June 26, 2011
How Leaders Can Imitate Art
June 7, 2011
2048--And The World Will Be As One
John Lennon sang the song Imagine—envisioning a time when everyone will be at peace “and the world will be as one.”
Perusing the bookstore, I came across a relatively new book that came out last year called 2048 by J. Kirk Boyd, Executive Director of the 2048 Project at the U.C. Berkeley Law School that carries a vision of peace, unity and human rights similar to the song.
By 2048, Boyd envisions a world with an “agreement to live together”—marked by an International Bill of Rights with five key freedoms:
1) Freedom of Speech—includes freedoms of expression, media, assembly, and associations.
2) Freedom of Religion—the right to worship in your own way and separation of church and state.
3) Freedom from Want—everyone has a right to a useful and fairly paying job, a decent home, adequate medical care, and a good education.
4) Freedom from Fear—freedom from repression, enabled by an independent judiciary and the enforcement of the rule of law.
5) Freedom of the Environment—driven by preservation and sustainability for future generations.
I would see the freedoms in the U.S. Bill of Rights that are not explicitly mentioned here to be implicitly covered by the broad categories of Freedoms from Want and Fear.
For example, the right to bear arms and such could be covered under the Freedom of Want. Similarly, the guarantees to a speedy, public trial and not to be put in double jeopardy or unreasonably searched etc. could be covered under Freedom from Fear.
Boyd’s 2048 implementation of an International Bill of Rights carries forward the Declaration of Human Rights—that consists of 30 articles—by the General Assembly of the United Nations in 1948—on it’s one hundred year anniversary—that has unfortunately not been fully realized yet.
In a time when so much oppression, repression, and global poverty still exist, I am awed by this vision and call for human rights throughout the world.
I like the clarity and simplicity of Boyd’s five freedoms. They can be easily understood and remembered.
The freedoms according to Boyd will enable us to focus together, think (and write) together, decide together, and move forward together.
This is a far different world than the one we live in today that is driven by scarcity, power and politics and that keep people in seemingly perpetual fighting mode.
What will it take to reach a world architecture that brings peace, prosperity, and dignity to all? A global catastrophe. A common enemy. A messianic fulfillment. Or is it possible, with G-d’s help, to move today—incrementally—through our own planning, reason and devices to live in peace as one humankind?
2048--And The World Will Be As One
September 19, 2010
The Printer’s Dilemma
Some of the benefits are: higher printer use rates; reduction in printing; cost saving; and various environmental benefits.
Government Computer News (5 April 2010) has an article called “Printing Money” that states: managed printing is an obvious but overlooked way to cut costs, improve efficiency, and bolster security.”
But there are also a number of questions to consider:
In the end, there are a lot of considerations in moving to managed print solutions and certainly, there is a valid and compelling case to moving to MPS, especially in terms of the potential cost-saving to the organization (and this is particularly important in tough economic environments, like now), but we should also weight others considerations, such as productivity offsets, cultural and technological trends, and overall security and environmental impacts, and come up with what’s best for our organizations.
The Printer’s Dilemma
September 7, 2010
Enterprise Architecture Panel - Snowmaggedon and the End of the (Desktop) World: The Mobile Workforce
I still remember Snowmaggedon because that was when we shoveled out the wrong car because the snow was so high we couldn't see which was ours.
More seriously though, telework benefits federal agencies in many ways:
1. Increases productivity
2. Enhances work-life balance and morale
3. Helps the environment by keeping cars off the road
4. Can save the taxpayer money by reducing the agency's footprint
Data from the Telework Research Network indicate that telework could save agencies and participants as much as $11 billion annually (on such things as real estate, electricity, absenteeism, and employee turnover) and that if eligible employees telecommuted just one day every other week, agencies would increase productivity by more than $2.3 billion per year (driven by employee wellness, quality of life, and morale).
Five years ago nobody would've thought that EA would inform the discussion on telework. EA was still primarily a compliance only mechanism and didn't have a real seat at the decision table. Now thanks to the efforts of all of you, it's strategic benefit is recognized, and EA is playing a vital role in planning and governing strategic IT decisions such as in investing and implementing telework solutions for our agencies.
Our distinguished panelists here today will discuss how EA is informing the discussion of telework from both the policy, systems, and security perspectives.
Enterprise Architecture Panel - Snowmaggedon and the End of the (Desktop) World: The Mobile Workforce
June 27, 2010
It’s About More Than Money
Profit is the typical motive of corporations around the world. However, Corporate Social Responsibility (CSR) is becoming more a part of our consciousness as we recognize that life is much more about what we leave behind than how much money we make.
With oil gushing into the Gulf for the last two months now, and doing G-d knows what ultimate damage to our environment, we are reminded that our actions do matter and that we must put our ideals, values, and generosity first and foremost.
