Translating a Strategy into Action with Strategic Doing

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Strategic doing is a flexible framework that provides a powerful way to translate a strategy into action. Here's an example.

The AIM2WIN region across Minnesota, Wisconsin and Iowa used strategic doing to help civic leaders launch their strategy. We designed the strategic doing workshop to translate their strategy documents -- developed through a series of reports -- into a set of pragmatic strategic action plans.

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Translating a Strategy into Action with Strategic Doing

  1. 1. Translating a Strategy into Action with Strategic Doing AIM to WIN Region Winona, MN Ed Morrison: edmorrison@purdue.edu Purdue Center for Regional Development August, 2009
  2. 2. Ed Morrison presented this material to the leadership group of the AIM2WIN region. The workshop was held in Winona, MN on August 26, 2009. The workshop was designed to help the leaders launch their strategy by translating their strategy documents -- developed through a series of reports and workshops -- into a set of pragmatic strategic action plans. This material is copyright Ed Morrison and distributed under a Creative Commons 3.0 attribution license. That means you are free to modify, copy and use this material for commercial purposes provided that you attribute it as follows: Source: Ed Morrison, Distributed under a Creative Commons 3.0 license. You can learn more about the Creative Commons license at www.creativecommons.org
  3. 3. This Strategic Doing Session took place in Winona, MN on August 26, 2009 The AIM to WIN region is 27 counties with nearly 1 million people. The region won a Regional Innovation Grant (RIG) from the U.S. Department of Labor. The region then engaged Angelou Economics (AE) to map the assets and uncover opportunities for developing the region. ! At the meeting in Winona, AE presented their findings, and then we moved into a Strategic Doing session. The ! work session focused on three opportunities outlined by AE: Building a STEM collaboration; Designing career pathways in renewable energy and life sciences; and developing a smart supplier network.
  4. 4. Why Strategic Doing? Because the disciplines of strategic planning do not work well in open networks...They do not lead to the formation and guidance of collaboration A small group at the top did the thinking A larger group at the bottom did the doing
  5. 5. Strategic Doing generates swarm innovation in open networks through fast cycles of thinking and doing with “link and leverage” strategies Strategic Doing produces alignments, links and leverage
  6. 6. Strategic Doing involves answering four questions quickly...It is a simple, but not easy, discipline What could we do together? Find How will we learn What should together? Learn Focus we do together? Plan What will we do together?
  7. 7. Asset Mapping Report You have already started the process.... What could we do together? Find Action Plan Report Text How will we learn What should together? Learn Focus we do together? Plan What will we do together?
  8. 8. Developing a strategy involves making two decisions: Vision We want to be here Where are we going? How will we get there? We are here
  9. 9. Use clear characteristics to define an outcome...Visions are often too vague and fleeting to generate and sustain commitment Vision We want to be here Strategic Outcome Focus Area Characteristic Characteristic Characteristic Define an outcome with clear characteristics
  10. 10. When characteristics are clear, metrics are easy...We reach consensus on what success looks like Vision We want to be here Strategic Outcome Focus Area Characteristic Characteristic Characteristic Metric Metric Metrics Clear characteristics lead to simple metrics
  11. 11. Vision We want to be We want to be here Strategic Outcome Focus Area Characteristic Characteristic Characteristic Metric Metric Metrics How will we get there? We are here
  12. 12. Vision We want to be here We are dealing with intensely practical people in our networks. Strategic Outcome Focus Area Unless we can explain a project in clear terms, they will not commit. Characteristic Characteristic Characteristic The easiest way to explain a project Metric Metric Metrics clearly is with SMART Goals and a Strategic Initiatives 30 day action plan Projects SMART Goals Milestones Define clear projects by focusing on SMART Goals Action Plans Make specific action plans focusing on 30 days We are here
  13. 13. Strategic Doing Short Form Vision STRATEGIC FOCUS AREA: We want to be STRATEGIC OUTCOME (May be one of several) here CHARACTERISTIC CHARACTERISTIC CHARACTERISTIC Strategic Outcome Focus Area INITIATIVE or PROJECT to achieve the strategic outcome: Characteristic Characteristic Characteristic Metric Metric Metrics Strategic Initiatives Projects SMART Goals Milestones Action Plans HOW DO WE MEASURE and DETERMINE SUCCESS? Metrics should connect with characteristics METRIC 1 METRIC 2 METRIC 3 We are here A REVIEW and FOLLOW UP SESSION is scheduled for DATE: TIME: PLACE:
  14. 14. For governance....Organize your strategy around Strategic Focus Areas and teams. Use one page agreements for each team and project or initiative. Executive Committee Monthly Meetings Strategic Strategic Focus Team Focus Team 4 1 Core Team Initiatives Strategic Focus Team 2 Strategic Focus Team 3
  15. 15. Today, we are working on three projects in two focus areas

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