25-apr-021 dr. douglas c. engelbart bootstrap alliance, usa improving our ability to improve: a...

25-Apr-02 1

Dr. Douglas C. Engelbart Bootstrap Alliance, USA

www.bootstrap.org

Improving Our Ability to Improve:A Call for Investment in a New Future

Large scale Facilitated Evolution

Of our Improvement Infrastructure

http://www.bootstrap.org/

25-Apr-02 2

The World in the 21st CenturyCreating the Infocomm Future

• Building New Capabilities and Leveraging Innovation for Key Growth Areas

• Using Infocomm Technologies to Build New Capability and Capacity

• Being Proactive and Responsive• Re-inventing Government in the Digital Economy

Proposing our Shared Strategic Objectives

… these objectives are the focus of my talk

25-Apr-02 3

My goal this lecture ...

is to help you see these objectives in a new light, understanding them as truly:

• long term• deeply strategic• transformative• open ended

25-Apr-02 4

A “What If” Experiment

Imagine that it is the late 1980s

• the Internet exists (the basic capability to support the “Web” is already in place)

• but the World Wide Web is still in the future

• which means that the field is open for Your Organization or Your Country to take a leading position in the technical revolution that is about to happen

What would your organization or your country need to be doing to grasp this opportunity?

25-Apr-02 5

Not an idle question ...

The real impact of the Net and Web is just beginning to be felt.

Some candidate “next big things …”

• the Semantic Web

• the shift in the value of content

• ubiquitous computing

How can your organization learn enough, fast enough, to grasp the next transformative opportunity?

25-Apr-02 6

Disruptive Innovation

Existing Capability

Requirements ofEstablished Market

Increased capability always outruns typical requirements

as described by Clayton Christensen - “The Innovator’s Dilemma”

25-Apr-02 7


New Capability New Requirementsin new, emergingmarket

Disruptive innovations start out offering less capability


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But, over time, the new innovation can meet established market requirements, displacing existing market market structure


Disruption Starts Here

25-Apr-02 9


Innovations thatNever find a market

Of course, not all emerging innovations work out …


25-Apr-02 10

Back to our WWW example ...

The challenge for your organization

• acquire the capability in the disruptive innovations

• invest broadly enough to encompass disruptive innovations as well as innovations that don’t move forward

• avoid getting “boxed in” with established approaches

25-Apr-02 11

• Building New Capabilities• Being Pro-active

A plan to boost “Collective IQ”

How to do this?

Understood broadly, goals of “building new capability” and “being proactive” can address this challenge -- but only if placed within a structure of planned, facilitated evolution of your organization or your country’s collective ability.

25-Apr-02 12

Agenda

1. Some Key Distinctions, Terms, and Ideas

2. Augmentation Systems and Co-evolution

3. The ABCs of Improvement Infrastructure

4. Collective Effort and Collective IQ

5. Scale Issues

6. Networked Improvement Communities

7. Functional Requirements

8. Application to Your Organization

9. The Bootstrap Alliance

25-Apr-02 13

Agenda

• Some Key Distinctions, Terms, and Ideas

– “Augmentation” vs. “Automation”

– “Human” vs. “Mechanistic”

– Growing Knowledge Professionals

– “Capabilities Infrastructure”

– “Human Systems” and “Tool Systems”

– Co-evolution

25-Apr-02 14

“Augment” vs. “Automate”

• Automate – It’s why we use computers today

– Replace us in work we used to do

• Augment– As the plow augmented our ability to cultivate

– Extend us to solve problems we have not been able to address yet, to take on work we need to do

Despite US $Billions invested in computer development,

recent events sadly have reminded us of what we can’t do…..

25-Apr-02 15

An Example: GDINThe Global Disaster Information Network

• Disasters require collaborative response

• To respond to disasters– Which can range from small to VAST SCALE – new teams of strangers collaborate – must learn to adapt– ingest and act on new information quickly

• It’s Very Hard to Automate – getting Right Information – at Right Time– to the Right Place – globally to Ad Hoc teams

25-Apr-02 16

Infrastructure of Capabilities Example: An Internet Service

Provider

CapabilityInfrastructure


Capability to operate an ISP

Capability to highbandwidth access

Capability to speak, read, write, give and follow directions, fit into culture

Higher Levels Depend on Lower Levels

Capability to providecustomer support

Capability to handlebilling for use

Capability to plan for growth

25-Apr-02 17

Extended CapabilitiesDepend in turn on Tool System


CapabilityInfrastructure Tool SystemTool System

MediaPortrayTravel, ViewStudyManipulateRetrieveComputeCommunicate


Consider the impact of the invention of the tool: The Plow

25-Apr-02 18

Impact of the Plow

• Hunter Gatherer nomadic lives changed

• Plow allowed settling down

• Lead to importance of land ownership

• Inheritance laws

• Villages Towns Cities

• Commerce, Social Cultural Life sprang up

• Each addition to Tool System leads to changes in the Human System

25-Apr-02 19

“Human System” Appeared before the Artifacts (tools)

did

CapabilityInfrastructure Tool System


Human System

ParadigmsOrganizationProceduresCustomsMethodsLanguageAttitudes

In the 20th Century the world’s work began shifting from Agriculture to Manufacturing. In the 21st Century, to Knowledge

25-Apr-02 20

Co-Evolution of the Human and Tool System

• The Plow didn’t automate existing work – it augmented human’s ability, opened possibilities

• Think about the invention of – Spoken Language

– Alphabet

– Printing Press

• All changed the human system over 100’s of years and triggered the invention of more tools– Triggering changes in human paradigms and culture

– Triggering more tools…… and so on

25-Apr-02 21

Agenda

• Some Key Distinctions, Terms, and Ideas• Augmentation Systems and Co-evolution• The ABCs of Improvement Infrastructure• Collective Effort and Collective IQ• Scale Issues• Networked Improvement Communities• Functional Requirements• Application to Your Organization• The Bootstrap Alliance

25-Apr-02 22


The Augmentation SystemAugments Basic Human Capabilities

Human Interface

Sensory Perception

Motor & Mental Skills

SkillsTrainingConditioning


Tool System


Human System


25-Apr-02 23

Augmentation vs. Automationof Human Capabilities

Start from basic human ability– Sensory Perception– Mental Skills– Motor Skills

Add – Skills– Training– Conditioning……….




