Strategic Doing

1. Traditional hierarchies are giving way to complex networks in organizations

We are becoming overwhelmed by challenges that reside in these kinds of complex systems, but many of us are approaching the challenges with disciplines and mind-sets developed decades ago.

Shift in organizational structure. The world is increasingly dominated by open, loosely connected networks rather than rigid hierarchies. This fundamental change affects how we approach strategy and leadership. Traditional top-down decision-making is becoming less effective in addressing complex, "wicked" problems that span multiple domains and organizations.

Implications for strategy. Strategic planning, rooted in post-World War II thinking, is ill-suited for today's rapidly changing, interconnected world. It assumes a stable environment and clear command-and-control structures, which rarely exist in modern organizations. Instead, leaders must learn to navigate complexity, uncertainty, and constant change.

Need for new approaches. To thrive in this new reality, organizations and leaders must adopt more agile, collaborative methods of problem-solving and decision-making. This requires a fundamental shift in mindset from hierarchical thinking to network thinking, embracing the power of diverse perspectives and collective intelligence.

2. Agile leadership requires a new set of skills for navigating complex challenges

Agile leaders understand the limits of our capacity to understand and analyze complex, invisible systems. Agile leaders are biased toward action for a simple reason: we only learn about these complex systems by doing.

Embracing uncertainty. Agile leaders recognize that complex challenges cannot be fully understood or planned for in advance. They approach problems with a mindset of experimentation and learning, understanding that solutions often emerge through action and iteration.

Collaborative mindset. Unlike traditional leadership models that emphasize individual decision-making, agile leadership focuses on harnessing the collective intelligence of diverse teams. This involves:

• Facilitating open dialogue
• Encouraging diverse perspectives
• Building trust among team members
• Empowering others to take action

Adaptability and resilience. Agile leaders must be comfortable with ambiguity and rapid change. They develop the ability to:

• Quickly assess new information
• Pivot strategies when needed
• Learn from failures and successes alike
• Help their teams navigate uncertainty with confidence

3. Strategic Doing: A framework for collaborative action in networked environments

Strategic Doing provides a powerful set of simple questions, so you can design and lead your own collaborative conversations.

Four key questions. Strategic Doing is built around four fundamental questions that guide collaborative efforts:

1. What could we do? (Identify opportunities)
2. What should we do? (Choose strategic focus)
3. What will we do? (Define actionable steps)
4. What's our 30/30? (Set regular check-ins)

Iterative process. Unlike traditional strategic planning, Strategic Doing is a continuous cycle of action and reflection. It emphasizes:

• Short-term, achievable goals
• Regular reassessment and adjustment
• Learning through doing

Flexibility and scalability. The framework can be applied at various levels:

• Individual goal-setting
• Small team collaborations
• Large-scale organizational or community initiatives

4. Creating safe spaces for deep, focused conversations is crucial for collaboration

When we think horizontally together we are actually creating an extended mind.

Psychological safety. Establishing an environment where team members feel safe to share ideas, take risks, and be vulnerable is essential for effective collaboration. This involves:

• Setting clear ground rules for interaction
• Modeling respectful communication
• Encouraging participation from all members

Physical and virtual spaces. Consider the impact of the environment on collaboration:

• Choose neutral locations for important discussions
• Minimize distractions to encourage focus
• Utilize technology thoughtfully for remote collaboration

Equity of voice. Ensure that all participants have the opportunity to contribute:

• Actively solicit input from quieter team members
• Use structured techniques to balance participation
• Recognize and address power dynamics that may inhibit open dialogue

5. Frame challenges with appreciative questions to unlock new possibilities

We move in the direction of our conversations – both for good and for ill.

Power of positive framing. Appreciative questions focus on strengths, opportunities, and desired outcomes rather than problems or deficits. This approach:

• Energizes and motivates participants
• Encourages creative thinking
• Builds on existing assets and successes

Crafting effective questions. Good framing questions are:

• Open-ended and thought-provoking
• Focused on possibilities rather than limitations
• Relevant to the group's shared aspirations

Shifting perspectives. By reframing challenges as opportunities, teams can:

• Break out of limiting thought patterns
• Discover new approaches to long-standing issues
• Align efforts around shared visions of success

6. Identify and leverage hidden assets to create innovative solutions

Even though your group's assets may seem inadequate – you don't have everything you need (remember, that's the very nature of an adaptive challenge, as opposed to a technical one). However, the flip side of this disadvantage is a powerful truth: because you are only working with what you have, you can start work right now.

