Smarter, Better, Surprising Gov - ASTD Int'l conf presentation by Michael Lennon

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Presented at ASTD International Conference & Expo –

Orlando, Florida

WHAT Business Benefit?

WHO Communities Involved?

Type of Relationship

Sought?

Methods &/or Tools

for Innovating?

VOICE OF CUSTOMER is measured

where?

Michael Lennon

•[email protected] 202-246-6865•http://www.linkedin.com/in/mikelennon

mailto:[email protected]

http://www.linkedin.com/pub/michael-lennon/a/b62/2b1

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Michael Lennon

Chief Innovation Officer, Adlenn

World Bank, IBM, PriceWaterhouse

Economist / Innovation Management

Mission – to equip public managers for participatory innovation

• [email protected] ([email protected])

• 202-246-6865

• http://www.govloop.com/group/smarterbetteropengovernment

• http://www.linkedin.com/in/mikelennon

http://www.adlenn.com/



http://www.govloop.com/group/smarterbetteropengovernment


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Agenda

By the end of this presentation you will have

a better sense of:

1. Break out Innovations in the Public Sector

2. Research into Motivation and Performance

3. Clarifying next steps and getting into action

ASTD Presentation by Michael Lennon - Smarter, Better Surprising Government

•[email protected] / 202-246-6865 / http://www.linkedin.com/in/mikelennon




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What was Obama’s first Executive Act?

ASTD Presentation by Michael Lennon - Smarter, Better, Surprising Government






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Memo on Transparency and Open Government

Open Gov. Directive,

specific roadmap for

agencies

1. Open Data

2. Open Doors

3. Participatory Policymaking

4. Interdisciplinary Public Planning

5. Dedicated Executive

6. <Agency.gov>/OPEN

7. Master Plan with Flagship Project(s)

Source: www.GOOD.IS/infographics & www.govloop.com

TRANSPARENCY

COLLABORATION

PARTICIPATION


Name a public sector project with an ROI of

10,000%?


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How did a Future US CIO turn an administrative nightmare

into an organizational learning event?

Challenge –Municipal data

fragmented across different

agencies and under-utilized

Participatory Solution – Hold

contest for the most innovative

applications

Who– Developers, Students,

Media, Public-at-large, Staff

$50K initial investment

produced…

Results

◦ 47 software applications in

30 days valued at

$2,300,000 of software

developer time.

Buzz

◦ an additional 230 ideas and

5500 votes on those ideas,

as well as,

◦ 450+ blog posts, radio and

video interviews

◦ Conversations across the

agencies


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So What happened when Public Data

was made accessible on-line?

Google

Maps

Hospital

Evaluations

Mashup







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Performance Data e-Publishing

Benefits

Consumers

◦ Better decision support

◦ Convenience

Sofware Development

Industry

◦ New e-business models

around public

information services

(“infomediaries”)

Gov’t Staff

◦ Greater Influence and

responsiveness from

regulated industry

◦ More effective

dissemination of

information







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How did Dept of Education attract funding

for Education Innovation research without

additional tax dollars? Problem –

◦ more grant requests than available funding

◦ Not all high-quality requests can be funded

Transparent innovation

◦ Created a secondarye-marketplace where high-quality non-winning applications could be reviewed by private funders

Benefits for Applicants

◦ Consideration for funding from additional sources

Benefits for Funders

◦ more choices to fund

Benefit for Dept of Ed.

◦ More innovation funding

◦ Fewer gaps / duplications in innovation portfolio




http://www.ed.gov/




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How have Public Agencies been

able to expand their monitoring

and inspections capabilities?

IMPACT –INSPECTION COSTS

Crowdsourcing(e.g. parking and potholes)







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Has the public participated in “real

agency direction-setting?

IMPACT –CREDIBILITY & Social Knowledge

DHS -- Collected input for the 4

year Strategy Planning process,

through 3 separate 1-week on-

line events:

◦ 1st Week - learning to speak

to Non-specialists (Fail?)

◦ 2nd Cycle – Engaging those

remaining in deeper inquiry

◦ 3rd Cycle – Real re-

prioritization and influencing

of strategic imperatives


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Participation sounds nice, but what

about in a real crisis?

IMPACT – Coordination & Engagement of 3rd party Resources

Haiti crisis response

Ushahidi pioneered an Open Map to capture requests (txt, tweet, email, etc…) and place on a map

Large-scale autonomous self coordination outperforms the command & control response in the critical first days.

Crisis-mapping now a standard practice (disasters, social and political events)


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Paired share exercise–

Is there a business challenge you face that

could benefit from more innovative

participation, collaboration or transparency?

