ul><ul><li>Creating the Hub for Strategic Doing </li></ul><ul><li>Practicing Strategic Doing </li></ul><ul><li>Applying Strategic Doing to Region 4 </li></ul>Today’s Roadmap
    26. 26. In hours, Strategic Doing generates all the components you need for a Strategic Action Plan to guide innovative collaborations. Strategic Doing is fast, flexible, and (surprisingly) fun.
    27. 27. Strategic Doing quickly generates “link and leverage” strategies Strategic Doing produces alignments, links and leverage A great example...The new Water Council in SE Wisconsin
    28. 28. © 2008, Brian D. Thompson, UWM Research Foundation 10/6/08 Funding Agencies Academic Institutions Private Sector Public Sector Water, Water, Water, … Opportunities Funds Fluid Transport/ Civil & Ind. Engr. Detection Materials Bioscience Pumps/ Valves/ Components Analysis/ Measuring/ Control Water User Consumer Products Treatment/ Processing/ Softening Utilities DOE EPA NSF USDA DoD NOAA/DOC Interior World Bank Foundations International Partners NIH Greater Milwaukee Foundation UWM Marquette UW-Madison WATER Inst. Chem & Biosci School of Freshwater Science CEAS Physics MSOE Fluid Power Rapid Proto Center M7/GMC MMSD City of Milwaukee DNR UNDP Federal Government Municipalities Water Council Pentair <ul><li>Filtering & purification </li></ul>GE Badger Meter <ul><li>Water meters </li></ul><ul><li>Meter reading systems </li></ul>Procorp <ul><li>Water reuse & softening </li></ul><ul><li>Phosphate & radium removal </li></ul>AO Smith <ul><li>Water heaters </li></ul>Kohler <ul><li>Faucets </li></ul><ul><li>Materials, coatings, plating </li></ul><ul><li>Casting technology </li></ul>Miller Coors <ul><li>Intake quality, output quality </li></ul><ul><li>Energy consumption </li></ul>AquaSensors Thermo Fisher Scientific Fall River Great Lakes Water <ul><li>Water treatment equipment </li></ul>Advanced Chemical Systems <ul><li>Ind. wastewater treatment </li></ul>CH2MHILL <ul><li>Engineering services </li></ul>ITT Sanitarie <ul><li>Wastewater treatment design </li></ul>Flygt <ul><li>pumps </li></ul>Siemens Joy Bucyrus Veolia <ul><li>Water utilities </li></ul><ul><li>Environmental </li></ul><ul><li>Algae control (& exploitation) </li></ul><ul><li>Removal of PCBs from lakes & rivers </li></ul><ul><li>Storm water containment, </li></ul><ul><li>Road salt </li></ul><ul><li>Ship’s ballast – policy/enforcement </li></ul><ul><li>Aquaculture </li></ul><ul><li>Lake Michigan contamination </li></ul><ul><li>Policy issues – metering/incentives </li></ul><ul><li>Energy/Efficiency </li></ul><ul><li>Ethanol production efficiency </li></ul><ul><li>Tar sands water treatment </li></ul><ul><li>Elimination of boiler scaling </li></ul><ul><li>Increasing brewing efficiency </li></ul><ul><li>Increased efficiency of water heating </li></ul><ul><li>Speeding treatment for large volumes </li></ul><ul><li>Increasing treatment efficiency </li></ul>Processing/Treatment <ul><li>Municipal wastewater treatment </li></ul><ul><li>Storm water treatment </li></ul><ul><li>Reduced use of chemicals </li></ul><ul><li>Industrial wastewater treatment </li></ul><ul><li>Farm manure, food processing waste, metals </li></ul><ul><li>Utilizing sewer sludge </li></ul><ul><li>Residential Water Treatment </li></ul><ul><li>Residential water treatment, home filtration </li></ul><ul><li>Residential Water softening without salt </li></ul><ul><li>Reverse Osmosis </li></ul><ul><li>Softening </li></ul><ul><li>Ships ballast - treatment </li></ul><ul><li>Treatment targets </li></ul><ul><li>PCBs in sewer pieps </li></ul><ul><li>Desalinzation </li></ul><ul><li>Radium in ground water </li></ul><ul><li>Pharmaceuticals </li></ul><ul><li>Phosphate </li></ul><ul><li>Monitoring/Detection </li></ul><ul><li>Water security </li></ul><ul><li>Real time monitoring </li></ul><ul><li>User detection systems </li></ul><ul><li>Real time sensing for life forms </li></ul><ul><li>Pharmaceuticals </li></ul>
