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StratGen energizes leaders and their stakeholders as we work with strategy, innovation, and risk for Sustainable Value Creation.
The StratGen Strategic Innovation 2.0 Platform (SI 2) is designed to support America’s resilience and sustainability ideas marketplace. The value potential of that strategic innovation market needs practicing Strategy Innovators connecting our municipalities to our national and global sustainability-oriented opportunities. SI 2 Dynamic Services include the SI 2 Lab; the first Municipality to Municipalities (M2M) Human Ecosystem.
Focusing strategy around annual retreats and other workshopping that may include themes of innovation, creativity, happiness, mindfulness, sustainability, and someone’s general approach to what leadership might mean may or may not produce the right goals, objectives, and action plans. Just being awesome at Strategic Thinking and continuously improving what we think Strategic Management is about is faster to get at the How to Win value.
A lot of folks don’t want the rest of us to work with the ‘big picture’ of economic, environmental, societal, and governance (EESG) from the municipal level back up the ‘chain of command’… and not simply as to the US Government but Corporate America, including media, the energy sector, and private healthcare systems and insurance; large nonprofits; and more of the deciding factors as to establishing resilience and then sustainability… where we all live: in Our Municipalities. Redefining ‘grassroots’ and the Main Street USA positioning is JUST WRONG.
SI 2 and the SI 2 Lab are the unsiloed multidomain forum and part of the formula to establish resilience and then sustainability nationwide.
The corporate world developing very sophisticated approaches to what value means. Psychologists, social scientists, and ‘data scientists’ help the corporate world know everything we might imagine value to be about month to month and then the world of marketing and product development produce amazing offers for us through massive global supply chains. The vastly influential Business-as-Usual management consulting sector is now doubling down on injecting Artificial Intelligence (AI) to ramp up the next ‘Schumpeter’s Wave’ of innovative value offerings for all of us to rapidly consume until each of those ‘waves’ tap out out interests; or more likely we get more internally exhausted by all the supposed ‘value messaging’ and consumption.
Obviously, planetary resource boundaries are not inexhaustible any more than the actual essentials of human flourishing are really super awesome ‘market playgrounds’ of maximized and optimized Play to Win strategy; and the more tactical but obviously massive potential of business innovation. Innovation doesn’t scale without the direction of strategy. And without repurposing both strategy and innovation for sustainable ends, we are in a System Dynamic with no key levers to direct civilization outcome between now and 2050; and then 2100.
A lot of our risks are unnatural. They are human-caused; or anthropogenic. We can search for the next innovative trend to join in hopes of whichever choice being the needed intervention. But in the end, there is probably an accounting of past strategy imperfections as human factors like unmanaged escalation of commitment (EOC). The Vietnam War is a classic EOC dynamic.
EOC is easily the best way to explain many 21st Century American strategic disasters we are currently enduring. If these EOC dynamics have ancient roots; then the EOC energy to pass it all on to some future generation is more justified. Anthropogenic Climate Risk is a perfect example of EOC with many players sticking to paths that offer little in the way of both strategic and ethical value to the symbiotic humanity – nature relationship outcome.
So, a group of Strategy Innovators from across the nation can form to change the game in whatever domain. Strategy Innovators define the 21st Century term of game changer:
Game Changer, noun
an event, idea, or procedure that effects a significant shift in the current manner of doing or thinking about something.
– Oxford Languages
The kinds of demands for real options now around human – nature needs simultaneously generates demand for leaders able to maneuver into the future over, through, and/or around the current mass of routine, predictable EOC dynamics. We all deserve a new way forward for America. Even if we’ve been wrong about the future.
We might as well call this the make America great… finally… way. And instead of leaving EOC headed in the same direction; injecting new ideas like recruiting more and more Sustainability Adopters is just one of the new game strategies we can test. There’s an almost inexhaustible array of human – nature requirements for government, business, nonprofit, healthcare, education, and other domain leaders to work off of for creation of new strategy; or Strategic Innovation.
The above value pyramid is based on Maslow’s hierarchy of needs. There are other versions of it used by major management consulting firms. We can find a lot of genius purpose, or the kind of sustainability oriented strategy drivers we need today, in doing basic innovation identification work among all the potential unmet needs out there. Along the way of pulling together solutions, many will not want there to be more public good. They will stay in a Malthusian place of scarcity and mere transactional strategy than seek to maximize public good with an ethic, empathy, and genius purpose.
Survival strategy and adaptation strategy is part of nature and thus humanity. Strategy practices from the corporate, military, and social science realms — especially political science and policy — give us a lot of baselines on what strategy might be about today. What Strategic Innovation 2.0 can be about in for identification and design of new game strategy still comes from basics like appeasement survivor strategy; or what was called Stockholm Syndrome.
What happens to actual crime victims, and victim who never get justice, is totally serious. However, relating our sustainability oriented strategic choices to the difference between finding the best and most direct path to new games and the Way to Win can actually mean some powerful individual, group, or political party will retaliate and force appeasement. The ‘ESG Backlash’ phenomenon is a great example and only one where comprehensive economic, environmental, societal, and governance (EESG) development is cast as a UN derived new game strategy domain rather than very much American in origin and of NATO allies. There is already an untapped knowledge base of municipal strategic management and EESG comprehensive development examples right where we all live showing what works and not so much locally. Taxes and budgets go with the real options of opening up the municipal strategic management domain and sharing wins and loses across the nation in the SI 2 Lab.
Many even sophisticated leaders may never heard of the concept of innovation ecosystems. Or if otherwise, the relevance may not be especially tangible as an innovation ecosystem sounds like something Silicon Valley venture capitalists and/or the Biden Administration have to approve and fund first.
It can get complicated; but dealing with high level strategy, innovation, and risk complexity with an accessible innovation ecosystem in play is about Sustainable Value Creation. The least difficult way to understand an innovation ecosystem, or a more accessible Human Ecosystem, is by looking at the Intellectual Capital engine of any ecosystem. StratGen prefers to give new meaning to the idea of Intellectual Capital which breaks down as:
Structural Capital (I.e. SI 2)
Social Capital; or a new term, Social Synergy
In innovation ecosystem there’s commercial ‘dealmaking’ pressure. In a Human Ecosystem the point is establishing resilience and then sustainability where we live: in Our Municipalities.
Rethinking the dynamism inherent to the Strategy, Innovation and Risk relationship
Skillfully working with risk for public good outcome is 21st Century Leadership. Strategy is the way to establish resilience and then sustainability. Appropriate public good oriented innovation is part of delivering more and more valuable outcome for more stakeholders.
