The future of collaboration: Why Strategic Doing is more than a method, it's a way of being...

In today’s world, challenges are not as simple as they once seemed. From social inequality to environmental sustainability, traditional methods for addressing these issues often fall short. The old ways of relying on top-down solutions, privatization, and singular technical fixes are no longer adequate. Enter Strategic Doing—a process that goes beyond conventional thinking and embraces a new philosophy of collective action.

But what makes Strategic Doing so different?

Design for Cultural Authenticity

In a recent conversation with my colleagues, we talked about the necessity of ensuring that solutions are deeply rooted in the cultural context in which they’re applied. "How you do this in South Africa is going to be different than how you do it in Ecuador," we noted, "because of the cultural context." This understanding highlights the importance of designing processes that are not only inclusive but also culturally authentic. Without such authenticity, collective action becomes fragmented and ineffective.

This is where Strategic Doing excels—by not offering a one-size-fits-all solution, but rather a framework that adapts to the cultural and social nuances of each unique situation. It’s about creating “new systems of learning and adaptation,” as my colleague Ed Morrison so aptly described. The key is not just applying methods, but designing them to fit within local contexts.

Moving Beyond Industrial Age Thinking

Many of today’s complex challenges arise from the limitations of old-world thinking. As Morrison put it, "We’ve relied on markets solving all these problems...it doesn’t work. It creates more damage both to our democratic system and to the environment. I mean it’s disastrous." The way forward isn’t about reapplying Industrial Age solutions like technical reports or quick fixes.

The truth is, we need new routines—routines that are designed not just to solve problems, but to adapt to changing conditions. "Writing a report that says you need a million new wells doesn’t give you a million new wells," Morrison observed. The ability to design systems that are flexible, scalable, and adaptable is paramount in today’s world, whether you’re addressing a water crisis or a digital transformation.

Strategic Doing: A Way of Being

Perhaps the most profound takeaway from our discussion was the realization that Strategic Doing is not just a method—it's a way of being. This shift in perspective was framed brilliantly when my colleague Chrystia Chudczak a said, "You just coined your book title: Strategic Doing: A Way of Being." In communities like Flint, Michigan, people realized they didn’t have to wait for external funding or government approval. Instead, they understood that they had collective agency—the power to act—and that’s what Strategic Doing taps into.

The beauty of Strategic Doing lies in its ability to create coherence in chaotic situations. By focusing on what’s possible and involving all stakeholders—better yet, "partners"—in designing the future, this framework helps communities and organizations move forward, even in the face of complexity and uncertainty.

Power and Culture as Assets, Not Barriers

One of the often-overlooked aspects of strategic thinking is the role of power dynamics and culture. These factors are typically seen as barriers to change, but what if we framed them as assets instead? As Morrison put it, "Revealing those assets and using them as resources is part of what makes Strategic Doing effective."

Rather than battling entrenched systems head-on, Strategic Doing offers a way to innovate around the edges, pulling together collective assets to create new systems. It’s not about overthrowing existing power structures overnight, but about gradually shifting them by building strong, inclusive coalitions.

SparkTank: The Tool for Collaborative Innovation

We also discussed SparkTank, a platform designed to facilitate this very process by allowing people from different backgrounds and regions to collaborate on solving real-world problems. Imagine a mural with multiple "game boards" where each hub—whether in Puerto Rico or South Africa—reports on their progress. This kind of visual, interactive collaboration can break down barriers and spark new ideas.

The integration of AI and other tools like SparkTank will only enhance Strategic Doing, making it more accessible, scalable, and impactful. It’s not just about technology, though. As we discussed, the true value of SparkTank and similar platforms lies in their ability to foster human collaboration, amplify assets, and turn ideas into action.

A New Way Forward

The world is moving too fast for static solutions. As Morrison reminded us, "Everything needs to learn and adapt." And it’s not just about responding to change—it’s about driving it. By embracing Strategic Doing as a way of being, we empower ourselves and our communities to solve the problems that matter most, in ways that are both culturally authentic and forward-looking.

It’s time to stop waiting for top-down solutions. Instead, we need to leverage the assets we already have—our people, our networks, and our collective wisdom—to design systems that work for everyone.

This is the promise of Strategic Doing: not just as a process for solving problems, but as a path toward creating a better future for all.