“Agile... is an attitude, not a technique with boundaries. An attitude has
no boundaries, so we wouldn’t ask “can I use agile here,” but rather “how would
I act in the agile way here?” or ”how agile can we be, here?” – Alistair Cockburn
"I’ve worked with large companies trying to do open innovation,
but the Strategic Doing process is unique. This is the most clear
and concise open innovation process I’ve seen."
Mark Scotland, CEO, 4.0 Analytics
Cognitive diversity in a team drives innovation. Do you know how
to assemble a cognitively diverse team? In strategy, cognitive
diversity improves productivity and performance.
When information is everywhere, we need stories to find coherence.
Narratives connect a series of events over time. They provide
large scale patterns. Today, leaders need these skills to lead.
Sustainable growth emerges when our organization, community
or regional economy has the agility to jump to a new growth curve.
But how can you tell where you are? Our Growth Curve provides guidance.
Through a partnership with Fraunhofer IAO in Germany, the Lab integrates agile strategy with powerful technology management
tools and frameworks developed in Germany.
To address the challenges of strategy in open, loosely joined networks, we have designed a simple strategy process that harnesses our collective intelligence and creates a shared commitment to act.
We use Strategic Doing to confront complex challenges and “wicked problems”. These are deep challenges that are always shifting, with no quick answers.
Our first step is to stop seeing our challenges as “tame” problems that can be easily solved. We have been spending too much time trying to fix old systems, rather than designing novel solutions for “what’s next”.
Strategic Doing enables people to form action-oriented collaborations quickly, move them toward measurable outcomes, and make adjustments along the way. It yields replicable, scalable, and sustainable collaborations based on simple rules. If you’re interested in becoming more skilled in your use of Strategic Doing, our training and certification series is for you.
Decision-making in higher education institutions is infamously slow, with multiple layers of approvals and an emphasis on the need for new resources. Strategic Doing's focus on what we could, should and will do with the existing talents, resources and authority of the people in the room at the time breaks people free of that limited“ thinking and helps them move forward in real time.
Strategic Doing allows a business to quickly identify an interested ecosystem of local businesses that have a collective interest in and capability to solve a defined customer problem. The process plays to the strengths of the ecosystem and does not bias a solution to what the "prime" has to offer. It instead seeks to leverage what the ecosystem/team has to offer.
I’ve worked with large companies trying to do open innovation, but the Strategic Doing process is unique. This is the most clear an concise open innovation process I’ve seen.
The Strategic Doing approach might be one of the most effective ways of implementing change on campus. It is outcome driven, but more importantly, it is adaptive. Our diverse team of faculty and administrators have pivoted many times because of the continuous feedback that we analyze and plug back in into the decision making process.
The result of the cooperation fostered through Strategic Doing for us has been development of a new initiatives without adding any overhead or administrative costs— every resource comes from linking and leveraging our existing strengths.