This document provides you an overview of Strategic Doing, the protocol for designing and guiding complex collaborations with simple rules.
If you have questions about Strategic Doing, please contact
MarketShift Lockheed Martin Workshop on Condition Based MaintenanceEd Morrison
These slides introduced an agile strategy workshop in which we began to design an innovating network of companies to move the Navy further along in the adoption of Condition Based Maintenance.
Strategies to Reduce Conflict in the Virtual WorkplaceCynthia Clay
60-minute webinar introducing the Peer Power communication model (Managing Workplace Conflict program) and the Collaborative Awareness model (Virtual Leader program).
MarketShift Lockheed Martin Workshop on Condition Based MaintenanceEd Morrison
These slides introduced an agile strategy workshop in which we began to design an innovating network of companies to move the Navy further along in the adoption of Condition Based Maintenance.
Strategies to Reduce Conflict in the Virtual WorkplaceCynthia Clay
60-minute webinar introducing the Peer Power communication model (Managing Workplace Conflict program) and the Collaborative Awareness model (Virtual Leader program).
Thinking differently – Introducing the concept of the energised projects orga...Donnie MacNicol
Given the stream of bad news on public and private sectors projects, we suggest that it is time for the project community to think differently. The recent shift in emphasis from failure to success paradigm is a step in the right direction but we still need to know how to create a sustainable, high-‐performing organisation that is capable of meeting APM's vision that 'all projects succeed'. We began our ' thinking differently' project by looking beyond the conventional project management literature. The notion of energy in organisations as an important and renewable resource attracted our attention. Previous research has shown that successful organisations are those that can channel the collective energy to create an organisational ' can-‐do ' climate. We have designed an energy diagnostic that will help us identify energy ' hot spots ' within organisations. These can be significant positive or negative energy states. The idea is that, with understanding, we can do more to promote positive energies and do even more to address the sources and causes of negative energies.
LearningCafe Year End Omnibus Webinar 2018LearningCafe
LearningCafe has been quiet for the past few months as we try and pivot to find a new value proposition. But we are back with our popular year-end omnibus webinar discussion featuring three practice leader panels, who discuss the state of organisational learning and how they are dealing with the challenges they face.
The 1.5-hour year-end omnibus webinar features three panels of experienced Learning practice leaders from leading organisations from Australia, US and Singapore.
We discuss the role and impact of L&D in the organisation and whether it is responding to business and employee requirements. We ponder if L&D is able to collaborate across the HR silos to provide an effective employee value proposition.
Anish Lalchandani LearningCafeMaree HowardDarin Fox - Learning Cafe UnConference
Maree Howard – Head of Learning at Lendlease
Anish Lalchandani – Global Head Talent, Learning & Culture Optimisation at Standard Chartered Bank
Darin Fox – Project Lead, Long Term Workforce Strategy at Sydney Water
The panel discusses whether learning design and development is adapting by innovating and improving its products and services. We examine if we have made any real progress in improving the measurement of learning impact.
Vanessa Blewitt LearningCafeBen Carr
Vanessa Blewitt – Global Transformation Lead: Learning Intelligence & Effectiveness at Nestle
Ben Carr – Director at EY
Our third panel discusses the need for Learning to move to a user-centric approach and changes required in L&D mindset, skills and methods. We assess if Agile should be the new operating system for L&D.
Mike-Pino-LearningCafe-blackwhiteJeevan-Joshi-300x300
Mike Pino – Senior Director, Cognizant Digital Academy (US)
Jeevan Joshi – LearningCafe
Impact investing involves “investors seeking to generate both financial return and social and/or environmental value—while at a minimum returning capital, and, in many cases, offering market rate returns or better.” The Rockefeller Foundation’s Impact Investing Initiative has sought to address the “lack of intermediation capacity and leadership to generate collective action” that was constraining the small but rapidly growing impact investing industry.
Carried out in 2011, the evaluation of the Initiative aimed to evaluate the relevance, rationale, effectiveness, influence and sustainability of the Initiative through document review, portfolio analysis, interviews with more than 90 impact investing leaders based in 11 countries, participant observation at industry events, and organizational assessment. The external evaluation team also conducted a scan of the impact investing industry’s evolution over the past four years (summarized in a companion report).
