GGF Next Phase of Growth

1
GGF Next Phase of Growth Development

• Mark Linesch
• GGF Brussels Discussions
• September 2004

2
Agenda and Desired Outcomes

• Agenda
• Discuss strategic observations perspectives
• Discuss and gain agreement on GGF strategy
  development process, priorities and next steps
• Desired Outcomes
• Agreement on strategic process, priorities and
  timelines
• Agreement on standards collaboration directions
• Agreement on GGF/EGA collaboration exploration
  process

3
A few caveats

• The road has many curves and is dimly lit
• The driver of the vehicle has not yet passed his
  exam
• We will be tuning the engine while continuing to
  drive

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Agenda

• Agenda
• Discuss strategic observations perspectives
• Discuss and gain agreement on GGF strategy
  development process, priorities and next steps

5
Industry Perspectives

• Colliding concepts confusion
• Clusters, Grid, Utilities, Adaptive, On-Demand
  it all distributed computer to me
• Crossing the Chasm The race to mainstream is
  afoot
• Higher expectations (what have you done for me
  lately)
• More competition for mindshare and funding
• Consolidation (scope and scale are important)

GGF must prepare itself for the next phase of
transformation, growth and development
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Steps in transformation

• Establishing a sense of urgency
• Forming a powerful guiding coalition
• Refining our vision/strategy/structure/processes
• Making informed, priority-based decisions
• Communicating decisions, priorities and
  expectations
• Empowering others to act
• Planning for and creating short term wins
• Consolidating improvements and moving forward

7
Discussion Landscape
how we utilize resources to delivery value and
obtain credit from sponsors and our community
how we make, market and manage value through the
chain (e.g. RD, Ops, Marketing)
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Leadership Framework
the framework that guides how we manage make
decisions

• Strategy An integrated set of actions designed to
  create sustainable competitive advantage
• Structure and processes defines how we organize
  and get-work done
• Metrics, results and rewards how to measure
  progress, manage and reward performance.
• Values and behavior represent our shared values
  and standards of conduct

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The hum within and outside the community
GGF needs a clear value proposition
GGF isnt tuned into business
GGF should align WGs around OGSA
Strategy
Values Behaviors
Structure Processes
Run GGF as a business!
GGF is too US-centric!
Metrics, results, rewards
Our approach is to let a 1,000 flowers bloom
GGF is slow to make decisions and deliver
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Hotspots

• Strategy
• Vision, value proposition and value delivery
  system
• Objectives, strategies, priorities

• Structure Processes
• Governance operating model (how work gets
  done)

• Values Behaviors
• Shared values, community norms and behaviors

• Metrics, results, rewards
• Measuring, communicating and celebrating results

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Value Proposition (Discussion)

• The premier international community enabling
  pervasive, industry-standard, distributed
  computing (a.k.a. grid) for research and industry
  through
• Deliver standards
• Or
• 2. Foster community
• Or both .

Can we afford to do both?
Is one more important than another?
Are they synergistic?
Can we afford NOT to do both?
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Value Delivery System (Discussion)
Value Delivery System
Products Solutions
Specifications Standards
Use Cases Requirements
Architectures Best Practices
Reference Designs
What types of partnerships must we establish
throughout the chain?
How do we capture and maintain brand credit
throughout the chain?
What is our role within the chain today, tomorrow?
How do we control channel conflict and
disintermediation?
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Functions supporting value delivery (Discussion)
What changes to our structures and processes are
needed to support efficient/effective value
delivery?
Where are we spending our time and energy?
Which functions do we need to get better at and
why?
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Leadership Framework in Action (simplified
example)
Strategy

• Development of comprehensive architectures and
  related standards leading to broadly adopted
  commercial products and solutions

Structure Processes
Values Behaviors

• WG/RG leaders are accountable for results
• WG/RG participants are recognized experts
• WG/RG success is celebrated, failure is learned
  from and corrected

• Operating model changes (e.g. vice chairs for key
  functions regional leadership)
• Structured alignment and interaction between OGSA
  and related WGs
• Structured partnerships and processes for
  effective alignment and collaboration across
  value chain

Metrics, results, rewards

• Delivery metrics innovation metrics, end-state
  metrics (e.g. OGSA adoption, OGSA inspired
  standards, OGSA ref. designs, etc.
• Rewards visible sponsor value, sponsor and brand
  credit

