The document discusses complex systems and collaboration. It presents a hierarchy of complex systems from social organizations to cellular frameworks. It then discusses using a platform to form quick, action-oriented collaborations to accelerate innovation, economic growth, and social change. As an example, it summarizes the results of a collaboration in North Central Indiana that launched initiatives leading to training, degrees, and job placements.

3. White River Ferry Baxter County, Arkansas, circa 1900

5. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
Baxter
County,
Arkansas

6. •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
Hierarchy of Complex Systems
Complex i t y
6
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

7. The Economist vs. The Rocket Scientist
7

8. •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
Hierarchy of Complex Systems
Complex i t y
8
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

9. •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
Hierarchy of Complex Systems
Complex i t y
9
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

10. •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
Hierarchy of Complex Systems
Complex i t y
10
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

11. Providing a platform for managing complexity by
forming action-oriented collaborations quickly,
moving them toward measurable outcomes, making
adjustments along the way, and accelerating
innovation, economic growth, & social change.

15. Talent Driving Regional Transformation in
North Central Indiana
• One of 13 regions, receiving 8%
of the national investment
• Produced 40% of the national
results
• Launched 60 collaborative
initiatives
• Worked actively with dozens of
partners, hired only two people
• Partners committed to invest
after the seed money was gone
• 80% of the initiatives are
continuing
• Set ambitious goals, exceeded
them by 250%
• 16,300 people completed
training
• Awarded 1,800 degrees or
certificates
• Placed 3,600 people in jobs
within targeted industries

16. Talent Driving Regional Transformation in
North Central Indiana
• One of 13 regions, receiving 8%
of the national investment
• Produced 40% of the national
results
• Launched 60 collaborative
initiatives
• Worked actively with dozens of
partners, hired only two people
• Partners committed to invest
after the seed money was gone
• 80% of the initiatives are
continuing
• Set ambitious goals, exceeded
them by 2.5%
• 16,300 people completed
training
• Awarded 1,800 degrees or
certificates
• Placed 3,600 people in jobs
within targeted industries

17. Talent Driving Regional Transformation in
North Central Indiana
• One of 13 regions, receiving 8%
of the national investment
• Produced 40% of the national
results
• Launched 60 collaborative
initiatives
• Worked actively with dozens of
partners, hired only two people
• Partners committed to invest
after the seed money was gone
• 80% of the initiatives are
continuing
• Set ambitious goals, exceeded
them by 2.5%
• 16,300 people completed
training
• Awarded 1,800 degrees or
certificates
• Placed 3,600 people in jobs
within targeted industries

18. Talent Driving Regional Transformation in
North Central Indiana
• One of 13 regions, receiving 8%
of the national investment
• Produced 40% of the national
results
• Launched 60 collaborative
initiatives
• Worked actively with dozens of
partners, hired only two people
• Partners committed to invest
after the seed money was gone
• 80% of the initiatives are
continuing
• Set ambitious goals, exceeded
them by 2.5%
• 16,300 people completed
training
• Awarded 1,800 degrees or
certificates
• Placed 3,600 people in jobs
within targeted industries

19. People Are Calling Purdue
19

25. These kinds of challenges require a new set of tools
• Highly complex environments
• Nobody can tell anybody else what
to do
• The future can’t be predicted
• Circumstances change quickly
• No single person or organization knows
enough or has enough resources

27. .
Strategic
planning often
spoils strategic
thinking.
Henry Mintzberg

28. 28

29. Strategy
Answers Two
Basic Questions

30. Strategic Doing Divides the Two Basic Questions into
Four Appreciative Questions
30

31. Strategic Doing Moves from the
Linear to the Agile

32. Strategic Doing Is Iterative & Ongoing

33. Strategic Doing Accelerates Collaboration

37. • Local & Regional Economic Development
• Workforce Development
• Community & Neighborhood Development
• Cluster Development
• Local/Regional Food Systems
• Community Health
• Strategic Alliances
• Inter-Unit Organizational Collaboration
• National Associations
• Innovation Ecosystem Development
Practicing
Strategic Doing

38. • Local & Regional Economic Development
• Workforce Development
• Community & Neighborhood Development
• Cluster Development
• Local/Regional Food Systems
• Community Health
• Strategic Alliances
• Inter-Unit Organizational Collaboration
• National Associations
• Innovation Ecosystem Development
Practicing
Strategic Doing

39. A Portfolio of Innovation Assets
Brainpower &
Talent
Development
Innovation &
Entrepreneurship
Support
New Narratives
Quality Connected
Places

44. Image the Delmarva Peninsula as a vibrant
innovation ecosystem.
What would that look like?
What assets do we already have in place?
How could we link and leverage our assets to point
us toward new innovation-related opportunities?

49. for more information & to connect
Scott Hutcheson, Ph.D.
765-479-7704
hutcheson@purdue.edu
www.linkedin.com/in/scotthutcheson/
www.twitter.com/jshutch64
www.facebook.com/scott.hutcheson
http://www.slideshare.net/jshutch/
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