This Municipal Strategic Innovation work is occurring all over the nation. The sustainability direction just needs an angle from the past that still makes sense and naturally adds to value growth; one that just needs a ‘revaluation’ innovative treatment for these times: Intellectual Capital.
The term innovation ecosystem may be new for some; but it’s also a well established concept. Corporations have entrepreneurial innovation ecosystems. NASA is a public innovation ecosystem. So are the Department of Energy National Laboratories; largely associated in formative years with the Manhattan Project depicted in the film Oppenheimer. The Intellectual Capital triad of Human Capital, Social / Relational Capital, and Structural Capital help explain the ‘ecosystemness’ of innovation ecosystems. But much of the time the focus is on how a few major universities, corporations, the US Government, and billions of dollars are the validation of most ‘successful’ innovation ecosystems.
But how much of the current version innovation saturation out there is really delivering a sustainable future for people by 2030; let alone 2050, 2075, and 2100?
To do more, better, and faster with sustainability as the vision, we need a public version of Thomas Edison’s Invention Laboratory in Menlo Park, NJ; or, a more recent analogy is a relatively accessible version of NASA that’s designed to improve outcomes right where we live — in Our Municipalities — versus out in space.
It is simply paradox that I also reference the following JFK speech on space exploration. The strategy conversation is mainly about big ideas first and foremost and that JFK moment is a classic example of being a Strategy Innovator.
StratGen helps leaders working for public good — in domains of climate protection, education, healthcare, business, government, or nonprofits — do great things… because this is the time to make America great… finally. Doing great things means transforming challenge into value by working with the dynamism of strategy, innovation, and risk.
Strategy is the way to make great things happen. A mission without strategy means no execution. However, what has the mission been so far for America? What does execution of value creation and delivery mean at this point? Who benefits?
One of the best ways to learn about the relationship between strategy, innovation, and risk is to do an Internet search for:
It’s also helpful to have a mind for history as human civilization is filled with examples of failed strategy. Books like Guns, Germs, and Steel and Age of Discovery help us review the relationship between strategy, innovation, and risk. Risk examples resulting from one dimensional strategy and innovation dissemination includes when Western Europe encountered indigenous peoples across the globe as the Europeans increasingly profited from those encounters.
Of course, entrepreneurship and major government initiatives like FDR’s New Deal or President Johnson’s Great Society are about accepting the risk / reward duality. There are unintended consequences and we can apply a version of continuous improvement to make public good strategy work for more people.
How much does failing at Municipal Strategic Management cost?
First, there’s an array of strategic management software options that local governments have begun using the include ClearPoint Strategy and Envisio. It is great. However, more people across the nation who either have career roles that involve influencing municipal outcomes — and therefore are involved in state and Federal level strategy — do not have influence as to what any given Mayor and city manager want to load into that localities strategic pipeline. The SI 2 Lab is the space to workshop alternatives alongside the actors in these cities, towns, and counties and compare notes. These examples of Municipal Strategic Management and the vast array of transformative EESG (Economic, Environmental, Societal and Governance) programming that has rolled out over the past decade especially alongside bigger comprehensive planning agendas just provides more of a big picture national viewpoint for Strategy Innovators; like you.
The annual budget of the city or town you live in, and then the county, has probably increased in the past decade. A lot of local economics are probably not what they were even a few years ago when it comes to food and housing expenses.
Management Consultants work with systems. So, StratGen services are formed as a system; in order to effect the system level. The best starting place is local leaders sharing about their municipal experience… but we connect with advanced, secure, ad free social media enhanced web platforms across the nation. Government and major nonprofits may come in and help validate this new approach to municipal performance. But the founding Strategy Innovators get to set the table; regardless of the powers that be.
The major multibillion dollar management consulting firms helped develop the economy we are dealing with today. In some ways this is a great way of life; in other example, not so much. It depends on whether strategy is done to us; or you are at the top of the ‘strategy pyramid’.
So, along with the major technology platform companies like Apple, Microsoft, Facebook (Meta), Google (Alpha), and Amazon — these management consulting firms and other players in Silicon Valley want to saturate society with Artificial Intelligence (AI).
Have we fully exploited human intelligence to forge a better local, statewide, and national ethic based in establishing resilience and then sustainability? Why join the AI saturation game so urgently?
No doubt a measure amount of AI use is warranted. But surely there are signs of ‘AI Hyperactivity’ among AI investors.
That’s what StratGen refers to as a Meta Strategy prompt. I look forward to seeing answers from Strategy Innovators on such questions and going further as to action as the first association of Strategy Innovators.
Yep, we’ll have to from that nonprofit about Strategy Innovators and Strategic Innovation 2.0; among other co-created tasks ahead. The concept of Strategic Innovation 2.0 is synonymous with the StratGen Strategic Innovation 2.0 Platform (SI 2); and the SI 2 Lab. This website includes an extensive definition of strategic innovation with references.
Thanks to Cambridge Dictionary for a new definition of strategy:
1. A way of doing something or dealing with something.
2. [The Way] in which a business, government, or other organization carefully plans its actions over a period of time to improve its position and achieve what it wants.
The strategic management of your local government as well as a range of lobbying groups set the stage as to what gets focus. Agreed there’s influence outside the geographic boundaries of your municipality; but people who represent all levels of government as well as national nonprofits and global corporations mostly live in a city or town.
Along with a basic working definition of strategy; innovation being generally about new and renewing value versus just technology creation; and then risk, the two basic StratGen tool sets are:
Michael Watkins has recently given us a much needed update on Strategic Thinking. He believes there are six disciplines:
Pattern Recognition, a Systems perspective, Mental Agility; Structured Problem-Solving; Visioning; and Political Savvy. In one way or another StratGen developed SI 2 with connections to those practices in mind; and more.
It is a major problem that most content about those two critical leadership tool sets are all about the corporate world; or very high levels of government and the issues of very large nonprofits; including universities, hospital systems (of course healthcare systems are for profit too). The strategy game where you live, in your municipality, is high stakes now. The more we connect across the nation with our unique local identities present, the more we get to access a powerful new version of Strategic Innovation. One that’s about people, planet, and profit.
In terms of metrics; how much does it cost when key aspects of the municipal experience where you live under performs? Public safety? Housing? Healthcare?
What about a transformative economic, environmental, societal, and governance (EESG) Comprehensive Development Strategy practice that works for most players where you live?
