Strategic Planning LabStrategic Doing Pack

Ed MorrisonEconomic Development Institute

December, 2007

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Introductions

Part 1: The Current Practice of Strategic Planning

Questions throughout

Part 2: Emerging Models of Strategic Doing

Questions throughout

Collaborative Workspace

Agenda

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Part 1: Current State of the Practice

A call for volunteers

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What is a strategy?

A strategy draws logical links between where you are and where you want to go

A strategy is a set of models, tools and civic processes to get you from here to there

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Vision (or Your Strategic Outcome)

Mission (or your Purpose)

Strategic Initiatives: Projects(What will you be doing?)

Action Plans and Budget(Who is doing what and how much will it cost?)

Assessment (Where do you stand?) SWOT

What a traditional strategy looks like

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Strengths

PositiveInternal

Weaknesses

NegativeInternal

Opportunities

PositiveExternal

Threats

NegativeExternal

Internal External

Positive

Negative

SWOT: Leverage strengths to opportunities and manage weaknesses to anticipate threats

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Traditional Strategic Planning ProcessLinear

Plan Sell Implement

6 months to 1 year 6 months to 1 year 3 to 5 years

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Examples: Manchester, NH and Tri-Cities, WA

Source: Angelou Economics 10

Steps in a Strategic ProcessThe current state of the practice

1. Assemble a Core Team and Outline Scope for the Process: who, what, when, where, how

2. Draft a “Plan for the Plan”

3. Consult with stakeholders and revise the Plan for the Plan

4. Conduct baseline research; Launch project web site

5. Draft one or more Reports to Frame Issues and Opportunities

6. Use Forums and Workshops to Refine Initiatives

7. Define an Action Plan, Budget and Review Process

8. Launch and Celebrate11

Exercise 1

Planning a Strategic Planning Process

(Developing a Plan for the Plan)

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What are you trying to accomplish? What does victory look like?

What topics or issues need to be addressed? Where is the pressure to plan arising?

Who are the stakeholders? Who is pushing? Who will be touched?

How much time do you have?

How much budget do you have?

What staff resources do you have?

Planning a Strategic Planning Process

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Phase 1 Phase 2 Phase 3 Phase 4

Summary Plan for the Plan

Estimated Elapsed Time in Months:

Estimated Budget:

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Activity Start Date End Date Who is responsible?

Phase 1

Assemble a core team June July Me

Phase 2

Action Plan for the Plan

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Part 2: Emerging Practices of Strategic Doing:Some Background

Straightforward concepts are hard to apply

Economic development organizations in metro Charleston, SC17

New Forms of “Strategic Doing”Networked

30 days to 180 days

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Source: Ed Morrison

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Costs have collapsed as global markets integrate...This process started in the mid 1950ʼs

Source: World Bank

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The Internet has exploded...Welcome to our first interactive mass medium

Source: Internet Systems Consortium

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Source: Ed Morrison22

The consequences....

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Key Point 1:

We need to shift our thinking from hierarchies

to networks

Thereʼs no top...no bottom...only links and

nodes

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Key Point 2:

Command and control does not work in the

civic space

We cannot argue our way to prosperity

Source: Ed Morrison

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Key Point 3:

We need to connect and align our resources in the civic space

Source: Ed Morrison

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The implications of networked business models

Source: Ed Morrison27

Key Point 4:

We need continuous civic

engagement...

New leadership habits of

collaboration

Source: Ed Morrison

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Key Point 5:

People move in the direction of their conversations

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Key Point 6: We need open participation and leadership direction to guide our

conversations

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Key Point 7: We need to develop the practice of

“strategic doing”

Source: Ed Morrison

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Key Point 8: Most regions are fragmented...

People are still living in a Curve 1 world

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Key Point 9:

We can use network maps, new leadership skills and “strategic doing” to weave our

networks

Source: Map of leadership network in Evansville, IN using Inflow software developed by Valdis Krebs

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Key Point 10: To build regional collaboration, take the

Shanghai perspective

Our View Their View

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A framework for strategic action

Source: Ed Morrison37

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You can use this framework to map resources and goals

Source: Ed Morrison

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Source: Ed Morrison41

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Use workshops and workshop exercises to move people around the circle. Use civic forums to build habits.

