About Strategic Doing
The Evolution of Strategic Doing
A Legacy of Collaborative Problem-Solving
Strategic Doing was pioneered by Ed Morrison, Director of the Purdue Agile Strategy Lab, to address the pressing need for collaborative solutions to complex, “wicked problems” in an increasingly interconnected world.
Developed in the early 2000s, Strategic Doing was born from Morrison's decades of experience in economic development, during which he saw the limitations of traditional strategic planning. To address this, he, along with colleagues Scott Hutcheson, Elizabeth Nilsen, Janyce Fadden, and Nancy Franklin, created a method that emphasises agility, collaboration, and action.
The framework gained international recognition as it was applied to projects like NASA collaborations, university transformations, and community revitalisations, proving its effectiveness in tackling complex challenges. Strategic Doing’s unique approach allows diverse groups to form quickly, align around shared goals, and move forward with measurable outcomes. It focuses on open, loosely connected networks, where collaboration and iterative learning are key to solving problems that traditional, top-down methods cannot.
Now, Strategic Doing has evolved into a global practice, with hubs and communities of practitioners around the world. In New Zealand, our newly established Strategic Doing Hub will foster collaboration across sectors, empowering communities and organisations to navigate complex challenges and create lasting, positive change.
Strategic Doing New Zealand
Building collaborative ecosystems for lasting results
Strategic Doing New Zealand helps teams and organisations navigate complex challenges by creating collaborative ecosystems. Our approach enables diverse groups to quickly form, align around shared goals, and take actionable steps to achieve measurable outcomes.
A framework for success
Strategic Doing moves teams from ideas to action by focusing on two core questions: Where are we going? and How do we get there? This structured, agile process builds trust and fosters innovation, especially within interconnected ecosystems, where collaboration is essential for success.
The power of Strategic Doing
Strategic Doing transforms networks and ecosystems by guiding them through practical steps that lead to impactful change. It equips teams with core skills to foster innovation, scale solutions, and create sustainable outcomes.
Who should use Strategic Doing?
For teams and organisations ready to embrace agility and collaboration
Strategic Doing is ideal for any group, organisation, or community facing uncertainty or difficult challenges. It works especially well for:
-
Cross-functional teams looking to align around common goals.
-
Public-private partnerships seeking to collaborate on shared initiatives.
-
Non-profits and community groups aiming to drive impactful change.
-
Organisations undergoing transformation or disruption and needing a fresh, adaptable approach to strategy.
Through Strategic Doing, we help you develop actionable strategies, build stronger relationships, and generate immediate results—all while fostering a culture of innovation and collaboration.
Our Core Values
Unleashing the Power of Networks and Opportunities
Collective Leadership
We believe in shared leadership and leveraging the collective power of networks.
Trust and Transparency
We build networks grounded in trust, fostering open communication and accountability.
Inclusive Engagement
We embrace diverse perspectives, ensuring that everyone has a voice and that the best ideas emerge from broad participation.
Agility and Action
We prioritise rapid, iterative actions to adapt and seize emerging opportunities.
Sustainable Impact
We are committed to creating long-term value and meaningful change for our communities.