These articles reflect the thinking that shaped Strategic Doing from its earliest formulation. Written by the founder, they explore the questions, insights, and practical lessons that emerged from working at the intersection of strategy, collaboration, and complex systems. Together, they offer context for why Strategic Doing looks the way it does today and how its core ideas have evolved through practice.
Strategic Doing: A New Discipline for Developing Strategy
This paper introduces Strategic Doing as a network-based strategy discipline designed for open, loosely connected systems. It explains how simple rules and structured conversations enable coordinated action without central control.
Universities as Anchors of Regional Innovation
Article with overview of Strategic Doing as drivers of innovative ecosystems
Saying Goodbye to Strategic Planning
Why strategic planning doesn’t work with today’s complexity
Ed Morrison’s LinkedIn feed
Ed (the original developer of Strategic Doing) is prolific on LinkedIn, and his most recent posts include a way to engage more purposefully
Building Organizational Resilience from the Ground Up
SD practitioner John Morley reflects on what it takes to make change happen, especially in large organizations
An Introduction to Strategic Doing for Community Development
Book chapter discussing how Strategic Doing is used in community development settings.
Accelerating Civic lnnovation through Strategic Doing
Stanford Social Innovation Review article about Strategic Doing
Network-based Engagement for Universities: Leveraging the Power of Open Networks
Paper presented at the 10th PASCAL International Observatory Conference (2012) This paper explores how universities can engage more effectively with their regions by working through open networks rather than hierarchical structures. Strategic Doing is presented as a practical approach to network-based collaboration.