    29. 29. © 2008, Brian D. Thompson, UWM Research Foundation 10/6/08 Funding Agencies Academic Institutions Private Sector Public Sector Water, Water, Water, … Opportunities Funds Fluid Transport/ Civil & Ind. Engr. Detection Materials Bioscience Pumps/ Valves/ Components Analysis/ Measuring/ Control Water User Consumer Products Treatment/ Processing/ Softening Utilities DOE EPA NSF USDA DoD NOAA/DOC Interior World Bank Foundations International Partners NIH Greater Milwaukee Foundation UWM Marquette UW-Madison WATER Inst. Chem & Biosci School of Freshwater Science CEAS Physics MSOE Fluid Power Rapid Proto Center M7/GMC MMSD City of Milwaukee DNR UNDP Federal Government Municipalities Water Council Pentair <ul><li>Filtering & purification </li></ul>GE Badger Meter <ul><li>Water meters </li></ul><ul><li>Meter reading systems </li></ul>Procorp <ul><li>Water reuse & softening </li></ul><ul><li>Phosphate & radium removal </li></ul>AO Smith <ul><li>Water heaters </li></ul>Kohler <ul><li>Faucets </li></ul><ul><li>Materials, coatings, plating </li></ul><ul><li>Casting technology </li></ul>Miller Coors <ul><li>Intake quality, output quality </li></ul><ul><li>Energy consumption </li></ul>AquaSensors Thermo Fisher Scientific Fall River Great Lakes Water <ul><li>Water treatment equipment </li></ul>Advanced Chemical Systems <ul><li>Ind. wastewater treatment </li></ul>CH2MHILL <ul><li>Engineering services </li></ul>ITT Sanitarie <ul><li>Wastewater treatment design </li></ul>Flygt <ul><li>pumps </li></ul>Siemens Joy Bucyrus Veolia <ul><li>Water utilities </li></ul><ul><li>Environmental </li></ul><ul><li>Algae control (& exploitation) </li></ul><ul><li>Removal of PCBs from lakes & rivers </li></ul><ul><li>Storm water containment, </li></ul><ul><li>Road salt </li></ul><ul><li>Ship’s ballast – policy/enforcement </li></ul><ul><li>Aquaculture </li></ul><ul><li>Lake Michigan contamination </li></ul><ul><li>Policy issues – metering/incentives </li></ul><ul><li>Energy/Efficiency </li></ul><ul><li>Ethanol production efficiency </li></ul><ul><li>Tar sands water treatment </li></ul><ul><li>Elimination of boiler scaling </li></ul><ul><li>Increasing brewing efficiency </li></ul><ul><li>Increased efficiency of water heating </li></ul><ul><li>Speeding treatment for large volumes </li></ul><ul><li>Increasing treatment efficiency </li></ul>Processing/Treatment <ul><li>Municipal wastewater treatment </li></ul><ul><li>Storm water treatment </li></ul><ul><li>Reduced use of chemicals </li></ul><ul><li>Industrial wastewater treatment </li></ul><ul><li>Farm manure, food processing waste, metals </li></ul><ul><li>Utilizing sewer sludge </li></ul><ul><li>Residential Water Treatment </li></ul><ul><li>Residential water treatment, home filtration </li></ul><ul><li>Residential Water softening without salt </li></ul><ul><li>Reverse Osmosis </li></ul><ul><li>Softening </li></ul><ul><li>Ships ballast - treatment </li></ul><ul><li>Treatment targets </li></ul><ul><li>PCBs in sewer pieps </li></ul><ul><li>Desalinzation </li></ul><ul><li>Radium in ground water </li></ul><ul><li>Pharmaceuticals </li></ul><ul><li>Phosphate </li></ul><ul><li>Monitoring/Detection </li></ul><ul><li>Water security </li></ul><ul><li>Real time monitoring </li></ul><ul><li>User detection systems </li></ul><ul><li>Real time sensing for life forms </li></ul><ul><li>Pharmaceuticals </li></ul><ul><li>Joe Aldstadt – analytical methods </li></ul><ul><li>Peter Geissinger – detection </li></ul><ul><li>Alan Schwabacher– pharmaceuticals in water </li></ul><ul><li>Carmen Aguilar – microbiology </li></ul><ul><li>David Petering –metal metabolism </li></ul><ul><li>Val Klump </li></ul><ul><li>Rohatgi, Pradeep – adv. castings, lightweight, lead-free </li></ul><ul><li>Aita, Carolyn – advanced coatings </li></ul><ul><li>Gong, Sarah – polymer materials </li></ul><ul><li>Chen, Junhong – nano materials, sensors </li></ul><ul><li>Li, Jin – pollutant transport modeling </li></ul><ul><li>Bravo, Hector – hydraulic modeling </li></ul><ul><li>Christensen, Erik – pollutants in water </li></ul><ul><li>Amano, Ryoichi - CFD </li></ul><ul><li>Pillia, Krisna – porous media modeling </li></ul><ul><li>Kevin Renken- mass transfer </li></ul><ul><li>Sobolvev – biproducts utilization </li></ul><ul><li>Doug Cherkauer – groundwater hydrology </li></ul><ul><li>Jim Waples – water aging </li></ul><ul><li>Tom Consi – aquatic robots </li></ul><ul><li>Tom Grundle - harbors </li></ul><ul><li>Tim Ehlinger – aquatic systems </li></ul><ul><li>Burlage – PCR environmental test </li></ul><ul><li>Shangping Xu – safe drinking water </li></ul><ul><li>Partnerships </li></ul><ul><li>Sponsored Research Proj. </li></ul><ul><li>Shared equipment </li></ul><ul><li>Graduates </li></ul><ul><li>Workforce training </li></ul><ul><li>Subcontractor/supplier </li></ul><ul><li>Extramural grant support </li></ul><ul><li>Philanthropic support </li></ul><ul><li>Cluster Effects </li></ul><ul><li>Shared resources/equipment </li></ul><ul><li>Collaborative grants </li></ul><ul><li>Improved competitiveness </li></ul><ul><li>Translational science </li></ul>
    30. 30. Tax Credits attract movie industry to Louisiana, N. La. Discovered after Katrina NW La. Film Alliance Forms to support growing local film industry Film Industry Mansfield Studios Education BPCC Provides some support, tries 1-stop-shop for training workforce Education CERT Chambers Cities Workforce Committee M. Studios / Lampton Describes needs CERT Collaborations Innovation Shaping Opportunity Series of meetings that framed the needs & opportunities (more than BPCC can provide) <ul><li>CERT </li></ul><ul><li>Meetings to shape roles: </li></ul><ul><li>City </li></ul><ul><li>Film Alliance </li></ul><ul><li>Mansfield Studios </li></ul><ul><li>FAME / Hayride </li></ul><ul><li>Robinson Center </li></ul><ul><li>Stageworks </li></ul><ul><li>Chambers </li></ul><ul><li>Economic </li></ul><ul><li>Development </li></ul><ul><li>Others… </li></ul>CERT Collaboration Meeting: BPCC & LTC Opportunities / Roles Outcome BPCC & LTC Agree to work together Outcome BPCC Focus : Film Production: Modifies existing programs Outcome LTC Focus : Set Construction: Expands existing programs To include “GRIP” training Outcome Collaboration Result: Better understanding of workforce needs Outcome Collaboration Result: Better understanding of Higher Education Role Outcome Collaboration Result: Willing Partners Shaping Team as ESO’s (Entrepreneur Support Org.) Outcome LTC: Begins to further explore what they could do? Outcome LSUS proposal: New curriculum in performing arts Outcome Centenary proposal: Summer theatrical internships Outcome SUSLa proposal: Music Production Training Outcome NSU : Explores Opportunities CERT Collaborations Innovation Industry Mansfield Studios Industry Millenium Studios Outcome Industry Visit to NSU <ul><li>Outcome </li></ul><ul><li>NSU : </li></ul><ul><li>4 year program in </li></ul><ul><li>Entertainment Technology </li></ul><ul><li>– starts Fall ’09 </li></ul><ul><li>Cross Discipline Training: </li></ul><ul><li>Industrial technology </li></ul><ul><li>Liberal Arts </li></ul><ul><li>(Film editing need fulfilled) </li></ul>Outcome LTC: Starts Classes for hair, makeup & wardrobe using existing $$$ Outcome LTC: “ Pathways to Construction” $$$ used to start “ GRIP” training program Obstacle to Good Ideas: These proposals Need additional $$$ Funding CERT Persistence WIBS – no $, but interested <ul><li>CERT </li></ul><ul><li>Persistence </li></ul><ul><li>La. Dept. of Labor proposals– </li></ul><ul><li>workforce training for WIBS </li></ul><ul><li>Incumbent work $ proposal – </li></ul><ul><li>rules