Recent changes to the US Economic Development Administration’s Comprehensive Economic Development Strategy (CEDS) platform and the Obama Administration Federal Partnership for Sustainable Communities (FPSC) provide precedent. I have documents from an engagement by one of the major management consulting firms as to my local CEDS update and was a consortium member with my local FPSC initiative.
The larger state and national strategic arena? Climate protection? StratGen has a library of articles and reports on this strategic perspective from the ‘Main Street USA’ level looking up to higher levels. The data and idea exchanges are in SI 2 Lab. We can all cope, coordinate, and maneuver with a new way of working with Strategy, Innovation, and Risk there. StratGen is always available for client co-created projects. But the point is to start doing new with the viral nature of the advanced Social Synergy supporting technology platforms used by StratGen.
StratGen is developing a Basic Municipal Performance tool; and SI 2 Lab members support that work in addition to the following sample initiatives:
The United States Climate Protection Strategy
The first Municipal Strategic Management Guidebook
Modernization of Congress (ongoing)
PSAs (public service announcements) covering solutions to America’s greatest challenges
EESG (Economic, Environmental, Societal and Governance) Comprehensive Development Strategy
All of the cost / benefit arenas (EESG / sustainability oriented) facing each US municipality get worked out to better or worse levels currently. The number of local governments and Regional Development Organizations working on a comprehensive set of issues is not new and these array of EESG issues are in fact about making the future a more desirable set of outcomes than the present state of affairs; the definition of sustainability that links to the word posterity in the Preamble to the US Constitution.
The Federal Partnership for Sustainable Communities was a very good example of moving a higher gear on resilience and sustainability during the Obama Administration. Today the US Economic Development Administration’s Comprehensive Development Strategy (CEDS) platform offers a current example. In the SI 2 Lab we can discuss these examples and Basic Municipal Performance more in addition to a couple of important related Federation of American Scientists articles on the CEDS platform and the ‘Bidenomics’ Regional Innovation System platform.
Along with joining the SI 2 Lab, feel free to learn more with one of the upcoming StratGen webinars.
The list of things to avoid in strategy leads us back to something simple about why, how, and what to do about any given challenge or set of challenges: What is most valuable? If we don’t have the valuable solution; what to we need to do to find it or develop what’s best immediately and then in future phasing.
So, StratGen in part is supporting leaders and their stakeholders in defining and validating what their strategy, or ability to create and project power, is.
What is strategy? Strategy is The Way.
Great strategy is straightforward and makes politics and satisfying lots of lobbying interests less complex. Going in with the most powerful, ethical strategy for the sake of public good means clarity. And not everyone works with strategy, innovation, and risk in a way that visibly established resilience and then sustainability.
The Municipality to Municipalities Human Ecosystem
Most people have basic skills in working with strategy, innovation, and risk. It’s about making your life work; team targets formed out of an increasingly powerful value creation capability; and the same for whole organization systems. And then combining these individual, team, and organization strategy, innovation, and risk leadership experiences as Municipality to Municipalities (M2M) intellectual capital Human Ecosystems in the SI 2 Lab.
More leaders just need to see this a perfect time to win at America’s competition of ideas as the second half of the 21st Century unfolds. Going back to Intellectual Capital and the Human Capital component, the world’s largest professional services network, Deloitte, happens to have put a fresh perspective on the topic recently. One article in their 2024 Global Human Capital Trends report covers how AI can do routine tasks and allow humans to flourish intellectually; ideally overcoming the apparent mass ‘imagination deficit‘.
Great strategy, and thus innovation in the face of risk downside, means getting ahold of a big, huge High Magnitude Value purpose. A Sustainable Value Creation system is a process worth working out. There’s imagination and creativity; then there’s genius.
Getting Americans working with their personal, team, organization, and M2M derived genius purpose is where StratGen helps.
The SI 2 Lab is the first M2M Human Ecosystem. Please join the SI 2 Lab and contact me about co-created client projects.
As you assess if you are working with a dynamism of strategy, Innovation, and risk in an advantageous manner, please take a few minutes and review JFK’s famous moon landing initiative speech. It’s an 18 minute video commitment so it’s understandable to want to read the transcript:
“There is no strife, no prejudice, no national conflict in outer space as yet. Its hazards are hostile to us all. Its conquest deserves the best of all mankind, and its opportunity for peaceful cooperation may never come again. But why, some say, the moon? Why choose this as our goal? And they may well ask why climb the highest mountain? Why, 35 years ago, fly the Atlantic? Why does Rice play Texas?
We choose to go to the moon. We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win, and the others, too.
It is for these reasons that I regard the decision last year to shift our efforts in space from low to high gear as among the most important decisions that will be made during my incumbency in the office of the Presidency.”
President John F. Kennedy at Rice University, Houston, Texas
September 12, 1962
Sure enough, even though President Kennedy didn’t live to see the day, there were humans on the moon before 1970 arrived.
What sort of things do want to see happen before 2030? Let me know. Let others know. This is the right time to share and coordinate around great American ideas. That new dynamism is necessary.
– Grant Millin, Strategy Innovator and StratGen CEO
Other Notes
Just centering on what’s valuable and how to increase the capability to repeat success and mitigate risk is akin to making entrepreneurial value propositions functional; but instead of just financial returns we now need to establish resilience and then sustainability… where we live: in Our Municipalities.
One part of functional, value creating strategy is coming up with some basic principles that work for the individual, team, organization, and/or municipality. Writing a co-created strategy statement about what we think that looks like is a key service area StratGen emphasizes. Strategy is the system design that delivers value in the face of various challenge / risk arenas depending on whatever domain; like governing, healthcare, local economic development, and huge macro challenges like Anthropogenic Climate Risk… which are all things with micro-macro dynamics.
With no High Maginitude Truth about our challenges; there’s no High Magnitude Value to discover. The StratGen Strategic Innovation 2.0 Platform (SI 2) and the SI 2 Lab aid in forming the dynamism, or catalyst, to aid leaders and their stakeholders in dealing with challenges through new and renewing value creation as Strategy Innovators.
By the way, the book Dynamism by noble prize winning economist Edmund Phelps has some interesting points; but he apparently relates ‘pioneer spirit’ to the 1800s Wild West on a personal basis. So, take all that is with a grain of salt.
