1. Strategic Doing in a
Nutshell: Creating Swarm
Innovation
Ed Morrison
Purdue Center for Regional Development
October, 2009
Monday, October 12, 2009
2. Strategic Doing in a
Nutshell: Creating Swarm
Innovation
Ed Morrison
Purdue Center for Regional Development
October, 2009
Monday, October 12, 2009
3. Here’s Strategic Doing in a Nutshell
We are moving from our Grandfather’s
to our Grandchildren’s Economy
Our economic transformation requires
new approaches to strategy
Strategic Doing provides the discipline to
to generate “swarm innovation”
Monday, October 12, 2009
4. Here’s Strategic Doing in a Nutshell
We are moving from our Grandfather’s
to our Grandchildren’s Economy
Our economic transformation requires
new approaches to strategy
Strategic Doing provides the discipline to
to generate “swarm innovation”
Monday, October 12, 2009
7. Here’s how our Grandfather’s created wealth
Monday, October 12, 2009
8. Here’s what happened to our Grandfather’s economy
‣ Global markets
integrated
‣ Costs collapsed
‣ The Internet
exploded
Monday, October 12, 2009
9. Here’s how wealth will be created in our
Grandchildren’s economy
Monday, October 12, 2009
10. Our Grandchildren’s economy is emerging...
Who makes the iPhone? A network led by Apple
The iPhone
production
network
Monday, October 12, 2009
11. We are in the midst of a deep transformation
Grandchildren's Economy: Wealth
created by networks
We are here
Prosperity
Grandfather's Economy: Wealth
created by hierarchies
Time
Monday, October 12, 2009
12. Grandchildren’s
Grandfather’s Economy
Economy
Hierarchies Networks
Command and control Link and leverage
Vertically integrate Horizontally connect
Transactions Relationships
Mass Production Sustainable Manufacturing
Strategic Planning Strategic Doing
Monday, October 12, 2009
13. Grandchildren’s
Grandfather’s Economy
Economy
Hierarchies Networks
Command and control Link and leverage
Vertically integrate Horizontally connect
Transactions Relationships
Mass Production Sustainable Manufacturing
Strategic Planning Strategic Doing
Monday, October 12, 2009
14. Our challenge is to find the pathways to our
Grandchildren’s economy...
Connecting our many
assets with “link and
leverage” strategies
Monday, October 12, 2009
15. In our Grandchildren’s economy, we will need to
find ways to align 5 types of networks
Brainpower Innovation
21 Century Talent Entrepreneurship
Networks
Civic
Collaboration
Quality,
Connected Branding
Places Stories
Monday, October 12, 2009
16. In our Grandchildren’s economy, we will need to
find ways to align 5 types of networks
Brainpower Innovation
21 Century Talent Entrepreneurship
Networks
Civic
Collaboration
Quality,
Connected Branding
Places Stories
Monday, October 12, 2009
17. In our Grandchildren’s economy, we will need to
find ways to align 5 types of networks
Brainpower Innovation
21 Century Talent Entrepreneurship
Networks
Civic
Collaboration
Quality,
Connected Branding
Places Stories
Monday, October 12, 2009
18. In our Grandchildren’s economy, we will need to
find ways to align 5 types of networks
Brainpower Innovation
21 Century Talent Entrepreneurship
Networks
Civic
Collaboration
Quality,
Connected Branding
Places Stories
Monday, October 12, 2009
19. In our Grandchildren’s economy, we will need to
find ways to align 5 types of networks
Brainpower Innovation
21 Century Talent Entrepreneurship
Networks
Civic
Collaboration
Quality,
Connected Branding
Places Stories
Monday, October 12, 2009
20. Innovative Businesses
Innovation
Brainpower
Entrepreneurship
21 Century Talent
Networks
Dynamic Clusters
Creative People
Civic
Collaboation
Quality,
Branding
Connected
Stories
Places
Hot Spots
Monday, October 12, 2009
21. Innovative Businesses
Innovation
Brainpower
Entrepreneurship
21 Century Talent
Networks
Dynamic Clusters
