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.
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.
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.
When Strategic Doing is incorporated into the culture of an organization, it is possible to not only drive new innovation and more rapidly achieve desired objectives, but at the same time energize a team or teams to achieve more with less individual effort.Those that approach Strategic Doing as a practice will learn new strategic approaches and tools to more effortlessly manage growth or strategic change of an organization.
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 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.