Leadership for a Networked World

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Leadership for a Networked World
?I ?W ?L ? ?V
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Agenda

1. Concepts
2. Practitioner Guidelines
3. The Future

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?I ?W ?L ? ?V

• Concepts
• systems analysis
• productivity, equity, legitimacy
• risks versus returns
• information and technology
• specialization and scale
• the role of authority
• remote-service, self-service, and outsourced
  service
• support confusion X conflict
• change size X frequency
• learning curve
• Eight Imperatives
• Cross-Boundary Leadership

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?V Systems Analysis
OPTIONS, MEANS
VALUES, ENDS
1. Productivity 2. Equity 3. Legitimacy 4. Etc.
1. Technology 2. Org design 3. Leadership 4. Etc.

Other Variables

• Value? What do we care About?
• Options What can we do?
• Relationships What is known, unknown?
• Decisions For action? For Further study?

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?V Productivity, Equity, Legitimacy

• Productivity (/capita)
• IT as 1 investment since 1995 the major factor
  behind recent productivity growth
• huge long-term potential for global,
  knowledge-based economy but major risks (need
  for CEO CIO teams)
• Equity/Fairness (Gini coefficient)
• easier to reach dispersed poor, but major
  educational challenges (with troubling trends)
• Legitimacy/Transparency (trust)
• capacity for transparency, but suspicious of
  control by incumbents and failures

Much at stake, both positive and negative
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?V Risks vs. Returns
Learn values (preferences), options, and
relationships
Make tradeoffs (across values, time, etc.)
And every action involves uncertainty and risk
Distribution of results
Balance risk and return judge when to act
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?I Information and Technology

• Electronic efficient, fast, interactive
• Digital yes or no extremely accurate for
  data, voice, video, integration
• Processing if ? then, a reduced need for
  handoffs
• Over networks here ? there, remote and
  asynchronous handoffs
• With incredible productivity growth -- through
  Moores law and Metcalfes law

Digital information processing over nets
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?W Specialization and Scale
VALUE

• But coordination difficult Who gets the value?
• Let trades motivate voluntary adjustment
• But what about public value and threats from
• slow decisions, externalities, inequities?

Take advantage of specialization and scale.
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?W The Role of Authority
shared goals, transparency
rules rules rules rules rules rules
Authority to govern, protecting the public
interest against stalemates, spillovers, and
inequities
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?W The Role of Authority
shared goals, transparency
rules rules rules rules rules rules
Authority to govern, protecting the public
interest against stalemates, spillovers, and
inequities
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?W Divisions of Labor
hierarchy of authority
rules rules rules rules rules rules
1. Remote, asynchronous service fewer
interruptions/trips
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?W Divisions of Labor
Boundaries program, agency, enterprise,
jurisdiction, industry, nation define areas of
accepted authority
Supplier/Partner
NEW ORG (core functions only)
rules rules rules rules rules rules
1. Remote, asynchronous service fewer
interruptions/trips
2. Self-service, redesigned service fewer
handoffs/delays
3. Transparent, outsourced service better
specialization
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?W Targets of Innovation
Supplier/Partner
NEW ORG (core functions only)
rules rules rules rules rules rules
1. Remote, asynchronous service fewer
interruptions/trips
2. Self-service, redesigned service Enterprise
integration
3. Transparent, outsourced service better
specialization
Expand networked relationships and negotiation.
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?L Change Size X Frequency
TURBULENT
???
The Learning Organization (most investment)
frequency of steps taken
size of steps taken
Add effort and authority as turbulence increases
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?L Confusion X Conflict
Vision plans, pilots stake-holder involvement
and education
Judgment care, commitmentslow trigger, fast
bullet
confusion
Action Just do it line leadership for
projects
Negotiation negotiation, controlalign
incentives,maintain focus.
conflict
Resolve barriers of confusion and conflict
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Concepts, in Sum

• Maximize value
• Analyze the system, balance risks and returns
• by working together
• Take advantage of specialization and scale
• in well-governed groups
• Establish controls for stalemates, spillovers,
  inequities
• using information and technology
• Digital information with electronic processing
  over nets
• for improved divisions of labor
• Remote service, self-service, outsourced service
• through investments in innovation
• Add effort and authority as turbulence increases
• and successfully implemented change.
• Resolve barriers of confusion and conflict

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The Learning Curve
The GAP a HUGE problem
Economies of standardization
Economies of innovation
Adoption
Build bridges via deeper, trusted communications
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Now Moving to the Next Wave
VALUE

• On a curve
• A step
• Normal change

penetration and benefits

• Changing curves
• A leap
• Crisis change

TIME
time and effort
with new leadership/governance challenges
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Major leadership mistakes

• Head in the sand
• IT not strategic
• Dont bother me
• Silver bullet
• IT as the solution
• Dont bother me
• Boiled frog
• Misses the real problem
• Cant respond in time

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Cross-boundary Challenges
For Planning -- 1. Explore new technologies,
especially for cross-boundary collaboration. 2.
Engage larger groups customer groups, the
enterprise, and entire industries and policy
communities. 3. Honestly assess strategic risks,
including the risks of inaction. 4. Keep the
pressure on for change high enough but not too
high. For Implementation -- 5. Focus on
communication and negotiation, working especially
with external stakeholders to string successes
together. 6. Develop new business models that
overcome budgeting myopia. 7. Develop and apply
flexible open standards to promote
self-organization and innovation. 8. Sustain
relationships through new governance as required.
Needed active, adaptive, partner-oriented
leadership.
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Major Trends
B/C growth 1,000,000 times over past
30 years
high volume, routine authority
low volume, non-routine negotiation
from automation to innovation from delegation
to leadership
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Next Step Data Processing
Faster processors 64 bit, multi-Ghz,
clustered Voice and video processing, complex
simulations Agents, data mining, more powerful
search Better storage disks, flash, glyphs iPod
for classes, RAID technology, your life in
video Better I/O voice, language,
visualization Dictation, Chinese, teaching
physical skills Better (and much, much more)
data XML, sensors (every tree in the forest),
wikis
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Next Step Communications
Wireline bandwidth fiber, DSL, cable modems The
power of video and talking heads Wireless
WiFi, mesh For field work, the home, equity Peer
to peer architectures Unleashing vacant capacity,
security concerns Satellites stationary and low
earth orbital Broadband, even broadband
interactive, everywhere
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Next Step Applications
ERP COTS standardization for non-strategic
apps VoIP voice is free? Skype Identity
authentication with biometrics (but
difficult) GIS the way governments see
things Collaboration tools, innovation new
ways to work with Web 2.0
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Parting Thoughts . . .
1. Value from innovation, not just automation
the technicians cant do it alone. 2. The
vision must be shared (confusion resolved)
and the leadership must be committed (conflict
resolved). 3. Net-enabled service new funding
options can be high-value moves. 4. The
issue Government as partner in the shift to
global electronic commerce. 5. These will be
your issues
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It is time for a new generation of leadership to
cope with new problems and new opportunities.
For there is a new world to be won. ?I?W?L ? ?V