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Strategic Doing: An Open, Agile, Lean Strategy Discipline


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Strategic Doing: An Open, Agile, Lean Strategy Discipline

  1. 1. STRATEGIC DOING FOR COMPANIES Exploring  how  agile   strategy  can  support   and  accelerate   innovation  and  top-­‐line   growth  for  companies May,  2015 Prepared  by:   Ed  Morrison   Scott  Hutcheson   Purdue  Center  for   Regional  Development  
  2. 2. the basics 01 table of contents case studies & testimonials 02 the backstory 03 offerings 04 how you can engage 05
  3. 3. What is Strategic Doing? How does it work? Why does it work? Who uses Strategic Doing? the basics
  4. 4. ‹#› The Strategic Doing Credo
 the basics In October 2011 the Strategic Doing Design Team drafted this clear statement of beliefs that guide the development of Strategic Doing. Learn more about our Design Team on page 17. 4 3 2 1 We believe we have a responsibility to build a prosperous, sustainable future for ourselves and future generations. No individual, organization or place can build that future alone. Open, honest, focused and caring collaboration among diverse participants is the path to accomplishing clear, valuable, shared outcomes. We believe in doing, not just talking-and in behavior in alignment with our beliefs. section 01 The Credo focuses us on what matters.
  5. 5. ‹#› What is Strategic Doing?

 the basics Think about how often you need to collaborate - across the units of a single organization or among multiple organizations. But how do we design these collaborations? How do we manage them? How does strategy work in a collaboration. Strategic Doing provides a simple set of rules to answer these questions. With Strategic Doing, people: ▪ Link and leverage their assets to create new strategic opportunities ▪ Convert high-priority opportunities into measurable outcomes ▪ Define pathfinder projects that move toward these outcomes Strategic Doing is designed for open, loosely connected networks- the common situation in which nobody can tell anyone else what to do. Managing complexity requires simple rules. We have designed Strategic Doing to be intuitive and concise. In a matter of hours, a loosely organized network of people can generate a sophisticated strategic action plan and begin implementing their ideas. Watch a video introduction. In today’s world we need strategic thinking more than ever, but we cannot rely on slow, cumbersome traditional approaches to strategy. Strategic Doing is an agile strategy discipline designed for today’s world. section 01 Strategic Doing, an agile strategy discipline, enables people to form action-oriented collaborations quickly, guide them toward measurable outcomes, and make adjustments along the way.
  6. 6. ‹#› How does it work? 
 the basics How will we get there? By keeping our conversations focused on these critical questions, Strategic Doing generates all the components we need for practical, agile strategic action plans. Over time, we make continuous adjustments to these plans, as we learn by doing. Strategic Doing focuses our conversation on the two critical questions of strategy: Where are we going? Strategic Doing works by focusing intensively and relentlessly on the critical questions of strategy for collaborations. section 01 Collaborations are born and live in conversation.
  7. 7. ‹#› Why does it work?

 the basics Intuitive Each of us is experienced in making strategic decisions in our personal lives and in the organizations we control. Yet, we rarely bring this experience into our collaborations. Strategic Doing builds off of these personal experiences. FunInductive At the same time, most of us recognize that we cannot forecast the future. We often do not know what will work. By stimulating a spirit of experimentation, Strategic Doing encourages us to learn continuously. Finally, Strategic Doing promotes the deeper conversations, as well as the collaborative action, that most of us find fun and engaging. Strategy sessions are focused, short and pragmatic. section 01 Strategic Doing works because it is intuitive and stimulates learning by doing.
  8. 8. ‹#› As a lean, agile strategy discipline, Strategic Doing has applications in a wide range of situations. Innovation Innovation no longer occurs within a single organization. It occurs, rather, in a network of suppliers, customers, strategic partners, and, increasingly, competitors. Strategic Doing can guide the complex work needed for open innovation. Value Chains Value chains are an important feature of dynamic business growth, and Strategic Doing is a fast way to build these networks. Focusing an organization As organizations become flatter and more networked, traditional approaches to strategy no longer work as well. Strategic Doing fills a void. University engagement Alongside teaching and research, university engagement represents the Third Mission of higher education. Increasingly, universities are being called upon to improve engagement with their regional economy. Strategic Doing delivers a lean and scalable solution to leveraging university assets in new and different ways. Dealing with messy challenges in communities and regions We are increasingly confronting complex, messy problems. In these situations, multiple organizations, each with a unique set of assets, need a practical approach to designing and guiding collaborations. the basics section 01 Who uses Strategic Doing?

