Download to read offline
Uploaded byScott Hutcheson, Ph.D.
Creating an Agile Strategy for Diversifying the Valdez (Alaska) Economy
This document outlines an agile strategy called "Strategic Doing" for diversifying the economy of Valdez, Alaska. It discusses increasing the flow of money in the local economy through good money from exports and tourism, neutral money from business-to-business transactions, and reducing bad money spent on outside purchases. The strategy focuses on collaboration over planning through connecting local assets, building trust networks, and pursuing small, measurable goals through ongoing action and learning.
More Related Content
Similar to Creating an Agile Strategy for Diversifying the Valdez (Alaska) Economy
![Strategic Doing Presentation Bwgllc Template[1]](https://cdn.slidesharecdn.com/ss_thumbnails/strategicdoingpresentationbwgllctemplate1-12749249223925-phpapp02-thumbnail.jpg?width=640&height=640&fit=bounds)
More from Scott Hutcheson, Ph.D.
Creating an Agile Strategy for Diversifying the Valdez (Alaska) Economy
- 1. Creating an AgileStrategy for Diversifying the Valdez Economy Scott Hutcheson, Ph.D. February 2015 - Valdez, Alaska
- 5.
- 6.
- 8. 1) Good Money– Increase the amount of money coming into the community. 2) Neutral Money – Increase the velocity of money circulated in the region among local businesses 3) Bad Money – Reduce income leaving the community via outside purchases Good money increases when products are exported and when outsiders visit and spend. Bad money is reduced when locals invest more at home. Neutral money speeds up with business to business trade. The Valdez Economy: Three Flows of Money Adapted from the work of Ed Morrison & David Morganthaler
- 12. Strategy Strategy = theemployment of battles to win the war. - General Carl von Clausewitz
- 13. I will builda motor car for the great multitude. It will be so low in price that no man will be unable to own one. - Henry Ford
- 14. Source: Bently HistoricalLibrary, Josephine Fellows Gomon Papers, Box 10, draft manuscript, The Poor Mr. Ford. In 1928 Henry Ford’s River Rouge Plant in Dearborn, Michigan became the world's largest industrial complex, pursuing vertical integration to such an extent that it could produce its own steel. In this year he also established “Fordlandia” his rubber tree plantation in the Amazon Rainforest The Ford Motor Company
- 15. The world haschanged a lot since we first started using strategies to chart our course
- 16. Metro-Goldwyn-Mayer 71 cast andcrew members all working for MGM
- 17.
- 18.
- 19. What do themilitary and vertical business models have in common? 19
- 20. What do themilitary and vertical business models have in common? 20
- 21.
- 22.
- 23.
- 24. Metro-Goldwyn-Mayer Cast and crewof 2,000+, hardly any working for MGM
- 25.
- 28. Strategic planning often spoils strategic thinking. -Henry Mintzberg
- 29.
- 31. Strategic Doing enablespeople to form action-oriented collaborations quickly, move them toward measurable outcomes, and make adjustments along the way.
- 32. Thinking, Behaving, &Doing in New Ways
- 33. Thinking in NewWays
- 34. Strategic Doing Leverages the Value ofa Network 10 nodes, 9 connections 10 nodes, 45 connections
- 35.
- 36. There is notop or bottom in a network
- 37. Networks move usto new opportunities
- 38. Networks move usto new opportunities
- 39. http://www.slideshare.net/linkedin/mandel-linked-in-connections-reportnov-2014 The “most- connected” communities had morethan double the job growth of the “least- connected” communities.
- 40. We Create Networksby Connecting Assets Kretzmann, J. & McKnight, J. (1999). Building Communities from the Inside Out: A Path Toward Finding and Mobilizing A Community’s Assets.
- 41. We Create Networksby Connecting Assets
- 42. We Create Networksby Connecting Assets
- 43. We Create Networksby Connecting Assets
- 44. Strategic Doing RecognizesThat We Can’t Predict the Future Dr. Lowell Catlett Economist, Futurist, and Professor New Mexico State University
- 45. Strategic Doing RecognizesThat We Can’t Predict the Future One study looked at 7,000 different economic predictions and found 47% of them was correct.
- 46. Strategic Doing RecognizesThat We Can’t Predict the Future Flip a coin and you beat the economists by 3%.
- 47. Behaving in NewWays
- 48. Strategic Doing AcceleratesCollaboration Turf Trust TIME Sharing Resources Sharing Information Mutual Awareness Co-Execution Co-Creation Acknowledgment Exploration Cooperation Collaboration Innovation Adapted from Collaboration Continuum from ACT for Youth
- 49. Building trust takesdoing
- 50.
- 51. Innovating networks produce increasingreturns Mathematics says the sum value of a network increases as the square of the number of members. In other words, as the number of nodes in a network increases arithmetically, the value of the network increases exponentially. Adding a few more members can dramatically increase the value for all members. - Kelly, K. (1999). New Rules for the New Economy
- 52. Prosperity is not“winner take all” Source: Clipart by C Charley-Franzwa - http://clipartof.com/50191
- 53. Doing in NewWays
- 54. Strategic Planning StrategicDoing Strategic Doing is a strategy protocol built for networks
- 55.
- 56.
- 58. A 30/30 commitmentdrives learning
- 59. Strategic Doing Focuseson Small Wins to Achieve Big Goals Doubt and dwindling motivation comes on quickly when a big goal is missed. On the other hand, small wins lead to the progress principle - more confidence, high performance, and motivation to keep moving forward. - Teresa Amabile
- 60. Strategic Doing is Simplebut not easy. It’s the simplicity on The other side of The complexity.
- 61. Strategic Doing began inOklahoma City in1993
- 62. Oklahoma City Toda Photoby: Luke Barrett
- 64.
- 65.
- 66. Workforce Innovations in RegionalEconomic Development - Designed & guided 60+ collaborations - Over 100 partner organizations - Tracked over 200 metrics - Hired 2.5 people to manage it all - 80% of initiatives sustained
- 71. Kokomo, Indiana 2008 =One of the Fastest Dying US Cities 2014 = One of the Fastest Growing US Cities
- 75. The key tothese successes was th Rather than focusing on investing in right projects, we focused on investing in the right collaboration Is it… scalable, replicable, sustainable?
- 76. Strategy becomes acollective habit of ongoing conversation coupled with action, rather than an event or a document
- 77.
- 78. • Local &Regional Economic Development • Workforce Development • Community & Neighborhood Development • Cluster Development • Local/Regional Food Systems • Community Health • Innovation Ecosystem Development • Strategic Alliances • Inter-Unit Organizational Collaboration • National Associations Practicing Strategic Doing
- 79. Strategic Doing inthe “Literature” Hutcheson, S. (2014). Effective Strategy in Local & Regional Development. Hutcheson, S. (2914). Effective Strategy Making In Economic & Community Development. Morrison E, & Hutcheson, S. (2014). Acceleratin Civic Innovation with “Strategic Doing.”
- 80. Purdue’s partners inStrategic Doing
- 84. To know whatyou’re going to draw, you have to begin drawing. - Pablo Picasso
- 85. To learn moreand to connect Scott Hutcheson, Ph.D. Purdue University hutcheson@purdue.edu www.pcrd.purdue.edu www.strategicdoing.net www.facebook.com/stratdoing www.slideshare.net/jshutch Find these slides