Certainly, some companies disregard social responsibility. For example, BP with their slogan of “Beyond Petroleum” and their logo of a helios—a lovely environmentally-friendly green and yellow sunflower—seems to have hidden the true extent of their unsound environmental and safety practices.
In contrast, other companies are getting it right when it comes to CSR. For example, eBay has launched a charitable program called “eBay Giving Works” in which “sellers can commit to donate a percentage of their listing final sale price to the nonprofit of their choice.” Additionally, “shoppers also can donate to a worthy nonprofit at eBay checkout.” According to eBay, more than $150 million has been donated already!
One organization on the eBay charity list is called Save A Child’s Heart (SACH) foundation. According to their website, this Israeli-based charity has performed lifesaving heart surgery on 2000 indigent children in 30 countries around the world and “every 29 hours, we save a child’s life.” They have been certified as Best in America by the Independent Charities of America. Their work is inspirational and the children they save is truly moving. And this is one of many good organizations around the world.
As much as I am repulsed by BP and other such organizations that seem to function with near-complete disregard for fundamental principles of human decency in the name of the “almighty dollar”, I applaud others such as eBay, SACH, and many more that are working to “give back” and do genuine good for people around the world.
Many years ago, when attending Jewish day school, I remember a teacher telling us that “one day when you are on your deathbed, you will look back at what you have done in your life— make sure it’s meaningful and noble (and more than just about money).” I believe this is a valuable lesson personally and professionally.
Perhaps the oil gushing out from the depths of the sea can be a metaphor for charitable giving that can gush out from the hearts of people and organizations. We can counter greed and destruction with selflessness and caring for others.
It’s About More Than Money
June 12, 2010
Managing Change The Easy Way
We all know that change is not easy, even when it's necessary.
As human beings, we question change, fear change, and at times resist change.
Often, change is timely or even overdue, and is needed to remain fresh, competitive, and in sync with changes in the external and internal environment.
At other times, change could be conceived of for selfish, arbitrary, politically motivated, or poorly thought out reasons.
People often react to change negatively, saying things such as:
- “Everything is really fine, why are you rocking the boat?”
- “This will never work” or “We’ve already tried that and it didn’t work.”
- “This is just the pendulum swinging back the other way again.”
- “Thing are now going to be even worse than before.”
- “I’ll never do that!”
The key to dealing with change is not to dismiss people’s feelings, but to take the time to thoroughly understand them, to take input from them for change, and to explain what is changing (precisely), for whom, when, where, and why.
The more precise, timely and thorough the communications with people, the better people will be able to deal with change.
To successfully plan and implement change, we need people to be engaged and on-board rather than to ignore or subvert it.
Below is a nice “change model” From http://www.changecycle.com/changecycle.htm that helps explain the stages of change that people go through including loss, doubt, discomfort, discovery, understanding, and integration.
To me the keys to managing through these six stages of change are solid information, clear communications, and people working together.
(All of the text below is quoted)
Stage 1 – Loss to Safety
In Stage 1 you admit to yourself that regardless of whether or not you perceive the change to be good or 'bad" there will be a sense of loss of what "was."
Stage 2 – Doubt to Reality
In this stage, you doubt the facts, doubt your doubts and struggle to find information about the change that you believe is valid. Resentment, skepticism and blame cloud your thinking.
Stage 3 – Discomfort to Motivation
You will recognize Stage 3 by the discomfort it brings. The change and all it means has now become clear and starts to settle in. Frustration and lethargy rule until possibility takes over.
The Danger Zone
The Danger Zone represents the pivotal place where you make the choice either to move on to Stage 4 and discover the possibilities the change has presented or to choose fear and return to Stage 1.
Stage 4 – Discovery to Perspective
Stage 4 represents the "light at the end of the tunnel." Perspective, anticipation, and a willingness to make decisions give a new sense of control and hope. You are optimistic about a good outcome because you have choices.
Stage 5 - Understanding
In Stage 5, you understand the change and are more confident, think pragmatically, and your behavior is much more productive. Good thing.
Stage 6 - Integration
By this time, you have regained your ability and willingness to be flexible. You have insight into the ramifications, consequences and rewards of the change -- past, present, and future.
Managing Change The Easy Way
February 8, 2010
From Planning to Practice
Real planning is hard work. I’m not talking about the traditional—get the management team together, offsite for a few hours or days and spell out a modified mission and vision statement and some basic goals and objectives—this is the typical approach. Rather, I am referring to thinking and planning about the future with a sense of urgency, realism, and genuine impact to the way we do our jobs.
