My slides for a course on Strategic Doing for the Economic Development Institute. I teach the fundamentals of strategic doing in an advanced strategy lab.
This presentation was given to Loyola University (Maryland) Accounting Alumni Circle on November 18, 2015. It includes our latest research in trends and issues facing the accounting and finance profession from the Business Learning Institute.
It also covers the programs and initiatives of the Maryland Association of CPAs in the context of Hard Trends and our work with world renowned futurist, Daniel Burrus.
Gov't Regulation
Demographics and Talent Pipeline
Technology
The exponential pace of change has created an environment best described as VUCA. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency—how to accurately anticipate the future. The key to success in this fast-changing environment is to commit to changing before you are being forced to. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager.
• Anticipate marketplace trends that will shape future markets
• Understand emerging innovation faster
• Identify opportunities
• Develop clear actionable steps to accelerate growth for the
organization and its customers
Learning the skill of anticipation and being proactive for CPAs, accounting and finance professionals
Why Boards Matter: Building and Developing a World Class Board of DirectorsJim Citrin
Our insights about the market for board talent across S&P 500, the U.S. Tech Industry, and early stage growth companies as well as a cross section of boards interested executives based on the Spencer Stuart Board Index, the U.S. Tech Board Index, and a SurveyMonkey survey put together as input for #WhyBoardsMatter, a joint presentation from Spencer Stuart and Kleiner Perkins.
Read the full post here:
The #1 reason clients leave their CPAs is that they are receiving service instead of proactive advice. Tom will show how firms are exploring new value added services and position their practices for success in a rapidly changing world. He will discuss the major "shift change" and the trends shaping business today and give participants a framework to provide more proactive services and strategic advice and a plan to get started. But these services require new skills and approaches which is a big opportunity for firm HR and Learning Leaders.
Presentation to AGN International in San Diego #NARM16 for Managing Partners in MAP Track
This presentation was given to Loyola University (Maryland) Accounting Alumni Circle on November 18, 2015. It includes our latest research in trends and issues facing the accounting and finance profession from the Business Learning Institute.
It also covers the programs and initiatives of the Maryland Association of CPAs in the context of Hard Trends and our work with world renowned futurist, Daniel Burrus.
Gov't Regulation
Demographics and Talent Pipeline
Technology
The exponential pace of change has created an environment best described as VUCA. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency—how to accurately anticipate the future. The key to success in this fast-changing environment is to commit to changing before you are being forced to. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager.
• Anticipate marketplace trends that will shape future markets
• Understand emerging innovation faster
• Identify opportunities
• Develop clear actionable steps to accelerate growth for the
organization and its customers
Learning the skill of anticipation and being proactive for CPAs, accounting and finance professionals
Why Boards Matter: Building and Developing a World Class Board of DirectorsJim Citrin
Our insights about the market for board talent across S&P 500, the U.S. Tech Industry, and early stage growth companies as well as a cross section of boards interested executives based on the Spencer Stuart Board Index, the U.S. Tech Board Index, and a SurveyMonkey survey put together as input for #WhyBoardsMatter, a joint presentation from Spencer Stuart and Kleiner Perkins.
Read the full post here:
The #1 reason clients leave their CPAs is that they are receiving service instead of proactive advice. Tom will show how firms are exploring new value added services and position their practices for success in a rapidly changing world. He will discuss the major "shift change" and the trends shaping business today and give participants a framework to provide more proactive services and strategic advice and a plan to get started. But these services require new skills and approaches which is a big opportunity for firm HR and Learning Leaders.
Presentation to AGN International in San Diego #NARM16 for Managing Partners in MAP Track
Employee Engagement Today: The Simply Irresistible OrganizationQualtrics
Though culture and engagement are often considered two sides of the same coin, each serves it’s own function. In this webinar Josh Bersin will outline how corporate culture and employee engagement work hand in hand and discuss the importance of actively measuring and monitoring both to drive business success.
Winning the Talent Game in an Increasingly Competitive MarketplaceTrefoil Group
Trefoil Group principal and founder, Mary Scheibel, presented marketing strategies for talent acquisition at the SPI 2013 Equipment & Moldmakers Summit in Miami, Florida.
Originally presented during EducationConnect 2014 on 10/28/14 in NYC, Margaret Douglas, Managing Director, Digital Marketing, Kellogg School of Management, presents their latest branding initiative.
What does innovation look like in a CPA Firm? How are leading CPA firms creating a culture of innovation?
We are in a fast-paced world where growth/change is exponential not incremental. The CPA profession has been late adopters of change and “anticipation” is a missing skill set for many CPAs. We will soon be living in a world where global competition and automation will be performing basic accounting tasks currently being performed in our firms today. Tom Hood, Executive Director of the MACPA will lead a discussion on where accounting firms
fit into a rapidly changing world. Hood, along with Jim Powers, CEO of Crowe Horwath LLP and Bill Balhoff, Managing Director of Postlethwaite & Netterville will explore how firms can maintain their competitive edge through inNEWvation.
How to Accelerate Growth, Innovation, and High Performance for CPAs, Account...Tom Hood, CPA,CITP,CGMA
The # 1 challenge facing CPAs, Accounting and Finance Professionals is 'not enough time' who creates the equivalent of a gravitational pull of the past when it comes to changing their mindsets and thinking. How will we go from a historical perspective to a more future-focused, from rearview mirror to windshield and from being reactive to proactive?
