In this episode, we explore coaching by talking to someone who uses Strategic Doing in his coaching practice with companies and their leaders. David Ducheyne is the founder of Otolith, a consulting firm based in Belgium that takes a people-oriented approach to its work with firms seeking to make major transformations. David notes that he’s often surprised at the extent to which management underestimates the talent in their own companies, and how slow they can be to embrace collaboration. Unblocking that resistance is often key to solving the problems that David’s been retained to help them solve. He's developed a novel solution to help them make the most of their greatest resource - their people.
Strategic Doing got its start more than two decades ago in the world of economic development. It’s since broadened to almost every domain and kind of organization - anywhere there are people who realize they need to find a way to get things done when there’s no one that can truly call all the shots. In this episode, we return to Strategic Doing’s roots, through hearing about the journey of one economic development organization,TexAmericas, in Texarkana - right on the border of Texas and Arkansas. It’s a place where collaboration is not an option, it’s an imperative. Eric Voyles, the Executive Vice President and Chief Economic Development Officer of TexAmericas, chose to use the Strategic Doing approach more than a year ago and we talk about what's happened since then and what's next.
As an exploratory approach to identifying and deploying potential solutions to problems, Design Thinking has a lot in common with Strategic Doing. Many Strategic Do-ers are interested in learning more about Design Thinking, and people steeped in Design Thinking are attracted by the Strategic Doing approach. In this episode, you'll hear a brief overview of the basics of design thinking, from José Lugo of the University of Puerto Rico - Mayagüez, and Lab director Ed Morrison's report on conversations with the Darden School of Business about how the groups might collaborate to solve big problems.
REPAIRED FILE - Wouldn't it have been useful to have a crystal ball at the end of 2019? Is there anything that we can do to get ready for disruptions - maybe not enormous ones like the pandemic, but those that still have the potential for major impact on our companies, institutions, or communities. In this episode, Doug Barrett, the director of the Center for Innovation and Economic Development at the University of North Alabama, shares the discipline of foresight, and how it can help us prepare.
As we look forward to rebuilding our communities in the coming months and years, we're confronted with renewing, if not rebuilding, entire ecosystems related to small and growing businesses. Those ecosystems can seem amorphous - the borders are fuzzy. Everything seems to have some impact on the whole. That’s the very nature of an ecosystem and it’s what makes it seem so daunting in trying to effect change. The fact is, ecosystems can’t be controlled. They can only be guided. In this episode, Andy Stoll, senior program officer at the Kauffman Foundation talks about what the foundation’s learned about entrepreneurial ecosystems, the critical leverage point for guiding ecosystems, and how agile strategy can be a tool for guiding their growth.
A key concept in agile strategy is the idea of tossing out “if only.” “If only” serves to keep us stuck, because it says that we’ve become victims of our circumstances. But we don’t have to view our situation that way. In fact, one of the lessons of the pandemic, because it’s stretched out so much further than we could have imagined last March, is that most of us haven’t had the luxury of ‘waiting it out.” We’ve been forced to think about alternatives, new ways to get to a desired outcome, or even choosing a new outcome to steer toward. In this episode, Lilly Cavanaugh, the executive director of the Ohio Latino Affairs Commission talks about not having "if only" as an option - and what happened after that.
The growing polarization of our society, manifested last week in the riots in the US Capitol - is truly what some people call a "wicked" problem - a term that refers not to any intent, but to an exceptionally complex nature that resists solutions. Rebuilding our civic and political life will require deep and focused conversations. In this episode the director of the Lab, Ed Morrison, reflects on what’s changed in our civic life in the last thirty years. The conversation took place the day before the riots, but his ideas can help us put the events in the context of agile strategy from a societal vantage point. You’ll also hear a bit about what it all might mean for an issue like the pandemic.
For an end-of-year roundup, members of the Agile Strategy Lab team reflect on the best book they read this year. It's a potpourri of genres, including business books, fiction, and history (both US and world). Start your list for 2021. No need to take notes: the full list can be found at https://agilestrategylab.org/blog/.
One of the conversations that has woven through Strategic Doing over the past few years has had to with its use in an entrepreneurial context - both by entrepreneurs, and by people who are focused on building an entrepreneurship ecosystem in their community or region. Even within a single state, however, entrepreneurs' needs can vary tremendously - and the Strategic Doing approach need to be tailored appropriately for different audiences. In this episode, Lauren Goldstein from New Mexico State University talks about her work with a wide range of entrepreneurs in very different kinds of communities - both within and outside the university setting.
"Be Prepared" is the motto for scouting worldwide, but it applies to all of us. In a year in which it seems as though our world was prepared for very little, we focus in one community, and how their civic preparedness is serving them well. Iowa City is no stranger to extreme challenges - floods, catastrophic winds, and the pandemic - and that's just in the past few years. Tom Banta of Iowa City Area Development talks about the investments they're making in a different kind of emergency preparedness.