Update/Context: May 2025
Since this piece was first published in 2021, the pace of change has only accelerated. More communities are trying to build innovation hubs, maker spaces, and Fab Labs—but many still approach it through outdated strategic planning models. As we continue to develop the Life Skills Academy and explore new opportunities downtown, the lessons below are more relevant than ever.

A few years ago, while I was serving as director of Fab Lab ICC, I received a call from a representative of a community college in Oregon. He said they were excited to add a maker space to their new strategic plan, in partnership with their city. They had heard about the success of our Lab and wanted advice—particularly about community needs assessments and planning resources.

I had to tell him the truth: we never conducted a formal needs assessment, and Fab Lab ICC wasn’t part of any strategic plan. And yet, it worked.

That conversation highlighted two of the biggest challenges with strategic planning—especially when it comes to innovation.

Challenge #1: We Plan for Five Years We Can't Predict

Strategic plans often operate on a five-year timeline. But in today’s world, we can barely predict five months out. By the time you complete a lengthy planning process, the conditions may have changed. In innovation and education, the environment is simply moving too fast for rigid, step-by-step plans to keep up.

Challenge #2: People Can’t Want What They Don’t Know

The second problem lies in asking people what they want—especially through community needs assessments. Back in 2012, when a few of us first discussed starting a Fab Lab, a survey would have told us almost nothing. Most people would have drawn a blank if asked whether we needed a maker space.

It’s not because the community didn’t need it—but because they didn’t know what it was. As the saying goes, if Henry Ford had asked people how to improve transportation, they would’ve said “faster horses.” Vision often precedes awareness.

A Case Study in Missed Opportunity

A year after that initial call, I met the Oregon college president at a conference. She said their campus now had a maker space and that the city was exploring a downtown innovation hub. That sounded great—until she added that the city planned to hire a consultant to do a community needs assessment.

That’s when my jaw nearly hit the floor.

Most consultants lack any real experience with maker spaces or Fab Labs. They may be great at gathering input, but how do you measure the value of something the community hasn’t yet experienced?

In many cases, the city would be better off skipping the consultant fee and using that money to buy a small set of equipment and set it up in a public place—like a library. Firsthand experience is the most powerful assessment tool there is.

From Strategic Planning to Strategic Vision

Brian Scudamore, founder of 1-800-GOT-JUNK, faced this same dilemma when trying to grow his company. He realized he couldn’t predict all the steps to get there. So instead of a rigid plan, he created a clear vision of what he wanted the business to become—and made decisions aligned with that vision.

That approach applies to communities and colleges too.

The Bottom Line

Strategic planning still has its place. But if we want to foster innovation, support entrepreneurs, and grow stronger communities, we need to rethink how we use it. Don’t just plan based on what people know today—create a bold vision of what’s possible tomorrow, and give people the chance to experience it firsthand.

That’s the kind of mindset that turns ideas into impact.