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Trenton (NJ) Small Business Innovation Project - October 2016

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Trenton (NJ) Small Business Innovation Project - October 2016

  1. 1. Strategic Doing: Trenton
  2. 2. • How do you reduce teen homicides? • What do you do when it seems your region’s best days are behind you? • How do you figure out what’s next when your business fails? • Other complex challenges
  3. 3. Who’s Called Us, Where We’ve Been 3
  4. 4. Blckburn, S., Ryerson, S., Weiss, L., Wilson, S. and Wood. C. (2011). How do I implement complex change at scale? McKinsey & Company. Available at goo.gl/DhkNVV Strategic Plans
  5. 5. Strategic planning often spoils strategic thinking. - Henry Mintzberg
  6. 6. 10
  7. 7. Strategy Strategy = the employment of battles to win the war. - General Carl von Clausewitz
  8. 8. I will build a motor car for the great multitude. It will be so low in price that no man will be unable to own one. - Henry Ford
  9. 9. Source: Bently Historical Library, Josephine Fellows Gomon Papers, Box 10, draft manuscript, The Poor Mr. Ford. In 1928 Henry Ford’s River Rouge Plant in Dearborn, Michigan became the world's largest industrial complex, pursuing vertical integration to such an extent that it could produce its own steel. In this year he also established “Fordlandia” his rubber tree plantation in the Amazon Rainforest The Ford Motor Company
  10. 10. Metro-Goldwyn-Mayer 71 cast and crew members all working for MGM
  11. 11. 16
  12. 12. 17
  13. 13. Metro-Goldwyn-Mayer
  14. 14. Metro-Goldwyn-Mayer
  15. 15. Metro-Goldwyn-Mayer
  16. 16. Metro-Goldwyn-Mayer Cast and crew of 2,000+, hardly any working for MGM
  17. 17. iPhone
  18. 18. Strategic Doing is a strategy discipline designed for open, loosely connected networks
  19. 19. Strategic Doing enables people to form action-oriented collaborations quickly, move them toward measurable outcomes, and make adjustments along the way.
  20. 20. Thinking, Behaving, & Doing in New Ways
  21. 21. Network Thinking
  22. 22. Strategic Doing Leverages the Value of a Network 10 nodes, 9 connections 10 nodes, 45 connections
  23. 23. My Parent’s World My Kid’s World
  24. 24. There is no top or bottom in a network
  25. 25. Networks move us to new opportunities
  26. 26. Networks move us to new opportunities
  27. 27. http://www.slideshare.net/linkedin/mandel-linked-in-connections-reportnov-2014 The “most- connected” communities had more than double the job growth of the “least- connected” communities.
  28. 28. Innovating networks produce increasing returns Mathematics says the sum value of a network increases as the square of the number of members. In other words, as the number of nodes in a network increases arithmetically, the value of the network increases exponentially. Adding a few more members can dramatically increase the value for all members. - Kelly, K. (1999). New Rules for the New Economy
  29. 29. Civil Behavior
  30. 30. Collaborative Behavior
  31. 31. Strategic Doing Accelerates Collaboration Turf Trust TIME Sharing Resources Sharing Information Mutual Awareness Co-Execution Co-Creation Acknowledgment Exploration Cooperation Collaboration Innovation Adapted from Collaboration Continuum from ACT for Youth
  32. 32. Doing in New Ways
  33. 33. Strategic Planning Strategic Doing Strategic Doing is a strategy protocol built for networks
  34. 34. Strategy answers two questions.
  35. 35. A 30/30 commitment drives learning
  36. 36. We’ve cracked the code on designing & guiding complex collaborations
  37. 37. “Economic development is the identification of local assets for growth and leveraging them through collaboration. The best methodology I’ve seen in 20 years fore doing this is Strategic Doing. ” - Paul Colits, President of the Australia/New Zealand Regional Science Association
  38. 38. “Following the principles of Strategic Doing you can grow both communities and businesses.A small group of folks established Medora, Indiana (pop. 631) as the birthplace of the National Maple Syrup Festival and no amount of strategic planning could have helped my business, Burton’s Maplewood Farm, launch a collection of artisan syrups, favorites of America’s top chefs and and sold at exclusive farmers markets and other discriminating outlets across the U.S. It took Strategic Doing!” Tim Burton, Festival Founder &
  39. 39. 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, and it gives us the power to change our lives, our neighborhoods, and our communities. - Bob Brown, Flint, MI
  40. 40. The Ten Rules of Strategic Doing
  41. 41. Before you start… Rule 1: Create and maintain a safe space for deep, focused conversation s.51 // ©2016
  42. 42. Civility We will behave in ways that build trust & mutual respect.
  43. 43. 0 10 20 30 40 50 60 70 80 90 100 Group 1 Group 2 Group 3 Equity of Voice in Collaborations Keil, J., Stober, R. Quinty, E. Molloy. B. Hooker. N. (2015). Identifying and analyzing actions of effective group work. Research presented at 2015 Physics Education Research Conference. College Park, MD. PercentageofTime
  44. 44. Before you start… Rule 2: Frame a conversation around an appreciative question s.54 // ©2016
  45. 45. What could we do? Rule 3: Uncover hidden assets that people are willing to share s.56 // ©2016 Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a regular destination for both locals and visitors. What would that look like?
  46. 46. What could we do? Rule 4: Link and leverage your assets to create new opportunities s.58 // ©2016 Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a regular destination for both locals and visitors. What would that look like?
  47. 47. What should we do? Rule 5: Rank all your opportunities to find your “Big Easy” s.59 // ©2016 Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a regular destination for both locals and visitors. What would that look like?
  48. 48. What should we do? Rule 6: Convert your Big Easy into an outcome with measurable characteristics (Where you are going) s.60 // ©2016 Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a regular destination for both locals and visitors. What would that look like?
  49. 49. What will we do? Rule 7: Define at least one Pathfinder Project with guideposts (How you will get there) s.61 // ©2016 Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a regular destination for both locals and visitors. What would that look like?
  50. 50. What’s our 30/30? Rule 8: Draft a short term action plan with everyone taking a small step s.62 // ©2016 Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a regular destination for both locals and visitors. What would that look like?
  51. 51. What will we do? Rule 9: Set a 30/30 meeting to review your progress and make adjustments s.63 // ©2016 Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a regular destination for both locals and visitors. What would that look like?
  52. 52. What’s our 30/30? Rule 10: Nudge, connect and promote relentlessly to build your new habits of collaboration s.64 // ©2016 Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a regular destination for both locals and visitors. What would that look like?
  53. 53. Connect & Learn More: Scott Hutcheson, Ph.D. hutcheson@purdue.edu 765-479-7704 AgileStrategyLab.org facebook.com/StratDoing

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