The document introduces the concept of Strategic Doing, which is a process for enabling teams to work collaboratively on complex projects in networked organizations. It involves having open conversations to align goals and translate ideas into action. The process focuses on four key questions: What could we do together? What should we do together? What will we do together? How will we learn together? It requires identifying focus areas, initiatives, outcomes, goals, and action plans through a series of workshops. The goal is to continuously refine strategic plans to better link and leverage assets within a community through collaboration rather than traditional strategic planning models.
EECSport Steering committee overview of strategic doingKim Mitchell
Presentation to the EECS Shreveport steering committee on the strategic doing methods of Ed Morrison - slides provided by Ed Morrison under creative commons license.
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.
EECSport Steering committee overview of strategic doingKim Mitchell
Presentation to the EECS Shreveport steering committee on the strategic doing methods of Ed Morrison - slides provided by Ed Morrison under creative commons license.
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.
MSU Strategic Doing Detroit Workshop SlidesEd Morrison
Introductory slides to a Strategic Doing workshop at Michigan State designed to get tighter alignment and leverage from the university's Detroit-based initiatives.
Wabash Heartland Innovation Network Presentation February 2019 Ed Morrison
The Wabash Heartland Innovation Network (WHIN: http://whin.org) is designing new networks to support the development and deployment of technologies for smart manufacturing and smart agriculture.
We have been working on new approaches to ecosystem development that can accelerate the development of WHIN, This presentation explains.
Futureproofed • Systems thinking fundamentals for higher education • WorkshopSerge de Gheldere
This is a short introduction to the fundamentals of system dynamics: stock and flow models with connectors and feedback loops; rules of "grammar" and a couple of example models.
Oklahoma City: Birthplace of Strategic Doing Ed Morrison
25 years after helping to launch Oklahoma City's rebirth, I returned to celebrate. OKC is the birthplace of Strategic Doing.
From 1993-2000, I helped guide the civic leadership in the rebirth of their city. In the process, I worked on a new model of complex collaboration. It turns out we can build these complex collaborations by following a discipline of simple rules.
Here's the presentation I delivered.
Lessons learned from green infrastructure project experience in developing co...U.S. Water Alliance
Seattle's decade of experience installing Green Infrastructure (GI) projects has provided a substantial knowledge base. Two key areas of growth will be discussed: 1) Key policy issues in the development of the Seattle's Stormwater Code requirement for use of GI to the “maximum extent feasible” for projects on private property and right-of-way, and 2) public engagement success, failures, and proposed approach in moving forward in installing GI in public and private places, including a look at using GI to assist with combined sewer overflows.
Green NDLW Power Point Template Wimba Fridayvideoreg
Going Green: Going Green via Distance Learning
Sponsored & Hosted by: Wimba, Inc. (http://www.wimba.com/)
This webinar will explore a broad range of issues related to going green via distance learning. With gasoline prices still uncomfortably high, more and more students and business professionals are looking to Distance Learning to continue their education. According to the New York Times, colleges from Massachusetts and Florida to Texas and Oregon have reported significant increases in online enrollment. And with no relief in sight for fuel prices, this increase is likely to continue. Specific areas of interest may focus on how organizations are using distance learning to lead much greener and more productive environment globally.
Agile Strategy: A How-To Guide for Building and Nurturing Industry ClustersGIS Planning
Like attracts like. Success breeds success. Industry clusters are a boon to economic developers because of their magnetic effect on other businesses in the same sector, and the supply chain. But what do you do if you don't happen to be fortunate to already have a biotech, food processing or aerospace corridor in your community? According to guest presenter Ed Morrison, director of Agile Strategy, you go out and build one.
Morrison refers to his method as "strategic doing," accelerating network development in an intentional and disciplined way. This is different than the "analysis paralysis" methods of the past. It forms collaborations quickly by "linking and leveraging" assets across the network.