Given the rapidly changing and emergent nature of the impact investing field, the Evaluators were asked to frame their findings for the Initiative in the context of findings for the field as a whole, to help guide the recommendations for the Foundation and for leaders in the field more broadly.
4th Wheel undertakes research, advocacy and consulting in the field of Corporate Social Responsibility (CSR). Our services include CSR planning, implementation, partnerships, monitoring & evaluation, documentation and reporting. Tata Power, Accenture, Adani Foundation, Cairn, Sewa among others are our clients.
Strategic Doing is a new strategy discipline designed explicitly for open, loosely connected networks. By following simple rules, complex strategies emerge. These strategies guide collaborations toward measurable outcomes, while making adjustments along the way.
Thinking differently – Introducing the concept of the energised projects orga...Donnie MacNicol
Given the stream of bad news on public and private sectors projects, we suggest that it is time for the project community to think differently. The recent shift in emphasis from failure to success paradigm is a step in the right direction but we still need to know how to create a sustainable, high-‐performing organisation that is capable of meeting APM's vision that 'all projects succeed'. We began our ' thinking differently' project by looking beyond the conventional project management literature. The notion of energy in organisations as an important and renewable resource attracted our attention. Previous research has shown that successful organisations are those that can channel the collective energy to create an organisational ' can-‐do ' climate. We have designed an energy diagnostic that will help us identify energy ' hot spots ' within organisations. These can be significant positive or negative energy states. The idea is that, with understanding, we can do more to promote positive energies and do even more to address the sources and causes of negative energies.
LearningCafe Year End Omnibus Webinar 2018LearningCafe
LearningCafe has been quiet for the past few months as we try and pivot to find a new value proposition. But we are back with our popular year-end omnibus webinar discussion featuring three practice leader panels, who discuss the state of organisational learning and how they are dealing with the challenges they face.
The 1.5-hour year-end omnibus webinar features three panels of experienced Learning practice leaders from leading organisations from Australia, US and Singapore.
We discuss the role and impact of L&D in the organisation and whether it is responding to business and employee requirements. We ponder if L&D is able to collaborate across the HR silos to provide an effective employee value proposition.
Anish Lalchandani LearningCafeMaree HowardDarin Fox - Learning Cafe UnConference
Maree Howard – Head of Learning at Lendlease
Anish Lalchandani – Global Head Talent, Learning & Culture Optimisation at Standard Chartered Bank
Darin Fox – Project Lead, Long Term Workforce Strategy at Sydney Water
The panel discusses whether learning design and development is adapting by innovating and improving its products and services. We examine if we have made any real progress in improving the measurement of learning impact.
Vanessa Blewitt LearningCafeBen Carr
Vanessa Blewitt – Global Transformation Lead: Learning Intelligence & Effectiveness at Nestle
Ben Carr – Director at EY
Our third panel discusses the need for Learning to move to a user-centric approach and changes required in L&D mindset, skills and methods. We assess if Agile should be the new operating system for L&D.
Mike-Pino-LearningCafe-blackwhiteJeevan-Joshi-300x300
Mike Pino – Senior Director, Cognizant Digital Academy (US)
Jeevan Joshi – LearningCafe
Impact investing involves “investors seeking to generate both financial return and social and/or environmental value—while at a minimum returning capital, and, in many cases, offering market rate returns or better.” The Rockefeller Foundation’s Impact Investing Initiative has sought to address the “lack of intermediation capacity and leadership to generate collective action” that was constraining the small but rapidly growing impact investing industry.
Carried out in 2011, the evaluation of the Initiative aimed to evaluate the relevance, rationale, effectiveness, influence and sustainability of the Initiative through document review, portfolio analysis, interviews with more than 90 impact investing leaders based in 11 countries, participant observation at industry events, and organizational assessment. The external evaluation team also conducted a scan of the impact investing industry’s evolution over the past four years (summarized in a companion report).
Given the rapidly changing and emergent nature of the impact investing field, the Evaluators were asked to frame their findings for the Initiative in the context of findings for the field as a whole, to help guide the recommendations for the Foundation and for leaders in the field more broadly.
4th Wheel undertakes research, advocacy and consulting in the field of Corporate Social Responsibility (CSR). Our services include CSR planning, implementation, partnerships, monitoring & evaluation, documentation and reporting. Tata Power, Accenture, Adani Foundation, Cairn, Sewa among others are our clients.
