The document summarizes a workshop on Strategic Doing in the Northland Region held by Ed Morrison from the Purdue Center for Regional Development on November 19-20, 2009. The workshop aimed to develop a stronger regional leadership team, create a Northland Strategic Action Plan, teach leaders how to guide strategic conversations, and make leaders comfortable using an online workspace for collaboration. The summary outlines modules covered in the workshop on open networks, strategic outcomes, initiatives, and using web 2.0 tools.
The second most important thing you can do is ship something good. The most important thing you can do? Ship something. I love testing and performance optimization and pixel tweaking as much as the next person, but if you never ship then you might as well have never started.
The second most important thing you can do is ship something good. The most important thing you can do? Ship something. I love testing and performance optimization and pixel tweaking as much as the next person, but if you never ship then you might as well have never started.
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.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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Northland Strategic Doing Workshop
1. Strategic Doing in the
Northland Region:
A Workshop
Ed Morrison
Purdue Center for Regional Development
November 19-20, 2009
Monday, November 23, 2009
2. Strategic Doing in the
Northland Region:
A Workshop
Ed Morrison
Purdue Center for Regional Development
November 19-20, 2009
Monday, November 23, 2009
3. My Outcomes
1. A stronger regional leadership team
2. A Northland Strategic Action Plan
Version 0.1
3. Leaders who understand how to guide
Strategic Conversations with Strategic
Doing
4. Leaders comfortable with the Web 2.0
workspace: Northlandstrategy.net
Monday, November 23, 2009
4. Ground Rules
• Focus on the task at hand
• Speak from your experience
• No speeches, No bumper stickers
• Raise issues early
• Challenge each other to think more clearly
• Put your cell phones away
• Break when you need to
Monday, November 23, 2009
5. • Module 1: Open Networks
• Module 2: Strategic Outcomes
• Module 3: Strategic Initiatives
• Module 4: Web 2.0
Monday, November 23, 2009
7. Question:
Who makes the iPhone?
Answer:
A network led
by Apple
The iPhone
production
network
Monday, November 23, 2009
8. Question:
How many companies made the Wizard of Oz?
Answer:
One
(Metro-Goldwyn Mayer)
Monday, November 23, 2009
9. Question:
How many companies made the Spider Man 3?
Answer:
Fifty-six
(working in a network)
Monday, November 23, 2009
10. Question:
How did regions function in a pre-networked world?
Answer:
State
State
State
Agencies
Agencies
Libraries
Libraries
Economic
Economic
Economic
Silos
Agencies Libraries Development
Development
Development
Post-
Post-
Post-
Secondary
Cities K-12
K-12 Secondary
Secondary
Cities
Cities K-12
Counties
Counties Workforce
Counties Workforce
Workforce
Federal
Federal
Federal
Federal
Agencies Social
Agencies Social Chambers
Chambers
Agencies
Agencies Social
Service Chambers
Service
Service
Monday, November 23, 2009
11. Question:
How do regions function in a networked world?
Answer:
State
State
State
Agencies
Agencies
Libraries
Libraries
Economic
Economic
Economic
Still Silos
Agencies Libraries Development
Development
Development
Post-
Post-
Post-
Secondary
Cities K-12
K-12 Secondary
Secondary
Cities
Cities K-12
Counties
Counties Workforce
Counties Workforce
Workforce
Federal
Federal
Federal
Federal
Agencies Social
Agencies Social Chambers
Chambers
Agencies
Agencies Social
Service Chambers
Service
Service
Monday, November 23, 2009
12. We need new approaches to think and act strategically
within our communities and regions
Strategy answers 2 questions:
Where are we going? How will we get there?
Monday, November 23, 2009
13. Strategic Planning evolved to handle the complexities of
managing large hierarchies...like the military and Fortune
500 companies
Monday, November 23, 2009
14. 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
Monday, November 23, 2009
15. Strategic Planning does not work in open networks...
There is no top or bottom to a network, so no one can tell
anyone what to do.
Monday, November 23, 2009
16. Strategic Planning does not work in open networks...
There is no top or bottom to a network, so no one can tell
anyone what to do.