In this webinar, he discusses how to build regional innovation clusters, spaces where companies that share a similar competitive space decide to form a network, develop a strategic agenda to address common issues, and make anchor investments. This includes:
*Shifting the conversation towards collaboration
*Protocol for quickly building networks
*Developing a strategic, active agenda
*Managing this complex strategy with simple rules
*Identify different stages that clusters move through
Oklahoma City: The Birthplace of Strategic Doing Ed Morrison
25 years after helping to launch Oklahoma City's rebirth, I returned to celebrate. Why? Because OKC is the birthplace of Strategic Doing.
From 1993-2000, I helped guide the civic leadership in the rebirth of their city. In the process, I worked on a new model of complex collaboration. It turns out we can build these complex collaborations by following a discipline of simple rules..
In my presentation, I explained how I took the lessons we learned from OKC and applied them in a wide range of really complex situations.
Now it’s an open source discipline we are spreading across the world with a growing network of universities.
My path with OKC's leadership is crossing again, and we have some exciting announcements coming.
Stay tuned.
----
You can get more on the backstory in our book: https://lnkd.in/eqZSc5H
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.
MSU Strategic Doing Detroit Workshop SlidesEd Morrison
Introductory slides to a Strategic Doing workshop at Michigan State designed to get tighter alignment and leverage from the university's Detroit-based initiatives.
Wabash Heartland Innovation Network Presentation February 2019 Ed Morrison
The Wabash Heartland Innovation Network (WHIN: http://whin.org) is designing new networks to support the development and deployment of technologies for smart manufacturing and smart agriculture.
We have been working on new approaches to ecosystem development that can accelerate the development of WHIN, This presentation explains.
Futureproofed • Systems thinking fundamentals for higher education • WorkshopSerge de Gheldere
This is a short introduction to the fundamentals of system dynamics: stock and flow models with connectors and feedback loops; rules of "grammar" and a couple of example models.
Oklahoma City: Birthplace of Strategic Doing Ed Morrison
25 years after helping to launch Oklahoma City's rebirth, I returned to celebrate. OKC is the birthplace of Strategic Doing.
From 1993-2000, I helped guide the civic leadership in the rebirth of their city. In the process, I worked on a new model of complex collaboration. It turns out we can build these complex collaborations by following a discipline of simple rules.
Here's the presentation I delivered.
Lessons learned from green infrastructure project experience in developing co...U.S. Water Alliance
Seattle's decade of experience installing Green Infrastructure (GI) projects has provided a substantial knowledge base. Two key areas of growth will be discussed: 1) Key policy issues in the development of the Seattle's Stormwater Code requirement for use of GI to the “maximum extent feasible” for projects on private property and right-of-way, and 2) public engagement success, failures, and proposed approach in moving forward in installing GI in public and private places, including a look at using GI to assist with combined sewer overflows.
Green NDLW Power Point Template Wimba Fridayvideoreg
Going Green: Going Green via Distance Learning
Sponsored & Hosted by: Wimba, Inc. (http://www.wimba.com/)
This webinar will explore a broad range of issues related to going green via distance learning. With gasoline prices still uncomfortably high, more and more students and business professionals are looking to Distance Learning to continue their education. According to the New York Times, colleges from Massachusetts and Florida to Texas and Oregon have reported significant increases in online enrollment. And with no relief in sight for fuel prices, this increase is likely to continue. Specific areas of interest may focus on how organizations are using distance learning to lead much greener and more productive environment globally.
Agile Strategy: A How-To Guide for Building and Nurturing Industry ClustersGIS Planning
Like attracts like. Success breeds success. Industry clusters are a boon to economic developers because of their magnetic effect on other businesses in the same sector, and the supply chain. But what do you do if you don't happen to be fortunate to already have a biotech, food processing or aerospace corridor in your community? According to guest presenter Ed Morrison, director of Agile Strategy, you go out and build one.
Morrison refers to his method as "strategic doing," accelerating network development in an intentional and disciplined way. This is different than the "analysis paralysis" methods of the past. It forms collaborations quickly by "linking and leveraging" assets across the network.
