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Strategic Doing Testimonials

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Once they experience Strategic Doing, people get excited. Some even write to us about how excited they are. Here are some examples.

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Strategic Doing Testimonials

  1. 1. Testimonials on Strategic Doing Strategic Doing is a masterful process that makes everybody happy. The reason it’s so good is that it’s not a long process that takes months and months. It’s a much more agile process. The strength of the process is to bring people from different parts of campus together and figure out their common assets. They determine a strategic outcome based on those assets. Then the group puts together a roadmap for getting there very quickly. Tomás Diáz de la Rubia Director Purdue Discovery Park I will never, ever have another meeting in which we do NOT use Strategic Doing. John Ochs Director Technical Entrepreneurship Programs Lehigh University I’ve worked with other large companies trying to do open innovation, but this process is unique. This is the most clear and concise open innovation process I’ve seen. Mark L. Scotland President and CEO 4.0 Analytics Strategic Doing is a pragmatic, agile and yet profound method to work with a team towards their goals and next/first steps. Filip Fiers The Academy of Executive Coaching London, UK In today's collaborative management culture Strategic Doing is a tool that allows team members to advance ideas to implementation quickly. The Strategic Doing process selects ideas to which each member contributes and the results are potentially as powerful as experienced with Lean Management . Janyce Fadden VP/General Manager (retired) Portescap/Danaher Motion Executive in Residence University of North Alabama Page of1 10
  2. 2. Strategic Doing allows a business to quickly identify an interested ecosystem of local businesses to solve a defined customer problem. Todd Tangert Combat Systems Architect Lockheed Corporation (retired) In this moment of crisis, we need to work together. Being exposed to Strategic Doing in the past, I can confirm that this training is very important and useful. It really shaped my views of strategy and networking. I’m very excited for the opportunity this can bring to our recovery efforts. Ubaldo Córdova Interim Vice President University of Puerto Rico-Mayaguez Strategic Doing gives us the power to change our lives, our neighborhoods and our communities. Bob Brown Associate Director Center for Community and Economic Development Michigan State University The Strategic Doing (SD) approach might be one of the most effective ways of implementing change on campus. It effectively replaces strategic planning, a traditional pathway. At UW-Milwaukee, we have been able to move forward ten projects related to innovation and entrepreneurship transformations of curricula and institutional culture using SD. It is outcome driven, but more importantly, it is adaptive. Our diverse team of faculty and administrators have pivoted many times because of the continuous feedback that we analyze and plug back in into the decision making process. Ilya V. Avdeev Associate Professor University of Wisconsin-Milwaukee from the Pathways program through Stanford/NSF/VentureWell Strategic Doing is the framework that our system needs. We knew that going into this. Today proved that to be true. The participants were enlightened and curious about the possibilities that Strategic Doing will provide to help them with what seem like “heavy lifting”. This work will lighten the load. I think that State leadership will want more. We’ll just have to figure out how we can support their efforts going forward. Stephan Duval Region 2 Philadelphia US Department of Labor Page of2 10
  3. 3. Strategic Doing is fantastic and you will love it. It can be adapted for almost everything. Honestly, the potential is unlimited. From launching an entrepreneurial atmosphere to starting a business, to community and/or regional planning. It could even be massaged to form the foundation for long term collaborative relationships with the government to secure project funding. And then after she had a chance to talk with her team: I have everyone so excited here about Strategic Doing. I think I will be swamped over the next few months so will call on you for help with framing questions. It was such a pleasure to part of the training…it is life changing. I will work hard to make it a part of the Saskatchewan fabric. I have used the strategic doing process twice, and I have one more session booked this month. I love and so do they; they can see the magic in the process. Cherylynn Walters Community Development Professional Working with Native Communities Saskatchewan, Canada Just a quick note of amazement. I was fortunate enough to have attended your Strategic Doing meeting (at Dr. Borah’s table) in Florence Al a few weeks ago. I’m a local artist and furniture maker, with a previous life in technology as an Apple VAR in the late 70’s thru ’90). I’ve avoided groups and meetings like the plague. Have found (I thought) that I can usually be of much more benefit following my path single handedly. I’ve never dreamed of a meeting that was so right on. Cutting right thru the mountain of the inherent problems with meetings