Waste Water Treatment Handbook

Strategic Doing:
Building Collaborations That Matter

Ed Morrison
Linda Fowler
Scott Hutcheson
Saturday, May 30, 2009

Strategic Doing:
Building Collaborations That Matter
Ed Morrison
Linda Fowler
Scott Hutcheson

Today’s Roadmap
‣ Why networks?
‣ Strategic Doing in a Nutshell
‣ What Strategic Doing Delivers
‣ Creating the Hub for Strategic Doing
‣ Practicing Strategic Doing
‣ Applying Strategic Doing to State Action Plans

We live in a networked world Internet map of
city-to-city connections
Source: chrisharrison.net

We live in a networked world Internet map of
city-to-city connections
Source: chrisharrison.net

Question:
Who makes the iPhone?
Answer:
A network led
by Apple
The iPhone
production
network

Question:
How many companies made the Wizard of Oz?
Answer:
One
(Metro-Goldwyn Mayer)

Question:
How many companies made the Spider Man 3?
Answer:
Fifty-six
(working in a network)

Question:
How did regions function in a pre-networked world?
Answer:
State
State
State
Agencies
Agencies
Libraries
Libraries
Economic
Economic
Economic
Silos
Agencies Libraries Development
Development
Development
Post-
Post-
Post-
Secondary
Cities K-12
K-12 Secondary
Secondary
Cities
Cities K-12
Counties
Counties Workforce
Counties Workforce
Workforce
Federal
Federal
Federal
Federal
Agencies Social
Agencies Social Chambers
Chambers
Agencies
Agencies Social
Service Chambers
Service
Service

Question:
How do regions function in a networked world?
Answer:
State
State
State
Agencies
Agencies
Libraries
Libraries
Economic
Economic
Economic
Still Silos
Agencies Libraries Development
Development
Development
Post-
Post-
Post-
Secondary
Cities K-12
K-12 Secondary
Secondary
Cities
Cities K-12
Counties
Counties Workforce
Counties Workforce
Workforce
Federal
Federal
Federal
Federal
Agencies Social
Agencies Social Chambers
Chambers
Agencies
Agencies Social
Service Chambers
Service
Service

We need new approaches to link and leverage assets
within our communities and regions

Today’s Roadmap
‣ Why networks?

Strategic planning evolved to handle the complexities of
managing large hierarchies...like the military and Fortune
500 companies

Strategic planning evolved to handle the complexities of
managing large hierarchies...like the military and Fortune
500 companies
A small group at the top

did the thinking
A larger group at the

bottom did the doing

As organizations have become more networked, older
strategic planning models do not work so well.
The reason: There is no top or bottom to a network.

Dilbert emerged to make fun of strategy in a
hierarchical world...

Organizations have been moving toward teams...where there is
no separation of thinking from doing

Strategic Doing is a discipline to enable teams of people to do
complex projects in these open networks
Strategic Planning Strategic Doing

Most places:
People and organizations work in
isolation trying their best
Strategic Planning:
A few people try to sort it all out
(but it often does not work)
Strategic Doing:
A continuous process of aligning,
linking and leveraging

With Strategic Doing, leaders guide open conversations to
translate ideas in to action...
Strategic Doing involves both open participation

and leadership direction
Key Insight: a tio

n
Le
ade
r
People move in the par
ti ci
p sh
ip
di
re
direction of their O pen ct
io
n
conversations
Dialogue Decision
Collaboration

Strategic Doing is simple, but not easy. It takes practice to
keep focused on four key questions...
Find
Learn Focus
Plan

What could
we do together?
Find
Learn Focus
Plan

What could
we do together?
Find
What should
Learn Focus we do together?
Plan

What could
we do together?
Find
What should
Learn Focus we do together?
Plan
What will
we do together?

What could
we do together?
Find
How will we learn What should

together? Learn Focus we do together?
Plan
What will
we do together?

