The National Skills Coalition has released a new report on how states are using "sector strategies" to support workforce development in different clusters.
The report includes an interesting graphic that explains the different actors that can be engaged in a sector strategy. Click on the image below for a larger view.
We are on a call today with a state agency in Michigan that is considering the adoption of Strategic Doing. They've asked us some questions in advance of the call.
What is Strategic Doing?
Strategic Doing is an agile process for developing and implementing a strategy. It is a network-based or collaboration approach to strategy, designed for organizations and situations in which strict “command and control” does not work. Strategic Doing is based on simple disciplines that can be easily learned and widely shared.
An effective strategy answers two questions: Where are we going? And how will we get there? By guiding conversations with a clear, simple process, Strategic Doing answers these questions. By encouraging and guiding open conversations and commitments, Strategic Doing encourages broader participation and ownership in the development and implementation of strategy.
Strategic Doing assumes that the strategy process never ends. So, it is designed around frequent, short workshops and meetings that can fit into existing work schedules. Strategic Doing encourages participants to “learn by doing”.
Can Strategic Doing be integrated into an existing strategic plan?
Strategic Doing can be easily integrated into an existing strategic plan. Adopting Strategic Doing does not mean redoing anything. Most strategic plans define “focus areas” of high priority activities. So, for example, a workforce strategic plan might include focus areas, such as improving STEM skills, strengthening career pathways in manufacturing, and so on. Within each focus area, the strategic plan often outlines specific initiatives or projects that translate these ideas into action. So, to carry our example forward, a workforce strategic plan will outline several projects designed to improve STEM skills.
Strategic Doing uses these focus areas and initiatives and develops disciplined implementation plans for each. By continuously revising outcomes and action steps, Strategic Doing encourages participants to revise their outcomes and initiatives, as circumstances change and they learn “what works”.
An existing strategic plan can serve as a foundation for Strategic Doing, and we would follow some simple steps to move forward.
Is Strategic Doing a “top-down” or a “bottom-up” process?
We do not think of Strategic Doing as either a top-down or bottom-up process. Instead we think of it as an open process that encourages participation with leadership direction. So, it combines the best aspects of both a top-down and bottom-up process.
What process is used for the implementation of a plan?
The implementation of the plan is a continuous process built around workshops. The initial workshop lasts 3 to 4 hours. Subsequent workshops are generally shorter, usually one to two hours. They can be easily scheduled over lunch. These workshops occur on a frequent basis. We recommend that to start these workshops be scheduled every 30 days. As the process continues, the interval between workshops can lengthen. In no case, however, should the workshops be spread more than 180 days apart.
Each workshop is structured around strategic focus areas. The initial focus areas can come from the strategic plan. As the process of implementation moves forward, the participants can add new focus areas, eliminate focus areas, or combine them. Generally speaking, it’s best to keep focus areas limited in number to about seven. To start, we recommend between three and five focus areas. If you have a strategic plan in place, you can outline the strategic focus areas from your plan.
Unlike strategic planning that sets strategy priorities once for a long period, such as 3 to 5 years, Strategic Doing encourages continuous revision of strategic priorities based on new circumstances and what the group together is learning.
What assistance can Michigan State and Purdue provide to an organization interested in Strategic Doing?
Michigan State and Purdue can provide workshop support, training, and webinars to help your team implement Strategic Doing. Unlike a consultant contract, our engagement is focused on training and supporting your team so that your organization can become far more engaged, aligned and effective in pursuing your strategic priorities.
The European Commission has produced an interested report on the impact of our digital future on open innovation.