Our latest research from the Business Learning Institute sows the critical competencies that will make a difference have not changed in the past seven years. What has changed is the gravitational pull has gotten worse as we enter what Josh Bersin calls the age of the 'overwhelmed employee'.
What we need is a new approach to learning these critical competencies. A blended approach that uses nano-learning nuggets (very short 2-3 minute single-concept videos), rapid application templates to apply each concept to the business, and a series of job aids and performance support tools to turn the learning into immediate on the job application. This is our award-winning Anticipatory Organization learning system by Burrus Research. In about one third of the time as traditional CPE, CPAs and accounting and finance professionals can learn the critical competencies of:
Anticipation; Strategic Thinking; External Awareness; Vision; Continuous Learning; Innovation ;Creativity; Problem Solving; Prioritization; Business Acumen; Decisiveness; Influencing/Persuading; Emotional Intelligence; Consensus Building; Collaboration; Inspiration; Risk Management; and Communication.
The Anticipatory Organization can support an entire cultural shift for an organization or team with the added implementation guide and collaboration tools. See more at http://www.blionline.org/ao
Our new MBA Express is another option to create or add a series of critical success skills to your technical training portfolio in on-site, on-line and on-demand learning formats. http://blionline.org/featured/8-hour-mba/
We believe we need new approaches and new tools to break the pull of the past and the inertia from 'overwhelmed employees'. These exciting new learning formats are one step in this direction.
Accounting Today Editor, Daniel Hood said this after selecting the Anticipatory Organization as a Top Product for 2016 in the Learning Category, “Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.”
State of Accounting for Linked-in Influencer Series #MyIndustry
Big Waves of Change, Oceans of Opportunity
These big waves of change are the result of a “perfect storm” of sorts -- the convergence of three “hard trends” of exponential technological innovation, the demographic shift as baby boomers retire, and globalization. Key challenges facing accounting and finance professionals are automation and digital transformation, succession and talent shortages, a “brain drain” as experienced people retire, business model changes, and the increasingly VUCA world (that’s volatility, uncertainty, complexity and ambiguity) in which we find ourselves.
Several recent studies (from WEF, Oxford, McKinsey and MIT) report that accounting, auditing and tax are among the occupations most at risk for complete automation within the next 20 years.
As a result, the accounting and finance profession is rapidly approaching what Andy Grove, retired CEO of Intel Corporation, described as a “strategic inflection point,” -- “a time in the life of a business when its fundamentals are about to change. That change can mean an opportunity to rise to new heights. But it may just as likely signal the beginning of the end.” This is where there are two major pathways: doing business as usual, or embracing and adapting to the new. At the moment these are fairly close together, but they will soon diverge into a growing gap between growth and success, or entropy and decline.
“You can’t stop the waves, but you can learn how to surf.” - Jon Kabat-Zinn
To take advantage of these oceans of opportunity, accounting and finance professionals will need to learn how to ride these big waves or risk being crushed by their frequency and force. The critical thing to know is that what got you here, won’t get you there. Business as usual simply won’t work.
Here are six ways to learn how to ride these big waves of change now and in the future:
1. Embrace digital: Learn how to elevate and accelerate your job using technology and to race with the machines, not against them.
2. Anticipate: Learn the critical competency of anticipation. Only those who constantly try to anticipate change will survive when change happens.
3. Collaborate: The collaboration curve is quickly replacing the experience curve. Who you know is replacing what you know.
4. Learning is the next competitive advantage: As Fast Company editor Robert Safian wrote, “the most important skill is the ability to acquire new skills.”
5. Protect the core: When everything is changing, it is important to know what should not change. Purpose and values for individuals and organizations should serve as that anchor or grounding.
6. Make time for the future. Your time and those of your people will be your number one challenge, and nothing will change if you are overwhelmed and too busy.
The hard trends are forming these big waves of disruption and change. Surf's Up - Are you ready?
Can you hear the shift change whistle? Because today the whistle is blowing for the accounting profession. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. Except this time it is not the same as the shipyard. This time the incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
The shift change is different in five fundamental areas that are radically changing:
1. Technology - hyper-connected, mobile, social, cloud, and big data.
2. Generations - Generation gap, generation lap, and 2 for 1 (Boomers to Xers).
3. Workplace - Work is no longer a place we go, but what we do - open, collaborative, and flexible.
4. Leadership - A recent Harvard Business Publishing study found only 32% of business leaders believe that their organizations have the right leadership to achieve their strategic goals and cope with the current business environment.
5. Learning - L>C, flipped classrooms, participation and engagement are the new normal.
The cause of the shift change is the rapidly changing and complex hyper-competitive environment which has become the new normal. The key to managing this shift change is a very simple, but very big idea - develop your talent and Keep your L>C.
The winners of this shift change will be those who can keep their rate of learning greater than the rate of change and greater than their competition. This is true for the organizations as well as individuals. The secret to talent development and L>C is in the 4 C's - Competencies, Career Path, Curriculum, and Cloud Learning.
A recent HBR special edition headline said "Got to war for talent", but how. BLI has developed a guidance and a six step process to give you new weapons to win in the war for talent.