Strategic Doing begins when a core team of people agrees
to take responsibility for the Strategic Doing process...
The Core Group agrees to

use a Strategic Doing
process to produce and
update a Strategic Action
Plan
Core Group

The Core Team identifies focus areas of opportunities to
produce dramatically better results....
Focus Area 1
Core Group
Focus Area 2
Focus Area 3

The Core Team identifies focus areas of opportunities to
produce dramatically better results....
Focus
Focus Area
Area 1 1
Core Group
Focus Area 2
Focus Area 3

Within each focus area, teams start with initiatives or
projects
Project
Focus Area
Core Group
Project
Project
Project
Project
Project
Project
Focus Area
Project Focus Area
Project
Project
Project
Project
Project

Within each focus area, teams start with initiatives or
projects
Project
Focus Area
Core Group
Project
Project
Project
Project
Project
Project
Focus Area
Project Focus Area
Project
Project
Project
Project
Project

The process of shaping a strategy is continuous
Core Group

Core Group

Project
Core Group Project
Project

Project
Core Group
Core Group Project
Project
30 Days

Project
Core Group
Core Group Project
Project
30 Days

The team starts with Strategic Action Plan Version 1.0,
then 1.1, then 1.2 and so on...
Strategic Doing calls for continuous revisions
of a Strategic Action Plan
30-90 days

The team starts with Strategic Action Plan Version 1.0,
then 1.1, then 1.2 and so on...
1.0 1.1 1.2 1.3
30-90 days

Strategic Doing is not that much different than
planning a family vacation
Core Group
for Our Florida Vacation

Strategic Doing is not that much different than
planning a family vacation
Core Group

Relaxation
Core Group
Other Activities
Transportation

Research
Beach
Activities on
Web
Gather Good Relaxation

Books,
Movies
Core Group
Research
Restauarants
Other Activities
Look at
Museum
Options
Check out
Night Life Transportation
Explore One
Day Side
Trips
Local Travel
Flying
Airport to
Hotel

Today’s Roadmap
‣ Why networks?

In hours, Strategic Doing generates all the components you
need for a Strategic Action Plan to guide innovative
collaborations.
Strategic Doing is fast, flexible, and (surprisingly) fun.
Strategic Doing is a civic discipline to guide open innovation

Create ideas about what we
can do together
Find
Commitments
to Stay Connected Opportunities
Reconnect Define what

to learn and Learn Focus we will do
adapt
Outcomes and
Action Plans Initiatives
Plan
Commit to
link and leverage

Strategic Doing quickly generates “link and leverage”
strategies
Strategic Doing
produces
alignments, links
and leverage
A great example...The new Water Council

in SE Wisconsin

Water, Water, Water, …
© 2008, Brian D. Thompson, UWM Research Foundation 28 10/6/08

CH2MHILL
Private Sector
Public Sector Federal
• Engineering services
Joy
Bucyrus
Siemens GE
UNDP Government
DNR Veolia Great Lakes Water Advanced ITT
MMSD
• Water treatment equipment
Chemical Systems
• Water utilities
M7/GMC Miller Coors

• Ind. wastewater treatment
City of Utilities • Intake quality, output quality Pentair

Milwaukee • Energy consumption • Filtering & purification
Opportunities Procorp AquaSensors

Thermo Fisher
Scientific
Water Council Water User • Water reuse & softening
Sanitarie
• Phosphate & radium removal
Environmental • Wastewater treatment
• Algae control (& exploitation) design
Municipalities
•
•
Removal of PCBs from lakes & rivers
Storm water containment, Treatment/
• Road salt Processing/ Badger Meter Flygt
•
•
Ship’s ballast – policy/enforcement
Aquaculture Energy/Efficiency Softening Analysis/ • pumps
• Ethanol production efficiency • Water meters
•
•
Lake Michigan contamination
Policy issues – metering/incentives • Tar sands water treatment Measuring/ • Meter reading systems
• Elimination of boiler scaling