with collaboration, laser focus, and “doing” - wow! Using the communities thinkers, creatives, visionaries to help find the what/where, then using the university and education leaders, local politicians and vibrant business minds to lead the doing. Ẅ Really amazing how simple the right game plan can be - once you find the recipe (that I believe you have). The entire community seems stirred up - talking about this group - wanting to know how they can get involved. Ẅ Almost beginning to feel like a cult following that is dying to know more - and get going and do. Thank you for your amazing work. I can’t wait to learn more and and begin the doing in our perfect direction. Robin Wade Florence, Alabama Thank you for yesterday! Your work is powerful - and so needed in organizations of all types today. Your process is simple and elegant - and most importantly effective. It build community and at the same time distributes leadership in a very powerful way. I wanted to shout "amen" over and over again yesterday many, many times! Kris Taylor Leadership Consultant Indianapolis, IN The CDF Committee met today for the first time since the forum. They were so pleased with how things went during the gathering and full of optimism about where things are headed. Thank you so much for the role you played in getting Fields Forward off the ground. We are keen to run a similar process around child, youth, and Page of3 10
  4. 4. family friendliness, and will be sure to keep in touch on both fronts.The queue of folks interested in SD training and pro-d in the region is certainly growing! Laura Hannant Kootenay Employment Services British Columbia The Strategic Doing approach had a significant impact for us in helping us move faster from having a general idea for a program to its successful implementation. It keeps the whole team focused on outcomes. Magda Lagoudas Executive Director Industry & Nonprofits Texas A&M University From Pathways/Venture Well The process is well thought-out. The process has a very deliberate, almost agile clock speed to it, in a 30-day cycle, so what it does is it forces the conversation around action, and it moves. It moves very, very fast, but I think unless it moved very fast, institutions could languish, like most institutions - where you try to get everybody involved, and nothing actually happens. The process provides a team construct where the team drives everything across campus, and I think that's been very powerful in our institution. We've gone through an interesting evolution, because these conversations have brought more and more faculty involved, they've brought more and more administrators, and now, as we had hoped, we now have a campus-wide conversation around innovation and entrepreneurship, and it's not a conversation about what needs to be done, it's a conversation quite literally of 'How can I get involved?' and that's very, very exciting... It's a well-thought out process and it's around action. We have monthly meetings, where everybody has to report what they've done and what they'll be doing in the near future, so it keeps you very engaged with your peer institutions and it keeps you very engaged on campus with actually getting things done. Mark Mondry Associate Professor Colorado School of Mines From Pathways/Venture Well Three of the proposals that emerged out of the Strategic Doing workshop were selected to move forward in the Indiana University Grand Challenges initiative! That is out of a total of just 5 selected by the committee from 22 submissions university wide. Strategic Doing clearly paid major dividends for us. Jeff White, Ph.D., Director Integrated Program in the Environment Indiana University Page of4 10
  5. 5. My home county in Kansas is Chautauqua County ẃ population approximately 3,000 and declining. The County Courthouse has aged and in particular, the County Jail needed improvements. The County Sheriff began discussions with the County Commissioners regarding the construction of a brand new jail and a consultant study was commissioned. The consultant study came back and indicated a new jail was financially feasible and the right course of action. Complexity ẃ none of the commissioners understood how to analyze a consultant study and apply due diligence and none of them realized that a consultant never says “no, don’t do that.” The proposal to bond and build a new county jail was put to a vote and the impression was given this was an economic development project that would pay for itself by virtue of housing additional prison populations from nearby counties. The citizen voted yes. Complexity ẃ no one did their homework regarding jail space in nearby communities, what it would cost to operate a new jail (ie utilities, etc) and the public didn’t know enough to ask informed questions. The jail was built ẃ the county went into debt over $1M ẃ and in less than a year the county had to ask the state for a œwarrant’ to pay its bills because operation of the jail was costing more than imagined and prisoner populations were not at the level to cover costs. Additionally ẃ the jail was built on the courthouse square right in the middle of a residential neighborhood and half a block from the K-12 school footprint. Complexity ẃ no one thought about safety or considered what the new jail would do to adjacent property values. In all of this ẃ there