In this webinar, he discusses how to build regional innovation clusters, spaces where companies that share a similar competitive space decide to form a network, develop a strategic agenda to address common issues, and make anchor investments. This includes:
*Shifting the conversation towards collaboration
*Protocol for quickly building networks
*Developing a strategic, active agenda
*Managing this complex strategy with simple rules
*Identify different stages that clusters move through
Oklahoma City: The Birthplace of Strategic Doing Ed Morrison
25 years after helping to launch Oklahoma City's rebirth, I returned to celebrate. Why? Because OKC is the birthplace of Strategic Doing.
From 1993-2000, I helped guide the civic leadership in the rebirth of their city. In the process, I worked on a new model of complex collaboration. It turns out we can build these complex collaborations by following a discipline of simple rules..
In my presentation, I explained how I took the lessons we learned from OKC and applied them in a wide range of really complex situations.
Now it’s an open source discipline we are spreading across the world with a growing network of universities.
My path with OKC's leadership is crossing again, and we have some exciting announcements coming.
Stay tuned.
----
You can get more on the backstory in our book: https://lnkd.in/eqZSc5H
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.
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
• What is SAP Fiori and why it matters to you
• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
• How SAP Fiori elements accelerates application development
• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
• How SAP Fiori paves the way for using AI in SAP apps
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
GridMate - End to end testing is a critical piece to ensure quality and avoid...ThomasParaiso2
End to end testing is a critical piece to ensure quality and avoid regressions. In this session, we share our journey building an E2E testing pipeline for GridMate components (LWC and Aura) using Cypress, JSForce, FakerJS…
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
3. We live in a networked world Internet map of city-to-city connections Source: chrisharrison.net
4. The iPhone production network Question: Who makes the iPhone? Answer: A network led by Apple
5. Question: How many companies made the Wizard of Oz? Answer: One (Metro-Goldwyn Mayer)
6. Question: How many companies made the Spider Man 3? Answer: Fifty-six (working in a network)
7. Question: How did regions function in a pre-networked world? Answer: Silos
8. Question: How do regions function in a networked world? Answer: Still Silos
9. We need new approaches to link and leverage assets within our communities and regions
10.
11. Strategic planning evolved to handle the complexities of managing large hierarchies...like the military and Fortune 500 companies A small group at the top did the thinking A larger group at the bottom did the doing
12. As organizations have become more networked, older strategic planning models do not work so well. The reason: There is no top or bottom to a network.
14. Organizations have been moving toward teams...where there is no separation of thinking from doing
15. Strategic Doing is a discipline to enable teams of people to do complex projects in these open networks
16. Most places: People and organizations work in isolation trying their best Strategic Planning: A few people try to sort it all out (but it often does not work) Strategic Doing: A continuous process of aligning, linking and leveraging
17. With Strategic Doing, leaders guide open conversations to translate ideas in to action... Key Insight: People move in the direction of their conversations
18. Strategic Doing is simple, but not easy. It takes practice to keep focused on four key questions... What could we do together? What should we do together? What will we do together? How will we learn together?
19. Strategic Doing begins when a core team of people agrees to take responsibility for the Strategic Doing process... The Core Group agrees to use a Strategic Doing process to produce and update a Strategic Action Plan
20. The Core Team identifies focus areas of opportunities to produce dramatically better results....
22. 30 Days The process of shaping a strategy is continuous
23. The team starts with Strategic Action Plan Version 1.0, then 1.1, then 1.2 and so on... 1.1 1.2 1.0 1.3
24. Strategic Doing is not that much different than planning a family vacation
25.
26. Strategic Doing generates “link and leverage” strategies Strategic Doing produces alignments, links and leverage A great example...The new Water Council in SE Wisconsin
33. The Innovation Cafe at Memorial Hospital in South Bend serves no food, but offers a place “where staffers and outsiders can learn to craft new ideas."
