Building a tall skyscraper in New York City exemplifies a difficult “we know how” traditional management challenge. Many knowledge workers from different disciplines using many expensive and scarce assets are required to complete the challenge successfully, but they “know how” to do it. The project requires individual work products from various people across many organizations.  

Many skyscrapers have been built in New York City and other cities worldwide.   

Restarting global supply chains after a 100-year pandemic is an example of a “we don’t know how” problem. Many knowledge workers from different disciplines had group conversations and experimented to solve this problem because no one alive had ever done it. The challenge has required group work from individuals with complementary skills across many networked organizations. Solving global supply chain challenges has taken several years, and many economies are still struggling.  

Traditional management disciplines worsen “we don’t know how” adaptive management challenges. Many challenges end unresolved. 

People often use decision-making and delegation to solve traditional and adaptive management challenges. However, this makes the problem worse in complex adaptive challenges. People must know how to distinguish adaptive challenges and use the appropriate discipline to solve them. This is a critical discipline that drives performance results.  

We are working with Dr. Edward Morrison, the developer of Strategic Doing, an adaptive management discipline based on collaborative science. Dr. Morrison is the Executive Director of The Strategic Doing Institute and co-author of Strategic Doing: A Strategy Model for Open Networks which explains the concepts of Strategic Doing using rigorous academic standards. Dr. Morrison is also a Senior Research Fellow of The Conference Board and a leading ecosystem development expert. 

We are also working with Douglas K. Smith, the architect of Performance-Driven Change, an adaptive management discipline. The book High-Impact Consulting: How Clients and Consultants Can Work Together to Achieve . Extraordinary Results cites Mr. Smith’s work as an independent consultant with his client Dunn & Bradstreet as the single most impactful consulting engagement uncovered in the author’s research. Mr. Smith is widely considered among the best management consultants in the world.  

The process is built around four key questions: 

• What could we do? (Identifying opportunities) 

• What should we do? (Prioritizing options) 

• What will we do? (Making concrete commitments) 

• What’s our 30/30? (Reviewing progress and adjusting) 

Strategic Doing emphasizes rapid experimentation, learning by doing, and continuous adaptation. It uses a set of ten simple rules or skills that help participants form collaborations quickly, move towards measurable outcomes, and adjust along the way. 

This approach works in open, loosely connected networks where traditional hierarchical structures are ineffective. It has been successfully applied in various contexts, including developing entrepreneurial ecosystems, addressing community challenges, and fostering organizational innovation. 

By focusing on leveraging existing assets, making short-term commitments, and regularly reviewing progress, Strategic Doing enables teams to tackle complex problems more effectively and build momentum toward their goals. It’s a practical tool for turning ideas into action and fostering a culture of collaboration and innovation. 

Performance-driven change is based on the wisdom and discipline of teams. The Six Basic Principles of Team Discipline are: 

• Keep team membership small 

• Ensure that members have complementary skills 

• Develop a common purpose 

• Set common goals 

• Establish a commonly agreed-upon working approach 

• Integrate mutual and individual accountability 

Performance-driven change differs from traditional change management approaches by emphasizing measurable outcomes and linking organizational changes directly to performance improvements. This method can lead to more sustainable and impactful transformations, as changes are rooted in tangible results rather than theoretical models or assumptions. 

By embracing performance-driven change, organizations can develop a culture of continuous improvement, enhance their ability to respond to market dynamics, and ultimately achieve better overall performance and growth. 

If you are interested in exploring them, please contact a member of our team. 

Initially, we will sell our products using a subscription model. We will enable guided journeys where groups learn Strategic Doing and Performance-Driven Change as they solve meaningful performance challenges. It will also include a collaboration engine to support our adaptive disciplines and enable knowledge sharing through artificial intelligence.  

We will sell our subscriptions via e-commerce and direct and indirect sales channels. Our indirect sales channel will include the Strategic Doing Institute’s emerging network of design hubs and other partners worldwide.   

As our civilization confronts the challenges of climate change, new technologies, and rapid urban growth, organizations worldwide are already encountering multiple “we don’t know how” challenges, making our platform vital. 

