If we can put a man on the moon, what else can we do? - Bill Eggers
•
1 like•476 views
Plenary Speaker at the Next Generation of Government Summit William Eggers, Author “If We Can Put A Man on the Moon: Getting Big Things Done in Government“, Global Director, Public Sector Industry, Deloitte Research
Recommended
Recommended
More Related Content
Similar to If we can put a man on the moon, what else can we do? - Bill Eggers
Similar to If we can put a man on the moon, what else can we do? - Bill Eggers (20)
More from GovLoop
More from GovLoop (20)
Recently uploaded
Recently uploaded (20)
If we can put a man on the moon, what else can we do? - Bill Eggers
- 1. The Mashup Speech Leadership Lessons from Public Servants Who Made History William D. Eggers
- 5. James Webb, First Administrator of NASA
- 7. The Rocky Road on the Journey to Succes
- 8. The Overconfidence Trap Underestimating the risks that accompany a new initiative
- 9. Unrealistic costs and timelines: Biggest culprits of implementation failures say SESers Much less Much less Much less Much less
- 12. Key Skill Set: Risk Intelligent How: “Take failure seriously”
- 13. NASA’s Change in Employment Levels 1962-1969 NASA and getting a man to the moon * Contractors does not include unknown # of rocket builders working under various contracts
- 14. Brian O’Neill Brian O’Neill, Department of Interior
- 15. Private partners have invested $100M in capital improvements. US Dept of Interior:Golden Gate Recreational Area
- 16. The O’Neill Mantra ‘If we do it ourselves, we have failed. Why? Because we have failed to engage the talents, the passion and the wisdom of the broader community.” --Brian O’Neill
- 17. Skill Set: Network Integrator/Manager
- 18. The Tolstoy Trap Looking only at evidence that confirms your view of the world.
- 21. Pennsylvania Senator Jack Heinz
- 23. Senators Tim Worth & Jack Heinz
- 24. 40% Reduction in sulfur dioxide emissions
- 26. Skill Set: Bridge Builder/Ideology Buster How: Bring a diversity of views into the process
- 31. Skill Set: The Courage of your Convictions
- 32. Riley Crane MIT
- 33. What if you had to find 10 red balloons moored at random locations across the continental US?
- 34. 8 n o u r s a n d 5 2 m i h u t e s
- 35. Riley Crane, who formed the winning team at MIT, first heard about the challenge four days before it began
- 37. edwardplatt Join the MIT Red Balloon Challenge Team $2,000 to anyone who finds a balloon http://bit.ly/8fiAIS
- 38. Real time measurement of participants’ contribution/impact Proper incentives Zero cost participation
- 39. Skill Set #5: Digital mobilizers
- 40. “People are very open minded about new things. As long as they are exactly like the old ones” - Charles Kettering
- 41. ContactBill Eggersweggers@deloitte.comTwitter: wdeggers www.deloitte.com/us/manonthemoonwww.journeytosuccessmap.com
Editor's Notes
- Social networks hold the same potential. By connecting more broadly – by tapping more minds – it’s possible to increase learning and thus performanceWith this in mind, I want to challenge prevailing assumptions about this popular trend
- Social networks hold the same potential. By connecting more broadly – by tapping more minds – it’s possible to increase learning and thus performanceWith this in mind, I want to challenge prevailing assumptions about this popular trend
- Social networks hold the same potential. By connecting more broadly – by tapping more minds – it’s possible to increase learning and thus performanceWith this in mind, I want to challenge prevailing assumptions about this popular trend
- Social networks hold the same potential. By connecting more broadly – by tapping more minds – it’s possible to increase learning and thus performanceWith this in mind, I want to challenge prevailing assumptions about this popular trend
- DARPA Red Balloon Challenge: The first person or team to submit the exact locations of the ten red balloons scattered across the continental United States would be awarded a $40,000 cash prize.How would a typical government organization solve this problem?How long would it take? a typical government organization solve this problem?
- Less than nine hours after the Challenge got underway a team from MIT identified the precise coordinates of all ten balloons, edging out over 4,000 other teams competing in the challenge. That’s what I call exponential learning
- What’s more, Riley Crane, who formed the winning MIT team, first heard about the challenge just four days before it began. How did they do it?
- Human sensors through Facebook and Twitter. 60 million on Twitter. More than 100 million on FacebookThe team created a website just two days before the competition, and went live a day later. In less than 48 hours, the team grew from just five participants to over 4,000 and the site received over half a million page views. In the end, the team received contributions from 4,665 participants
- The MIT team’s approach centered around three principles: Zero cost participation. Individuals could participate virtually by referring the finder of a balloon through a personal link they distributed to their own network via email, Facebook or Twitter.Proper incentives. Participants did not have to physically find a balloon themselves; they simply had to have a hand in referring the individual who found a balloon through a personal link in order to share in the prize money.Real-time measurement of participant’s contribution/impact. MIT created a real-time tracking mechanism so that participants could immediately gauge their own contribution to finding a balloon.
- The new icons of the digital workplace, Mobilizers, will be characterized by their strength in tapping and mobilizing large networks of participants using digital tools. They are social, excel in collaborative environments, and use technology to augment their own capabilities. They use strong skills of persuasion and collaboration through social contexts and media spaces, and understand that different situations require a different persuasive social media strategy to inspire and lead instead of command and control. Titles will lose significance as Digital mobilizers shift the power structure within the organization away from those who have title-based authority to those who have organic, broad influence across loosely coupled networks regardless of rank. Why?
- One last thought to remember as we enter this new world