Strategic DoingWorkshop

Ed MorrisonPurdue Center for Regional Development

July 16, 2008

edmorrison@purdue.edustrategicdong.net

‣ Our grandfather’s economy

‣ Strategic Doing in a nutshell

‣ Getting started: Civic Forums

‣ The power of Web 2.0

Our Grandfather’s economy

A 2d Curve economy is emerging with wealth created by networks...

2d Curve strategies are based on “linking and leveraging”

Our Starting Point: Overcoming Some Potent Myths from our Grandfather’s Economy

The Smart Ones

The Not So Smart Ones

The world is far more complex...

If students do not read well by the 3d grade, they will likely drop out

About 30% of ninth graders drop out...In inner city schools dropout are

as high as 65%

Moving someone out of dependency is extremely expensive

Nearly half of high school graduates have weak skills and no career plan

If they do not get more education, they become the working poor

There are weak ties between the working poor and career or education

Nearly half of new job openings will be “middle skill” jobs

Large segments of the career cycle are ready for retirements

Large segments of the career cycle do not have skills for re-employment

Commonly, employers under-invest in training

We face serious imbalances

70%+ of jobs are above the line60%-70% of new entrants fall below

Youth 14-18

Adults 18+

DislocatedWorkers

On the Job and Customized Training

Youth 19-21

Youth Council

Ex-OffendersOne Stops

ITA Vouchers

State IncumbentWorker Training

The public workforce system offersdisconnected programs that are difficult to align

We spend a lot of time on the wrong question: “Who is to blame?”

Here’s a better one: “What are the opportunities for transformation?”

Faced with these challenges, most

communities and regions look like this

Alliance

Mt. Pleasant

AlliancePartnership

County ED

Digital Corridor

Chamber

Chamber

Chamber

County

County

County$

$

$

BusinessInvestors

$

County ED

County ED

WorkforceInvestment

Board

ThinkTec

Low Country

Mfg.

Port

MUSC

Defense Industries

MarineSciences

Other Local and Chamber ED

Activities

Tourism/ CVB

Education Foundation

Environmental Groups

COG

Base Closure

Higher Ed consortium

Low Country Graduate

Center

BenchmarkCollaborative

Charleston

N. Charleston

World Trade Center

State Legislators

Here's what economic and

workforce development in Charleston, SC looks like

Then some group does a strategic plan

Strategic doing is an open process with

leadership direction that dynamically aligns

Developing an executing strategy in open networks

requires a new approach: Strategic doing

In open networks, no one can tell anyone else what to do....

Networks can align around a committed core

Positive

conversations

Negative

conversations

Years

Prosperity

Index

People move in the direction of their conversations...

Strategic doing guides these conversations

Today

Source: Ed Morrison

The key to strategy is guiding the conversations

Pre-K

Allied Health

STEM

Forum

Strategic Doing develops connected networks with tight cores and open

boundaries

Auto Tech

Brainpower21 Century Talent

InnovationEntrepreneurship

BrandingStories

Quality, Connected

Places

CivicCollaboration

‣ Our grandfather’s economy

‣ Strategic Doing in a nutshell

‣ Getting started: Civic Forums

‣ The power of Web 2.0

We need new habits of thinking

together...Strategic doing

Our grandfather's economy Our grandchildren's economy

Strategic doing in a nutshell

Strategic Doing focuses on answering four questions:

1. What could we do together?

2. What should we do together?

3. What will we do together?

4. How will we learn together?

Explore

Align

FocusExecute

Evaluations

Action Plans

Insights

Initiatives

Develop ideas about what we can do

together

Choose what to

do

Identify and align resources to

specific initiatives

Execute and measure results

Strategic Doing involves a cycle of purposeful conversations

Explore

Align

FocusExecute

Evaluations

Action Plans

Insights

Initiatives

Develop ideas about what we can do

together

Choose what to

do

Identify and align resources to

specific initiatives

Execute and measure results

We move around the cycle with a Strategic Doing Pack of workshop exercises

37

Explore

Align

FocusExecute

Evaluations

Action Plans

Insights

Initiatives

Develop ideas about what we can do

together

Choose what to

do

Identify and align resources to

specific initiatives

Execute and measure results

We move around the cycle with a Strategic Doing Pack of workshop exercises

Exercise 1

Exercise 2Exercise 3

37

Exercise 4

Milwaukee 7 Water Council Strategic Doing Pack

This Water Council Strategic Doing Pack provides guidance to a workforce alignment workshop held in Milwaukee, WI on July 14, 2008

Questions? Please contact: Ed Morrison, Purdue Center for Regional Development, edmorrison@purdue.edu

Drawings are copyright Ed Morrison and distributed with a Creative Commons 3.0 Attribution License

SummitJuly 14, 2008

39

Workshop Exercise 1: Your Strategic Outcome: Alpha Version

Describe a Strategic Outcome for the Water CouncilDescribe an outcome in year 3 to 5 for the Water CouncilWhat will be different in the M7 region?“Through our efforts we envision the M7 region will be a global leader in ....”

Characteristics or Attributes of Your OutcomeDescribe three characteristics or attributes of your outcome. How will we know we have arrived? What will be different? What metrics come to mind?

The first key characteristic is...

The second key characteristic is...

The third key characteristic is...

40

Workshop Exercise 2: Strategic Initiatives: Alpha Version

Describe one Strategic Initiative for the Water CouncilDescribe an initiative for the Water Council that will help us achieve your outcome. What do you think members of the Water Council should be willing to do together to achieve your strategic outcome?“To achieve our strategic outcome the Water Council should...” (e.g., establish a working group to double federal funding in three years)

Milestones (SMART Goals) for Your Strategic InitiativeDescribe three milestones that can define your strategic initiative

The first milestone is...

The second milestone is...

The third milestone is...

41

Work Exercise 3Strategic Action PlanTime frame What Who

Define the action stepUse names, if possible, not

organizations

In the next 6 months

In the next 3 months

In the next 30 days

Next week

StrategicDoing Forum

StrategicDoing Forum

StrategicDoing Forum

StrategicDoing Forum

Source: Ed Morrison

Regions are moving toward civic processes

that focus on Strategic Doing

30-90 days

working groups

Strategic doing is a process

‣ Our grandfather’s economy

‣ Strategic Doing in a nutshell

‣ Getting started: Civic Forums

‣ The power of Web 2.0

Civic Forums help you...

• Identify networks and map assets

• Build civic habits of “thinking together”

Civic forums help us cross the

"invisible fences" (that no longer work)

Civic forums provide a good way to start

strategic doing

Source: Nead Brand Partners

‣ Schedule at least monthly for 1-2 hours

‣ Organize around an appreciative question: an opportunity, an hypothesis, an emerging network

‣ Set ground rules

‣ Capture e-mails

‣ Leverage the web and set next steps

Civic Forum Checklist

‣ Our grandfather’s economy

‣ Strategic Doing in a nutshell

‣ Getting started: Civic Forums

‣ The power of Web 2.0