Monday, November 23, 2009
17. Strategic Doing is designed for open networks...where there
is no separation of thinking from doing
Monday, November 23, 2009
18. Strategic Doing is like paddling a kayak in the ocean
The task requires
quick strategic
decisions and
continuous “doing”
Monday, November 23, 2009
19. Strategic Doing is simple, but not easy. It takes practice...
As we answer these questions, we generate the components
of our Strategic Action Plan
Monday, November 23, 2009
20. Strategic Doing is simple, but not easy. It takes practice...
As we answer these questions, we generate the components
of our Strategic Action Plan
Strategic
Strategic
Strategic
Strategic
Strategic
Action Plan
Action Plan
Action Plan
Action0.1Plan
Action0.1
Version 0.1
Version 0.1Plan
Version 0.1
Version
Version
Monday, November 23, 2009
21. Strategic Doing quickly generates “link and leverage”
strategies...Connecting our assets to our opportunities
Strategic Doing
produces
alignments, links
and leverage
Monday, November 23, 2009
24. Strategic Doing produces a swarm of innovations
Disruptive innovation Swarm innovation
Monday, November 23, 2009
25. As we connect assets to our opportunities and
actually do something, we notice the atmosphere
changing...
The “network effect” takes hold...
High
Inflection Point
ne
Zo
Opportunities
ty
ni
rtu
po
Low Op
Low High
Trust and
collaboration
Monday, November 23, 2009
26. At Purdue, we have used Strategic Doing to generate
over 50 initiatives (each with metrics) in four focus
areas...with one administrator
Core Focus
Group 4
Focus
1
Focus Focus
2 3
Initiatives Initiatives
Monday, November 23, 2009
27. Here’s how the Northland narrative starts to emerge
from the documents you have prepared
Monday, November 23, 2009
28. Here’s how your strategy starts to emerge from the
documents you have prepared
Partner
Sponsor
Sponsor
Organizations
Organizations
Sponsor
Organizations
Sponsor
Organizations
Organizations
Strategic Focus Areas
Core Team
Leadership Leadership and
Team Communication
Talent
Development
STEM Strategic
Initiatives
Entrepreneu Industry
rship Industry Innovation
Transformation
Biomed
and Health
Care
Forestry
and Fiber
Next Energy
Innovative
Mining MFG
Transport Creative
Logistics
Monday, November 23, 2009
29. Here’s how the new Northland narrative starts to
emerge from the documents you have prepared
Sustainability
Health
Innovation
Creativity
Talent
Entrepreneur
Monday, November 23, 2009
30. We start with What could we do?
Monday, November 23, 2009
31. You have already started to answer that question...
Sponsor
Sponsor
Organizations
Sponsor
Organizations
Sponsor
Organizations
Organizations
Strategic Focus Areas
Leadership Leadership and
Team Communication
Talent
Development
STEM
Entrepreneu Industry
rship Industry Innovation
Transformation
Biomed
and Health
Care
Forestry
and Fiber
Next Energy
Innovative
Mining MFG
Transport Creative
Logistics
Monday, November 23, 2009
32. Do we have this right? Is it a good starting point?
Sponsor
Sponsor
Organizations
Sponsor
Organizations
Sponsor
Organizations
Organizations
Leadership Leadership and
Team Communication
Talent
Development
STEM
Entrepreneu Industry
rship Industry Innovation
Transformation
Biomed
and Health
Care
Forestry
and Fiber
Next Energy
Innovative
Mining MFG
Transport Creative
Logistics
Monday, November 23, 2009
33. Sponsor
Sponsor
Organizations
Sponsor
Organizations
Sponsor
Organizations
Organizations
Entrepreneurship
Advocacy
Leadership Leadership and
Team Communication
STEM
Talent
Development
Industry
Adult Industry
Innovation
Transformation
Biomed
and Health
Care
Forestry
and Fiber
Next Energy
Innovative
Mining
MFG
Transport Creative
Logistics
Monday, November 23, 2009
34. • Module 1: Open Networks
• Module 2: Strategic Outcomes
• Module 3: Strategic Initiatives
• Module 4: Web 2.0
Monday, November 23, 2009
35. We start with What should we do?
This is the strategic question which is really
2 questions: Where are we going? How will we
get there?
Monday, November 23, 2009
37. Let’s start with defining an outcome.
Where are we going?
Where do we want our region to be?
What will people be doing? And how
will they be doing it?
