Posts by Ed Morrison
Adapting through Knowledge & Learning
Knowledge and learning are critical to adaptation. Both guide our actions as we respond to our environment.
Read MoreVisual & Verbal Strategy Practice
Strategy practice now requires both verbal and visual language. Both must be clear and simple. But here’s the rub. Finding the simplicity on the other side of complexity is not easy.
Read MoreThe Ingenuity Gap
Our ingenuity gap continues to grow. Our inability to design and guide “innovating networks” has led to the gap. But here’s the good news.
Read MoreStrategic Doing and Positive Deviance
In a turbulent world, strategy becomes everyone’s business. Effective strategy requires us to link, leverage, and align resources to achieve shared outcomes. Collaboration can create new solutions to wicked problems.
Read MoreCelebrate the Small Wins
In our work, we emphasize the importance of small wins when generating solutions for big, complex problems. The reason: that’s how you develop and leverage the power of networks.
Read MoreCollaboration: A Process of Recombinant Innovation
Collaboration. It’s the least understood term in the management lexicon. So let’s start there.
Read MoreScaling the Application of Strategic Doing into Ecosystem Building
In 1992, a physicist in Singapore opened my eyes to the power of networks. A Ph.D. from MIT, he had recently left one of our federal labs. He was chief technology officer for a start-up Internet company, my client.
Read MoreRebuilding Economies of Poor Neighborhoods
Spent time yesterday with Darryl Graves, and a team from Ohio’s Office of Re-entry in the Department of Rehabilitation and Corrections. We can do so much better to build positive community networks to help returning citizens: people who have paid their debt to society through incarceration.
Read MoreWhat’s So New about the New Economy?
When Netscape launched in the early 1990s, we started moving into the economy driven by open innovation, knowledge, and networks. The Internet is our first interactive mass medium, and it is completely changing the way in which our economy operates.
Read MoreStrategic Doing and the 5 Phases of the S-Curve
Some years ago, Deming told us, “if you can’t describe what you’re doing as a process, you don’t know what you’re doing.” This is where scholars run into trouble. They might have the conceptual insights to describe a process, but they don’t finish “the last mile”. They stumble on the HOW. They can’t tell you how to apply the theory they are describing.
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