not written </li></ul><ul><li>Institutions view proposal as </li></ul><ul><li>competing – idea dropped </li></ul>CERT Persistence Department of Economic Development Workforce $ proposal– film industry doesn’t qualify, but LEDC interested <ul><li>CERT </li></ul><ul><li>Persistence </li></ul><ul><li>CDBG funds proposal– </li></ul><ul><li>SUSLA / CERT President </li></ul><ul><li>request to city </li></ul><ul><li>CERT to use funds for training </li></ul><ul><li>Trust </li></ul><ul><li>Outcome </li></ul><ul><li>CERT awarded: </li></ul><ul><li>$40,000 </li></ul><ul><li>for youth </li></ul><ul><li>film training </li></ul><ul><li>$60,000 </li></ul><ul><li>discretionary </li></ul><ul><li>Outcome </li></ul><ul><li>Internships: </li></ul><ul><li>Film Accounting </li></ul><ul><li>Prod. Asst. Boot Camp </li></ul><ul><li>Outcome </li></ul><ul><li>CERT / LPC project: </li></ul><ul><li>Promotional Film </li></ul><ul><li>for Recruiting </li></ul>Outcome LEDC reallocated $2 million for film workforce <ul><li>Outcome </li></ul><ul><li>Proposals for funding: </li></ul><ul><li>LPC $$ for MLM movie staff </li></ul><ul><li>SUSLa / CERT for </li></ul><ul><li>film & music editing </li></ul><ul><li>Centenary for art direction </li></ul><ul><li>LSUS for performing arts </li></ul><ul><li>Trust </li></ul><ul><li>Outcome </li></ul><ul><li>LED awards </li></ul><ul><li>CERT $$$: </li></ul><ul><li>$165,000 for </li></ul><ul><li>LPC & MLM </li></ul><ul><li>film project </li></ul>Convergence Outcome CERT / FAME Digital Media Initiative with MLM project 1 2 3 4 CERT – Network Building and Outcomes Map for Film Industry Initiative – 4.6.09
    31. 31. CERT – Network Building and Outcomes Map for Digital / New Media Industry Initiative – 4.20.09 Community Foundation $25,000 grant for plan <ul><li>Outcome </li></ul><ul><li>Funding for some staff </li></ul><ul><li>at the LSUS </li></ul><ul><li>Visualization Institute </li></ul><ul><li>CERT </li></ul><ul><li>Persistence </li></ul><ul><li>Request additional </li></ul><ul><li>CRT $, denied, funding </li></ul><ul><li>model didn’t fit </li></ul><ul><li>Knowledge </li></ul><ul><li>Network </li></ul><ul><li>Outcome </li></ul><ul><li>CERT connects to “I-Open” </li></ul><ul><li>(Open Economic Networks) </li></ul><ul><li>& Purdue for CCDM </li></ul><ul><li>innovation model </li></ul><ul><li>CERT / CCDM </li></ul><ul><li>present project </li></ul><ul><li>at LOWE Foundation </li></ul>Historic Music Village Plan Redevelopment Plan – Center for Creative Digital Media (CCDM) as catalyst project for music industry & SAMM <ul><li>FAME </li></ul><ul><li>Foundation for </li></ul><ul><li>Arts Music & Entertainment </li></ul><ul><li>Idea - build music future on </li></ul><ul><li>creative heritage </li></ul><ul><li>State of Louisiana </li></ul><ul><li>Governor </li></ul><ul><li>Legislators </li></ul><ul><li>L.E.D. </li></ul><ul><li>C.R.T </li></ul><ul><li>Music Commission. </li></ul><ul><li>$250,000 for </li></ul><ul><li>plan & conferences </li></ul>Kilpatrick Life $25,000 grant for plan <ul><li>United States </li></ul><ul><li>Museums & Libraries </li></ul><ul><li>Agency (ILMS) </li></ul><ul><li>$250,000 grant </li></ul><ul><li>for </li></ul><ul><li>plan & conferences </li></ul><ul><li>National </li></ul><ul><li>Music Industry </li></ul><ul><li>Attorney Joel Katz </li></ul><ul><li>National Artists </li></ul><ul><li>National Songwriters </li></ul><ul><li>National Companies </li></ul><ul><li>Local </li></ul><ul><li>Music Industry </li></ul><ul><li>Artists </li></ul><ul><li>La. Hayride Companies </li></ul><ul><li>Producers & Managers </li></ul><ul><li>Local </li></ul><ul><li>Community </li></ul><ul><li>Civic Groups </li></ul><ul><li>Neighborhood Orgs. </li></ul><ul><li>Neighborhood Churches </li></ul><ul><li>Chambers </li></ul><ul><li>Local Design & </li></ul><ul><li>Ec.Dev. companies </li></ul><ul><li>CERT </li></ul><ul><li>Explore Higher </li></ul><ul><li>Ed. Opportunities </li></ul><ul><li>CERT </li></ul><ul><li>Engages </li></ul><ul><li>FAME proposes CERT </li></ul><ul><li>role in 5 plan initiatives </li></ul><ul><li>CERT Board </li></ul><ul><li>officially accepts all 5 </li></ul><ul><li>Board approved </li></ul><ul><li>CCDM as 1 st priority </li></ul><ul><li>Board also accepts </li></ul><ul><li>bio-informatics </li></ul><ul><li>proposal </li></ul><ul><li>CERT </li></ul><ul><li>Convenes core </li></ul><ul><li>working group assets : </li></ul><ul><li>LSUS – bioinformatics & </li></ul><ul><li>Visualization Institute </li></ul><ul><li>Centenary – </li></ul><ul><li>digital media & arts </li></ul><ul><li>La. Tech – Arts, </li></ul><ul><li>engineering & research </li></ul><ul><li>Grambling - Music </li></ul><ul><li>NLU – digital media </li></ul><ul><li>SUSLa – Music </li></ul><ul><li>production & arts </li></ul><ul><li>BPCC – Animation </li></ul><ul><li>& film production </li></ul><ul><li>LSUHSC – </li></ul><ul><li>digital medical </li></ul><ul><li>FAME – </li></ul><ul><li>Music Industry link & </li></ul><ul><li>Hayride </li></ul><ul><li>Support Network </li></ul><ul><li>Outcome </li></ul><ul><li>CRT/ LED </li></ul><ul><li>Funding </li></ul><ul><li>$100,000 grant </li></ul><ul><li>to advance plan </li></ul><ul><li>Outcome </li></ul><ul><li>FAME contracts </li></ul><ul><li>with CERT as </li></ul><ul><li>grant administrator </li></ul><ul><li>($50,000) </li></ul><ul><li>Outcome </li></ul><ul><li>Feasibility </li></ul><ul><li>Don Hunter study </li></ul><ul><li>($50,000) </li></ul><ul><li>Operational </li></ul><ul><li>Outcome </li></ul><ul><li>FAME validation </li></ul><ul><li>CERT provides structure </li></ul><ul><li>& procedure to advance </li></ul><ul><li>FAME CCDM plan </li></ul>Action Outcome CERT explores funding & research for CCDM <ul><li>Collaboration </li></ul><ul><li>Outcome </li></ul><ul><li>Assisted in developing & supporting </li></ul><ul><li>Successful Capital Outlay Request </li></ul><ul><li>($15 million) </li></ul><ul><li>Knowledge </li></ul><ul><li>Network Outcome </li></ul><ul><li>CERT connects </li></ul><ul><li>New Media Consortium (NMC) </li></ul><ul><li>CERT / CCDM </li></ul><ul><li>invited to join NMC </li></ul><ul><li>Knowledge </li></ul><ul><li>Network </li></ul><ul><li>Outcome </li></ul><ul><li>CERT / FAME present at </li></ul><ul><li>NMC conference in </li></ul><ul><li>Cleveland </li></ul><ul><li>Trust </li></ul><ul><li>Outcome </li></ul><ul><li>DSDC funding for </li></ul><ul><li>CERT to attend </li></ul><ul><li>NMC Conference </li></ul><ul><li>($5,000) </li></ul><ul><li>CERT </li></ul><ul><li>Persistence </li></ul><ul><li>CERT receives </li></ul><ul><li>LED Tier 2 </li></ul><ul><li>Marketing Grant </li></ul><ul><li>($75,000) </li></ul><ul><li>Knowledge </li></ul><ul><li>Outcome </li></ul><ul><li>CERT developed target list of </li></ul><ul><li>National Digital Media </li></ul><ul><li>CEO’s </li></ul><ul><li>Branding </li></ul><ul><li>Outcome </li></ul><ul><li>CERT marketing </li></ul><ul><li>Branding NW La. </li></ul><ul><li>“ Digital Media Hotspot”- </li></ul><ul><li>Leveraging </li></ul><ul><li>CCDM, Cyber & </li></ul><ul><li>film activities </li></ul><ul><li>Action </li></ul><ul><li>Outcome </li></ul><ul><li>CERT Digital Media </li></ul><ul><li>Familiarization Tour </li></ul><ul><li>8 top CEO’s of </li></ul><ul><li>New Media Companies attended </li></ul><ul><li>CERT networks, LED, Cyber </li></ul><ul><li>combined events </li></ul><ul><li>Showcased resources over 2 days </li></ul><ul><li>including cyber symposium </li></ul>Strategic Outcome CERT core group decision - CCDM to have broad focus on new media <ul><li>Knowledge </li></ul><ul><li>Network </li></ul><ul><li>Outcome </li></ul><ul><li>NMC conference at IUPUI </li></ul><ul><li>19 attended from </li></ul><ul><li>working