#ChangeAgents, Experiments, & Expertise in Our Exponential Era - David Bray
- 1. #ChangeAgents, Experiments, & Expertise dr. david a. bray @fcc_cio personal views
- 2. #ChangeAgents = Leaders who “illuminate the way” and manage friction of stepping outside the status quo
- 3. both Expertise & Experiments have the root “ex peria” = out of danger the U.S. representative democracy was born from an Experiment in self-rule “out of danger” came Experience Out of Danger
- 4. change isn’t easy Transforming for the Future
- 5. leaders don “flak jackets” change isn’t easy Transforming for the Future
- 6. Your Innovative Spirit Is Needed If We Put the 232 (~4.3 billion) Numbers Addressable by IPv4 & Into a Beach Ball
- 7. Your Innovative Spirit Is Needed the 2128 (~340 followed by 36 zeros) numbers addressable by IPv6 = the volume of our Sun
- 8. Turbulent Environments From CIA’s “Global Trends: 2015” • Unrestricted flows of information, ideas... effective governance will increasingly be determined by the ability and agility... to exploit increased information flows - published in 2000
- 9. The challenge of turbulent environments is true for the majority of large organizations as a result of increasing global transactional: • Velocity • Volume • Volatility • Veracity Turbulent Environments
- 10. (1) Power of Diversity • With crowds: diversity trumps ability • Yet clearly there are times when crowds are smart and also times when crowds are dumb, so why does diversity influence outcomes? Reference: Hung, See and Page, Scott. (2002). Proceedings of the National Academy of Sciences.
- 11. 138 139 137 135 132 135 121 104 111 13595 89 (1) Power of Diversity • Learned perspectives may limit the search space any one individual uses to reach an answer, even for “smart” individuals Reference: Hung, See and Page, Scott. (2002). Proceedings of the National Academy of Sciences. IQ view of the “Alpha” Group IQ view of the Diverse Group
- 12. • Multiple individuals with varying perspectives expand the search space employed • A diverse crowd has more “tools” to apply Toolbox view of the “Alpha” Group Toolbox view of the Diverse Group 138 139 137 135 132 135 121 104 111 13595 89 ABC ABC ACD BCD ADE BCD AHK FD AEG BCDEZ IL (1) Power of Diversity Reference: Hung, See and Page, Scott. (2002). Proceedings of the National Academy of Sciences.
- 13. (1) Power of Diversity Potential drawbacks: • Diversity works if everyone has same goal of getting the answer right, and values this goal • If goal-related values of different groups are not shared, crowd may splinter into factions Reference: Hung, See and Page, Scott. (2002). Proceedings of the National Academy of Sciences.
- 14. (2) Power of the Edge • Traditional organizations exist to harness worker output, usually a top-down approach • Yet top-down hierarchies restrict opportunities for bottom-up information flows Reference: Bray, David and Prietula, Michael. (2007). International Conference on Information Systems. Best Paper KM Track.
- 15. (2) Power of the Edge • If the organization doesn’t encourage bottom- up insights, highly probable that the top could lose relevancy despite larger scope (Out of sync with the “Edge” of the organization) No longer good time for A Now is a great time for B Have we reconsidered C? Reference: Bray, David and Prietula, Michael. (2007). International Conference on Information Systems. Best Paper KM Track.
- 16. • Where any one individual (or team) is looking may no longer be relevant; different views can better scan the environment Where is the Peak, Where is the Valley? (3) Power of an Ecosystem Reference: March, James. (1993) Exploration and Exploitation in Organizational Learning. Organization Science.
- 17. Where is the Peak, Where is the Valley? (3) Power of an Ecosystem • Through chatter and conversation, new threats or opportunities can be addressed through swarming + rapid mobilization Where’s the Best X? … to Respond to or “Go” towards? Reference: Bray, David (2008). Knowledge Ecosystems: Technology, Motivations, Processes, and Performance.
- 18. Arrived as new FCC CIO in late 2013 FCC previously had 9 CIOs in 8 years > 85% of IT Budget spent on Legacy IT Two Years Later We Got it Down to < 50% Transforming for the Future
- 19. 1) Agility: Improve ability to execute FCC mission 2) Resiliency: Improve IT scalability & stability 3) Efficiency: Reduce cost of IT portfolio & new solutions Results: Positive #ChangeAgents enabled us to do IT at one- sixth the price AND in half the time vs. on-prem IT, moved legacy IT commercial cloud services FCC IT Transformation Goals
- 25. Carl Sagan in 1994: Look again at that dot. That's here. That's home.
- 26. That's us. On it everyone you love, everyone you know – Everyone you ever heard of, every human being who ever was, lived out their lives.
- 27. To me, it underscores our responsibility to deal more kindly with one another – And to preserve and cherish the pale blue dot, the only home we've ever known.
- 28. Thank You for Being #ChangeAgents in our Exponential Era