Download - Promoting Rural Innovation in Western Nebraska

STRATEGIC DOINGFOR CONNECTINGWESTERN NEBRASKALEVERAGING BROADBAND

Ed MorrisonEconomic Policy AdvisorCenter for Regional Development | April 2012

What are the opportunities forrural innovation in Western Nebraska?

How can we leverage broadband to improve the quality of life?

90

95

100

105

110

115

120

1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010

Population Index 1990=100

Nebraska

Western Nebraska

Over the past 20 years, the state has gained a little over 15% in population; the Western region has lost a bit less than 5%

50,000

62,500

75,000

87,500

100,000

1981 1983 1985 1987 1989 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 2011

Western Nebraska Population

Population in the region has declines about 10% over the last 30 years...most of the decline came in the 1980-1990 decade

$0

$12,500

$25,000

$37,500

$50,000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Per Capita Income

Nebraska

Western Nebraska

Per capita income in the Western region has tracked the growth in the state...

81%

84%

86%

89%

91%

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Western Region Per Capita Income as % of the State

A closer look shows that the Western region has improved relative to the state...

0

1

2

3

4

2010

1.131.38

2.3

3.32

Agribusiness MiningPrimary Metal Mfg Biomedical/Biotechnical (Life Sciences)

Location QuotientsCluster Employment

The region has some economic strengths to leverage

County Agribusiness Mining Primary Metals Biomedical Electrical

Equipment Arts Energy Education IT AdvMaterials Printing Logistics Chemicals Defense/

Security

Banner X X

Box Butte X X X X X X

Cheyenne X X X X

Dawes X X X X

Deuel X X X X X

Garden X X X

Kimball X X X X X X

Morrill X X X

Scotts Bluff X X X

Sheridan X X X

Sioux X X X

Relative economic strengths within the region create opportunities for collaboration

Innovation and knowledge are linked to widespread Internet usage for individuals and businesses. Federal Communication Commission (FCC) provides data on the level of Internet penetration, or broadband density. This measure is residential broadband fixed connections per 1,000 households in 2009, a new data series the FCC first released in early 2010.

Innovative and efficient companies replace outdated establishments, or those firms unable to modernize techniques and processes. Average churn is a measure of total establishment births and deaths, and expansions and contractions, relative to the total number of firms in a region for all years available.

Establishment Churn

Broadband Penetration

The sizes of establishments provide an indication of a regional economy's structural composition. Small establishments with fewer than 20 employees are flexible and not overburdened by a bureaucratic organizational structure enabling rapid changes to implement new ideas and evolve with technology. On the other end of the spectrum, large establishments with more than 500 employees have both the capital and labor resources to fund research and other innovative activities.

Establishment Size

11

This workshop reflects a growing interest across the country in new ways for building collaborations quickly...

What could we do

together?

What will we do

together?

What should we

do together?

What is your 30/30?

The Strategic Doing

Cycle

12

What could we do

together?

What will we do

together?

What should we

do together?

When will we get back together?

The Strategic Doing

Cycle

How will we get there?

Where are we going?

Strategic doing is a managed process for building collaborations quickly, guiding them toward measurable outcomes, and adjusting along the way

‣ Thinking differently

‣ Behaving differently

‣ Doing differently

14

We start our journey with a clear definition of economic development

Regional food systems

Regional energy systems

Tourism clusters

Innovation hubs

Education innovations

19

That means abandoning old ideas of industrial recruitment and developing new approaches to rural innovation and entrepreneurship...

20

In our Grandfather’s economy, regions functioned with clear boundaries

Counties

Cities and Towns

Federal Agencies

State Agencies

K-12 SchoolsHigher Education

Institutions

WorkforceBoards

Social ServiceOrganizations

Chambers of Commerce

Economic DevelopmentOrganizations

Foundations

Regional Planning Organizations

21

Counties

Cities and Towns

Federal Agencies

State Agencies

K-12 SchoolsHigher Education

Institutions

WorkforceBoards

Social ServiceOrganizations

Chambers of Commerce

Economic DevelopmentOrganizations

Foundations

Regional Planning Organizations

As our Grandchildren’s economy is emerging, regions are not responding all different.

22

Our rural regions are covered with invisible fences that no longer work...but continue to constrain us

24

Collaboration requires that we learn to behave differently....

25

We are heading to our Grandchildren’s economy which is full of networks

A global map of Internet connections

26

The iPhone production

network

Question: Who makes the iPhone? Answer: A network led by Apple

19

27

Question: What is a regional food system?

A regional food system as one that supports long-term connections between farmers and consumers while meeting the economic, social, health and environmental needs of the communities within a region.

Iowa State University

28

We need new thinking about rural regions in terms of the networks that sustain them...

29

With deeper regional collaborations, new horizons of emerge for rural regions as networks connect assets in new and different ways....

30

Vermilion Advantage in East Central Illinois is an example of a community building new networks....

31

Ponca City, Oklahoma is another region that is using networks to build its economy....

32

The story of Greensburg, KS, wiped out by a tornado in 2007...now rebuilding as a model of sustainability....

33

Then, there’s Fairfield, IA with more restaurants per capita than San Francisco....

