MSU Strategic Doing Detroit Workshop Slides

MSU Workshop MSU Workshop DetroitDetroit

Ed Morrison

Purdue Center for Regional Development

April 14, 2011

‣ Our Challenge

‣ Framing the Detroit’s transformation

‣ Doing Strategic Doing

Our challenges:

Link and leverage resources across organizational and political boundaries

Develop coherence to explain how MSU engages with Detroit

Build sophisticated collaborations quickly

Our outcomes for today:

Promising collaborations among MSU initiatives

A new narrative to explain how MSU engages with Detroit

New skills in building collaborations with Strategic Doing

Why Strategic Doing?

We live in a world of networks.

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But we grew up in a world of hierarchies and boundaries...

Counties

Cities and Towns

Federal Agencies

State Agencies

K-12 SchoolsHigher Education

Institutions

WorkforceBoards

Social ServiceOrganizations

Chambers of Commerce

Economic DevelopmentOrganizations

Foundations

Regional Planning Organizations

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We need a fast, strategic way to build collaborations acrossinvisible fences...

As networks get thicker, opportunities expand...

Link and leverage strategies produce “swarm innovation”

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Purdue and its partners redesigned a regional workforce system using this approach to achieve major productivity gains

Completed Training

Degrees and Certificates Awarded

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© 2008, Brian D. Thompson, UWM Research Foundation 10/6/08

Funds

Fluid Transport/ Civil & Ind. Engr.

Detection

Materials

Bioscience

Pumps/ Valves/

Components

Analysis/ Measuring/

Control

Water User

Consumer Products

Treatment/ Processing/ Softening

Utilities

Funding Agencies

Academic Institutions

Private SectorPublic Sector

Milwaukee 7 Water Cluster

DOE

EPA

NSF

USDA

DoD

NOAA/DOC

Interior

World Bank

Foundations

InternationalPartners

NIHGreater

MilwaukeeFoundation

UWM

Marquette

UW-Madison

WATER Inst.Chem & Biosci

School of Freshwater Science

CEAS

Physics

MSOE

Fluid Power

Rapid Proto Center

M7/GMCMMSD

City ofMilwaukee

DNRUNDP

Federal Government

Municipalities

Water Council

Pentair• Filtering & purification

GE

Badger Meter• Water meters• Meter reading systems

Procorp• Water reuse & softening • Phosphate & radium removal

AO Smith• Water heaters

Kohler• Faucets• Materials, coatings, plating• Casting technology

Miller Coors• Intake quality, output quality• Energy consumption

AquaSensorsThermo Fisher

Scientific

Fall River

Great Lakes Water• Water treatment equipment Advanced

Chemical Systems• Ind. wastewater treatment

CH2MHILL• Engineering services

ITT

Sanitarie• Wastewater treatment

design

Flygt• pumps

SiemensJoyBucyrus

Veolia• Water utilities

OpportunitiesEnvironmental• Algae control (& exploitation)• Removal of PCBs from lakes & rivers• Storm water containment, • Road salt• Ship’s ballast – policy/enforcement• Aquaculture• Lake Michigan contamination• Policy issues – metering/incentives

Energy/Efficiency• Ethanol production efficiency• Tar sands water treatment• Elimination of boiler scaling• Increasing brewing efficiency• Increased efficiency of water heating• Speeding treatment for large volumes• Increasing treatment efficiency

Processing/Treatment•Municipal wastewater treatment–Storm water treatment–Reduced use of chemicals•Industrial wastewater treatment–Farm manure, food processing waste, metals–Utilizing sewer sludge•Residential Water Treatment–Residential water treatment, home filtration–Residential Water softening without salt

•Reverse Osmosis•Softening•Ships ballast - treatment•Treatment targets–PCBs in sewer pieps–Desalinzation–Radium in ground water–Pharmaceuticals–Phosphate

Monitoring/Detection• Water security• Real time monitoring • User detection systems• Real time sensing for life forms• Pharmaceuticals

• Joe Aldstadt – analytical methods• Peter Geissinger – detection• Alan Schwabacher– pharmaceuticals in water

• Carmen Aguilar – microbiology• David Petering –metal metabolism • Val Klump

• Rohatgi, Pradeep – adv. castings, lightweight, lead-free • Aita, Carolyn – advanced coatings• Gong, Sarah – polymer materials

• Chen, Junhong – nano materials, sensors

• Li, Jin – pollutant transport modeling• Bravo, Hector – hydraulic modeling• Christensen, Erik – pollutants in water• Amano, Ryoichi - CFD• Pillia, Krisna – porous media modeling• Kevin Renken- mass transfer• Sobolvev – biproducts utilization• Doug Cherkauer – groundwater hydrology

• Jim Waples – water aging• Tom Consi – aquatic robots• Tom Grundle - harbors

• Tim Ehlinger – aquatic systems

• Burlage – PCR environmental test

• Shangping Xu – safe drinking water

Partnerships• Sponsored Research Proj.• Shared equipment• Graduates• Workforce training• Subcontractor/supplier• Extramural grant support• Philanthropic support

Cluster Effects• Shared resources/equipment• Collaborative grants• Improved competitiveness• Translational science

Civic leaders all over the country are recognizing the value of thinking differently about strategy

‣ Our Challenge



Detroit’s challenge and the Great Lakes Nation

“...schools and the means of

education shall forever be

encouraged.”

Our grandfathers created wealth by building large, globally competitive, hierarchical organizations capable of moving a lot of stuff...