• Increasing brewing efficiency Control
• Increased efficiency of water heating
• Speeding treatment for large volumes Pumps/ Valves/ Fall River
UW-Madison
• Increasing treatment efficiency
Components
Bioscience Processing/Treatment
•Municipal wastewater treatment •Reverse Osmosis
–Storm water treatment •Softening
Fluid Transport/
–Reduced use of chemicals
•Industrial wastewater treatment
•Ships ballast - treatment
•Treatment targets AO Smith
–Farm manure, food processing waste, metals –PCBs in sewer pieps
Civil & Ind. Engr. –Utilizing sewer sludge
•Residential Water Treatment
–Desalinzation
–Radium in ground water
• Water heaters
Marquette –Residential water treatment, home filtration

–Residential Water softening without salt
–Pharmaceuticals
–Phosphate Consumer
Detection
Products
Monitoring/Detection
• Water security Kohler
• Real time monitoring • Faucets
WATER Inst. •
•
User detection systems
Real time sensing for life forms
• Materials, coatings, plating
• Casting technology
• Pharmaceuticals
Chem & Biosci Materials
School of Freshwater
Science UWM
CEAS DOE
Physics Funds
Fluid Power
NSF Foundations
MSOE
Academic Institutions Rapid Proto Center
NIH DoD Interior

EPA Greater
Milwaukee
Foundation USDA World Bank
NOAA/DOC International
© 2008, Brian D. Thompson, UWM Research Foundation
Partners Funding Agencies 10/6/08
28

CH2MHILL
Private Sector
Joy
Bucyrus
Siemens GE
UNDP Government
MMSD
Chemical Systems
• Water utilities
M7/GMC Miller Coors



Thermo Fisher
Scientific
Sanitarie
Municipalities
•
•
•
•
•
•

UW-Madison
Components
•Municipal wastewater treatment •Reverse Osmosis
–Storm water treatment •Softening
Fluid Transport/
•Industrial wastewater treatment
•Treatment targets AO Smith
–Farm manure, food processing waste, metals –PCBs in sewer pieps
Civil & Ind. Engr. –Utilizing sewer sludge
•Residential Water Treatment
–Desalinzation
–Radium in ground water
• Water heaters
Marquette –Residential water treatment, home filtration

–Pharmaceuticals
Detection
Products
• Real time monitoring • Faucets
WATER Inst. •
•
• Pharmaceuticals
Science UWM
CEAS DOE
Physics Funds
Fluid Power
NSF Foundations
MSOE
NIH DoD Interior

EPA Greater
Milwaukee
Foundation USDA World Bank
NOAA/DOC International
29

CH2MHILL
Private Sector
Joy
Bucyrus
Siemens GE
UNDP Government
MMSD
Chemical Systems
• Water utilities
M7/GMC Miller Coors



Thermo Fisher
Scientific
Sanitarie
Municipalities
•
•
•
•
•
•

UW-Madison
Components
• Carmen Aguilar – microbiology •Municipal wastewater treatment •Reverse Osmosis
• David Petering –metal metabolism –Storm water treatment •Softening
AO Smith
• Val Klump
• Tim Ehlinger – aquatic systems
Fluid Transport/ •Industrial wastewater treatment
–Farm manure, food processing waste, metals
•Treatment targets
–PCBs in sewer pieps
Civil & Ind. Engr.
• Burlage – PCR environmental
test –Utilizing sewer sludge –Desalinzation • Water heaters
•Residential Water Treatment –Radium in ground water
Marquette • Shangping Xu – safe drinking•
water •
Li, Jin – pollutant transport modeling
Bravo, Hector – hydraulic modeling
–Residential water treatment, home filtration
–Pharmaceuticals
• Christensen, Erik – pollutants in water
Detection
•
•
•
Amano, Ryoichi - CFD
Pillia, Krisna – porous media modeling
Kevin Renken- mass transfer • Joe Aldstadt – analytical methods
Products
• Sobolvev – biproducts utilization • Peter Geissinger – detection
• Doug Cherkauer – groundwater hydrology • Alan Schwabacher– pharmaceuticals in water
• Jim Waples – water aging