Today’s systems are designed with decision-making and delegation in mind. And these systems are already collapsing under increasing “we don’t know how” challenges. We see the evidence all around. Common examples include dramatically shortened business life cycles, government gridlock, housing shortages, and the inability to obtain homeowners insurance in some parts of Florida. And the rate at which these problems are surfacing is increasing. 

For two years, we have collaborated with key industry leaders in our target market to identify and recruit early adopters for our smart platform. Dr. Morrison, Mr. Smith, and the Strategic Doing Institute are helping us identify early adopters from their networks.  

Yes. A market opportunity slide based on our analysis is available for interested parties. Please fill out the Contact Us form to request this information. 

Yes. A link to our 5-year forecast is available. Please use the Contact Us form to request this information directly from a team member. 

Our forecast was developed after working with Dr. Morrison and Mr. Smith based on their case studies. Growth projections were derived from actual performance results.

Dr. Morrison and his team have trained and mentored an international network of Strategic Doing Fellows. To become Strategic Doing Fellows, individuals passed a rigorous credentialing process, demonstrating their knowledge of Strategic Doing and ability to lead workshops and design Strategic Doing programs. As the Strategic Doing movement grows, these Strategic Doing Fellows are launching hubs in many international markets. We expect the first hub to launch adjacent to Purdue University in West Lafayette, Indiana, in 2025. Our smart platform is integral to the technology, commercial, and research infrastructure supporting the Strategic Doing Institute and its hubs worldwide.  

Yes. We can provide the last three years of financial statements. Please request this information directly from a team member using the Contact Us form. 

We are happy to provide the amount of cash the founder and related parties have invested to committed sponsors. The founder and related parties have invested significant cash to the venture and received convertible notes in return. The founder, management, and all related parties will be listed on the capitalization table as fully diluted shareholders. You can request this information using the Contact Us form. 

Yes. Upon request, we will provide qualifying Project Alpha sponsors with a side letter giving them the right to purchase their pro rata share in the Project Beta financing. This means qualifying sponsors investing more in Project Alpha can buy a more significant percentage of the next financing round than those investing less. Sponsors who want to secure the right to participate in future rounds should request a side letter.   

We are targeting three to five high-net-worth individuals who would write a check for $200,000 to $1,500,000, with a preference for entrepreneurs and experienced angel investors.  

Typically, investors price the seed or Series A round. We anticipate completing our pre-seed round in 2025 and our seed round in 2026. We do not anticipate completing our Series A financing round until 2028 or 2029, meaning our first-priced round could be as early as 2026 or as late as 2029.

Yes. Interested sponsors can read the executive summary of our Project Alpha Project Plan. Please request this through the Contact Us form if you are interested.

We anticipate using Intrepid, the market leader in peer-to-peer collaborative learning. Its co-founders are e-learning pioneers who designed the product in collaboration with Microsoft. Microsoft used the application to facilitate its culture transformation. 

We have been partnering with Intrepid by Vital Source since 2020. Our founder has a 30-year relationship with Intrepid’s co-founders, and our learning experience engineers are specifically trained on this software.  

We are working with Caroline Albers and her team at Albers Strategy Consulting and Learning Design. Caroline has a deep understanding of Intrepid’s technology and its limitations. She also understands current enterprise learning and development trends, including the technologies used. She understands our challenge and the market opportunity for our product. She is among the industry’s most talented and innovative learning design professionals. She was universally recommended to help us, including by Intrepid and the learning and design professionals in our network.  

We are working with Ken Vermeille and his team at Vermillion Sky. Vermillion Sky is an award-winning web and mobile app development company based in South Florida, specializing in helping entrepreneurs, startups, and large companies build iOS, Android, and web applications. The company supports startups in bringing their products to market, gaining traction, and reaching their next milestones. Vermillion Sky’s small, agile team of passionate designers and developers usually works with clients ranging from entrepreneurs to businesses in the $5M to $25M funding range. Ken and his team made an exception for us due to the size of our opportunity and its impact. 

We will work with Azeem Sadiq, co-founder and CEO of Velocity AI, to test an artificial intelligence assistant. Mr. Sadiq develops AI assistants that prompt salespeople through complex scenarios with the perfect sales plays in real-time. These assistants help salespeople build better relationships and form deep connections with prospects.