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Innovation and Productivity: Connected Government for a Resilient Society Martin Stewart-Weeks Senior Director, Global Public Sector (Asia Pacific), Internet Business Solutions Group
1Context A review of key trends and challenges
2 Responses How should government respond?
3 Examples What is the evidence of new thinking and new practice?
4 Lessons Connected government and a resilient society
1 Context
Governing in turbulent times
What are the key features of a connected world?
1. Speed 2. Complexity 3. Transparency 4. Knowledge and expertise
…”when the facts aren’t the facts, experts are everywhere and the smartest person in the room is the room”
Governments are facing major transitions driven by global political, economic and environmental turbulence
“The world is likely to experience more shocks and stresses in the future, on scarcity and on other fronts, with increasing intensity. At the same time as trying to capitalize on the windows of opportunities that such crises may offer, policymakers also need to try to ensure that moments of system breakdown lead to renewal, rather than to outright collapse. Resilience is the quality that will determine the difference between these two outcomes.” Globalization and Scarcity: Multilateralism for a World with Limits Alex Evans, New York University Center on International Cooperation, November 2010
These transitions put new pressure on government to help create resilient societies – growth, jobs, social inclusion and sustainability
Collaboration & Video • Collaboration is more than just a technical architecture,
solution or product. It is an experience that integrates people, processes and technology.
• “Connect those who know with those who need to know”
• Cisco Collaboration Solutions include – Voice Over IP – Cisco TelePresence – WebEx (including web conferences,
enterprise IM, enterprise social software)
The Internet of Everything
Cisco believes IoE brings together people, process, data, and things to make networked connections more relevant and valuable than ever before – turning information into actions, that create new capabilities, richer experiences and unprecedented economic opportunity for businesses, individuals and countries.
Social Networks
• The Internet and the smartphone have transformed the way we connect, communicate and build communities.
• Research shows that more than 1 billion people (i.e. more than 70% of the Internet population) use social networks, with many joining more than one.
• Social media & networks have had a significant impact on world politics.
“We have grown used to the centre taking more and more of the decisions, despite the fact that in almost all cases the knowledge, expertise and experience required to inform those decisions are at the edge.” Beth Noveck, author of Wiki Government Former Deputy CTO, Open and Transparent Government, The White House
Cloud Computing
• Cloud computing is a model for enabling convenient, on-demand network access to a shared pool of configurable resources (e.g. networks, servers, storage, applications and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction.
• IT as a Service (comprising IaaS, PaaS, SaaS) • Benefits: reduce costs, capex -> opex, greater efficiency, agility,
enable innovative business models to grow revenue • Delivery models: private, public, hybrid, community • “World of Many Clouds” • Access to cloud services anytime, on any
device, anywhere in the world.
2 Responses
Some key challenges for government and public administration • Culture and capacity • People, skills and resources • Authority and influence over new
risks and opportunities
30 Years of Public Sector Reform
The reforms of the past 30 years had some positive effects but they represent an incomplete journey because they did not solve some fundamental problems that stem from living in a post-industrial era.
The classic model of public administration inherited from the 20th century is inadequate to prepare governments to face the challenges of the 21st century
Introducing the “New Synthesis” Project
Led by Jocelyne Bourgon, former head of the Canadian public
service, President Emeritus of the Canada
School of Public Service, expert advisor to the
Commonwealth and the UN, and Professor at the
University of Waterloo.
PUBLIC POLICY RESULTS
CIVIC RESULTS
GOVERNMENT (AUTHORITY)
GOVERNANCE (COLLECTIVE
POWER)
EMERGENCE PERFORMANCE
AND
NEW SYNTHESIS: AN ENABLING FRAMEWORK
RESILIENCE COMPLIANCE
EMERGENCE
PUBLIC POLICY RESULTS
CIVIC RESULTS
GOVERNMENT (AUTHORITY) AND
NEW SYNTHESIS
PERFORMANCE
Exploit
Adapt
GOVERNANCE (COLLECTIVE
POWER)
Explore
Conserve
RESILIENCE COMPLIANCE
Publ
ic a
dmin
istr
atio
n in
a C
onne
cted
Wor
ld
A si
mpl
e ar
chite
ctur
e
Making sense of more input
for better decisions
Better connections
between citizens and
communities and
government
Making government more open,
collaborative and transparent
New models of responsibility and authority
based on participation
and engagement
Data Collaboration Connectivity
Technology and organisational assets, capabilities and infrastructure
Business architecture
Technology architecture
3 Examples
IP enabled multi purpose public lighting Creating an IP Enabled multipurpose public lighting PoC in Partnership with Philips and westergasfabriek in Holland. This represents the convergence of broadband, energy, light in a single end point allowing for high multifunctionality of public relevance – i.e. sustainable dynamic lighting, security, public information, EV charging etc
“Silk Road to Digital Highway” Turkey National Strategy for Competitiveness Business Architecture for Competitive Turkey 2023
• A five step approach has been conducted to understand the National Agenda of Turkey 2023 and evaluate broadband and ICT solutions impact for the economic and social development of the country.
