Workshop slides on Strategic Doing prepared for a retreat of the Ponca City Development Authority (PCDA) in Oklahoma. PCDA is one of the most innovative economic development organizations in rural America.
At the meeting we announced a partnership among PCDA, the Purdue Center for Regional Development and the Oklahoma State Center on Innovation and Economic Development. The partnership will create "sister regions" between North Central Indiana and North Central Oklahoma.
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Ponca City Development Authority July 2009
1. Open Source Economic
Development: Opportunities
for Ponca City
Ed Morrison
Purdue Center for Regional Development
July, 2009
Friday, July 24, 2009
2. Open Source Economic
Development: Opportunities
for Ponca City
Ed Morrison
Purdue Center for Regional Development
July, 2009
Friday, July 24, 2009
3. This workshop introduces you to Open Source Economic
Development and Strategic Doing
We are moving from our Grandfather’s
to our Grandchildren’s Economy
Our Grandchildren’s Economy creates
wealth through networks: knowledge
and open innovation
Open networks require collaboration and
new approaches to strategy
Friday, July 24, 2009
4. Strategic Doing provides the discipline to
transform community and regional
economies
Strategic Doing involves a process, not an
event: Managing conversations for
complex thinking and doing
Strategic Doing changes the leadership
role of the PCDA Board and staff
Friday, July 24, 2009
5. This workshop introduces you to Open Source Economic
Development and Strategic Doing
We are moving from our Grandfather’s
to our Grandchildren’s Economy
Our Grandchildren’s Economy creates
wealth through networks: knowledge
and open innovation
Open networks require collaboration and
new approaches to strategy
Friday, July 24, 2009
7. Innovation in our Grandfather’s Economy
moved a lot of stuff and created a lot of wealth
Coal Dumper, shores of Lake Erie, 1897
Friday, July 24, 2009
8. Innovation in our Grandfather’s Economy
built our current economy and lifestyles
Friday, July 24, 2009
9. The S-Curve caught up to our grandfather’s
economy
‣ Global markets
integrated
‣ Costs collapsed
‣ The Internet
exploded
Friday, July 24, 2009
10. Many communities have gotten caught in a downward
cycle because the cannot adjust to new realities
Friday, July 24, 2009
11. It is very hard to adjust because nobody can tell
anybody what to do...
Friday, July 24, 2009
12. We are moving from our Grandfather’s
to our Grandchildren’s Economy
Our Grandchildren’s Economy creates
wealth through networks: knowledge
and open innovation
Open networks require collaboration and
new approaches to strategy
Friday, July 24, 2009
13. Prosperity in our Grandchildren’s Economy
involves a completely different set of business models
Friday, July 24, 2009
15. Our Challenge: Find pathways to our
Grandchildren’s economy...
Aligning, linking and leveraging our assets
We are here
Friday, July 24, 2009
16. Our Challenge: Find pathways to our
Grandchildren’s economy...
Aligning, linking and leveraging our assets
We need to move here
Friday, July 24, 2009
17. “Command and control” behaviors do not work in
networks...There is not top or bottom and no one
can tell anyone what to do...
Friday, July 24, 2009
18. Effective networks operate with tight cores
and porous boundaries...Why?
Which region can take on more complex and
ambitious projects?
Friday, July 24, 2009
19. Networks create value exponentially as they
develop...What’s the value of one cell phone?
What’s the value of ten?
Friday, July 24, 2009
21. Let’s go back to our downward cycle...How can we
reverse this cycle in a world in which “command and
control” no longer works?
