Strategic Doing: Trenton

• 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

Who’s Called Us, Where We’ve Been

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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

Strategic planning

often spoils strategic thinking.

- Henry Mintzberg

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Strategy12

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

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

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

Metro-Goldwyn-Mayer

71 cast and crew members all working for MGM

16

17

Metro-Goldwyn-Mayer

Metro-Goldwyn-Mayer

Metro-Goldwyn-Mayer

Metro-Goldwyn-Mayer

Cast and crew of 2,000+, hardly any

working for MGM

iPhone

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

Strategic Doing enables people to form action-oriented

collaborations quickly, move them toward measurable

outcomes, and make adjustments along the way.

Thinking, Behaving, & Doing in New Ways

Network Thinking

Strategic Doing

Leverages the Value of a Network

10 nodes, 9 connections

10 nodes, 45 connections

My Parent’s World My Kid’s World

There is no top or bottom in a network

Networks move us to new opportunities

Networks move us to new opportunities

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.

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

Civil Behavior

Collaborative Behavior

Strategic Doing Accelerates Collaboration

Turf

Trust

TIME

SharingResources

Sharing Information

MutualAwareness

Co-Execution

Co-Creation

Acknowledgment Exploration Cooperation Collaboration Innovation

Adapted from Collaboration Continuum from ACT for Youth

Doing in New Ways

Strategic Planning Strategic Doing

Strategic Doing is a strategy protocol built for networks

Strategy answers two questions.

A 30/30 commitment drives learning

We’ve cracked the code on designing & guiding complexcollaborations

“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

“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 & Proprietor Burton Maplewood Farm

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

The Ten Rules of Strategic

Doing

Before you start…Rule 1: Create and maintain a safe space for deep, focused conversation

s.51 // ©2016

CivilityWe will behave in ways

that build trust & mutual respect.

Group 1 Group 2 Group 30

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20

30

40

50

60

70

80

90

100

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.

Percentage of Tim

e

Before you start…Rule 2: Frame a conversation around an appreciative question

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What could we do?Rule 3: Uncover hidden assets that people are willing to share

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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?

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?

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?

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?

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?

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?

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?

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?

Connect & Learn More:

Scott Hutcheson, Ph.D.hutcheson@purdue.edu765-479-7704

AgileStrategyLab.orgfacebook.com/StratDoing