• Working together with Prime Minister’s team, Cisco IBSG developed a business architecture for competitiveness of the country with Minister-level sponsorship with Min of Energy, Min of Transport Communications, Ministry of State for Budget and planning and Deputy Prime Minister and Minister of Economy.
• The intention is to build gigabit symmetric BB for 81% of households in Turkey.
50% landmass 4% population
24 colleges
http://www.cisco.com/web/strategy/docs/healthcare/c45_721623_00_healthpresence_aag.pdf
4 Lessons
Cathedral… 36
…or bazaar?
Control? Resilience?
l
• Develop a networked mindset
• Leadership through encouraging citizen participation and creating a more open and decentralized style of decision-making
• Be more aware of informal networks and communities
• Adopt a more collaborative approach to working within government and with citizens
Connected Government for a more resilient society?
TOMORROW starts here.
Senior Director, Public Sector (Asia Pacific), Global Public Sector Practice, Internet Business Solutions Group
Martin Stewart-Weeks has over 25 years’ experience in organisational management and consulting in the corporate and public sectors and with a wide range of not-for-profit organisations. Born in Sarawak, East Malaysia and educated in Sarawak, the UK and Australia, Martin has lived in Australia since 1978 after completing his school and undergraduate education in England.
A consistent theme of his professional experience has been public policy and management. He has held senior policy, management and advisory positions for Ministers and government agencies at the federal and state government level in Australia and New South Wales. In the early 1980s, he held the position of Senior Private Secretary to a Federal Minister and between 1990 and 1996 was a consultant in the Office of Strategic Planning in The Cabinet Office in New South Wales.
In his work with the Internet Business Solutions Group (IBSG) at Cisco, Martin’s focus is primarily on the public sector. He has been a key member of the global team developing Cisco’s thinking on eGovernment (lead writer for two major publications, The Connected Republic and The Resilient Society) and on the group’s work on social media and government 2.0. In January 2007, Martin took up a position to lead IBSG’s public sector practice in Asia-Pacific, leading a small team of senior consultants working on policy and reform projects in government, education and urbanisation in India, China, South-East Asia and Australia and New Zealand. Martin writes and speaks extensively on government, service design and policy reform driven by opportunities at the intersection of public sector change, technology and public and social innovation.
Martin was a member of the Ministerial Task Force on Government 2.0 which reported to Finance Minister Lindsay Tanner and Special Minister of State Joe Ludwig in December 2009. He was also a member of the advisory committee on Government 2.0 in Victoria. Recently, in his role as a member of its policy submissions sub-committee, Martin was the principal author of a paper from the Institute of Public Administration Australia on the “future course of modern government”. In March 2013, Martin was invited by the Australian Minister for Human Services, Kim Carr to contribute to an expert advisory group on strategy and innovation to shape service delivery into the future.
In 2008, with a small group of other entrepreneurs, Martin established the Australian Social Innovation Exchange (ASIX), which he chairs and which is part of a global network of social innovators initiated by Geoff Mulgan and the Young Foundation in London. He is also on the Board of The Australian Centre for Social Innovation, established by former South Australian Premier Mike Rann.
Martin holds a BA (Hons) in English from the University of York in the UK, a Graduate Diploma in Applied Economics from Canberra University and a Masters in Social Science and Policy from the University of New South Wales which explored the impact of social capital and “place management” on public sector reform in New South Wales.
Martin Stewart-Weeks