Strategic Doing is a new strategy discipline designed explicitly for open, loosely connected networks. By following simple rules, complex strategies emerge. These strategies guide collaborations toward measurable outcomes, while making adjustments along the way.
My slides for a course on Strategic Doing for the Economic Development Institute. I teach the fundamentals of strategic doing in an advanced strategy lab.
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.
It has been six years since 4th Wheel embarked on its
journey to contribute to inclusive, participatory and
sustainable development in India.
This report aims to encapsulate the essence of
4th Wheel, reflect on what we have achieved so far and
outline future aspirations.
We thank you for accompanying us on our journey and
look forward to your continued support in the future.
The 4th Wheel Team.
All, social program design is complex, because people are.
4th Wheel Social Impact decided to tackle this challenge head
on, and we aim to strengthen development programs of
corporate houses, NGOs, social enterprises and
Government organizations, working towards a better India.
Read our story of the first 6 years of our organization.
2 days agoShravani Kasturi DiscussionCOLLAPSETop of Form.docxherminaprocter
2 days ago
Shravani Kasturi
Discussion
COLLAPSE
Top of Form
The organization projects have a different strategical plan that can help in enterprise goals achievements. There are some of the projects that require some of the bulky of the activities that will help the business management to achieve the implemented goals and objectives using different ideas. There is a uniqueness of the project that can be detected to show some of the differences in the process and ensuring there is goals achievement in the completion of the project process. It is important to consider timelines when expecting the completion of the project.
The projects and daily activities have some of the differences since the projects take too long for its completion while daily activities take a short period. The implementation of the daily activities requires the business to have a continuous operation as deployed by business management. Moreover, the daily activities have no indicated date or schedule plans which are implemented in the project process to help in achieving the business goals.
The organization should create group management to help in making better decisions that will lead to effective practices that will increase the effectiveness of the project management by considering the team members' support and idea-sharing. The organization project should be recorded to make a comparison in some of the areas such as members' roles and responsibilities. Moreover, business management is recommended to focus on some of the areas where they consider the quality of the project's goals achievements. According to Jissink, Rohrbeck, & Schweitzer (2017), the implementation of the group or project team requires effective leadership skills to help in influencing the members for the project successful completion.
Ultimately, some of the challenges occur due to the use of information technology in some areas. The cybersecurity has been issued that interferes with most of the projects since there are some of the members that can leak the information to other business competitors thus exposing the business project planning. Moreover, the budget allocation can also be affected by the use of IT thus creating difficulties in project management, Papke-Shields, & Boyer-Wright (2017). The project's uniqueness should consider some of the needs in planning and having effective preparation for successful project completion.
Bottom of Form
22 hours ago
Nikesh Bantu
Discussion 7
COLLAPSE
Top of Form
The organization is progressively setting out for massive scope change projects to adjust to a continually changing business condition. An assortment of elements impacts the multifaceted nature of projects along these lines making their extension hard to characterize and oversee. For these projects to accomplish their key objectives, it can't be essential to break down their degree into controllable constituents, yet additionally to line the pieces back again into a durable entirety.
As ass.
Consult Your Community - Reflection on Virtual Community BuildingKiron Chandy
Find out how a ragtag team of young professionals empower over 300 students across the country to give back to their communities in over 15 locations across America
Twelve years ago, a small team at Purdue University embarked on a journey. Could we develop and teach a new discipline of strategy, one designed for wicked problems and open, loosely connected networks?
It’s been a remarkable journey. Workshops in 48 states and 7 foreign countries. Work with some amazing people.
Here’s what they are saying…
The future of logistics | Accelerating innovation through collaboration .pdfEd Morrison
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.
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 FlintEd Morrison
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. 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 StrategyEd Morrison
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.
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 Ed Morrison
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 Ed Morrison
25 years after helping to launch Oklahoma City's rebirth, I returned to celebrate. 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.
Here's the presentation I delivered.
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 WrongEd Morrison
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 Ed Morrison
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 InnovateEd Morrison
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 2019Ed Morrison
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.
