Trenton (NJ) Small Business Innovation Project - October 2016
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Transcript of Trenton (NJ) Small Business Innovation Project - October 2016
Strategic Doing: Trenton
• How do you reduce teen homicides?
• What do you do when it seems your region’s best days are behind you?
• How do you figure out what’s next when your business fails?
• Other complex challenges
Who’s Called Us, Where We’ve Been
3
Blckburn, S., Ryerson, S., Weiss, L., Wilson, S. and Wood. C. (2011). How do I implement complex change at scale? McKinsey & Company. Available at goo.gl/DhkNVV
Strategic Plans
Strategic planning
often spoils strategic thinking.
- Henry Mintzberg
10
Strategy12
Strategy = the employment of battles to win the war. - General Carl von Clausewitz
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
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
Metro-Goldwyn-Mayer
71 cast and crew members all working for MGM
16
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Metro-Goldwyn-Mayer
Metro-Goldwyn-Mayer
Metro-Goldwyn-Mayer
Metro-Goldwyn-Mayer
Cast and crew of 2,000+, hardly any
working for MGM
iPhone
Strategic Doing is a strategy discipline designed for open, loosely connected networks
Strategic Doing enables people to form action-oriented
collaborations quickly, move them toward measurable
outcomes, and make adjustments along the way.
Thinking, Behaving, & Doing in New Ways
Network Thinking
Strategic Doing
Leverages the Value of a Network
10 nodes, 9 connections
10 nodes, 45 connections
My Parent’s World My Kid’s World
There is no top or bottom in a network
Networks move us to new opportunities
Networks move us to new opportunities
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.
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
Civil Behavior
Collaborative Behavior
Strategic Doing Accelerates Collaboration
Turf
Trust
TIME
SharingResources
Sharing Information
MutualAwareness
Co-Execution
Co-Creation
Acknowledgment Exploration Cooperation Collaboration Innovation
Adapted from Collaboration Continuum from ACT for Youth
Doing in New Ways
Strategic Planning Strategic Doing
Strategic Doing is a strategy protocol built for networks
Strategy answers two questions.
A 30/30 commitment drives learning
We’ve cracked the code on designing & guiding complexcollaborations
“Economic development is the identification of local assets for growth and leveraging them through collaboration. The best methodology I’ve seen in 20 years fore doing this is Strategic Doing. ”
- Paul Colits, President of the Australia/New Zealand
Regional Science Association
“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 and sold at exclusive farmers markets and other discriminating outlets across the U.S. It took Strategic Doing!”
Tim Burton, Festival Founder & Proprietor Burton Maplewood Farm
In neighborhoods besieged by complex, wicked problems, Strategic Doing creates hope through the power of taking action with the assets or gifts that we already possess. In that moment when we combine assets, we begin to tell a new story of opportunity and possibility, and it gives us the power to change our lives, our neighborhoods, and our communities.
- Bob Brown, Flint, MI
The Ten Rules of Strategic
Doing
Before you start…Rule 1: Create and maintain a safe space for deep, focused conversation
s.51 // ©2016
CivilityWe will behave in ways
that build trust & mutual respect.
Group 1 Group 2 Group 30
10
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30
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60
70
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90
100
Equity of Voice in Collaborations
Keil, J., Stober, R. Quinty, E. Molloy. B. Hooker. N. (2015). Identifying and analyzing actions of effective group work. Research presented at 2015 Physics Education Research Conference. College Park, MD.
Percentage of Tim
e
Before you start…Rule 2: Frame a conversation around an appreciative question
s.54 // ©2016
What could we do?Rule 3: Uncover hidden assets that people are willing to share
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Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a
regular destination for both locals and visitors. What would that look like?
What could we do?Rule 4: Link and leverage your assets to create new opportunities
s.58 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a
regular destination for both locals and visitors. What would that look like?
What should we do?Rule 5: Rank all your opportunities to find your “Big Easy”
s.59 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a
regular destination for both locals and visitors. What would that look like?
What should we do?Rule 6: Convert your Big Easy into an outcome with measurable characteristics (Where you are going)
s.60 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a
regular destination for both locals and visitors. What would that look like?
What will we do?Rule 7: Define at least one Pathfinder Project with guideposts (How you will get there)
s.61 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a
regular destination for both locals and visitors. What would that look like?
What’s our 30/30?Rule 8: Draft a short term action plan with everyone taking a small step
s.62 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a
regular destination for both locals and visitors. What would that look like?
What will we do?Rule 9: Set a 30/30 meeting to review your progress and make adjustments
s.63 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a
regular destination for both locals and visitors. What would that look like?
What’s our 30/30?Rule 10: Nudge, connect and promote relentlessly to build your new habits of collaboration
s.64 // ©2016
Imagine the Trenton Waterfront as a vibrant hub of activity in the heart of our community, a
regular destination for both locals and visitors. What would that look like?
Connect & Learn More:
Scott Hutcheson, [email protected]
AgileStrategyLab.orgfacebook.com/StratDoing