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 WHO Type of Methods VOICE OF
Business Communitie Relationship &/or Tools CUSTOMER
Benefit? s Involved? Sought? for is measured
Innovating? where?

Michael Lennon
•MLennon123@gmail.com 202-246-6865
•http://www.linkedin.com/in/mikelennon

Michael Lennon
 Chief Innovation Officer, Adlenn
 World Bank, IBM, PriceWaterhouse
 Economist / Innovation Management

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Mission – to equip public managers for
participatory innovation

• MLennon123@gmail.com (michael.lennon@adlenn.com)
• 202-246-6865
• http://www.govloop.com/group/smarterbetteropengovernment
• http://www.linkedin.com/in/mikelennon

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
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3. Clarifying next steps and getting into action

ASTD Presentation by Michael Lennon - Smarter, Better Surprising Government
•MLennon123@gmail.com / 202-246-6865 / http://www.linkedin.com/in/mikelennon

 What was Obama’s first Executive Act?

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

Memo on Transparency and Open Government

 Open Gov. Directive,
specific roadmap for
agencies
1. Open Data

/ 2. Open Doors

3. Participatory Policymaking
TRANSPARENCY
4. Interdisciplinary Public Planning
COLLABORATION
5. Dedicated Executive
PARTICIPATION 6. <Agency.gov>/OPEN

7. Master Plan with Flagship Project(s)

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

Name a public sector project with an ROI of
10,000%?

How did a Future US CIO turn an administrative nightmare
into an organizational learning event?

 Challenge –Municipal data  Results
fragmented across different ◦ 47 software applications in
agencies and under-utilized 30 days valued at
 Participatory Solution – Hold $2,300,000 of software
contest for the most innovative developer time.
applications /  Buzz
 Who– Developers, Students, ◦ an additional 230 ideas and
Media, Public-at-large, Staff 5500 votes on those ideas,
 $50K initial investment as well as,
produced… ◦ 450+ blog posts, radio and
video interviews
◦ Conversations across the
agencies

So What happened when Public Data
was made accessible on-line?

Hospital
Evaluations
/

Mashup

Google
Maps


Performance Data e-Publishing
Benefits
 Consumers  Gov’t Staff
◦ Better decision support ◦ Greater Influence and
◦ Convenience responsiveness from
regulated industry
/ ◦ More effective
 Sofware Development dissemination of
Industry information
◦ New e-business models
around public
information services
(“infomediaries”)


How did Dept of Education attract funding
for Education Innovation research without
additional tax dollars?
 Problem –  Benefits for Applicants
◦ more grant requests than ◦ Consideration for funding
available funding from additional sources
◦ Not all high-quality
requests can be funded
/
 Benefits for Funders
 Transparent innovation ◦ more choices to fund
◦ Created a secondary
e-marketplace where
high-quality non-winning  Benefit for Dept of Ed.
applications could be ◦ More innovation funding
reviewed by private ◦ Fewer gaps /
funders duplications in innovation
portfolio

How have Public Agencies been
able to expand their monitoring
and inspections capabilities?
Crowdsourcing
(e.g. parking and potholes)

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IMPACT –INSPECTION COSTS


Has the public participated in “real
agency direction-setting?
 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

IMPACT –CREDIBILITY &
Social Knowledge

Participation sounds nice, but what
about in a real crisis?
 Haiti crisis response

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

IMPACT – Coordination &
Engagement of 3rd party Resources

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
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◦ Crowdsourced inspection / Funding
◦ Better performance visibility across major
programs
◦ Engaging external resources towards the
mission (Ed grants)
◦ Crowd-coordination (Haiti)
◦ Participatory Decision-making

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


What % of large projects fail to
meet their original targets?
 0-10%  Root Cause –
 10-25% not technology or
 25-50% process, but
breakdowns in
 50-75% / Leadership and/or
 75-90% communications
 90-100%
 Overconfidence in
current Planning
methods?

Research on Effective Large Organizational Transformation
(Not Just Government)
(source: McKinsey Transformation Study)

Performance
Results

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Initial
Preparation
Part 1
Time

Research on Effective Large Organizational Transformation
(Not Just Government)

Performance
Results

/

Change
Initial
Initiative
Preparation
(Innovation) Part 1
Time

Sustainable Results depends on Human Capacity-Building

Performance
Results

Performance driver
Improvement due to
changed mindsets,
behavior and skills

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Change
Initial Post Initiative
Initiative
Preparation Sustainability
(Innovation) Part 1
Time

Innovation Mgmt Principle – (Not just Government)
Sustainable Results depends on Human Capacity-Building

Performance
Results

Performance driver
Improvement due to
changed mindsets,
behavior and skills

/ Improvement due
to Management
Systems

Improvement due
to Operating
system (includes
most technology)
Change
Initial Post Initiative
Initiative
Preparation Sustainability
(Innovation) Part 1
Time

What Motivates Us?

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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.

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

PUBLIC Employee Satisfaction = Citizen Satisfaction

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Part 1

Source: Canadian Treasury Citizens Services Study –
http://www.tbs-sct.gc.ca/rp/pstc-eng.asp

Google’s CEO Management Video
 I don’t manage… really.

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How to Get Started – Put People
first when you solve a problem
WHAT WHO Type of Methods VOICE OF
Business Communitie Relationship &/or Tools CUSTOMER
Benefit? s Involved? Sought? for is measured
Innovating? where?

– 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”?


Sparking and sustaining Influencers
Engaging for Commitment (Purpose)

Benefits Working with Boundaries (Autonomy)
Clear
/

Stakeholders
Key
Assumptions
Restoring Performance
Committed Surfaced (Mastery)
Rules for Continuous Continuous Learning
Performance breaking 360 Feedback
Priorities rules
written


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

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?...


Expect Disagreement

 Behavioral Research on Monkeys
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 “Techie Term” - Learned Helplessness

In Summary

– Share your stories
– Ask “Why Not?”
– Dare to Live a life that is/ self-directed, growing in
mastery and contribution


Questions
• Michael Lennon
• MLennon123@gmail.com (michael.lennon@adlenn.com)
• 202-246-6865
• @mlennon123
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• Current Blog http://www.govloop.com/group/smarterbetteropengovernment
(Future Blog - http://smartopengov.org/)

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


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