eecsport steering committee overview of strategic doing
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Presentation to the EECS Shreveport steering committee on the strategic doing methods of Ed Morrison - slides provided by Ed Morrison under creative commons license.TRANSCRIPT
Strategic Doing: Shreveport EECS
Shreveport, LA October 8, 2009
‣ Why networks?
‣ Strategic Doing in a Nutshell
‣ What Strategic Doing Delivers
‣ Creating the Hub for Strategic Doing
‣ Practicing Strategic Doing
‣ Applying Strategic Doing to Shreveport EECS
Today’s Roadmap
We live in a networked world Internet map of city-to-city connectionsSource: chrisharrison.net
The iPhone production
network
Question: Who makes the iPhone?
Answer: A network ledby Apple
Question: How many companies made the Wizard of Oz?
Answer: One(Metro-Goldwyn Mayer)
Question: How many companies made the Spider Man 3?
Answer: Fifty-six(working in a network)
Question:How did regions function in a pre-networked world?
Answer: Silos
Question:How do regions function in a networked world?
Answer: Still Silos
We need new approaches to link and leverage assets within our communities and regions
‣ Why networks?
‣ Strategic Doing in a Nutshell
‣ What Strategic Doing Delivers
‣ Creating the Hub for Strategic Doing
‣ Practicing Strategic Doing
‣ Applying Strategic Doing to Shreveport EECS
Today’s Roadmap
Strategic planning evolved to handle the complexities of managing large hierarchies...like the military and Fortune 500 companies
A small group at the top did the thinking
A larger group at the bottom did the doing
As organizations have become more networked, older strategic planning models do not work so well.
The reason: There is no top or bottom to a network.
Dilbert emerged to make fun of strategy in a hierarchical world...
Organizations have been moving toward teams...where there is no separation of thinking from doing
Strategic Doing is a discipline to enable teams of people to do complex projects in these open networks
Most places: People and organizations work in isolation trying their best
Strategic Planning: A few people try to sort it all out (but it often does not work)
Strategic Doing: A continuous process of aligning, linking and leveraging
With Strategic Doing, leaders guide open conversations to translate ideas in to action...
Key Insight: People move in the direction of their conversations
What could we do together?
What should we do together?
What will we do together?
How will we learntogether?
Strategic Doing is simple, but not easy. It takes practice to keep focused on four key questions...
Strategic Doing begins when a core team of people agrees to take responsibility for the Strategic Doing process...
The Core Group agrees to use a Strategic Doing process to produce and update a Strategic Action Plan
EECS Steering Committee
The Core Team identifies focus areas of opportunities to produce dramatically better results....
Building Energy Efficiency
Transportation /Land Use
Green Business Incentives /Workforce
EECS steering committee
Within each focus area, teams start with initiatives or projects
Building Energy Efficiency
Transportation /Land Use
Green Business Incentives /Workforce
EECS steering committee
30 Days30 Days
The process of shaping a strategy is continuous
The team starts with Strategic Action Plan Version 1.0, then 1.1, then 1.2 and so on...
1.1 1.21.0 1.3
Strategic Doing is not that much different than planning a family vacation
‣ Why networks?
‣ Strategic Doing in a Nutshell
‣ What Strategic Doing Delivers
‣ Creating the Hub for Strategic Doing
‣ Practicing Strategic Doing
‣ Applying Strategic Doing to Region 4
Today’s Roadmap
In hours, Strategic Doing generates all the components you need for a Strategic Action Plan to guide innovative collaborations.
Strategic Doing is fast, flexible, and (surprisingly) fun.
Strategic Doing quickly generates “link and leverage” strategies
Strategic Strategic Doing Doing
produces produces alignmentsalignments, links and , links and leverageleverage
A great example...The new Water Councilin SE Wisconsin
28
© 2008, Brian D. Thompson, UWM Research Foundation 10/6/08
Funds
Fluid Transport/ Civil & Ind. Engr.
