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HomeMy WebLinkAboutReport - Mail Packet - 11/1/2016 - Information From Wade Troxell Re: Strategic Doing Slides From Regional Leaders Meeting October 20, 2016PURDUE CENTER FOR REGIONAL DEVELOPMENT STRATEGIC DOING © 2015 Do More Together Strategic Doing allows your community, organization or network to create an action plan, with measurable outcomes and accountability, in a 3-6 hour period. Contact Peggy Hosea at 765.236.0955 or phosea@purdue.edu to learn more about Strategic Doing. Follow our blog at www.strategicdoing.net to stay up to date with activities and opportunities. The process focuses on four key questions: Overview What is Strategic Doing? Strategic Doing is a process that enables civic leaders to form collaborations quickly, guide them toward measurable outcomes, and make adjustments along the way. What to Expect During a Strategic Doing Workshop participants are led through a structured set of conversations and guided by workshop exercises, which define five things: 1. Opportunities 2. At least one outcome with characteristics and metrics 3. At least one initiative or project 4. A complete action plan 5. A plan to meet again What could we do together? Ș Look first at assets within the group at the table. Ș Next look to see how combining the known assets might offer new opportunities. Ș Evaluate who is not at the table but might have an interest or resources helpful to the solution. What should we do together? Ș Define an outcome with SMART(Specific, Measurable, Attainable, Relevant, Time-bound) goals and metrics. Ș Evaluate the options for action and help the group narrow the scope of activity by suggesting the group focus on no more than three goals initially. Ș Analyze the suggested activity to see if it is appropriate for the assembled group (e.g. – is some other entity already working on the project or is the proposed project something that needs higher authority approval). What will we do together? Ș Draft an activity/action plan including the first action step, the responsible entity and a “due date.” Ș Make a public commitment to “do” the action step What’s our 30/30? Ș Decide how the group will communicate (face-to-face, internet, email, weblogs, etc.). Ș Set a date, in the next 30 days, for follow-up, reporting and adjustments. 1 2 3 4 October 27, 2016 TO: City Councilmembers FROM: Mayor Wade Troxell FYI per 10/24 LPT Minutes /sek Strategic Doing Guiding Measurable Outcomes Through Action-Oriented Collaboration What is Strategic Doing? How does it work? Why does it work? Who uses Strategic Doing? the basics 5 What is Strategic Doing? Strategic Doing enables people to form action-oriented collaborations quickly, guide them toward measurable outcomes and make adjustments along the way. The basics Nearly everywhere we turn these days, people talk about the importance of collaboration. But how do we design these collaborations? How do we manage them? Strategic Doing provides a simple set of rules to answer these questions. With Strategic Doing, people: ƒ Link and leverage their assets to create new opportunities ƒ Convert high-priority opportunities into measurable outcomes ƒ Define pathfinder projects that move toward these outcomes Strategic Doing is designed for open, loosely connected networks the common situation in which nobody can tell anyone else what to do. Managing complexity requires simple rules. We have designed Strategic Doing to be intuitive and concise. In a matter of hours, a loosely organized network of people can generate a sophisticated strategic action plan and begin implementing their ideas. Watch a video introduction. In WRGD\·Vworld we need strategic thinking more than ever, but we cannot rely on slow, cumbersome traditional approaches. Strategic Doing is designed for WRGD\·Vworld. section 01 6 How does it work? Collaborations are born and live in conversation. The basics section 01 How will we get there? By keeping our conversations focused on these critical questions, Strategic Doing generates all the components we need for practical strategic action plans. Over time, we make continuous adjustments to these plans, as we learn by doing. Strategic Doing focuses our conversation on the two critical questions of strategy: Where are we going? Strategic Doing works by focusing intensively and relentlessly on the critical questions of strategy for collaborations. 7 Why does it work? Strategic Doing works because it is intuitive and stimulates learning by doing. The basics section 01 Intuitive Each of us is experienced in making strategic decisions in our personal lives. Yet, we rarely bring this experience into our collaborations. Strategic Doing builds off of these personal experiences. Inductive Fun At the same time, most of us recognize that we cannot forecast the future. We often do not know what will work. By stimulating a spirit of experimentation, Strategic Doing encourages us to learn continuously. Finally, Strategic Doing promotes the deeper conversations, as well as the collaborative action, that most of us find fun and engaging. Strategy sessions are focused, short and pragmatic. 8 As a lean, agile strategy discipline, Strategic Doing has applications in a wide range of situations. Dealing with messy challenges in communities and regions We are increasingly confronting complex, messy problems. In these situations, multiple organizations, each with a unique set of assets, need a practical approach to designing and guiding collaborations. Focusing an organization As organizations become flatter and more networked, traditional approaches to strategy no longer work as well. Strategic Doing fills a void. University engagement Alongside teaching and research, university engagement represents the Third Mission of higher education. Increasingly, universities are being called upon to improve engagement with their regional economy. Strategic Doing delivers a lean and scalable solution to leveraging university assets in new and different ways. University transformations An increasing number of universities are turning to Strategic Doing to guide the complex moves needed to transform the student experience. Strategic Doing provides a simple discipline to guide these transformations. Moving a professional association forward Guiding an association forward can be difficult without a simple process to engage and align members. Building clusters Clusters are an important feature of dynamic regional economies, and Strategic Doing is a fast way to build these networks. The basics section 01 Who uses Strategic Doing? Strategic Doing is designed for strategy and open, loosely connected networks. Strategic Doing can be applied