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Source: Ed Morrison

Case 2: CuyahogaNext: Cuyahoga County, Ohio

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Getting StartedPage | 03.28.06 Copyright © 1998-2006 The Cerulean Group and I-Open

Basic Roadmap For CuyahogaNext advisors – First 3 Months

CuyahogaNext advisors

NCC Design Team Formation

CNa Design Team Formation

CIZ Design Team Formation

CNa Focus Workshop

NCC Focus Workshop

CIZ Focus Workshop

NCC Alignment Workshop

NCC Alignment Workshop

CuyahogaNext advisors

North Coast Clusters Design Effort

Cuyahoga Innovation Zones Design Effort

TODAY

Consulting Team

April May and June

Objective:• get started by focusing on key issues

Objectives:• recruit private sector organizations• begin community formation

Objectives:• Complete community

formalization• Prototype launch plans

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Case 3: Commerce Lexington, KY

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Exercise 2

Conducting a Strategic Doing Workshop

(Developing a Plan for the Plan)

Source: Ed Morrison

Exercise 1

Exercise 2Exercise 3

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Strategic Outcome Strategic Outcomes describe a desired state in the future. Descriptions of the desired state should include the idea of stretch, measurable goals.

“A well-educated workforce” is not as good a strategic outcome as “a workforce in which less than 10% of young people drop out of high school and more than 70% continue on to post-secondary school”.

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Worksheet 1 Focus:

Strategic Outcome 1Describe the outcome in 1 year

Strategic Collaborations Describe the strategic partners which we can engage to accomplish this outcome

Your name:______________

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Worksheet 2 Align:

Strategic Outcome:

Key Metric AreasWhat do we measure?

1.

2.

3.

Key MilestonesWhat marks the path forward?

1.

2.

3.

Your name:______________

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Your name:______________Worksheet 3:Execute

Our Strategic Outcome:

Time frame What Who

In the next 6 months

In the next 3 months

In the next 30 days

Next week

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Appendix

Some Useful Slides

Components of a Strategy

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Ground Rules for a Strategic Doing Workshop

• Move fast: Focus on the task at hand: Don’t get hijacked: Limit digressions: No speeches: No whining

• Stop thinking only about today’s issues: Focus on outcomes in 10 years, your legacy, your children, your grandchildren: Get your eyes off the rearview mirror

• Encourage “stretch” thinking: Generate new ideas: Don’t burn ideas: Don’t recycle old opinions

• Push for specifics: Get beyond rhetoric: No bumper sticker thinking

• No blame game: No simplistic solutions: Think in terms of connections, incentives and systems

• Balance the participation: Hold each other to account: Speak up if you feel the group is heading off course: Disagree

• Fill out your worksheets so others can read them: We need to capture today’s “knowledge assets”

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Exercise: Draw a Roadmap of Your Process

Your community name

Describe your situation. Why is a strategic process needed in your community or region?

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Name three to five key features that will shape your strategic process

Factor 1:

Factor 2:

Factor 3:

Factor 4:

Factor 5:

Exercise: Draw a Roadmap of Your Process

Your community name

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Exercise: Draw a Roadmap of Your Process

Describe the Purpose of your Process. What are you trying to achieve? What does victory look like?

What’s our best guess of the contents of the strategy? What will we include? Circle all we will include:

Brainpower; Innovation and Entrepreneurship; Quality, Connected Places; Branding; Collaboration

What is the time schedule for the process? How much time to we think we have before we deliver something? Any time constraints?

How much money do we have? Will we use outside consultants or use our own teams? What staff resources do we have?

Who should be on our core team? Any challenges in recruiting this team?

How strong is our core team? What do we ned to do to strengthen it?

Your community name

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Collaborative Workspace

If you would like to join a collaborative web space to continue working on these concepts, please e-mail Ed Morrison at edmorrison@earthlink.net