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Bringing it all together
The premier international community enabling
pervasive, industry-standard, distributed
computing (a.k.a. grid) for research and industry
through the delivery of comprehensive
information, architectures and standards leading
to broadly adopted commercial products solutions
Value Proposition
Value Delivery System
Products Solutions
Specifications Standards
Use Cases Requirements
Time Money
Value Brand Credit
Architectures Best Practices
Reference Designs
Marketing Communications
RD
Sponsorship Management
Alliance Management
Operations
Leadership Framework
Strategy
Structure Process
Metrics, Results Rewards
Values Behaviors
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Agenda

• Agenda
• Discuss strategic observations perspectives
• Discuss and gain agreement on GGF strategy
  development process, priorities and next steps

17
Phased Approach

• Establishing a sense of urgency
• Forming a powerful guiding coalition
• Refining our vision/strategy/structure/processes
• Making informed, priority-based decisions
• Communicating decisions, priorities and
  expectations
• Empowering others to act
• Planning for and creating short term wins
• Consolidating improvements and moving forward

Phase I 10/04 1/05
Phase II 1/05 3/05
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IBM Proposal
19
EGA Proposal
Don, Thanks for the discussion last Thursday -
your insights regarding EGA were very helpful.
Below are my thoughts on how to proceed in
exploring collaboration alternatives between our
respective organizations. If you could provide
input on the thoughts below, I will then finalize
by sending a revised document that we can each
take to our respective organizations for approval
of the joint investigation project.GGF and EGA
share a common interest in accelerating adoption
of grid architectures, standards and products
within the enterprise. This common interest and
the realization that the magnitude and scope of
the work is greater than any one organization can
accomplish alone forms a good starting point for
exploring collaboration alternatives. In order
to fully explore the range of collaboration
alternatives (from very little to substantial, ad
hoc to structured) GGF and EGA have agreed to
task a small team made up of leaders from our
respective organizations to jointly explore the
opportunities and alternatives for collaboration.
The task force would be chartered to (1)
document shared interest (2) investigate
opportunities, issues, synergies and overlaps
(3) structure alternatives and recommendations
(4) present recommendations back to their
respective organizations for approval and next
steps.The process and timeline would look
something like this 1. Gain agreement from GGF
Steering Group (GFSG) and EGA Board to proceed
with joint investigation (Sept)2. Select 3 or 4
senior leaders from each organization to form
joint task force (Sept)3. Hold face-to-face
kickoff meeting of joint task force ( Oct 1)4.
Review preliminary findings and recommendations
of task force (early November)5. Draft detailed
"statement of collaboration" for approval by GFSG
and EGA Board (before Thanksgiving)6.
Communicate results to respective organizations,
external press and analysts if appropriate
(December 1) Thanks again for the discussion
last week and let me know your thoughts on
providing more clarity around this joint project.
Regards, Mark
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EGA Proposal

• Mark,Just a short note that the EGA BoD today
  approved our participation in the joint
  investigation project outlined in your email
  copied below.  We will identify team members at
  our next telecon.  If you have confirmation that
  GGF will pursue, and possibly identified
  participants, it would be nice if you could let
  me know via email prior to the 100 pm PDT EGA
  BoD telecon on Friday 24 September.Cheers...Don

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Phase I Timeline
Sept.
Oct.
Nov.
Dec.
Jan.
GFSG face-to-face 1/12-14
GGF12 9/20/04
Face-to-Face Workshops
Timing
Sponsorship Discussions

• GGF Next Phase of Growth and Transformation
  Discussion
• GFAF, GFSG, GMAC discussions
• EGA joint task force approval

Decisions on changes to GGF strategy, processes
structures
Action
2 day workshop on GGF strategic direction and
decisions
In-depth sponsor discussions and validation of
strategic directions

• EGA joint task force investigations and report
  out

Strategy workshop minutes, decision alternatives,
actions
Sponsor meeting minutes and input on strategic
directions
Deliverable
Presentation /discussion of transformation,
timelines, actions
Final decisions on GGF strategy and
transformation plan
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Todays Decisions

• Proceed with IBM consulting services help for
  strategic transition planning GGF still needs
  to make the decisions
• Proceed with EGA joint task force participation
  but align and stagger with strategic transition
  planning