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The Crowded Boardroom
When the long tail collides with hierarchy: a real life example
@thomkearney

Open Collaboration for...
INTRODUCTION

@thomkearney

16/12/2013

www.rowanwood.ca

2
Professional Network
October 2013

16/12/2013

www.rowanwood.ca

3
BACKGROUND 2007-2010
5
Why?
CIO and members of the
executive team recognized
the need for:
• New approaches
• New thinking
• New generation

New ...
The official plan
“Enabling all public servants
to connect, contribute and collaborate in
support of service excellence.”
...
History
Not to scale

TBS WIKI
Collaborative Library
GCPEDIA
Architecture Library

October 2007

GCCONNEX

Open Collaborat...
The secret plan
Create the conditions for the
evolution of a complex adaptive system
that will revolutionize the Public
Se...
www.kk.org/thetechnium/archives/2008/01/believing_the_i.php

EVIDENCE
As of February 2010

Statistics

• 5,000 pages

Users

• Millions of views

12,000

• 200+ Communities
• 50-100 new regist...
CULTURAL CHALLENGES
12
Artefacts
Visible structures and processes and observed behaviour
Gov 1.0

Gov 2.0
Legislated Silos

Send it up the chain ...
Espoused Beliefs & Values
Ideas, Goals, Values Aspirations Ideologies and Rationalizations

:

Values and Ethics Code: (20...
Assumptions
Unconscious beliefs and values that determine behaviour, perception thought and feeling

Hierarchy is best

Re...
GOVERNANCE CHALLENGES
16
Where’s the Business Owner?
POSITIVE IMPACTS
18
Hope

“Maybe this is not such a bad place to work…”

“I can contribute directly to solving really big problems…”
“ We can ...
CONCLUSIONS
20
The world
has
changed

@thomkearney
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The Crowded Boardroom WSSF 2013

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These are the slides that accompanied my panel talk at the World Social Science Forum in Montreal, October 2013.

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The Crowded Boardroom WSSF 2013

  1. 1. The Crowded Boardroom When the long tail collides with hierarchy: a real life example @thomkearney Open Collaboration for the Public Service World Social Science Forum 2013 Social Transformations and the Digital Age Montreal, October 13, 2013
  2. 2. INTRODUCTION @thomkearney 16/12/2013 www.rowanwood.ca 2
  3. 3. Professional Network October 2013 16/12/2013 www.rowanwood.ca 3
  4. 4. BACKGROUND 2007-2010 5
  5. 5. Why? CIO and members of the executive team recognized the need for: • New approaches • New thinking • New generation New tools that help us: • • • • Share good ideas Find stuff to reuse Connect with people Work together better Sustainability & Efficiency http://en.wikipedia.org/wiki/Flying_Spaghetti_Monster INNOVATION Try some new tools and see what works 6
  6. 6. The official plan “Enabling all public servants to connect, contribute and collaborate in support of service excellence.” gcpedia search: gcp 7
  7. 7. History Not to scale TBS WIKI Collaborative Library GCPEDIA Architecture Library October 2007 GCCONNEX Open Collaborative Workplace GC2.0 Tools Blueprint 2020 GCFORUMS October 2010 8 October 2013
  8. 8. The secret plan Create the conditions for the evolution of a complex adaptive system that will revolutionize the Public Service. 1. Self-organization 2. Emergence 3. Relationships 4. Feedback 5. Adaptability 6. Non-Linearity The Wiki and the Blog: Toward a Complex Adaptive Intelligence Community, Calvin Andrus, 2005 9
  9. 9. www.kk.org/thetechnium/archives/2008/01/believing_the_i.php EVIDENCE
  10. 10. As of February 2010 Statistics • 5,000 pages Users • Millions of views 12,000 • 200+ Communities • 50-100 new registrations per day • 30,000 – 60,000 views per week 8600 200 Oct 2008 Oct 2009 Feb 2010 11
  11. 11. CULTURAL CHALLENGES 12
  12. 12. Artefacts Visible structures and processes and observed behaviour Gov 1.0 Gov 2.0 Legislated Silos Send it up the chain for approval “Flip me the deck!” Territoriality Default to private Loosely coupled networks Get it out to the community for comment “Send you a link” Common goal Default to open Process before product Outcome is most important Respect via unquestioning agreement Respectful disagreement 13
  13. 13. Espoused Beliefs & Values Ideas, Goals, Values Aspirations Ideologies and Rationalizations : Values and Ethics Code: (2003) Democratic, Professional, Ethical and People values Share when ready Non Partisan truth to power Stay off the front page of the news Design for “fail safe” Need to know Values and Ethics Code (2012): Respect for democracy and for people, Integrity, Stewardship and Excellence. Open by default Experiment and learn Authenticity Design to “fail fast” and learn quickly Need to share 14
  14. 14. Assumptions Unconscious beliefs and values that determine behaviour, perception thought and feeling Hierarchy is best Responsible autonomy is best Deference to authority of the position Deference to the most respected What the boss wants Shared sense of purpose Information Is power Free information is powerful Mistakes are career limiting moves (that end up in the news) Mistakes are learning opportunities Ask permission Beg forgiveness Working for Canadians , (it’s a calling not a job) Working for Citizens, (it’s a way of life) Follow the rules Challenge the rules 15
  15. 15. GOVERNANCE CHALLENGES 16
  16. 16. Where’s the Business Owner?
  17. 17. POSITIVE IMPACTS 18
  18. 18. Hope “Maybe this is not such a bad place to work…” “I can contribute directly to solving really big problems…” “ We can really improve how we do things.” “ Finally, I can stop reinventing the wheel!” “I can’t believe this is real!” 19
  19. 19. CONCLUSIONS 20
  20. 20. The world has changed @thomkearney

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