group & </li></ul><ul><li>industry partners </li></ul><ul><li>Action </li></ul><ul><li>Outcome </li></ul><ul><li>Working group meetings </li></ul><ul><li>Agree to initiate projects </li></ul><ul><li>(e.g., regional </li></ul><ul><li>digital storytelling / GIS / web) </li></ul><ul><li>Engage industry in partner initiatives </li></ul><ul><li>National partners through NMC </li></ul><ul><li>Network </li></ul><ul><li>Outcome </li></ul><ul><li>CERT connects LED </li></ul><ul><li>To Bill Joyce & </li></ul><ul><li>Animation </li></ul><ul><li>Trust </li></ul><ul><li>Outcomes </li></ul><ul><li>CERT contract to budget project </li></ul><ul><li>Led awards CERT $165,000 </li></ul><ul><li>to partner with </li></ul><ul><li>LPC, Bill Joyce & LSUS </li></ul><ul><li>for a La. Production - MLM </li></ul><ul><li>Strategic </li></ul><ul><li>Outcome </li></ul><ul><li>LED marketing features </li></ul><ul><li>Bill Joyce & </li></ul><ul><li>Morris Les More (MLM) </li></ul><ul><li>to grow industry </li></ul><ul><li>Action </li></ul><ul><li>Outcome </li></ul><ul><li>CERT, LED & Trellios </li></ul><ul><li>Follow up with CEO’s </li></ul><ul><li>Outcomes </li></ul><ul><li>CEO’s begin work with </li></ul><ul><li>locals Synapse, </li></ul><ul><li>Air Force & film industry </li></ul><ul><li>Possible location of </li></ul><ul><li>new digital media </li></ul><ul><li>companies to </li></ul><ul><li>N.W. La. </li></ul><ul><li>Obstacle </li></ul><ul><li>Shreveport does not </li></ul><ul><li>accept project </li></ul><ul><li>Working Group progress </li></ul><ul><li>stalls as result </li></ul><ul><li>Bossier Engages </li></ul><ul><li>Bossier accepts CCDM project </li></ul><ul><li>& Hayride Village concept </li></ul><ul><li>Obstacle </li></ul><ul><li>CERT funding </li></ul><ul><li>CERT </li></ul><ul><li>Persistence </li></ul><ul><li>AEP grant proposal for </li></ul><ul><li>$150,000 over 3 years </li></ul><ul><li>to advance </li></ul><ul><li>digital media center & </li></ul><ul><li>working model </li></ul>
    32. 32. Center for Community Renewal Shreveport, Louisiana Growing Partners – An “ Open Network ” for building development The CCR is a platform for new and emerging technologies of sustainability and the goal for the CCR is a building that is ever renewing. <ul><li>Initial contacts - Local & Regional Sales Reps for National Companies </li></ul><ul><li>Share CRI & CCR vision (MER) – Begin exploring relationship possibilities and </li></ul><ul><li>the process for more deeply exploring company involvement </li></ul><ul><li>Invite to CRI Green </li></ul><ul><li>Explore Company view of the future & how CRI / CCR can serve (MEH) – </li></ul><ul><ul><li>Conference Call </li></ul></ul><ul><ul><li>Plant trip </li></ul></ul><ul><ul><li>Are they a good fit for CRI? Do they believe? </li></ul></ul><ul><li>Begin the process of Strategic Doing to explore: </li></ul><ul><ul><li>What could we do together? </li></ul></ul><ul><ul><li>What should we do together? </li></ul></ul><ul><ul><li>What will we do together? </li></ul></ul><ul><ul><li>What did we learn together? </li></ul></ul><ul><li>Follow up on specific initiatives and focus areas </li></ul>Emerging Process Method <ul><li>Share the Vision </li></ul><ul><li>Association </li></ul><ul><li>Mutual Selection </li></ul><ul><li>Demonstration </li></ul><ul><li>Delegation </li></ul><ul><li>Replication </li></ul>
    33. 33. Core Team Expertise Networks Strategic Doing Opportunities Outcomes
    34. 34. National Center for Community Renewal Shreveport, Louisiana 2006
    35. 35. National Center for Community Renewal Shreveport, Louisiana 2006
    36. 36. Center for Community Renewal Shreveport, Louisiana
    37. 37. Center for Community Renewal Shreveport, Louisiana
    38. 38. Center for Community Renewal Shreveport, Louisiana
    39. 39. Center for Community Renewal Shreveport, Louisiana