Our Magnetic Firm framework outlines the critical elements of a magnetic culture and our six step Talent and Leadership Development framework show you how to develop a winning career and curriculum aligned to your overall firm strategy and objectives.
This presentation was developed and presented for the Digital CPA Conference in December #DCPA15
The Business Learning Institute can help you build your magnetic firm framework and strategic learning plan - contact us at http://www.blionline.org
Report from Nordic Board Leadership webinar March 22, 2021BoardsImpactForum
Summary report of the kick-off webinar Nordic Board Leadership for Boards Impact Forum, the Nordic Chapter of the Climate Governance Initiative in collaboration with World Economic Forum
What are the Top Competencies (Knowledge, Skills and Abilities) needed by CPAs, Accounting and Finance Professionals today?
The Business Learning Institute shares its latest research and correlates it with other leading global research (Conference Board, AICPA, CGMA, IFAC, CPA Canada, Burrus Research, Bersin by Deloitte). These skills were identified and then surveyed across over 1,000 finance and accounting professionals to identify the top five skills needed today.
In our survey work at the Business Learning Institute (http://www.blionline.org) we found that the top five skills ranked by survey respondents covered 75% or everyone's top five list, providing a great starting point for skills development and targeting in talent development.
1. Strategic and Critical Thinking
2. Communication
3. Anticipating and serving evolving needs
4. Inspiring and motivating others
5. Collaboration and mobilizing consensus
BLI also developed a framework, called The Bounce to describe the career trajectory of today's finance and accounting professional. The Bounce is the natural career trajectory for accounting and finance professionals. It talks about the process of acquiring technical mastery in the early career and beginning to supplement wit the critical skills (competencies) needed for long-term success. BLI has been leading the training and development of accounting and finance with these ‘success skills’ for eighteen years.
The Business Learning Institute (BLI) is the largest talent development and and learning provider to CPAs, accounting and finance professionals in the US. We bring our leading approach to ‘success skills’ and competency-based curriculums to the leading organizations, public companies and CPA firms all over North America.
Managing the Workforce of the Future: Retaining and Engaging Future Claims Leaders
Presentation made to the Excess/Surplus Lines Claims Associaton at its annual conference in Southampton, Bermuda.
Presentation features the shifts in workplace values that require organizational leaders to change their approach to workforce management.
Leaderonomics SME CEO Conference 2017 - Growing & Scaling your Business to Gr...Roshan Thiran
These are the slides presented by Roshan Thiran, CEO of Leaderonomics at the SME CEO Conference 2017. He shares 4 constraints that are affecting your business and need to be addressed to grow and scale your business. For more information on the Leadership Dojo programme, which Roshan personally programme manages, email info@leaderonomics.com
To follow Roshan on Twitter (@lepaker) and Facebook, go to: www.facebook.com/roshanthiran.leaderonomics
Economic development organizations have been using economic development performance metrics for years. However, with differing viewpoints, metrics have gotten muddy and misunderstood.
Lucky for the profession...
In 2011, Atlas put together its first survey of EDO outcomes, to assist EDOs in planning their marketing, business attraction, and business retention programs. In 2014, IEDC published "Making it Count," a guide on metrics for high performing EDOs.
But...
In 2016, the general public is still weary about the value of economic development and what we do in our profession.
This presentation is our take on how economic developers can leverage metrics for their day to day and how it impacts the effect that they have on thier economy.
Employee Engagement Today: The Simply Irresistible OrganizationQualtrics
Though culture and engagement are often considered two sides of the same coin, each serves it’s own function. In this webinar Josh Bersin will outline how corporate culture and employee engagement work hand in hand and discuss the importance of actively measuring and monitoring both to drive business success.
Winning the Talent Game in an Increasingly Competitive MarketplaceTrefoil Group
Trefoil Group principal and founder, Mary Scheibel, presented marketing strategies for talent acquisition at the SPI 2013 Equipment & Moldmakers Summit in Miami, Florida.
Originally presented during EducationConnect 2014 on 10/28/14 in NYC, Margaret Douglas, Managing Director, Digital Marketing, Kellogg School of Management, presents their latest branding initiative.
What does innovation look like in a CPA Firm? How are leading CPA firms creating a culture of innovation?
We are in a fast-paced world where growth/change is exponential not incremental. The CPA profession has been late adopters of change and “anticipation” is a missing skill set for many CPAs. We will soon be living in a world where global competition and automation will be performing basic accounting tasks currently being performed in our firms today. Tom Hood, Executive Director of the MACPA will lead a discussion on where accounting firms
fit into a rapidly changing world. Hood, along with Jim Powers, CEO of Crowe Horwath LLP and Bill Balhoff, Managing Director of Postlethwaite & Netterville will explore how firms can maintain their competitive edge through inNEWvation.
How to Accelerate Growth, Innovation, and High Performance for CPAs, Account...Tom Hood, CPA,CITP,CGMA
The # 1 challenge facing CPAs, Accounting and Finance Professionals is 'not enough time' who creates the equivalent of a gravitational pull of the past when it comes to changing their mindsets and thinking. How will we go from a historical perspective to a more future-focused, from rearview mirror to windshield and from being reactive to proactive?