Hulett ore unloaders, Cleveland

Automobile assembly line, Detroit

Early Westinghouse assembly line, Pittsburgh

Here’s what’s happening...Our Grandfather’s economy hit the top of its S-Curve in the 1970s

Beginning in the 1980’s a new S-Curve began to form, based on networked business models

We are now in the midst of this fundamental shift and it’s continuing to gain momentum...

Transforming economies involves connecting assets for our Grandfather’s economy to opportunities in our Grandchildren’s economy...

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Transformation in Detroit and the Great Lakes will emerge from networks in five different areas....

‣ Our Challenge



Strategy is not longer “Set it and forget it”....Strategy is now a dynamic process of adaptation, like paddling a kayak in the ocean

Adaptive strategy requires continuous, fast assessments and re-alignments

Strategic Doing involves answering four simple, but not easy questions...

Opportunities emerge when we connect our assets...

Next, we convert opportunities into a measurable outcome…What “success” looks like

We need to define what we will do together...What is one project that will move us to our shared outcome?

Finally, we need to define the details for getting back together

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This Master Pack is completed by:

Name Organization e-mail

Master Strategic Doing Pack: Michigan State 2The first step in a Strategic Doing workshop involves capturing the names and contact information of all the people involved in building a new network. Please pass around this Master Pack, so that everyone can sign their name.

Ed Morrison at the Purdue Center for Regional Development prepared this Strategic Doing Pack for a workshop at Michigan State University in East Lansing on April 14, 2011. Please contact Peggy Hosea at Purdue for more information: [email protected].

Focus area.-- Our conversation is focused on:

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Strategic Doing Question 1: What could we do together?Identify the assets you are willing to share...Then connect them to define new opportunities

What assets are we willing to share to help each other in our work in Detroit? Assets can be tangible (places to meet, money, Internet resources, and so on) or intangible (knowledge, experience, networks, passions). Here, you want to focus your conversation on what you are doing in Detroit and what you can possibly share. Listen carefully for how we might build connections among these assets. Focus your comments to make sure there is enough time. Examples: Bill K -- Focus on at-risk youth. Jane S -- Deep understanding of literacy. Susan D. -- Specialist in early child care.

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Strategic Doing Question 1: What could we do together?Identify the assets you are willing to share...Then connect them to define new opportunities

Now it is time to explore how we could uncover some new opportunities when we connect our assets.Here we create new opportunities by connecting our assets. As we connect more assets to an opportunity, the opportunity becomes clearer, more focused and stronger. In the spaces below, outline some opportunities where you can “link and leverage” the assets around the table. Be quick. Just jot down your ideas.

Example of an opportunity connecting these assets: Examples: Bill K -- Focus on at-risk youth. Jane S -- Deep understanding of literacy. Susan D. -- Specialist in early child care.

Opportunity: “Develop a ‘cradle-to-career’ youth support network similar to Strive in Cincinnati.”

Opportunity 1:

Opportunity 2:

Opportunity 3:

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Strategic Doing Question 2: What should we do together?Convert opportunities into outcomes with specific characteristics

Our Opportunity: What metrics could you use to measure your success?

Characteristic 1: Metric 1



The first step in converting an opportunity into an outcome is to describe what success might look like. We are trying to describe a complex future, so there will be a number of characteristics. One way to get at this is to ask yourself, “If we are successful, what will people experience that is different?” To illustrate, we will continue our example of a youth support network.

Our Opportunity: Create a ‘cradle-to-career’ youth support network similar to Strive in Cincinnati.

What metrics could you use to measure your success? Hint: If you cannot figure out how to measure your characteristic, it is too vague to be useful.

Characteristic 1: A site visit to Cincinnati followed by representative coming to Detroit

Metric 1: Report of site visit

Characteristic 2: Regional asset map of youth support activities (version 1.0)

Metric 2: Number of nodes

Characteristic 3: An semi-annual gathering to develop and guide new network

Metric 3: Strategy from gathering

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Strategic Doing Question 3: What will we do together?Move toward your outcome with at least one project

Name one project that will start moving you toward your outcome. What could you start doing tomorrow?Our project is: Conducting research on urban gardening and conducing a forum at MSU on strategies

You can give your project more credibility with some milestones

Milestone 1: By July, we will complete our site visit

Milestone 2: By August, we will pool our information to complete initial asset map

Milestone 3: By September, we will organize an initial gathering for October

Name one project that will start moving you toward your outcome. What could you start doing tomorrow?Our project is:

Mark your path forward with some milestones

Milestone 1: By ____________________, we will ____________________________________________________



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Strategic Doing Question 3: What will we do together?Draft a quick action plan

Draft a quick action plan in which everyone commits to taking one step to move the project along:

Who Action Step By When

Bill K Develop on-site location to pool information June 15

Susan D Organize initial core team meeting June 15

Our Action Plan

Who Action Step By When

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Follow-up Meeting

Date June 1

Time 2:00PM

Place Conference call: Susan will arrange

Internet DetailsHow will you use the Internet to stay connected?

We’ll use e-mail for now. Might focus on a group blog. Bill will explore.

Follow-up Meeting

Date

Time

Place

Internet DetailsHow will you use the Internet to stay connected?

Strategic Doing Question 4: When will we get back together?Make a commitment to reconnect and revise

Maintaining alignments and connections is a dynamic process requiring continuous (but not constant) attention. Small amounts of time (1-2 hours per month) can be devoted to revising our strategy. The point is to come back together share what we have learned, re-align ourselves, and figure out our next steps.

MSU Strategic Doing Detroit Workshop Slides

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