4. The Purdue Center for Regional Development is deeply engaged with developing a new generation of rural strategies and university regional engagement Slides and other materials available at: http://rural-innovation.strategy-nets.net
5. This talk reflects what I have been learning about regions across the country over the past 18 months or so...
6. We start our journey with a clear definition of economic development
12. Regional food systems Regional energy systems Tourism clusters Innovation hubs Education innovations
13. That means abandoning old ideas of industrial recruitment and developing new approaches to rural innovation and entrepreneurship...
14. In our Grandfather’s economy, regions functioned with clear boundaries Counties Cities and Towns Federal Agencies State Agencies K-12 Schools Higher Education Institutions Workforce Boards Social Service Organizations Chambers of Commerce Economic Development Organizations Foundations Regional Planning Organizations
15. Counties Cities and Towns Federal Agencies State Agencies K-12 Schools Higher Education Institutions Workforce Boards Social Service Organizations Chambers of Commerce Economic Development Organizations Foundations Regional Planning Organizations As our Grandchildren’s economy is emerging, regions are not responding all different.
16. Our rural regions are covered with invisible fences that no longer work...but continue to constrain us
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18. We are heading to our Grandchildren’s economy which is full of networks A global map of Internet connections
19. The iPhone production network Question: Who makes the iPhone? Answer: A network led by Apple
20. 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
21. We need new thinking about rural regions in terms of the networks that sustain them...
23. With deeper regional collaborations, new horizons of emerge for rural regions as networks connect assets in new and different ways....
24. Core Group Focus 1 Focus 2 Focus 3 Focus 4 Initiatives Initiatives At Purdue, we have used strategic doing to generate over 50 initiatives (each with metrics) in four focus areas...with one administrator
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26. Regions operate on different horizons as they transition toward more open innovation strategies...
27. Remember the core idea: We are moving from our Grandfather’s to our Grandchildren’s economy...
28. This transformation is a big deal... Every few hundred years in Western history, there occurs a sharp transformation. Peter Drucker, The New Realities (1989)
29. Changing the narrative involves a deep change in mindsets and a new set of habits Grandfather’s Economy Grandchildren’s Economy Hierarchies Networks Command and control Link and leverage Vertically integrate Horizontally connect Transactions Relationships Protect boundaries Strengthen cores Strategic Planning Strategic Doing
30. Changing the narrative is important because people move in the direction of their conversations.... Besides, our children are listening
31. Here’s how the California Workforce Association put it last month...
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34. Charleston Digital Corridor: fridays @ the corridor Youngstown Business Incubator: Third Thursday at 3 Regions reaching Horizon 2 uncover networks with regular civic forums...guided conversations
35. Regions reaching Horizon 2 sometimes formalize rules of civility...to create the space we need for complex thinking
36. In a network, we build conversations from the core...Consolidate a base and then move off the high ground...
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39. Strategy answers two questions: Strategy has never been more important, but how we develop and implement strategy has changed dramatically in the past decade. Why? The emergence of networks. 1. Where are we going? 2. How will we get there?
40. Strategic Planning evolved to handle large hierarchical organizations...It doesn’t work in networks A small group at the top did the thinking A larger group at the bottom did the doing
43. Strategic Doing is simple, but not easy...It takes discipline, focus and practice As the teams answer these questions, they generate all the components of a Strategic Action Plan
44. With Strategic Doing, there’s no separation between thinking and doing Result: Strategic Agendas and Strategic Action Plans that are flexible and change with circumstances
45. Strategic Doing produces alignments, links and leverage Strategic conversations generate “link and leverage” strategies
46. Here’s a glimpse into one of our strategic doing workshops. What’s wrong with this picture? Kokomo, IN
47. Cape Girardeau, MO Southeast Missouri used Strategic Doing to shape a strategy for its P-20 Council
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51. Guidng networks with strategy is like paddling a kayak in the ocean The task requires quick strategic assessments and continuous “doing” We are here
52. Innovation with networks is a continuous process of aligning, linking and leveraging our assets toward transformative outcomes
54. We are continuously mapping and aligning our assets and initiatives 1 2 3 4 6 5
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57. Regions reaching Horizon 4 uncover a new approach to leadership Lightbulb: We are the leaders we have been waiting for 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
58. If your actions inspire others to dream more, learn more, do more and become more, you are a leader. John Quincy Adams
64. Rule 4: Stop looking for permission Welcome to The Permission Room
65. Rule 5: Close triangles...relentlessly Bill You Cathy E-mail introductions take 5 minutes 100 people 3 triangles a week per person equals 15,600 new links per year
71. A last word... "Strategic doing is the next iteration model for strategy. “ I have been using strategic planning models and balance scorecard models for the past twenty years. All with some degree of noted success. When I switched to strategic doing for civic good model, I noticed an immediate change in the energy and enthusiasm of shareholders. It goes straight to the point without overwrought exercises and susceptibility to special interest groups in shaping the plan. "Perhaps the most poignant difference is the scope and speed of delivery with this model. You can get from drawing board to results much quicker. And isn't that the point: to move from Point A to B? Everybody wants to be at Point B. This model delivers" Bruce Connolly Director - Center for Education Innovation and Regional Economic Development Milwaukee, WI
72. Next Steps: Let’s answer some questions [email_address] http://edmorrison.com Purdue Center for Regional Development http://www.pcrd.purdue.edu Slides available at: http://rural-innovation.strategy-nets.net
73. We can start with tighter connections to our colleges and universities... Missouri Virginia Iowa Minnesota Indiana
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Notes de l'éditeur
What is the grand vision for the Foundation’s future? How can it better support the University? In this day and age, UWM does not expect to build the critical infrastructure to become a world-class research university the way it was done in Madison. It cannot rely almost exclusively on the State to grow its academic and research enterprise. At UWM we need to create a public/private infrastructure that leverages the best of both worlds. At the Foundation, we have an opportunity to: [read slide] This is a bold vision. It is different from what we have done in the past. It will not be easy, but it is possible. And it is the only way the campus will realistically be able to reach its goals in the long term.
What is the grand vision for the Foundation’s future? How can it better support the University? In this day and age, UWM does not expect to build the critical infrastructure to become a world-class research university the way it was done in Madison. It cannot rely almost exclusively on the State to grow its academic and research enterprise. At UWM we need to create a public/private infrastructure that leverages the best of both worlds. At the Foundation, we have an opportunity to: [read slide] This is a bold vision. It is different from what we have done in the past. It will not be easy, but it is possible. And it is the only way the campus will realistically be able to reach its goals in the long term.
![Guiding Rural Regions toward Open Innovation ,[object Object],[object Object],[object Object]](https://image.slidesharecdn.com/ruralregions-100505085532-phpapp01/85/Rural-regions-1-320.jpg)
![Slides and other materials available at: http://rural-innovation.strategy-nets.net Questions: Peggy Hosea [email_address]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)