Richmond, INIntroduction toStrategic DoingCONNECTING PEOPLE, EMPLOYERS AND TRAININGEd Morrison and Peggy HoseaRegional Eco...
2Skills and Workforcean overview
3The 30,000 foot viewWe have major imbalances that no single group can fix
4how do we meet the challenge?old ways of thinking, behaving and doing don t work4
5There s another wayThe Switch point: We can collaborate to compete
‣ strategy process for open, loosely joined networks‣ based on learning by doing‣ quickly formed collaborations‣ asset bas...
7Strategic Doingan overview
8Start thinking differentlyOur civic economy supports our market economy
9Civic economy = collaborationWe need four types of collaborative investment
10The Result: Connected networksWe develop link and leverage strategies
11Today s focus: BrainpowerHow do we tighten connections and alignments?
12Question:What would it look like if richmond had a steady flow of highlyskilled people moving into manufacturing?12
13Our theory of change
14Dominance of hierarchiesour grandfather s wealth engine
15emergence of networksour grandchildren s wealth engine
16networks change everythingfrom technology to business modelsWizard of Ozmade in 1939by ONEcompanySpider Man 3made by 56c...
17How do we move forward?we need New ways of thinking, behaving and doing
18Grandfather s strategyknow everything, then move
19grandchildren s strategylink, leverage and align
20a paradigm shiftfrom analysis paralysis to learning by doing
21networks are different
22positive returnsthe pie gets bigger
23networks require trusttrust takes face time
24networks generate soreheadsdon t be slowed by soreheads
25no tops, no bottoms to networksbalance participation with leadership direction
26leadership=guiding conversationpeople move in the direction of their conversation
27we need new civic spaceswhere will we do our complex thinking and learning?
28the basics of strategyanswering 2 questions
29the key to network strategybreaking 2 questions into 4
30strategy is never donequality process creates quality collaborations
31networks can be managedstrategic focus areas, initiatives and metrics
32set priorities with simple ruleslook for high payoff, low difficulty
33Strategic Doingtoday
34Question:What would it look like if richmond had a steady flow of highlyskilled people moving into manufacturing?34
35More informationedmorrison@purdue.edu
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Richmond Indiana: Strategic Doing Workshop for Regional Workforce May 2013

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Richmond Indiana: Strategic Doing Workshop for Regional Workforce May 2013

  1. 1. Richmond, INIntroduction toStrategic DoingCONNECTING PEOPLE, EMPLOYERS AND TRAININGEd Morrison and Peggy HoseaRegional Economic Development AdvisorPurdue Center for Regional DevelopmentMay 22, 2013
  2. 2. 2Skills and Workforcean overview
  3. 3. 3The 30,000 foot viewWe have major imbalances that no single group can fix
  4. 4. 4how do we meet the challenge?old ways of thinking, behaving and doing don t work4
  5. 5. 5There s another wayThe Switch point: We can collaborate to compete
  6. 6. ‣ 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 roadmapWhat is strategic doing?Key featuresRegions andcommunities across thecountry areexperiencing the powerof strategic doing"
  7. 7. 7Strategic Doingan overview
  8. 8. 8Start thinking differentlyOur civic economy supports our market economy
  9. 9. 9Civic economy = collaborationWe need four types of collaborative investment
  10. 10. 10The Result: Connected networksWe develop link and leverage strategies
  11. 11. 11Today s focus: BrainpowerHow do we tighten connections and alignments?
  12. 12. 12Question:What would it look like if richmond had a steady flow of highlyskilled people moving into manufacturing?12
  13. 13. 13Our theory of change
  14. 14. 14Dominance of hierarchiesour grandfather s wealth engine
  15. 15. 15emergence of networksour grandchildren s wealth engine
  16. 16. 16networks change everythingfrom technology to business modelsWizard of Ozmade in 1939by ONEcompanySpider Man 3made by 56companies in anetworkWho makesthe iPhone?A networkmade by Apple
  17. 17. 17How do we move forward?we need New ways of thinking, behaving and doing
  18. 18. 18Grandfather s strategyknow everything, then move
  19. 19. 19grandchildren s strategylink, leverage and align
  20. 20. 20a paradigm shiftfrom analysis paralysis to learning by doing
  21. 21. 21networks are different
  22. 22. 22positive returnsthe pie gets bigger
  23. 23. 23networks require trusttrust takes face time
  24. 24. 24networks generate soreheadsdon t be slowed by soreheads
  25. 25. 25no tops, no bottoms to networksbalance participation with leadership direction
  26. 26. 26leadership=guiding conversationpeople move in the direction of their conversation
  27. 27. 27we need new civic spaceswhere will we do our complex thinking and learning?
  28. 28. 28the basics of strategyanswering 2 questions
  29. 29. 29the key to network strategybreaking 2 questions into 4
  30. 30. 30strategy is never donequality process creates quality collaborations
  31. 31. 31networks can be managedstrategic focus areas, initiatives and metrics
  32. 32. 32set priorities with simple ruleslook for high payoff, low difficulty
  33. 33. 33Strategic Doingtoday
  34. 34. 34Question:What would it look like if richmond had a steady flow of highlyskilled people moving into manufacturing?34
  35. 35. 35More informationedmorrison@purdue.edu

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