◦ Strengthen consumer decision-making and industry oversight (Health Data)

◦ Innovation contests

◦ Crowdsourced inspection / Funding

◦ Better performance visibility across major programs

◦ Engaging external resources towards the mission (Ed grants)

◦ Crowd-coordination (Haiti)

◦ Participatory Decision-making


http://www.ed.gov/

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Agenda


a better sense of:










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What % of large projects fail to

meet their original targets?

0-10%

10-25%

25-50%

50-75%

75-90%

90-100%

Root Cause –

not technology or

process, but

breakdowns in

Leadership and/or

communications

Overconfidence in

current Planning

methods?







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Research on Effective Large Organizational Transformation

(Not Just Government)(source: McKinsey Transformation Study)

Performance

Results

Time

Initial Preparation

Part 1







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Research on Effective Large Organizational Transformation

(Not Just Government) (source: McKinsey Transformation Study)

Performance

Results

Time

Initial Preparation

Change Initiative

(Innovation) Part 1







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Sustainable Results depends on Human Capacity-Building(source: McKinsey Transformation Study)

Improvement due to changed mindsets, behavior and skills

Performance

Results

Time

Initial Preparation

Change Initiative

(Innovation)

Post InitiativeSustainability

Part 1

Performance driver







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Innovation Mgmt Principle – (Not just Government)

Sustainable Results depends on Human Capacity-Building(source: McKinsey Transformation Study)

Improvement due to Management Systems

Improvement due to Operating system (includes most technology)

Improvement due to changed mindsets, behavior and skills

Performance

Results

Time

Initial Preparation

Change Initiative

(Innovation)

Post InitiativeSustainability

Part 1

Performance driver







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What Motivates Us?




http://www.youtube.com/watch?v=u6XAPnuFjJc




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Paired shared exercise on video

Top employee motivators

when financial security is satisfied are:

◦ Autonomy – Being self directed

◦ Mastery – Getting better at area of interest (and recognized)

◦ Purpose – Making a difference in one’s community; Purpose

drives employees more passionately and wisely than profit

(1 Minute each)

What might work look like if your organization’s goals

was to make every employee more autonomous, driven

to mastery and acting out of purpose?

Source: Harvard Behavioral Economist D. Pink, Drive.


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Performance Results

Engaging staff….

◦ with BOTH the overall

mission, as well as,

customers /

stakeholders

outperform by 3.4 to 1

(340% better)

◦ If excel at ONLY ONE of

these two forms of

engagement

outperform those who

do not by a factor of

1.7 to 1.(70% better)

Source: Harvard Business Review & Gallup


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PUBLIC Employee Satisfaction = Citizen Satisfaction

Part 1

Source: Canadian Treasury Citizens Services Study –

http://www.tbs-sct.gc.ca/rp/pstc-eng.asp


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Google’s CEO Management Video

I don’t manage… really.







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Agenda


a better sense of:










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How to Get Started – Put People

first when you solve a problem

– Business problem to address? / Mission Benefit to fulfill?

– Communities to be engaged?

– Relationship type to develop?

– Methods &/or Tools for innovating?

– Where to capture the “voice of the customer”?

WHAT Business Benefit?

WHO Communities Involved?

Type of Relationship

Sought?

Methods &/or Tools

for Innovating?

VOICE OF CUSTOMER is measured

where?







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Sparking and sustaining Influencers

Engaging for Commitment (Purpose)

Benefits Clear

Stakeholders Committed

Performance Priorities written

Working with Boundaries (Autonomy)

Key Assumptions Surfaced

Rules for breaking

rules

Restoring Performance (Mastery)

Continuous 360 Feedback

Continuous Learning







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Share your stories

• Share your stories

◦ World Bank –

◦ Strong resistance to IT innovation

◦ “We’re busy doing more important things”

Stephen Denny - Springboard Story

◦ Illustrates a solution concretely

◦ Asks “Why aren’t we doing this?”

◦ MAKE award 5 years later







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Paired shared exercise

What is a learning story from today (or

the conference) that you want to share

back home?

Share it with you partner using the

following format:

◦ Problem being experienced

◦ How the problem is be addressed elsewhere

◦ Why not us?...







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Expect Disagreement

Behavioral Research on Monkeys

“Techie Term” - Learned Helplessness


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In Summary

–Share your stories

–Ask “Why Not?”

–Dare to Live a life that is self-directed, growing in

mastery and contribution







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Questions

• Michael Lennon

• [email protected] ([email protected])

• 202-246-6865

• @mlennon123

• Current Blog http://www.govloop.com/group/smarterbetteropengovernment

(Future Blog - http://smartopengov.org/)

• http://www.linkedin.com/in/mikelennon








http://smartopengov.org/





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