34.
35.
36. Strategic Doing is simple, but not easy. It takes practice... What could we do together? What should we do together? What will we do together? How will we learn together?
37. What could we do together? 1. Explore the assets at the table 2. Watch for patterns and possible connections 3. Find opportunities by connecting assets (What if?)
38. Here’s an example of a worksheet to connect assets to opportunities from a Strategic Doing Pack What are the assets within our region that we can connect to establish national leadership in the skill assessments? What are the opportunities we see when we connect these assets? How do you describe this opportunity? How can we link and leverage these assets? Examples can include people, organizations, events, programs.... Opportunity 1: Example: we could conduct monthly webinars to inform us of the innovations taking place in the region. Opportunity 2: Example: We could conduct a Youth Summit once or twice a year to keep everyone on track and connected Date: Questions? Contact:
39. As we connect assets, we notice something strange starts to happen... The “network effect” takes hold...
40. Strategic Doing is simple, but not easy. It takes practice... What could we do together? What should we do together? What will we do together? How will we learn together?
41. What should we do together? 1. Pick an opportunity 2. Define an outcome with 3 characteristics 3. Describe a transition path using SMART Goals Where do you want to be in 3 years? SMART = Simple + Measurable +Achievable + Relevant + Time Sensitive What will people be doing? And how will they be doing it? Pick something transformative..not just something you are already doing...Pick something that you can do together that you cannot just do alone
42.
43. Here’s a worksheet for defining characteristics of an outcome... What does success look like? Define 3 characteristics of your Outcome. Example: Creating a nationally recognized workforce summit that regularly pushes innovative initiatives to address the challenges of at-risk youth. Characteristic 1: Active on-line community of innovators Characteristic 2: Strategy teams that engage at-risk youth as members Characteristic 3: Example: Regular webcasts Date: Questions? Contact:
44. Here’s a worksheet for SMART Goals to mark a pathway SMART GOALS For this project by this date.... SMART GOALS We will do this.... Example: By September 2009 We convene a core team of professionals in the region interested in at-risk youth Date: Questions? Contact:
45. Strategic Doing is simple, but not easy. It takes practice... What could we do together? What should we do together? What will we do together? How will we learn together?
46. What will we do together? 1. Write an Action Plan of who does what by when 2. Make personal commitments
47. Here’s a worksheet for an Action Plan Action Steps: To move our project forward over the next thirty days, we will do these actin steps: Responsible: By When: Date: Questions? Contact:
48. Strategic Doing is simple, but not easy. It takes practice... What could we do together? What should we do together? What will we do together? How will we learn together?
49. How will we learn together? 1. Capture your conversation on the web 2. Plan the next face-to-face meeting for revisions 1.1 1.2 1.0 1.3
50. Strategic Doing is like paddling a kayak in the ocean The task requires quick strategic assessments and continuous “doing”
56. The Strategic Doing workshop will generate the components of a Strategic Action Plan for that initiative: 1.1 Skill Assessments Outcome for Skill Assessments: SMART Goals for Skill Assessments: Skill Assessment Action Plan: Schedule for Revision: What could we do together? What should we do together? What will we do together? How will we learn together?
57. You will not start by trying to do everything at once. You might start with 6 initiatives:
58. 1.0 2.0 3.0 4.0 5.0 6.0 To keep organized, you start numbering your initiatives as they emerge... 1.1 1.2 2,1 3,1 4,1 5,1
59. In the next months, you conduct more Strategic Doing workshops and add other initiatives, so your strategy map looks something like this:
60. Your simple numbering system will help you keep everything straight: 1.0 2.0 3.0 4.0 5.0 6.0 1.1 1.2 1.3 1.4 2.2 2.3 2.1
62. The Strategy Map is flexible. There is no one right way to draw it. The key point that you focus on doing something... The Atlanta Region has modified the strategy framework developed in at the national re-employment summit in Baltimore
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.