thinking tool.

Credit: Ed Morrison BA MBA JD PhD (1947-)

Note: Portions of this post were drafted with the support of ChapGPT on 9 June 2025.

Summary:

Strategic Doing is a collaborative approach to strategy development and execution designed for complex, fast-changing environments. Unlike traditional strategic planning, which can be rigid and slow, Strategic Doing emphasizes agility, collaboration, and iterative progress. It involves engaging diverse stakeholders to quickly identify opportunities, establish clear outcomes, and take concrete, measurable steps forward in short cycles. This approach enables organizations and communities to adapt rapidly, leverage collective expertise, and create value through action-oriented, network-based strategies.

Concept detail:

Key Strategic Doing concepts include:

• Embrace Collaboration: Engage diverse stakeholders to co-create strategies, recognizing that complex problems require multiple perspectives.
• Focus on Action: Prioritize doing over planning; small, measurable actions drive momentum and learning.
• Iterative Process: Use short cycles of planning, action, and reflection to adapt strategies dynamically.
• Build Networks: Leverage relationships and partnerships as strategic assets to increase impact.
• Shared Accountability: Encourage collective ownership of outcomes to foster commitment and follow-through.
• Agility Over Rigidity: Be willing to pivot and adjust strategies as new information and contexts emerge.
• Clear and Measurable Outcomes: Define specific goals and metrics to track progress effectively.
• Leadership as Facilitation: Leaders act as facilitators who enable collaboration rather than dictate solutions.
• Focus on Opportunities: Rather than problems alone, identify and pursue strategic opportunities that can create value.
• Scalable and Repeatable: The approach can be applied across different contexts and scales, making it versatile for various leadership challenges.

Real world application:

Case Study 1: Revitalizing Flint, Michigan’s Economy

Flint faced economic decline due to the collapse of the auto industry. With unemployment and social issues rising, there was a need for a new, collaborative approach to economic development. In 2009, Strategic Doing was introduced to bring together diverse stakeholders—local government, universities, nonprofits, businesses, and community members—to co-create solutions. Outcomes included:  creation of Flint Area Reinvestment Office, which helped coordinate economic development; multiple initiatives, such as entrepreneurship programs and workforce development projects; and a network-based approach fostered trust and engagement, leveraging existing assets like the University of Michigan-Flint. In summary, Strategic Doing emphasized doing over planning, encouraging small, practical steps with clear accountability. Participants took ownership of projects, which built momentum and trust.

Case Study 2: Transforming Workforce Development in Tulsa, Oklahoma

Tulsa’s economic and workforce development efforts were fragmented across multiple agencies and industries, with no clear coordination or shared strategy. The city engaged multiple stakeholders through Strategic Doing workshops, including educational institutions, employers, and public agencies.  Outcomes included: the development of Tulsa’s Regional Talent Innovation Network (RETAIN);  the creation of career pathways in sectors like aerospace and advanced manufacturing; and the alignment of  workforce training with employer needs through collaborative projects. In summary, the approach enabled rapid prototyping of ideas and distributed leadership. Rather than waiting for a comprehensive plan, stakeholders could test and iterate solutions collaboratively.

Case Study 3: Building a Rural Innovation Ecosystem in Shoals, Alabama

The Shoals region needed to develop an innovation-based economy but lacked a traditional innovation infrastructure like research universities or tech hubs. The Shoals Shift initiative used Strategic Doing to bring together entrepreneurs, educators, economic developers, and community members. Outcomes included: the creation of a regional innovation hub including co-working spaces and mentorship programs; the introduction of entrepreneurial education in schools and colleges; and the attraction of investment and retained talent in the region. In summary, Strategic Doing enabled the community to build trust across sectors and start working with what they had. The method’s emphasis on asset mapping and collaboration helped uncover latent opportunities.

Common Success Factors

• Focus on collaboration across silos.

• Emphasis on rapid, small-scale actions instead of large plans.

• Clear accountability and ownership via “Pathfinder Projects.”

• Use of guiding questions to focus conversation on what can be done and by whom, not just what should be done.