In the traditional approach, the management team is focused on the planning session. They are engaged in the planning for a short duration, but when back in the office, they don’t go back in any meaningful way to either refer to or apply the plan in what they or their employees actually do. The plan in essence defaults to simply a paperwork exercise, an alignment mechanism, a check box for the next audit.
In contrast, in a comprehensive planning approach, the focus is not on the planning session itself, but on the existential threats and opportunities that we can envision that can impact on the organization and what we are going to do about it. We need to look at for example: What are our competitors doing? Are there new product innovations emerging? Are there social and economic trends that will affect how we do business? How is the political and regulatory environment changing? And so on. The important thing is to think through/ work through, the impact analysis and plan accordingly to meet these head-on.
This is similar to a SWOT analysis—where we evaluate our Strength, Weaknesses, Opportunities, and Threats, but it differs in that it extends that analysis portion to story planning (my term), where the results of SWOT are used to imagine and create multifaceted stories or scenarios of what we anticipate will happen and then identify how we will capitalize on the new situation or counter any threats. In other words, we play out the scenario —similar to simulation and modeling—in a safe environment, and evaluate our best course of action, by seeing where the story goes, how the actors behave and react, and introducing new layers of complexity and subtext.
Harvard Business Review (HBR), Jan-Feb 2010, has an article called “Strategy Tools for a Shifting Landscape” by Michael Jacobides that states “in an age when nothing is constant, strategy should be defined by narrative—plots, subplots, and characters---rather than by maps, graphs, and numbers.”
The author proposes the use of “playscripts” (his term), a scenario-based approach for planning, in which—“a narrative that sets out the cast of characters in a business, the way in which they are connected, the rules they observe, the plots and subplots in which they are a part, and how companies create and retain value as the business and the cast changes.
While I too believe in using a qualitative type of planning to help think out and flesh out strategy, I do not agree that we should discard the quantitative and visual analysis—in fact, I think we should embrace it and expand upon it by integrating it into planning itself. This way we optimize the best from both quantitative and qualitative analysis.
While numbers, trends, graphics, and other visuals are important information elements in planning, they are even more potent when added to the “what if” scenarios in a more narrative type of planning. For example, based on recent accident statistics with the car accelerators (a quantifiable and graphical analysis), we may anticipate that a major foreign car company will be conducting a major recall and that the government will be conducting investigations into this company. How will we respond—perhaps, we will we increase our marketing emphasizing our own car safety record and increase production in anticipation of picking up sales from our competitor?
Aside from being robust and plausible, the article recommends that playscripts be:
· Imaginative—“exploring all the opportunities that exist.” I would also extend this to the other relevant element of SWOT and include envisioning possible threats as well.
· Outward-facing—“focus on the links a company has with other entities, the way it connects with them and how others perceive it in the market.” This is critical to take ourselves out of our insular environments and look outside at what is going on and how it will affect us. Of course, we cannot ignore the inner dynamics of our organization, but we must temper it with a realization that we function within a larger eco-system.
To me, the key to planning is to free the employees to explore what is happening in their environment and how they will behave. It is not to regurgitate their functions and what they are working on, but rather to see beyond themselves and their current capabilities and attitudes. Life today is not life tomorrow, and we had better be prepared with open minds, sharpened skills and a broad arsenal to deal with the future that is soon upon us.
From Planning to Practice
January 2, 2010
A New Decade, A New Time For Technology
As we enter the new decade starting with 2010, we should reflect on the last decade, learn from it, and redirect for a better future.
While the last decade surely brought much good to many, for our nation as a whole, it was a decade punctuated again and again by terror—wrought externally, but also from within.
These events range from the horrific events of 9/11/2001 to the failed attack on Flight 253 by the Underwear Bomber on Christmas day and the Taliban attack that took 7 unsung heroes of our CIA on December 30, 2009.
The fear of terrorism has swept through our society this past decade, so much so that we insist people remove their shoes at the airport for screening and are quick to mistake a photo shoot of Air Force One over the Statue of Liberty (just this past April) as another 9/11. The possibility of a terror attack, and especially with weapons of mass destruction, looms always in the back of our minds.
We have also experienced homegrown terrorism, such as the assassination of an abortion doctor in Wichita, Kansas and an attack at the U.S. National Holocaust Museum in Washington D.C. to name just a few.
As if all of this is not enough already, Americans have been deeply affected by other fearful events and issues:
· The Economy—From the 2001 bursting of the dot-com bubble and recession to the 2007 mortgage mess bringing us the worst financial recession since the Great Depression, we have seen foreclosure rates soar and unemployment rise to 10.2%. Too many of us now know the intense fear and also the reality of losing our homes and jobs.
