Government as a Platform: What We've Learned Since 2008 (ppt)

Editor's Notes

• #2: Government as a platform is the theme of today’s event, and as the person who first framed that message, I’m here to tell you how I came up with the notion, what I got wrong, and what I think the GDS has got right in how they are thinking about it. I want to start with a bit of personal history.
• #3: In 2008, when President Barack Obama was elected, with a campaign slogan “Change we can believe in,” I wondered whether part of that change could be bringing government digital technology into the 21st century?
• #5: But there’s a problem, because of Moore’s Law. As you recall, this law, named after Intel co-founder Gordon Moore, predicts that computing power will double every two years. As you can see that leads to accelerating increases in power. In a talk at Code for America, better government activist Clay Johnson pointed out
• #6: that the slow pace of government action, and slow procurement processes, put government behind on the Moore’s Law curve.
• #7: So I started talking to people. One of the first people I talked to was then Google CEO (now Executive Chairman) Eric Schmidt, because I knew he was close to Obama and had spent a lot of time in DC. What Eric told me was this: “You’re good at this. You told the story of big government movements like
• #8: So I did. Jen Pahlka (whom you saw on stage earlier today) and I launched the Gov 2.0 Summit in Washington DC in 2009, with a focus on bringing together people from Silicon Valley with government leaders so that they could learn from each other.
• #9: Open Source software
• #10: and Web 2.0
• #11: “Go talk to people in DC and it will come to you.”
• #12: I wrote an influential essay on the subject, which I published as part of a book called “Open Government.”
• #13: The lesson I wanted to share was the lesson of the Apple iPhone. In 2008, Apple had launched the App Store, and it was that, almost more than the phone itself, that transformed the smartphone market. Rather than the few dozen apps provided by Apple and the phone carriers, suddenly there were thousands, then hundreds of thousands, and eventually over a million apps. And customers went crazy. The center ad from Apple was the notice of 25 billion downloads. We’re well over double that now, and there are 1.3 million apps. This looked like a great target for government to emulate.
• #15: After all, government is already in the platform business. All the business activity in a city like London depends on platform infrastructure provided by or regulated by government. I’m talking power, water and sewage, transportation - not to mention other services like public safety, communications, banking.
• #16: One of the clearest expressions of the government as a platform is the road system, encompassing local, regional, and national highway systems. Government not only builds and maintains many of these roads, but also sets and enforces the rules of the road. But government doesn’t specify everything. The crowdsourced destinations we call cities determine where the roads go, and we the people are free to use them to go where-ever we want. The US Interstate system, which provided a transformative economic foundation for the US, was championed by President Eisenhower in 1956. It was a masterpiece of platform thinking.
• #17: How about Global positioning satellites? Here government investment in a hard, long term project, is paying off in uncounted new private sector developments. A huge project with uncertain return, started in 1973 and now showing enormous fruit in the 21st century, with huge value add from the commercial sector. Everything from maps and directions on your phone to future self-driving cars spring from this platform investment, and the key policy decision to open the data and make it available for commercial use. No one dreamed of the unexpected applications that became possible by opening up this data. That’s why we need open web services by default.
• #18: Government has been in this business for a long time. Consider weather. Here’s Google’s forecast for San Francisco yesterday when I was creating the slides for this talk. But where did that data come from? I’ve always found myself wondering why people aren’t more aware of how government data powers non-governmental services that citizens take for granted, many of them never taking the time to think how much government investment went into building the infrastructure that makes it possible for the private sector to offer services like weather predictions.
• #19: After the 2012 election, when President Obama talked about his second term management agenda, open data, and its role in enabling private sector to build on government as a platform, was a key part of the message.
• #20: But the results weren’t as great as I’d hoped. The nonprofit GovLab recently put up their “OpenData 500” - a list of 500 companies enabled by government open data. Not bad. There are thousands more. But nothing compared to the 1.3 million companies built on the Apple iPhone platform.
• #21: Not only that, in 2013, we saw the healthcare.gov disaster, in which the US government spent the better part of a billion dollars on a website that didn’t work, and as a result, the Obama administration nearly lost its signature policy reform, reminding us of mySociety founder Tom Steinberg’s prophetic words:
• #22: Good governance and good policy are now inextricably linked to the digital.
• #23: So what did I get wrong?
• #24: I think the first thing I should have talked about more is one of the UK Government Digital Service design principles:
• #25: “Do the hard work to make it simple”
• #26: I should have also talked about another great Silicon Valley platform success story: Amazon. It’s not just the ubiquitous e-commerce site. It’s also a platform
• #27: on which nearly every Silicon Valley startup, and many giant enterprises (and even government departments) build cloud services. Amazon was a pioneer in defining what we now call Cloud Computing. How did this happen?
• #28: I’m proud to say I played a small role in this transformation. Back in 2003, I gave a talk about the coming transformation of the web into a platform (which I came to call Web 2.0), and in it, I said: “A platform beats an application every time.” Jeff heard the talk, and asked me to come give it to his tech team, and then to an All-hands meeting at Amazon.
• #29: With characteristic insight and decisiveness, Jeff thought through what this meant, and then had the discipline to rebuild his company as a platform. As reported in Steve Yegge’s Platform Rant https://plus.google.com/+RipRowan/posts/eVeouesvaVX, he wrote a memo that went something like this.
• #30: With characteristic insight and decisiveness, Jeff thought through what this meant, and then had the discipline to rebuild his company as a platform. As reported in Steve Yegge’s Platform Rant https://plus.google.com/+RipRowan/posts/eVeouesvaVX, he wrote a memo that went something like this.
• #31: That is, Jeff got his team to do the hard work to make it simple.
• #32: They forced themselves to think through how to create a modular set of fundamental services that can be used like building blocks
• #33: They not only were required to use them themselves - no more silos or custom services that no one else can use —
• #34: but they also had to be the same services used internally that they would ultimately open up to the world.
• #35: Jeff has a kind of authority at Amazon that’s hard to come by in the government sector. But it’s a key part of the success of the GDS that it has top level sponsorship from Minister Francis Maude, who has been willing to crack heads when necessary. It takes a lot of will to make hard changes.
• #36: There’s something else I should have talked about: a lesson from British history and the design of real world platforms. Most of the world uses a standard gauge of railroad track originally developed by George Stephenson in 1822. It was a foundational tool for the British Empire, and was eventually copied by other nations around the world.
• #37: Data is the 21st century railway. We need standards for things like identity, payment, location, credit history,health history, and many other specialized types of data that help us manage the services we deliver to citizens and other residents.
• #38: Because unless government gets in the game, the railway gauges are going to be set by private companies, like Facebook, Google, Apple, Amazon, and Uber.
• #39: When someone else sets the standard, you’re always compensating.
• #40: We have to address “rules of the road” for the internet platform of the future. We can’t simply rely on private actors or the “invisible hand of the market” to take care of issues like privacy, consent to data collection and knowledge of what data is being collected about us, and how citizens and residents share in the benefits of the new economy.
• #41: Every platform needs to set policy.
• #42: But ultimately, the lesson of the railroads, going back to George Stephenson, is that you standardize railroads by building tracks. This was also key to the success of the Internet. While other networking groups went into excruciating detail of pie-in-the-sky standards that were never built, the IETF (Internet Engineering Task Force) model was (as articulated by Dave Clark) “No kings, no priests. Just a rough consensus and running code.” That’s why GDS director Mike Bracken is speaking such an important truth when he says “The strategy is delivery.” With that, over to Mike!