Presentation to staff | Queensland Government | December 2016
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Transcript of Presentation to staff | Queensland Government | December 2016
Strategic Doing and Agile Planning
Ed MorrisonPurdue Agile Strategy LabDecember 1, 2016
Our story starts here
1993
Oklahoma City today
Photo by: Luke Barrett
Oklahoma City today
Photo by: Luke Barrett
7
What happens when this goes away?
EnergyFlorida
The 75th largest metro…
…among the 10 fastest growing in software and Internet technology
PaulRichMayor Governor
These challenges are complex messes
Traditional linear approaches do not work
We are not fixing old systems
We are sitting in the midst of a really big transition…
Grandfather Grandchildren
The foundations of our economy are shifting…
Our challenge is to jump the curve with new networks
We are designing what’s next
Location of Purdue workshops
We have cracked the code oncollaboration
We are redesigning our Civic EconomyInnovation 1
Our Market Economy
Our Civic Economy
Collaboration
zone
We are redesigning our Civic Economy by designing new collaborations at scale
We teach how to design and guide complex collaborations with simple rules
Innovation 2
Traditional Planning Strategic Doing
From slow, linear…
…to fast, agile
29
Link, leverage and align….
Simple rules create a swarm
Large scale economic
transformation
High leverage point
Strategic Doing networks
Transformation happens….
We design new civic platforms to promote collaboration
Innovation 3
Civic platform
© 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 Water Cluster
DOE
EPA
NSF
USDA
DoD
NOAA/DOC
Interior
World Bank
Foundations
International Partners
NIHGreater
Milwaukee Foundation
UWM
Marquette
UW-Madison
WATER Inst.Chem & Biosci
School of Freshwater Science
CEASPhysics
MSOEFluid Power
Rapid Proto Center
M7/GMC MMSDCity of
Milwaukee
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
AquaSensors Thermo 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
SiemensJoy Bucyrus
Veolia• Water utilities
Environmental
Energy Efficiency
Processing & Treatment
Monitoring & Detection
We design a portfolio of collaborations on these platforms
Innovation 4
Brainpowerpeople/talent
InnovationNetworksorganizations
New Narrativesmarketing/stories
Quality, Connected
Placesinfrastructure/places
Collaborationleadership
Innovation and
Entrepreneurship
Quality
,
Conne
cted
Plac
esNarratives
Brainp
ower
Organization A Organization B Organization C
We guide collaborations on the platform…Coherence is more important than vision
Strategic Doing uses simple rules to guide complex collaborations to measurable outcomes…
The Ten Rules of Strategic Doing
PURDUE AGILE STRATEGY LAB // NOVEMBER 2016
Before you start…Rule 1: Create and maintain a safe space for deep, focused conversation
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We will behave in ways that build trust and mutual respect
Before you start…Rule 2: Frame a conversation around an appreciative question
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Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 44
Quantitative and Computational Modeling
Real Time Cyber Enabled Interfaces
Innovative System Solutions to FEW problems
Growing the Scientific Workforce For the FEW System
Knowledge Keeper:
Table Guide:
Focus Area (check one):
Imagine that Purdue is one of a handful of globally recognized research centers to understand, model, design and manage the interconnected water-food-energy system.
What would that look like? What would we be doing? Where would we be focusing our work?
What could we do?Rule 3: Uncover hidden assets that people are willing to share
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What could we do?Rule 4: Link and leverage your assets to create new opportunities
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Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 48
Outline up to 5 opportunities that link and leverage Purdue assets What key Purdue assets does this opportunity link and leverage? Is it multi-disciplinary?
Opportunity 1
Opportunity 2
Opportunity 3
Opportunity 4
Opportunity 5
What Could We Do? Link assets to find opportunities
20 minutes
What should we do?Rule 5: Rank all your opportunities to find your “Big Easy”
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Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 50
Brief description Potential impact: how big an impact would this opportunity have?; 5 = high impact)
Ease of implementation: how easy would it be to implement this opportunity? (1 = difficult; 5 = easy)
Total Score
Opportunity 1:
Opportunity 2:
Opportunity 3:
Opportunity 4:
Opportunity 5:
The next step involves ranking your opportunities. The quickest and easiest way to do that involves assessing each opportunity along two dimensions:1. Impact: how big an impact would the opportunity create if you were successful? All other things being equal, we would prefer
to work on opportunities with a larger rather than a smaller, impact.2. Implementation: how easy is the opportunity to accomplish? Again, all other factors being equal, it would be better to focus
on opportunities that are easier to implement.