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 JerseyEd Morrison
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 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 WorkforceEd Morrison
For too long, we have trying to "fix" an adaptive challenge -- preparing for the future of work -- with technical, linear thinking. To jump the curve and design what's next, we need to think differently. The good news: We've figured out the simple rules of complex collaboration.
Jumping the Curve in Workforce DevelopmentEd Morrison
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.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
2. The basics
01
Table of contents
Case studies & testimonials
02
The backstory
03
Our university network
04
Training options
05
How you can engage
06
3. What is Strategic Doing?
How does it work?
Why does it work?
Who uses Strategic Doing?
the
basics
4. 4
The Strategic Doing Credo
The basics
section 01
The Credo focuses us on
what matters.
In October 2011 at Turkey Run
State Park, our Strategic Doing
Design Team drafted this clear
statement of beliefs that guide
the development of Strategic
Doing.
Learn more about our Design
Team on page 19.
4
3
2
1
We believe we have a responsibility to
build a prosperous, sustainable future
for ourselves and future generations.
No individual,
organization or place can
build that future alone.
Open, honest, focused and caring collaboration
among diverse participants is the path to
accomplishing clear, valuable, shared outcomes.
We believe in doing, not just
talking-and in behavior in
alignment with our beliefs.
5. 5
What is Strategic Doing?
Strategic Doing enables people to form action-oriented collaborations quickly, guide them
toward measurable outcomes and make adjustments along the way.
The basics
Nearly everywhere we turn these days,
people talk about the importance of
collaboration. But how do we design
these collaborations? How do we
manage them? Strategic Doing
provides a simple set of rules to
answer these questions.
With Strategic Doing, people:
Link and leverage their assets to
create new opportunities
Convert high-priority opportunities
into measurable outcomes
Define pathfinder projects that
move toward these outcomes
Strategic Doing is designed for
open, loosely connected networks-
the common situation in which
nobody can tell anyone else what to
do.
Managing complexity requires
simple rules. We have designed
Strategic Doing to be intuitive and
concise. In a matter of hours, a
loosely organized network of people
can generate a sophisticated
strategic action plan and begin
implementing their ideas.
Watch a video introduction.
In today’s world we need
strategic thinking more than ever,
but we cannot rely on slow,
cumbersome traditional
approaches.
Strategic Doing is designed for
today’s world.
section 01
6. 6
How does it work?
Collaborations are born and live in conversation.
The basics
section 01
How will we
get there?
By keeping our conversations focused on these critical questions,
Strategic Doing generates all the components we need for practical
strategic action plans. Over time, we make continuous adjustments
to these plans, as we learn by doing.
Strategic Doing focuses our
conversation on the two
critical questions of strategy:
Where are
we going?
Strategic Doing works by
focusing intensively and
relentlessly on the critical
questions of strategy for
collaborations.
7. 7
Why does it work?
Strategic Doing works because it is intuitive and stimulates learning by doing.
The basics
section 01
Intuitive
Each of us is experienced in making
strategic decisions in our personal
lives. Yet, we rarely bring this
experience into our collaborations.
Strategic Doing builds off of these
personal experiences.
FunInductive
At the same time, most of us
recognize that we cannot forecast the
future. We often do not know what
will work. By stimulating a spirit of
experimentation, Strategic Doing
encourages us to learn continuously.
Finally, Strategic Doing promotes the
deeper conversations, as well as the
collaborative action, that most of us
find fun and engaging. Strategy
sessions are focused, short and
pragmatic.
8. 8
As a lean, agile strategy discipline,
Strategic Doing has applications in a
wide range of situations.
Dealing with messy challenges in
communities and regions
We are increasingly confronting
complex, messy problems. In these
situations, multiple organizations,
each with a unique set of assets, need
a practical approach to designing and
guiding collaborations.
Focusing an organization
As organizations become flatter and
more networked, traditional
approaches to strategy no longer work
as well. Strategic Doing fills a void.
University engagement
Alongside teaching and research,
university engagement represents the
Third Mission of higher education.
Increasingly, universities are being
called upon to improve engagement
with their regional economy. Strategic
Doing delivers a lean and scalable
solution to leveraging university assets
in new and different ways.
University transformations
An increasing number of universities
are turning to Strategic Doing to guide
the complex moves needed to
transform the student experience.
Strategic Doing provides a simple
discipline to guide these
transformations.
