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« February 2012 | Main | April 2012 »
March 2012
March 29, 2012
March 25, 2012
View from the White House: Our energy future
A year ago, the White House put out its Blueprint for a Secure Energy Future. A couple of weeks ago, they released an update. 
March 21, 2012
The exploding opportunities in the Internet economy
The Boston Consulting Group has produced an important report on the economic opportunities unleashed by the Internet. The Internet economy is set to almost double between 2010 and 2016.
"The Internet economy in the developed markets of the G-20 will grow at an annual rate of 8 percent over the next five years, far out-pacing just about every traditional economic sector, producing both wealth and jobs."
Finding a smart way to shrink
Earlier this week, I traveled to Louisiana to participate in some very difficult discussions in North Louisiana and Baton Rouge. The Louisiana budget is imploding, and higher education has been on the chopping block: 30%+ cuts over the past two years. More to come this year, and still more in 2012. When economies slow down and budgets shrink, the politics can get really ugly. In 1994, I sensed this problem and recommended that Louisiana Tech take over the campus at LSU-Shreveport. That would provide some opportunity for LA Tech, a very entrepreneurial and agile research university, to grow. In 1994, the recommendation went nowhere. (They tried to shoot the messenger, but I ducked.) Two months ago, higher education consultant, Eva Klein, made a similar recommendation. This time, it's different. Politics are still ugly, but there's a chance for Louisiana to do the right thing to both strengthen LA Tech and build a more resilient higher education system, in spite of the budget cuts. I was invited to come to Louisiana to make a presentation about what we are doing at Purdue to build collaborations. I was also able to give some perspective on the situation from my work in 1994. Using Purdue's formula for managing complex challenges in shifting environments -- thinking differently, behaving differently, doing differently -- I was able to put a different spin on what is potentially an ugly situation. I believe that we made a difference. The North Louisiana legislative delegation was engaged as Dr. Reneau, president of LA Tech, and I spoke.
The strategy involves "linking and leveraging" assets, not taking them over. It's a matter of thinking in terms of networks and abandoning Industrial Age thinking of take-overs.
In the world of networks, strategy is about about strengthening and connecting cores, not protecting boundaries. This step is still a long shot. The LSU System will oppose any intrusion on their turf. They will characterize the North Louisiana solution as a "take-over" by Louisiana Tech. But, sadly, facts are stubborn things. The campus of LSU-Shreveport has not been growing. As one Louisiana higher education official noted, "If we do nothing LSU-S will become a hurricane shelter, and that's about it."
The focus of the LSU System will always be, as it should be, protecting the flagship campus. That leaves regional campuses, like LSU-S, extremely vulnerable. At the same time the state is pushing up student selection standards, so tuition revenues will not save LSU-S.
My main point is this, though: We are all facing shrinking budgets. We will all need to find ways to "link and leverage" our assets to do more with less. Building collaborations is not easy. It takes discipline and practice. It's a collective discipline that becomes more effective as more people learn the discipline.
Transformation is tough work, but it is important for the future of the people of North Louisiana, where I used to live.
My main point is this, though: We are all facing shrinking budgets. We will all need to find ways to "link and leverage" our assets to do more with less. Building collaborations is not easy. It takes discipline and practice. It's a collective discipline that becomes more effective as more people learn the discipline.