Our latest research from the Business Learning Institute sows the critical competencies that will make a difference have not changed in the past seven years. What has changed is the gravitational pull has gotten worse as we enter what Josh Bersin calls the age of the 'overwhelmed employee'.
What we need is a new approach to learning these critical competencies. A blended approach that uses nano-learning nuggets (very short 2-3 minute single-concept videos), rapid application templates to apply each concept to the business, and a series of job aids and performance support tools to turn the learning into immediate on the job application. This is our award-winning Anticipatory Organization learning system by Burrus Research. In about one third of the time as traditional CPE, CPAs and accounting and finance professionals can learn the critical competencies of:
Anticipation; Strategic Thinking; External Awareness; Vision; Continuous Learning; Innovation ;Creativity; Problem Solving; Prioritization; Business Acumen; Decisiveness; Influencing/Persuading; Emotional Intelligence; Consensus Building; Collaboration; Inspiration; Risk Management; and Communication.
The Anticipatory Organization can support an entire cultural shift for an organization or team with the added implementation guide and collaboration tools. See more at http://www.blionline.org/ao
Our new MBA Express is another option to create or add a series of critical success skills to your technical training portfolio in on-site, on-line and on-demand learning formats. http://blionline.org/featured/8-hour-mba/
We believe we need new approaches and new tools to break the pull of the past and the inertia from 'overwhelmed employees'. These exciting new learning formats are one step in this direction.
Accounting Today Editor, Daniel Hood said this after selecting the Anticipatory Organization as a Top Product for 2016 in the Learning Category, “Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.”
State of Accounting for Linked-in Influencer Series #MyIndustry
Big Waves of Change, Oceans of Opportunity
These big waves of change are the result of a “perfect storm” of sorts -- the convergence of three “hard trends” of exponential technological innovation, the demographic shift as baby boomers retire, and globalization. Key challenges facing accounting and finance professionals are automation and digital transformation, succession and talent shortages, a “brain drain” as experienced people retire, business model changes, and the increasingly VUCA world (that’s volatility, uncertainty, complexity and ambiguity) in which we find ourselves.
Several recent studies (from WEF, Oxford, McKinsey and MIT) report that accounting, auditing and tax are among the occupations most at risk for complete automation within the next 20 years.
As a result, the accounting and finance profession is rapidly approaching what Andy Grove, retired CEO of Intel Corporation, described as a “strategic inflection point,” -- “a time in the life of a business when its fundamentals are about to change. That change can mean an opportunity to rise to new heights. But it may just as likely signal the beginning of the end.” This is where there are two major pathways: doing business as usual, or embracing and adapting to the new. At the moment these are fairly close together, but they will soon diverge into a growing gap between growth and success, or entropy and decline.
“You can’t stop the waves, but you can learn how to surf.” - Jon Kabat-Zinn
To take advantage of these oceans of opportunity, accounting and finance professionals will need to learn how to ride these big waves or risk being crushed by their frequency and force. The critical thing to know is that what got you here, won’t get you there. Business as usual simply won’t work.
Here are six ways to learn how to ride these big waves of change now and in the future:
1. Embrace digital: Learn how to elevate and accelerate your job using technology and to race with the machines, not against them.
2. Anticipate: Learn the critical competency of anticipation. Only those who constantly try to anticipate change will survive when change happens.
3. Collaborate: The collaboration curve is quickly replacing the experience curve. Who you know is replacing what you know.
4. Learning is the next competitive advantage: As Fast Company editor Robert Safian wrote, “the most important skill is the ability to acquire new skills.”
5. Protect the core: When everything is changing, it is important to know what should not change. Purpose and values for individuals and organizations should serve as that anchor or grounding.
6. Make time for the future. Your time and those of your people will be your number one challenge, and nothing will change if you are overwhelmed and too busy.
The hard trends are forming these big waves of disruption and change. Surf's Up - Are you ready?
Can you hear the shift change whistle? Because today the whistle is blowing for the accounting profession. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. Except this time it is not the same as the shipyard. This time the incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
The shift change is different in five fundamental areas that are radically changing:
1. Technology - hyper-connected, mobile, social, cloud, and big data.
2. Generations - Generation gap, generation lap, and 2 for 1 (Boomers to Xers).
3. Workplace - Work is no longer a place we go, but what we do - open, collaborative, and flexible.
4. Leadership - A recent Harvard Business Publishing study found only 32% of business leaders believe that their organizations have the right leadership to achieve their strategic goals and cope with the current business environment.
5. Learning - L>C, flipped classrooms, participation and engagement are the new normal.
The cause of the shift change is the rapidly changing and complex hyper-competitive environment which has become the new normal. The key to managing this shift change is a very simple, but very big idea - develop your talent and Keep your L>C.
The winners of this shift change will be those who can keep their rate of learning greater than the rate of change and greater than their competition. This is true for the organizations as well as individuals. The secret to talent development and L>C is in the 4 C's - Competencies, Career Path, Curriculum, and Cloud Learning.
A recent HBR special edition headline said "Got to war for talent", but how. BLI has developed a guidance and a six step process to give you new weapons to win in the war for talent.
Our Magnetic Firm framework outlines the critical elements of a magnetic culture and our six step Talent and Leadership Development framework show you how to develop a winning career and curriculum aligned to your overall firm strategy and objectives.
