presentation to staff | queensland government | december 2016

Strategic Doing and Agile Planning

Ed MorrisonPurdue Agile Strategy LabDecember 1, 2016

Our story starts here

Oklahoma City today

Photo by: Luke Barrett

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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

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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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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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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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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:



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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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


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


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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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:



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

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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.

presentation to staff | queensland government | december 2016

Economy & Finance