 Strategic Doing can be applied to any complex situation in which collaboration represents the only practical alternative. Strategic Doing is designed for strategy and open, loosely connected networks.
  9. 9. Talent development in Indiana Rebuilding neighborhoods in Michigan Clean energy growth in Florida Aerospace innovation in Illinois case studies & testimonials
  10. 10. ‹#› Talent development in Indiana In 2006, Purdue received a $15 million federal investment to design new talent-development innovations in a 14-county region surrounding its flagship campus. The U.S. Department of Labor selected 13 regions nationally to experiment with new workforce collaborations within advanced manufacturing. Fast forward four years… case studies & testimonials In four strategic focus areas, we initiated over 60 new collaborations and 80 percent of these initiatives continued past the initial investment. Among the initiatives: ▪ A guitar summer camp to teach manufacturing skills to high school students, which is now a national model ▪ The nation’s first green collar manufacturing certification ▪ The Energy Systems Network The team also responded quickly to a deep and unexpected layoff of engineers in Kokomo, Indiana. Watch a video that explains the story. With 8 percent of the nationally investment, Purdue generated 40 percent of the national results. section 02
  11. 11. ‹#› Rebuilding neighborhoods in Flint, Michigan case studies & testimonials Bob Brown Michigan State University In the wake of a failed federal grant application, a group of neighborhood leaders in Flint, Michigan, turned to Strategic Doing. After working so hard on the grant application, they wanted to stay together and actually do something. With the support of Michigan State University, the neighborhood leaders launched Neighborhoods Without Borders. The core team continues to come together and build new networks with practical collaborations. Although it is impossible to say for certain, the work of these leaders has likely contributed to the dramatic reduction of violent crime in Flint. More important, perhaps, the neighborhood leaders have, according to one, "broken their grant addiction.” They are focused on mobilizing the many assets they have within their neighborhood. In neighborhoods besieged by complex, wicked problems, Strategic Doing creates hope through the power of taking action with the assets or gifts that we already possess.   In that moment when we combine assets, we begin to tell a new story of opportunity and possibility. Strategic Doing gives us the power to change our lives, our neighborhoods and our communities. section 02
  12. 12. ‹#› With theNASA shuttle shutdown on its doorstep, industry and civic leaders on the Space Coast of Florida turned to Strategic Doing to come up with a strategy. Clean energy growth in Florida case studies & testimonials With the pending NASA shuttle shutdown, firms in the Space Coast region of Florida found themselves struggling to define a strategy to respond. They turned to Strategic Doing. In a series of large-scale workshops, a small group of industry and civic leaders on the Space Coast saw the opportunity for business growth in clean energy. Now a industry consortium, Energy Florida is leading the development of innovation and new business opportunities and the Space Coast economy is transforming. Check out the backstory with a video here. section 02
  13. 13. In today's collaborative management culture Strategic Doing offers 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 case studies & testimonials section 02
  14. 14. 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 & 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. Iiyad V. Avdeev, Ph.D. University of Wisconsin-Milwaukee case studies & testimonials section 02
  15. 15. ‹#› Aerospace innovation in Illinois case studies & testimonials Industry, higher education, and civic leaders in Rockford, Illinois have embraced Strategic Doing as a valuable way to build the collaborations needed to accelerate innovation and transform their economy. Rena Cotsones, assistant vice president for regional engagement at NIU, is part of a core team that has designed an innovation ecosystem for the regions aerospace industry. You can learn more about the Rockford Area Aerospace Network here. Industry collaboration with higher education institutions is infamously slow, with multiple layers of approvals and an emphasis on the need for new resources. Strategic Doing's focus on what we could, should and will do with the existing talents, resources and authority of the people in the room at the time breaks people free of that limited thinking and helps them move forward in real time. Rena Cotsones Northern Illinois University section 02
  16. 16. Where did Strategic Doing come from? What is the Strategic Doing Design Team? the backstory
  17. 17. ‹#› Where did Strategic Doing come from?
 the backstory The roots of Strategic Doing can be traced back to the 1980s when corporate strategist Ed Morrison, used these agile strategy disciplines to negotiate joint ventures in China on behalf of clients like General Electric, Volvo, and the Ford Motor Company. As a student in Chattanooga, TN Scott Hutcheson became engaged in strategy development work that set the stage for Chattanooga’s renaissance. 1980s In 1994 a small group of industry leaders in Oklahoma City challenged Morrison to apply Strategic Doing in designing and guiding a strategy to emerge from the “oil bust” and turn their city’s economy around. Instead of launching a year-long strategic planning initiative and producing a “document” they engaged in a series of “learning by doing” experiments. They transformed their city through collaboration and continuous adjustment. During this time Hutcheson helped execute a software development strategy among three partners: American Airlines, Marriott, Hilton, and Budget Rental Car. 1990s 2000s In 2001, Morrison worked with Ernest Andrade in Charleston, South Carolina, to design a strategy for the Charleston Digital Corridor. Charleston is now a hotbed of Internet startup companies. Hutcheson began to pursue a Ph.D. at Purdue focusing on strategy, collaboration, and innovation. The two met when Morrison took his work to Purdue where they integrated their strategy experience and began working together to scale Strategic Doing. Strategic Doing is now a discipline that is being replicated and applied in a number of different contexts and settings in the U.S. and internationally. Morrison, Hutcheson, and their colleagues have taken their work to over 30 states and five countries 2010s section 03 Strategic Doing has evolved from over 25 years of field experience in designing strategy in complex environments.