Not understanding the High Magnitude Truth about known challenges — and then developing challenges that stretch and strengthen you, your team, your organization, your municipality, your state, and the nation — is disvalue. The leadership of my city government has some value arenas including citywide sustainability with a good city economy; then they pick priorities with otherwise useful targeting terms about improving public safety and addressing homelessness… and affordable housing.
Each has a time bound prioritization; such as low, medium, high, very high, immediate jeopardy, and live hazard. Strategic Choice is part of understanding
When was the last time you individually — or more likely as part of a group or organization you work with — accomplished something that had High Magnitude Value… at the level of significant outcomes for your municipality, your state, America; or even the entire planet?
Dear Strategy Innovators,
That’s just the way things have always been. A better way of life. The way to reduce greenhouse gas emission. People For the American Way.
While words like abstraction, extrapolate, and explicate may feel clunky for some, a strategist and innovator, or Strategy Innovator, would be okay with generating value with that sort of terrain.
The map is not the territory is one. Similarly, in Gestalt Theory, the whole is not the sum of the parts; it’s the whole awesome, awful, or mediocre and forgettable experience. A hugely successful restauranteur, clothes designer, filmmaker, or Steve Jobs will conceptualize the entire experience of the talent who deliver value; the value proposition(s); and then what the ideal consumer and end user experience is. The strategy behind all that is the map; and while the territorial issues are subject to VUCA (Volatility, Uncertainty, Complexity, and Ambiguity); it is best to do big things; as is the vision JFK relayed almost exactly five years after Sputnik 1.
While it may be super hard to do big things for public good today; that strategic qualifier public good seems worthy to resurrect and render value from. StratGen is about supporting leaders who endeavor to explore a new 21st Century interpretation of Sustainable Value Creation. The domains can be business, government, healthcare, education, nonprofits, the arts… whichever.
If you think explicating Anthropogenic Climate Risk and the solution agenda and explaining Frank Luntz’s version of climate change millions of people have been referencing the past 20 years are the same sort of thing; then that’s one version of strategy and Strategic Communication.
Strategy in part is about communicating big ideas; but first about formulating big ideas. Since innovation is about designing as well as seeing the production of valuable ideas as final product or service to users, one would think the relationship with value [and risk], strategy, and innovation would have been harmonized a long, long time ago.
Plans and planning is about describing decisions and the detail level of the strategic advantage formed in a simple strategy statement about any given integrated set of valuable choices; or ‘The Strategy’. Being a strategist and innovator as part of our leadership roles makes The Way more valuable for stakeholders and increased likelihood of achieving desired outcome(s).
The definition of strategy as something generals or corporate CEOs do is not useful and limiting for these times. However, the means (resources), ways (processes like Strategic Thinking), and ends (outcome) relationship and related input, process, output model are about the military and business / technological domains and do simplify strategy.
The above question is different from ones a board member might usually ask a senior executive; or a politician might get asked by reporter or citizen. But a version of it should be a standard. How do we answer such a question is much more interesting than just posing it and putting people who are already on the hook about guiding us into the future and striving for even more angst.
Gasalt and the art of creating power are ideas that attach to today’s need for a refection of strategy where one of the first things that comes up is that strategy is like what generals do. I happen to be an honorably discharged veteran so I at least understand the role of flag officers and that just dropping national security isn’t a strategy option.
However, we do deserve to coherently rethink arenas like national security in context to our municipal experiences; the functionality of the Anthropogenic – Nature Relationship; and the synthesis of genuine equity and wellbeing across society. And Strategic Thinking and Strategic Management are still basic platform components of The Way to do big things.
Strategic Thinking and sustainability are considered transformative threshold concepts by some thinkers. Both practices support one another; but it seems like ethical advocacy and a group of trailblazing renewables entrepreneurs against entrenched exploitive interests has been the only central relationship as to creating sustainable advancement in the 21st Century. Strategy, innovation, and risk most likely have additional permutations. We just need to do what genius purpose has always done: build a lab on top of a Human Ecosystem of allies and search.
Feel free to compare the term “strategic thinking” to other issues, factors, and mechanisms facing the people of America using Google Trends that you think matter or at least dominate our common life and see what you get. Governing Magazine has recently reported how most Americans actually want to see effective governance confronting our growing list of challenges versus abdicating to more and more bad ideas and destructive behaviors.
Strategic Thinking is something most leaders need to be skilled at and comfortable with; in spite of the inherently uncomfortable work of #StrategyInnovators.
A related Carnegie Endowment of International Peace report on the remedy to American strategic disunion includes this arena that supports the StratGen M2M (Municipality to Municipalities) Human Ecosystem of the the SI 2 Lab:
Build a broad-based, multistranded, prodemocracy movement around a positive vision concretized in locally rooted action
All US citizens are doubting American Liberal Democracy more than in 1984. Young people are especially turned off to the American Dream and we need to come together in a highly efficient and effective manner. That is, with new purpose.
Meta Strategy
In the following video Neil deGrasse Tyson is asked by a child, “How can first graders help the earth?” Feel free to watch the short video or read the transcript.
Tyson is director of the American Museum of Natural History’s Hayden Planetarium and as one of today’s most visible science educators he can defend his own ideas and responses to this example of what we might call a ‘Meta Strategy Prompt’. First graders are about the planetary experience; now and as they move to adulthood and then their elder years. The child in the video is wearing a shirt with featuring an Einstein quote. So, great question from a future leader… but it’s sort of to everyone over 18 about how we can help little kids land in the future successfully with an Earth Science model that’s more in alignment with the past than the current projected future.
It’s a question from the future about those who will populate Future Earth; and unfortunately about how little a child today can do to alter global factors they inherited. Obviously, Tyson would encourage the idea of children with such questions becoming scientists; which would make sense given a long lecture in answer to the profound implications to the girl’s inquiry to today’s adults.
I agree we can let others come up with alternative ways to imagine and communicate the value of sustainability. The SI 2 Lab is where we can allow such collisions of empathy, ethics, and genius purpose.
Knowing what’s valuable to a sub market within a municipality — or beyond the borders of a city, town, or county — and delivering an outstanding value proposition with a balanced approach to strategy, innovation, and risk is part of what makes a small business work. Local government and nonprofits that create new and renewing value are much, much more ‘entrepreneurial’ today versus just 10-20 years ago… and that’s not a logic door for more corporate power; or that mixing public good and profit taking need to be an even greater area of experimentation than we’ve seen since the Reagan Administration.
In many cases going in reverse and backing up on certain strategy, innovation, and risk configurations is progress and as much about genius as anything else.
