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why?
30,000’ view
accelerating change
institutional incompetence
inspirations for gov2.0
the “so what”
agility is our abilities to detect,
understand and capitalize on change
better and more agile institutions detect,
understand and capitalize on change
quick choice
or
(and it’s getting harder to stay on top)
because even though we like graphs like this
overall institutional performance looks like
this
5%
3.5%
2%
0.5%
66 68 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 00 02 04 06 08
(which should scare you)
45 minutes, 234 more slides
(hope you’ve had your coffee)
some ground rules
fast and interactive
so interrupt at will
100% agreement == FAIL
/me
us navy
lockheed martin
arcade games
video games
second life
annenberg school for communication, usc
emi music
entrepreneur, board members, advisor
big, complex orgs
us navy
lockheed martin
arcade games
video games
second life
annenberg school for communication, usc
emi music
entrepreneur, board members, advisor
I mention these to establish
my non-hippy cred
before talking about
communities and collaboration
small, agile
us navy
lockheed martin
arcade games
video games
second life
annenberg school for communication, usc
emi music
entrepreneur, board members, advisor
some common elements
using technology invention, development,
cultural transformation
communication
to create products people love
/you
i will assume you rely on
mobile
email
sms
social networking
twitter
do you regularly
post to a blog
update your status
play online games
spend time in virtual worlds
know anyone who
still prints out email?
tell them the asteroid is coming
this is gov20la
30 seconds on agility
developed in response to waterfall and
other a priori development techniques
assumes you don’t and can’t know what
you want at the start of a project
so develop as little you can as a time, then
test the results with customers before
moving forward, rinse and repeat
requires a certain fearlessness
ability to experiment
comfort with (little) failures
when I talk to government agencies
about agility, I often get
“we can’t do that”
want to focus on the tools of government
data
regulation
bully pulpit
commercial excitement
going to talk about these tools in
terms of the most innovative
institution I know
wait, not that version
need to go back a few years
specifically, one Matthew Fontaine Maury
2.5%
2%
1.5%
1%
60’s 70’s 80’s 90’s 00’s
3.5%
2%
0.5%
66 68 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 00 02 04 06 08
11%
-15%
1965 1981 2008
0.02
0.015
0.01
0.005
72 74 76 78 80 82 84 86 88 90 92 94 96 98 00 02 04 06 08
3.5%
2%
0.5%
66 68 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 00 02 04 06 08
Revenues peak
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Napster
Recession begins
Revenues decline
iTunes
Guitar Hero
EMI goes DRM free
Revenues peak
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Napster
Recession begins
Revenues decline
iTunes
Guitar Hero
EMI goes DRM free
Revenues peak
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Napster
Recession begins
Revenues decline
iTunes
Guitar Hero
EMI goes DRM free
Revenues peak
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Napster
Recession begins
Revenues decline
iTunes
Guitar Hero
EMI goes DRM free
4,000
2,000
1,000
0
1998 2000 2002 2004 2006 2008
100
75
50
25
0
1999 2001 2003 2005 2007
in the future, will we communicate by
a) cell?
b) fixed-line broadband?
c) mobile broadband?
what are users telling us?
speaking of telecom,
second tool: regulation
Maury realized how much
better the results could be
he saw great value in publishing the data
"in such a manner that each may have before
him, at a glance, the experience of all."
conveniently, John
Quincy Adams
agreed
Maury created standards for reporting
meteorological data and Adams
endowed the Naval Observatory
so collation was easier and more accurate
his data got better
a lesson here:
when at all possible,
write less code,
gather more data
quick question: who’s cheaper,
a silicon or a carbon employee?
especially if you can get data more easily
(google talks about this a lot)
let technology
can help you
bully pulpit
Maury had all of the US Navy data,
but wanted more
so he did what anyone would
do in this situation
he created a conference and
gave the keynote
where he offered his data to any
nation that submitted their ships’
logs in his standardized
meteorological format
within 5 years, nearly the entire
world was sharing their data with
the Naval Observatory vai Maury’s
meteorology API
(quite literal example of
rising tide raising all boats)
and gives a clue about what future
institutions need to look like
where are the real boundaries of your institutions?
maybe they aren’t where you think
edge of
company?
are communities reviewing,
recommending, or reselling?
edge of
company?
are communities remixing?
edge of
company?
where could you put the line?
edge of company?
if customers are acting as partners,
need to recognize it and act on it
partners require different levels of
trust, support, engagement,
information, etc
if they to succeed
benefits if you do collaborate
4,000
2,000
1,000
0
1998 2000 2002 2004 2006 2008
100
75
50
25
0
1999 2001 2003 2005 2007
what technologies are they
bringing into the workplace?
second life?
skype?
facebook?
twitter?
gmail?
are you trying to run a
closed desktop ecosystem?
(good luck)
and you’re missing a
chance to learn!
(think universities and walkways)
but if you really want to
live on the edge
second life
what is second life?
a user-generated virtual world
game-like technology,
but not a game
3d, persistent web
blending virtual
and real
built by a multinational,
gender-balanced audience
user generated content
6.667
2 = 101.59
2 orders of magnitude
100
times
cheaper, faster, longer lasting
100x is hard to imagine
100x mips,
same size
100x mips,
same size
100x smaller,
same perf
100x more storage is > 2 terrabytes
100x battery life is 2 years of standby,
1 continuous month of talking
also leads to radical cost reductions
100x cheaper is $2
all those computers
are connected,
mobile, and always
available, driving
even greater change
you manage change with
constant experimentation
which is hard
failure is a necessary part
of an experimental culture
you have to be ready to
fail fast
fail cheap
fail publicly
it’s all about staying out of the weeds,
having the flexibility to try new things,
and managing changing requirements
1 odds of building
= the right piece of
n software