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2011 SBS Sydney | Martin Stewart-Weeks, The Resilient State: Smarter, Connected
 

2011 SBS Sydney | Martin Stewart-Weeks, The Resilient State: Smarter, Connected

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  • 9000 companies in SAP’s partner networks1.2 million in SPA online communities25,000 new participants per month150 million page views by 2007“Strong network effects appear to be in play as participants find that the value of the creation space as a whole increases with the number of participants”Power of Pull, p137
  • NATO and Europeans Plot Path AheadBy STEVEN ERLANGERPublished: May 6, 2010 New York TimesPARIS — An unusual online effort by NATO, the European Union, governments and research groups to ask a broader public for ideas on the future of Western security policy has produced a series of recommendations that call for NATO to develop a civilian arm and the European Union to create its own intelligence agency. The discussion, called the 2010 Online Security Jam, brought together some 3,800 people with expertise or interest in trans-Atlantic security issues from 124 countries, who logged in over five days in February for thematic conversations led by many senior officials and scholars in Europe, Russia, China and the United States. The recommendations, which will be released on Friday, will be presented in detail then to NATO’s secretary general, Anders Fogh Rasmussen, and to Catherine Ashton, the European Union’s high representative for foreign affairs and security. Both NATO and the European Union are preparing new guidelines for their future: NATO, a new strategic concept, and the union, a blueprint for 2020. NATO is working on a new strategic concept to be finished by the NATO summit meeting set for November in Lisbon. It will be the first reworking of NATO’s guiding strategy since 1999, and is meant to reinforce its core mission and goals, particularly the idea of collective defense. The strategy must also take into account new challenges from terrorism, online attacks, nuclear proliferation and enhanced missile threats and NATO’s experience in fighting wars, in Serbia and Kosovo and Afghanistan. The recommendations have already been provided to separate working groups on both NATO and the European Union. Former Secretary of State Madeleine K. Albright is chairwoman of an expert group that has been working to draft a new strategic concept for Mr. Rasmussen, who will make proposals to member governments for consultation. The jam, which is a concept of Internet exchanges pioneered in 2001, is a separate effort to aid those deliberations. At the same time, a former Spanish prime minister, Felipe González, is working on a report examining the European Union in 2020. The Europeans are developing their own diplomatic and military capacity alongside NATO’s, and how they work together is a delicate and crucial topic. The so-called jam focused on the ways that NATO and the European Union might work together more efficiently for collective security in a more complicated, post-cold-war world. Among the senior officials who led the online conversations were Adm. James Stavridis, the supreme allied commander in Europe; Jaap de Hoop Scheffer, former NATO secretary general; Gen. HakanSyren, chairman of the European Union Military Committee; Anne-Marie Slaughter, director of policy planning in the United States State Department; Marc Perrin de Brichambaut, secretary general of the Organization for Security and Cooperation in Europe; and Dmitri Trenin, director of the Carnegie Endowment’s Moscow Center. The recommendations, which were picked out of the discussions by the organizers, included a more serious effort by NATO to reach beyond its military constituencies to the larger voting public, like through the creation of a civilian branch to cooperate with civilian actors like nongovernmental organizations. Another recommendation was to coordinate better on how to promote “human security,” from better governance to combating corruption and the protection of civilian populations and refugees in a battle or continuing conflict. Another, indirectly aimed at Russia, proposes that NATO and the European Union develop mutual assistance agreements with nonmembers in the case of environmental disasters or large-scale terrorist attacks. There is also a proposal for a European Intelligence Agency to better coordinate individual national intelligence on looming or hybrid issues like environmental threats, energy security and cybersecurity. It could also support specifically European Union military operations. Other ideas include the creation of a European Security Academy for European Union military and civilian staff members, improved public diplomacy to reduce the distance many Europeans feel from the union’s institutions, a European inventory of scarce natural resources with a mandate to protect them and an international crisis preparatory fund, which might collect 5 percent of donations made to any particular crisis for longer-term preparations. Robert E. Hunter, a former American ambassador to NATO and a senior adviser at RAND, praised the security jam for doing “something that NATO’s group of experts has not: to reach beyond the ‘usual suspects,’ to people who have truly original ideas and a range of analysis.” The online jam was organized by an independent research institute in Brussels, Security & Defense Agenda, in coalition with other similar institutions like Chatham House, the Atlantic Council of the United States , the Open Society Institute, the Fondation pour la RechercheStratégique, Carnegie Europe and the Bertelsmann Stiftung . The project was done in collaboration with IBM and was also supported by the governments of the United States, France and Sweden, as well as by Thales, a major aerospace and defense company, and the American giant UTC (United Technologies), which owns Pratt & Whitney, the aviation powerhouse. http://www.nytimes.com/2010/05/06/world/europe/06nato.html