was no framework for an informed community discussion that started with the simple question of modernizing the County Jail. In short ẃ that is what Strategic Doing can do for rural communities. Provide a consistent and inclusive framework for public problem solving that brings expertise and perspective to the discussion - and process and resources to a potential solution. All the while ẃ tracking progress through assignment of tasks and follow-up. Patty Clark USDA Kansas Rural Development Why Strategic Doing is So Important! Once everyone understood the structure that Strategic Doing can provide for: 1) gathering interested parties quickly around an issue to see what available assets exist 2) helping this group to figure out what they could do 3) providing a structure to do this work (on a voluntary basis) after the conference they jumped on board. Shannon Reed Rural Development Dover, Delaware Now that we have had time to reflect a lot and hopefully not forget too much about our recent journey into Agile Strategy, I know we are not yet totally ready to take on the nationals, but I believe we are certainly primed for the regionals and for creating Page of5 10
  6. 6. effective collaborative strategies. It is what we can do.I just wanted to add that it was a wonderful experience to work with all of you in this process and I look forward to a very positive future in what we will do in shaping the future our Strategic Doing Academy, among many other endeavors. Many thanks to Nelida for her partnership, patience, hard work and sheer awesomeness. And to Ed and Scott as well. They are game-changers and I’m grateful to learn from their experience and success. Victor Klymenko - City of Paterson, NJ, Joanne Cimiluca - County of Bergen, NJ œOne of the big lessons we learned was the strategic doing: how to attack a problem in small pieces and in small steps. Once you start doing it, after a while you turn back and see you’ve come a long way without realizing you’ve taken on something mammoth. Joseph Barba Director Student Entrepreneurship Director NY STEM Institute Professor Grove School of Engineering Department of Electrical Engineering City College of New York I’ve been involved in strategic planning committees, and produced strategic plans that got filed on the shelf. If you use the tool, it focuses you on getting something done immediately or in the very near term - not just coming up with grandiose plans of things to do, none of which ever get started...I have recommended the process to the provost and upper echelon [leadership] as a way to do the overall planning for our new school of entrepreneurship. Mike Devine Entrepreneur in Residence and Professor FAMU-FSU College of Engineering Florida State University I came from that meeting with excitement for the impact we will have as we "do more together", because...we truly are more effective and better together, just as the exercise of the wooden dowel revealed to us (I loved that exercise…btw:) Audra Blaschko Social Services Supervisor The Salvation Army - WMNI Division Strategic Doing has been truly transformational for us - not only literally transforming our organization's structure to better articulate our mission and engage students, but also creating the most energized, productive, and dedicated executive team by far that I've seen in my four years with the organization. "I spent the past two years trying to organize us better as a group before finding Ed and Scott. What we've accomplished now through Strategic Doing is leaps and bounds above my wildest dreams - all within the course of one month. It just works. Andrew Zeller Page of6 10
  7. 7. Graduate Student Government Purdue University In 2013 a group of community stakeholders in east central Indiana heard about a new approach to working together to recognize opportunities and create a shared vision and system to develop skills to meet them. Manufacturers, elected officials, educators, agencies ẃ all were ready to lock arms and march in the same direction, recognizing that through using real resources they had immediate access to, they could move the needle in their communities. To formalize the effort, Purdue provided a Strategic Doing workshop with this key stakeholder group, and from that one day in 2013, an initiative was born that remains in motion today, ever evolving and industry driven, community supported. That initiative is Manufacturing Matters. Through the SD process, a clear, shared vision was realized and many barriers were broken down. The model has evolved from a one track training program to a more comprehensive interactive model that now has features that demonstrate the success of this shared collaboration. These features include continually engaged partners, public recognition and promotion of the model, additional training tracks, an Academy model, expansion of the model to the local schools and Adult Education programs, replication in other regions, and the evolution of work-based learning platforms to increase engagement. About a year and a half in we engaged a facilitator again to provide another SD session to further refine at that point the direction of the program. From that effort came new tools to enhance its impact, like the building of career pathways with partners and the expansion of recruitment to the emerging workforce. Those who have