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Strategy-Nets is a spin-out from the Purdue Center for Regional Development. The principals of Strategy-Nets understand the dynamics of developing and implementing complex strategies in open networks. The primary challenge of civic leadership today is to create and sustain adaptive regional economies. By definition, an adaptive economy has the built-in ability to renew itself by continuously developing new strategies to thrive.

Once you make the decision to take a network approach to solving a problem, you need to design a specific strategy - the way you will build, manage and evaluate your network - in order to reach your shared goals. We created our PARTNER Method, a process for creating, tracking and adapting your strategy over time to advance your network objective. Here's a quick overview of the PARTNER Method for Network Strategy.

We live in a world relentlessly pushed forward by the velocity, volatility, uncertainty, disruption, and disequilibrium of constant change.  As the pace of change accelerates, so does the shelf-life of our strategies, processes, frameworks, and systems.  The rapidity of change now requires an expanding and continuously evolving breadth and depth to our repertoire of problem-solving strategies and leadership skill-sets.  Yet, even in the face of this rapidity of change and the disequilibrium it creates, too often, we find ourselves as individuals and organizations siloed in and dedicated to only one way of doing and working.  

ArtsFwd is an online community of arts and culture leaders committed to doing things differently in their organizations in order to stay relevant and vital in a changing world. We engage this community by sharing stories, providing tools, and fostering dialogue that celebrates the challenges, discoveries, and achievements of those who boldly experiment in pursuit of truly adaptive strategies.

Systems thinking, according to HU, has two important dimensions. One is the establishment of a new paradigm that understands global issues as inherently complex, multi-dimensional, conflictive and open to outside influence and intervention. A problem like slavery, for example, may seem intractable because of the economic interests it serves; in fact, the institutional and organizational linkages-the supply chains-that comprise slavery's power structure are vulnerable. The first step in system thinking is to map those linkages to better understand how they fit together and pinpoint their likely weak points. The next step is to devise a strategy that combines public advocacy, coalition building, insider lobbying, and investigative journalism to target those linkages, forcing those implicated in slavery, wittingly or unwittingly, to reform, and weakening the larger circuit of power over time.