  • Tanta, who wrote for Calculated Risk, a finance and economics blog, was a pseudonym for Doris Dungey, 47, who until recently had lived in Upper Marlboro, Md. The cause of death was ovarian cancer, her sister, Cathy Stickelmaier, said....Tanta used her extensive knowledge of the loan industry to comment, castigate and above all instruct. Her fans ranged from the Nobel laureate Paul Krugman, an Op-Ed columnist for The New York Times who cited her in his blog, to analysts at the Federal Reserve, who cited her in a paper on “Understanding the Securitization of Subprime Mortgage Credit.”She wrote under a pseudonym because she hoped some day to go back to work in the mortgage industry, and the increasing renown of Tanta in that world might have precluded that. Tanta was Ms. Dungey’s longtime family nickname, Ms. Stickelmaier said.http://www.calculatedriskblog.com/2008/11/sad-news-tanta-passes-away.htmlThanks to Nick Gruen for this story, which he often uses to demonstrate the power of a social networking platform into the policy space. Tanta is a perfect example of “reputational leadership” in the policy space, where impact is a function of compelling insights and experience easily and quickly shared in an open community ie via a blog. She had no status or position, but people listened and ‘followed’, which I guess makes her a ‘leader’. As Peter Drucker used to advocate, focus on contribution, not status…
  • The Power of PullHow small moves, smartly made, can set big things in motionJohn Hagel, John Seely Brown and Land Davison, Basic Books, 2010“As clockspeed increases, companies must continually refresh the sources of their success: their knowledge stocks. This means precipitating and participating in a broader range of knowledge flows, which in turn requires finding people, particularly people on the edge, interacting with them and building reciprocal relationships with them over time. Edge players are more likely to introduce us to new insights and to help us more rapidly develop new knowledge stocks.” p51
  • The fourth and final element in the new narrative for governing draws directly from the work of the New Synthesis for Public Administration project (NS6http://www.ns6newsynthesis.com/ ) being coordinated by former senior Canadian bureaucrat and leading public administration thinker and writer, Jocelyne Bourgon. The NS6 project takes as its starting point that the underlying “theory of the business’ for public administration is broken and in need both of urgent repair and fresh thinking. (The theory of the business framework was used widely by Peter Drucker in his work on organisational and system change – see short explanation below). The new frame that is emerging from the NS6 project, based on empirical work in 6 countries (Australia, Singapore, Netherlands, UK, Canada and Brazil), recognises that the traditional focus of public administration on compliance and performance remains vital. If anything, the new turbulence and complexity through which public administration leaders and practitioners must navigate will make more demands on these traditional skills and capabilities. But those same conditions are generating a raft of new demands on public administration systems driven by a rising tide of complex, ‘wicked’ problems (and opportunities) to which governments are expected to respond. Here, the need is for values, beliefs, systems, behaviours and structures in the public realm capable of creating resilience in national economic and social systems and pre-empting problems by becoming more effective at sensing, and gearing up for, emergent challenges. Dr Bourgon’s thesis, grounded in deep practical experience and wide engagement with public leaders around the world, is that we have failed over 30 years or more of compounding public sector reform to offer public sector workers and leaders a set of tools, and a set of values and mandates that allows them to behave appropriately especially in these new domains of resilience and emergence. Further, her thesis suggests that public leaders do not have the luxury of choosing which quadrant in which to play or on which to concentrate. This is not a “pick a box” choice. Where it gets really interesting is the emerging demand for public administrators to be able to cycle through all four quadrants at different times and for different purposes and in different combinations. The observation we would add is that the task of holding those four quadrants together in an increasingly demanding and complex institutional and cultural mix is dependent, in large measure, on the embrace by public administrators and government leaders of the other three elements in the emerging narrative – learning how to make and use a public purpose sector to engage the new public work, redrawing the balance between centre and edge and, ultimately, engaging people in a new assault on the challenge of effective self-government in a networked age. In his thirty-first article for HBR, Peter F. Drucker argues that what underlies the current malaise of so many large and successful organizations worldwide is that their theory of the business no longer works. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the right things are being done--but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that shape any organization's behavior, dictate its decisions about what to do and what not to do, and define what an organization considers meaningful results. These assumptions are what Drucker calls a company's theory of the business. http://hbr.org/product/the-theory-of-the-business-hbr-org/an/94506-PDF-ENG?Ntt=Peter+Drucker&Nao=20It demands getting truthful answers on four key points; • What assumptions are we making about (1) the environment, (2) our mission and (3) the core competencies that we need? • Do the assumptions in all three areas fit each other? • Is the theory of the business known and understood by everybody? • Is the theory tested constantly - and altered if necessary? Even if your answers are four resounding cries of Yes!, the theory of the business won’t last forever. Drucker was fully aware that change is inevitable, like it or not: ‘A theory of the business always becomes obsolete when an organisation attains its original objectives’. That’s why he advised use of ‘abandonment’ - meaning that every three years you should challenge every product, service, policy and distribution channel with the question, ‘If we were not in it already, would we be going into it now?’ - the self-same question that led to the revolution at GE. But Drucker adds three more queries: • Why didn’t this work, even though it looked so promising when we went into it five years ago? • Is it because we made a mistake? • Is it because we did the wrong things? • Or is it because the right things didn’t work? Note the simplicity of the questions – Drucker believed in making himself understood. He also insisted that preventing collapse required studying the customers - and, very important, the non-customers: ‘The first signs of fundamental change rarely appear within one’s own organisation or among one’s own customers’.http://www.thinkingmanagers.com/management/drucker
  • “New forms of social media are radically changing the way people organize, mobilize, communicate and campaign. Cure Violence is an international online movement that anyone can join to create and spread media that speak to their personal experiences, reinforce positive messages and social norms, and ultimately change the way we think-- on a massive scale-- so that killing is no longer an option. Accelerated by a pilot group of 5,000 Chicago youth, Cure Violence will continue to grow through partnering with expert organizations and local communities to aggregate and amplify their messages through digital networks”http://www.cureviolence.com/html/about_open.php
  • Dialogue Café is an initiative which results from the radical but simple idea that people have many things in common and given the opportunity, they will explore their common interests, sparking collaborations and stimulating ideas that address the major issues of today.Dialogue Café is a global network for people who want to learn, share and collaborate. It’s a platform for creativity and innovation, with a focus on cross-cultural dialogue, social innovation, civic participation, arts and culture.

2011 SBS Sydney | Martin Stewart-Weeks, The Resilient State: Smarter, Connected 2011 SBS Sydney | Martin Stewart-Weeks, The Resilient State: Smarter, Connected Presentation Transcript

  • THE RESILIENT STATE: SMARTER, CONNECTED 
    Social Business Summit, Dachis Group, Sydney, March 2011
    Martin Stewart-Weeks
    Internet Business Solutions Group, Cisco Systems
    Chair, Australian Social Innovation Exchange
  • The argument
  • Volatile and unpredictable change is creating massive new risks and opportunities
    Dealing with those risks and opportunities successfully means navigating some big transitions (assets, institutions, infrastructure…)
    At the heart of those transitions are new digital capabilities both as enablers and as critical new assets in their own right
  • And at the heart of those capabilities is the art and practice of connection through distributed networks of people and technology
    Those distributed networks make possible new connections to people, ideas and resources which create richer and more useful shared knowledge to inform human judgment
    The result is new, more resilient patterns of knowledge, action and power
  • Some examples
  • NATO’s Policy Jam
    4,000 participants
    10,000 logins
    124 countries
    5 days
    10 streams
    26 online hosts
    75 facilitators
  • The Tanta Effect
    “Blogging ‘turbocharged’ the ecology of intellectual discussion – enabling us to tap into the insights of people who would never have received the attention they were due back in the old days where reputations took a decade or more to build and were corralled into specialisms with little cross fertilisation and ‘contestability’ between them.”
