Ponca City Development Authority July 2009

Open Source Economic
Development: Opportunities
for Ponca City

Ed Morrison
Purdue Center for Regional Development
July, 2009

Friday, July 24, 2009

This workshop introduces you to Open Source Economic
Development and Strategic Doing
We are moving from our Grandfather’s
to our Grandchildren’s Economy

Our Grandchildren’s Economy creates
wealth through networks: knowledge
and open innovation

Open networks require collaboration and
new approaches to strategy


Strategic Doing provides the discipline to
transform community and regional
economies

Strategic Doing involves a process, not an
event: Managing conversations for
complex thinking and doing

Strategic Doing changes the leadership
role of the PCDA Board and staff


Innovation in our Grandfather’s Economy
moved a lot of stuff and created a lot of wealth

Coal Dumper, shores of Lake Erie, 1897


Innovation in our Grandfather’s Economy
built our current economy and lifestyles


The S-Curve caught up to our grandfather’s
economy

‣ Global markets
integrated
‣ Costs collapsed
‣ The Internet
exploded


Many communities have gotten caught in a downward
cycle because the cannot adjust to new realities


It is very hard to adjust because nobody can tell
anybody what to do...



and open innovation



Prosperity in our Grandchildren’s Economy
involves a completely different set of business models


Our Grandchildren’s economy creates wealth
with networks


Our Challenge: Find pathways to our
Grandchildren’s economy...
Aligning, linking and leveraging our assets

We are here


Our Challenge: Find pathways to our
Grandchildren’s economy...
Aligning, linking and leveraging our assets

We need to move here


“Command and control” behaviors do not work in
networks...There is not top or bottom and no one
can tell anyone what to do...


Effective networks operate with tight cores
and porous boundaries...Why?

Which region can take on more complex and
ambitious projects?


Networks create value exponentially as they
develop...What’s the value of one cell phone?
What’s the value of ten?


Network leadership balances leadership
guidance and open participation...


Let’s go back to our downward cycle...How can we
reverse this cycle in a world in which “command and
control” no longer works?


It turns out that in networks, the soft stuff is the hard stuff:
People move in the direction of their conversations. The
ke to aligning networks is guiding conversations


Managing conversations is the skill of collaboration...It
requires both open participation and leadership direction


We reverse the cycle by guiding a new set of
conversations...We look to the future with focus and
discipline


But conversations about what?
There are 5 strategic focus areas for any strategy in our
Grandchildren’s Economy


The basic model of change: Collaboration drives open
innovation...Innovation drives productivity and prosperity


New strategies involve strengthening
and connecting our five asset networks
within the regional economy



Brainpower



Brainpower

Innovation and
entrepreneurship



Brainpower

Innovation and
entrepreneurship

Quality places



Brainpower

Innovation and
entrepreneurship

Quality places

Branding stories



Brainpower

Innovation and
entrepreneurship

Quality places

Branding stories

Collaboration

The ability to think
together and act on
complex projects


Strategic Doing produces a swarm of innovations

Gorilla innovation Swarm innovation


Milwaukee 7 Water Council launched
with a Strategic Doing workshop in July 2008


Water, Water, Water, …

© 2008, Brian D. Thompson, UWM Research Foundation 30 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
30


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
31


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
31


Strategic Doing provides the discipline
we need to transform our economies


Strategic Doing requires us to think dynamically...No small
group can impose strategies

No regional strategy:
People and organizations work in
isolation trying their best

Strategic Planning:
A few people try to sort it all out
(but it does not work)

Strategic Doing:
A continuous process of aligning,
linking and leveraging


Traditional strategic planning evolved to handle the
complexities of managing large hierarchies...like the military
and Fortune 500 companies in our Grandfather’s economy


Traditional strategic planning evolved to handle the
complexities of managing large hierarchies...like the military
and Fortune 500 companies in our Grandfather’s economy

A small group at the top
did the thinking

A larger group at the
bottom did the doing


When we move toward networks, we need new approaches to
strategy...where there is no separation of thinking from
doing...We keep ourselves focused on the big, strategic ideas


Strategic Doing in a nutshell


Governor’s Workforce Summit in Idaho conducted a
three day Strategic Doing workshop in November 2008


Strategic Doing in Twin Falls, Idaho


Strategic Doing in Lansing, Michigan


Strategic Doing in Denver, Colorado


Strategic Doing in Kansas City, Missouri


Strategic Doing is simple, but not easy


Strategic Doing provides the discipline to
transform community and regional
economies: Managing conversations

Strategic Doing involves a process, not an
event: Managing conversations for
complex thinking and doing

Strategic Doing changes the leadership
role of the PCDA Board and staff


If we develop new disciplines to think and act
strategically, we can align our assets with “link and
leverage” strategies


Strategic Doing is like paddling a kayak in the ocean

The task requires
quick strategic
assessments and
continuous “doing”


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

Core Group
for Our Florida Vacation


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


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 Area 1
Focus Area 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


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


Strategic Doing is simple, but not easy. It takes practice...

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 generates all of the components of a Strategic
Action Plan...But you need the discipline to capture the
decisions


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


We next need to make strategic decisions and focus

What could
we do together?

Find


Plan

What will
we do together?


What should we do together? (Critical steps to creating
a focus)

Pick something transformative..not just
something you are already doing...Pick
something that you can do together that
you cannot just do alone

Deﬁne a big outcome with 3 characteristics

What will people be doing? And how
will they be doing it? What does
success look like?

Where do you want to be in 3 years?


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


Next, we need to make transparent, clear commitments

What could
we do together?

Find


Plan

What will
we do together?


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:


Finally, we need a clear process for learning together “what
works”...
What could
we do together?

Find


Plan

What will
we do together?


How will we learn together? (Critical steps to learning
together)

1. Capture your Strategic Doing Pack on the web

2. Plan the next face-to-face meeting for revisions
Strategic Doing calls for continuous revisions
of a Strategic Action Plan

30-90 days


How will we learn together? (Critical steps to learning
together)

1. Capture your Strategic Doing Pack on the web

2. Plan the next face-to-face meeting for revisions
Strategic Doing calls for continuous revisions
of a Strategic Action Plan

1.0 1.1 1.2 1.3

30-90 days


Create safe civic spaces and clear rules of
civility...


Overcome the “power” of the Invisible Fence


Take the “Shanghai perspective”

Our View Their View


PCDA can manage effectively, if the
Board and staff make adjustments


This workshop introduced you to Open Source Economic
Development and Strategic Doing

and open innovation



Certificate Course starts in November 2009

Thank you!

Ed Morrison

Purdue Center for Regional Development

edmorrison@purdue.edu


Ponca City Development Authority July 2009

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