Leadership Training Week 3

Beyond Doing More With Less: Doing DifferentYour Path to Leadership: Mastering Core Competencies to Get Ahead in GovBill Eggers and Jean BrownSubject Matter ExpertsWeek Three: June 25 - June 29, 2012

Our Time Together Today…1. Housekeeping2. Introduction3. Results Driven Leadership4. Public Sector, Disrupted5. Q&A

Housekeeping• Let’s make this course interactive! ▫ Now: If you would like to submit a question, just enter it into the chat window (bottom right). Our experts will field questions at the end. ▫ All Week: Be sure to engage in conversation around the SME Challenge that has been presented by our speakers - case studies grounded in reality.• If you have any technical difficulties, use the chat window, but direct it to “Steve Cottle,”not “all participants”• After the session is complete, you will be able to find a link to the archived version of the webinar on the week 2 page of our course GovLoop group

Meet Our Subject Matter Experts (SMEs) Jean Brown Bill Eggers Executive Director, Global Director, Chicago Federal Executive Board Public Sector Research Deloitte

Jean BrownExecutive Director,Chicago Federal Executive Board

ECQ3: Results DrivenLeadership Accountability• Set SMART goals ▫ Specific ▫ Measurable ▫ Attainable ▫ Relevant ▫ Time-Bound• Link Goals to Overall Business Objectives• “Finger Pointing” hurts you• Delegate

Learning When to DelegateDelegate Do Not Delegate• Routines • Long Range Planning• Technical Expertise • Motivating/ Evaluating Team• Unique Opportunities members• Cross Training • Rituals • Crises • Sensitive Personal Matters

Customer-Service Driven• Build a “Ready to Serve” Image• I’m Glad You Told Me!• Stay Positive• Remember the WHY ▫ Important to your success ▫ Reduces costs, increase productivity ▫ Improves Employee Morale ▫ Aligns Process and Procedures

Decision Making Process1. Define the Issues2. Collect & Analyze Data3. Develop and Evaluate Solutions4. Identify Best Solution5. Evaluate the Results Easy not often

Decision Making Process: The Reality• Rely too much on personal experience• Rely too much on personal strengths• Rely on dogma• Mimic methods that work in organizations different from yours• Rely on stories not data• Too much data and not enough good data

Entrepreneurial LeadershipYou are ready to lead if you say…“It seems like we are doing the work twice” “This costs more than it should”“I’m tired of dealing with this issue again” “That is annoying”

Spark Innovation• Step Outside the Familiar• Suspend Preconceived Ideas• Read Outside Your Comfort Zone• Travel & Foreign Languages

ECQ4: Business Acumen• Financial Management• Human Capital Management• Technology ManagementSet specific and attainable standards of performance

Technology Management Issues• Legacy Systems• Controlling Costs• Consolidating Infrastructure• Training• Cybersecurity

Technology Management Solutions• Virtualization• Digital Preservation• Business Intelligence• Social Media• Cloud Computing

IT Solutions – How to Start1. Assess your technology needs2. Develop a technology strategy3. Identify internal or external system integrators4. Develop a plan to manage the project5. Develop a Plan to fund the project

Find Local Leaders Connect with your local Continue to connect on Federal Executive Board GovLoop www.FEB.gov www.govloop.com

Achieving more for less through disruptiveinnovationBill EggersGlobal Director, Public Sector ResearchDeloitte

The automobile “frontier” in 1920 1920$/hp Ford Model T L $3,200 20 Horsepower 160 Bugatti Type 35 $180K 140 Horsepower 1286 H 20 140 Total hp L H

The automobile frontier today: More for moreCost 2011 L 64 Tata Nano $2,100 33 Horsepower 160 Bugatti Veyron 1286 $1.9 million 987 Horsepower H 1925 20 33 140 987 Performance L H

Higher education: 439% increase afterinflation

Health care inflation equally bad .2,500,000 Other third party payers and programs2,000,000 Health insurance Out of pocket1,500,0001,000,000 500,000 0 1960 1962 1964 1966 1968 1970 1972 1974 1976 1978 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008

Disruptive Innovation Breaking Tradeoffs

Disruptive innovation: more for less

Characteristics of Disruptive Innovation Serves an underserved market or overshoots market Starts off worse than existing products or services Powered by an enabling technology Less expensive than traditional or current technology