• Tom Consi – aquatic robots • Real time monitoring • Faucets
WATER Inst. • Tom Grundle - harbors
• Chen, Junhong – nano materials, sensors

•
•
• Pharmaceuticals
• Rohatgi, Pradeep – adv. castings, lightweight, lead-free
• Aita, Carolyn – advanced coatings
UWM
• Gong, Sarah – polymer materials
Science
CEAS DOE
Physics Funds
Fluid Power
NSF Foundations
MSOE
NIH DoD Interior

Partnerships
• Sponsored Research Proj.
•
•
Shared equipment
Graduates Cluster Effects
EPA Greater
Milwaukee
USDA
• Workforce training • Shared resources/equipment
•
•
Subcontractor/supplier
Extramural grant support • Collaborative grants
• Improved competitiveness
Foundation World Bank
• Philanthropic support
• Translational science NOAA/DOC International
29

Strategic Doing produces a swarm of innovations
Gorilla innovation Swarm innovation

Today’s Roadmap
‣ Why networks?

Strategic Doing needs:
A “safe, creative space” for creativity to

take place
Simple rules of civility to promote

“deep conversations”

To be innovative, we need “safe, creative”
places
‣ Camp Fires
‣ Watering Holes
‣ The Kitchen Table
Civic forums create safe places to stretch our minds...
Civic forums provide the venue to define new opportunities

and practice new civic behaviors
Source: Nead Brand Partners

The Innovation Cafe at Memorial
Hospital in South Bend serves no
food, but offers a place “where
staffers and outsiders can learn to
craft new ideas."

‣ Civility represents "the sacrifices that we make for
the sake of living together."
‣ Civility recognizes our inter-dependence.
‣ Without civility, we cannot do the complex thinking
and experimentation that workforce development
requires...
The Thrive region of 8

counties around Madison,
Wisconsin has adopted
Principles of Collaboration

Today’s Roadmap
‣ Why networks?

Strategic Doing is simple, but not easy. It takes practice...
What could
we do together?
Find

Plan
What will
we do together?

What could we do together?
1. Explore the assets at the table
2. Watch for patterns and possible connections
3. Find opportunities by connecting assets (What if?)

Here’s an example of a worksheet to connect assets
to opportunities from a Strategic Doing Pack
What are the assets What are the Who are the partners that
you can contribute opportunities we see could be engaged in this
or share? when we connect these opportunity?
assets?
Example: Network of Example Opportunity 1: We WIB, 3 key service providers, the
professionals committed to could conduct monthly webinars community college
youth initiatives to inform us of the innovations
taking place in the region.
Opportunity 2: We could create WIB, library system, community

weekly forums to keep people college
informed and build our networks...

As we connect assets, we notice something
strange starts to happen...
The “network effect” takes hold...
High
Inflection Point
ne
Zo
Opportunities
ty
ni
rtu
po
Op
Low
Low High
Trust and
collaboration

What could
we do together?
Find

Plan
What will
we do together?

What should we do together?
Pick something transformative..not just
something you are already doing...Pick
something that you can do together that
you cannot just do alone Where do you want to be in 3 years?
What will people be doing? And how

1. Pick an opportunity will they be doing it?
2. Define an outcome with 3 characteristics
3. Describe one initiative using 3 SMART Goals
An initiative is a project SMART = Simple + Measurable

+Achievable + Relevant + Time
Sensitive

Here’s a worksheet for defining characteristics of an
outcome...As we define outcomes clearly, sensible metrics
emerge
What does success look Define 3 characteristics Define a way to
like? of your Outcome measure this
characteristic
Example: Creating a nationally Characteristic 1: Active on-line Metric 1: Number of people

recognized workforce summit community of innovators engaged in our on-line network
that regularly pushes innovative
initiatives to address the
challenges of at-risk youth. Characteristic 2: Strategy teams Metric 2: Number of at-risk
that engage at-risk youth as youth participating in our
members strategy sessions
Characteristic 3: Example: Metric 3: Number of

Regular webcasts webcasts; total number of
webcast participants

Here’s a worksheet for SMART Goals to define an
initiative
Describe your Define 3 SMART We will do this....
initiative: Goals
For this project

by this date....
What are you going to do Example: We convene a core team of professionals in
to achieve your outcome? September 2009 the region engaged with at-risk youth to
complete budget and agenda for summit
December 2009 Complete funding
March 2010 Launch summit

What could
we do together?
Find

Plan
What will
we do together?

