Strategic Doing in A Nutshell

Strategic Doing in a
Nutshell
Muhlenberg County
Central City, KY
Ed Morrison
Purdue Center for Regional Development
October, 2009
Thursday, October 15, 2009

Strategic Doing in a
Nutshell
Muhlenberg County
Central City, KY
Ed Morrison
Purdue Center for Regional Development
October, 2009

‣ Strategic Doing in a Nutshell
‣ Organizing a Strategy
‣ Strategic Doing and Strategic Outcomes
‣ Initiatives and SMART Goals
‣ Strategic Action Plan, alpha version
‣ Next Steps in the Strategic Doing Process

Here’s how our Grandfather’s created wealth

Our Grandchildren’s economy is emerging...
Who makes the iPhone? A network led by Apple
The iPhone
production
network

We are in the midst of a profound shift from our
Grandfather’s economy to our Grandchildren’s
economy.
Second Curve: Wealth driven by networks and connections
Most of us were born

somewhere in here
First Curve: Wealth driven by hierarchical control
Source: Ed Morrison

Our Grandfather’s education system does not work well for our
Grandchildren’s economy...We need new ways to think and act
strategically. That’s what today is all about...
70% to 80% of the jobs
are above the line
20% to 30% of young

people stay above the
4 Years of line
College
2 Years of
K through 12 College Career
Certifications
No career plan
Weak skills
Dropouts
$10.00
per hour
No easy way for the

Entry working poor to escape
level
20% to 30% of the jobs
Working are below the line
Dependency poor
Cycle 70% to 80% of young
people fall below the line

Traditional strategic planning evolved to handle the
complexities of managing large hierarchies...like the military
and Fortune 500 companies in out Grandfather’s economy

Traditional strategic planning evolved to handle the
complexities of managing large hierarchies...like the military
and Fortune 500 companies in out Grandfather’s economy
A small group at the top

did the thinking
A larger group at the

bottom did the doing

As organizations have become more networked, older
strategic planning models do not work so well.
The reason: There is no top or bottom to a network.

When we move toward networks, we need new approaches to
strategy...where there is no separation of thinking from doing

Strategic Doing is a discipline to enable teams of people to do
detailed projects in these open networks
Strategic Planning Strategic Doing

With Strategic Doing, leaders guide open conversations to
translate ideas into action...
Strategic Doing involves both open participation

and leadership direction
Le
n a
tio de
Key Insight: ti ci
pa rsh
ip
ar
People move in the p di
re
pen ct
O io
direction of their n
conversations
Dialogue Decision
Collaboration

Our challenge is to find the pathways to our
Grandchildren’s economy...
Connecting our many

assets with “link and
leverage” strategies
12

In our Grandchildren’s economy, we will need to
find ways to align 5 types of networks
Brainpower Innovation
21 Century Talent Entrepreneurship
Networks
Civic
Collaboration
Quality,
Connected Branding
Places Stories
13

Networks
Civic
Collaboration
Quality,
Connected Branding
Places Stories
13

Networks
Civic
Collaboration
Quality,
Connected Branding
Places Stories
13

Networks
Civic
Collaboration
Quality,
Connected Branding
Places Stories
13

Networks
Civic
Collaboration
Quality,
Connected Branding
Places Stories
13

Strategic Doing in a nutshell

Southeast Missouri used Strategic Doing to
shape a strategy for its P-20 Council
Cape Girardeau, MO
15

Colorado used Strategic Doing to explore new
connections in its workforce system
Denver, CO
16

Colorado used Strategic Doing to explore new
connections in its workforce system
Denver, CO
16

Michigan used Strategic Doing to explore
avenues past the declining auto economy
Lansing, MI
17

Idaho used Strategic Doing in their
Governor’s Workforce Development Summit
Boise, ID
18

Strategic Doing is simple, but not easy. It takes practice to
keep focused on four key questions...
Find
Learn Focus
Plan

What could
we do together?
Find
Learn Focus
Plan

What could
we do together?
Find
What should
Learn Focus we do together?
Plan

What could
we do together?
Find
What should
Learn Focus we do together?
Plan
What will
we do together?

What could
we do together?
Find
How will we learn What should

together? Learn Focus we do together?
Plan
What will
we do together?

As you guide your conversation around the Strategic
Doing cycle, you create the components of a Strategic
Action Plan
Strategic Doing guides conversations

What could we do
together?
Find
What
How will we should we
learn Learn Focus do
together? together?
Execute
Strategic Action Plan
What will we do together?
Version 1.0
4
20

Strategic Doing Short Form
STRATEGIC FOCUS AREA:
STRATEGIC OUTCOME (May be one of several)
CHARACTERISTIC CHARACTERISTIC CHARACTERISTIC
INITIATIVE or PROJECT to achieve the strategic outcome:
HOW DO WE MEASURE and DETERMINE SUCCESS? Metrics should connect with characteristics
METRIC 1 METRIC 2 METRIC 3
A REVIEW and FOLLOW UP SESSION is scheduled for

DATE: TIME: PLACE:
21


DATE: TIME: PLACE:
21


DATE: TIME: PLACE:
21


DATE: TIME: PLACE:
21


DATE: TIME: PLACE:
21


DATE: TIME: PLACE:
21


DATE: TIME: PLACE:
21

‣ Asset Maps and Strategic Outcomes

Strategic Doing begins when a core team of people agrees
to take responsibility for the Strategic Doing process...
The Core Group agrees to

use a Strategic Doing
process to produce and
update a Strategic Action
Plan
Core Group

The Core Team identifies focus areas of opportunities to
produce dramatically better results....
Focus Area 1
Core Group
Focus Area 2
Focus Area 3

The Core Team identifies focus areas of opportunities to
produce dramatically better results....
Focus
Focus Area
Area 1 1
Core Group
Focus Area 2
Focus Area 3

