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Richmond, IN, like other regions, faces difficult challenges bridging a skills gap. This slide deck shows how we introduced Strategic Doing to civic leaders in the region. In the months after the presentation, the leadership went on to form a highly successful manufacturing partnership. This initiative won a Governor's award for innovation in January 2014.
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Richmond, IN Introduction to Strategic Doing CONNECTING PEOPLE, EMPLOYERS AND TRAINING
Ed Morrison and Peggy Hosea Regional Economic Development Advisor Purdue Center for Regional Development May 22, 2013
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Skills and Workforce an overview
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The 30,000 foot view We have major imbalances that no single group can fix
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how do we meet the challenge? old ways of thinking, behaving and doing don’t work
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There’s another way The Switch point: We can collaborate to compete
‣ strategy process for open, loosely joined networks ‣ based on learning by doing ‣ quickly formed collaborations ‣ asset based -- using what you have ‣ shared, measurable outcomes and a roadmap
What is strategic doing? Key features
Regions and communities across the country are experiencing the power of strategic doing"
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Strategic Doing an overview
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Start thinking differently Our civic economy supports our market economy
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Civic economy = collaboration We need four types of collaborative investment
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The Result: Connected networks We develop “link and leverage” strategies
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Today’s focus: Brainpower How do we tighten connections and alignments?
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Question: What would it look like if richmond had a steady flow of highly skilled people moving into manufacturing?
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Our theory of change
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Dominance of hierarchies our grandfather’s wealth engine
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emergence of networks our grandchildren’s wealth engine
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networks change everything from technology to business models
Wizard of Oz made in 1939
by ONE company
Spider Man 3 made by 56
companies in a network
Who makes the iPhone?
A network made by Apple
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How do we move forward? we need New ways of thinking, behaving and doing
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Grandfather’s strategy know everything, then move
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grandchildren’s strategy link, leverage and align
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a paradigm shift from analysis paralysis to learning by doing
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networks are different
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positive returns the pie gets bigger
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networks require trust trust takes face time
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networks generate soreheads don’t be slowed by soreheads
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no tops, no bottoms to networks balance participation with leadership direction
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leadership=guiding conversation people move in the direction of their conversation
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we need new civic spaces where will we do our complex thinking and learning?
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the basics of strategy answering 2 questions
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the key to network strategy breaking 2 questions into 4
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strategy is never “done” quality process creates quality collaborations
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networks can be managed strategic focus areas, initiatives and metrics
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set priorities with simple rules look for high payoff, low difficulty
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Strategic Doing today
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Question: What would it look like if richmond had a steady flow of highly skilled people moving into manufacturing?
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