What will we do together?
1. Write an Action Plan of who does what by when
2. Make personal commitments

Here’s a worksheet for an Action Plan
Action Steps:
To move our project forward over
Responsible: By When:
the next 30 days, we will take these
action steps:
Date:
Questions? Contact:

What could
we do together?
Find

Plan
What will
we do together?

How will we learn together?
1. Capture your conversation on the web
2. Plan the next face-to-face meeting for revisions

30-90 days

How will we learn together?
1. Capture your conversation on the web
2. Plan the next face-to-face meeting for revisions

1.0 1.1 1.2 1.3
30-90 days

Here’s a worksheet for the Learning Process
Key elements of our Learning Process: Answers:
Who will compile notes from the Strategic Doing

session?
Who will post these notes to the web? Where, how and
by when?
What is the plan for the group to come back together to

revise the Strategic Action Plan and continue the learning
process?
What other steps can we take to keep connected and
expand our network?

Strategic Doing is like paddling a kayak in the ocean
The task requires

quick strategic
assessments and
continuous “doing”

Today’s Roadmap
‣ Why networks?

The framework for your Strategic Action Plan starts
with 6 focus areas:
1. “Transformed” Intake
2. “Transformed” Process
3. “Transformed” Services
4. “Transformed” Analysis
5. “Transformed” Tools
6. Effective Policy Guidance

You can start drawing your strategy map this way: :
Transformed Effective Policy

Intake Guidance
Core Group
A core team takes responsibility

for overseeing the strategic doing
process: the team compiles and
updates the Strategic Action Plan.
A Strategic Action Plan is

organized in Focus Areas. These
are the big buckets of related
activities.
Transformed
Transformed
Tools
Process
(Technology)
Transformed
Transformed Analysis
Services

Within each focus areas, you have a set of promising
initiatives to start. Pick one or more initiatives and
organize a 1-2 hour Strategic Doing workshop to
start...
1. Transformed Intake
Chances are, you will not do
1.1 Skill Assessments
everything all at once.
1.2 Triage Models
Your Strategic Action Plan will focus
1.3 Early Warning Systems on a more limited set of priority of
focus areas and initiatives.
2. Transformed Process
2.1 One Stop Redesign
2.2 UI/WIA Integration
2.3 Priority of Service

Preliminary Checklist for a Strategic Doing Workshop
✓ Prepare Strategic Doing Pack of workshop exercises (use a template

to start)
✓ Provide copies of Strategic Doing Packs to participants
✓ Make table arrangements: 6-8 people for a round table
✓ Record names and e-mails of people at the table
✓ Appoint at least one Knowledge Keeper who will summarize and

draw connections to what is being said in the Strategic Doing Pack
✓ Appoint at least one Web Keeper who will agree to post a summary
to the Web.

The Strategic Doing workshop will generate the
components of a Strategic Action Plan for that initiative:
1.1 Skill Assessments
Outcome for Skill Assessments:

What could
SMART Goals for Skill Assessments: we do together?
Skill Assessment Action Plan: Find
Schedule for Revision:

Plan
What will
we do together?

