Innovate or Die
Our future depends on communities' ability to unify with a common vision

A human-interest story recently caught my eye: A judge, weary of spending his time sending people to jail, was calling it quits to study forestry. His comments conveyed a memorable message: “I’m quitting to try something new while I am still young.”

As I begin to feel the winds of time blowing across my face, I was struck by his proclamation of youth at 56. Not that 56 isn’t young. It’s just that people don’t generally think of it as a starting-over point – too many worries, too many bills, or the unfortunate attitude that passing an unspecified age makes it too late to begin again.

My observation? The world really has changed and not the least of the changes are occurring inside our heads.

The truth of the matter is that the good and bad news of modern life are offered by the same reality: We now have the ability to reinvent ourselves every day.

This personal reality also has application for community life. At a recent meeting, former deejay Jeff Taylor, CEO of Monster.com, worked the room like an evangelist, delivering his message that the Internet is the river running through everything.

Taylor’s business is employee recruiting. His message left little room for doubt: Innovate or die; and death is not an option.

For communities, today’s world must be like living in virtual whitewater. Looking at it another way, we should worry if it doesn’t feel like that. Modern work has made it possible for citizens to live anywhere on earth. And just as individuals have no guarantee of lifelong work and a pension at retirement, communities are not guaranteed what once was considered the routine bell curve of citizen distribution by age, energy, intellect or any other indicator.

Intrastate conflict is upon us, with UPS luring young people from rural to urban areas with the offer of a good job and a free college education. In Kentucky and across the nation, people who want to work will have to find it at home or leave. Those who want to start a business will either find a nurturing environment in their home communities, or they will find it elsewhere.

So, what are our options in this ever-changing environment? We can steer away from economic development plans that are too focused on targeted industries that must be recruited from elsewhere. And we can stop hoping for a simple answer.

Communities and individuals must recognize that the world is increasingly characterized by networks and connections. Nothing can happen without an examination of what you do well, what you possess and where you fall short.

Somerset’s experience as the home of a growing houseboat industry illustrates the importance of building on local assets. A popular lake has prompted the development of a successful business. Skills are being developed that can be used in different parts of that industry. Jobs with good wages are part of the strategic thinking.

Modern economic development efforts must also recognize the importance of quality-of-life issues. Access to educational or arts activities, recreation and other amenities of community life are all part of the picture of success.

Creating a workable formula won’t be easy. The risks that are necessary will inevitably lead to early setbacks in many areas until communities find what it is that provides their definitions and prescriptions for the future.

The point is, to use a recently popular phrase, our efforts cannot stand as unconnected silos. Collaboration and partnership are critical to our success.

The answers are not readily apparent for communities in Middle America. The skeptics conclude that the knowledge economy is, and may remain, undefined for rural areas. Their pessimistic view is that the brightest among us will stream to the edges of the country to build lives they can enjoy.

Still, for the trickle of folks who continue to find living in the interior attractive, we have much to offer. We have no choice but to do the best we can – to understand and embrace the new way while working to retain our individual identity and sense of place in the midst of chaos.

Come to think of it, that isn’t a bad prescription for communities or individuals struggling to build a good life in the modern world.

Sylvia L. Lovely is executive director and CEO of the Kentucky League of Cities.
patfreibert@lanereport.com

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