  18. 18. ‹#› What is the Strategic Doing Design Team?

 the backstory section 03 Test and improve the curriculum and tools as they identify different needs for skill development. Convene twice a year from around the country to discuss the continued development and deployment of Strategic Doing. Outline major development goals that Purdue can pursue in the development of the discipline. Guide the development of Strategic Doing: The Game. (Learn more on page 25.) The Design Team includes partners from industry and higher education committed to the development and deployment of Strategic Doing. They:

  19. 19. Strategy Workshop Introduction to Strategic Doing Strategic Doing: The Game Practitioner training offerings
  20. 20. ‹#› Strategy Workshop 
 offerings: Strategy Workshops are designed to form action-oriented collaborations quickly, guide them toward measurable results, and to make adjustments along the way. A workshop typically involves participants from different units within a single organization or representatives from multiple organizations, that need to collaborate to accomplished something of shared value. A Strategic Doing specialist guides this 2.5 hour workshop. A Strategy Workshop results in a strategic action plan that includes milestones, measurable outcomes, and a Pathfinder Project to get the new collaboration started. section 04
  21. 21. ‹#› Introduction to Strategic Doing offerings: An introductory session on Strategic Doing provides participants with an overview of how agile strategy gets done in open, loosely connected networks. The session introduces the basic concepts of Strategic Doing and illustrates how others are using the discipline. After you complete Introduction to Strategic Doing, you will be able to apply these principles to your work. The workshop concludes by exploring your “next steps” in developing the skills needed to design and guide complex collaborations. section 04
  22. 22. ‹#› Strategic Doing: The Game offerings Participants in The Game learn that they can develop sophisticated strategies quickly if they keep their conversation focused on answering strategic questions. Strategic Doing: The Game introduces the skills of designing and guiding collaborations through a simulation. Participants gain valuable insights by focusing on the challenges of innovation and transformation. Purdue has developed several versions of the game appropriate for a industry, civic leaders, or university professionals section 04
  23. 23. ‹#› Practitioner training: 3 day deep dive offerings Practitioner training is geared for professionals who need a deeper grounding in the theory and practice of collaboration in open networks. In this three-day training program, participants learn by doing. They learn how to incorporate Strategic Doing into their own work and collaborations. With this training, professionals will be able to design and guide collaboration using Strategic Doing workshops. section 04
  24. 24. ‹#› Certification: practitioner training & capstone experience offerings Strategic Doing certification enables professionals to design and guide Strategy Workshops and facilitate Strategic Doing: The Game. The capstone experience includes field work that is supervised by a member of the Strategic Doing faculty. During this fieldwork, professionals learn to design and guide Strategic Doing workshops. section 04
  25. 25. ‹#› Faculty: certification & Purdue residency offerings section 04 Strategic Doing faculty design new curriculum and they lead the development of Strategic Doing in anchor universities. Certified professionals are eligible to join the Strategic Doing faculty. In order to take that step, the professional participates in a residency at Purdue. During this experience, the professional develops a plan for contributing to the Strategic Doing curriculum. In addition, the existing faculty provide suggestions for improving presentations and teaching styles.
  26. 26. Keep up with our workhow you can engage
  27. 27. ‹#› Keep up with our work How you can engage section 05 On Facebook On Twitter On the web
  28. 28. For more information, please contact Ed Morrison or Scott Hutcheson, Ph.D. 888-750-7277