· Health—Aside from traditional health concerns about cancer, heart disease, stroke and other diseases, this last decade we experienced concerns ranging from lingering concerns of Bird Flu to the newer variant of Swine Flu. We were constantly reminded of the potential of another deadly influenza pandemic such as the 1918 flu that killed 50 to 100 million people globally. People this last year lined up around the block for the H1NI vaccine, and delays in production and delivery of the vaccine caused even greater consternation among the populace.
· Energy—Oil prices peaked at $147.30 a barrel in 2008 before drastically receding. Overreliance of Mideast oil supplies, geopolitical disruptions, and natural disasters as well as peak oil fears all contribute to energy supply shortage fears and the move to alternate energy resources and energy independence.
· Global Competition—With the offshoring of U.S. manufacturing and the outsourcing of our job base, the recognition of the U.S. being surpassed as the economic superpower is on everyone’s mind, as the Wall Street Journal reported on January 2, 2010, “China is both making and eating our lunch.” We fear not only for our country’s future prosperity, but also for our ability and our children ability to earn a decent living anymore.
· The Deficit—With the trillion dollar wars in Iraq and Afghanistan, the cost of the Recovery Act and the new Health Care legislation, as well as ongoing critical entitlement programs such as Social Security, Medicare, Medicaid and so on, the national deficit has soared to over $12 trillion dollars and is about to hit the ceiling again. The viability of this deficit spending is sending shock waves through the American public who realize that at some point the bill must be paid.
· Environmental Issues—From addressing global warming to a green economy and the need for conservation, recycling and sustainable environmental practices, we have awoken to the fear of creating an environment that is no longer hospitable to human life, if we do not act to be better stewards of the planet.
This list is not meant to be comprehensive, but rather is meant to demonstrate the breadth and depth of issues to which we been exposed to fear, dread, and terror about our personal and national futures.
Further, the fear for the future that we experience is not meant to shut us down or demoralize us, but rather to direct our attention and redirect our energies to solving these critical dilemmas facing us all.
One of the biggest areas of hope that I believe we have is through technology. In fact, technology has been a major offset to the decade of terror that we have experienced. Through technology and the requisite cultural change, we have moved towards a society that is more connected, enabled, and informed. We have achieved greater information sharing, collaboration, transparency, and overall productivity. Advanced telecommunications, e-Commerce, online information resources, and entertainment have transformed our lives primarily for the better. Technology has helped solve some of the greatest challenges of our time—whether through biotechnology, food genetics, alternative energy, military defensive technologies, and hosts of engineering advances particularly through miniaturization and mobility solutions.
While we cannot rely on technology to solve all of our problems, we can use it to augment our intellectual and communications capabilities to better attack and resolve the challenges confronting us.
We are a strong and resolute people and we can overcome terror with religious faith, strong family and community, individual and national determination, sacrifice and innovation, all variety of technology (infotech, nanotech, biotech…), and the paradigm of continuous learning and improvement.
We have a unique opportunity in time to move from a Decade of Terror to a Decade of Peace—a peace of mind, body, and soul brought by a conquering of the terrorists found within and without. I believe that technology can and will be there to support us in this if we can change along with it.
A New Decade, A New Time For Technology
September 4, 2007
Systems Theory, Community Model, and Enterprise Architecture
In the community model, the circle (representing the enterprise) is divided in half. The top half represents the mission functions. The bottom half represent the support functions. The Support functions act on the behalf of the mission function above and hence are connected by arrow from the support to the mission. The mission semi-circle above has arrows towards customers on the outside above the circle. The support semi-circle below has arrow towards supplies on the outside beneath the circle. There are additional arrows from the sides of the circle toward partners and towards organizational sub-entities that function independently (and have their own circle with mission and support), but that interfaces with the primary organization. I believe there should also be arrows connecting the prime circle to stakeholders, such as unions, associations, distributors, oversight authorities, even competitors.
This is a pretty cool way to get a high-level snapshot of the organization and the “community” it functions in.
In my view, the community model is an adaptation from Systems theory, which studies the nature of complex systems in society, nature, and science. In systems theory, organizations are compared to organisms; they are open and interact with their environment and must achieve effective relationships with the various actors in the environment to survive and thrive.
Systems theory is used as a framework to analyze and/or describe a group of objects that work in concert to produce some result. In this context, a system means a configuration of parts connected and joined together by a web of relationships. In the case of an EA community model, the enterprise and its affiliates are working to provide products and/or services to its users. The various actors in the system interact in a network of relationships to provide execute, support, consume, supply, distribute, partner, oversee, or compete. Every actor in the system has a role and every actor is impacting the others.
In User-centric EA, system theory and community model are terrific ways to understand and describe the enterprise, its functions, actors, interactions, and dependencies. It is also a good starting point for decomposing business, data, and system models to further understand the specific nature of the relationships and how these can be reengineered or improved prospectively.
Systems Theory, Community Model, and Enterprise Architecture