    40. 40. Gorilla innovation Swarm innovation Strategic Doing produces a swarm of innovations
    41. 41. <ul><li>Why networks? </li></ul><ul><li>Strategic Doing in a Nutshell </li></ul><ul><li>What Strategic Doing Delivers </li></ul><ul><li>Creating the Hub for Strategic Doing </li></ul><ul><li>Practicing Strategic Doing </li></ul><ul><li>Applying Strategic Doing to Shreveport EECS </li></ul>Today’s Roadmap
    42. 42. <ul><li>The key principles of Strategic Doing include: </li></ul><ul><li>Genuine curiosity, appreciative inquiry </li></ul><ul><li>Transparency </li></ul><ul><li>Joint accountability </li></ul><ul><li>Transformative thinking </li></ul>
    43. 43. <ul><li>The behaviors of Strategic Doing include: </li></ul><ul><li>Commitment to engage </li></ul><ul><li>Participation to contribute </li></ul><ul><li>Listening and learning </li></ul><ul><li>Collaboration and mutual respect </li></ul>
    44. 44. <ul><li>Strategic Doing needs: </li></ul><ul><li>A “safe, creative space” for creativity to take place </li></ul><ul><li>Simple rules of civility to promote “deep conversations” </li></ul>
    45. 45. To be innovative, we need “safe, creative” places <ul><li>Camp Fires </li></ul><ul><li>Watering Holes </li></ul><ul><li>The Kitchen Table </li></ul>Civic forums create safe places to stretch our minds...
    46. 46. Here’s an example of how a regional hospital has created a “safe” space for innovation to take place... The Innovation Cafe at Memorial Hospital in South Bend serves no food, but offers a place “where staffers and outsiders can learn to craft new ideas.&quot;
    47. 47. <ul><li>What is civility and why should we care? </li></ul><ul><li>Civility represents &quot;the sacrifices that we make for the sake of living together.&quot; </li></ul><ul><li>Without civility, we cannot do the complex thinking and experimentation that workforce development requires... </li></ul>The Thrive region of 8 counties around Madison, Wisconsin has adopted Principles of Collaboration
    48. 48. <ul><li>Collaborative regions require new habits of thinking and acting together. </li></ul><ul><li>Collaboration and (ultimately) competitiveness requires new habits of civic behavior so that we can get complex projects done. </li></ul><ul><li>Going alone is not an option. No one can learn fast enough. </li></ul><ul><li>Trusted relationships help us survive and thrive. They create the resiliency we need to find the opportunities and handle the shocks ahead. </li></ul><ul><li>Trust emerges when we behave in ways that build trust and mutual respect: The Golden Rule. </li></ul>
    49. 49. <ul><li>Here is an example of a regional statement of what civility means: </li></ul><ul><ul><li>Tell truth and build trust and mutual respect </li></ul></ul><ul><ul><li>Do not steal, poach, or plagiarize </li></ul></ul><ul><ul><li>Commit to learning and sharing information </li></ul></ul><ul><ul><li>Focus on new ideas, our assets and our opportunities </li></ul></ul><ul><ul><li>Listen, link and leverage </li></ul></ul><ul><ul><li>Collaborate and cross boundaries </li></ul></ul><ul><ul><li>Disclose conflicts of interest </li></ul></ul><ul><ul><li>Resolve controversies quickly </li></ul></ul><ul><ul><li>Concentrate on outcomes, not activities </li></ul></ul><ul><ul><li>Teach our next generation </li></ul></ul>
    50. 50. <ul><li>Why networks? </li></ul><ul><li>Strategic Doing in a Nutshell </li></ul><ul><li>What Strategic Doing Delivers </li></ul><ul><li>Creating the Hub for Strategic Doing </li></ul><ul><li>Practicing Strategic Doing </li></ul><ul><li>Applying Strategic Doing to Shreveport EECS </li></ul>Today’s Roadmap
    51. 51. Strategic Doing is simple, but not easy. It takes practice. We start with our assets.... What could we do together? What should we do together? What will we do together? How will we learn together?