Detection
Materials
Bioscience
Pumps/ Valves/
Components
Analysis/ Measuring/
Control
Water User
Consumer Products
Treatment/ Processing/ Softening
Utilities
Funding Agencies
Academic Institutions
Private SectorPublic Sector
Water, Water, Water, …
DOE
EPA
NSF
USDA
DoD
NOAA/DOC
Interior
World Bank
Foundations
InternationalPartners
NIHGreater
MilwaukeeFoundation
UWM
Marquette
UW-Madison
WATER Inst.Chem & Biosci
School of Freshwater Science
CEAS
Physics
MSOE
Fluid Power
Rapid Proto Center
M7/GMCMMSD
City ofMilwaukee
DNRUNDP
Federal Government
Municipalities
Water Council
Pentair• Filtering & purification
GE
Badger Meter• Water meters• Meter reading systems
Procorp• Water reuse & softening • Phosphate & radium removal
AO Smith• Water heaters
Kohler• Faucets• Materials, coatings, plating• Casting technology
Miller Coors• Intake quality, output quality• Energy consumption
AquaSensorsThermo Fisher
Scientific
Fall River
Great Lakes Water• Water treatment equipment
Advanced Chemical Systems• Ind. wastewater treatment
CH2MHILL• Engineering services
ITT
Sanitarie• Wastewater treatment
design
Flygt• pumps
SiemensJoyBucyrus
Veolia• Water utilities
OpportunitiesEnvironmental• Algae control (& exploitation)• Removal of PCBs from lakes & rivers• Storm water containment, • Road salt• Ship’s ballast – policy/enforcement• Aquaculture• Lake Michigan contamination• Policy issues – metering/incentives
Energy/Efficiency• Ethanol production efficiency• Tar sands water treatment• Elimination of boiler scaling• Increasing brewing efficiency• Increased efficiency of water heating• Speeding treatment for large volumes• Increasing treatment efficiency Processing/Treatment
•Municipal wastewater treatment–Storm water treatment–Reduced use of chemicals•Industrial wastewater treatment–Farm manure, food processing waste, metals–Utilizing sewer sludge•Residential Water Treatment–Residential water treatment, home filtration–Residential Water softening without salt
•Reverse Osmosis•Softening•Ships ballast - treatment•Treatment targets–PCBs in sewer pieps–Desalinzation–Radium in ground water–Pharmaceuticals–Phosphate
Monitoring/Detection• Water security• Real time monitoring • User detection systems• Real time sensing for life forms• Pharmaceuticals
29
© 2008, Brian D. Thompson, UWM Research Foundation 10/6/08
Funds
Fluid Transport/ Civil & Ind. Engr.
Detection
Materials
Bioscience
Pumps/ Valves/
Components
Analysis/ Measuring/
Control
Water User
Consumer Products
Treatment/ Processing/ Softening
Utilities
Funding Agencies
Academic Institutions
Private SectorPublic Sector
Water, Water, Water, …
DOE
EPA
NSF
USDA
DoD
NOAA/DOC
Interior
World Bank
Foundations
InternationalPartners
NIHGreater
MilwaukeeFoundation
UWM
Marquette
UW-Madison
WATER Inst.Chem & Biosci
School of Freshwater Science
CEAS
Physics
MSOE
Fluid Power
Rapid Proto Center
M7/GMCMMSD
City ofMilwaukee
DNRUNDP
Federal Government
Municipalities
Water Council
Pentair• Filtering & purification
GE
Badger Meter• Water meters• Meter reading systems
Procorp• Water reuse & softening • Phosphate & radium removal
AO Smith• Water heaters
Kohler• Faucets• Materials, coatings, plating• Casting technology
Miller Coors• Intake quality, output quality• Energy consumption
AquaSensorsThermo Fisher
Scientific
Fall River
Great Lakes Water• Water treatment equipment
Advanced Chemical Systems• Ind. wastewater treatment
CH2MHILL• Engineering services
ITT
Sanitarie• Wastewater treatment
design
Flygt• pumps
SiemensJoyBucyrus
Veolia• Water utilities
OpportunitiesEnvironmental• Algae control (& exploitation)• Removal of PCBs from lakes & rivers• Storm water containment, • Road salt• Ship’s ballast – policy/enforcement• Aquaculture• Lake Michigan contamination• Policy issues – metering/incentives
Energy/Efficiency• Ethanol production efficiency• Tar sands water treatment• Elimination of boiler scaling• Increasing brewing efficiency• Increased efficiency of water heating• Speeding treatment for large volumes• Increasing treatment efficiency Processing/Treatment
•Municipal wastewater treatment–Storm water treatment–Reduced use of chemicals•Industrial wastewater treatment–Farm manure, food processing waste, metals–Utilizing sewer sludge•Residential Water Treatment–Residential water treatment, home filtration–Residential Water softening without salt
