White River Ferry Baxter County, Arkansas, circa 1900

Better understand he nature of collaborationIdentify what stage your collaborations are inConsider ways to move a collaborations to the next level

Baxter County,

Arkansas

Hierarchy of Complex Systems

•Social Organizations – economics, education, politics•Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells

6

Co

mp

lexi

tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

The Economist vs. The Rocket Scientist

7

Hierarchy of Complex Systems

•Social Organizations – economics, education, politics• Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells

8

Co

mp

lexi

tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

Hierarchy of Complex Systems

•Social Organizations – economics, education, politics• Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells

9

Co

mp

lexi

tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

Hierarchy of Complex Systems

•Social Organizations – economics, education, politics• Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells

10

Co

mp

lexi

tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

Providing a platform for managing complexity by forming action-oriented collaborations quickly,

moving them toward measurable outcomes, making adjustments along the way, and accelerating

innovation, economic growth, & social change.

Talent Driving Regional Transformation in North Central Indiana

• One of 13 regions, receiving 8% of the national investment• Produced 40% of the national

results• Launched 60 collaborative

initiatives• Worked actively with dozens of

partners, hired only two people• Partners committed to invest

after the seed money was gone• 80% of the initiatives are

continuing

• Set ambitious goals, exceeded them by 250%• 16,300 people completed

training• Awarded 1,800 degrees or

certificates• Placed 3,600 people in jobs

within targeted industries

Talent Driving Regional Transformation in North Central Indiana

• One of 13 regions, receiving 8% of the national investment• Produced 40% of the national

results• Launched 60 collaborative

initiatives• Worked actively with dozens of

partners, hired only two people• Partners committed to invest

after the seed money was gone• 80% of the initiatives are

continuing

• Set ambitious goals, exceeded them by 2.5%• 16,300 people completed

training• Awarded 1,800 degrees or

certificates• Placed 3,600 people in jobs

within targeted industries

Talent Driving Regional Transformation in North Central Indiana

• One of 13 regions, receiving 8% of the national investment• Produced 40% of the national

results• Launched 60 collaborative

initiatives• Worked actively with dozens of

partners, hired only two people• Partners committed to invest

after the seed money was gone• 80% of the initiatives are

continuing

• Set ambitious goals, exceeded them by 2.5%• 16,300 people completed

training• Awarded 1,800 degrees or

certificates• Placed 3,600 people in jobs

within targeted industries

Talent Driving Regional Transformation in North Central Indiana

• One of 13 regions, receiving 8% of the national investment• Produced 40% of the national

results• Launched 60 collaborative

initiatives• Worked actively with dozens of

partners, hired only two people• Partners committed to invest

after the seed money was gone• 80% of the initiatives are

continuing

• Set ambitious goals, exceeded them by 2.5%• 16,300 people completed

training• Awarded 1,800 degrees or

certificates• Placed 3,600 people in jobs

within targeted industries

People Are Calling Purdue

19

• Highly complex environments• Nobody can tell anybody else

what to do• The future can’t be predicted• Circumstances change quickly• No single person or organization knows

enough or has enough resources

These kinds of challenges require a new set of tools

. Strategic

planning often spoils

strategic thinking.

Henry Mintzberg

28

Strategy Answers Two

Basic Questions

Strategic Doing Divides the Two Basic Questions into Four Appreciative Questions

30

Strategic Doing Moves from the Linear to the Agile

Strategic Doing Is Iterative & Ongoing

Strategic Doing Accelerates Collaboration

• Local & Regional Economic Development

• Workforce Development• Community & Neighborhood

Development• Cluster Development• Local/Regional Food Systems• Community Health• Strategic Alliances• Inter-Unit Organizational Collaboration• National Associations• Innovation Ecosystem Development

Practicing Strategic Doing

• Local & Regional Economic Development

• Workforce Development• Community & Neighborhood

Development• Cluster Development• Local/Regional Food Systems• Community Health• Strategic Alliances• Inter-Unit Organizational Collaboration• National Associations• Innovation Ecosystem

Development

Practicing Strategic Doing

Brainpower & Talent

Development

Innovation & Entrepreneurship

Support

New NarrativesQuality Connected

Places

A Portfolio of Innovation Assets

Image the Delmarva Peninsula as a vibrant innovation ecosystem.

What would that look like?What assets do we already have in place?How could we link and leverage our assets to point us toward new innovation-related opportunities?

Scott Hutcheson, Ph.D.765-479-7704

hutcheson@purdue.eduwww.linkedin.com/in/scotthutcheson/

www.twitter.com/jshutch64www.facebook.com/scott.hutchesonhttp://www.slideshare.net/jshutch/

for more information & to connect

Slides available