North Country (NH) Strategic Doing Workshop
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Strategic DoingWorkshop for the North Country
Ed Morrison
I-Open
September 10, 2008
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Ed Morrison of the Purdue Center for Regional Development presented this material
at the Regional Innovation Grant Summit in Lancaster, NH on September 10, 2008.
This material is copyright Ed Morrison and I-Open (Institute for Open Economic Networks) distributed under a Creative Commons 3.0 attribution license. That means you are free to modify, copy and
use this material for commercial purposes provided that you attribute it as follows:
Source: Ed Morrison and I-Open, Distributed under a Creative Commons 3.0 license.
You can learn more about the Creative Commons license at www.creativecommons.org
You can learn more about the Purdue Center for Regional Development at
http://www.pcrd.purdue.edu/
You can learn more about I-Open athttp://www.i-open.org
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‣ Our Grandfather’s Economy
‣ Social Network Mapping
‣ Strategic Doing in a Nutshell
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Our grandchildren’s economy is emerging with wealth created by networks...
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Our grandchildren’s economy is emerging with wealth created by networks...
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Our grandchildren’s economy is emerging with wealth created by networks...
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Our grandchildren’s economy is emerging with wealth created by networks...
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Open network strategies are based on “linking and leveraging”
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Our Starting Point: Overcome Some Potent Myths from our Grandfather’s Economy
The Smart Ones
The Not So Smart Ones
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The world is far more complex...
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Old, rigid thinking produces too many people below the line.
K through
12
Dependency
Cycle
Careers
Working
poor
$10.00per hour
2 years
Certificates
4 years
Pre-
K
Entry
level
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Old, rigid thinking produces too many people below the line.
K through
12
Dependency
Cycle
Careers
Working
poor
$10.00per hour
2 years
Certificates
4 years
Pre-
K
Entry
level
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70%+ of jobs are above the line60%-70% of new entrants fall below
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Youth 14-18
Adults 18+
DislocatedWorkers
On the Job and Customized Training
Youth 19-21
Youth Council
Ex-OffendersOne Stops
ITA Vouchers
State IncumbentWorker Training
The public workforce system offersdisconnected programs that are difficult to align
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We spend a lot of time on the wrong question: “Who is to blame?”
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Here’s a better one: “What are the opportunities to transform?”
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‣ Our Grandfather’s Economy
‣ Social Network Mapping
‣ Strategic Doing in a Nutshell
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The Civic Space
In most regions the civic space is
fragmented
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The Civic Space
In most regions the civic space is
fragmented
The Civic Space
The opportunity comes in organizing
networks
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Bob
Bill
Cathy
Building networks starts with closing triangles
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Bob
Bill
Cathy
Building networks starts with closing triangles
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Knowledge Person;
Hub
Boundary Spanner
Knowledge Person;
Hub; Influencer
Peripheral
Person
Information
Broker
Knowledge
Person
Successful regions will understand the power of networks
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Knowledge Person;
Hub
Boundary Spanner
Knowledge Person;
Hub; Influencer
Peripheral
Person
Information
Broker
Knowledge
Person
Successful regions will understand the power of networks
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Knowledge Person;
Hub
Boundary Spanner
Knowledge Person;
Hub; Influencer
Peripheral
Person
Information
Broker
Knowledge
Person
Successful regions will understand the power of networks
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Knowledge Person;
Hub
Boundary Spanner
Knowledge Person;
Hub; Influencer
Peripheral
Person
Information
Broker
Knowledge
Person
Successful regions will understand the power of networks
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Peripheral
Boundary Spanner
Hub
Successful regions will map their networks
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Peripheral
Boundary Spanner
Hub
Successful regions will map their networks
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Peripheral
Boundary Spanner
Hub
Successful regions will map their networks
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Peripheral
Boundary Spanner
Hub
Successful regions will map their networks
Kno
wle
dge
Kno
wle
dge
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Social Network Mapof the
Southwest Regional Leadership ForumUniversity of Evansville
March 17, 2006
Presented by the Indiana Humaniteis Council
Which region is stronger?
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Social Network Mapof the
Southwest Regional Leadership ForumUniversity of Evansville
March 17, 2006
Presented by the Indiana Humaniteis Council
Which region is stronger?
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Successful regions will
build civility as a strategic asset: the foundation
for trust
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With a supportive civic environment, networks can align around a committed core
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Developing an executing strategy in open networks
requires a new approach: Strategic doing
But there’s a challenge: in open networks, no one can tell anyone
else what to do....
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Positive
conversations
Negative
conversations
Years
Prosperity
Index
People move in the direction of their conversations...
Strategic doing guides these conversations
Today
Source: Ed Morrison
Strategic doing guides conversations
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Pre-K
Allied Health
STEM
Forum
Strategic doing develops connected networks with tight cores and open
boundaries
Auto Tech
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0
10
5
Attributes of High
Effectiveness
Attributes of Low
Effectiveness
0
10
5
Attributes of High
Effectiveness
Attributes of Low
Effectiveness
Leadership Direction Open Collaboration
Inspires and energizes participationCommitted to honestyActions are consistent with wordsDemonstrates fairness and compassion
Focuses on personal agendasHides relevant informationSeeks to control agendasUnwilling to collaborate
Collaborative networks form easilyCivic entrepreneurs are supportedAttitudes of learning dominateDiversity is welcomed
Meetings happen but nothing gets doneHidden agendas distort deliberations Political manipulations replace dialogueSmall power groups seek to dominate
Measure Your Region's Leadership and Collaboration
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‣ Our Grandfather’s Economy
‣ Social Network Mapping
‣ Strategic Doing in a Nutshell
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Youth 14-18
Adults 18+
DislocatedWorkers
On the Job and Customized Training
Youth 19-21
Youth Council
Ex-OffendersOne Stops
ITA Vouchers
State IncumbentWorker Training
Here’s the challenge: Connectingdisconnected programs that are difficult to align
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Faced with these challenges, most
communities and regions look like this
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Alliance
Mt. Pleasant
AlliancePartnership
County ED
Digital Corridor
Chamber
Chamber
Chamber
County
County
County$
$
$
BusinessInvestors
$
County ED
County ED
WorkforceInvestment
Board
ThinkTec
Low Country
Mfg.
