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Strategic Doing: Designing and Guiding Strategy in Collaborative Networks

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Copyright 2014 – Ed Morrison & Scott Hutcheson This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License. Strategic Doing: Designing and Guiding Strategy in Collaborative Networks Cooperation Works! Members Meeting Minneapolis, Minnesota September 8, 2014


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Prussian General Carl von Clausewitz


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Strategy 5 The employment of battles to win the war. - General Carl von Clausewitz


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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


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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


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William Fox 20th Century Fox 8


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What do the military and vertical business models have in common? 11


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


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20th Century Fox 13 Made by 20th Century Fox… Made by 20th Century Fox


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20th Century Fox 14 Made by 20th Century Fox… & 130 other companies Made by 20th Century Fox


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iPhone


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. Strategic planning often spoils strategic thinking. Henry Mintzberg


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


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


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Strategic Doing Accelerates Collaboration TIME Acknowledgment Exploration Cooperation Collaboration Innovation Adapted from Collaboration Continuum from ACT for Youth


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Strategic Doing Recognizes That We Can’t Predict the Future Dr. Lowell Catlett Economist, Futurist, and Professor New Mexico State University


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Strategic Doing Recognizes That We Can’t Predict the Future One study looked at 7,000 different economic predictions and found 47% of them was correct.


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Strategic Doing Recognizes That We Can’t Predict the Future Flip a coin and you beat the economists by 3%.


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Strategic Doing Moves from the Linear to the Agile


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Strategic Doing Is Iterative & Ongoing


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Strategic Doing Focuses on Small Wins to Achieve Big Goals Doubt and dwindling motivation comes on quickly when a big goal is missed. On the other hand, small wins lead to the progress principle - more confidence, high performance, and motivation to keep moving forward. - Teresa Amabile


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Strategy Answers Two Basic Questions


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Strategic Doing Divides the Two Basic Questions into Four Appreciative Questions 29


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Think about strategic issues differently Accelerate the collaborations needed to address them Create and guide agile, asset-based action plans to meet a progressive series of clearly defined objectives Addressing Strategic Issues


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Practicing Strategic Doing 31


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Local & Regional Economic Development Workforce Development Community & Neighborhood Development Cluster Development Local/Regional Food Systems Community Health Innovation Ecosystem Development Strategic Alliances Inter-Unit Organizational Collaboration National Associations Practicing Strategic Doing


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Teaching Strategic Doing


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Collaboration Among Cooperatives in Bloomington, Indiana


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Cooperation Works!, - September 8, 2014 Strategic Doing Pack Copyright © 2014, Purdue University, all rights reserved Our Table’s Framing Question: Our Knowledge Keeper Name and e-mail: Our Table Guide name and e-mail: _ What’s your 30/30? What COULD we do together? What WILL we do together? What SHOULD we do together? How can Cooperation Works! best provide ever-increasing value to its members and the cooperative business development movement?


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Focus Areas for Today 40 Advocacy Networking Membership Professional Development Structure & Staffing


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Framing Community Conversations


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Reframing Strategic Issues Appreciatively 42   Our membership is shrinking.


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Reframing Strategic Issues Appreciatively 43   Our membership is shrinking. BECOMES


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Reframing Strategic Issues Appreciatively 44   Our membership is shrinking. BECOMES What would our organization look like if membership was growing steadily year to year?


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Advocacy Networking Membership Professional Development Structure & Staffing Develop Appreciative Questions


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Sellersburg , IN - August 22, 2014 Strategic Doing Pack Copyright © 2014, Purdue University, all rights reserved Our Table’s Framing Question: Our Knowledge Keeper Name and e-mail: Our Table Guide name and e-mail: _ What’s your 30/30? What COULD we do together? What WILL we do together? What SHOULD we do together? How can Cooperation Works! best provide ever-increasing value to its members and the cooperative business development movement?


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Strategic Doing Question 1: What could we do together? Introduce yourselves by describing 1-2 assets you are willing to share in a new network Identify the assets 2 Use the next page to connect the assets to create new opportunities.


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Quickly jot down connections that spring up from the discussion. Ask questions like ‘what would that look like‘ or ‘what if we…..’. Example of an opportunity connecting these assets: Bill K – connected to young professionals; Jane S – skill of conducting surveys; Susan D. – social networking skills; ;Bob S – understanding City government “We could use Jane’s and Bob’s knowledge and skills to create an online survey of ideas for connecting young adults to government . We can use Bill’s connection to young professionals to know who to survey and Susan’s social networking skills to survey online and thru venues such as Facebook and Twitter.” Strategic Doing Question 1: What could we do together? Connect the assets you shared to create new opportunities. Brainstorming and Notes Use the next page to narrow your ideas to 3 opportunities 48


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Use the next page to convert one opportunity to an outcome Strategic Doing Question 1: What could we do together? Describe up to 3 opportunities 49


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Select ONE opportunity & define success Pick one of your opportunities and covert it to an outcome by defining measurable success Example: Our Opportunity: Connecting our assets could lead us to an open innovation “hack” for Government 2.0 Our Outcome: An engaged community of at least 20 volunteers who produce new prototypes for government services and launch at least one redesigned service by 2015. Use the next page to design a pathway to your outcome Strategic Doing Question 2: What should we do together? 51


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Strategic Doing Question 3: What will we do together? Name one “pathfinder” project that can get you to your outcome, then fill out the action steps in your project Define a Pathfinder Project (a pathway that moves you to your outcome) Define the pathway with 2-3 milestones (key steps that are critical to your success, so you know you are not getting lost) Define an action plan for the next 30-90 days. Our Action Plan for the next 30-90 days 52


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Strategic Doing Question 3: What will we do together? Map your outcome and project Our Outcome.— (Where we are going): Our Outcome or Success metrics.— (How we know we have arrived): 1. 2. 3. Our Pathfinder Project.— (How we will get there): Milestones along our way.— (To make sure we are not lost): 53 Our Key Action Steps to get started.— (What we will start doing by next week): 1. 2. 3. 4.


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Moving Forward Maintaining alignments and connections is a dynamic process requiring continuous (but not constant) attention. What’s been done in the last 30 days? What needs to happen in the next 30 ? Small amounts of time (1-2 hours per month) can be devoted to revising our strategy. The point is to come back together share what we have learned, realign ourselves, and figure out our next steps for the next 30 days. Internet Details How will you use the Internet to stay connected? We’ll use e-mail for now. Might focus on a group blog. Bill will explore. Internet Details How will you use the Internet to stay connected? Strategic Doing Question 4: What’s our 30/30? 54


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9 Strategic Doing Pack: Sellersburg The first step in a Strategic Doing workshop involves capturing the names and contact information of all the people around the table. Please pass around this sheet of the Master Pack, so that everyone can sign their name. Give this to the Table Guide or Knowledge Keeper and attach to the Master Strategic Doing Pack. Materials developed by the Purdue Center for Regional Development - Please contact Peggy Hosea at PCRD for more information: phosea@purdue.edu.


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To know what you’re going to draw, you have to begin drawing. - Pablo Picasso


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Scott Hutcheson, Ph.D. 765-479-7704 hutcheson@purdue.edu www.linkedin.com/in/scotthutcheson/ www.twitter.com/jshutch64 www.facebook.com/scott.hutcheson http://www.slideshare.net/jshutch/ For More Information & to Connect Copyright 2014 – Ed Morrison & Scott Hutcheson This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License. Slides available


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