Friday, July 24, 2009
22. It turns out that in networks, the soft stuff is the hard stuff:
People move in the direction of their conversations. The
ke to aligning networks is guiding conversations
Friday, July 24, 2009
23. Managing conversations is the skill of collaboration...It
requires both open participation and leadership direction
Friday, July 24, 2009
24. We reverse the cycle by guiding a new set of
conversations...We look to the future with focus and
discipline
Friday, July 24, 2009
25. We are moving from our Grandfather’s
to our Grandchildren’s Economy
Our Grandchildren’s Economy creates
wealth through networks: knowledge
and open innovation
Open networks require collaboration and
new approaches to strategy
Friday, July 24, 2009
26. But conversations about what?
There are 5 strategic focus areas for any strategy in our
Grandchildren’s Economy
Friday, July 24, 2009
27. But conversations about what?
There are 5 strategic focus areas for any strategy in our
Grandchildren’s Economy
Friday, July 24, 2009
28. But conversations about what?
There are 5 strategic focus areas for any strategy in our
Grandchildren’s Economy
Friday, July 24, 2009
29. The basic model of change: Collaboration drives open
innovation...Innovation drives productivity and prosperity
Friday, July 24, 2009
30. New strategies involve strengthening
and connecting our five asset networks
within the regional economy
Friday, July 24, 2009
31. New strategies involve strengthening
and connecting our five asset networks
within the regional economy
Friday, July 24, 2009
32. New strategies involve strengthening
and connecting our five asset networks
within the regional economy
Brainpower
Friday, July 24, 2009
33. New strategies involve strengthening
and connecting our five asset networks
within the regional economy
Brainpower
Innovation and
entrepreneurship
Friday, July 24, 2009
34. New strategies involve strengthening
and connecting our five asset networks
within the regional economy
Brainpower
Innovation and
entrepreneurship
Quality places
Friday, July 24, 2009
35. New strategies involve strengthening
and connecting our five asset networks
within the regional economy
Brainpower
Innovation and
entrepreneurship
Quality places
Branding stories
Friday, July 24, 2009
36. New strategies involve strengthening
and connecting our five asset networks
within the regional economy
Brainpower
Innovation and
entrepreneurship
Quality places
Branding stories
Collaboration
The ability to think
together and act on
complex projects
Friday, July 24, 2009
49. Strategic Doing provides the discipline to
transform community and regional
economies
Strategic Doing involves a process, not an
event: Managing conversations for
complex thinking and doing
Strategic Doing changes the leadership
role of the PCDA Board and staff
Friday, July 24, 2009
50. Strategic Doing provides the discipline
we need to transform our economies
Friday, July 24, 2009
51. Strategic Doing requires us to think dynamically...No small
group can impose strategies
No regional strategy:
People and organizations work in
isolation trying their best
Strategic Planning:
A few people try to sort it all out
(but it does not work)
Strategic Doing:
A continuous process of aligning,
linking and leveraging
Friday, July 24, 2009
52. Traditional strategic planning evolved to handle the
complexities of managing large hierarchies...like the military
and Fortune 500 companies in our Grandfather’s economy
Friday, July 24, 2009
53. Traditional strategic planning evolved to handle the
complexities of managing large hierarchies...like the military
and Fortune 500 companies in our Grandfather’s economy
A small group at the top
did the thinking
A larger group at the
bottom did the doing
Friday, July 24, 2009
54. When we move toward networks, we need new approaches to
strategy...where there is no separation of thinking from
doing...We keep ourselves focused on the big, strategic ideas
Friday, July 24, 2009
63. Strategic Doing provides the discipline to
transform community and regional
economies: Managing conversations
Strategic Doing involves a process, not an
event: Managing conversations for
complex thinking and doing
Strategic Doing changes the leadership
role of the PCDA Board and staff
Friday, July 24, 2009
64. If we develop new disciplines to think and act
strategically, we can align our assets with “link and
leverage” strategies
Friday, July 24, 2009
65. Strategic Doing is like paddling a kayak in the ocean
The task requires
quick strategic
assessments and
continuous “doing”
Friday, July 24, 2009
67. Strategic Doing produces a swarm of innovations
Gorilla innovation Swarm innovation
Friday, July 24, 2009
68. Strategic Doing is not that much different than
planning a family vacation
Core Group
for Our Florida Vacation
Friday, July 24, 2009
69. Strategic Doing is not that much different than
planning a family vacation
Core Group
for Our Florida Vacation
Friday, July 24, 2009
70. Relaxation
Core Group
for Our Florida Vacation
Other Activities
Transportation
Friday, July 24, 2009
71. Research
Beach
Activities on
Web
Gather Good Relaxation
Books,
Movies
Core Group
for Our Florida Vacation
Research
Restauarants
Other Activities
Look at
Museum
Options
Check out
Night Life Transportation
Explore One
Day Side
Trips
Local Travel
Flying
Airport to
Hotel
Friday, July 24, 2009
72. 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
Friday, July 24, 2009
73. The Core Team identifies focus areas of opportunities to
produce dramatically better results....
Focus Area 1
Core Group
Focus Area 2
Focus Area 3
Friday, July 24, 2009
74. The Core Team identifies focus areas of opportunities to
produce dramatically better results....
Focus Area 1
Focus Area 1
Core Group
Focus Area 2
Focus Area 3
Friday, July 24, 2009
75. 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
Friday, July 24, 2009
76. 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
Friday, July 24, 2009
77. The process of shaping a strategy is continuous
Core Group
Friday, July 24, 2009
79. Project
Core Group Project
Project
Friday, July 24, 2009
80. Project
Core Group
Core Group Project
Project
30 Days
Friday, July 24, 2009
81. Project
Core Group
Core Group Project
Project
30 Days
Friday, July 24, 2009
82. Strategic Doing is simple, but not easy. It takes practice...
What could
we do together?
Find
How will we learn What should
together? Learn Focus we do together?
Plan
What will
we do together?
