Linda DiMario, Economic Development Specialist, Southern California
“ Not everything
that is faced
can be changed,
but nothing
can be changed
until it is faced.”
Author: Linda DiMario, Economic Development Specialist, Southern California
Whether driven by nature or innovation, change is a driving force. Some thrive on it, some survive it, some resist it, some promote it, some manage and mitigate it. But change, at its core, is first, the ability to see what needs to be seen.
At the heart of economic development work is the ability to see what needs to be seen. It is more than the big deals, manufacturing plants, tech hubs, incentives or even job creation. It is the simple act of seeing what must be done to build a sustainable ecosystem, organization or business. And then, it must be followed by the will to change what you see and take the actions required to affect change. Sometimes, the seemingly small actions generate the greatest benefit. Sometimes helping people re-calibrate, re-imagine and re-set is the most effective way forward.
"Sometimes, the seemingly small actions generate the greatest benefit. Sometimes helping people re-calibrate, re-imagine and re-set is the most effective way forward."
In my long and unusual career in economic development, I have experienced the triumph of helping to get big projects across the goal line like the Dallas Cowboys Stadium in Arlington, Texas, and working with the City of Long Beach to re-invent the waterfront, downtown and The Pike following the closure of the Naval Shipyard. These marquee events and deals were exhilarating. Each project has had a profound and generational influence on these communities.
And, I have worked with very talented staff and volunteers to help other entities “see what needs to be seen” so they can confidently re-calibrate to seize new opportunities, re-invent themselves in the wake of a catastrophic event or explore expansion and growth. Just as the founders of MAPLE® Business Council saw the value of making more concrete the connections and opportunities between the US and Canada, my career as a consultant and economic development professional has been predicated on making a difference. And that can only happen if you help others see what needs to be seen.
As a board member with the International Economic Development Council, I was often dispatched to communities post- disaster to help them stabilize and recover - New Orleans after the BP oil spill, the east coast of Texas after Hurricane Ike and south New Jersey after Hurricane Sandy among them. In each case, these communities were already struggling with the everyday challenges of re-inventing their live/work economy and experience. And now, they were reeling from the trauma of loss of life and property, business and workforce disruptions, supply chain interruptions, infrastructure failures, financial losses and environmental damage.
Going into these communities, we worked with local governments, agencies, communities and neighborhoods to help them focus on the “now and tomorrow.” To ask questions, listen and learn so their greatest strengths, and weaknesses could be revealed. To identify short-term and long-term solutions and options to recovery. To leverage what we learned to help them decide how best to build their future.
Some governments, agencies, communities and people were quick to look at their assets through a fresh lens and ready to embrace the new opportunities. Others yearned for things to be just as they had been pre-event. This dynamic played out across all these landscapes. In some cases, it encumbered forward progress, delayed re-building or the start of projects that could have changed the face of the community forever. In other cases, a new perspective kicked open a door of opportunity. It ushered in what may have appeared to be small wins, but were in fact, significant steps - new job skilling projects to help shrimpers stay afloat, developing new eco-tourism recovery experiences and repairing and upgrading infrastructure projects that attracted and retained new business.
"In other cases, a new perspective kicked open a door of opportunity. It ushered in what may have appeared to be small wins, but were in fact, significant steps..."
One town in Nebraska needed to “see” its Main Street through a new lens and embrace its private college with enthusiasm if they wished to re-invent their economy. One town in West Virginia came to understand the need to pivot from coal mining but faced great resistance and fear from residents. Additional education and job reskilling was a frightening prospect for them and their families.
In both cases, thoughtful and conscientious economic developers including government, destination marketing organizations, chambers of commerce and nonprofits stepped forward. Just by seeing their communities, assets and resources through a more dynamic lens and taking the time to understand the complexity of human emotions and practical economic issues, progress can be made. By generating ground level engagement, they rallied people, assets and resources to a common purpose – and the changes necessary to build a more sustainable economy and live/work experience were advanced.
So it is that the vitality of an economic and innovation ecosystem is at the heart of attracting new business and foreign direct investment, as well as, growing business. While incentives get the headlines, it is the ‘roll-up-your sleeves’, practical trust-building, complemented by abundant assets, resources and talent aligned with what they need, that ultimately wins the day. An ecosystem that helps them access new markets, investment and talent. An ecosystem that fuels workforce re-skilling and training projects and builds and maintains the infrastructure necessary for the industry to succeed.
"When working with economic and innovation ecosystems, conducting an independent environmental scan reveals assets, resources, and strengths as well as gaps, weaknesses and threats. The scan gives purpose and direction to the debate that must, and will, be had."
When working with economic and innovation ecosystems, conducting an independent environmental scan reveals assets, resources, and strengths as well as gaps, weaknesses and threats. The scan gives purpose and direction to the debate that must, and will, be had. It will ask the tough questions: What does your community want, need and value? What industries are attracted to your area and why? What resources do they need to thrive and grow and can you deliver those resources? Leadership can then make better-informed decisions. They can more confidently make the decisions to amplify the strengths and assets, manage and mitigate the weaknesses and optimize the opportunities. Public and private sector companies, agencies and organizations can be strategically engaged and tasked to deliver on what they do best. Once again, it requires commitment and the ability to rally the people, assets and resources to a common purpose.
So, what do I take away from a career that has offered me the extraordinary opportunities to experience the heady 30,000 foot stratosphere to the roll-up-your-sleeves ground game?
"it is essential to cultivate the ability to see what needs to be seen."
Whether it is an economic downturn, the aftermath of a natural disaster, a re-invention of an economy, a new business, a growing business or a strategic pivot, it is essential to cultivate the ability to see what needs to be seen. Ask questions, listen, learn, identify solutions and options, and most important, rally the people, assets and resources to a common purpose.
Because that is the only way progress is achieved.
To share your comments or questions, please contact Linda at lindadimario@outlook.com