•Reverse Osmosis•Softening•Ships ballast - treatment•Treatment targets–PCBs in sewer pieps–Desalinzation–Radium in ground water–Pharmaceuticals–Phosphate
Monitoring/Detection• Water security• Real time monitoring • User detection systems• Real time sensing for life forms• Pharmaceuticals
• Joe Aldstadt – analytical methods• Peter Geissinger – detection• Alan Schwabacher– pharmaceuticals in water
• Carmen Aguilar – microbiology• David Petering –metal metabolism • Val Klump
• Rohatgi, Pradeep – adv. castings, lightweight, lead-free • Aita, Carolyn – advanced coatings• Gong, Sarah – polymer materials
• Chen, Junhong – nano materials, sensors
• Li, Jin – pollutant transport modeling• Bravo, Hector – hydraulic modeling• Christensen, Erik – pollutants in water• Amano, Ryoichi - CFD• Pillia, Krisna – porous media modeling• Kevin Renken- mass transfer• Sobolvev – biproducts utilization• Doug Cherkauer – groundwater hydrology• Jim Waples – water aging
• Tom Consi – aquatic robots• Tom Grundle - harbors
• Tim Ehlinger – aquatic systems
• Burlage – PCR environmental test
• Shangping Xu – safe drinking water
Partnerships• Sponsored Research Proj.• Shared equipment• Graduates• Workforce training• Subcontractor/supplier• Extramural grant support• Philanthropic support
Cluster Effects• Shared resources/equipment• Collaborative grants• Improved competitiveness• Translational science
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Tax Credits attract movie industry
to Louisiana,N. La. Discovered
after Katrina
NW La. Film Alliance
Forms to support growing local film industry
Film IndustryMansfield Studios
EducationBPCC
Provides some support, tries 1-stop-shop
for training workforce
EducationCERT
Chambers
Cities
WorkforceCommittee
M. Studios / LamptonDescribes needs
CERTCollaborations
Innovation
Shaping Opportunity
Series of meetings that framed the needs & opportunities
(more than BPCC can provide)
CERTMeetings to shape roles:
•City•Film Alliance
•Mansfield Studios•FAME / Hayride•Robinson Center
•Stageworks•Chambers•Economic
Development•Others…
CERTCollaboration Meeting:
BPCC & LTCOpportunities / Roles
OutcomeBPCC & LTC
Agree to work together
OutcomeBPCC Focus:
Film Production:Modifies existing programs
OutcomeLTC Focus:
Set Construction:Expands existing programsTo include “GRIP” training
OutcomeCollaboration Result:
Better understanding of workforce needs
OutcomeCollaboration Result:
Better understanding of Higher Education Role
OutcomeCollaboration Result:
Willing PartnersShaping Team as ESO’s
(Entrepreneur Support Org.)
OutcomeLTC:
Begins to further explore what they could do?
OutcomeLSUS proposal: New curriculum in
performing arts
OutcomeCentenary proposal:
Summer theatrical internships
OutcomeSUSLa proposal: Music Production
Training
OutcomeNSU :
Explores Opportunities
CERTCollaborations
Innovation
IndustryMansfield Studios
IndustryMillenium Studios
OutcomeIndustry Visit to
NSU
Outcome NSU : 4 year program in Entertainment Technology– starts Fall ’09Cross Discipline Training:•Industrial technology•Liberal Arts(Film editing need fulfilled)
OutcomeLTC:
Starts Classes for hair, makeup & wardrobe
using existing $$$ OutcomeLTC:
“Pathways to Construction” $$$ used to start
“GRIP” training program
Obstacleto
Good Ideas:These proposals
Need additional $$$ Funding
CERT Persistence
WIBS – no $, but interested
CERT Persistence
La. Dept. of Labor proposals– •workforce training for WIBS
•Incumbent work $ proposal – rules not written
•Institutions view proposal as competing – idea dropped
CERT PersistenceDepartment of
Economic Development Workforce $ proposal–
film industry doesn’t qualify,but LEDC interested
CERT Persistence
CDBG funds proposal– •SUSLA / CERT President
request to city•CERT to use funds for training
Trust Outcome
CERT awarded: •$40,000 for youth
film training•$60,000
discretionary
OutcomeInternships:
•Film Accounting•Prod. Asst. Boot Camp
OutcomeCERT / LPC project: •Promotional Film
for Recruiting
OutcomeLEDC reallocated
$2 millionfor film workforce
OutcomeProposals for funding:
•LPC $$ for MLM movie staff•SUSLa / CERT for film & music editing