This presentation was developed and presented for the Digital CPA Conference in December #DCPA15
The Business Learning Institute can help you build your magnetic firm framework and strategic learning plan - contact us at http://www.blionline.org
Report from Nordic Board Leadership webinar March 22, 2021BoardsImpactForum
Summary report of the kick-off webinar Nordic Board Leadership for Boards Impact Forum, the Nordic Chapter of the Climate Governance Initiative in collaboration with World Economic Forum
What are the Top Competencies (Knowledge, Skills and Abilities) needed by CPAs, Accounting and Finance Professionals today?
The Business Learning Institute shares its latest research and correlates it with other leading global research (Conference Board, AICPA, CGMA, IFAC, CPA Canada, Burrus Research, Bersin by Deloitte). These skills were identified and then surveyed across over 1,000 finance and accounting professionals to identify the top five skills needed today.
In our survey work at the Business Learning Institute (http://www.blionline.org) we found that the top five skills ranked by survey respondents covered 75% or everyone's top five list, providing a great starting point for skills development and targeting in talent development.
1. Strategic and Critical Thinking
2. Communication
3. Anticipating and serving evolving needs
4. Inspiring and motivating others
5. Collaboration and mobilizing consensus
BLI also developed a framework, called The Bounce to describe the career trajectory of today's finance and accounting professional. The Bounce is the natural career trajectory for accounting and finance professionals. It talks about the process of acquiring technical mastery in the early career and beginning to supplement wit the critical skills (competencies) needed for long-term success. BLI has been leading the training and development of accounting and finance with these ‘success skills’ for eighteen years.
The Business Learning Institute (BLI) is the largest talent development and and learning provider to CPAs, accounting and finance professionals in the US. We bring our leading approach to ‘success skills’ and competency-based curriculums to the leading organizations, public companies and CPA firms all over North America.
Managing the Workforce of the Future: Retaining and Engaging Future Claims Leaders
Presentation made to the Excess/Surplus Lines Claims Associaton at its annual conference in Southampton, Bermuda.
Presentation features the shifts in workplace values that require organizational leaders to change their approach to workforce management.
Leaderonomics SME CEO Conference 2017 - Growing & Scaling your Business to Gr...Roshan Thiran
These are the slides presented by Roshan Thiran, CEO of Leaderonomics at the SME CEO Conference 2017. He shares 4 constraints that are affecting your business and need to be addressed to grow and scale your business. For more information on the Leadership Dojo programme, which Roshan personally programme manages, email info@leaderonomics.com
To follow Roshan on Twitter (@lepaker) and Facebook, go to: www.facebook.com/roshanthiran.leaderonomics
Economic development organizations have been using economic development performance metrics for years. However, with differing viewpoints, metrics have gotten muddy and misunderstood.
Lucky for the profession...
In 2011, Atlas put together its first survey of EDO outcomes, to assist EDOs in planning their marketing, business attraction, and business retention programs. In 2014, IEDC published "Making it Count," a guide on metrics for high performing EDOs.
But...
In 2016, the general public is still weary about the value of economic development and what we do in our profession.
This presentation is our take on how economic developers can leverage metrics for their day to day and how it impacts the effect that they have on thier economy.
Growing & Scaling Your SME - The 4 constraints preventing Your business from ...Roshan Thiran
These are the presentation slides which was presented by Roshan Thiran, founder & CEO of Leaderonomics, at the AmBankBizConference in Penang. You can also find a lot of write-ups by Roshan at www.leaderonomics.com, where he shares more details on the 4 constraints model and other leadership nuggets.
Have you ever wanted to show your board or your elected officials the value of economic development? View this ppt to find out how economic development organizations can measure/quantify the value of their promotional activities.
Atlas High Performance Economic Development is a Team Sport - Pure MichiganAtlas Integrated
Atlas Advertising and Community Systems CEO Ben Wright presents "High Performance Economic Development is a Team Sport" to Pure Michigan Economic Development team in 2015, in Kalamazoo, Michigan
Strategic Doing is a new strategy discipline designed explicitly for open, loosely connected networks. By following simple rules, complex strategies emerge. These strategies guide collaborations toward measurable outcomes, while making adjustments along the way.
This document provides you an overview of Strategic Doing, the protocol for designing and guiding complex collaborations with simple rules.
If you have questions about Strategic Doing, please contact
Leaderonomics India Roundtable Sessions - Presentation SlidesRoshan Thiran
In February 2019, Roshan Thiran (Leaderonomics Group CEO) together with Parthiban Vijaraghavan and Riddhi Parikh (from Leaderonomics India) conducted roundtable sessions with India business leaders and HR directors in Hyderabad, Bangalore and also in Mumbai. Attached are the slides presented by both Roshan and also Parthi/Riddhi.
Revenue Growth or Cost Control? Strike the Right Balance with S&OP and Demand...Steelwedge
In the years after The Great Recession of 2008, companies focused their energy and attention in driving efficiency and being more cost effective. Forecast accuracy became even more important. However, in the last 2 years the global economy has shown revival signs and growth is now both a possibility and a priority. But, how can companies continue to drive cost efficiency and, at the same time, foster growth?