Friday, July 24, 2009
83. Strategic Doing generates all of the components of a Strategic
Action Plan...But you need the discipline to capture the
decisions
Friday, July 24, 2009
84. Here’s an example of a worksheet to connect assets
to opportunities from a Strategic Doing Pack
What are the assets What are the Who are the partners that
you can contribute opportunities we see could be engaged in this
or share? when we connect these opportunity?
assets?
Example: Network of Example Opportunity 1: We WIB, 3 key service providers, the
professionals committed to could conduct monthly webinars community college
youth initiatives to inform us of the innovations
taking place in the region.
Opportunity 2: We could create WIB, library system, community
weekly forums to keep people college
informed and build our networks...
Friday, July 24, 2009
85. As we connect assets, we notice something
strange starts to happen...
The “network effect” takes hold...
High
Inflection Point
ne
Zo
Opportunities
ty
ni
rtu
po
Op
Low
Low High
Trust and
collaboration
Friday, July 24, 2009
86. We next need to make strategic decisions and focus
What could
we do together?
Find
How will we learn What should
together? Learn Focus we do together?
Plan
What will
we do together?
Friday, July 24, 2009
88. 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?
Friday, July 24, 2009
89. Here’s a worksheet for defining characteristics of an
outcome...As we define outcomes clearly, sensible metrics
emerge
What does success look Define 3 characteristics Define a way to
like? of your Outcome measure this
characteristic
Example: Creating a nationally Characteristic 1: Active on-line Metric 1: Number of people
recognized workforce summit community of innovators engaged in our on-line network
that regularly pushes innovative
initiatives to address the
challenges of at-risk youth. Characteristic 2: Strategy teams Metric 2: Number of at-risk
that engage at-risk youth as youth participating in our
members strategy sessions
Characteristic 3: Example: Metric 3: Number of
Regular webcasts webcasts; total number of
webcast participants
Friday, July 24, 2009
90. Here’s a worksheet for SMART Goals to define an
initiative
Describe your Define 3 SMART We will do this....
initiative: Goals
For this project
by this date....
What are you going to do Example: We convene a core team of professionals in
to achieve your outcome? September 2009 the region engaged with at-risk youth to
complete budget and agenda for summit
December 2009 Complete funding
March 2010 Launch summit
Friday, July 24, 2009
91. Next, we need to make transparent, clear commitments
What could
we do together?
Find
How will we learn What should
together? Learn Focus we do together?
Plan
What will
we do together?
Friday, July 24, 2009
92. Here’s a worksheet for an Action Plan
Action Steps:
To move our project forward over
Responsible: By When:
the next 30 days, we will take these
action steps:
Date:
Questions? Contact:
Friday, July 24, 2009
93. Finally, we need a clear process for learning together “what
works”...
What could
we do together?
Find
How will we learn What should
together? Learn Focus we do together?
Plan
What will
we do together?
Friday, July 24, 2009
94. How will we learn together? (Critical steps to learning
together)
1. Capture your Strategic Doing Pack on the web
2. Plan the next face-to-face meeting for revisions
Strategic Doing calls for continuous revisions
of a Strategic Action Plan
30-90 days
Friday, July 24, 2009
95. How will we learn together? (Critical steps to learning
together)
1. Capture your Strategic Doing Pack on the web
2. Plan the next face-to-face meeting for revisions
Strategic Doing calls for continuous revisions
of a Strategic Action Plan
1.0 1.1 1.2 1.3
30-90 days
Friday, July 24, 2009
98. Strategic Doing provides the discipline to
transform community and regional
economies: Managing conversations
Strategic Doing involves a process, not an
event: Managing conversations for
complex thinking and doing
Strategic Doing changes the leadership
role of the PCDA Board and staff
Friday, July 24, 2009
99. Create safe civic spaces and clear rules of
civility...
Friday, July 24, 2009
101. Take the “Shanghai perspective”
Our View Their View
Friday, July 24, 2009
102. PCDA can manage effectively, if the
Board and staff make adjustments
Friday, July 24, 2009
103. This workshop introduced you to Open Source Economic
Development and Strategic Doing
We are moving from our Grandfather’s
to our Grandchildren’s Economy
Our Grandchildren’s Economy creates
wealth through networks: knowledge
and open innovation
Open networks require collaboration and
new approaches to strategy
Friday, July 24, 2009
104. Strategic Doing provides the discipline to
transform community and regional
economies
Strategic Doing involves a process, not an
event: Managing conversations for
complex thinking and doing
Strategic Doing changes the leadership
role of the PCDA Board and staff
Friday, July 24, 2009
105. Certificate Course starts in November 2009
Thank you!
Ed Morrison
Purdue Center for Regional Development
edmorrison@purdue.edu
Friday, July 24, 2009