Center directors and researchers at Purdue's Discovery Park will be using Strategic Doing to form multi-disciplinary research teams to tackle Grand Challenges in food, water and energy. This presentation provides the directors an introduction of the development of this agile strategy method.

1. An Introduction to
Strategic Doing
Ed Morrison
Director
Purdue Agile Strategy Lab

2. Why are people getting interested in
Strategic Doing?
Strategic Doing
Workshops

3. Why are people getting interested in
Strategic Doing?
We’ve cracked
the code on
complex
collaboration

4. My personal journey
started here, 1983
Staff counsel,
Senate Democratic
Policy Committee

5. Next stop: Mazda Manufacturing Complex
Hiroshima, Japan, 1985
Corporate Strategy
Consultant, Telesis
Client: Ford Motor
Company

6. Next stop: High tech
optics factory run by
Chinese military, 1991
Negotiating supplier
agreement for Berger
Instruments

7. Next stop: Learning
about the Internet
from a physicist, 1992
Consultant to
Internet company

8. Next stop: Transforming
Oklahoma City, 1993
Consultant to Greater
Oklahoma City Chamber
of Commerce

9. We need to create a
vibrant ecosystem for
technology companies.
Next stop: Designing an
ecosystem in Charleston, SC 2001
Ernest Andrade
Economic Developer
City of Charleston
Consultant to Greater
Charleston Chamber of
Commerce

10. “Transform your Workforce
System”
✓ 13 regions nationally
✓ $15 million each
✓ 3 years to innovate
The federal government
Next Stop,
Indiana, 2005

11. 0
7,500
15,000
22,500
30,000
Began Training Completed Training Degrees/Certificates
Goal Result
2.7 X
2.9 X
2.7 X
Result: We exceeded goals by almost 3X: With 8%
of the national money, we produced 40% of the
national results

12. The results start appearing
Oklahoma City, 2007
Photo by: Luke Barrett

13. We accelerated per capita income growth

14. OKC is now considered a
national model

15. The Charleston Digital
Corridor has also gained
national attention

16. Next Stop,
Milwaukee Water Summit, 2008

17. © 2008, Brian D. Thompson, UWM Research Foundation 10/6/08
Funds
Fluid Transport/
Civil & Ind. Engr.
Detection
Materials
Bioscience
Pumps/ Valves/
Components
Analysis/
Measuring/
Control
Water User
Consumer
Products
Treatment/
Processing/
Softening
Utilities
Funding Agencies
Academic Institutions
Private Sector
Public Sector
Milwaukee Water Cluster, 2008
DOE
EPA
NSF
USDA
DoD
NOAA/DOC
Interior
World Bank
Foundations
International
Partners
NIH
Greater
Milwaukee
Foundation
UWM
Marquette
UW-Madison
WATER Inst.
Chem & Biosci
School of Freshwater
Science
CEAS
Physics
MSOE
Fluid Power
Rapid Proto Center
M7/GMC
MMSD
City of
Milwaukee
DNR
UNDP
Federal
Government
Municipalities
Water Council
Pentair• Filtering & purification
GE
Badger Meter
• Water meters
• Meter reading systems
Procorp• Water reuse & softening
• Phosphate & radium removal
AO Smith
• Water heaters
Kohler
• Faucets
• Materials, coatings, plating
• Casting technology
Miller Coors• Intake quality, output quality
• Energy consumption
AquaSensors
Thermo Fisher
Scientific
Fall River
Great Lakes Water
• Water treatment equipment Advanced
Chemical Systems• Ind. wastewater treatment
CH2MHILL
• Engineering services
ITT
Sanitarie• Wastewater treatment
design
Flygt
• pumps
SiemensJoy
Bucyrus
Veolia
• Water utilities
Environmental
Energy
Efficiency
Processing &
Treatment
Monitoring &
Detection