    Thanks to Nicholas Gruen
  • Some theory
  • The Big Shift in Three Waves
    1
    Infrastructure
    2
    Knowledge flows
    3
    Institutions
    “…a world in which citizens gain political power relative to political institutions. A world in which talented employees capture economic value relative to the firm. A world in which consumers have increased market power relative to vendors.”
    “…innovations in institutional architectures such as the ability to foster and participate in creation spaces where performance accelerates as more participants join” p58
  • “The challenge is designing and managing creation spaces is to provide scalable environments that can accommodate a large and growing number of participants and create the conditions for them to learn faster from each other as the number of participants grows “
    p130
  • Push-based institutions are the antithesis of serendipity. In a world of carefully scripted push programs, unexpected encounters are generally treated as signs of inefficiency and worrisome unpredictability.
    p107
  • A new theory of the business
  • We have to be willing to risk looking like we don’t know the answer or maybe even the question, We’ve got to wean ourselves from overdependence on the expertise we’ve laboured to hard to accumulate.
    p118
  • Some more examples
  • ExpertNet
  • .
    Cure Violence takes a 21st-century approach to “meeting people where they’re at” and invites the messengers to ‘communicate with the tools they’re already using like social networking utilities and SMS technology to distribute firsthand text and multimedia responses to violence in their own cities. Users can comment and connect with one another and affect change through actionable content submitted by Cure Violence partners and local and national organizations who adopt it to organize and mobilize. Cure Violence content will be accessible via web, mobile device, broadcast, public projection and exhibitions.
  • Dialogue Cafe
    Lisbon
    Rio de Janeiro
    Tel Aviv
    Ramallah
    Toronto
    Amsterdam
    Berlin
    London
  • Speculations
  • Control?
    Resilience?
    l
  • Much of this economy is formed around distributed systems, rather than centralised structures. It handles complexity not by standardisation and simplification imposed from the centre, but by distributing complexity to the margins
    Open Book of Social Innovation, The Young Foundation, NESTA, 2010
  • Social innovation doesn’t have fixed boundaries: it happens in all sectors, public, non-profit and private. Indeed, much of the most creative action is happening at the boundaries between sectors, in fields as diverse as fair trade, distance learning, hospices, urban farming, waste reduction and restorative justice.
    Open Book of Social Innovation, The Young Foundation, NESTA, 2010
  • We define social innovations as new ideas (products, services and models) that simultaneously meet social needs and create new social relationships or collaborations. In other words, they are innovations that are both good for society and enhance society’s capacity to act.
    Open Book of Social Innovation, The Young Foundation, NESTA, 2010
  • Line = a relationship between two people
    more embedded = central
    less embedded = periphery
    Node = a person
    Centre and edge 1
    “embedded”: the degree to which a person is connected within a network
  • Centre and edge 2
    “We have grown used to the centre taking more and more of the decisions, despite the fact that in almost all cases the knowledge, expertise and experience required to inform those decisions are at the edge.”
    Beth Noveck, author of Wiki Government and former Deputy CTO, Open and Transparent Government, The White House
  • Dispersing power, authority and control
  • Communities and networks, as well as organisations and institutions
  • Systematic serendipity
  • Coherence, Scale, Accountability
  • The
    Public Purpose
    Sector
  • Resilience has become the central task of governing well. The ability to connect highly distributed networks of people, expertise and assets for common action is turning out to be critical to the chances of success.
  • Four dimensions of the resilient state
    Managing transitions
    Renewing the instincts and institutions of self-government
    The Resilient State
    Improving the art and practice of connection
    Redefining the relationship between the centre and the edge