Over the years, this is the approach we have used to transform economies like Charleston, SC and Oklahoma City. The approach works. That's why, at Purdue, we are teaching these disciplines in our new certification for Strategic Doing. To learn more, please contact Peggy Hosea, my colleague at Purdue: phosea@purdue.edu
Finding a smart way to shrink
Earlier this week, I traveled to Louisiana to participate in some very difficult discussions in North Louisiana and Baton Rouge. The Louisiana budget is imploding, and higher education has been on the chopping block: 30%+ cuts over the past two years. More to come this year, and still more in 2012. When economies slow down and budgets shrink, the politics can get really ugly. In 1994, I sensed this problem and recommended that Louisiana Tech take over the campus at LSU-Shreveport. That would provide some opportunity for LA Tech, a very entrepreneurial and agile research university, to grow. In 1994, the recommendation went nowhere. (They tried to shoot the messenger, but I ducked.) Two months ago, higher education consultant, Eva Klein, made a similar recommendation. This time, it's different. Politics are still ugly, but there's a chance for Louisiana to do the right thing to both strengthen LA Tech and build a more resilient higher education system, in spite of the budget cuts. I was invited to come to Louisiana to make a presentation about what we are doing at Purdue to build collaborations. I was also able to give some perspective on the situation from my work in 1994. Using Purdue's formula for managing complex challenges in shifting environments -- thinking differently, behaving differently, doing differently -- I was able to put a different spin on what is potentially an ugly situation. I believe that we made a difference. The North Louisiana legislative delegation was engaged as Dr. Reneau, president of LA Tech, and I spoke.
The strategy involves "linking and leveraging" assets, not taking them over. It's a matter of thinking in terms of networks and abandoning Industrial Age thinking of take-overs.
In the world of networks, strategy is about about strengthening and connecting cores, not protecting boundaries. This step is still a long shot. The LSU System will oppose any intrusion on their turf. They will characterize the North Louisiana solution as a "take-over" by Louisiana Tech. But, sadly, facts are stubborn things. The campus of LSU-Shreveport has not been growing. As one Louisiana higher education official noted, "If we do nothing LSU-S will become a hurricane shelter, and that's about it."
The focus of the LSU System will always be, as it should be, protecting the flagship campus. That leaves regional campuses, like LSU-S, extremely vulnerable. At the same time the state is pushing up student selection standards, so tuition revenues will not save LSU-S.
My main point is this, though: We are all facing shrinking budgets. We will all need to find ways to "link and leverage" our assets to do more with less. Building collaborations is not easy. It takes discipline and practice. It's a collective discipline that becomes more effective as more people learn the discipline.
Transformation is tough work, but it is important for the future of the people of North Louisiana, where I used to live.
My main point is this, though: We are all facing shrinking budgets. We will all need to find ways to "link and leverage" our assets to do more with less. Building collaborations is not easy. It takes discipline and practice. It's a collective discipline that becomes more effective as more people learn the discipline.
Over the years, this is the approach we have used to transform economies like Charleston, SC and Oklahoma City. The approach works. That's why, at Purdue, we are teaching these disciplines in our new certification for Strategic Doing.
March 12, 2012
New report on hot spot cities around the world
New York ranks first, Washington ranks eighth, Chicago ranks ninth, and Boston ranks tenth among 120 cities worldwide for its ability to attract capital, business, talent and tourists, according to an Economist Intelligence Unit report commissioned by Citi and released on Monday.
March 10, 2012
Harvard Biz Alumni: Can they help build US Competitiveness?
Harvard Business School is looking at the role its alumni can play to boost U.S. competitiveness. Read more. This initiative emerged from a recent report surveying the business school alumni.
OECD looks at the Chicago region
...And the picture is not all that pretty: An aging workforce, serious skills mismatches, high school drop outs (although the report seems to under-represent the real numbers), weak training programs, uncoordinated programs, and wasteful political rivalries.
A lot of room for improvement.
A lot of room for improvement.
MA measures its innovation momentum
The Massachusetts Innovation Index is one of the longest standing efforts to measure an innovation climate. It has some limitations -- every innovation index does, since measuring innovation is so tricky -- but the effort manages to keep state economic developers focused on the right challenge: accelerating innovation.
Here's a copy of the report. If you are interested in how your region might measure up on innovation, take a look at the regional innovation index tool we developed with our colleagues at Indiana University.
March 03, 2012
New Zealand's Green Growth Report
Balancing the needs of economic growth and environmental sustainability represents a major challenge for us in the years ahead. Here's a useful perspective on the challenge from New Zealand.
The report of the Green Growth Advisory Group focuses on steps the government can take to foster "green growth". In addition, you can see the Issues Document that framed the report.
The report of the Green Growth Advisory Group focuses on steps the government can take to foster "green growth". In addition, you can see the Issues Document that framed the report.