Moving a professional association
forward
Guiding an association forward can be
difficult without a simple process to
engage and align members.
Building clusters
Clusters are an important feature of
dynamic regional economies, and
Strategic Doing is a fast way to build
these networks.
The basics
section 01
Who uses Strategic Doing?
Strategic Doing is designed for strategy and open, loosely connected networks.
Strategic Doing can be
applied to any complex
situation in which
collaboration represents the
only practical alternative.
9. Workforce innovations in
Indiana
Rebuilding neighborhoods in
Flint
Launching a clean energy
cluster in Florida
Filling the manufacturing
skills gap in Indiana
case
studies &
testimonials
10. 10
Workforce innovations in Indiana
In 2006, Purdue received a $15 million federal grant to
design new workforce innovations in a 14-county region
surrounding its flagship campus. The U.S. Department
of Labor selected 13 regions nationally to experiment
with new workforce collaborations.
Fast forward four years…
Case studies & testimonials
In four strategic focus areas, we initiated over 60 new
collaborations and 80 percent of these initiatives
continued past the initial funding.
Among the initiatives:
A guitar summer camp to teach manufacturing
skills to high school students, which is now a
national model
The nation’s first green collar manufacturing
certification
The Energy Systems Network
The team also responded quickly to a deep and
unexpected layoff of engineers in Kokomo, Indiana.
Watch a video that explains the story.
section 02
With 8 percent of the money
awarded nationally, Purdue
generated 40 percent of the
national results.
11. 11
Rebuilding neighborhoods in Flint,
Michigan
Case studies & testimonials
section 02
Bob Brown
Michigan State University
In the wake of a failed federal grant application, a group
of neighborhood leaders in Flint, Michigan, turned to
Strategic Doing. After working so hard on the grant
application, they wanted to stay together and actually do
something. With the support of Michigan State
University, the neighborhood leaders launched
Neighborhoods Without Borders.
The core team continues to come together and build
new networks with practical collaborations. Although it
is impossible to say for certain, the work of these leaders
has likely contributed to the dramatic reduction of
violent crime in Flint.
More important, perhaps, the neighborhood leaders
have, according to one, "broken their grant addiction.”
They are focused on mobilizing the many assets they
have within their neighborhood.
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.
12. 12
Launching a clean energy cluster in
Florida
Case studies & testimonials
section 02
With the pending NASA shuttle shutdown, the Space Coast
region of Florida found itself struggling to define a strategy to
respond. They turned to Strategic Doing.
In a series of large-scale workshops, a small group of civic
leaders on the Space Coast saw the opportunity to launch a
new clean energy cluster. Now, Energy Florida is leading the
development of new business opportunities and the Space
Coast is transforming.
Check out the backstory with a video here.
With the
NASA shuttle
shutdownon its
doorstep, civic
leaders on the
Space Coast of
Florida turned
to Strategic
Doing to come
up with a
strategy.
13. 13
Starting a program like our
Advancing Manufacturing initiative
meant aligning several community
players into a functioning unit
under a single brand.
Strategic Doing provided the
framework for us to find common
purpose, identify
interdependencies and define
mutually-beneficial metrics and
inter-institutional processes.
Filling the manufacturing skills gap in
Lafayette, Indiana
Case studies & testimonials
section 02
Our colleague Craig Lamb worked with us on our workforce innovation (page
10). He took the concepts of Strategic Doing to launch a new manufacturing
skills initiative, Advancing Manufacturing. Ivy Tech is now replicating this
model throughout the state. Kim Thurlow has spearheaded this initiative in
Richmond (page 15). Here’s what Craig says:
The result of the cooperation
fostered through Strategic Doing for
us has been development of a new
program without adding any
overhead or administrative costs—
every resource came from linking
and leveraging existing entities'
strengths.
As we have rolled our Advancing
Manufacturing model out to other
communities, we always include
Strategic Doing as a part of our
ramping-up process.
The process allows for all voices
to be heard while making steady
progress toward our vision.
Strategic Doing's simplicity
means everyone on the team
can understand and own the
process while its elegance
means it leaves no important
issue unaddressed.
Craig Lamb
Ivy Tech
14. I appreciate and utilize the concepts of Strategic
Doing every time I am faced with aligning
resources in the civic space and encouraging the
concepts of shared vision and shared value among
our partners.
