Transparency Leadership Process

Org Hacking: What to do when the problem won’t yield to your organization.

Why did the Smithsonian 2.0 Strategy work?

How can you do it too?

hard problem

wicked problem

Some problems are so complex that you have to be highly intelligent and well informed just to be undecided about them.

- Laurence J. Peter

strategic initiative

design by committee

fear cynicismConflicting agendas

inaction analysis paralysis

Linus' Law:given enough eyeballs, all bugs are shallow

fear

cynicism

conflicting agendas

inaction

paralysis

confidence

action

alignment

ownership

decision-making

dilution collective intelligence

Leadership

Transparency

Process

steady, hard work

leadership

open leadership

Having the confidence and humility to give up the need to be in control,while inspiring commitment from people to accomplish goals

leadership 2.0

Drives visionProvides a frameworkFosters urgencyEngages contributorsRemains accountable

"I then bequeath the whole of my property...to the United States of America, to found at Washington, under the name of the Smithsonian Institution, an Establishment for the increase & diffusion of knowledge...”

- James Smithson (1765-1829)

1. Unlock the mysteries of the universe

2. Understand and sustain biodiversity

3. Value world cultures

4. Understand the American Experience

- Smithsonian Strategic PlanSmithsonian Secretary G. Wayne Cloughwww.si.edu/about

leadership asks questions

How do we leverage new technologies to further those goals?

How do new technologies change those goals?

leadership synthesizes

process

lack of process leads to FUD – and worse - complacency

process:

an order of events

rules of engagement

defined dates and deliverables

transparency

aka: openness, collaboration

inclusion, respect, learning

transparent process creates shared expectations

aggressive transparency

Common Operating Picture

A single identical display of relevant information

definition of terms

issuessolution candidates

Progressnext steps

concerns

contributions

task list

Common Operating Picture

Consensus

results

hard wicked problems can be addressed

Smithsonian 2.0 – assets, insights and expertise in the hands of the curious and the expert as the substrate for great work.

Government 2.0 – assets, capabilities and expertise in the hands of the people as the substrate for freedom and democracy.

@deb_lavoy

[email protected]

productfour.wordpress.com

www.opentext.com

@mpedson

[email protected]

smithsonian20.typepad.com

smithsonian-webstrategy.wikispaces.com

Slideshare.net/dllavoy slideshare.net/edsonm

Photo by Rich Tatum. Copyright © 2007 - All rights reserved. Used with permission.

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Many organizations don’t beginstrategic change until they’re either

afraid or in pain, or both

- Leo Mullen, CEO Navigation Arts

Promotes candorEnables listeningMaximizes participationEncourages self-filteringSolutions, not blame