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257 Edward Morrison, Scott Hutcheson: Strategic Doing

A guide to strategic thinking and agile leadership for managing complex collaborations, building trust, and delivering results in uncertain times.

Duration: 05 hours
21 minutes
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Edward Morrison, Scott Hutcheson: Strategic Doing

Summary

In the age of rapid technological and social change, traditional top-down approaches to leadership and strategy are becoming increasingly ineffective. Strategic Doing provides an alternative framework for leading and managing complex collaborations that involves creating and guiding self-organizing networks of individuals and organizations. Based on extensive research and practical experience, this book presents a set of ten skills that are essential for agile leaders to effectively navigate uncertainty and achieve shared goals. These skills include creating a shared vision, forming and guiding dynamic teams, designing and implementing strategic initiatives, and measuring and sharing progress. Through real-world examples and case studies, Strategic Doing offers a practical guide to implementing this approach in a variety of settings, from community development to business innovation.

About

Title: Strategic Doing: Ten Skills for Agile Leadership

Author: Edward Morrison, Scott Hutcheson

Publishing Year: 2019

Publisher: Wiley

Length in hours: 5 hours and 21 minutes

5 main ideas

  1. Traditional top-down approaches to leadership and strategy are no longer effective in the face of rapid technological and social change.
  2. Strategic Doing provides a new approach to leading and managing complex collaborations that involves creating and guiding self-organizing networks of individuals and organizations.
  3. The ten essential skills for agile leadership include creating a shared vision, forming and guiding dynamic teams, designing and implementing strategic initiatives, and measuring and sharing progress.
  4. Real-world examples and case studies demonstrate the effectiveness of this approach in a variety of settings, from community development to business innovation.
  5. Strategic Doing offers a practical guide to implementing this approach, including tools and techniques for facilitating collaboration and measuring progress.
Edward Morrison, Scott Hutcheson: Strategic Doing

5 funny quotes

  1. "When in doubt, ask yourself: What would Yoda do?"
  2. "Sometimes, the best strategy is to just take a nap."
  3. "If you want to get somewhere quickly, don't follow a tortoise."
  4. "In the game of life, it's not about winning or losing. It's about having fun along the way."
  5. "The best way to predict the future is to create it. Or, you know, get a crystal ball."

5 thought-provoking quotes​

  1. "Strategy is the art and science of creating a future in an environment of uncertainty and change."
  2. "Strategic doing is about mobilizing people to take action together to create a better future."
  3. "Successful leaders and teams are those who understand and leverage complexity to achieve their goals."
  4. "In a complex world, the best strategies are emergent rather than predetermined."
  5. "Strategic doing is a disciplined process that enables people to collaborate and innovate in ways that they might not have thought possible."

5 dilemmas

  1. Balancing short-term needs with long-term goals: Strategic Doing helps teams create a shared vision for the future while also addressing immediate needs and concerns.
  2. Overcoming resistance to change: Strategic Doing emphasizes the importance of building trust and buy-in among team members to overcome resistance to new ideas and approaches.
  3. Working in a complex, rapidly changing environment: Strategic Doing provides a flexible framework for navigating complex environments and adapting to change.
  4. Collaborating with diverse stakeholders: Strategic Doing helps teams work with stakeholders from different backgrounds and disciplines to create innovative solutions.
  5. Managing competing priorities and limited resources: Strategic Doing helps teams prioritize their goals and resources to achieve the greatest impact.

5 examples

  1. The Strategic Doing methodology has been used by a variety of organizations, including the American Heart Association, the National Science Foundation, and the US Department of Agriculture.
  2. Eric Ries, the author of The Lean Startup, has praised the Strategic Doing approach, saying that it "combines the best of agile, lean, and design thinking to help teams move faster and more effectively."
  3. The city of South Bend, Indiana, used Strategic Doing to create a plan for revitalizing its downtown area, which has since become a model for other cities.
  4. The Purdue Agile Strategy Lab, founded by the authors of Strategic Doing, provides training and resources to help organizations implement the methodology.
  5. John F. Kennedy famously said, "Change is the law of life. And those who look only to the past or present are certain to miss the future," which embodies the spirit of Strategic Doing.

Referenced books

  1. "The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses" by Eric Ries
  2. "Getting to Yes: Negotiating Agreement Without Giving In" by Roger Fisher and William Ury
  3. "Design Thinking: Integrating Innovation, Customer Experience, and Brand Value" by Thomas Lockwood and Edgar Papke
  4. "The Art of Action: How Leaders Close the Gaps between Plans, Actions and Results" by Stephen Bungay
  5. "Complexity: A Guided Tour" by Melanie Mitchell

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"The best way to predict the future is to create it. Or, you know, get a crystal ball."

Edward Morrison, Scott Hutcheson: Strategic Doing

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