Strategic Doing + Performance Driven Change - DRAFT V0.1



As part of my action learning by experimenting with emerging Artificial Generative Intelligence (AGI) and Large Language Models (LLMs), I am cognizant of the fact that  they do not really "understand" the real world. But I am often pleasantly surprised to see the potential of the post-search Co-Pilot natural language interfaces. I treat the output as first-cut draft and check with the domain experts for their validation as part of human-in-the-loop process. 

How will you categorize strategic doing by Ed Morrison and performance driven change by dough smith?

 "Strategic Doing" by Ed Morrison and "Performance Driven Change" by Doug Smith are both methodologies that focus on guiding and facilitating organizational change and collaboration, but they have different emphases and approaches. Here's how they can be categorized:

Strategic Doing (by Ed Morrison):

  • Category: Strategic Management and Collaboration Methodology.
  • Nature: Strategic Doing is a collaborative and agile approach to strategy development and implementation. It emphasizes action-oriented, flexible strategies for complex and uncertain environments. It's particularly suited for situations where traditional strategic planning may not be effective due to rapid change.
  • Key Elements: Strategic Doing involves a set of principles and practices for forming and guiding collaborations. It emphasizes creating "action-oriented" strategic plans, focusing on forming dynamic networks of stakeholders, and executing small, iterative, and fast-moving projects to achieve specific goals.
  • Application: Strategic Doing is often used in situations where traditional top-down strategic planning may not be suitable, such as in fast-changing industries, complex projects, and community development initiatives.

Performance Driven Change (by Doug Smith):

  • Category: Organizational Change Management and Performance Improvement.
  • Nature: Performance Driven Change focuses on driving change within an organization with the goal of improving performance and achieving better outcomes. It involves using data-driven insights, metrics, and performance indicators to guide the change process.
  • Key Elements: Performance Driven Change emphasizes aligning change initiatives with measurable performance goals. It involves diagnosing performance issues, setting clear performance targets, and implementing changes to address gaps and achieve desired results.
  • Application: Performance Driven Change is commonly used in organizational contexts where improving efficiency, productivity, and overall performance is a priority. It involves a structured approach to identifying areas of improvement, implementing changes, and tracking progress based on quantifiable metrics.

In summary, "Strategic Doing" is a collaborative and agile strategy development approach that emphasizes forming dynamic networks of stakeholders and executing small projects, while "Performance Driven Change" focuses on using data-driven insights to improve organizational performance and achieve specific outcomes. Both methodologies have their own unique applications and can be valuable tools in different contexts.

User
What are the advantages and disadvantages of combining both methodologies?





Combining the "Strategic Doing" and "Performance Driven Change" methodologies can offer a comprehensive approach to addressing complex challenges and driving organizational improvement. However, there are both advantages and disadvantages to consider:

Advantages:

  1. Holistic Approach: Combining both methodologies can provide a holistic approach that not only focuses on forming collaborative networks and agile strategies (Strategic Doing) but also ensures that those strategies are aligned with measurable performance goals (Performance Driven Change).

  2. Adaptability: Strategic Doing's emphasis on flexibility and quick iterations can complement Performance Driven Change's focus on data-driven decision-making. This allows for adaptive responses to changing conditions while maintaining a clear performance-driven direction.

  3. Actionable Insights: Performance Driven Change provides a strong foundation for using data and metrics to inform decision-making. This can enhance the strategic planning process of Strategic Doing by ensuring that strategies are based on evidence and have a higher likelihood of success.

  4. Balanced Perspective: Strategic Doing brings in diverse stakeholders' perspectives, which can help shape more effective performance improvement initiatives. Performance Driven Change, in turn, ensures that these initiatives have clear performance targets and are effectively tracked.

Disadvantages:

  1. Complexity: Combining two methodologies can potentially lead to increased complexity in terms of implementation, communication, and alignment between the two approaches.

  2. Resource Intensive: Implementing both methodologies might require additional resources, including time, expertise, and tools, to effectively manage the collaborative and data-driven aspects of the combined approach.

  3. Integration Challenges: Integrating two methodologies seamlessly might be challenging, especially if they have different terminology, practices, or toolsets.

  4. Overemphasis on Metrics: While Performance Driven Change emphasizes data and metrics, it's important not to overly focus on quantifiable outcomes at the expense of qualitative insights and the iterative, collaborative aspects of Strategic Doing.

  5. Resistance to Change: Introducing a combination of methodologies might face resistance from individuals who are more comfortable with one approach over the other, potentially affecting buy-in and engagement.

In conclusion, combining "Strategic Doing" and "Performance Driven Change" can offer a powerful approach that leverages collaboration and data-driven decision-making. To make the most of this combination, it's essential to carefully plan the integration, address challenges proactively, and ensure that the benefits of both methodologies are effectively realized while mitigating potential drawbacks.