18. Milwaukee is now recognized as a global
water hub

19. 7
The Space Coast called
when the Shuttle
closed down in
June 2010

20. We formed a new
cluster in
renewable energy

21. Next stop, Flint,
2012

22. We held our largest 3 day Strategic Doing
training in Flint, 2014

23. Strategic Doing gives
us the power to change
our lives, our
neighborhoods and our
communities
AGILE STRATEGY LAB / / APRIL 2017
Bob Brown
Associate Director
Center for Community and Economic Development
Michigan State University

24. We used Strategic Doing with our partners to
transform engineering education at 50
universities

25. Pathways universities are developing or have
launched over 300 collaborations using
Strategic Doing
New or redesigned courses
Infrastructure (new classrooms, IP policies, etc.)
Non-credit learning (workshops, intenships)
New or renovated makerspaces
Competitions
Credentials (minors, certificates or degrees)
Consolidations of I&E activity across campus
Other
0 20 40 60 80
6
17
29
36
37
62
64
79

26. “The Strategic Doing (SD)
approach might be one of
the most effective ways of
implementing change on
campus.”
Ilya V. Avdeev, Ph.D.
University of Wisconsin-Milwaukee

27. “The Strategic Doing
approach had a significant
impact for us in helping us
move faster… It keeps the
whole team focused on
outcomes.”
Magda Lagoudas
Executive Director of Industry and
Nonprofit Partnerships
College of Engineering

28. Inspired by this work, we
have won a $2 million NSF
award to transform
Purdue’s Mechanical
Engineering Department
using Strategic Doing, 2015

29. We have helped the
board of the American
Society for Engineering
Education to transform
the organization

30. We have begun integrating Strategic Doing
with Fraunhofer innovation and technology
management

31. We began integrating Strategic Doing with
Fraunhofer innovation and technology
management, 2014

32. Universities face complex challenges of
converting knowledge into money

33. © Fraunhofer IAO, IAT Universität Stuttgart
Slide ‹Nr.›
Universities must move from hierarchical to
network-based thinking and doing

34. A platform can connect and leverage assets
across a campus

35. © Fraunhofer IAO, IAT Universität Stuttgart
Slide ‹Nr.›
today
future
Strategic Doing
A strategy protocol can migrate assets from
hierarchies to networks

36. We are using this approach to assemble
diverse teams to address Grand Challenges

37. We are designing new collaboration
platforms

38. Key insight: Strategy in complex environments
involves following simple rules

39. When followed, simple rules create a swarm

40. Simple rules can
create alignment out
of confusion and
conflict

41. Self-directed teams learn by doing
with a process that is lean, fast,
and agile

42. We start here:
Strategy in open
networks involves
two simple, but
not easy
questions

43. Strategy emerges from questions and
commitments

44. We convert these questions into a
discipline of 10 simple rules

45. 45
Following the rules, teams design strategies in
hours and quickly summarize them on maps

46. They learn to present their strategy in as
little as 2 minutes

47. Teams design an interactive process so
strategies become sharper with
experimentation and learning by doing

48. “The best methodology I have seen in 20
years.”
Paul Collits
Former President
Australia New Zealand Regional Science Association

49. In today's collaborative
management culture
Strategic Doing offers a tool
that allows team members to
advance ideas to
implementation quickly
Janyce Fadden
VP/General Manager (retired)
Portescap/Danaher Motion
AGILE STRATEGY LAB / / APRIL 2017

50. Strategic Doing allows a
business to quickly identify
an interested ecosystem of
local businesses that have a
collective interest in and
capability to solve a defined
customer problem.
Todd Tangert
Former Combat Systems
Architect Lockheed
Corporation
AGILE STRATEGY LAB / / APRIL 2017

51. 4.0 Analytics
I’ve worked with large
companies trying to do open
innovation, but the Strategic
Doing process is unique. This
is the most clear and concise
open innovation process I’ve
seen.
Mark Scotland
Chief Operating Officer
4.0 Analytics
AGILE STRATEGY LAB / / APRIL 2017

53. Learn more
Ed Morrison
edmorrison@purdue.edu
agilestrategylab.org
strategicdoing.net
facebook.com/stratdoing
Scott Hutcheson
hutcheson@purdue.edu
Liz Nilsen
enilsen@purdue.edu