This document discusses how regions can transform their workforce to succeed in the emerging "grandchildren's economy." It argues that the approaches used in the past, such as vertical business models, will not work and that new strategies are needed. One such strategy presented is "Strategic Doing," which provides discipline to transform regions by focusing efforts, requiring collaboration, and taking flexible, opportunistic approaches. The document also outlines the funding program of the North Central Indiana Opportunity Fund, which provides exploratory, demonstration, and implementation grants to innovative, regional ideas that leverage assets and are sustainable.

1. Workforce Transformation
with Strategic Doing
Ed Morrison and Scott Hutcheson
Purdue Center for Regional Development
December 11, 2008

2. Workforce Transformation
with Strategic Doing
Ed Morrison and Scott Hutcheson
Purdue Center for Regional Development
December 11, 2008

3. This presentation presents new pathways to workforce
transformation within your region
We are moving from our grandfather’s
to our grandchildren’s economy
Workforce transformation requires new
approaches to strategy
Strategic Doing provides the discipline
to transform a region

4. Innovation in our Grandfather’s Economy
generated huge amounts of wealth
Coal Dumper, shores of Lake Erie, 1897

5. The S-Curve caught up to our
grandfather’s economy
‣ Global markets
integrated
‣ Costs collapsed
‣ The Internet
exploded

6. Our Grandchildren’s economy is emerging with
wealth created by networks...
Granchildren's economy: Wealth
driven by network business
models
We are here
Prosperity
Grandfather's economy:
Wealth driven
by vertical business models
Time

7. Our Challenge: Find pathways to our
Grandchildren’s economy...
Aligning, linking and leveraging our assets
Source: Ed Morrison

8. Workforce transformation requires new
approaches to strategy
The Smart Ones
The Not So Smart Ones

9. We are running out of the brainpower to power
a high income economy
Our industrial thinking is producing
too many people below the line

10. Our public workforce system is fragmented and rigid and
responding to fast moving changes is very difficult
Youth 14-18 On the Job and
Customized Training
Youth State Incumbent
Council Worker Training
Youth
19-21
Ex-Offenders
One Stops Dislocated
Adults 18+ ITA VouchersWorkers

11. Strategic Doing provides the discipline
to transform a region

12. Strategic Doing requires focus and discipline

13. The discipline of Strategic Doing is continuous

14. Strategic doing also requires flexible ways of
organizing around opportunities

15. New regional leaders will take
the “Shanghai perspective”
in all they do
Our View Their View

16. WIRED 65 Leadership Team Workshop
December 10, 2008 – Louisville, Kentucky
Ed Morrison
Economic Policy Advisor
Scott Hutcheson, Assistant Program Leader
Senior Associate
Purdue Center for Regional Development
North Central Indiana WIRED

17. The NCI Opportunity Fund
• Our Investment Strategy
• Our Investment Criteria
• Our Structure
• Our Results (so far)

18. We Will Fund Ideas That…
• Are Innovative
• Are Regional
• Scalable/Reproducible
• Leverage Assets and
• Are Sustainable (getting more grants does
not count)
• Are Collaborative

19. Three Types of Investments
• Exploratory
• Demonstration
• Implementation

20. Exploratory Investments
• Range: Up to $35K
• Scope: Testing and development of new
ideas
• Output: Summary report of findings and
feasibility statement
• Collaboration: Preferred
• Co-Investors: Preferred

21. Demonstration Investments
• Range: Up to $100K
• Scope: Evaluate pilot projects and develop
expansion plans
• Output: Summary report of findings and
implementation plan
• Collaboration: Required
• Co-Investors: Preferred

22. Implementation Investments
• Range: No limit
• Scope: Region-wide rollout of promising
initiatives
• Output: Consistent, rapid deployment of
fully-developed solution
• Collaboration: Required
• Co-Investors: Required

23. Eligibility
• Economic development organization
• Educational institution
• Workforce development organization
• Local government unity
• 501(c)3 nonprofit organization

24. Submitting Ideas
• Call
• Check website
• Attend a civic forum
• Consult partners

25. Review Process
• Proposal Evaluation Team Scoring
• Refer to Core Team
• Recommendation from Core Team
• Purdue/Indiana DWD funding decision
• Contract

26. Proposal Scoring Criteria
Factor Scoring Weight
Innovative Idea 0-4 X1
Regional Approach 0-4 X1
Reliability 0-4 X1.5
Sustainability 0-4 X1.5
Leverage of Funds 0-4 X1.5
Capacity to Deliver 0-4 X1
Adequacy of Budget 0-4 x1

27. Contract Arrangement
• Master Agreement
• Project Task Agreement

29. Our Results (so far)
• 50-plus new initiatives
• 22-plus initiative leaders
• Investments ranging from $10K to $3M

30. Common Measures
• 5,400 began training
• 4,815 completed training
• 340 degrees/certificates obtained
• 1,825 placed in target industry

31. Other Measures
• New network nodes and connections
• New business ideas generated
• New curricula developed
• New technologies transferred
• University faculty engaged with industry
• Jobs added
• Jobs retained

32. Contact
Scott Hutcheson
Purdue University
1201 West State Street, #227
West Lafayette, Indiana 47907-2057
(765) 494-7273
hutcheson@purdue.edu