3. Economic Development is often jobs based:
– Growing Existing Businesses
– Attracting New Businesses
– Initiating New Businesses
Industries can include:
– Manufacturing
– Logistics and distribution
– Digital technology based
– Tourism
– Retail
What is Economic Development?
4. Economic Development is:
– Growing Existing Businesses- 60-80%
– Attracting New Businesses- 10-20%
– Initiating New Businesses – 10-20%
Industries are a mix:
– Resident vs Non-resident
– Corporately held vs privately owned
– Headquarters vs divisional locations
What are the typical job growth results?
8. Strategic Doing increases capacity
Strategic Doing is a process that guides
not just strategy development, but
implementation across organizational
and political boundaries.
9.
10.
11.
12. Hierarchy of Complex Systems
• Social Organizations – economics, education,
politics
• Individual Human – language capacity, knowledge
accumulation, design and use of tools
• Animal – mobility, information processing
• Plants – viability
• Open Systems – matter, energy
• Cybernetics – computers
• Clockworks – engines
• Frameworks – buildings, cells
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
13. Hierarchy of Complex Systems
• Social Organizations – economics, education,
politics
• Individual Human – language capacity, knowledge
accumulation, design and use of tools
• Animal – mobility, information processing
• Plants – viability
• Open Systems – matter, energy
• Cybernetics – computers
• Clockworks – engines
• Frameworks – buildings, cells
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
14. Hierarchy of Complex Systems
• Social Organizations – economics, education,
politics
• Individual Human – language capacity, knowledge
accumulation, design and use of tools
• Animal – mobility, information processing
• Plants – viability
• Open Systems – matter, energy
• Cybernetics – computers
• Clockworks – engines
• Frameworks – buildings, cells
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
18. Strategy 18
Strategy = the employment of battles to win the war.
- General Carl von Clausewitz
19. I will build a motor
car for the great
multitude. It will
be so low in price
that no man will
be unable to own
one.
- Henry Ford
20. Source: Bently Historical Library, Josephine Fellows Gomon Papers, Box 10,
draft manuscript, The Poor Mr. Ford.
In 1928 Henry Ford’s River Rouge
Plant in Dearborn, Michigan
became the world's largest
industrial complex, pursuing vertical
integration to such an extent that it
could produce its own steel. In this
year he also established
“Fordlandia” his rubber tree
plantation in the Amazon Rainforest
The Ford Motor Company
21. It’s time to move to a new growth curve
Built on
hierarchies Built on networks
22. 1935 - 71 cast and crew
members all working for
MGM
2012- over 2,000
cast and crew –
hardly any worked
for MGM
Networks are all around us
24. Strategic Doing enables people to form
action-oriented collaborations quickly,
move them toward measurable outcomes,
and make adjustments along the way.
25. Hierarchies are slowing us down…
Communities are
not hierarchies
Hierarchies are
breaking down
34. Leveraging Value of Networks
2 Nodes
1 connection
5 Nodes
10 connections
12 Nodes
66 connections
35. The network effect
As the number of nodes
in a network increases,
the value of the network
increases exponentially.
Adding a few more
members can
dramatically increase
the value for all
members
37. Lead Differently
LEADER ROLES RESPONSIBILITIES
Convener Maintains the civic spaces
Connector Links people and other assets
Civic Entrepreneur Sees new opportunities
Guide Maps a complex process
Strategist Reveals larger patterns
Knowledge Keeper Distills face-to-face conversations into
key points and patterns
Social Media User Applies power social media tools
39. 1. Strengths: the abilities to consistently provide near-perfect
performance in a specific task
2. Talents: a naturally recurring pattern of thought, feeling, or
behavior that can be productively applied
3. Skills: the basic ability to move through the fundamental
steps of a specific task
4. Knowledge: what you know as a result of either formal or
informal education and experiences
5. Networks: your groups both formal and/or informal
Identifying Your Assets
Part of what makes each of us unique is the set of assets we possess.
40. What are your assets?
What ones are you willing to share?
How do you grow your assets?
51. How it fits together…
1. What assets can we share?
2. What opportunities emerge?
Framing
Question
Opportunity
2
Opportunity
3
Opportunity
1
3. What is our Big Easy?
4. What is
our
Pathfinder
Project?
Pathfinder
Project
52. How it fits together…
Framing
Question
Opportunity
1
Opportunity
2
Opportunity
3
Pathfinder
Project
53. Build a strong foundation with a balanced
civic portfolio
54. Case Study: Medora IN
Years ago, Medora was a booming rural community with prosperous
farms, an automotive parts factory, a brick plant, and a thriving
middle class. The factories have since closed, crippling Medora's
economy and its pride. The population has slowly dwindled to
around 500 people. Drug use is common, the school faces
consolidation, and as one resident put it, “This town's on the ropes.”
55. Medora, with 16 members in the senior class,
is the fifth-smallest public high school in Indiana.
Two of three large feed mills are gone. An automotive plastics
factory employed several hundred until it closed in 1988. A brick
plant on the edge of town died in 1992.
The town’s struggling
basketball team was
featured in a
documentary
emphasizing their
perseverance despite a
brutal losing streak.
57. A new industry cluster is born
Indiana is bottling
some of the finest maple syrup in
the world. Three new barrel-aged
rum, bourbon, and brandy infused
syrups are sold at $35 per 12-ounce
bottle. They are liquid gold.
Now Maple Syrup from Indiana is delivered
regularly to Chicago's best restaurants and
farmers markets.
58. How did the change happen?
It began with a
Strategic Doing
workshop.
61. Workforce Innovations in
Regional Economic Development
- Designed & guided 60+ collaborations
- Over 100 partner organizations
- Tracked over 200 metrics
- Hired 2.5 people to manage it all
- 80% of initiatives sustained
62.
63.
64. Kokomo, Indiana
2008 = One of the Fastest Dying US Cities
2014 = One of the Fastest Growing US Cities
65.
66.
67. 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, and it gives us
the power to change our lives,
our neighborhoods, and our
communities.
Bob Brown, Flint Resident
University-Community Partnerships
Michigan State University
68. We finally broke our “grant addiction.”
Flint Community Resident
69.
70. Oct 20-21, 2014
200+ involved over 2 day event
University of North Alabama
Florence, AL
www.una.edu/strategicdoing
Workshop attended by
over 50 people
Focused on Digital
Technology Hub and a
team from Corinth, MS
71. Brainpower Innovation
Quality Connected Place New Narratives
Shoals Shift
Collaborations
Black Rocket Coding Camp
Innovation Engineering Minor
Hour of Code
HCI/UX Minor
Strategic Doing
Course
MBA Innovative Economic Development
Pathways to Innovation Team
Innovation Fellows
Tech Meetup
Biz Buzz Meetup
Mane Capital Fund
Innovation speaker series
Shoals Shift website
The Generator
FLPL Digital Media Space
Wi-Fi Expanded Hangouts
Propel
Shoals Idea Audition
Shoals Big Idea
Co-Starters
3 Day Startup
Institute for Innovations and
Economic Development
E-Sports
74. Strategic Doing is an agile strategy discipline for designing and guiding collaborative
networks, moving them toward measurable outcomes, and making adjustments along
the way Purdue Center for Regional Development
Brainpower &
21st Century Skills
Innovation &
Entrepreneurship
Quality,
Connected Places
New Narratives
A Vibrant Region Needs a Portfolio of Strategies
75. Strategic Doing:
How Universities Can Facilitate
Sustainable Economic Development
June 17, 2016
Janyce Fadden, University of North Alabama