Within each focus area, teams start with initiatives or
projects
Project
Focus Area
Core Group
Project
Project
Project
Project
Project
Project
Focus Area
Project Focus Area
Project
Project
Project
Project
Project

Within each focus area, teams start with initiatives or
projects
Project
Focus Area
Core Group
Project
Project
Project
Project
Project
Project
Focus Area
Project Focus Area
Project
Project
Project
Project
Project

The process of shaping a strategy is continuous
Core Group

Core Group

Project
Core Group Project
Project

Project
Core Group
Core Group Project
Project
30 Days

Project
Core Group
Core Group Project
Project
30 Days

Strategic Doing generates “link and leverage” strategies
Strategic Doing
produces
alignments, links
and leverage
A great example...The new Water Council

in SE Wisconsin

Organize your strategy around Strategic Focus Areas and teams
Executive Committee
Monthly Meetings
Strategic
Strategic Focus Team
Focus Team 4
1
Core
Team
Initiatives
Strategic
Focus Team
2
Strategic
Focus Team
3

The team starts with Strategic Action Plan Version 1.0,
then 1.1, then 1.2 and so on...
Strategic Doing calls for continuous revisions
of a Strategic Action Plan
30-90 days

The team starts with Strategic Action Plan Version 1.0,
then 1.1, then 1.2 and so on...
Strategic Doing calls for continuous revisions
of a Strategic Action Plan
1.0 1.1 1.2 1.3
30-90 days

Strategic Doing is like paddling a kayak in the ocean
The task requires

quick strategic
assessments and
continuous “doing”

‣ Asset Maps and Strategic Outcomes

Strategic Doing is simple, but not easy. It takes practice...
What could
we do together?
Find

Plan
What will
we do together?
32

We next need to make strategic decisions and focus
What could
we do together?
Find

Plan
What will
we do together?
33

What should we do together? (Critical steps to creating
a focus)
Pick something transformative..not just

something you are already doing...Pick
something that you can do together that
you cannot just do alone
Define a big outcome with 3 characteristics
What will people be doing? And how

will they be doing it? What does
success look like?
Where do you want to be in 3 years?
34

35

Next, we need to make transparent commitments
What could
we do together?
Find

Plan
What will
we do together?
36

Finally, we need a clear process for learning together “what
works”...
What could
we do together?
Find

Plan
What will
we do together?
37


DATE: TIME: PLACE:
38


DATE: TIME: PLACE:
38


DATE: TIME: PLACE:
38


DATE: TIME: PLACE:
38


DATE: TIME: PLACE:
38


DATE: TIME: PLACE:
38


DATE: TIME: PLACE:
38

AIM to WIN RIG Region
Strategic Doing Pack Winona, MN
August 26, 2009
Team Members
Name Organization e-mail
STEM
Circle your focus area: Career Pathways: Life Sciences and Renewable Energy
Smart Supplier Initiative
Strategic Doing Pack Completed By: _______________________

39
Strategic Doing Question 1:
What should we do together?
Define an outcome with 3 characteristics...Define metrics to measure the characteristics...
Define a clear outcome that connects your team

What do you hope to accomplish?
What’s the Big Hairy Audacious Goal (BHAG)
What’s your “elevator speech” to get people excited?
Characteristics that define your Outcome Metrics to measure your success

What are the characteristics or features of your outcome? How do you describe it clearly? How will the region be different? How would you measure each characteristic?
Characteristic 1 Metric 1

What should we do together?
Define how you will get to your outcome
Decide on a project with 3 SMART Goals
Simple Measurable Aggressive Relevant Time sensitive
Define the project

What are you going to do to achieve your outcome?
Define the project pathway with SMART Goals
SMART Gaol 1: By ____________________, we will ____________________________________________________________

40
What will we do together?
Draft an action plan
Who Action Step By When

How will we learn together?
Decide how you will follow -up
Follow-up Meeting Internet Details

How will you use the Internet to stay connected?
Date
Time
Place
41

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Strategic Doing in a

Thursday, October 15, 2009

Thursday, October 15, 2009

‣ Strategic Doing and Strategic Outcomes

‣ Initiatives and SMART Goals

‣ Strategic Action Plan, alpha version

‣ Next Steps in the Strategic Doing Process

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

Second Curve: Wealth driven by networks and connections

Most of us were born

First Curve: Wealth driven by hierarchical control

Thursday, October 15, 2009

20% to 30% of young

No easy way for the

Thursday, October 15, 2009

Thursday, October 15, 2009

A small group at the top

A larger group at the

Thursday, October 15, 2009

The reason: There is no top or bottom to a network.

Thursday, October 15, 2009

Thursday, October 15, 2009

Strategic Planning Strategic Doing

Thursday, October 15, 2009

Strategic Doing involves both open participation

Thursday, October 15, 2009

Connecting our many

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

Thursday, October 15, 2009

How will we learn What should

Thursday, October 15, 2009

Strategic Doing guides conversations

Thursday, October 15, 2009

STRATEGIC FOCUS AREA:

STRATEGIC OUTCOME (May be one of several)

CHARACTERISTIC CHARACTERISTIC CHARACTERISTIC

INITIATIVE or PROJECT to achieve the strategic outcome:

METRIC 1 METRIC 2 METRIC 3

A REVIEW and FOLLOW UP SESSION is scheduled for

Thursday, October 15, 2009

STRATEGIC FOCUS AREA:

STRATEGIC OUTCOME (May be one of several)

CHARACTERISTIC CHARACTERISTIC CHARACTERISTIC

INITIATIVE or PROJECT to achieve the strategic outcome:

METRIC 1 METRIC 2 METRIC 3

A REVIEW and FOLLOW UP SESSION is scheduled for