participated in the sessions consistently report how the process is so different, so immediate, so tangible ẃ compared to traditional Strategic Planning. Kim Thurlow Ivy Tech Richmond, IN Manufacturing Matters This is a very strong start to this exciting process. The Shop Local discussions were full of enthusiasm, and I was struck by the new participants who were at the table. John Thurber Trenton Business Week For me it was about behavior change. The reality of our innovation-driven world is that companies need to collaborate to compete. This as not a natural orientation for Lockheed or the companies in the NJ defense supply chain. Strategic Doing gave us a roadmap - a set of protocols to start forming the behaviors companies need to compete in the 21st Century. Michael van Ter Sluis Executive Director Innovation Services New Jersey Innovation Institute Page of7 10
  8. 8. Strategic Doing's core principle of linking and leveraging assets for greater impact is at the heart of the success of the Rockford Area Aerospace Network (RAAN). Aerospace leaders are working together to enhance the supply chain and market the region's advanced manufacturing capacity. The collaborative success of RAAN set the stage for a community-based, industry-integrated engineering degree program that is now addressing a looming engineering shortage. Strategic Doing has helped regional leaders understand that they need only to look to one another for solutions. Rena Cotsones, Ph.D. Associate Vice President, Outreach, Engagement and Regional Development Northern Illinois University I attended a session recently here in Canada. I was totally intrigued with the Principles of Strategic Doing and have applied the little bit I know to our organization. Its working!! Glenda Janes, CEO, St. John Ambulance Newfoundland and New Brunswick Council Boy, I gotta tell ya… The response to the SD301 training last NOV in Easton, MD has been outstanding! I can already point to several different examples of how the trainees have been putting the principles into practice. Our Delaware Sea Grant SD- trained staff (me, Jame and Chris) conducted a mini-SD exercise (just rules 3 & 4) at our advisory council meeting in early-DEC and according to one of our state senators who participated, it was the œbest meeting this group has put on in the past 18 years! Ed Lewandowski University of Delaware (Sea Grant) In this moment of crisis, we need to work together. Being exposed to Strategic Doing in the past, I can confirm that this training is very important and useful. It really shaped my views of strategy and networking. I’m very excited for the opportunity this can bring to our recovery efforts. Ubaldo Córdova Vice President University of Puerto Rico Strategic Doing is hands down the most effective framework I have crossed paths with when it comes to turning conversations into action. Needless to say, I am a fully converted believer. Titus Tomlinson Community Service Center University of Oregon A challenge with I-Corps is maintaining momentum after the conclusion of the program. I-Corps is very intense and participants learn a lot. Insights gained through I- Corps inform and direct future business strategy. There is also a lot of structure that goes away after I-Corps. We are interested in helping teams develop a sound path Page of8 10
  9. 9. forward following the structure of the I-Corps program. Strategic Doing offers a systematic approach to digest insights and create actionable strategy to maintain momentum following an I-Corps program. Dr. Kramer Winingham, Director of Aggie I-Corps Arrowhead Center at New Mexico State University, Director of Studio G, NMSU’s student business accelerator What makes this process different from anything that I have seen in the past is that with Strategic Doing, we allow our collection of assets to drive us to an outcome, as opposed to our outcome driving the need for assets, which we may or may not possess. Student Purdue Masters of Science in Engineering Technology I had a strange urge to drop everything, and follow! This is very clearly a game changing way to approach a critical business function. It was just so clear to me why people get held up with planning and the pain of strategy meetings (yuk). I can’t wait to hear and learn more. Bruce Goad Director of Foodservice Operations & Foodservice Labs Instructor School of Hospitality Tourism Management Purdue University Strategic Doing allows a business to quickly identify an interested ecosystem of local businesses to solve a defined customer problem. Todd Tangert Former Combat Systems Architect Lockheed Corporation The best methodology I have seen in 20 years. Paul Collits, PhD
 Former President Australia New Zealand Regional Science Association Videos Crista Shaw, FL https://vimeo.com/99481677 Jim Woodell, APLU https://youtu.be/DnWi2yOuiho Darek Hunt, UNC https://youtu.be/Khr0idZDzz0 Dion Jackson, USC Page of9 10
  10. 10. https://youtu.be/Lr7hj8lPdIk Carmel Ruffolo, Marquette University https://youtu.be/dhZCFL9YJHs Scott Hutcheson, Purdue https://youtu.be/P2lsTeBvt0g Titus Tomlinson https://vimeo.com/290149711 Bob Brown https://vimeo.com/290151029 University of North Alabama https://vimeo.com/130017067 Flint Core Team https://vimeo.com/128275392 Tom Banta https://vimeo.com/290182456 Page of10 10

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