Strategic Doing: Ten Skills for Agile Leadership by Edward Morrison & Scott Hutcheson & Elizabeth Nilsen & Janyce Fadden & Nancy Franklin Summary

1. Agile leadership requires mastering four iterative strategy questions for rapid collaboration
2. Psychological safety enables teams to link assets for recombinant innovation breakthroughs
3. 30/30 check-ins replace rigid planning with adaptive trust-building action cycles
4. Strategic Doing transforms complex challenges into manageable pathfinder projects within six months
5. Replace siloed expertise with horizontal thinking to spark creative cross-disciplinary solutions
6. Domino-effect strategies build momentum through small wins that scale exponentially
7. Presence of mind precedes strategic intuition’s flash of insight for extraordinary outcomes
8. Networked leadership thrives on matching commitments to actions in open ecosystems
9. Appreciative inquiry frameworks turn existing assets into untapped innovation opportunities
10. Strategic conversations follow predictable structures that scale from teams to ecosystems
11. Effectual logic outperforms causal planning in dynamic markets through constant recalibration
12. Edward Morrison’s 10 skills reframe strategy as continuous doing rather than periodic planning

『Strategic Doing』の著者について

Edward Morrison, Scott Hutcheson, Elizabeth Nilsen, Janyce Fadden, and Nancy Franklin co-authored Strategic Doing: Ten Skills for Agile Leadership, blending decades of expertise in strategic management, organizational behavior, and cognitive science.

Morrison, a pioneer in agile strategy frameworks, co-founded Purdue University’s Agile Strategy Lab, where Hutcheson serves as a senior fellow specializing in economic development and Nilsen directs programs on collaborative innovation.

Fadden brings 25+ years as a strategy consultant for nonprofits and Fortune 500 companies, while Franklin, a Stony Brook University cognitive science professor, contributes research on decision-making in complex systems. Their collective work integrates practical experience from guiding governments, universities, and corporations like Google in implementing iterative, network-based strategies.

The book, part of Wiley’s Jossey-Bass Nonprofit Guidebook Series, has become a staple in MBA curricula and organizational training programs worldwide. Translated into six languages, it has been adopted by the U.S. Chamber of Commerce Foundation and the European Union’s Horizon 2020 initiative for systemic innovation projects.

『Strategic Doing』に関するよくある質問

What is Strategic Doing: Ten Skills for Agile Leadership about?

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.

Who should read Strategic Doing: Ten Skills for Agile Leadership?

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.

Is Strategic Doing: Ten Skills for Agile Leadership worth reading?

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.

How does Strategic Doing differ from traditional strategic planning?

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.

What are the three key questions for measuring success in Strategic Doing?

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.

What role do ‘framing questions’ play in Strategic Doing?

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.

How does Edward Morrison define ‘strategic intuition’?

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.

Can Strategic Doing be applied to workforce development?

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.

What industries have successfully implemented Strategic Doing?

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.

What is the Agile Strategy Lab’s connection to Strategic Doing?

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.

How does Strategic Doing tackle collaboration in networks?

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.

Are there critiques of the Strategic Doing framework?

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.