Rule 1: No Whining

Rule 2: Guide Conversations

Rule 3: Create new networks of collaboration

Brainpower21 Century Talent

InnovationEntrepreneurship

Networks

New Narratives

Quality, Connected

Places

Collaboration

Rule 4: Don’t look for permission

Welcome toThe Permission Room

Rule 5: Close triangles...relentlessly

Bill

You

Cathy E-mail introductions take 5 minutes

100 people3 triangles a week per personequals15,600 new links per year

Rule 6: Go slowly now to go faster later: Don’t start by boiling the ocean

Rule 7: Walk across the invisible fences

(They don’t work on humans)

Rule 8: Take the Shanghai perspective

Rule 9: Learn and practice Strategic Doing

What could we do

together?

What will we do

together?

What should we

do together?

What is your 30/30?

The Strategic Doing

Cycle

Rule 10: Don’t forget to have fun

Rural regions that prosper will uncover a new approach to leadership

Grandfather’s Leadership

What we need today

Centralized Distributed, Shared

Single Leader Many Leaders

Command and control Link and leverage

Lead from the front Lead from front and rear

Lightbulb: We are the leaders we have been waiting for

If your actions inspire others to dream more, learn more, do more and become more, you are a leader.

John Quincy Adams

Network MembersNetwork MembersNetwork Members

Name Organization e-mail

Western Nebraska BroadbandStrategic Doing PackDescribe our focus area for conversation:What broadband opportunity brings us together?

Strategic Doing Pack Completed By:

Today’s Date:

What could we do

together?

What will we do

together?

What should we

do together?

What is your 30/30?

The Strategic Doing

Cycle

1

2

3

4

What could we do

together?

What will we do

together?

What should we

do together?

What is your 30/30?

The Strategic Doing

Cycle

Strategic Doing Question 1: What could we do together?Map our assets...Connect them to define new opportunities

What assets do we have in our networks?

People? Organizations? Resources? Experience?

What opportunities emerge when we connect these assets in new and different ways?

Guide the conversation toward connections...What opportunities emerge that connect and align our assets? List as many as five opportunities that emerge from our conversation

Opportunity 1

Opportunity 2

Opportunity 3

Opportunity 4

Opportunity 5

What could we do

together?

What will we do

together?

What should we

do together?

What is your 30/30?

The Strategic Doing

Cycle

Strategic Doing Question 2: What should we do together?Pick one Opportunity and convert it to an Outcome with 3 characteristics...Define metrics to measure these characteristics...

Characteristics that define your Outcome

What are the characteristics or features of our outcome? How do we describe it clearly?

Metrics to measure your success

How will we measure each characteristic?

Characteristic 1 Metric 1



Define a clear outcome that connects your teamWhat do we hope to accomplish? What’s our “elevator speech” to get people excited?

Strategic Doing Question 3a: What will we do together?Define how we will get to our outcomeDecide on a project with up to 3 milestones to mark our path

Define the project that moves you toward your outcome

What are we going to do to achieve our outcome?

Define your project pathway with milestones

Milestone1: By ____________________, we will ____________________________________________________________

Milestone 2: By ____________________, we will ____________________________________________________________


What could we do

together?

What will we do

together?

What should we

do together?

What is your 30/30?

The Strategic Doing

Cycle

Strategic Doing Question 2: What should we do together?Pick one Opportunity and convert it to an Outcome with 3 characteristics...Define metrics to measure these characteristics...

Characteristics that define your Outcome

What are the characteristics or features of our outcome? How do we describe it clearly?

Metrics to measure your success

How will we measure each characteristic?




Define a clear outcome that connects your teamWhat do we hope to accomplish? What’s our “elevator speech” to get people excited?

Strategic Doing Question 3a: What will we do together?Define how we will get to our outcomeDecide on a project with up to 3 milestones to mark our path

Define the project that moves you toward your outcome

What are we going to do to achieve our outcome?

Define your project pathway with milestones

Milestone1: By ____________________, we will ____________________________________________________________



What could we do

together?

What will we do

together?

What should we

do together?

What is your 30/30?

The Strategic Doing

Cycle

Strategic Doing Question 3b: What will we do together?Draft an action plan

Strategic Doing Question 4: What’s our 30/30?Decide how we will follow -up

Who Action Step By When

Follow-up MeetingFollow-up Meeting

Date

Time

Place

Internet Details

How will we use the Internet to stay connected?

Start-up firmsVenture investor and

angel networks

Colleges andUniversities

Innovating Stage 2

Companies

Provides ideas, incubators

and smart people

Provides capitaland expertise

Recruits smart peopleand generates

technology solutions

Recruits and trains

smart people

Provides networksand mentoring to

start-ups

Provides partners

Provides smart people

and technology solutions

Provides investment

and generates wealth

Provides support to innovating companies

Acceleratesnew venture investment

Source: Ed Morrison, Purdue Center for Regional Development. Distributed with Creative Commons 3.0 Attribution license

Provides technologiesand people

Increases endowment

in R&D assets

The "Chasm"

Percent of regional citizens

Sore heads

Passive skeptics

Willing volunteers"The Pragmatists"

Civic entrepreneurs

Their close

networkCore team

Next Steps: Developing Our Strategic Action Plan (early version)

Purdue Center for Regional Developmenthttp://www.pcrd.purdue.edu

Strategic Doing channel on Vimeohttp://vimeo.com/channels/strategicdoing

http://www.pcrd.purdue.edu

http://www.pcrd.purdue.edu

http://vimeo.com/channels/strategicdoing

http://vimeo.com/channels/strategicdoing