The way we look at what’s valuable and what’s risky with a hybrid valuation system integrating Economics, Environmental, Society, and Governance (EESG) issues, factors, and mechanisms is a kind of ‘strategic innovation camera’ no one has invented… until now with the StratGen Strategic Innovation 2.0 Platform (SI 2).
With a dynamic intervening platform designed to build public good like StratGen SI 2, High Magnitude Truth transforms into High Magnitude Value.
Strategy, innovation, risk and their natural relationships shouldn’t be seen as buzzwords. There shouldn’t be a ‘secret world’ of strategists, innovators, and risk managers.
This is the perfect time to democratize Strategic Innovation and reorient back to public good value creation.
Strategy and innovation are almost discussed as being business related in America. Business strategy and innovation that is profitable yet is designed for public good matters. What strategy and innovation for public good, or Strategic Innovation 2.0, can be — including as to entrepreneurship — is America’s new economic development agenda.
When President John F. Kennedy made his famous 1962 Rice University speech asking the Meta Strategy question of “Why go to the Moon?”; he led America into a new reality.
The Digital Age is connected to the invention of the computer during WW II and then the ‘Moore’s Law’ exponential miniaturization of denser and denser computing power setting the stage for Steve Jobs version of the Star Trek communicator: the iPhone. By the way, in Star Trek there is a separate computer called a Tricorder. So, Apple combined two Star Trek devices.
Who will invent the Transporter?
Of course, the exponential increase of innovation is producing plenty of ‘innovation junk’ as well as lifesaving approaches to healthcare or better governance. Criminals are in the pharmaceutical innovation game with Illegally Made Fentanyl for example. And the Healthcare Corporation of America is doing little to make lifesaving approaches to healthcare more accessible to the increasingly desperate population of Americans on the wrong side of the median income.
Strategy and Innovation can be combined in new ways for the public good of America and the globe. We deserve a larger aspiration about resilience and delivering to our posterity a true sustainable future than the one current trends indicate. That current state / future state differentiation is a very basic reason humans have worked with strategy, innovation, and risk in increasingly sophisticated way; especially since a point in history we can think of as the Strategic Innovation 1.0 Epoch began with Edison and Ford. We also now have a new earth science epoch called the Anthropocene which is very much connected to the vast wealth, production, and consumption capabilities delivered with Strategic Innovation 1.0 Epoch.
Strategic Innovation 2.0 Epoch is about a major course correction towards resilience, adaptation, and then sustainability.
The StratGen Strategic Innovation 2.0 Platform (SI 2) is the forum and part of the formula that allows us to communicate about and act on the multiple domains of Economic, Environmental, Social, and Governance (EESG) affecting us right where we live now: in Our Municipalities.
When it comes to ‘soft skills’ linking to tangible outcomes — where we live — in Our Municipalities; one would strategic thinking would be up there.
When was the last time an election — local, state, or Federal — was based on the candidate’s strategic thinking scores? How about in selecting a city or county manager?
Of course, creating cliques of strategic thinkers won’t do anything about American equity. However, teaching people about some elements of what strategy and what strategic issues are in context to local strategic planning and strategic management issues could be game change as to equity and liberal democracy issues. ‘Open Strategy’ is open government. Same as to the more tactical level of the vast possibilities of the innovation aspect of strategy. Strategy without an ‘art and design’ innovation high level of thinking; and then innovation topics as well as innovation applications in specific product and service opportunities, would be a limiting version of local economic development.
StratGen adds a Comprehensive Resilience and Sustainability Strategy (CRSS) envelope to overlay over past conventions of Economic Development Strategy; including the otherwise valuable Comprehensive Economic Development Strategy (CEDS) platform of the US Economic Development Administration. There’s a lot of value in making sure we can respond to various shocks better; avoid them altogether; and arrive more whole at America’s tricentennial on July 4, 2076.
For those willing to take a journey in reimagining our challenges, solutions, and outcomes… we have little to lose and everything to gain by taking the first steps. Join the SI 2 Lab.
‘Open CEDS / CRSS’ and allowing a larger platform than local chambers of commerce can provide; and the prevention component of Anti IMF (Illegally Made Fentanyl) strategy, are examples of the ‘change the rules of the game’ aspect of strategic innovation.
Along with members participating in the development of a Muncical Strategic Management Guidebook, the SI 2 Lab is the Unity Future RSIS (Regional Strategic Innovation Systems) initiative is being formed. The US Economic Development Administration’s framework for Comprehensive Economic Development Strategy offers a concrete place to begin the conversation about American strategic innovation for public good.
One of the basic StratGen tools is the Center of Gravity with Maneuvering Model (CGMM). This is a simple way of breaking down strategic issues… where we live… in Our Municipalities. The reason strategic planning feels awkward is that looking at last year’s goals, objectives, action plans, and priorities just blends into what we think this year’s strategy is. Trends and strategic foresight matter; but though strategic choices about impending and live outcomes now mean something was missing in the strategy, innovation, and risk modeling that occurred years ago.
CGMM does vital work that the traditional SWOT (Strengths, Weaknesses, Opportunities and Threats) or other options like SOAR (Strengths, Weaknesses, Aspirations and Results) cannot offer; or leave strategic issues of advantage over risk(s) incompletely managed. Mainly, the term maneuvering implies adaptation and strategic motion into the definitive future, or ‘The Way’, versus a practice that about merely generating strategic plans every so often. I use acronyms too; but just getting to the way out of any given challenge; and even more important, the way to greater purpose and advantage is more to the point of strategy; what is strategic; and then the innovation / risk relationship.
Leadership without being a strategist and innovator today seems to leave a lot off the table. Entry and mid-level positions do not necessary list strategist and innovator ‘soft skills’. ‘Hard Skills’ organizations also seem to need this mix I call The Strategy Innovators. if you have a Myers-Briggs personality type or some other personal profile, that’s great.
To whatever degree possible as individual leaders, in whatever sector, the rules of the game seem poised for change. Who will lead that change and with what dynamic perspective? Perspectives about doing more Business-as-Usual, faster, and ‘better’ as to cosmetic incremental change?
The Vision, Mission, Purpose, Values, and Principles aspect of a new for-profit venture; or initiatives for nonprofits; units of government; or initiatives of most any purpose, most likely doesn’t get enough attention in the issue of strategy formulation versus execution and outcome. Lots of activity isn’t the same thing as great strategy. So, strategy choice and intent are vital with SI 2. The SI 2 Strategy Statement Development Model is an answer to this challenging area of strategy.
