Strategic Doing by Edward Morrison & Scott Hutcheson & Elizabeth Nilsen & Janyce Fadden & Nancy Franklin Summary

Strategic Doing: Ten Skills for Agile Leadership by Edward Morrison outlines a modern approach to leading complex collaborations in open networks. It introduces ten skills for designing actionable strategies, fostering innovation, and driving measurable outcomes through agile practices. The book emphasizes framing questions, converting ideas into results, and leveraging case studies from diverse sectors like workforce development and community initiatives.

This book is ideal for executives, managers, community leaders, and professionals working in networked environments where traditional hierarchical strategies fall short. It’s particularly relevant for those in economic development, academia, or cross-sector collaborations seeking tools to navigate complexity and build shared solutions.

Yes, the book is praised for its practicality, combining peer-reviewed methodologies with real-world applications. Its focus on actionable frameworks—like measuring success through outcomes people "see, feel, and experience"—makes it valuable for leaders aiming to accelerate innovation and adapt to dynamic challenges.

Unlike traditional planning designed for hierarchies, Strategic Doing focuses on loose networks. It replaces rigid roadmaps with simple rules for collaboration, enabling groups to form quickly, experiment, and iterate. This agility allows teams to address "wicked problems" like economic development or organizational change.

Groups evaluate outcomes by asking:

• What will we see if we succeed?
• What will we feel?
• Whose lives will change, and how?

These questions shift focus from outputs to tangible, human-centered impact, aiding grant proposals or project designs.

Framing questions guide conversations from problem-centric debates to opportunity-driven dialogue. A well-designed question (e.g., “How might we leverage shared assets?”) sparks creative collaboration and aligns stakeholders around actionable steps, a core skill in the Strategic Doing process.

Morrison describes strategic intuition as the ability to combine historical insights and cross-disciplinary patterns into innovative solutions. Examples include Bill Gates’ fusion of computing and philanthropy or Picasso’s blending of art styles to pioneer Cubism.

Yes, the methodology helps workforce agencies collaborate with employers, educators, and governments to align training with market needs. By focusing on shared goals and iterative learning, it addresses skill gaps and economic disparities effectively.

The framework has been used in academia, healthcare, economic development, and corporate innovation. Purdue University, the University of North Alabama, and community initiatives globally have adopted it to tackle complex challenges like regional growth and organizational agility.

Founded by Edward Morrison, the Agile Strategy Lab (now at multiple universities) developed and refined Strategic Doing. It serves as a hub for training, research, and scaling the discipline globally, supporting over 2,000 practitioners.

The approach emphasizes “linking and leveraging” shared assets in networks where no single entity has authority. Through structured dialogue and small experiments, groups build trust, align priorities, and co-create solutions, avoiding stagnation.

While the book highlights successes, some may find its reliance on self-organized networks challenging in highly regulated environments. However, its adaptability and focus on iterative learning address many concerns, making it a robust tool for modern collaboration.