EECSport Steering committee overview of strategic doing

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?






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?





‣ 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

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© 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


Better understanding of Higher Education Role


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

1

2

3

4

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


•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


•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

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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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Gorilla innovation Swarm innovation

Strategic Doing produces a swarm of innovations

‣ Why networks?






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?






Today’s Roadmap





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...





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





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





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?





‣ 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

Thank you!

Questions?

Ed [email protected]

mailto:[email protected]

Date post:	14-Sep-2014
Category:	Design
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