•Centenary for art direction•LSUS for performing arts
Trust OutcomeLED awards CERT $$$:
•$165,000 for LPC & MLM film project
Convergence Outcome
CERT / FAME Digital Media Initiative
with MLM project
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3
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CERT – Network Building and Outcomes Map for Film Industry Initiative – 4.6.09
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CERT Persistence
•Request additional CRT $, denied, funding
model didn’t fit
KnowledgeNetworkOutcome
•CERT connects to “I-Open” (Open Economic Networks)
& Purdue for CCDM innovation model •CERT / CCDM present project
at LOWE Foundation
CERT – Network Building and Outcomes Map for Digital / New Media Industry Initiative – 4.20.09
Historic Music Village Plan
Redevelopment Plan – Center for Creative Digital Media
(CCDM) as catalyst projectfor music industry & SAMM
FAME Foundation for
Arts Music & Entertainment•Idea - build music future on
creative heritage
State of Louisiana •Governor •Legislators•L.E.D.•C.R.T•Music Commission.•$250,000 for plan & conferences
Community Foundation
$25,000 grant for plan
Kilpatrick Life $25,000 grant for plan
United States •Museums & Libraries
Agency (ILMS)•$250,000 grant
for plan & conferences
National Music Industry
•Attorney Joel Katz•National Artists
•National Songwriters•National Companies
Local Music Industry
•Artists•La. Hayride Companies•Producers & Managers
Local Community
•Civic Groups•Neighborhood Orgs.
•Neighborhood Churches•Chambers
•Local Design & Ec.Dev. companies
CERT •Explore Higher Ed. Opportunities
CERT Engages
•FAME proposes CERT role in 5 plan initiatives
•CERT Board officially accepts all 5
•Board approved CCDM as 1st priority •Board also accepts
bio-informatics proposal
CERTConvenes core
working group assets:•LSUS – bioinformatics &
Visualization Institute•Centenary –
digital media & arts•La. Tech – Arts,
engineering & research•Grambling - Music•NLU – digital media
•SUSLa – Music production & arts
•BPCC – Animation & film production
•LSUHSC – digital medical
•FAME – Music Industry link &
Hayride Support Network
OutcomeCRT/ LEDFunding
•$100,000 grant to advance plan
Outcome •FAME contracts
with CERT asgrant administrator
($50,000)
OutcomeFeasibility
•Don Hunter study($50,000)
Operational Outcome
•FAME validation•CERT provides structure& procedure to advance
FAME CCDM plan
Action Outcome
CERT explores funding & research
for CCDM
Collaboration Outcome
•Assisted in developing & supportingSuccessful Capital Outlay Request
($15 million)
Knowledge Network Outcome
•CERT connectsNew Media Consortium (NMC)
•CERT / CCDM invited to join NMC
KnowledgeNetworkOutcome
•CERT / FAME present at NMC conference in
Cleveland
TrustOutcome
•DSDC funding forCERT to attend
NMC Conference ($5,000)
CERT Persistence•CERT receives
LED Tier 2 Marketing Grant
($75,000)
KnowledgeOutcome
•CERT developed target list of National Digital Media
CEO’s
BrandingOutcome
•CERT marketing Branding NW La.
“Digital Media Hotspot”- Leveraging
CCDM, Cyber & film activities
Action Outcome
•CERT Digital Media Familiarization Tour
•8 top CEO’s of New Media Companies attended
•CERT networks, LED, Cyber combined events
•Showcased resources over 2 daysincluding cyber symposium
Strategic Outcome
CERT core group decision - CCDM to have broad focus
on new media
KnowledgeNetworkOutcome
•NMC conference at IUPUI•19 attended from working group & industry partners
Action Outcome
•Working group meetings •Agree to initiate projects
(e.g., regional digital storytelling / GIS / web)
•Engage industry in partner initiatives•National partners through NMC
NetworkOutcome
•CERT connects LEDTo Bill Joyce &
Animation
TrustOutcomes
•CERT contract to budget project •Led awards CERT $165,000
to partner with LPC, Bill Joyce & LSUS
for a La. Production - MLM
StrategicOutcome
•LED marketing features Bill Joyce &
Morris Les More (MLM)to grow industry
Outcome•Funding for some staff
at the LSUS Visualization Institute
ActionOutcome
•CERT, LED & Trellios Follow up with CEO’s
Outcomes•CEO’s begin work with
locals Synapse, Air Force & film industry
•Possible location of new digital media
companies to N.W. La.
