C onventional approaches to strategic planning do not work well to meet the complex challenges we face today. The reason is simple. Strategic planning does not work in open networks. Traditional strategy practices emerged from large hierarchical, “command and control” corporations. A small group of people at the top of the organization did the thinking, while rest of the people did the doing.
In our civic spaces, there are no hierarchies. Yet, we still need to do strategic thinking. And now, more than ever, we need to act strategically. So, how do we focus our limited resources where they are likely to have the largest positive impacts?
In this paper, prepared for an academic conference in Australia last week, I outline the “back story” of Strategic Doing: how it came to be, and where it might be heading.
You can download the paper here.