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STRATEGIC DOINGFOR CONNECTINGWESTERN NEBRASKALEVERAGING BROADBAND
Ed MorrisonEconomic Policy AdvisorCenter for Regional Development | April 2012
What are the opportunities forrural innovation in Western Nebraska?
How can we leverage broadband to improve the quality of life?
90
95
100
105
110
115
120
1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010
Population Index 1990=100
Nebraska
Western Nebraska
Over the past 20 years, the state has gained a little over 15% in population; the Western region has lost a bit less than 5%
50,000
62,500
75,000
87,500
100,000
1981 1983 1985 1987 1989 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 2011
Western Nebraska Population
Population in the region has declines about 10% over the last 30 years...most of the decline came in the 1980-1990 decade
$0
$12,500
$25,000
$37,500
$50,000
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Per Capita Income
Nebraska
Western Nebraska
Per capita income in the Western region has tracked the growth in the state...
81%
84%
86%
89%
91%
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Western Region Per Capita Income as % of the State
A closer look shows that the Western region has improved relative to the state...
0
1
2
3
4
2010
1.131.38
2.3
3.32
Agribusiness MiningPrimary Metal Mfg Biomedical/Biotechnical (Life Sciences)
Location QuotientsCluster Employment
The region has some economic strengths to leverage
County Agribusiness Mining Primary Metals Biomedical Electrical
Equipment Arts Energy Education IT AdvMaterials Printing Logistics Chemicals Defense/
Security
Banner X X
Box Butte X X X X X X
Cheyenne X X X X
Dawes X X X X
Deuel X X X X X
Garden X X X
Kimball X X X X X X
Morrill X X X
Scotts Bluff X X X
Sheridan X X X
Sioux X X X
Relative economic strengths within the region create opportunities for collaboration
Innovation and knowledge are linked to widespread Internet usage for individuals and businesses. Federal Communication Commission (FCC) provides data on the level of Internet penetration, or broadband density. This measure is residential broadband fixed connections per 1,000 households in 2009, a new data series the FCC first released in early 2010.
Innovative and efficient companies replace outdated establishments, or those firms unable to modernize techniques and processes. Average churn is a measure of total establishment births and deaths, and expansions and contractions, relative to the total number of firms in a region for all years available.
Establishment Churn
Broadband Penetration
The sizes of establishments provide an indication of a regional economy's structural composition. Small establishments with fewer than 20 employees are flexible and not overburdened by a bureaucratic organizational structure enabling rapid changes to implement new ideas and evolve with technology. On the other end of the spectrum, large establishments with more than 500 employees have both the capital and labor resources to fund research and other innovative activities.
Establishment Size
11
This workshop reflects a growing interest across the country in new ways for building collaborations quickly...
What could we do
together?
What will we do
together?
What should we
do together?
What is your 30/30?
The Strategic Doing
Cycle
12
What could we do
together?
What will we do
together?
What should we
do together?
When will we get back together?
The Strategic Doing
Cycle
How will we get there?
Where are we going?
Strategic doing is a managed process for building collaborations quickly, guiding them toward measurable outcomes, and adjusting along the way
‣ Thinking differently
‣ Behaving differently
‣ Doing differently
14
We start our journey with a clear definition of economic development
Regional food systems
Regional energy systems
Tourism clusters
Innovation hubs
Education innovations
19
That means abandoning old ideas of industrial recruitment and developing new approaches to rural innovation and entrepreneurship...
20
In our Grandfather’s economy, regions functioned with clear boundaries
Counties
Cities and Towns
Federal Agencies
State Agencies
K-12 SchoolsHigher Education
Institutions
WorkforceBoards
Social ServiceOrganizations
Chambers of Commerce
Economic DevelopmentOrganizations
Foundations
Regional Planning Organizations
21
Counties
Cities and Towns
Federal Agencies
State Agencies
K-12 SchoolsHigher Education
Institutions
WorkforceBoards
Social ServiceOrganizations
Chambers of Commerce
Economic DevelopmentOrganizations
Foundations
Regional Planning Organizations
As our Grandchildren’s economy is emerging, regions are not responding all different.
22
Our rural regions are covered with invisible fences that no longer work...but continue to constrain us
‣ Thinking differently
‣ Behaving differently
‣ Doing differently
24
Collaboration requires that we learn to behave differently....
25
We are heading to our Grandchildren’s economy which is full of networks
A global map of Internet connections
26
The iPhone production
network
Question: Who makes the iPhone? Answer: A network led by Apple
19
27
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
28
We need new thinking about rural regions in terms of the networks that sustain them...
29
With deeper regional collaborations, new horizons of emerge for rural regions as networks connect assets in new and different ways....
30
Vermilion Advantage in East Central Illinois is an example of a community building new networks....
31
Ponca City, Oklahoma is another region that is using networks to build its economy....
32
The story of Greensburg, KS, wiped out by a tornado in 2007...now rebuilding as a model of sustainability....
33
Then, there’s Fairfield, IA with more restaurants per capita than San Francisco....