User
What other methodologies align well with SD and PDC?
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Both "Strategic Doing" (SD) and "Performance Driven Change" (PDC) are versatile methodologies that can be complemented by various other approaches to enhance their effectiveness. Here are a few methodologies that align well with SD and PDC:

  1. Design Thinking: Design thinking emphasizes empathy, ideation, and prototyping to solve complex problems creatively. It aligns with SD's collaborative and iterative approach by fostering user-centered solutions and continuous improvement.

  2. Lean Six Sigma: Lean Six Sigma focuses on process improvement and reducing waste. When combined with PDC, it can enhance the data-driven decision-making process by providing tools for analyzing and optimizing processes to achieve better performance.

  3. Agile Methodology: Agile's iterative and incremental approach to project management aligns well with SD's emphasis on quick iterations and collaboration. Integrating Agile practices can enhance project management within both SD and PDC frameworks.

  4. Change Management Frameworks (e.g., Kotter's 8-Step Model): Combining change management principles with PDC can provide a structured approach to managing transitions while ensuring performance goals are met. It enhances the people-focused aspect of change within the context of data-driven performance improvement.

  5. Scenario Planning: Scenario planning helps organizations anticipate and prepare for potential future scenarios. This can align with SD by providing a structured way to explore potential strategies in uncertain environments.

  6. Balanced Scorecard: The Balanced Scorecard approach can work well with PDC, as it provides a framework for measuring and aligning performance metrics across different organizational aspects, ensuring that change efforts are consistent with strategic goals.

  7. Open Innovation: Open innovation methodologies can be integrated with SD to enhance collaboration and idea generation. It involves seeking external input and collaboration to drive innovation and change.

  8. Cultural Transformation Tools (e.g., Barrett's Cultural Transformation Tools): These tools can align with both SD and PDC by providing insights into organizational culture and facilitating cultural changes that support collaboration and performance improvement.

  9. Theory of Constraints (TOC): TOC can align with PDC by focusing on identifying and resolving constraints that limit an organization's performance, providing a systematic approach to optimizing processes.

  10. Appreciative Inquiry: This positive-focused approach to change aligns with SD's collaborative and strengths-based approach, fostering an environment of shared vision and positive change.

Remember, the effectiveness of combining methodologies depends on the specific context and goals of your organization. Careful consideration and customization of these methodologies can lead to a more comprehensive and tailored approach to achieving your desired outcomes.

How can Ed and Doug ensure that SD and PDC can drive adoption with next-gen leaders and practitioners to effectively solve complex organizational and societal challenges?
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To ensure that "Strategic Doing" (SD) and "Performance Driven Change" (PDC) effectively drive adoption among next-gen leaders and practitioners, Ed and Doug can consider the following strategies:

  1. Demonstrate Relevance:

    • Show how SD and PDC are directly applicable to addressing complex challenges relevant to the next generation. Highlight success stories and case studies that demonstrate their impact on solving real-world organizational and societal issues.

  2. Digital Platforms and Tools:

    • Leverage digital tools and platforms to engage next-gen leaders and practitioners. Offer online resources, interactive workshops, webinars, and collaborative platforms that align with their tech-savvy nature.

  3. Engage Early:

    • Involve next-gen leaders and practitioners in the development and evolution of SD and PDC methodologies. Incorporate their perspectives, needs, and preferences to make the methodologies more appealing and user-friendly.

  4. Adapt to Changing Workstyles:

    • Recognize that the workstyles and preferences of next-gen professionals may differ. Embrace flexibility, remote collaboration, and the use of virtual reality or augmented reality tools to enhance engagement.

  5. Gamification and Challenges:

    • Introduce gamification elements, challenges, and competitions that make learning and applying SD and PDC methodologies enjoyable and engaging.

  6. Emphasize Learning and Growth:

    • Position SD and PDC as learning opportunities that contribute to the professional growth of next-gen leaders and practitioners. Highlight how mastering these methodologies can enhance their career prospects.

  7. Social Impact:

    • Showcase how SD and PDC can contribute to positive societal impact and sustainability, resonating with the values of next-gen leaders who prioritize social responsibility.

  8. Reverse Mentoring:

    • Encourage reverse mentoring where experienced leaders learn from next-gen professionals. This fosters a two-way exchange of insights and builds relationships.

  9. Peer Networks:

    • Create communities, forums, and networking events where next-gen leaders and practitioners can connect, share experiences, and collaborate on solving challenges using SD and PDC.

  10. Continuous Learning:

    • Offer ongoing training, certifications, and opportunities for skill development to keep next-gen professionals engaged and invested in the methodologies.

  11. Storytelling and Vision:

    • Craft a compelling narrative around the potential impact of SD and PDC on creating a better future. Paint a clear vision of how these methodologies contribute to positive change.

  12. Integration in Education:

    • Collaborate with educational institutions to integrate elements of SD and PDC into curricula, creating a foundation for future leaders to understand and apply these methodologies.

By aligning SD and PDC with the preferences, values, and challenges faced by next-gen leaders and practitioners, Ed and Doug can ensure that these methodologies become attractive, relevant, and impactful tools for addressing complex organizational and societal challenges.

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