Bridge International Academies$4 $3 15:1 47:1Fee per month of Cost in bribes for Pupil: teacher Pupil: teacherprivate education public education ratio at a Bridge ratio at averagefor 1 student for 1 student school Kenyan school

Bridge International’s “school ina box” model makes it easy toopen and operate new schools.What started with 1 school in2009…Is now more than 70 schools…With a target of 1,800 schools by2015

Characteristics of Disruptive Innovation Serves a not served or overserved market Starts off worse than existing products or services Powered by an enabling technology Less expensive than traditional or current technology

Apps make it possible to turn yoursmartphone into a stethoscope or aheart monitor or even a hearing aid.

Disruptive Innovation Shaping Markets• Government is huge purchaser of goods and services• Government is the dominant buyer in many economic sectors• Government can use this buying power to steer markets where they are major buyers to more low- cost, disruptive approaches

Law & Justice

1978Technology used to monitor cows…

Preventative ActionCriminal Justice System Tiers of Incarceration Real-Time Action Sobrietor: Alcohol Treatment and Training compliance system via Active GPS Constant Monitoring Offender monitoring via Radio Frequency Incremental Monitoring Radio Frequency 1970 1980 1990 2000 2010 is now being used as a substitute for minimum security prisons

Cost of prison Cost of electronic monitoring $78 per day $5-10 per day38

Potential cost savings: $16 billionImproving Policy Execution39

Tradeoff broken:Proving the Concept Price vs performance 40

Defense and Security

Craft your Disruptive hypothesisImproving Policy Execution42

Could we have imagined offensive military air operations with . • No pilots onboard • No large crews to support • 24 hours uninterrupted flight time • Very low maintenance and fuel costs • No need for ground assets for targetingImproving Policy Execution43

Once considered a gadget ofscience fiction novels…Unmanned Aerial Vehiclesare now an essentialcomponent of modern U.S.military and intelligenceoperations.

This year, the U.S. Air Force willtrain more joystick pilots thannew fighter and bomber pilotscombined.The $4M Predator UAV is nowdoing the same job as a $60Mmanned fighter jet.

Unmanned Aerial Vehicles (UAVs) …reshaping classic markets in air power Integrated Strike/SEAD/Counter AirISR Aircraft Market Segments Priorities Counter - Air Integrated Strike/SEAD Strike Avenger MQ-9 Reaper Suppression Enemy Air Defense (SEAD) MQ-1 Predator Real-Time Intelligence, GNAT-750 Surveillance, and Reconnaissance (ISR) 1980 1990 2000 2010 2020

Education: It is assumed that schooling requires .. • in-person teachers • classrooms • textbooks • school facilities • cafeterias • transportationImproving Policy Execution47

“What would happen if we tried to educate childrenwithout these elements?”

Khan Academy Thousands of courses Personalized learning path Gamification

Deloitte’s Disruptive Innovation Framework Focus1 Identify what needs to be accomplished in the short and long term Shape2 Decide how and where to start disrupting Grow3 Protect and nurture the disruptive innovation

The Path to Different.The public sector has an array of advantages to help grow disruption:• Level the Playing Field • Enable the disruptive innovation to gain ground by removing subsidies and contracts that have protected incumbents• Change Laws • Some disruptive innovations may require legal and regulatory changes before they can exist and/or thrive in a market• Sunset Existing Programs • Phase out funding from current, less successful programs and re-program for disruptive innovations• Form Partnerships • Public-private partnerships may help to scale the innovation

“People are very open minded about new things. Aslong as they are exactly like the old ones” - Charles Kettering

Bill Eggers Email:weggers@deloitte.com Twitter: @wdeggers Web: williameggers.com

Ask the experts!Submit your questions in the chat window on the bottom right.

Week 3 Assignment Attend Webinar Complete Workbook Traits 8-10 (pp. 13-15) o Read Section Summary o Complete Required Reading o Reflect on Reading; complete and save copy of reflection notes Participate in Week 3 SME Challenge Ask Questions / Provide Feedback!

Leadership Training Week 3

by GovLoop on Jun 25, 2012

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