Craig Lamb
Ivy Tech
15. 15
Filling the manufacturing skills gap in
Richmond, Indiana
Case studies & testimonials
section 02
With the NASA
shuttle shutdown
on its doorstep,
civic leaders on
the Space Coast
of Florida turned
to StrategicDoing
to come up with a
strategy.
Manufacturers in the region surrounding Richmond,
Indiana, faced a common problem: available jobs with
not enough people to fill them.
Manufacturers came to Ivy Tech, the community college, and asked, “Why
can’t we fix this problem?”
It turns out that fixing a workforce problem is not easy. It’s another one of
the really messy problems that our civic leaders are facing. Ivy Tech took the
lead and, partnering with Purdue, conducted a Strategic Doing workshop to
identify potential collaborations and get them moving.
In a few months, Manufacturing Matters launched with a new certification
initiative, and the region has responded. Learn more. The Manufacturing
Matters initiative is a replication of the Advancing Manufacturing initiative in
Lafayette, Indiana.
Kim Thurlow
Ivy Tech
Strategic Doing is
the tool that had
the greatest impact
in really being
something that we
could activate.
16. 16
Building an aerospace cluster in
Rockford, Illinois
Case studies & testimonials
Northern Illinois University
(NIU) and the City of Rockford
have embraced Strategic
Doing as a valuable way to
build the collaborations
needed to transform their
economy.
Rena Cotsones, assistant vice
president for regional
engagement at NIU, leads a
core team that has built a
dynamic aerospace cluster.
You can learn more about the
Rockford Area Aerospace
Network here.
Decision-making in higher education institutions is
infamously slow, with multiple layers of approvals
and an emphasis on the need for new resources.
Strategic Doing's focus on what we could, should
and will do with the existing talents, resources and
authority of the people in the room at the time
breaks people free of that limited thinking and
helps them move forward in real time.
RenaCotsones
NorthernIllinois University
section 02
17. Where did Strategic Doing
come from?
What is the Strategic Doing
Design Team?
the
backstory
18. 18
Where did Strategic Doing come from?
Strategic Doing has evolved from over 20 years of field experience in complex
environments.
The backstory
section 03
The roots of Strategic Doing can be traced back to Oklahoma City in 1994. There, a group of professionals
needed bold, fast action to turn their city around. Ed Morrison guided a handful of city leaders in a strategy
process that focused on “learning by doing.” They transformed their city through collaboration and
continuous adjustment.
1994
In the late 1990s, the Kentucky Cabinet for Economic Development contracted with Morrison to develop
strategic action plans for multiple distressed counties. Within five years, a team of economic developers
launched over 22 county strategic action plans. These plans were each designed with a team of six to eight
professionals in the space of two days. When the Cabinet reviewed the performance of these plans, they
found that 18 of 22 counties made measurable progress.
1997
2001 By early 2001, Morrison worked with Ernest Andrade in Charleston, South Carolina, to design a strategy for
the Charleston Digital Corridor. Charleston is now a hotbed of Internet startup companies.
2005
Morrison took his Strategic Doing work to Purdue in 2005. Purdue deployed the model with a $15 million
federal grant to generate workforce innovations in a region of 14 counties. In four strategic focus areas,
Purdue’s team launched over 60 different collaborative initiatives, with 80 percent of these initiatives
continuing beyond initial founding.
The Purdue Center for Regional Development continues to incubate this new strategy discipline.
Now
19. 19
What is the Strategic Doing Design
Team?
The Design Team includes professionals committed to the development and deployment of
Strategic Doing. They:
The backstory
section 03
Test and improve
the curriculum as they
identify different needs
for skill development.
Convene
twice a year from around
the country to discuss the
continued development
and deployment of
Strategic Doing.
Outline
major development goals that
the Purdue Center for
Regional Development can
pursue in the development of
the discipline.
Guide
the development of Strategic
Doing: The Game. (Learn more
on page 25.)
21. 21
The Strategic Doing University Network
Our university network
section 04
The Memorandum of Understanding is designed to encourage
the sharing of Strategic Doing training materials and
curriculum within the university network.
Purdue is building an international network of colleges and
universities to support the continued development and
deployment of Strategic Doing.