Revenue Growth or Cost Control? Strike the Right Balance with S&OP and Demand Planning TechnologyThis webinar will discuss S&OP in the context of balancing control vs. growth—with a look at the prospects and pitfalls of balancing global, regional and local planning and decision making. We will discuss how an established S&OP process and the right technology:
Enables top executives to drive their strategic agenda all the way to the operational and transactional layers
Helps companies to maintain financial and operational control while fostering revenue growth
Creates the agility to pursue both external growth opportunities and internal drive for growth through innovation
Join us to learn how to optimize your company’s approach to drive growth, whether you are new to S&OP and Demand Planning or you are evolving your strategy and process.
Universities as Anchors for Regional Innovation October 2013Ed Morrison
Universities anchor regional innovation systems, and they provide new opportunities to transform regional economies. But we need new approaches to design and manage this transformation. Strategic Doing provides an alternative.
Transforming the University January 2014Ed Morrison
Universities are facing major challenges, even upheaval. How can these institutions transform themselves? Traditional approaches to strategic planning don't work very well in the Academy. Strategic Doing presents an alternative.
Major research universities have three missions: teaching, research and engagement. This presentation makes the argument that engagement provides the lens through which to see how universities can transform.
Through engagement, universities can generate new flows of revenues to support both teaching and research. Engagement also provides new opportunities for research and more powerful learning experiences for students.
Strategic Doing: Can Open Innovation Transform Regions? April 2013Ed Morrison
Strategic Doing emerged out of experiences in which civic leaders innovated in open, loosely connected networks.
The transformation of Oklahoma City emerge from such a strategy. Now, the Purdue Center for Regional Development is capturing the lessons of Oklahoma City and transferring these lessons to other regions across the country.
Strategic Doing and Connected Innovation April 2013Ed Morrison
Food science is one area of the economy in which companies have embraced open innovation. But how can companies manage these relationships? How can they create shared value in a disciplined process? This presentation explores these issues.
Strategic Doing: An Introduction January 2014Ed Morrison
Strategic Doing is a new approach to designing and executing strategy in open, loosely connected networks. The process -- which is simple, but takes practice to master -- enables people to form collaborations quickly, move them toward measurable outcomes, and make adjustments along the way.
This presentation introduces Strategic Doing and presents some testimonials from professionals that now rely on the discipline.
Richmond Indiana: Introduction to Strategic Doing May 2013Ed Morrison
Richmond, IN, like other regions, faces difficult challenges bridging a skills gap. This slide deck shows how we introduced Strategic Doing to civic leaders in the region.
In the months after the presentation, the leadership went on to form a highly successful manufacturing partnership. This initiative won a Governor's award for innovation in January 2014.
Research universities need to nurture two different, but overlapping ecosystems: one to support entrepreneurs and another to support innovating companies.
This slide distinguishes between the two.
North Louisiana: The New Dynamics of Regional Prosperity 2013Ed Morrison
In the past, Southern regions relied heavily on recruiting companies to strengthen their economies. Now, the dynamics have shifted. This presentation introduces the shift.
Network Engagement: Purdue and Workforce Innovation August 2012Ed Morrison
A research university like Purdue is typically not part of a traditional workforce development system.
Purdue, however, has demonstrated how to stimulate workforce innovation by relying on new models of strategy and collaboration.
Visualizing Our Workforce Challenges October 2013Ed Morrison
Workforce development challenges are complex, messy and invisible. We cannot "see" these systems.
If we are to make significant improvement in the productivity of our workforce systems, we will need to use new visual tools. This presentation explores this argument.
Brief Introduction to Strategic Doing May 2013Ed Morrison
This is a brief introduction to Strategic Doing, a new approach to developing and implementing strategy in open, loosely joined networks. Unlike strategic planning with is relatively slow and costly, strategic doing is a discipline which is fast, agile, and lean.
A newer version of this prevention was developed in January 2014.
Bob Brown of Michigan State University is using Strategic Doing to assemble a core team of leaders to redevelop devastated neighborhoods in Flint, MI. In this presentation, Bob provides background to this work and explains why Strategic Doing works. According to Bob:
"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."
Strategic Doing: A New Discipline December 2013Ed Morrison
This presentation introduced Strategic Doing to the Australia New Zealand Regional Science Association. President of the Association, Paul Collits, invited me to make this presentation after he had studied our work.
In his keynote address to the meeting, Paul noted, "Local economic development is the identification of local assets for growth and leveraging them through collaboration. The best methodology I have seen in twenty years for achieving this is called Strategic Doing."
Skills gaps bedevil our economy.
But what are they and how did they form? This graphic illustrates how skill gaps emerged from an underperforming education system and a fragmented workforce development system.
Strategic Doing: A New Discipline Australia December 2013Ed Morrison
This presentation explores the "backstory" of Strategic Doing and how it emerged from the collapse of traditional approaches to strategy -- strategic planning.
Some thoughts on the future of a public workforce development system: A presentation to the 2011 Association of University Business and Economic Research conference.
1. Strategic Doing Ed Morrison Purdue University University of Oklahoma Economic Development Institute Advanced Strategy Lab | Indianapolis 2010
2. We are moving from our Grandfather’s to our Grandchildren’s Economy Our economic transformation requires new approaches to strategy Strategic Doing provides the discipline to to generate “swarm innovation” Here’s Strategic Doing in a Nutshell
3. We are moving from our Grandfather’s to our Grandchildren’s Economy Our economic transformation requires new approaches to strategy Strategic Doing provides the discipline to to generate “swarm innovation” Here’s Strategic Doing in a Nutshell
6. Here’s how our Grandfather’s created wealth Coal dumper video available on YouTube
7.
