The document outlines an approach called Strategic Doing for addressing complex challenges through collaboration. It discusses how Strategic Doing leverages network thinking and accelerates collaboration by moving groups through stages from sharing information to co-creation and innovation. The 10 rules of Strategic Doing provide a framework for groups to have focused conversations, uncover shared assets, develop measurable goals and action plans, and continuously adjust through meetings to build new collaborative habits. The approach aims to create hope and opportunities by combining what groups already have to offer.

1. Strategic Doing: Trenton

2. • How do you reduce teen
homicides?
• What do you do when it
seems your region’s best
days are behind you?
• How do you figure out
what’s next when your
business fails?
• Other complex challenges

3. Who’s Called Us, Where We’ve Been
3

8. Blckburn, S., Ryerson, S., Weiss, L., Wilson, S. and Wood. C. (2011). How do I
implement complex change at scale? McKinsey & Company. Available at
goo.gl/DhkNVV
Strategic Plans

9. Strategic
planning often
spoils strategic
thinking.
- Henry Mintzberg

10. 10

12. Strategy
Strategy = the employment of battles to win the war.
- General Carl von Clausewitz

13. 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

14. 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

15. Metro-Goldwyn-Mayer
71 cast and crew
members all working
for MGM

16. 16

17. 17

18. Metro-Goldwyn-Mayer

19. Metro-Goldwyn-Mayer

20. Metro-Goldwyn-Mayer

21. Metro-Goldwyn-Mayer
Cast and crew of
2,000+, hardly any
working for MGM

22. iPhone

23. Strategic Doing is a strategy discipline
designed for open, loosely connected
networks

24. Strategic Doing enables people to
form action-oriented collaborations
quickly, move them toward
measurable outcomes, and make
adjustments along the way.

25. Thinking, Behaving, & Doing
in New Ways

26. Network Thinking

27. Strategic
Doing
Leverages the
Value of a
Network
10 nodes, 9 connections
10 nodes, 45 connections

28. My Parent’s World My Kid’s World

29. There is no top or bottom in a network

30. Networks move us to new
opportunities

31. Networks move us to new
opportunities

32. http://www.slideshare.net/linkedin/mandel-linked-in-connections-reportnov-2014
The “most-
connected”
communities had
more than double
the job growth of
the “least-
connected”
communities.

33. Innovating networks produce
increasing returns
Mathematics says the sum value of a
network increases as the square of the
number of members. In other words, as
the number of nodes in a network
increases arithmetically, the value of the
network increases exponentially. Adding
a few more members can dramatically
increase the value for all members.
- Kelly, K. (1999). New Rules for the New
Economy

35. Civil Behavior

37. Collaborative Behavior

38. Strategic Doing Accelerates Collaboration
Turf
Trust
TIME
Sharing
Resources
Sharing
Information
Mutual
Awareness
Co-Execution
Co-Creation
Acknowledgment Exploration Cooperation Collaboration Innovation
Adapted from Collaboration Continuum from ACT for Youth

39. Doing in New Ways

40. Strategic Planning Strategic Doing
Strategic Doing is a strategy
protocol built for networks

41. Strategy
answers two
questions.

43. A 30/30 commitment drives
learning

44. We’ve cracked
the code on
designing &
guiding
complex
collaborations

47. “Economic development is the
identification of local assets for
growth and leveraging them
through collaboration. The best
methodology I’ve seen in 20 years
fore doing this is Strategic
Doing. ”
- Paul Colits, President of the
Australia/New Zealand
Regional Science Association

48. “Following the principles of Strategic
Doing you can grow both
communities and businesses.A
small group of folks established
Medora, Indiana (pop. 631) as the
birthplace of the National Maple
Syrup Festival and no amount of
strategic planning could have
helped my business, Burton’s
Maplewood Farm, launch a
collection of artisan syrups, favorites
of America’s top chefs and and sold
at exclusive farmers markets and
other discriminating outlets across
the U.S. It took Strategic Doing!”
Tim Burton, Festival Founder &

49. 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, MI

50. The Ten Rules of
Strategic Doing

51. Before
you
start…
Rule 1: Create
and maintain a
safe space for
deep, focused
conversation
s.51 // ©2016

52. Civility
We will behave in ways
that build trust &
mutual respect.

53. 0
10
20
30
40
50
60
70
80
90
100
Group 1 Group 2 Group 3
Equity of Voice in Collaborations
Keil, J., Stober, R. Quinty, E. Molloy. B. Hooker. N. (2015). Identifying and analyzing
actions of effective group work. Research presented at 2015 Physics Education
Research Conference. College Park, MD.
PercentageofTime

54. Before
you
start…
Rule 2: Frame a
conversation
around an
appreciative
question
s.54 // ©2016

56. What
could
we do?
Rule 3: Uncover
hidden assets
that people are
willing to share
s.56 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of
activity in the heart of our community, a regular
destination for both locals and visitors.
What would that look like?

58. What
could
we do?
Rule 4: Link and
leverage your
assets to create
new opportunities
s.58 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of
activity in the heart of our community, a regular
destination for both locals and visitors.
What would that look like?

59. What
should
we do?
Rule 5: Rank all
your opportunities
to find your
“Big Easy”
s.59 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of
activity in the heart of our community, a regular
destination for both locals and visitors.
What would that look like?

60. What
should
we do?
Rule 6: Convert your
Big Easy into an
outcome with
measurable
characteristics
(Where you are going)
s.60 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of
activity in the heart of our community, a regular
destination for both locals and visitors.
What would that look like?

61. What will
we do?
Rule 7: Define at
least one Pathfinder
Project with
guideposts
(How you will
get there)
s.61 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of
activity in the heart of our community, a regular
destination for both locals and visitors.
What would that look like?

62. What’s
our
30/30?
Rule 8: Draft a short
term action plan
with everyone
taking a small step
s.62 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of
activity in the heart of our community, a regular
destination for both locals and visitors.
What would that look like?

63. What will
we do?
Rule 9: Set a 30/30
meeting to review
your progress and
make adjustments
s.63 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of
activity in the heart of our community, a regular
destination for both locals and visitors.
What would that look like?

64. What’s
our
30/30?
Rule 10: Nudge,
connect and
promote relentlessly
to build your new
habits of
collaboration
s.64 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of
activity in the heart of our community, a regular
destination for both locals and visitors.
What would that look like?

65. Connect & Learn More:
Scott Hutcheson, Ph.D.
hutcheson@purdue.edu
765-479-7704
AgileStrategyLab.org
facebook.com/StratDoing