Organizations affiliated with a college or university join the
network by signing a Memorandum of Understanding (MOU). This
MOU encourages the sharing of intellectual property related to
Strategic Doing among members of the network.
Initial members of the network include Purdue University,
Michigan State University, The University of Akron, the University
of Alaska and the University of Missouri.
For colleges and
universities interested
in the Strategic Doing
Network, please contact
Ed Morrison at
edmorrison@purdue.edu
23. 23
Training options
Training options
section 05
Introduction to
Strategic Doing
Incorporate Strategic
Doing into your work
Time
Skills
Strategic Doing
Practitioner
Design and guide
new collaborations
using Strategic Doing
workshops
Strategic Doing
Certification
Teach Introduction
to Strategic Doing
Courses and
Strategic Doing:
The Game
Strategic Doing
Faculty
Develop new
curriculum, teach
practitioners and
guide certification
Purdue offers a range of training
options in Strategic Doing to improve
your skills at designing and guiding
collaborations.
24. 24
Training prices
Training options
section 05
Type Training option Face to Face Version Online Version
Introduction
Introduction to Strategic
Doing
1 day $275 5 weeks $395
Strategic Doing: The Game 3 hours
$100/player
Minimum 20 people
X X
Strategic Doing: The Game &
Briefing
1 day
$275/player
Minimum 20 people
X X
Strategic Doing Table Guide 1 hour
Included in a
Strategic Doing
workshop
1 hour
Included in a
workshop
Practitioner Practitioner Training 3 days $1,275 X X
Certification
Practitioner Training &
Capstone Course
3 days &
Capstone
$1,575 X X
Faculty
Certification & Purdue
Residency
3 day Residency
at Purdue
$1,200 X X
25. 25
Introduction to Strategic Doing
workshop
Training options
section 05
An introductory workshop in Strategic
Doing provides participants with an
overview of how strategy gets done in
open, loosely connected networks.
The workshop introduces the basic concepts
of Strategic Doing and illustrates how others
are using the discipline.
After you complete Introduction
to Strategic Doing, you will be able
to apply these principles to your
professional and personal life.
The workshop concludes by exploring your “next
steps” in developing the skills needed to design
and guide collaborations.
26. 26
Strategic Doing: The Game
Training options
section 05
Participants in
The Game learn that
they can develop
sophisticated strategies
quickly if they keep their
conversation focused on
answering strategic
questions.
Strategic Doing: The Game introduces
the skills of designing and guiding
collaborations through a simulations.
Participants gain some valuable insights by focusing on the
challenges of transforming the economy of a fictional
Midwestern city.
Purdue is developing other versions of the game, and we can
work with you to customize a version that meets your needs.
27. 27
Practitioner training: 3 day deep dive
Training options
section 05
Practitioner training is geared for professionals who need
a deeper grounding in the theory and practice of
collaboration in open networks.
In this three day training program, participants learn by doing.
They learn how to incorporate Strategic Doing into their own work
and collaborations.
With this training,
professionals will be
able to design and
guide collaboration
using Strategic Doing
workshops.
28. 28
Certification: practitioner training &
capstone experience
Training options
section 05
Strategic Doing certification enables professionals to
teach Strategic Doing workshops and conduct Strategic
Doing: The Game.
The capstone experience includes field work that is supervised
by a member of the Strategic Doing faculty. During this fieldwork,
professionals learn to design and guide Strategic Doing
workshops.
29. 29
Faculty: certification & Purdue
residency
Training options
section 05
Strategic Doing faculty design new curriculum and they
lead the development of Strategic Doing in anchor
universities.
Certified professionals are eligible to join the Strategic Doing
faculty. In order to take that step, the professional participates in a
residency at Purdue.
During this experience, the professional develops a plan for
contributing to the Strategic Doing curriculum. In addition, the
existing faculty provide suggestions for improving presentations
and teaching styles.
31. 31
Keep up with our work
How you can engage
section 06
On Facebook On Twitter On the web
32. For more information
please contact Peggy
Hosea at
phosea@purdue.edu
765-236-0955
888-750-7277
The Purdue Center for Regional Development (PCRD) seeks to pioneer
new ideas and strategies that contribute to regional collaboration,
innovation and prosperity.