Strategic planning is a critical part of managing teams within organizations. It enables alignment between organizational values, goals, and actions, and should provide team members with a road map to follow. The planning phase, however, is often completed by the decision makers of an organization, not those who implement the ideas generated through planning. This can lead to a disjuncture between organizational thinking and doing and leave team members unsure of their role in reaching new goals. We present a case study of “Strategic Doing” at Washington College’s Center for Environment and Society (CES). Rather than a top-down planning process, it is bottom-up, designed to match thinking with action through a process that provokes interaction and rapid assessment of existing resources held by team members typically working in different parts of the organization. This cross-cutting process enables new projects to be trialed with room to thrive or flop within a strategic planning phase. CES is a team of twenty-five full time natural and social scientists, GIS professionals, natural resource managers, technicians, experiential learning and community engagement specialists who deliver curricular, co-curricular, applied research and contracted programs and services. We face our own internal “silos” and want our planning process to enable interdisciplinary and interprofessional innovation in which each team member can contribute their ideas. We started our strategic planning phase with a broad stakeholder feedback survey that engaged 250 of our College’s students, staff, faculty, leadership, alumni, donors and external partners. We reviewed the feedback to identify sticky areas that we agreed we need to bring fresh thinking to tackle. Then we moved to strategic doing. We collectively brainstormed a common aspirational prompt to guide our thinking: “Imagine CES as an exemplary small liberal arts college center working at the intersection of environment and society. What would that look like?” We held a facilitated, one-day workshop to ignite four projects that were immediately actionable and agreed upon. We worked on them through weekly project meetings, dedicating regular staff meeting time for three months. We found that the strategic doing process opened new paths of communication and collaboration to chart our future in constellations of team members that do not usually perform projects together. Through combining resources, expertise and perspectives in fresh ways, we developed projects to strengthen our internship program, communicate our services, frame our approach to place-based, experiential education, and package STEM educational outreach kits for K-12 teachers. Strategic doing presents a process to embed in an organization’s strategic planning phase for rapid ideation and action. However, it is an energy intensive process that must be managed within existing work schedules. Overall, we found that by applying it to organizational wide challenges, we were able to develop new ways to integrate our team’s expertise and interests for innovative problem solving.