Pathways to Innovation | Strategic Doing
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Pathways to Innovation represents a bold initiative to redesign engineering education in the United States. Led by Stanford University and managed by Venturewell, Pathways uses Strategic Doing, an agile strategy discipline pioneered at Purdue. This two page summary outlines the remarkable progress through August 2015.
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Strategic doing is a new approach to economic development strategy that focuses on guiding loosely connected networks rather than top-down hierarchical strategic planning. It works by focusing conversations around key strategic questions to generate strategic action plans and link community assets. This allows a network to quickly develop sophisticated strategies through collaborative workshops. Strategic doing creates transformative change by generating many initiatives focused on a few outcomes through "swarm innovation." It has been successfully used by various regions to develop economic clusters and initiatives.
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Strategic Doing is an agile strategy discipline that enables people to quickly form action-oriented collaborations, guide them toward measurable outcomes, and make adjustments along the way. It focuses conversations on the critical questions of "Where are we going?" and "How will we get there?". Strategic Doing has evolved from over 25 years of applying agile strategic practices to complex environments. The Strategic Doing Design Team continues to develop and improve the discipline through practitioner training programs, workshops, and collaboration tools.
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This document discusses filling the innovation gap at Purdue University by strengthening its innovation ecosystem. It proposes creating an Innovation Acceleration Network using a "link and leverage" approach to monetize Purdue assets in new ways. The network would provide shared platforms and tools to scale market-facing innovation projects across campus. It also explores the Fraunhofer Society in Germany as a model, noting how its institutes work as profit centers driven by industry needs through contract research. The goal is to achieve greater scale and coherence for Purdue's engagement system in accelerating innovation.
Leading the Way with Integrative Projects to support Skills Development (SLTC...
This document discusses the use of integrative projects at SELA to support skills development in engineering students. The projects run for a year alongside training and experience, involving real issues locally or nationally. They provide an open-ended brief for students to create their own vision and see the impact of their work. Examples of successful projects include assistive technology and climate change sensing. The projects allow students to practice and integrate their learning, feeling empowered and trusted to take ownership. They also benefit educators by facilitating skills integration and flexible learning, and influencing curriculum development towards longer-term assessment projects.
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Dear students, get latest Solved assignments and case study help by professionals. Mail us at : help.mbaassignments@gmail.com Call us at : 08263069601
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International agricultural research has long searched for effective models to connect research to innovation and impact with mixed success. This has led to a need to invest in understanding innovation practice through learning rather than reliance on universal models. The document argues that establishing a scientific basis to link multi-stakeholder partnership practice with impact requires a framework and evidence on what works. The CGIAR is well positioned to contribute knowledge on how innovation processes work and to develop practices that enable effective contribution to impact.Perspectives of Impact from the Academic & Industrial Point of View
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The future of logistics | Accelerating innovation through collaboration .pdf
Introductory slides for a workshop held at Purdue University on December 14, 2023. This workshop brought together industry representatives to identify challenges that could lead to productive collaborations with Purdue researchers.
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This workforce pipeline model views skill development as a regional system that can be managed through collaboration.
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This document provides an overview of a new approach to innovation called Agile Innovation that was developed by the Purdue Agile Strategy Lab in partnership with Fraunhofer IAO. Agile Innovation allows companies to design and guide their own innovation ecosystems to accelerate innovation by forming collaborations more quickly through a disciplined process. The approach was tested successfully in a project matching Lockheed Martin with over 20 smaller technology companies to address a Navy challenge. Companies interested in piloting Agile Innovation can work with Purdue to design a project to test this new open innovation approach.
Research Seminar: Strategic Doing
Slides from a research seminar presented at the University of the Sunshine Coast. The slides trace through how Strategic Doing developed and how existing scholarly research explains why this model works.
Strategic Doing and the 2d Curve: the Story of Flint
Bob brown, a leader in the Strategic Doing movement, explains how he has used Strategic Doing to transform neighborhoods in Flint over the past eight years.
Our Universities Need a Redesign
Our universities need a redesign. The good news: the changes are not dramatic, and they can be managed. The bad news: those that do not change will be disrupted. Christensen warned us. (https://amzn.to/2vw484E)
The needed changes go beyond cost-cutting. It's a mind shift, a deep embrace of multidisciplinary approaches to complex, "wicked" challenges.
This shift has proven difficult. It requires three adjustments among faculty. First, they need to bridge their disciplinary divides and learn how to collaborate. Second, they need to move into what MIT professor Donald Schon called the "swampy lowlands" of real world problems. Third, faculty need to be open to the new forms of knowledge that are generated in the lowlands. (http://bit.ly/2PEB6qa)
Many academics spend their time publishing abstruse technical papers in obscure academic journals read by a few dozen people. Why? That's the one sure path to tenure and promotion.
In 1990 Ernest Boyer, published a seminal report: Scholarship Reconsidered. (http://bit.ly/Boyer1990). Boyer argued that faculty reward systems were too narrowly drawn.
It's time to recommit to Boyer's path and embrace new experiments in university design. We've been working on this challenge with our colleagues from Fraunhofer.
The 5 Focus Areas that Define Agile Strategy
This graphic defines agile strategy in more detail. Using an S-Curve to explain the life cycle fo a product line, a business unit, unit or a firm, the graphic highlights the five strategic focus areas that define agility.
