Not surprisingly, the Queensland government follows a traditional approach to planning. Citizen engagement is not very engaging. as a consequence, traditional approaches do not yield very satisfactory results. With this backdrop, this presentation explores how an agile planning framework might deliver faster, cheaper and more productive results.

1. Strategic Doing and Agile Planning
Ed Morrison
Purdue Agile Strategy Lab
December 1, 2016

2. Our story starts here

3. 1993

4. Oklahoma City today
Photo by: Luke Barrett

5. Oklahoma City today
Photo by: Luke Barrett

8. 7
What happens
when this
goes away?

9. Energy
Florida

11. The 75th largest metro…
…among the 10 fastest growing in
software and Internet technology

14. PaulRich
Mayor Governor

16. These challenges are
complex messes

17. Traditional linear
approaches do not work

18. We are not
fixing old
systems

19. We are sitting in the midst of
a really big transition…

20. Grandfather Grandchildren
The foundations of our
economy are shifting…

21. Our challenge is to jump the
curve with new networks

22. We are designing what’s next
Location of Purdue workshops

23. We have
cracked the
code on
collaboration

25. We are redesigning our
Civic EconomyInnovation 1

26. Our
Market Economy
Our
Civic Economy
Collaboration
zone
We are redesigning our Civic Economy by
designing new collaborations at scale

27. We teach how to design
and guide complex
collaborations with simple
rules
Innovation 2

28. Traditional Planning Strategic Doing
From slow, linear…
…to fast, agile

29. 29
Link, leverage and align….

30. Simple rules
create a swarm

31. Large scale
economic
transformation
High leverage point
Strategic Doing
networks
Transformation happens….

32. We design new civic
platforms to promote
collaboration
Innovation 3
Civic platform

33. © 2008, Brian D. Thompson, UWM Research Foundation 10/6/08
Funds
Fluid Transport/
Civil & Ind. Engr.
Detection
Materials
Bioscience
Pumps/ Valves/
Components
Analysis/
Measuring/
Control
Water User
Consumer
Products
Treatment/
Processing/
Softening
Utilities
Funding Agencies
Academic Institutions
Private Sector
Public Sector
Milwaukee Water Cluster
DOE
EPA
NSF
USDA
DoD
NOAA/DOC
Interior
World Bank
Foundations
International
Partners
NIH
Greater
Milwaukee
Foundation
UWM
Marquette
UW-Madison
WATER Inst.
Chem & Biosci
School of Freshwater
Science
CEAS
Physics
MSOE
Fluid Power
Rapid Proto Center
M7/GMC
MMSD
City of
Milwaukee
DNR
UNDP
Federal
Government
Municipalities
Water Council
Pentair• Filtering & purification
GE
Badger Meter
• Water meters
• Meter reading systems
Procorp• Water reuse & softening
• Phosphate & radium removal
AO Smith
• Water heaters
Kohler
• Faucets
• Materials, coatings, plating
• Casting technology
Miller Coors• Intake quality, output quality
• Energy consumption
AquaSensors
Thermo Fisher
Scientific
Fall River
Great Lakes Water
• Water treatment equipment Advanced
Chemical Systems• Ind. wastewater treatment
CH2MHILL
• Engineering services
ITT
Sanitarie• Wastewater treatment
design
Flygt• pumps
SiemensJoy
Bucyrus
Veolia
• Water utilities
Environmental
Energy
Efficiency
Processing &
Treatment
Monitoring &
Detection

34. We design a portfolio of
collaborations on these
platforms
Innovation 4
Brainpower
people/talent
Innovation
Networks
organizations
New Narratives
marketing/stories
Quality,
Connected
Places
infrastructure/places
Collaboration
leadership

35. Innovation
and
Entrepreneurship
Q
uality,
Connected
Places
N
arratives
Brainpow
er
Organization A Organization B
Organization C
We guide collaborations on
the platform…
Coherence is more
important than vision

38. Strategic Doing
uses simple rules
to guide complex
collaborations to
measurable
outcomes…

40. The Ten Rules of
Strategic Doing
PURDUE AGILE STRATEGY LAB // NOVEMBER 2016

41. Before
you
start…
Rule 1: Create and
maintain a safe
space for deep,
focused
conversation
41

42. We will behave in ways that
build trust and mutual respect

43. Before
you
start…
Rule 2: Frame a
conversation
around an
appreciative
question
43

44. Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 44
Quantitative and Computational Modeling
Real Time Cyber Enabled Interfaces
Innovative System Solutions to FEW problems
Growing the Scientific Workforce For the FEW System
Knowledge Keeper:
Table Guide:
Focus Area (check one):
Imagine that Purdue is one of a handful of globally recognized research
centers to understand, model, design and manage the interconnected
water-food-energy system.
What would that look like? What would we be doing? Where would we be
focusing our work?

