strategic doing in delmarva
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White River Ferry Baxter County, Arkansas, circa 1900
Better understand he nature of collaborationIdentify what stage your collaborations are inConsider ways to move a collaborations to the next level
Baxter County,
Arkansas
Hierarchy of Complex Systems
•Social Organizations – economics, education, politics•Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells
6
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
The Economist vs. The Rocket Scientist
7
Hierarchy of Complex Systems
•Social Organizations – economics, education, politics• Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells
8
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
Hierarchy of Complex Systems
•Social Organizations – economics, education, politics• Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells
9
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
Hierarchy of Complex Systems
•Social Organizations – economics, education, politics• Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells
10
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
Providing a platform for managing complexity by forming action-oriented collaborations quickly,
moving them toward measurable outcomes, making adjustments along the way, and accelerating
innovation, economic growth, & social change.
Talent Driving Regional Transformation in North Central Indiana
• One of 13 regions, receiving 8% of the national investment• Produced 40% of the national
results• Launched 60 collaborative
initiatives• Worked actively with dozens of
partners, hired only two people• Partners committed to invest
after the seed money was gone• 80% of the initiatives are
continuing
• Set ambitious goals, exceeded them by 250%• 16,300 people completed
training• Awarded 1,800 degrees or
certificates• Placed 3,600 people in jobs
within targeted industries
Talent Driving Regional Transformation in North Central Indiana
• One of 13 regions, receiving 8% of the national investment• Produced 40% of the national
results• Launched 60 collaborative
initiatives• Worked actively with dozens of
partners, hired only two people• Partners committed to invest
after the seed money was gone• 80% of the initiatives are
continuing
• Set ambitious goals, exceeded them by 2.5%• 16,300 people completed
training• Awarded 1,800 degrees or
certificates• Placed 3,600 people in jobs
within targeted industries
Talent Driving Regional Transformation in North Central Indiana
• One of 13 regions, receiving 8% of the national investment• Produced 40% of the national
results• Launched 60 collaborative
initiatives• Worked actively with dozens of
partners, hired only two people• Partners committed to invest
after the seed money was gone• 80% of the initiatives are
continuing
• Set ambitious goals, exceeded them by 2.5%• 16,300 people completed
training• Awarded 1,800 degrees or
certificates• Placed 3,600 people in jobs
within targeted industries
Talent Driving Regional Transformation in North Central Indiana
• One of 13 regions, receiving 8% of the national investment• Produced 40% of the national
results• Launched 60 collaborative
initiatives• Worked actively with dozens of
partners, hired only two people• Partners committed to invest
after the seed money was gone• 80% of the initiatives are
continuing
• Set ambitious goals, exceeded them by 2.5%• 16,300 people completed
training• Awarded 1,800 degrees or
certificates• Placed 3,600 people in jobs
within targeted industries
People Are Calling Purdue
19
• Highly complex environments• Nobody can tell anybody else
what to do• The future can’t be predicted• Circumstances change quickly• No single person or organization knows
enough or has enough resources
These kinds of challenges require a new set of tools
. Strategic
planning often spoils
strategic thinking.
Henry Mintzberg
28
Strategy Answers Two
Basic Questions
Strategic Doing Divides the Two Basic Questions into Four Appreciative Questions
30
Strategic Doing Moves from the Linear to the Agile
Strategic Doing Is Iterative & Ongoing
Strategic Doing Accelerates Collaboration
• Local & Regional Economic Development
• Workforce Development• Community & Neighborhood
Development• Cluster Development• Local/Regional Food Systems• Community Health• Strategic Alliances• Inter-Unit Organizational Collaboration• National Associations• Innovation Ecosystem Development
Practicing Strategic Doing
• Local & Regional Economic Development
• Workforce Development• Community & Neighborhood
Development• Cluster Development• Local/Regional Food Systems• Community Health• Strategic Alliances• Inter-Unit Organizational Collaboration• National Associations• Innovation Ecosystem
Development
Practicing Strategic Doing
Brainpower & Talent
Development
Innovation & Entrepreneurship
Support
New NarrativesQuality Connected
Places
A Portfolio of Innovation Assets
Image the Delmarva Peninsula as a vibrant innovation ecosystem.
What would that look like?What assets do we already have in place?How could we link and leverage our assets to point us toward new innovation-related opportunities?
Scott Hutcheson, Ph.D.765-479-7704
hutcheson@purdue.eduwww.linkedin.com/in/scotthutcheson/
www.twitter.com/jshutch64www.facebook.com/scott.hutchesonhttp://www.slideshare.net/jshutch/
for more information & to connect
Slides available
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