Strategic Solutions

Sometimes, a Lab might focus on solving a specific problem.  This might be a political challenge, dealing with a cost driver that is out of control, finding ways to leverage assets of your organization or delivery system, or even figuring out an approach to a difficult trade-off.

The product of this kind of Lab is strategy.  Strategy development usually involves

  • Carefully defining the problem. RE: DESIGN helps by challenging assumptions underlying the stated problem definition to be sure that we get to the real root issue.

  • Gathering and analyzing data that will inform strategic thinking. Sometimes this is done in advance of the Lab. Other times the organization has an analyst standing by to turn around analysis in 24 hours or less so that it can be fed back in to the Lab. Other times, analysis is conducted in the Lab itself.

  • Exploring strategic alternatives. This involves facilitated techniques for divergent thinking. The Lab is a place for experimentation with ideas. Many strategic concepts considered in the Lab will end up being thrown out. In normal day-to-day meetings we might call this “a waste of time.” In a Lab, however, such exploration is essential to finding strategic breakthroughs.

  • Closing in on the best alternatives. This involves convergent thinking techniques to focus the Lab on analyzing the pros and cons of various alternatives, and closing in on decisions about the best choices. Deciding almost always generates “conflict.” We don’t think of that as a bad thing; rather, it is an essential part of the creative process. But RE: DESIGN facilitators will help create a safe, respectful, and focused process for creative conflict resolution.

  • Capturing the strategy in words and pictures. Sometimes, a Lab provides an illustrator who helps to graphically depict issues and ideas the Lab is considering. Other times there may be a “scribe” who does overnight drafts of strategies for the Lab’s consideration the following day.

Examples of Our Work

(Members performed this work while part of The Public Strategies Group)

“We put America through school”

Federal Student Aid, U.S. Department of Education

In the late 1990’s, Congress created Federal Student Aid as one of the first performance based organizations (PBO) in the federal government because of its historic poor performance. Design was used to develop their very focused strategy based on the mission – “We put America through school.” The results were dramatic improvement in its three goals of customer service, employee engagement and reduce unit cost.

“Swords to Plowshares” 

US Defense Logistics Agency

The US Defense Logistics Agency used design to develop a bold new strategy for appropriately and productively disposing of military surplus property.  The new strategy has been fully implemented and is saving the Defense Department millions of dollars.

“FROM NURSING HOME PROVIDER TO CREATING HOME”

ECUMEN

When Kathryn Roberts became CEO of the largest non-profit provider of nursing home services in Minnesota, she asked for help in designing and delivering her first trustee retreat.  In preparation, statewide focus groups and interviews were conducted, and Ecumen’s finances and performance were reviewed.  During that retreat, we helped Ecumen Trustees change the conversation from nursing home operations to crafting a new strategic direction – “We create home wherever older adults choose to live!”  Together, they developed a measurable dashboard of 1 and 5 year results expected. Today Ms. Roberts is widely recognized as having transformed older adult services.  She recently (2011) asked for help in designing new opportunities for new markets.

“HOW TO MAKE A BIG ASK OF FUNDERS?”

In the face of budget shortfalls, four large non-profits working with homeless youth in Minnesota asked for help in thinking through an appropriation request they wanted to jointly make of the 2013 Minnesota Legislature.  Due to their desire to dramatically reduce the numbers of youth sleeping in unsafe conditions, their “dollar request” was jumping exponentially from hundreds of thousands to eight million. Through a series of design labs, Re:DESIGN practitioners helped the executive leaders of all four non-profits develop the case for investment in these youth, a case that aims more of the money “upstream” and shows the clear return for legislative investors.

AMTRAK POLICE DEPARTMENT

One result of frequent leadership changes within Amtrak was the creation of a security function separate from Amtrak’s Police Department.  Via design, Amtrak’s leaders faced and resolved problems ranging from reporting relationships, organizational structure, contractual issues among union and non-union employees and resource allocations so as to create integrated security and policing strategies under a unified command.

“Creating a Temporary Federal Agency”

US Department of Justice

When President Clinton initiated legislation to engage 100,000 new law enforcement officers in community policing, the US Justice Department needed help to create a new grant making agency—Community Oriented Policing Service.  The idea was that once community policing principles were instilled, and 100,000 additional officers hired, the COPS office would go away.  Over the next three years, the creation of a service oriented system and culture of expeditious grant making was implemented and became very popular with federal and local elected officials.  Congress, and three Presidents chose to keep the COPS office open for business. 

“SMART SPENDING”

STATE OF IOWA

Then Iowa Governor, Tom Vilsack asked for help to solve a serious budget gap. The idea was to find common ground on specific redesign initiatives that, when implemented, would save money and produce the same or better measured outcomes. The Governor and Legislature agreed on three major initiatives, two of which ultimately saved millions and improved outcomes. 

“OREGON LEARNS”

STATE OF OREGON

Then Oregon Governor Kitzhaber was supported in the development of an overarching strategy to overhaul of the state’s P-20 educational system.  The strategy revolves around three major system changes: a) A fully integrated learning pathway from birth through life long learning, instead of the siloed and unconnected educational systems of today; b) An outcome based approach to all education funding, instead of the current “seat time” approach to funding; and c) A gradual transition student centered, competency based approach, as opposed to the traditional grade level approach.  Implementation began in 2011 and is fully underway.

NEW YORK STATE DEPARTMENT OF TRANSPORTATION

In recognition of New York State’s significance in the nation’s and world economy, the Commissioner of the state’s Department of Transportation (NYSDOT) sought to broaden the vision of transportation beyond public works (roads and bridges) to one that integrated the movement of people and goods for improved mobility, safety, security, economic and environmental results.  This two-year effort created a new vision for transportation policy and operations and nine critical strategies for achieving it.

“FOCUSING ALL ON IMPROVING STUDENT ACHIEVEMENT”

The Public Strategies Group, Inc. served as the Superintendent for the Minneapolis (MN) Public Schools District from 1993 to 1997.  Re:DESIGN practitioners quickly worked with key stakeholders to craft a clear, memorable statement of purpose – We exist to ensure that all children learn – which helped focus all parts of the organization on improving the performance of its 47,000 students.  For over three years, we led the District with a focused strategy of improving achievement, leadership, and community connection.  Foundational strategic pieces developed remain in use and vibrant after 20 years, including an annual district improvement agenda, quality schools improvement processes, and public reporting on achievement.