1. Pick an focus area
2. Define an outcome with 3 characteristics
Monday, November 23, 2009
38. We can use this network map to define our strategy
more clearly
Sponsor
Sponsor
Organizations
Sponsor
Organizations
Sponsor
Organizations
Organizations
Strategic Focus Areas
Leadership Leadership and
Team Communication
Talent
Development
STEM
Entrepreneu Industry
rship Industry Innovation
Transformation
Biomed
and Health
Care
Forestry
and Fiber
Next Energy
Innovative
Mining MFG
Transport Creative
Logistics
Monday, November 23, 2009
39. • Module 1: Open Networks
• Module 2: Strategic Outcomes
• Module 3: Strategic Initiatives
• Module 4: Web 2.0
Monday, November 23, 2009
43. • Module 5: Strategic Action Plan
• Module 6: Using Strategic Doing
Monday, November 23, 2009
44. Strategic Action Plans: Modular, simple
Introduction:
What’s Changed
Our Opportunity
Our Vision and Purpose
1. Strategic Focus Area
‣ Outcome and Metrics
‣ Initiatives
‣ Action Steps
2. Strategic Focus Area
‣ Outcome and Metrics
‣ Initiatives
‣ Action Steps
Monday, November 23, 2009
45. Our Vision
We will hand to future generations a Northland region that:
Embraces entrepreneurs with thick networks of connections to speed
investment and encourage risk-taking;
Promotes creative minds and innovative thinking across business, education
and government;
Transforms our education systems from early childhood to mature adulthood
to provide the 21st century skills we need to prosper; and
Connects our region globally with the leadership skills to act strategically and
prepare for what's next.
Monday, November 23, 2009
46. Transformation Opportunities Sponsor Entrepreneurship
Sponsor
Organizations
Sponsor and Innovation
Forestry and fiber Organizations
Sponsor
Organizations Focus Area
Mining Organizations
Transportation and Logistics
Talent Development Education
Forum Transformation
Focus Area
Emerging Opportunities
Innovative Manufacturing
Creative and Professional
Biomed and Health Care
Next Energy
Leadership and
Networks
Focus Area
Monday, November 23, 2009
47. Transformation Opportunities Sponsor Entrepreneurship
Sponsor
Organizations
Sponsor and Innovation
Forestry and fiber Organizations
Sponsor
Organizations Focus Area
Mining Organizations
Transportation and Logistics
Entrepreneurial
Talent Education
Forum Transformation
Focus Area
Emerging Opportunities
Innovative Manufacturing
Creative and Professional
Biomed and Health Care
Next Energy
Leadership and
Networks
Focus Area
Monday, November 23, 2009
48. Transformation Opportunities Emerging Opportunities
Forestry and fiber Innovative Manufacturing
Mining Creative and Professional
Transportation and Logistics Biomed and Health Care
Next Energy
Sponsor
Sponsor
Organizations
Sponsor
Organizations Talent Development
Sponsor
Organizations
Organizations Forum
Leadership and Education Entrepreneurship
Networks Transformation and Innovation
Focus Area Focus Area Focus Area
Monday, November 23, 2009
49. Transformation Opportunities Emerging Opportunities
Forestry and fiber Innovative Manufacturing
Mining Creative and Professional
Transportation and Logistics Biomed and Health Care
Next Energy
Sponsor
Sponsor
Organizations
Sponsor
Organizations
Entrepreneurial
Sponsor
Organizations Talent
Organizations Forum
Leadership and Education Research and
Entrepreneurship
Networks Transformation Innovation
Focus Area
Focus Area Focus Area Focus Area
Monday, November 23, 2009
51. • Module 5: Strategic Action Plan
• Module 6: Using Strategic Doing
Monday, November 23, 2009
52. Proposed Outcome:
We will build an internationally recognized entrepreneurial region in the Northland
which will:
* Push the boundaries of our markets with business idea networks, business plan
competitions, and new product development initiatives
* Challenge young people to create their own jobs with creative entrepreneurial
thinking
* Expand our financial, management and mentoring networks to encourage
entrepreneurial firms
Proposed Initiatives
To accomplish our outcomes we will
1. Triple the size of our Greenstone Group initiative in three years
2. Triple the size of Apex's strategy consulting initiative in three years
3. Triple the scope of our CEO's in Classroom initiative and move it into our
Wisconsin counties
4. Launch a wood products cluster initiative through NRRI to engage up to 50
firms in a new product development network
5. Expand our web portal to include all 17 counties and expand the scope to focus
on innovation and entrepreneurship resources
6. Launch a new business idea initiative targeted at our rural counties
Monday, November 23, 2009