Creative People
Civic
Collaboation
Quality,
Branding
Connected
Stories
Places
Hot Spots
Monday, October 12, 2009
22. Tom Peters: “It’s the firm”
Innovative Businesses
Innovation
Brainpower
Entrepreneurship
21 Century Talent
Networks
Dynamic Clusters
Creative People
Civic
Collaboation
Quality,
Branding
Connected
Stories
Places
Hot Spots
Monday, October 12, 2009
23. Tom Peters: “It’s the firm”
Innovative Businesses
Innovation
Brainpower
Entrepreneurship
21 Century Talent
Networks
Dynamic Clusters
Creative People
Civic
Collaboation
Quality,
Branding
Connected
Stories
Places
Hot Spots
Michael Porter:
“It’s the
cluster”
Monday, October 12, 2009
24. Tom Peters: “It’s the firm”
Innovative Businesses
Innovation
Brainpower
Entrepreneurship
21 Century Talent
Networks
Dynamic Clusters
Creative People
Civic
Collaboation
Quality,
Branding
Connected
Stories
Places
Hot Spots
Michael Porter:
“It’s the
cluster”
New urbanists:
“It’s the place”
Monday, October 12, 2009
25. Tom Peters: “It’s the firm”
Richard Florida:
“It’s the Innovative Businesses
Creative Class”
Innovation
Brainpower
Entrepreneurship
21 Century Talent
Networks
Dynamic Clusters
Creative People
Civic
Collaboation
Quality,
Branding
Connected
Stories
Places
Hot Spots
Michael Porter:
“It’s the
cluster”
New urbanists:
“It’s the place”
Monday, October 12, 2009
26. We are grappling with “reforming” our Grandfather’s
economy...When we should also be working on
transformation...
Monday, October 12, 2009
27. We are grappling with “reforming” our Grandfather’s
economy...When we should also be working on
transformation...
U.S.
70% Hillsborough
Florida 69%
Orlando 63%
Dade
57% 58%
51%
0%
High School Graduation Rates
Monday, October 12, 2009
28. We can start here: Our ideas about career paths are
too simple...
4 Years
K through
of Career
12
College
Monday, October 12, 2009
29. We need transformation and innovation...
70% to 80% of
the jobs
Pre K through Post are here...
Career
-K 12 Secondary
No career plan
Dropouts
Weak skills
Entry
level
Dependency
50% to 60% of
Working
Cycle poor teenagers
are here...
Monday, October 12, 2009
30. Here’s Strategic Doing in a Nutshell
We are moving from our Grandfather’s
to our Grandchildren’s Economy
Our economic transformation requires
new approaches to strategy
Strategic Doing provides the discipline to
to generate “swarm innovation”
Monday, October 12, 2009
32. Strategic Planning evolved to handle large
hierarchical organizations
A small group at
the top did the
thinking
A larger group
at the bottom
did the doing
Monday, October 12, 2009
35. Our strategy challenge is like paddling a kayak in the ocean
The task requires
quick strategic
assessments and
continuous “doing”
Monday, October 12, 2009
36. Here’s Strategic Doing in a Nutshell
We are moving from our Grandfather’s
to our Grandchildren’s Economy
Our economic transformation requires
new approaches to strategy
Strategic Doing provides the discipline to
to generate “swarm innovation”
Monday, October 12, 2009
37. Strategic Doing guides a loosely connected network
with a series of disciplined conversations
Monday, October 12, 2009
39. Strategic Doing guides conversations...The key
insight: People move in the directions of their
conversations
What Will
We Do?
What Could What Should
We Do? We Do?
Monday, October 12, 2009
40. We guide these conversations with workshop
exercises....Strategic Doing Packs
Monday, October 12, 2009
41. Strategic Doing
produces
alignments, links
and leverage
Monday, October 12, 2009
42. No Strategy
Action but no plan
Strategic Planning
Plan but no action
Strategic Doing
Plan and action together
Monday, October 12, 2009
43. As we guide these conversations and make
decisions, we generate all the components of a
Strategic Action Plan...It is simple, but not easy.