So, what now? SI 2. By rethinking the strategic innovation toolset for public good purposes, with the StratGen Strategic Innovation 2.0 Platform (SI 2) we can look at the natural Human Ecosystems (like innovation ecosystems) in our municipalities. Unity Future RSIS is about linking these Human Ecosystems in a Municipality to Municipalities (M2M) model using robust social media; but NOT Facebook or LinkedIn. And there’s more to Unity Future RSIS than the conventional concept of social media.
If we wait for our local government leaders to pick the right strategic planning consultant or nonprofit — or even the perfect team of consultants, nonprofits, and government representatives — to generate better strategic plans and comprehensive plans… what happens when we wait that out? It’s not that people are not intelligent about doing what’s been the way of interacting with strategy, innovation, and risk locally. It’s not that urban planning has not evolved. It’s that the simple yet powerful view of looking at how strategy, innovation, and risk show up is daunting today.
The ‘worldview’ compared to local outcomes (GLocal) on any given topic is not the same frame as 10-20 years ago. Young people don’t have many teachers who can help package our challenges, solutions, and potential outcomes.
How do you explain to citizens that homeownership is only less expensive than renting in a mere ten percent of US municipalities if you are a local government leader? AI has a MASSIVE carbon footprint. Most hospital bad debt is now from the insured; versus uninsured.
Most Americans conceptualize innovation as the next smartphone or another productivity app for work. The word strategic came into increasingly common use as electricity and the automobile began to generate Anthropogenic Climate Risk; in spite of whatever the advantages are. What purpose or advantage any given innovation incurs and the connected risks is part of the StratGen definition of Strategic Innovation 2.0. And the purpose and advantage is always how to make life where people live better; including as to nature, economics, and better governing in liberal democracies.
Technology, the markets, housings, healthcare, good governance, and a better nature relationship, are all the byproduct of what good people want public good to be about.
Strategy, Innovation, and Risk
The relationship between strategy, innovation, and risk explains the old electrical grid and attempts to maximize solar PV panels; or defibrillators. It is okay to evaluate municipal performance and strategic issues with a new lens on strategy, innovation, and risk.
Strategy and innovation are activities with outcomes that are best to do than have done to us in numerous cases. Strategy and innovation that moves ‘the wrong kind of risk’ over to the circle of what is unsustainable and harms life, and the contains and shrinks that version of ‘negative space’, is good strategic innovation. It is okay to encircle our common challenges and apply the needed solution(s) and achieve necessary outcome(s). It is also brave and requires wisdom to determine strategic intent and form and act on the necessary strategic choice(s).
Taking a risk to advantage the good is quality, ethical strategic innovation.
Many sit in leadership roles but really roll out a lot of populism and other dynamics that really produce little good.
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SI 2 for Municipalities (or Human Ecosystems)
If strategic thinking, planning, and management were working for US municipalities, it seems like all the goals, objectives, tactics, action plans connected to strategic plans and comprehensive plans would have superior outcomes. The performance variance between expected and actual outcomes doesn’t have to be 100 percent / ‘A+’, but sharing what’s happening and seeing what else we can come up with is okay.
Which is best: An epidemic of ethical, empathetic, genius strategic thinkers? Or, an epidemic of domestic terrorists?
That’s strategic choice.
If you like one of those options and someone else likes the other, that’s strategic intent because something about ones ethical makeup is causing one choice over another. All the people headed in those and many other different directions shapes the future aims, or strategy, of the United States of America.
There seems to be one book that adds something new to the idea of Municipal Strategic Management. That’s stunning given the value of where we live. Most humans live in municipalities. Most of the Intellectual Capital is in municipalities. Many of the substantive issues of Liberal Democracy show up as outcomes in municipalities. Our required natural resources and the climate state show up as outcomes in our municipalities in the form of things like food and weather events.
Inviting our local leaders to read a book like The Six Disciplines of Strategic Thinking: Leading Your Organization into the Future is a helpful step in establishing this central leadership ‘soft skill’. Strategic thinking is not something your mayor or city manager can assign to a consultant. That search and development of leadership examples is a key StratGen differential. The quality of American leadership is vastly more valuable the strategic plan production volumes of the American consulting and nonprofit sectors.
The choices and intentions shaping outcomes each day; and thus the future — where we live: in Our Municipalities — are all wide open these days. Mass Knowledge isn’t the same as Mass Wisdom and a perpetual way of harmonious resilience around municipal life.
Our national strategy in the Preamble to the US Constitution and our national motto, Out of Many, One, are old; but make a lot of sense as to what strategic choice and strategic intent might look like. Looking in the past to a certain degree can be a good source of innovation.
Here’s some ideas for evaluating municipal performance:
Rethinking Municipal Strategic Management starts with Three Core Variables influencing outcomes where we live:
X1 = Strategy is the art and science of formulating, achieving, and maintaining aims.
X2 = Innovation is the creation of new and renewing value.
X3 = Performance is the variance between estimated value of aims and actual outcomes.
SI 2; a common platform for good
In Aikido the dedicated Aikido practitioner, or Aikidoka, learns about mind-body integration and focus. That strength builds from spending a lot of class time in preparation for actual lessons. The actual ‘strategic defense’ maneuvers operate around a relatively small number of tactical concepts and techniques; in high magnitude synergy.
Being a Strategy Innovator who is part of the SI 2 Lab membership, being the first Human Ecosystem, is analogous to Aikido. Reading about strategy and innovation on our own and using antiquated methods while attempting to make high stakes impact in today’s VUCA (Volatile, Uncertain, Complex, and Ambiguous) world of varying human activity; is not as good as developing a globally recognized standard of practice that defines true value together.
Guns and transatlantic shipping are tactical innovation aspects of American slavery. The unethical mental model of slaves making money for slave owners is strategy.
Hydrogen and fuel cells are ethical and are tactical innovations that have different production factors and applications. Combined as Hydrogen Systems, they can have strategic impact on Anthropogenic Climate Risk. Right now the US Hydrogen Systems Strategy is a mess; in spite of the relatively simple truth involved.
The risk factor in these examples drive new versions of strategy and innovation. Someone named Lincoln put the strategy of emancipation on the table and the Civil War happened. Who knows if there will be a US Hydrogen Systems Strategy combined with a new approach to general efficiency as part of a larger ‘new game’ than the “100 Percent Renewables Only” mentality in time to generate sufficient Climate Protection outcomes. Strategic Innovation is partly about changing the rules in any given human strategy ‘game’; that by all means can be of existential value and hardly like entertainment.
