Slides used in keynote presentation at the Society of Business, Industry, & Innovation Conference in Destin, Florida on April 27, 2015.

6. Strategy6
Strategy = the employment of battles to win the war.
- General Carl von Clausewitz

7. 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

8. 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

9. Metro-Goldwyn-Mayer
71 cast and crew
members all working
for MGM

10. 10

11. 11

12. What do the military and vertical business
models have in common?
12

13. What do the military and vertical business
models have in common?
13

14. The world has changed
a lot since we first
started using strategies
to chart our course

15. Metro-Goldwyn-Mayer

16. Metro-Goldwyn-Mayer

17. Metro-Goldwyn-Mayer

18. Metro-Goldwyn-Mayer
Cast and crew of
2,000+, hardly any
working for MGM

19. iPhone

20. Drug Discovery Network

23. 23

26. Strategic Doing enables people to
form action-oriented collaborations
quickly, move them toward
measurable outcomes, and make
adjustments along the way.

27. Thinking, Behaving, & Doing
in New Ways

28. Thinking in New Ways

29. Strategic
Doing
Leverages the
Value of a
Network
10 nodes, 9 connections
10 nodes, 45 connections

30. Your Grandparents You

31. There is no top or bottom in a network

32. 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

33. Networks move us to new
opportunities

34. Networks move us to new
opportunities

35. http://www.slideshare.net/linkedin/mandel-linked-in-connections-reportnov-2014
The “most-
connected”
communities had
more than double
the job growth of
the “least-
connected”
communities.

36. Behaving in New Ways

37. Success is not “winner take all”
Source: Clipart by C Charley-Franzwa -
http://clipartof.com/50191

38. Strategic Doing Accelerates Collaboration
Turf
Trust
TIME
Sharing
Resources
Sharing
Information
Mutual
Awareness
Co-Execution
Co-Creation
Acknowledgment Exploration Cooperation Collaboration Innovation
Adapted from Collaboration Continuum from ACT for Youth

39. Rather than fixing old systems…

40. …we build new platforms.

41. Doing in New Ways

42. Strategic Planning Strategic Doing
Strategic Doing is a strategy
protocol built for networks

43. Strategy
answers two
questions.

45. A 30/30 commitment drives
learning

46. Strategy becomes a collective habit of ongoing
conversation coupled with action, rather than an
event or a document

47. Strategic Doing began in
Oklahoma City in1993

48. Oklahoma City Today
Photo by: Luke Barrett

50. Kokomo, Indiana

51. Kokomo, Indiana

52. 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

57. Kokomo, Indiana
2008 = One of the Fastest Dying US Cities
2014 = One of the Fastest Growing US Cities

58. Practicing Strategic Doing
58

59. Purdue’s partners in Strategic Doing

62. “Strategic Doing is the
methodology behind the
Digital Technology Hub
projects, including
Shoals Big Idea contest,
Tech Lions Coding
Camp, 3 Day Startup,
Shoals Idea Audition. I
invite you to come and
learn how you can guide
collaborations using this
innovative process and
achieve new levels of
success.”
Rural Alabama

63. The Strategic Doing (SD) approach might be one of the most effective ways of
implementing change on campus. It effectively replaces strategic planning, a
traditional pathway. At UW-Milwaukee, we have been able to move forward ten
projects related to I&E transformations of curricula and institutional culture using SD.
It is outcome driven, but more importantly, it is adaptive. Our diverse team of faculty
and administrators have pivoted many times because of the continuous feedback
that we analyze and plug back in into the decision making process.
Ilya V. Avdeev, Ph.D. Assistant Professor, Department of Mechanical Engineering Founder, UWM Student Startup Challenge (SSC) Director,
Advanced Manufacturing and Design Laboratory (AMDL) University of Wisconsin-Milwaukee

64. Strategic Doing can guide transformation
both within universities and the regions they
serve.
SD in curriculum SD guiding engagement & outreach SD offered as professional development

68. https://www.pcrd.purdue.edu/
https://www.facebook.com/Stratdoing