Obstacle•Shreveport does not
accept project •Working Group progress
•stalls as result
Bossier Engages•Bossier accepts CCDM project
& Hayride Village concept Obstacle
•CERT funding
CERT Persistence
•AEP grant proposal for $150,000 over 3 years
to advance digital media center &
working model
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Center for Community RenewalCenter for Community RenewalShreveport, Louisiana
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Growing Partners – An “Open Network” for building developmentThe CCR is a platform for new and emerging technologies of sustainability and the goal for the CCR is a building that is ever renewing.
• Initial contacts - Local & Regional Sales Reps for National Companies • Share CRI & CCR vision (MER) – Begin exploring relationship possibilities and the process for more deeply exploring company involvement• Invite to CRI Green• Explore Company view of the future & how CRI / CCR can serve (MEH) –
•Conference Call•Plant trip •Are they a good fit for CRI? Do they believe?
• Begin the process of Strategic Doing to explore:•What could we do together?•What should we do together?•What will we do together?•What did we learn together?
• Follow up on specific initiatives and focus areasEm
ergi
ng P
roce
ssE
mer
ging
Pro
cess
Met
hod
Met
hod • Share the Vision
• Association• Mutual Selection• Demonstration• Delegation• Replication
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Core Team Expertise Networks
Strategic Doing Opportunities Outcomes
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National Center for Community RenewalNational Center for Community RenewalShreveport, Louisiana2006
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National Center for Community RenewalNational Center for Community RenewalShreveport, Louisiana2006
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Center for Community RenewalCenter for Community RenewalShreveport, Louisiana
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Center for Community RenewalCenter for Community RenewalShreveport, Louisiana
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Center for Community RenewalCenter for Community RenewalShreveport, Louisiana
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Center for Community RenewalCenter for Community RenewalShreveport, Louisiana
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Gorilla innovation Swarm innovation
Strategic Doing produces a swarm of innovations
‣ Why networks?
‣ Strategic Doing in a Nutshell
‣ What Strategic Doing Delivers
‣ Creating the Hub for Strategic Doing
‣ Practicing Strategic Doing
‣ Applying Strategic Doing to Shreveport EECS
Today’s Roadmap
The key principles of Strategic Doing include:
•Genuine curiosity, appreciative inquiry•Transparency•Joint accountability•Transformative thinking
The behaviors of Strategic Doing include:
•Commitment to engage•Participation to contribute•Listening and learning•Collaboration and mutual respect
Strategic Doing needs:
•A “safe, creative space” for creativity to take place
•Simple rules of civility to promote “deep conversations”
To be innovative, we need “safe, creative” places‣ Camp Fires‣ Watering Holes‣ The Kitchen Table
Civic forums create safe places to stretch our minds...
Here’s an example of how a regional hospital has created a “safe” space for innovation to take place...
The Innovation Cafe at Memorial Hospital in South Bend serves no food, but offers a place “where staffers and outsiders can learn to craft new ideas."
What is civility and why should we care?
‣Civility represents "the sacrifices that we make for the sake of living together."
‣Without civility, we cannot do the complex thinking and experimentation that workforce development requires...
The Thrive region of 8 counties around Madison, Wisconsin has adopted Principles of Collaboration
Collaborative regions require new habits of thinking and acting together.
‣Collaboration and (ultimately) competitiveness requires new habits of civic behavior so that we can get complex projects done.
‣Going alone is not an option. No one can learn fast enough.
‣Trusted relationships help us survive and thrive. They create the resiliency we need to find the opportunities and handle the shocks ahead.
‣Trust emerges when we behave in ways that build trust and mutual respect: The Golden Rule.
Here is an example of a regional statement of what civility means:
– Tell truth and build trust and mutual respect
– Do not steal, poach, or plagiarize
– Commit to learning and sharing information
– Focus on new ideas, our assets and our opportunities
– Listen, link and leverage
– Collaborate and cross boundaries
– Disclose conflicts of interest
– Resolve controversies quickly
– Concentrate on outcomes, not activities
– Teach our next generation
‣ Why networks?
‣ Strategic Doing in a Nutshell
‣ What Strategic Doing Delivers
‣ Creating the Hub for Strategic Doing
‣ Practicing Strategic Doing
‣ Applying Strategic Doing to Shreveport EECS
Today’s Roadmap
What could we do together?
What should we do together?
What will we do together?
How will we learntogether?
Strategic Doing is simple, but not easy. It takes practice. We start with our assets....