The Strategy Innovators
StratGen is a forum and part of the formula for breaking down and reimagining (divergence and convergence; an essential ‘soft skill’ in both strategy and innovation) our major challenges, solutions, and outcomes. Those challenges, solutions, and outcomes can be the design of others; like one of the US political parties; the conventional energy sector; or the corporate and private equity healthcare sector. Before making things better, simply describing their strategic intent means a alternative is more possible. Just rushing around with lists of demands for each other seems more of a Rework Hamster Wheel.
Motivation versus Strategy, Innovation, and Risk
Family, Friends, Love, Faith, Community, Safe Relationship with Nature, Determination, Positive Attitude, and an ethic. Those are motivators. Those motivating issues and factors that make people want to make the world a better place in the future for little kids today are part of what makes us human. Because just talking about strategy, innovation, and risk can mean all sorts of things. It can be about people who need Business-as-Usual to stay as is; or worse, they look for sugary, glossy placebo versions of strategy and innovation to package more and more risk about core, existential mechanisms like Climate Protection and Advanced Liberal Democracy.
The term ‘Doom Loop’ has been referenced significantly. My Dad was a co-founder of the downtown association of the city I live in many years ago. I helped clean out the oldest continuously operating retail store in this city as of about 15 years ago. I worked in sales in that store and in sales and other roles in many of the historic businesses where I live. I don’t want there to be a doom loop here; or for any US municipality.
And on the level of ensuring success for all Americans who are mainly just trying to live, I could care less which political party controls the politics. But our political health is getting real as to impacts on our national resilience and sustainability outcomes.
Feel free to look up the online interest in the terms Doom Loop, strategy, innovation, and risk using Google Trends. Risk is the top term. Unfortunately people stopped being as interested in strategy starting around 2010. Possibly because the divergence in the way Americans work with strategy became extreme and an ‘Overwhelm Doom Loop’ became more profound. Our issues, factors, and mechanisms are often extremely tangible; but a lot of our challenges start in the minds of our fellow citizens.
Risk
1: to expose to hazard or danger
2: to incur the risk or danger of
Jim Collins’ 2001 book Good to Great: Why Some Companies Make the Leap… and Others Don’t mentions what he thinks a ‘Doom Loop’ dynamic might be. Investopedia has a detailed 2022 article on the subject. It’s not surprising that Investopedia would talk about risk dynamics in pure classic economics terms.
Jim Collins has a lot of ideas besides what a negative feedback loop can look like. The StratGen SI 2 Lab is about getting some new public good dynamic that Collins might refer to as a ‘flywheel’.
Our people, municipalities; and essential environmental, economic, and political requirements — and human-oriented infrastructure; all going back to powering or adding risk to our municipalities, depending on topic area performance — are component examples of the core American value proposition. How to we manage that strategic and innovation portfolio?
This is a great time to share that American municipalities of course include very rural areas. There are endless reasons for more or less rural parts of the USA to be more connected to urban and suburban America. Connect to strategy and innovation differently for a more desirable common future with StratGen. Join the SI 2 Lab.
One of the first things to develop in the SI 2 Lab is a guidebook on municipal strategic management. Most US municipalities working from a common wisdom about strategic management might seem like a basic thing. Apparently a common strategic management practice among our cities, counties, and towns may be more mysterious than one might assume initially.
As you go through the routine of ‘strategic firefighting’ in your municipality while trying to take a breath about innovation issues, including ‘beyond technology only’ innovation context, as a leader in business, government, nonprofit, or other sectors you will be able to share about performance factors from your individual and organization experience. Why not share and be supported across the nation within a platform designed to increase the value of Municipal Strategic Management?
Performance factors are public safety, tourism, cost of living, climate and other issues that individually and locally we may not have total domain over. However, when we link up in a Human Ecosystem across the nation with tools and space to cope, coordinate, and maneuver with growing transformation capabilities; we should hope many of the emerging negative factors that have appeared in strong ways over the past 20 years will abate.
Not everything Harvard Business Review publishes is pure genius, but a lot the time they do basic research on what parts of strategy are about, or should be: choices, originality, inspiration, and of course, performance. The 2005 HBR article Turning Great Strategy into Great Performance is getting old; but this chart can be updated to show past comprehensive plans for your municipality, region, state, or the entire nation. Whatever the topic, there are goals; and then a few years or decades later the actual outcomes are finally surfaced as being lower or less valuable than projected initially.
SI 2 Ideas and Events
Visit the SI Ideas and Events page to learn about SI 2 webinars and connecting in the SI 2 Lab.
StratGen Solution Design
SI Center of Gravity is the starting place for analysis and is has a structure for reports on any strategic innovation issues. The SI 2 Solution Design practices includes the SI 2 Strategy Statement Development Model.
StratGen practices like Solution Design allow for redesigning these old methods with the kind of abstraction and extrapolation needs of these times. The point is to leave leaders with a fresh perspective on what strategy and innovation needs to be for them personally; the people they serve; their organizations; and the municipalities they live in — and therefore the connections to our states and the rest of the nation if not the globe in any given situational awareness space.
When people refer to strategy as purely a matter of some sort of magical genius execution by force of will in many cases, that’s like Elon Musk. What Elon Musk produces is strategic innovation; but it’s not always about public good. Onboarding a large constituency along the way is where SI 2 Strategic Communication comes in. Strategic Communication (not ‘communications’) is about using modern communications tools and platforms to message and generate Social Synergy around our greatest challenges. PSAs (public service announcements) are a good example of a communications tool that is often used for social change.
The SI 2 Maneuvering model makes the basics of strategy and innovation public versus being for special people in backrooms and who have fancy titles and big paychecks.
A new countervailing treatment is needed.
The StratGen Strategic Innovation 2.0 Platform
The StratGen Strategic Innovation 2.0 Platform (SI 2) is a Center of Gravity establishing resilience and then sustainability… where we live: Our Municipalities.
StratGen is about supporting Strategy Innovators across the nation so we can all cope, coordinate, and maneuver — together and with our stakeholders — with SI 2 Dynamism. There are blockages; but with a new approach the possibilities expand versus retract for establishing resilience and then sustainability. The Plan, Do, Check, and Act model of continuous improvement is a little like the SWOT (Strengths, Weaknesses, Opportunities, and Threats) model. In terms of a properly managed municipal government we might image some analysis with such conventional tools; and StratGen incorporates a ‘What Works’ level of Municipal Strategic Management where past practices and basics like financial management are taken into account.