    52. 52. What could we do together? (Critical steps to defining opportunities by linking and leveraging assets) 1. Explore the assets at the table 2. Watch for patterns and possible connections 3. Find opportunities by connecting assets (What if?)
    53. 53. Here’s an example of a worksheet to connect assets to opportunities from a Strategic Doing Pack What are the assets you can contribute or share? What are the opportunities we see when we connect these assets? Who are the partners that could be engaged in this opportunity? Example: Network of professionals committed to youth initiatives Example Opportunity 1: We could conduct monthly webinars to inform us of the innovations taking place in the region. WIB, 3 key service providers, the community college Opportunity 2: We could create weekly forums to keep people informed and build our networks... WIB, library system, community college
    54. 54. As we connect assets, we notice something strange starts to happen... The “network effect” takes hold...
    55. 55. We next need to make strategic decisions and focus What could we do together? What should we do together? What will we do together? How will we learn together?
    56. 56. What should we do together? (Critical steps to creating a focus) 1. Pick an opportunity 2. Define an outcome with 3 characteristics 3. Describe one initiative using 3 SMART Goals Where do you want to be in 3 years? SMART = Simple + Measurable +Achievable + Relevant + Time Sensitive What will people be doing? And how will they be doing it? Pick something transformative..not just something you are already doing...Pick something that you can do together that you cannot just do alone An initiative is a project
    57. 58. Here’s a worksheet for defining characteristics of an outcome...As we define outcomes clearly, sensible metrics emerge What does success look like? Define 3 characteristics of your Outcome Define a way to measure this characteristic Example: Creating a nationally recognized workforce summit that regularly pushes innovative initiatives to address the challenges of at-risk youth. Characteristic 1: Active on-line community of innovators Metric 1: Number of people engaged in our on-line network Characteristic 2: Strategy teams that engage at-risk youth as members Metric 2: Number of at-risk youth participating in our strategy sessions Characteristic 3: Example: Regular webcasts Metric 3: Number of webcasts; total number of webcast participants
    58. 59. Here’s a worksheet for SMART Goals to define an initiative Describe your initiative: Define 3 SMART Goals For this project by this date.... We will do this.... What are you going to do to achieve your outcome? Example: September 2009 We convene a core team of professionals in the region engaged with at-risk youth to complete budget and agenda for summit December 2009 Complete funding March 2010 Launch summit
    59. 60. Next, we need to make transparent commitments What could we do together? What should we do together? What will we do together? How will we learn together?
    60. 61. What will we do together? (Critical steps to making transparent commitments) 1. Write an Action Plan of who does what by when 2. Make personal commitments and share them with others
    61. 62. Here’s a worksheet for an Action Plan Action Steps: To move our project forward over the next 30 days, we will take these action steps: Responsible: By When: Date: Questions? Contact:
    62. 63. Finally, we need a clear process for learning together “what works”... What could we do together? What should we do together? What will we do together? How will we learn together?
    63. 64. How will we learn together? (Critical steps to learning together) 1. Capture your Strategic Doing Pack on the web 2. Plan the next face-to-face meeting for revisions 1.1 1.2 1.0 1.3
    64. 65. Here’s a worksheet for the Learning Process Key elements of our Learning Process: Answers: Who will compile notes from the Strategic Doing session? Who will post these notes to the web? Where, how and by when? What is the plan for the group to come back together to revise the Strategic Action Plan and continue the learning process? What other steps can we take to keep connected and expand our network?
    65. 66. Strategic Doing is like paddling a kayak in the ocean The task requires quick strategic assessments and continuous “doing”
    66. 67. <ul><li>Why networks? </li></ul><ul><li>Strategic Doing in a Nutshell </li></ul><ul><li>What Strategic Doing Delivers </li></ul><ul><li>Creating the Hub for Strategic Doing </li></ul><ul><li>Practicing Strategic Doing </li></ul><ul><li>Applying Strategic Doing to North Louisiana </li></ul>Today’s Roadmap
    67. 68. We can start by learning how we applied Strategic Doing to our work in North Central Indiana. We began with conventional reporting relationships. We created a core team of about 8 people from different organizations
    68. 69. We next created four strategic focus areas....these are areas of activity...”buckets”.
    69. 70. Within each of these four focus areas, we then added initiatives that we thought would be “transformative” -- replicable, scalable, and leveraged. We now have over 50 initiatives 1.0 1.1 1.2
    70. 71. Strategic Focus Areas for CERT’s Strategy Advance North Louisiana
    71. 72. Thank you! Questions? Ed Morrison [email_address]

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