to any complex situation in which collaboration represents the only practical alternative. Workforce innovations in Indiana Rebuilding neighborhoods in Flint Launching a clean energy cluster in Florida Filling the manufacturing skills gap in Indiana case studies & testimonials 10 Workforce innovations in Indiana In 2006, Purdue received a $15 million federal grant to design new workforce innovations in a 14-county region surrounding its flagship campus. The U.S. Department of Labor selected 13 regions nationally to experiment with new workforce collaborations. Fast forward four \HDUV« Case studies & testimonials In four strategic focus areas, we initiated over 60 new collaborations and 80 percent of these initiatives continued past the initial funding. Among the initiatives: ƒ A guitar summer camp to teach manufacturing skills to high school students, which is now a national model ƒ The QDWLRQ·Vfirst green collar manufacturing certification ƒ The Energy Systems Network The team also responded quickly to a deep and unexpected layoff of engineers in Kokomo, Indiana. Watch a video that explains the story. section 02 With 8 percent of the money awarded nationally, Purdue generated 40 percent of the national results. 11 Rebuilding neighborhoods in Flint, Michigan Case studies & testimonials section 02 Bob Brown Michigan State University In the wake of a failed federal grant application, a group of neighborhood leaders in Flint, Michigan, turned to Strategic Doing. After working so hard on the grant application, they wanted to stay together and actually do something. With the support of Michigan State University, the neighborhood leaders launched Neighborhoods Without Borders. The core team continues to come together and build new networks with practical collaborations. Although it is impossible to say for certain, the work of these leaders has likely contributed to the dramatic reduction of violent crime in Flint. More important, perhaps, the neighborhood leaders have, according to one, "broken WKHLUJUDQWDGGLFWLRQµ They are focused on mobilizing the many assets they have within their neighborhood. 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. Strategic Doing gives us the power to change our lives, our neighborhoods and our communities. 12 Launching a clean energy cluster in Florida Case studies & testimonials section 02 With the pending NASA shuttle shutdown, the Space Coast region of Florida found itself struggling to define a strategy to respond. They turned to Strategic Doing. In a series of large-scale workshops, a small group of civic leaders on the Space Coast saw the opportunity to launch a new clean energy cluster. Now, Energy Florida is leading the development of new business opportunities and the Space Coast is transforming. Check out the backstory with a video here. With the NASA shuttle shutdown on its doorstep, civic leaders on the Space Coast of Florida turned to Strategic Doing to come up with a strategy. 13 Starting a program like our Advancing Manufacturing initiative meant aligning several community players into a functioning unit under a single brand. Strategic Doing provided the framework for us to find common purpose, identify interdependencies and define mutually-beneficial metrics and inter-institutional processes. Filling the manufacturing skills gap in Lafayette, Indiana Case studies & testimonials section 02 Our colleague Craig Lamb worked with us on our workforce innovation (page 10). He took the concepts of Strategic Doing to launch a new manufacturing skills initiative, Advancing Manufacturing. Ivy Tech is now replicating this model throughout the state. Kim Thurlow has spearheaded this initiative in Richmond (page 15)+HUH·Vwhat Craig says: The result of the cooperation fostered through Strategic Doing for us has been development of a new program without adding any overhead or administrative costs³ every resource came from linking and leveraging existing entities' strengths. As we have rolled our Advancing Manufacturing model out to other communities, we always include Strategic Doing as a part of our ramping-up process. The process allows for all voices to be heard while making steady progress toward our vision. Strategic Doing's simplicity means everyone on the team can understand and own the process while its elegance means it leaves no important issue unaddressed. Craig Lamb Ivy Tech I appreciate and utilize the concepts of Strategic Doing every time I am faced with aligning resources in the civic space and encouraging the concepts of shared vision and shared value among our partners. Craig Lamb Ivy Tech 15 Filling the manufacturing skills gap in Richmond, Indiana Case studies & testimonials section 02 With the NASA shuttle shutdown on its doorstep, civic leaders on the Space Coast of Florida turned to Strategic Doing to come up with a strategy. Manufacturers in the region surrounding Richmond, Indiana, faced a common problem: available jobs with not enough people to fill them. Manufacturers came to Ivy Tech, the community college, and DVNHG´:K\ FDQ·WZHIL[WKLVSUREOHP"µ It WXUQVRXWWKDWIL[LQJDZRUNIRUFHSUREOHPLVQRWHDV\,W·VDQRWKHURQHRI the really messy problems that our civic leaders are facing. Ivy Tech took the lead and, partnering with Purdue, conducted a Strategic Doing workshop to identify potential collaborations and get them moving. In a few months, Manufacturing Matters launched with a new certification initiative, and the region has responded. Learn more. The Manufacturing Matters initiative is a replication of the Advancing Manufacturing initiative in Lafayette, Indiana. Kim Thurlow Ivy Tech Strategic Doing is the tool that had the greatest impact in really being something that we could activate. 16 Building an aerospace cluster in Rockford, Illinois Case studies & testimonials Northern Illinois University (NIU) and the City of Rockford have embraced Strategic Doing as a valuable way to build the collaborations needed to transform their economy. Rena Cotsones, assistant vice president for regional engagement at NIU, leads a core team that has built a dynamic aerospace cluster. You can learn more about the Rockford Area Aerospace Network here. Decision-making in higher education institutions is infamously slow, with multiple layers of approvals and an emphasis on the need for new resources. Strategic Doing's focus on what we could, should and will do with the existing talents, resources and authority of the people in the room at the time breaks people free of that limited thinking and helps them move forward in real time. Rena Cotsones Northern Illinois University section 02 31 Keep up with our work How you can engage section 06 On Facebook On Twitter On the web