Government doesn’t have to be the initiator of this new approach to Municipal Strategic Management; but it makes sense leading municipalities are searching for a new common platform for strategy and Innovation issues.
The moment of today’s municipal intelligence and that of history being relevant is the Front End of Strategic Innovation; similar to the Fuzzy Front End of Innovation. This ‘Front End of Innovation’ can also be thought of as the front edge of the classic entrepreneurial explore-exploit model. And the explore-exploit model is really a way to explain many aspect of civilization as to the initiative versus outcome levels in politics and policy, advances in science and medicine; and not just the world of consumer products and technology. Our Municipalities need a fresh perspective and the SI 2 Lab is the space to cope and coordinate as we establish resilience and then sustainability.
I. The mix of strategy and innovation is all around us. Strategic Innovation can be described as the effects of the time of Thomas Edison and electrification; the arms races of WW II and the Cold War; the Space Race; and then radical transformation of commerce: from Apple to Globalization. A space and tools for ingenuity is common with all high magnitude strategy and innovation.
One key starting point with StratGen services is Solution Design. Solution Design is a term used in many professions and the StratGen approach leans on principles of Design Thinking. [LUMA Institute is one of many Design Thinking practice resources and is strictly an example]. The ‘big idea’ starting point with Solution Design is a simple and common one in strategy and innovation issues: Maneuvering.
II. StratGen tells the strategic story of the places where we live, Our Municipalities, with imaginative, evidentiary Strategic Communication combined with the StratGen SI 2 interpretation of Intellectual Capital as Strategic Innovation 2.0.
Charlie Munger, Vice Chairman of Berkshire Hathaway (see Warren Buffett), is known for his mental models about psychology and economics, and therefore big chucks of strategy and innovation. The StratGen Strategic Innovation 2.0 Platform (SI 2) is a space for coping and coordinating on the major commons issues unfolding where we live: in Our Municipalities. The point is a different, public good based, form of investing and creating value.
The StratGen iStrategy and other practices are about developing leaders as Strategy Innovators in co-creation projects and Human Ecosystems like SI 2 Lab versus routine surveys and reports disconnected from Next Steps… that are in constant motion.
The above model covers the risk-outcome relationship. It is very simple that whether or not risks where we live, in Our Municipalities, are managed well or not… outcomes follow. An example is losing a lot of law enforcement officers across the nation as IMF trafficking exploded across America about 2014 and there’s been an awful lot of big bets on harm reduction. A 2020 Brookings Institute report talks about ‘nuanced’ ways of shaping the IMF market. Whatever the issues were about IMF in 2020 or even last year, the crisis and any answers are likely different today. The risks of slowness and confusion is having real world outcomes.
III. StratGen brings together the leaders in municipalities from across the nation by developing Human Ecosystems. Rather than focusing mainly on the organizational health of commercial ventures, StratGen SI 2 is designed to support the organizing of municipalities for Human Ecosystem Venturing. One would think the promise of the early days of social media had paid off more as to public good value. StratGen Human Ecosystems and the rest of SI 2 is about linking Intellectual Capital with Social Capital.
So, every day is a new Opportunity Departure Point (ODP). But of course initiatives and projects are about specifics beginning and endpoints to address challenges forming better future. The X Factor Future is either an unknown future formed by an external Lotus of Control. Or, it is a future that starts with a certain amount of unpredictability; but we select and manage challenges of our choosing and build whatever form of solution as needed; and realized. If we don’t have a new platform, we can expect existing processes to influence something called Failure of Imagination… which is like blind spots.
Models alone are where ’the map is not the terrain’ fallacy comes in. But to get better at the terrain of establishing resilience and then sustainability, where we live — in Our Municipalities, we can at least afford some imaginative strategy and innovation models to start maneuvering to new horizons.
The City of San Francisco began a more classic War on Drugs approach to IMF in 2023. How to assess the impacts of IMF in each US municipality and then at the national level is a big, intimidating strategy issue. Along with the Anthropogenic Climate to Climate Protection Transition, conventions like classic local Economic Development Strategy needs a resilience – sustainability wraparound.
It’s easy to see we need a new way
We should hope there are many, many businesses, government units, nonprofits, and other institutions that are ready for a new coordinating platform linking America’s municipalities that simultaneously links the like-minded across the nation. In the SI 2 Lab we can privately go through issues ranging from combating IMF to Climate Protection.
One of the central StratGen practices is a form of Strategic Management for where we live: Our Municipalities. If politicians and appointed officials like city and county managers get involved; great. But the key is to develop a platform where ideas like innovation ecosystem theory and open innovation can be used to improve conditions for our municipalities… and the leadership appears as needed. Not waiting for the right municipal government Request for Proposal (RFP) and being selected for the RFP is part of taking the initiative and freely answering the Design Thinking question of How Might We?
The second phase of a Solution Design Arena event adds the CSAI Maneuvering model. Yes, we can start there. There are less rules when it comes to doing new.
SI 2 Tools
SI 2 tools and the space are often the same as to technology. Intellectual Capital models like SI 2 Maneuvering and Center of Gravity Structuring are technologies in the form of thinking tools.
As to software applications, Mighty Networks is the technology backbone of Human Ecosystems like the SI 2 Lab. Podio is the Open Project Management backbone.
The ‘connective tissue’ and ‘brain’ is Mindmanager. Whether it’s Mindmanager or something like Mural, an interactive Solution Design tool that helps set up plans and reporting after a creative initiating phase and connects to the rest of the SI 2 component environment is important.
The city municipal government I live in now has a Office of Data and Performance and they use Results Based Accountability (RBA). Whether it is RBA, OKRs, KPIs, or expensive strategic management or innovation enterprise solutions, the ‘means’ part of developing strategy and innovation for public good is there based on an amalgamation of past tools and initiatives… but unless a person has been following the attempted use of asset mapping, System Dynamics, innovation ecosystem efforts, and other attempts at better civilization for many years, Strategic Innovation is not an easy space to adopt.
SI 2 is not about ease of use; its about getting ahead of the curve on a large risk array facing many US municipalities and taking the high ground.
Please connect in the SI 2 Lab and contact me for development of StratGen client co-created initiatives.
– Grant Millin, StratGen CEO and Strategy Innovator