Book SummaryStrategic Doing, by Edward Morrison, Scott Hutcheson, et al.

1-Page Summary1-Page Book Summary of Strategic Doing

In our highly connected modern environment, fostering innovative strategies is crucial.

The authors begin their examination by emphasizing the shortcomings of traditional strategic planning in the face of increasing complexity. Society has undergone a fundamental transformation. No longer can we rely on simple solutions designed for stable, predictable environments. The intricacies present in our community, regions, and family life render conventional approaches to problem-solving insufficient for tackling these challenges. Addressing the complex challenges that stem from swift shifts in global dynamics and technological progress requires the adoption of novel strategic approaches emphasizing collaborative problem-solving designed for diverse stakeholders working together within networks.

The limitations inherent in traditional strategic planning amidst a complex and interlinked environment.

The complex issues we face today are becoming more and more impervious to the conventional hierarchical method of formulating strategies. Organizations with inflexible structures often find it difficult to adapt to the ongoing shifts necessary for tackling multifaceted issues. Strategic planning itself isn't inherently defective; its roots lie in the competencies of military commanders who orchestrated complex maneuvers in times of war. Businesses increasingly adopted structured strategies for scaling and enhancing their enterprises as leaders and scholars pursued techniques to facilitate organizational growth. The models, however, were crafted for a bygone era. In today's globally interconnected landscape, it is essential to embrace novel strategic approaches to guide our initiatives.

Decision-making from the top down is often inadequate for addressing multifaceted problems and adapting to continuous change.

Hierarchies are structured to maintain authority, particularly by managing the flow and allocation of information and resources. During an era marked by consistency and foreseeability, hierarchical systems proved to be effective, especially during the historical phase associated with the transformation of industry and manufacturing. The innovative approach's hallmark was to boost productivity and profitability by providing clear and distinct roles for every individual involved. In the current environment, the focus on communication and command within hierarchical structures is increasingly becoming impractical. Why?

The authors highlight several fundamental changes driving this transition. Organizational hierarchies were typically employed to tackle issues that were clearly understood in terms of their characteristics, potential solutions, and execution strategies. Reflect on scenarios where a leader entrusts a single expert or a team of experts with the task of devising solutions, expecting that the entire organization will adopt and execute the proposed solutions. Wicked problems present challenges that are distinct in their nature. The surroundings shape complex systems that can adjust and evolve, displaying characteristics that make traditional methods of strategizing insufficient. Data is perpetually partial and in flux, defying simple solutions through its resistance to easy resolution. A problem classified as wicked is resistant to a clear-cut or lasting resolution. We must shift our mindset and embrace different methods of operation. We should emphasize flexibility in our approach rather than just technical details.

Hierarchical structures are intrinsically crafted to maintain stability, which presents a second challenge. The surroundings remained largely static, with any alterations being foreseeable. This conviction that the environment would remain constant proved successful during the industrial revolution and the era after World War II, a time when companies grew, solidified their market presence and brand recognition, and typically conducted business primarily within the confines of their respective countries. The presumption of constancy is now outdated. Organizations, along with their wider environments, are experiencing transformations at an unprecedented pace. Industries have been transformed by globalization. The rise of cellphones, in conjunction with the internet, has played a pivotal role in creating entirely new industries and innovative business practices. As traditional competitive advantages diminish and established hierarchies fail to produce results, various localities struggle to adapt to these shifts. In the current fast-paced and intricately linked environment, every organization must master the art of navigating and prospering through ceaseless transformation.

The rise of networks as the dominant organizational structure calls for a fresh method of crafting strategies.

Organizations are transitioning to new structural models as the efficacy of conventional hierarchical systems has waned. Our organizations are evolving from conventional top-down frameworks to a web of connections that encompass all aspects, both within and beyond our organizational boundaries. The authors depict this change by making comparisons with the movie industry. In the 1930s, a company such as Metro-Goldwyn-Mayer would typically employ almost everyone involved in a project like David Copperfield, but when it came to the production of "The Hobbit" in the modern era, the process of filmmaking had transformed into a massive cooperative project with numerous contributors, where only a few were officially on the studio's payroll, all participating in a complex, short-term partnership. The authors are particularly excited about this transition. When a particular strategy is executed across the network with effective coordination of its resources, significant results can be achieved.

However, the authors contend that the traditional approach of strategic planning, used for charting a path forward amidst change, has not evolved in response to this significant...

Strategic Doing Summary The Essential Abilities and Methods for a Novel Approach to Cooperative Strategy Development

Morrison and his colleagues argue that solutions can be found for even the most complex and daunting challenges. Through years of work with groups facing these challenges, the authors have developed a new approach to strategy—Strategic Doing—that challenges us to change not just the way we "do” but also how we think about strategy and how we interact with colleagues and co-workers. Based on the concept of shared skills, Strategic Doing is less of a model than a discipline that, with practice, enables groups and organizations to manage complexity by designing collaborative conversations that lead to adaptive solutions. The initiative can start by leveraging the resources already held by the group.

Grasping the intricacies of networks and the methods to capitalize on them.

In today's economic environment, the importance of networks is a prominent characteristic that affects the dynamics within companies and also spreads across the wider commercial landscape. They unite based on common values, resources, or individuals, maintaining a flexible nature that enables the inclusion of new collaborators as the initiative advances and permits the departure of some participants....

Strategic Doing Summary Strategic Doing focuses on driving progress through collaborative efforts on step-by-step initiatives.

Morrison, Hutcheson, et al. highlight the significance of adopting a philosophy that values the "small is beautiful" concept, especially when working together with groups and networks to tackle intricate challenges. "Strategic Doing" presents a methodology for strategic planning that emphasizes continuous evolution and enhancement, rather than adhering to a static, all-encompassing blueprint. The authors are of the opinion that embarking on a project that is feasible and can be completed promptly enables a team to quickly build momentum and, more importantly, begin to cultivate the crucial collaborative skills necessary for tackling more complex problems in the future.

Starting Small and Building Momentum through Quick, Visible Wins

The intricate nature of "wicked problems" frequently results in a paralysis of decision-making, prompting us to withdraw into the familiar territories of our individual organizations or areas of specialization. To minimize potential issues, the authors recommend starting with a project of a smaller scope. By breaking down overwhelming tasks into more manageable, smaller segments, we reduce the perceived risk and enhance the chances of making...