Port
MUSC
Defense Industries
MarineSciences
Other Local and Chamber ED
Activities
Tourism/ CVB
Education Foundation
Environmental Groups
COG
Base Closure
Higher Ed consortium
Low Country Graduate
Center
BenchmarkCollaborative
Charleston
N. Charleston
World Trade Center
State Legislators
Here's what economic and
workforce development in Charleston, SC looks like
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Then some group does a strategic plan
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Strategic doing is an open process with
leadership direction that dynamically aligns
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We need new habits of thinking
together...Strategic doing
Our grandfather's economy Our grandchildren's economy
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Strategic Doing focuses on answering four questions:
1. What could we do together?
2. What should we do together?
3. What will we do together?
4. How will we learn together?
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Explore
Align
FocusExecute
Evaluations
Action Plans
Insights
Initiatives
Develop ideas about what we can do
together
Choose what to
do
Identify and align resources to
specific initiatives
Execute and measure results
Strategic Doing: People move in the direction of their conversations
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Explore
Align
FocusExecute
Evaluations
Action Plans
Insights
Initiatives
Develop ideas about what we can do
together
Choose what to
do
Identify and align resources to
specific initiatives
Execute and measure results
Strategic Doing: People move in the direction of their conversations
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Explore
Align
FocusExecute
Evaluations
Action Plans
Insights
Initiatives
Develop ideas about what we can do
together
Choose what to
do
Identify and align resources to
specific initiatives
Execute and measure results
Strategic Doing: People move in the direction of their conversations
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Explore
Align
FocusExecute
Evaluations
Action Plans
Insights
Initiatives
Develop ideas about what we can do
together
Choose what to
do
Identify and align resources to
specific initiatives
Execute and measure results
Strategic Doing: People move in the direction of their conversations
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Explore
Align
FocusExecute
Evaluations
Action Plans
Insights
Initiatives
Develop ideas about what we can do
together
Choose what to
do
Identify and align resources to
specific initiatives
Execute and measure results
Strategic Doing: People move in the direction of their conversations
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Explore
Align
FocusExecute
Evaluations
Action Plans
Insights
Initiatives
Develop ideas about what we can do
together
Choose what to
do
Identify and align resources to
specific initiatives
Execute and measure results
We move around the cycle with a Strategic Doing Pack of workshop exercises
34
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Explore
Align
FocusExecute
Evaluations
Action Plans
Insights
Initiatives
Develop ideas about what we can do
together
Choose what to
do
Identify and align resources to
specific initiatives
Execute and measure results
We move around the cycle with a Strategic Doing Pack of workshop exercises
Exercise 1
Exercise 2Exercise 3
34
Exercise 4
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Milwaukee 7 Water Council Strategic Doing Pack
This Water Council Strategic Doing Pack provides guidance to a workforce alignment workshop held in Milwaukee, WI on July 14, 2008
Questions? Please contact: Ed Morrison, Purdue Center for Regional Development, [email protected]
Drawings are copyright Ed Morrison and distributed with a Creative Commons 3.0 Attribution License
SummitJuly 14, 2008
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36
Workshop Exercise 1: Your Strategic Outcome: Alpha Version
Describe a Strategic Outcome for the Water CouncilDescribe an outcome in year 3 to 5 for the Water Council
What will be different in the M7 region?“Through our efforts we envision the M7 region will be a global leader in ....”
Characteristics or Attributes of Your OutcomeDescribe three characteristics or attributes of your outcome. How will we know
we have arrived? What will be different? What metrics come to mind?
The first key characteristic is...
The second key characteristic is...
The third key characteristic is...
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37
Workshop Exercise 2: Strategic Initiatives: Alpha Version
Describe one Strategic Initiative for the Water CouncilDescribe an initiative for the Water Council that will help us achieve your
outcome. What do you think members of the Water Council should be willing to do together to achieve your strategic outcome?
“To achieve our strategic outcome the Water Council should...” (e.g., establish a working group to double federal funding in three years)
Milestones (SMART Goals) for Your Strategic InitiativeDescribe three milestones that can define your strategic initiative
The first milestone is...
The second milestone is...
The third milestone is...
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38
Work Exercise 3Strategic Action Plan
Time frame What Who
Define the action stepUse names, if possible, not
organizations
In the next 6 months
In the next 3 months
In the next 30 days
Next week
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StrategicDoing Forum
StrategicDoing Forum
StrategicDoing Forum
StrategicDoing Forum
Source: Ed Morrison
Regions are moving toward civic processes
that focus on Strategic Doing
30-90 days
working groups
Strategic doing is a process to link, leverage and learn
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Thank you!
To learn more:
Purdue Center for Regional Developmenthttp://pcrd.purdue.edu
I-Openhttp://i-open.org