Today’s world is a connected world, where change happens very rapidly. The ability to respond quickly and effectively has become critical and is needed for organizations, communities and regions to survive and thrive. Yet, many of our management structures from corporate to governmental are firmly rooted in the practices of a world that moved much more slowly and hierarchically.
“Change is the law of life and those who look only to the past or present are certain to miss the future.”
When people hear the phrase ‘Strategic Doing,’ they sometimes try to correct us: “You mean strategic planning, right?”
Well-meaning though the question is, that’s exactly what we don’t mean. Strategic Doing is a response to the failures of strategic planning, failures that many of us have only too much experience with: months spent in meetings arguing about vision statements, goals vs. objectives, and precise timelines. Too often those plans reach full flower in a beautifully-rendered binder or book…only to never again see the light of day.
Needless to say, this is huge waste of resources and does not represent the world we live in anymore. Instead, the problems that most organizations face are ones that can only be solved by a network of collaborators, often people from multiple entities (whether companies, governmental bodies, educational institutions, or non-profit organizations).
Spark Growth Strategic Doing Video
There is no one person – or even a small group of people – that can issue a set of orders to “fix” the problems, even if that group could agree on what the solutions are. Innovations (technological and otherwise) seem to appear and take hold overnight – “disruption” has become the norm, not the exception.
This new world of constant change and horizontal connections (vs. the hierarchies of the past) is the environment which Strategic Doing was designed to address.
Strategic Doing is different, by design. It forms needed collaborations quickly, moves them toward measurable outcomes, and makes adjustments along the way. Participants figure out “what works” by launching experiments, which we call “Pathfinder Projects”, that begins with trust building to move them toward shared, measurable outcomes.
This fast, iterative process of rapid think/do cycles, identifies leverage points in the invisible, complex networks that surround wicked problems. As trust builds within the network, they become more productive. They link and leverage their assets. They spot opportunities faster and act faster.
At Spark Growth, we look at the possibilities in any given situation, we identify assets, we build collaborations, and we take advantage of new and existing networks, resources and ideas that our broad community of thought leaders share with global context.
“The best way to predict the future is to create it.” Peter Drucker
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Collaborations Leverage Results.
- Teach people how to form collaborations
- Move them quickly toward measurable outcomes
- Make adjustments along the way
- Enable leaders to design and guide new networks that generate innovative solutions
Our results: More effectively applying time, energy and financial resources significantly increases return on your investments using Strategic Doing as a protocol.