Strategic Planning Lab

OU/EDIOklahoma City, OKMarch 12, 2013

Scott HutchesonPurdue Univerity

Changing Models for Getting Things Done

2011 Over 1,750 hardly any working

for Warner Brothers

1928 Fewer than 60 all working

for Warner Brothers

Changing Models for Getting Things Done

5

Changing Models for Getting Things Done?

Townships

Counties

Cities/Towns

Feds

State

Schools

Police

Workforce

Social Service

Neighborhood Associations

Community Development

Philanthropy

Social Service

Courts

Community Change Is Getting Done in Different Ways

We are moving from hierarchies to networks

Community Change Is Getting Done in Different Ways

We are moving from hierarchies to networks

We Building Community by Building Networks

Communities are built on connections. Better connections mean better

opportunities.

Two Components of a Network

NodesPeople, groups, or organizations

LinksRelationships, flows, or

transactions

The Real Power Comes in:

Combining Assets in New and Innovative Ways – Linking and Leveraging

Linking & Leveraging: Success Story

+ + =

Strategic Doing

The Efficiency of Networks

The Power of Linking & Leveraging Assets

The Flexibility of an Agile Planning Process

Strategic Doing Around the U.S. (and Beyond)

Strategic Doing

Two Questions

Strategic Doing: Flexible & Adaptive

Exercise 1: Framing Appreciative Questions

Shrinking Employment BASE Base closure Deteriorating Infrastructure Failing Schools Filling Up Our Business Park

Medora, IndianaStrategic Doing Case Study

Why can’t we make headway in turning the abandoned outlet mall into a food distribution warehouse?

Medora, IndianaStrategic Doing Case Study

What would Medora, Indiana look like if it was a hot spot for locally-produced foods?

Exercise 1: Framing Appreciative Questions

Frame an appreciative question to guide your table’s conversation

Exercise 1: Framing Appreciative Questions Keep the end-in-mind for the discussion. Experiment with the construction and scope to

get a feel for how each can change the direction of the inquiry.

Ask yourself, ” Is this a question to which we do not already know the answer? If we do, it is not inquiry.

Run the question by someone to see how well the question works and where it leads.

What Could We Do Together?

Align

Exercise 2: Identifying Assets

Helps to begin answering the question, “what could we do together?”

Exercise 2: Identifying Assets

Identify the assets represented around your table that could contribute to your appreciative theme.

What could we do together (and that OU/EDI could learn from) to form a supportive EDI alumni network?

Exercise 3: Combining Assets

Put together different combinations of your assets to help brainstorm several ideas

Selecting a Strategy

Exercise 4: Selecting a Strategy

Use the Payoff/Complexity Matrix to select one priority

Medora’s Strategy Evolved

Focus

What Should We Do Together?

Exercise 5: Defining Success

Frame your opportunity in a way others can see it.

Define how you will know you are succeeding.

What Will We Do Together?

Commit

Exercise 6:Make Commitments

Decide on near-immediate action steps each person can take to move things forward.

What milestones do you need to hit in the next 30 days?

When Will We Get Back Together?

Learn

Plan 30 Days at a Time

Exercise 7:Define Your 30/30

When will you get back together? How will you stay in touch?

The Sweet Victory Challenge is now in its 5th year and in 2012 they received over 1,000 entries and now attracts a panel of celebrity judges. Over 5,000 visitors attended the festival in 2012, a 500% increase over 2011.

The Results

Thanks!

Scott Hutchesonhutcheson@purdue.edu

765-479-7704