8. Name a company in your region that has been caught in the downdraft of our Grandfather’s economy. What do you know about its strategy? How could you use these insights in your business retention program? Questions:
13. Grandfather’s Economy Grandchildren’s Economy Hierarchies Networks Command and control Link and leverage Vertically integrate Horizontally connect Transactions Relationships Mass Production Sustainable Manufacturing Strategic Planning Strategic Doing
14. Questions: Name a company in your region that is catching the wave of our Grandchildren’s economy. What do you know about its strategy? How could you use these insights in your business retention program? What would features of a strategy would you look for?
15. Our challenge is to find the pathways to our Grandchildren’s economy... Connecting our many assets with “link and leverage” strategies
17. The 5 factor model of regional economic development Ed Morrison, Purdue Center for Regional Development
18. Tom Peters: “It’s the firm” Michael Porter: “It’s the cluster” New urbanists: “It’s the place” Richard Florida: “It’s the Creative Class”
19. Questions: What are the current components of your ED strategy and how would you map them? How would you map your current levels of investment? Do you gain any insights from mapping your strategy? What patterns do you see? What gaps and disconnects?
20. Mapping a Regional Strategy using the 5 Factor Model You can use the Five Factor model to map your current economic development strategy. By mapping your region’s strategy, you can get a good overview of how well your strategy is balanced, focused and connected. The key components of a strategy map include: Anchor Organizations.-- Which organizations anchor the networks in your strategy? Strategic Outcomes.-- Where are you going with your strategy? For example, does your region have a set of clearly articulated outcomes in developing Brainpower? Strategic Initiatives.-- For each outcome, what are the major initiatives that your anchor organizations guide? What are you doing to achieve your outcomes? Strategic Investment.-- What is the approximate level of investment in each of the areas? You can estimate this in a variety of ways, but it is helpful to focus only on the investments that you can guide through your strategy. It’s also helpful to distinquish between operating expenses and capital expenditures. The 5 Factor Model is inclusive. Any organization or individual concerned with education, workforce or economic development is located somewhere on the map. So, for example, educators, workforce developers and anyone concerned with individual development are in the Brainpower quadrant. Economic developers, incubator managers, and professionals concerned with business development are in the Innovation and Entrepreneurship quadrant. Professionals concerned with physical development -- infrastructure, broadband, industrial parks -- are in the Quality, Connected Places quadrant. Marketing and tourism professionals are located in the Branding Stories quadrant. Leadership programs are located in the middle, under Civic Collaboration. Typically, you will find that the region has rarely articulated clear Strategic Outcomes that align organizations; that organizations are pursuing many disconnected initiatives that fail to link and leverage assets either within or across quadrants; that branding stories are narrow and confused; and that very little (if any) investment is being made to build the networks needed to develop, guide and revise a regional strategy.
21. Mapping a Strategy ANCHOR ORGANIZATIONS STRATEGIC OUTCOMES (Where are you going?) STRATEGIC INITIATIVES (How will you get there?) APPROXIMATE ANNUAL INVESTMENT Brainpower Networks Innovation and Entrepreneurship Networks Quality, Connected Place Networks Branding, Story-Telling, Identity Networks Collaboration, Leadership Networks
22. Here’s an example of how institutions from our Grandfather’s economy are not adjusting well...High school drop-outs are a major problem across the U.S. Dade Orlando Hillsborough Florida U.S.
23. Nearly 104,000 students did not graduate from Florida’s high schools in 2009; the lost lifetime earnings in Florida for that class of dropouts alone total more than $27 billion. Florida would save more than $1.5 billion in health care costs over the lifetimes of each class of dropouts had they earned their diplomas. If Florida’s high schools graduated all of their students ready for college, the state would save almost $193.8 million a year in community college remediation costs and lost earnings.
24. We can start here: Our ideas about career paths are too simple...
25. We need transformation and innovation... 50% to 60% of teenagers are here... 70% to 80% of the jobs are here...
26. We are moving from our Grandfather’s to our Grandchildren’s Economy Our economic transformation requires new approaches to strategy Strategic Doing provides the discipline to to generate “swarm innovation” Here’s Strategic Doing in a Nutshell
27. Strategic Planning evolved to handle large hierarchical organizations A small group at the top did the thinking A larger group at the bottom did the doing
29. Our strategy challenge is like paddling a kayak in the ocean The task requires quick strategic assessments and continuous “doing”
30. We are moving from our Grandfather’s to our Grandchildren’s Economy Our economic transformation requires new approaches to strategy Strategic Doing provides the discipline to to generate “swarm innovation” Here’s Strategic Doing in a Nutshell
31. Strategic Doing guides a loosely connected network with a series of disciplined conversations
32. Strategic Doing keeps us focused on the big issues Nextel video available on YouTube
33. Strategic Doing guides conversations...The key insight: People move in the directions of their conversations
34. We guide these conversations with workshop exercises....Strategic Doing Packs
36. Str Most Strategic Doing Plan and action together Strategic Planning Plan but no action No Strategy Action but no plan
37. As we guide these conversations and make decisions, we generate all the components of a Strategic Action Plan...It is simple, but not easy. Strategic Action Plan v. 0.1 beta
38. Strategic Doing begins when a Core Team of leaders takes responsibility for the Strategic Doing process... The Core Group agrees to use a Strategic Doing process to produce and update a Strategic Action Plan
39. The Core Team identifies focus areas of opportunities to produce dramatically better results....
40.