Strategic
Action Plan
v. 0.1
beta
Monday, October 12, 2009
44. Strategic Doing begins when a Core Team of leaders
takes 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
Monday, October 12, 2009
45. The Core Team identifies focus areas of opportunities to
produce dramatically better results....
Focus Area 1
Core Group
Focus Area 2
Focus Area 3
Monday, October 12, 2009
46. 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
Monday, October 12, 2009
47. 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
Monday, October 12, 2009
48. Within each focus area, teams start with initiatives
or projects
Project
Focus Area
Core Group
Project
Project
Project
Project
Project
Project
Focus Area
Projects need to be:
✓Replicable
Project Focus Area
Project
✓Scalable Project
✓Sustainable Project
Project
Project
Monday, October 12, 2009
49. The process of shaping a strategy is continuous
Core Group
Monday, October 12, 2009
50. Project
Core Group
Core Group Project
Project
30 Days
Monday, October 12, 2009
51. With Strategic Doing, there’s no separation between
thinking and doing..the strategic conversations (driven
by the four questions) are continuous
Monday, October 12, 2009
52. Strategic Doing generates Swarm Innovation...Many
innovations that link and leverage a region’s assets
Disruptive Innovation Swarm Innovation
Monday, October 12, 2009
53. At Purdue, we have used Strategic Doing to generate
over 50 initiatives (each with metrics) in four focus
areas...with one administrator
Core Focus
Group 4
Focus
1
Focus Focus
2 3
Initiatives Initiatives
Monday, October 12, 2009
58. As we connect assets, something funny
happens...Our opportunities actually expand
Monday, October 12, 2009
59. People who use Strategic Doing do not waste
time asking permission...
Kokomo, IN
Monday, October 12, 2009
60. These folks are working on re-engagement
networks for laid-off engineers and manufacturing
workers...
Monday, October 12, 2009
61. Here’s an example of an initiative that’s part of
“swarm innovation”
Monday, October 12, 2009
62. Southeast Missouri used Strategic Doing to shape
a strategy for its P-20 Council
Cape Girardeau, MO
Monday, October 12, 2009
63. Colorado used Strategic Doing to explore new
connections in its workforce system
Denver, CO
Monday, October 12, 2009
64. Colorado used Strategic Doing to explore new
connections in its workforce system
Denver, CO
Monday, October 12, 2009
65. Michigan used Strategic Doing to explore
avenues past the declining auto economy
Lansing, MI
Monday, October 12, 2009
66. Idaho used Strategic Doing in their Governor’s
Workforce Development Summit
Boise, ID
Monday, October 12, 2009
67. We need leaders willing to step up...now
If your actions inspire others to dream
more, learn more, do more and become
more, you are a leader.
John Quincy Adams
Monday, October 12, 2009
68. ‣ Where we are: In a major economic transformation
‣ Where we are heading: To our Grandchildren’s
economy and a world of open networks
‣ How we will get there: Building action-oriented
networks with Strategic Doing
‣ What you can do:
Monday, October 12, 2009
69. ‣ Where we are: In a major economic transformation
‣ Where we are heading: To our Grandchildren’s
economy and a world of open networks
‣ How we will get there: Building action-oriented
networks with Strategic Doing
‣ What you can do: Choose to lead
Monday, October 12, 2009
70. ‣ Where we are: In a major economic transformation
‣ Where we are heading: To our Grandchildren’s
economy and a world of open networks
‣ How we will get there: Building action-oriented
networks with Strategic Doing
‣ What you can do: Choose to lead
Monday, October 12, 2009
71. ‣ Where we are: In a major economic transformation
‣ Where we are heading: To our Grandchildren’s
economy and a world of open networks
‣ How we will get there: Building action-oriented
networks with Strategic Doing
‣ What you can do: Choose to lead
Monday, October 12, 2009
72. Thank you!
Ed Morrison
edmorrison@purdue.edu
Purdue Center for Regional Development
www.purdue.edu/pcrd
Monday, October 12, 2009
