Strategic Doing
Strategic 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 MoreEntrepreneurial ecosystem building in high gear in Indy
Entrepreneurial ecosystem building is key to community and national vitality. While our economy continues to experience post-pandemic bumps, this theme has been a constant in many of the conversations we…
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.
Read MoreGENERAL ELECTRIC LOSING ITS COMPETITIVE EDGE
In 1984, I worked as a strategy consultant for General Electric. My firm, spun out by former partners of the Boston Consulting Group, conducted production cost studies for General Electric.
Read MoreA Practitioner’s Model of Ecosystems
Ecosystems fascinate scholars. New publications are skyrocketing. Yet, when it comes to understanding ecosystems and how they form, scholars can quickly get wrapped around the axle. A practitioner perspective is more helpful.
Read MoreWicked Problems Require a Different Approach
Have you ever picked up the wrong tool to do a job? Perhaps a screwdriver too big or pliers too small? That’s happening every day in our organizations, as leaders reach for the wrong tools to address the challenges they face. Let me explain.
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