You will not start by trying to do everything at once.
You might start with 6 initiatives:
Skills
Assessment
and Transfer-
ability
Intake Guidance
Core Group
Triage
Models
Transformed
Transformed
Tools
A core team takes responsibility Process
(Technology)

Transformed
are the big buckets of related UI/WIA Transformed
Integration Analysis
activities. Services Applying
TORQ, Auto
Coder,
WPRS
Strategic initiatives or projects
bring partners together to work on
clear "deliverables"; it's where the
rubber meets the road. LMI Services
and Support
Flexible
Service
Options

To keep organized, you start numbering your initiatives
as they emerge...
1.0
1.1
Skills
Assessment
and Transfer-
ability
Transformed
6.0 Effective Policy
Intake Guidance
Core Group
Triage
1.2
Models
2.0
A core team takes responsibility
Transformed
Process
5.0 Transformed
Tools
3.0
(Technology)
4.0

Transformed
are the big buckets of related UI/WIA Transformed
activities. Services Applying
TORQ, Auto
Coder,
WPRS
rubber meets the road. 2,1 LMI Services
5,1
and Support
Flexible
Service
Options
4,1
3,1

In the next months, you conduct more Strategic Doing
workshops and add other initiatives, so your strategy
map looks something like this:
Trade
Adjustment
Skills Assistance
Assessment Guidance
and Transfer-
ability
Intake Guidance
Core Group
Triage
Models Youth
Guidance
Early ARRA
Warning
Systems
Transformed
Transformed
Tools
A core team takes responsibility Process
(Technology)
Improved
Information
A Strategic Action Plan is Sharing
Transformed Data-driven
are the big buckets of related UI/WIA Transformed Youth
activities. Services Services Applying
Priority of TORQ, Auto
Service Coder,
WPRS
rubber meets the road. Greening
LMI Services
Service
and Support Career
Delivery
Intelligence
Flexible
Service Real Time
Options Actionable
Information

The Strategy Map is flexible. There is no one right way
to draw it. The key point that you focus on doing
something...
Trade
Adjustment
Skills Assistance
Assessment Guidance
and Transfer-
ability
Intake Guidance
Core Group
Triage
Models Youth
Guidance
ARRA
Early
Warning Stronger
Systems Networks
Improved
Transformed Virtual
Transformed Delivery
One Stop Tools
A core team takes responsibility Redesign Process
(Technology)
Improved
Information
A Strategic Action Plan is Sharing
Transformed Data-driven
are the big buckets of related UI/WIA Transformed Youth
activities. Services Services Applying
Priority of TORQ, Auto
Service Coder,
WPRS
rubber meets the road. Greening
LMI Services
Service
and Support Career
Delivery
Intelligence
In Baltimore, the RAD group Flexible
identified 7 areas of strategic Service
Real Time
focus. In Atlanta, the 7 areas Options
Actionable
Diverse E&T
become 6 by combining skills Models
Information
assessments and transferability.
The Atlanta Region has modified the strategy

framework developed in at the national re-
employment summit in Baltimore

Thank you!
Questions?
Ed Morrison
edmorrison@purdue.edu
Linda Fowler
lfowler@regionerate.com

Waste Water Treatment Handbook

Caricato da

Informazioni sul documento

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

Waste Water Treatment Handbook

Caricato da

Copyright:

Formati disponibili

Strategic Doing:

Building Collaborations That Matter

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

A small group at the top

A larger group at the

Saturday, May 30, 2009

The reason: There is no top or bottom to a network.

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Strategic Planning Strategic Doing

Saturday, May 30, 2009

Saturday, May 30, 2009

Strategic Doing involves both open participation

Key Insight: a tio

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

How will we learn What should

Saturday, May 30, 2009

The Core Group agrees to

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Project Focus Area

Saturday, May 30, 2009

Project Focus Area

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Core Group Project

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

1.0 1.1 1.2 1.3

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Saturday, May 30, 2009

Gather Good Relaxation

Saturday, May 30, 2009

Saturday, May 30, 2009

Strategic Doing is fast, flexible, and (surprisingly) fun.

Strategic Doing is a civic discipline to guide open innovation

Reconnect Define what

Saturday, May 30, 2009

A great example...The new Water Council

Saturday, May 30, 2009