41. 30 Days The process of shaping a strategy is continuous
42. With Strategic Doing, there’s no separation between thinking and doing..the strategic conversations (driven by the four questions) are continuous
44. Strategic Doing generates Swarm Innovation...Many innovations that link and leverage a region’s assets Disruptive Innovation Swarm Innovation
45. At Purdue, we have used Strategic Doing to generate over 50 initiatives (each with metrics) in four focus areas...with one administrator Core Group Focus 1 Focus 2 Focus 3 Focus 4 Initiatives Initiatives
46.
47.
48. As we connect assets, something funny happens...Our opportunities actually expand
49. People who use Strategic Doing do not waste time asking permission... Kokomo, IN
50. These folks are working on re-engagement networks for laid-off engineers and manufacturing workers...
51. Here’s an example of an initiative that’s part of “swarm innovation”
52. Here’s an example of an initiative that’s part of “swarm innovation” Purdue guitar video available on Vimeo
53. Cape Girardeau, MO Southeast Missouri used Strategic Doing to shape a strategy for its P-20 Council
54. Denver, CO Colorado used Strategic Doing to explore new connections in its workforce system
55. Michigan used Strategic Doing to explore avenues past the declining auto economy Lansing, MI
56. Boise, ID Idaho used Strategic Doing in their Governor’s Workforce Development Summit
57. If your actions inspire others to dream more, learn more, do more and become more, you are a leader. John Quincy Adams We need leaders willing to step up...now
58.
59.
60.
61.
62. Strategic Doing Pack Describe your focus area for conversation: What brings you together? Strategic Doing Pack Completed By: Today’s Date: Team Members Name Organization e-mail
63. Strategic Doing Question 1: What could we do together? Map your asserts...Connect them to define new opportunities What assets do we have in our networks? People? Organizations? Resources? Experience? What opportunities emerge when we connect these assets in new and different ways? Guide the conversation toward connections...What opportunities emerge that connect and align our assets? List as many as five opportunities that emerge from your conversation Opportunity 1 Opportunity 2 Opportunity 3 Opportunity 4 Opportunity 5
64. Strategic Doing Question 2: What should we do together? Define an outcome with 3 characteristics...Define metrics to measure the characteristics... Define a clear outcome that connects your team What do you hope to accomplish? What’s the Big Hairy Audacious Goal (BHAG) What’s your “elevator speech” to get people excited? Strategic Doing Question 2: What should we do together? Define how you will get to your outcome Decide on a project with 3 SMART Goals Simple Measurable Aggressive Relevant Time sensitive Characteristics that define your Outcome What are the characteristics or features of your outcome? How do you describe it clearly? Metrics to measure your success How would you measure each characteristic? Characteristic 1 Metric 1 Characteristic 2 Metric 2 Characteristic 3 Metric 3 Define the project What are you going to do to achieve your outcome? Define the project pathway with SMART Goals SMART Gaol 1: By ____________________, we will ____________________________________________________________ SMART Gaol 2: By ____________________, we will ____________________________________________________________ SMART Gaol 3: By ____________________, we will ____________________________________________________________
65. Strategic Doing Question 3: What will we do together? Draft an action plan Strategic Doing Question 4: How will we learn together? Decide how you will follow -up Who Action Step By When Follow-up Meeting Date Time Place Internet Details How will you use the Internet to stay connected?
66. This Strategic Doing short form helps you keep focused on the strategic conversation. Remember, your strategic conversation is framed by four questions. If your conversation drifts from these four questions, you can bring it back on track by asking one of the questions. Completing the short form gives you the main components of your Strategic Action Plan. You should add a version number, because a good Strategic Action Plan needs to be revised early and often.
67.
68. Thank you! Ed Morrison [email_address] Purdue Center for Regional Development www.purdue.edu/pcrd
Editor's Notes
What is the grand vision for the Foundation’s future? How can it better support the University? In this day and age, UWM does not expect to build the critical infrastructure to become a world-class research university the way it was done in Madison. It cannot rely almost exclusively on the State to grow its academic and research enterprise. At UWM we need to create a public/private infrastructure that leverages the best of both worlds. At the Foundation, we have an opportunity to: [read slide] This is a bold vision. It is different from what we have done in the past. It will not be easy, but it is possible. And it is the only way the campus will realistically be able to reach its goals in the long term.
What is the grand vision for the Foundation’s future? How can it better support the University? In this day and age, UWM does not expect to build the critical infrastructure to become a world-class research university the way it was done in Madison. It cannot rely almost exclusively on the State to grow its academic and research enterprise. At UWM we need to create a public/private infrastructure that leverages the best of both worlds. At the Foundation, we have an opportunity to: [read slide] This is a bold vision. It is different from what we have done in the past. It will not be easy, but it is possible. And it is the only way the campus will realistically be able to reach its goals in the long term.