45. What
could
we do?
Rule 3: Uncover
hidden assets
that people are
willing to share
45

47. What
could
we do?
Rule 4: Link and
leverage your
assets to create
new opportunities
47

48. Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 48
Outline up to 5 opportunities that link and leverage Purdue assets What key Purdue assets does this opportunity link
and leverage? Is it multi-disciplinary?
Opportunity 1
Opportunity 2
Opportunity 3
Opportunity 4
Opportunity 5
What Could We Do?
Link assets to find opportunities
20 minutes

49. What
should
we do?
Rule 5: Rank all
your opportunities
to find your
“Big Easy”
49

50. Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 50
Brief description Potential impact: how big an impact
would this opportunity have?; 5 =
high impact)
Ease of implementation: how
easy would it be to implement
this opportunity? (1 = difficult; 5
= easy)
Total Score
Opportunity 1:
Opportunity 2:
Opportunity 3:
Opportunity 4:
Opportunity 5:
The next step involves ranking your opportunities. The quickest and easiest way to do that involves assessing each opportunity
along two dimensions:
1. Impact: how big an impact would the opportunity create if you were successful? All other things being equal, we would prefer
to work on opportunities with a larger rather than a smaller, impact.
2. Implementation: how easy is the opportunity to accomplish? Again, all other factors being equal, it would be better to focus
on opportunities that are easier to implement.
Taken together, these two factors help us identify the “Big Easy.”
What Should We Do?
Finding the Big Easy
10 minutes

51. What
should
we do?
Rule 6: Convert your
Big Easy into an
outcome with
measurable
characteristics
(Where you are going)
51

52. Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 52
Give your best shot at defining an outcome for your research proposal.
Our Successful Outcome: If we are successful, NSF’s investment in our
project will…
How will you know if you’re successful? Hint: if you
cannot figure out how to measure it, the idea is too
vague to be useful.
Characteristic 1: Measurement:
Characteristic 2: Measurement:
Characteristic 3: Measurement:
What Should We Do?
Defining a successful outcome
20 minutes

53. What
will
we do?
Rule 7: Define at
least one Pathfinder
Project with
guideposts
(How you will
get there)
53

54. Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 54
Our Pathfinder Project:
Example: Completing initial draft by February 29
Guidepost 1: Design proposal outline
Guidepost 2: Recuit missing researchers
Guidepost 3: Complete initial draft
January 27
February 15
February 29
Our Pathfinder Project:
Guidepost 1:
Guidepost 2:
Guidepost 3:
You have many places where you can start. To begin, pick one project that moves you toward your outcome and define it clearly
with a handful of milestones. In short, to move your ideas into action, you want to “run to daylight.” Note: Your project should not
be the same as your outcome – it is the first step on the path toward that outcome.
Characteristics of a good starting project include:
• Projects with small, easy first steps
• Projects that can be accomplished by your core team
• Projects that use assets over which you have control (you don’t need “permission”)
• Projects with a relatively short time horizon (30-120 days)
• Projects that can excite other people and encourage them to become part of your expanding network
What Will We Do?
Defining a Pathfinder Project
20 minutes

55. What
will
we do?
55
Rule 8: Draft a
short term action
plan with everyone
taking a small step

56. Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 56
Action Step Who is responsible? By when?
An action plan sets out sets out who will do what by when. It outlines a set of transparent, simple commitments that accomplish
three important elements in moving a new collaboration to action:
• Distributing responsibility: an effective action plan distributes the responsibility for taking action evenly across the team. This
improves the probability that something will get done.
• “Proofing” team members: like proofing yeast to make sure it is still active, an action plan proofs team members to make
sure they are all committed to moving forward.
• Creating flexibility for inevitable adjustments: an action plan helps team members make adjustments when circumstances
change. It makes it easier to remember, “Where were we?” when a lapse appears.
What Will We Do?
Defining an Action Plan
10 minutes

57. What’s
our
30/30?
57
Rule 9: Set a 30/30
meeting to review
your progress and
make adjustments

58. Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 58
30/30 Checklist
Who is responsible for circulating results from this workshop? Our “knowledge keeper” is:
What are the details of the next in-person meeting? Date and time:
Location:
Who will be responsible for ongoing “library” management
(uploading materials to the Hub)?
Our “librarian” is:
When teams get in sight of their destination, they often get careless and can
fail to finish. To avoid this problem, the question “What’s our 30/30?” is
designed to trigger a conversation about how the team will review its
progress and make adjustments. It “closes the loop” to the strategy process.
Maintaining alignments and connections is a dynamic process requiring
continuous (but not constant) attention. What’s been done in the last 30
days? What needs to happen in the next 30? Small amounts of time (1-2
hours per month) can be devoted to revising our strategy. The point is to
come back together to share what we have learned, realign ourselves, and
figure out our next steps.
What is our 14/14?
Set a follow-up
10 minutes

59. What’s
our
30/30?
Rule 10: Nudge,
connect and
promote relentlessly
to build your new
habits of
collaboration
59

60. Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 60
Describe your Pathfinder Project (page 6):
And its milestones: Date
Milestone 1:
Milestone 2:
Milestone 3:
Describe your outcome (page 5):
And how you’ll know if you succeed:
Characteristic 1: Metric 1:
Characteristic 2: Metric 2:
Characteristic 3: Metric 3:
Outline your action plan (page 7):
Who Does what?
Details of your 30/30 meeting (page 8):
Map your
strategy

61. Teams at 50 universities are redesigning
engineering education with Strategic Doing
13

62. Dec Jan Feb Mar Apr May Jun
Design sessions
Workshop
Nov Dec Jan Feb Mar Apr May
Strategy
Workshop
30/30 Committee
Meetings
Board Review and Approval
Mid-Course Corrections
Design your
process

63. Thank you.