This is the slideshow for the Federal Acquisition Presentation for IAC panel July 1, 2009. "Rockstars"

1. engage. listen. act.
A Network Perspective
Federal Acquisition − IAC Executive Series
Name Kim Patrick Kobza (Twitter @kpkfusion)
Title President and CEO Neighborhood America
Date July 1, 2009
All information is proprietary and confidential.

2. Network Transformation
 Networks drive every process within every organization in
the world. Moving to a “network information economy”.
 Old World View: Value is created in linear processes where
there are clear lines of command and control, accountability
and authority. “Value chains, supply chains”
 New World: Value can also be created by expanding
networks beyond linear models, That distributed listening
networks can generally add value: create efficiencies, save
time and costs. (Customers, partners, employees, citizens).
All information is proprietary and confidential. 2

3. Different Network Experiences Solve Unique
Business Problems
 All networks are not social. Networks may be built for a
purpose and have social characteristics. Different needs
require different solutions. Twitter, Facebook, YouTube.
 Networks can be experiences, not destinations.
 Networks can be complex, where small differences in
experience create very large differences in outcome.
 Big difference between necessary factors and sufficient
conditions to success.
All information is proprietary and confidential. 3

4. Case 1: Discrete Exchange, Department of Defense
Defense Acquisition Program Assessment (DAPA)
DoD seeks to assess acquisition program
and identify areas for cost savings. Taps
knowledge of global military leaders for
ideas and feedback.
 Business Problem: DoD needed to
collect large volumes of validated
and attributed input from a wide
range of stakeholders. [mirrors
public comment process]. Key Stakeholders
 Department of Defense
 Attributes: Independent and  Global military personnel
discrete, not anonymous; more  Legislators
than opinions, informed based on  Taxpayers benefitting from
referential information. reduced spending
Lead: Lt. Col Rene Bergeron
All information is proprietary and confidential. 4

5. Results (DAPA)
“Those inclusive decisions not Business Results
only helped to substantiate the  Urgent need met by speed of SaaS. Public
comment site turned on in less than 48 hours
team’s recommendations, but  One employee with limited IT skills managed
also they helped to increase outreach and incorporated findings into reports
confidence in those decisions.  DoD benefitted from shared insight and
Becoming part of the process knowledge of military leaders ‘on the ground’
instilled a sense of inclusion  Report and recommendations delivered to
Deputy Secretary of Defense on-time and on-
and ownership among all those budget
involved, including senior
leadership.”
- Key Project Staff Member
Department of Defense
All information is proprietary and confidential. 5

6. Case 2: Social collaboration (concept)
All information is proprietary and confidential. 6

7. Network Aggregation
 In a “network information economy” networks can be used
to aggregate knowledge, people, and resources across
institutional boundaries. Value creation is key.
 Have to be thoughtful in using social collaboration. Or:
 Too many solution possibilities to be credible.
 If audience too broad and anonymous, will lead to lack of trusted
environment.
 Consider combination of two approaches.
All information is proprietary and confidential. 7

8. Barriers
 Disruptive versus Incremental Change. What if it works?
 Roles change. Our individual contributions to value change. How
we are measured changes. Networks are unpredictable and full of
emergent properties.
 If we view simply as technology challenge will lead to failure
and loss of historic opportunity.
 If we approach in a chaotic way, will lead to bad experiences and
poor outcomes – loss of credibility, reluctance to accept change.
All information is proprietary and confidential. 8

9. Having a Network Perspective:
A different type of change
 Having a network perspective is a matter of global
competitiveness and national security.
 A disruptive change that is being forced on our institutions.
 Is an urgent issue with no time to waste.
 See Dr. Linton Wells, Dr. Mark Drapeau, Social Software and
National Security, an Initial Net Assessment
Thank you. @kpkfusion
All information is proprietary and confidential. 9