This document discusses the concept of Strategic Doing, which enables quick formation of action-oriented collaborations, movement toward measurable outcomes, and adjustments along the way. It presents Strategic Doing as an agile approach based on iterative progress toward shorter-term goals, in contrast to traditional strategic planning. Examples are given of communities that have successfully used Strategic Doing principles to solve problems, grow businesses and partnerships, and improve economic conditions. The document advocates for Strategic Doing as a more collaborative and adaptive strategy discipline suited for network-based organizations and communities.
6. Better understand he nature of
collaboration
Identify what stage your
collaborations are in
Consider ways to move a
collaborations to the next level
7. Hierarchy of Complex Systems
• Social Organizations – economics, education,
politics
• Individual Human – language capacity,
knowledge accumulation, design and use of
tools
• Animal – mobility, information processing
• Plants – viability
• Open Systems – matter, energy
• Cybernetics – computers
• Clockworks – engines
• Frameworks – buildings, cells
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2
8. Hierarchy of Complex Systems
• Social Organizations – economics, education,
politics
• Individual Human – language capacity,
knowledge accumulation, design and use of
tools
• Animal – mobility, information processing
• Plants – viability
• Open Systems – matter, energy
• Cybernetics – computers
• Clockworks – engines
• Frameworks – buildings, cells
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2
9. Hierarchy of Complex Systems
• Social Organizations – economics, education,
politics
• Individual Human – language capacity,
knowledge accumulation, design and use of
tools
• Animal – mobility, information processing
• Plants – viability
• Open Systems – matter, energy
• Cybernetics – computers
• Clockworks – engines
• Frameworks – buildings, cells
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2
10. Better understand he
nature of collaboration
Identify what stage
your collaborations are
in
Consider ways to
move a collaborations
to the next level
Complexity2
Civic issues
are complex
Institutions
emerged to
deal with the
complexity
There are
lots of
institutions
No single
institution is
“in charge”
of most civic
issues
Complex
environment
15. 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
16. 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
38. Strategic Doing enables people to
form action-oriented collaborations
quickly, move them toward
measurable outcomes, and make
adjustments along the way.
44. 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
57. LEADER ROLES RESPONSIBILITIES
Convener Maintains the civic spaces
Connector Links people and other assets
Civic Entrepreneur Sees new opportunities
Guide Maps a complex process
Strategist Reveals larger patterns
Knowledge Keeper Distills face-to-face conversations into key points
and patterns
Social Media User Applies power social media tools
Shared/Collaborative
Leadership
59. Strategic Doing is Agile: Iterative with a
Progressive Series Shorter-Term Goals
Dr. Lowell Catlett
Economist, Futurist, and Professor
New Mexico State University
60. Strategic Doing is Agile: Iterative with a
Progressive Series Shorter-Term Goals
One study looked at 7,000 different economic
predictions and found 47% of them was correct.
61. Strategic Doing is Agile: Iterative with a
Progressive Series Shorter-Term Goals
Flip a coin and you beat the economists by 3%.
62. Strategic Doing is Agile: Iterative with a
Progressive Series Shorter-Term Goals
Doubt and dwindling
motivation comes on
quickly when a big
goal is missed. On
the other hand, small
wins lead to the
progress principle -
more confidence,
high performance,
and motivation to
keep moving
forward.
- Teresa
Amabile
77. “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
sold at exclusive farmers markets
and other discriminating outlets
across the U.S. It took Strategic
Rural Indiana
80. Workforce Innovations in
Regional Economic Development
- Designed & guided 60+ collaborations
- Over 100 partner organizations
- Tracked over 200 metrics
- Hired 2.5 people to manage it all
- 80% of initiatives sustained
81.
82.
83.
84.
85. Kokomo, Indiana
2008 = One of the Fastest Dying US Cities
2014 = One of the Fastest Growing US Cities