Business Phases of the S-Curve v1.3.4
Years ago, one of my mentors, David Morgenthaler, an iconic venture capitalist and founder of Morgenthaler Ventures ( http://bit.ly/2rXuF99 ), gave me valuable advice. To explain the challenges ahead, David told me, rely on the S-curve.
An S-Curve describes how living systems change over time. A sociologist, Everett Rogers, first applied these ideas to the diffusion of innovation in the 1960s. In the 1980’s a McKinsey consultant, Richard Foster, used the S-Curve in his book, Innovation: The Attacker’s Advantage.
In the 1990s, management thinkers Charles Handy and Geoffrey Moore made use of the S-curve in their writings. And more recently, two consultants from Accenture have written a book, Jumping the S-Curve, to explain how this simple model provides powerful insights.
Not surprisingly, then, as we begin building out a network of Agile Strategy Labs, I found the S-Curve a useful way to describe how management challenges shift over time.
There are four basic phases: 1) recombinant innovation 2) business model development 3) continuous improvement; and 4) release.
We are aligning our work to these phases. Here's an early version, as we work this through. Feel free to e-mail me with your thoughts at the College of Business, University of North Alabama: emorrison1@una.edu
Oklahoma City: The Birthplace of Strategic Doing
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
Oklahoma City: Birthplace of Strategic Doing
The document summarizes Brian Thompson's work developing and promoting the concept of Strategic Doing. It describes how Strategic Doing enables open, collaborative networks to quickly form action-oriented partnerships, work toward measurable goals, and make adjustments. Examples are given of how Strategic Doing has been used to transform regions, develop industry clusters like water technology in Milwaukee, and engage leaders and communities in problem solving. The document asserts that Strategic Doing provides an effective methodology for collaborative innovation, economic development, and achieving positive change.
Industry 4.0 Assessment Overview
This proposal outlines the major workflows needed to build out an Industry 4.0 Assessment. The Assessment would leverage Strategic Doing as a collaboration operating system and platform across the enterprise.
5 Things We Think We Know About Strategy -- And Why We're Wrong
Strategic Doing is an agile strategy discipline for complex collaborations, open innovation and ecosystems. In the years that we took to develop the discipline, we learned a few myths about strategy that we'd like to share.
Wabash Heartland Innovation Network Presentation February 2019
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.
Lockheed: Developing an Ecosystem to Innovate
This presentation provides an overview of how the Purdue Agile strategy Lab developed an innovation ecosystem for Lockheed to solve a particular complex challenge.
Introduction to the Purdue Agile Strategy Lab January 2019
This presentation gives you an overview of the activities of the Purdue Agile Strategy Lab. We developed Strategic Doing, an open source operating system for collaboration, open innovation and ecosystem development.
We also work closely with Fraunhofer IAO on innovation and technology management and with Human Insight, a Dutch firm that focuses on cognitive diversity in teams.
The Visual Language of Ecosystems
It is one thing to use the term “ecosystems” as a metaphor. It is quite another to create a new visual language to help universities and their partners see them. That is what the Purdue Agile Strategy Lab has been working on over the last few years. In partnership with Fraunhofer IOA based in Stuttgart, Germany they’ve develop a set of visual frameworks that can be used and adapted in efforts related to innovation, entrepreneurship, technology transfer and a wide variety of economic development-related strategies.
Jumping the Curve: Innovation in New Jersey
For the past 4 years, a team from Purdue and Fraunhofer has been working with the New Jersey Innovation Institute. Thinking of New Jersey as a testbed, we have piloted a number of pathbreaking initiatives to redefine the role of the university in the development of innovation ecosystems.
The How and Why of Clusters
The concept of clusters has been around for nearly 30 years. However, not enough is known about how they form. Until now. The Purdue Agile Strategy Lab as focused on how to design and guide the conversations that lead to productive clusters. This article provides a summary.
Presentation: Jumping the Curve in Workforce
This document discusses challenges in workforce development and proposes using an approach called Strategic Doing to design complex workforce collaborations. It outlines how Strategic Doing uses simple rules to manage complexity within open, loosely connected networks. Examples are given of how Strategic Doing workshops have enabled rapid scaling of collaborations across different organizations and regions. The document concludes by recommending Indiana create regional collaboration platforms that utilize an open source operating system to accelerate workforce development partnerships through a shared approach of learning by doing.
Jumping the Curve in Workforce Development
Designing new approaches to workforce development requires us to think differently. We should stop trying to fix old systems that were never designed to work together. Instead, we need to take a different perspective and design what's next. Here's a start.
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- 1. What is Pathways? ‣ An ambitious effort to transform engineering education at over 50 universities by including innovation and entrepreneurship. ‣ Based at Epicenter at Stanford Unviersity, funded by the National Science Foundation and managed by VentureWell. ‣ Purdue provides the strategic protocol, Strategic Doing, that enables university teams to move forward. What is Strategic Doing? ‣ A collective discipline to form collaborations quickly, move them toward measurable outcomes, and make adjustments along the way. Why is this Project Important? ‣ Demonstrates how a new strategy discipline can be replicated, scaled and sustained over a wide range of universities large and small. ‣ Addresses a critical challenge in U.S. competitiveness: to deliver powerful learning experiences to engineering and engineering technology students. ‣ Demonstrated success in months, not years. Over 120 collaborations launched by 37 schools. ‣ Collaborations include: ‣ Redesigned courses ‣ New, renovated makerspaces ‣ New credentials ‣ New infrastructure (e.g., IP policies) ‣ New non-credit learning
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