Broadening the asset inventory. Look beyond obvious resources to identify a wide range of assets:

• Physical and natural assets
• Skills and knowledge assets
• Social assets (networks and relationships)
• Capital assets

Uncovering hidden potential. Often, the most valuable assets are those that aren't immediately apparent:

• Personal hobbies and interests
• Underutilized skills or experiences
• Unexpected connections between team members

Recombinant innovation. By linking and leveraging diverse assets in new ways, teams can:

• Create novel solutions to complex problems
• Discover unexpected synergies
• Maximize the impact of limited resources

7. Choose the "Big Easy" to build momentum and trust in collaborative efforts

The Big Easy inspires people and engages them emotionally. The Easy means that there are practical steps that can be taken now to move toward this opportunity.

Balancing impact and feasibility. The "Big Easy" concept helps teams prioritize opportunities by considering both:

• Potential impact (the "Big")
• Ease of implementation (the "Easy")

Building trust through early wins. Starting with achievable goals that still offer meaningful results:

• Demonstrates the power of collaboration
• Builds confidence in the team's abilities
• Attracts support and resources for future efforts

Using the 2x2 matrix. A simple tool for visualizing and comparing options:

• Plot opportunities on two axes: impact and ease
• Engage the group in discussing and placing options
• Choose the opportunity in the high impact, high ease quadrant

8. Convert ideas into measurable outcomes to align and motivate teams

We are not writing an assessment or evaluation plan or committing to Key Performance Indicators. For now, you are only using this skill as a way to engage and align a group's members toward a shared outcome.

Visualization exercise. Encourage team members to imagine and describe success in concrete terms:

• What will we see?
• What will we feel?
• Whose lives will be different and how?

Defining success metrics. Identify specific, measurable characteristics of the desired outcome:

• Quantitative indicators (e.g., increased revenue, reduced waste)
• Qualitative indicators (e.g., improved customer satisfaction, enhanced team morale)

Aligning efforts. Clear, shared outcomes help:

• Focus team energy on common goals
• Provide a basis for assessing progress
• Motivate continued action and engagement

9. Start with small, actionable projects to learn and adapt quickly

If we want to make big changes fast, we have to go slow … but above all, we have to go.

Characteristics of good starting projects:

• Short timeframe (90-120 days)
• Engage all team members
• Create visible "buzz" or excitement
• Test key assumptions
• Don't require external permission

Learning through action. Small projects allow teams to:

• Gain practical insights quickly
• Identify and overcome obstacles
• Build confidence and momentum

Iterative approach. Each project becomes a learning opportunity:

• Review results and lessons learned
• Adjust strategies based on new information
• Define next steps and larger initiatives

10. Use regular check-ins to review progress and adjust course

When your team meets frequently to examine the results of your work and discuss adjustments to the next cycle, you are making sure that you have a learning loop.

30/30 meetings. Regular, focused check-ins (e.g., every 30 days) to:

• Review progress and learnings from the past period
• Adjust plans based on new information
• Set action items for the next period

Building adaptive capacity. Frequent reviews help teams:

• Respond quickly to changing circumstances
• Maintain alignment on shared goals
• Continuously improve collaboration processes

Establishing new habits. Regular check-ins create a rhythm of accountability and learning:

• Keep momentum going between larger meetings
• Reinforce commitment to shared goals
• Build trust through consistent follow-through

11. Reinforce new collaborative habits through nudging, connecting, and promoting

Leadership in networks mostly involves guiding conversations by asking questions.

Nudging for action. Gentle reminders and encouragement to:

• Keep commitments top-of-mind
• Overcome inertia and procrastination
• Reinforce positive group norms

Connecting people and resources. Actively expanding the network by:

• Introducing new members with relevant skills or assets
• Bridging connections between different groups or initiatives
• Identifying potential partnerships or collaborations

Promoting successes. Sharing progress and wins to:

• Build momentum and enthusiasm
• Attract new supporters and resources
• Reinforce the value of collaborative efforts

Developing emotional intelligence. Agile leaders must cultivate the ability to:

• Read and respond to group dynamics
• Tailor communication to different personalities
• Create an environment of trust and openness

Last updated: November 19, 2024