‣ Thinking differently
‣ Behaving differently
‣ Doing differently
Rule 1: No Whining
Rule 2: Guide Conversations
Rule 3: Create new networks of collaboration
Brainpower21 Century Talent
InnovationEntrepreneurship
Networks
New Narratives
Quality, Connected
Places
Collaboration
Rule 4: Don’t look for permission
Welcome toThe Permission Room
Rule 5: Close triangles...relentlessly
Bill
You
Cathy E-mail introductions take 5 minutes
100 people3 triangles a week per personequals15,600 new links per year
Rule 6: Go slowly now to go faster later: Don’t start by boiling the ocean
Rule 7: Walk across the invisible fences
(They don’t work on humans)
Rule 8: Take the Shanghai perspective
Rule 9: Learn and practice Strategic Doing
What could we do
together?
What will we do
together?
What should we
do together?
What is your 30/30?
The Strategic Doing
Cycle
Rule 10: Don’t forget to have fun
Rural regions that prosper will uncover a new approach to leadership
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
Lightbulb: We are the leaders we have been waiting for
If your actions inspire others to dream more, learn more, do more and become more, you are a leader.
John Quincy Adams
Network MembersNetwork MembersNetwork Members
Name Organization e-mail
Western Nebraska BroadbandStrategic Doing PackDescribe our focus area for conversation:What broadband opportunity brings us together?
Strategic Doing Pack Completed By:
Today’s Date:
What could we do
together?
What will we do
together?
What should we
do together?
What is your 30/30?
The Strategic Doing
Cycle
1
2
3
4
What could we do
together?
What will we do
together?
What should we
do together?
What is your 30/30?
The Strategic Doing
Cycle
Strategic Doing Question 1: What could we do together?Map our assets...Connect them to define new opportunities
What assets do we have in our networks?
People? Organizations? Resources? Experience?
What opportunities emerge when we connect these assets in new and different ways?
Guide the conversation toward connections...What opportunities emerge that connect and align our assets? List as many as five opportunities that emerge from our conversation
Opportunity 1
Opportunity 2
Opportunity 3
Opportunity 4
Opportunity 5
What could we do
together?
What will we do
together?
What should we
do together?
What is your 30/30?
The Strategic Doing
Cycle
Strategic Doing Question 2: What should we do together?Pick one Opportunity and convert it to an Outcome with 3 characteristics...Define metrics to measure these characteristics...
Characteristics that define your Outcome
What are the characteristics or features of our outcome? How do we describe it clearly?
Metrics to measure your success
How will we measure each characteristic?
Characteristic 1 Metric 1
Characteristic 2 Metric 2
Characteristic 3 Metric 3
Define a clear outcome that connects your teamWhat do we hope to accomplish? What’s our “elevator speech” to get people excited?
Strategic Doing Question 3a: What will we do together?Define how we will get to our outcomeDecide on a project with up to 3 milestones to mark our path
Define the project that moves you toward your outcome
What are we going to do to achieve our outcome?
Define your project pathway with milestones
Milestone1: By ____________________, we will ____________________________________________________________
Milestone 2: By ____________________, we will ____________________________________________________________
Milestone 3: By ____________________, we will ____________________________________________________________
What could we do
together?
What will we do
together?
What should we
do together?
What is your 30/30?
The Strategic Doing
Cycle
Strategic Doing Question 2: What should we do together?Pick one Opportunity and convert it to an Outcome with 3 characteristics...Define metrics to measure these characteristics...
Characteristics that define your Outcome
What are the characteristics or features of our outcome? How do we describe it clearly?
Metrics to measure your success
How will we measure each characteristic?
Characteristic 1 Metric 1
Characteristic 2 Metric 2
Characteristic 3 Metric 3
Define a clear outcome that connects your teamWhat do we hope to accomplish? What’s our “elevator speech” to get people excited?
Strategic Doing Question 3a: What will we do together?Define how we will get to our outcomeDecide on a project with up to 3 milestones to mark our path
Define the project that moves you toward your outcome
What are we going to do to achieve our outcome?
Define your project pathway with milestones
Milestone1: By ____________________, we will ____________________________________________________________
Milestone 2: By ____________________, we will ____________________________________________________________
Milestone 3: By ____________________, we will ____________________________________________________________
What could we do
together?
What will we do
together?
What should we
do together?
What is your 30/30?
The Strategic Doing
Cycle
Strategic Doing Question 3b: What will we do together?Draft an action plan
Strategic Doing Question 4: What’s our 30/30?Decide how we will follow -up
Who Action Step By When
Follow-up MeetingFollow-up Meeting
Date
Time
Place
Internet Details
How will we use the Internet to stay connected?
Start-up firmsVenture investor and
angel networks
Colleges andUniversities
Innovating Stage 2
Companies
Provides ideas, incubators
and smart people
Provides capitaland expertise
Recruits smart peopleand generates
technology solutions
Recruits and trains
smart people
Provides networksand mentoring to
start-ups
Provides partners
Provides smart people
and technology solutions
Provides investment
and generates wealth
Provides support to innovating companies
Acceleratesnew venture investment
Source: Ed Morrison, Purdue Center for Regional Development. Distributed with Creative Commons 3.0 Attribution license
Provides technologiesand people
Increases endowment
in R&D assets
The "Chasm"
Percent of regional citizens
Sore heads
Passive skeptics
Willing volunteers"The Pragmatists"
Civic entrepreneurs
Their close
networkCore team
Next Steps: Developing Our Strategic Action Plan (early version)
Purdue Center for Regional Developmenthttp://www.pcrd.purdue.edu
Strategic Doing channel on Vimeohttp://vimeo.com/channels/strategicdoing