Taken together, these two factors help us identify the “Big Easy.”
What Should We Do? Finding the Big Easy
10 minutes
What should we do?Rule 6: Convert your Big Easy into an outcome with measurable characteristics (Where you are going)
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Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 52
Give your best shot at defining an outcome for your research proposal.
Our Successful Outcome: If we are successful, NSF’s investment in our project will…
How will you know if you’re successful? Hint: if you cannot figure out how to measure it, the idea is too vague to be useful.
Characteristic 1: Measurement:
Characteristic 2: Measurement:
Characteristic 3: Measurement:
What Should We Do? Defining a successful outcome
20 minutes
What will we do?Rule 7: Define at least one Pathfinder Project with guideposts (How you will get there)
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Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 54
Our Pathfinder Project:Example: Completing initial draft by February 29
Guidepost 1: Design proposal outlineGuidepost 2: Recuit missing researchersGuidepost 3: Complete initial draft
January 27February 15February 29
Our Pathfinder Project:
Guidepost 1:
Guidepost 2:
Guidepost 3:
You have many places where you can start. To begin, pick one project that moves you toward your outcome and define it clearly with a handful of milestones. In short, to move your ideas into action, you want to “run to daylight.” Note: Your project should not be the same as your outcome – it is the first step on the path toward that outcome.
Characteristics of a good starting project include:• Projects with small, easy first steps• Projects that can be accomplished by your core team• Projects that use assets over which you have control (you don’t need “permission”)• Projects with a relatively short time horizon (30-120 days)• Projects that can excite other people and encourage them to become part of your expanding network
What Will We Do? Defining a Pathfinder Project
20 minutes
What will we do?
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Rule 8: Draft a short term action plan with everyone taking a small step
Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 56
Action Step Who is responsible? By when?
An action plan sets out sets out who will do what by when. It outlines a set of transparent, simple commitments that accomplish three important elements in moving a new collaboration to action:
• Distributing responsibility: an effective action plan distributes the responsibility for taking action evenly across the team. This improves the probability that something will get done.
• “Proofing” team members: like proofing yeast to make sure it is still active, an action plan proofs team members to make sure they are all committed to moving forward.
• Creating flexibility for inevitable adjustments: an action plan helps team members make adjustments when circumstances change. It makes it easier to remember, “Where were we?” when a lapse appears.
What Will We Do? Defining an Action Plan
10 minutes
What’s our 30/30?
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Rule 9: Set a 30/30 meeting to review your progress and make adjustments
Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 58
30/30 Checklist
Who is responsible for circulating results from this workshop? Our “knowledge keeper” is:
What are the details of the next in-person meeting? Date and time:
Location:
Who will be responsible for ongoing “library” management (uploading materials to the Hub)?
Our “librarian” is:
When teams get in sight of their destination, they often get careless and can fail to finish. To avoid this problem, the question “What’s our 30/30?” is designed to trigger a conversation about how the team will review its progress and make adjustments. It “closes the loop” to the strategy process.
Maintaining alignments and connections is a dynamic process requiring continuous (but not constant) attention. What’s been done in the last 30 days? What needs to happen in the next 30? Small amounts of time (1-2 hours per month) can be devoted to revising our strategy. The point is to come back together to share what we have learned, realign ourselves, and figure out our next steps.
What is our 14/14? Set a follow-up
10 minutes
What’s our 30/30?Rule 10: Nudge, connect and promote relentlessly to build your new habits of collaboration
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Pack developed by Purdue Center for Regional Development - Strategic Doing © 2016 60
Describe your Pathfinder Project (page 6):
And its milestones: DateMilestone 1:
Milestone 2:
Milestone 3:
Describe your outcome (page 5):
And how you’ll know if you succeed:
Characteristic 1: Metric 1:
Characteristic 2: Metric 2:
Characteristic 3: Metric 3:
Outline your action plan (page 7):
Who Does what?
Details of your 30/30 meeting (page 8):
Map your strategy
Teams at 50 universities are redesigning engineering education with Strategic Doing
13
Dec Jan Feb Mar Apr May Jun
Design sessions
Workshop
Nov Dec Jan Feb Mar Apr May
Strategy Workshop
30/30 Committee Meetings
Board Review and ApprovalMid-Course Corrections
Design your process
Thank you.