What could we do together? (Critical steps to defining opportunities by linking and leveraging assets)
1. Explore the assets at the table
2. Watch for patterns and possible connections
3. Find opportunities by connecting assets (What if?)
What are the assets you can contribute or
share?
What are the opportunities we see
when we connect these assets?
Who are the partners that could be engaged in this opportunity?
Example: Network of professionals committed to youth initiatives
Example Opportunity 1: We could conduct monthly webinars to inform us of the innovations taking place in the region.
WIB, 3 key service providers, the community college
Opportunity 2: We could create weekly forums to keep people informed and build our networks...
WIB, library system, community college
Here’s an example of a worksheet to connect assets to opportunities from a Strategic Doing Pack
As we connect assets, we notice something strange starts to happen...
The “network effect” takes hold...
What could we do together?
What should we do together?
What will we do together?
How will we learntogether?
We next need to make strategic decisions and focus
What should we do together? (Critical steps to creating a focus)
1. Pick an opportunity
2. Define an outcome with 3 characteristics
3. Describe one initiative using 3 SMART Goals
Where do you want to be in 3 Where do you want to be in 3 years?years?
SMART = Simple + SMART = Simple + Measurable +Achievable + Measurable +Achievable + Relevant + Time SensitiveRelevant + Time Sensitive
What will people be doing? And What will people be doing? And how will they be doing it?how will they be doing it?
Pick something Pick something transformative..not just transformative..not just
something you are already something you are already doing...Pick something that you doing...Pick something that you can do together that you cannot can do together that you cannot
just do alonejust do alone
An initiative is a An initiative is a projectproject
What does success look like?
Define 3 characteristics of your Outcome
Define a way to measure this characteristic
Example: Creating a nationally recognized workforce summit that regularly pushes innovative initiatives to address the challenges of at-risk youth.
Characteristic 1: Active on-line community of innovators
Metric 1: Number of people engaged in our on-line network
Characteristic 2: Strategy teams that engage at-risk youth as members
Metric 2: Number of at-risk youth participating in our strategy sessions
Characteristic 3: Example: Regular webcasts
Metric 3: Number of webcasts; total number of webcast participants
Here’s a worksheet for defining characteristics of an outcome...As we define outcomes clearly, sensible metrics emerge
Describe your initiative:
Define 3 SMART Goals
For this project by this date....
We will do this....
What are you going to do to achieve your outcome?
Example: September 2009
We convene a core team of professionals in the region engaged with at-risk youth to complete budget and agenda for summit
December 2009 Complete funding
March 2010 Launch summit
Here’s a worksheet for SMART Goals to define an initiative
What could we do together?
What should we do together?
What will we do together?
How will we learntogether?
Next, we need to make transparent commitments
What will we do together? (Critical steps to making transparent commitments)
1. Write an Action Plan of who does what by when
2. Make personal commitments and share them with others
Action Steps: To move our project forward
over the next 30 days, we will take these action steps:
Responsible: By When:
Date:Questions? Contact:
Here’s a worksheet for an Action Plan
What could we do together?
What should we do together?
What will we do together?
How will we learntogether?
Finally, we need a clear process for learning together “what works”...
How will we learn together? (Critical steps to learning together)
1. Capture your Strategic Doing Pack on the web
2. Plan the next face-to-face meeting for revisions
1.1 1.21.0 1.3
Key elements of our Learning Process:
Answers:
Who will compile notes from the Strategic Doing session?
Who will post these notes to the web? Where, how and by when?
What is the plan for the group to come back together to revise the Strategic Action Plan and continue the learning process?What other steps can we take to keep connected and expand our network?
Here’s a worksheet for the Learning Process
Strategic Doing is like paddling a kayak in the ocean
The task requires quick strategic assessments and continuous “doing”
‣ Why networks?
‣ Strategic Doing in a Nutshell
‣ What Strategic Doing Delivers
‣ Creating the Hub for Strategic Doing
‣ Practicing Strategic Doing
‣ Applying Strategic Doing to North Louisiana
Today’s Roadmap
We can start by learning how we applied Strategic Doing to our work in North Central Indiana. We began with conventional reporting relationships.
We created a core team of about 8 people from different organizations
We next created four strategic focus areas....these are areas of activity...”buckets”.
Within each of these four focus areas, we then added initiatives that we thought would be “transformative” -- replicable, scalable, and leveraged.
We now have over 50 initiatives
1.0
1.1
1.2
Strategic Focus Areas for CERT’s Strategy Advance North Louisiana