Human System



Sensory Perception


Our basic human abilities harnessed the plow. Millennia later ….who could have imagined the changes?

Digital Technology offers so much flexibility, as we start toHarness it, its clear: We have a long long way to go

25-Apr-02 24

Why Co-Evolution?

We need to:• develop new ways to

share knowledge in the Human System

• extend the Tool System

• extend the Capability Infrastructure

Moving forward on all of these fronts concurrently – as they feed back to each other – goes beyond our ability to design …

It is a PROCESS that EVOLVES …




Human System



Sensory Perception


25-Apr-02 25

Improvement Infrastructure for New, Discontinuous

Innovation

• Requires conscious collective investment

• Requires whole Augmentation system perspective - human and tool co-evolution

Over 50 years ago, I saw the frontier differently from those around me

25-Apr-02 26

Where is your Organization?

Tool System Utilization

Hu

man

Sys

tem

Dev

elo

pm

ent

20 Years20 Y

earsAnticipatable

Tod

ay

The World’s Organizations in Human-Tool Space

25-Apr-02 27

20 Years

20 Years

Anticipatable Tod

ay

Tool System Utilization

Hu

man

Sys

tem

Dev

elo

pm

ent

Co-Evolution Frontier Outposts and Scouts

Outposts &Scouts toScout out theFrontier

PioneeringOrganization

25-Apr-02 28

Tools and Means for High Performance Teams

• “Equip” teams to gear up for high performance, high leverage, group-capability enhancing work

• “Knowledge Containers” with a high degree of mobility and knowledge transferability

• “Integration” of historic, current, geographically dispersed knowledge

• “Contests” for best Knowledge teams

• “Compete” to set up best Knowledge models

25-Apr-02 29

Developing Knowledge Pro’s a “Learned” skill like reading

• What does it take to “Grow” Novices to Pro’s– Develop skills till they’re done unconsciously

– Coaching

– Role models

– Purposeful usage

– Real goals that stretch abilities

• Strategic “Frameworks” that ease the learning

– Start from regular work, evolve in smooth stages

– Provide choices: Entry level to Pro level knowledge tools

25-Apr-02 30

Agenda


25-Apr-02 31

• B Activity - improves product cycle time and quality

• A Activity - serves the customer

Customer

Organization

A Core

Business Activity

B Improves

A Capability

ABC’s of Improvement Infrastructure

“How can we improve our ability to improve?”

25-Apr-02 32

• C Activity - improves improvement cycle time and quality

• B Activity - improves product cycle time and quality

• A Activity - serves the customer

Customer

Organization

A Core

Business Activity

B Improves

A Capability

C Improves

B Capability

Readying the Organization for Frontier Penetration -- more

complete picture.

25-Apr-02 33

Investing in “A” “B” and “C” Activities

• “A” activity improved productivity comes from investment made in “B” activities

• “B” investments fund most of the new activities in developing IT infrastructure

How to maximize the Payoff from investment in “B” activities?

We are asking how we improve our ability to improve

• “C” investments which scope out the frontier, define metrics, drive improved productivity in the “B” activity

25-Apr-02 34

Is your organizationan Example of “C” Work ?

• Discuss write about Prospects for changes– Why argue for this or that change?

– How to go about proposing changes?

• Review goals, scenarios, plans– Think about setting up prototypes, pilot operations

– Develop assessments, metrics

• Consider tools to Augment “C” Work– Collect & Integrate Knowledge

– Build Knowledge Repository & Distribute Access

25-Apr-02 35

Invest Wisely in Improvement

Don’t Go It Alone, Look for Other Organizations

on the Frontier Heading the Same Way . . .

. . …improving a similar set of capabilities

B

Customers

C

AOrg 1

Customers

C

Customers

C

...AOrg 2

BB

AOrg n

25-Apr-02 36

Agenda


25-Apr-02 37

Why Collective Investment is Critical

Because of Complexity

25-Apr-02 38

RecordedDialog

IntelligenceCollection

KnowledgeProduct

Concurrently:IntegratingCollaboratingDevelopingLearning(Re)using

ScanningInteracting

Ingesting

External Environment

Collective IQ An especially Important Untapped Capability

Dynamic

Knowledge

Repository

25-Apr-02 39

Agenda


25-Apr-02 40

Concurrency and InteroperabilityConcurrency and Interoperability

6000+ Companies, 6000+ Companies, Concurrently Evolving Concurrently Evolving their Knowledge Repositoriestheir Knowledge Repositories

Designing, Developing,Designing, Developing,Tracking ProgressTracking Progressand Changesand Changes

……then add,then add,customers,customers,teaming partners...teaming partners...

(2000+ people)

(4000) 3rd Tier Suppliers

(2000) 2nd Tier Suppliers

AerospaceFirm

(200) 1st Tier Suppliers

25-Apr-02 41

In the US, the Office of Homeland Response prepared a chart of the organizations involved in responding to Chemical and Biological Warfare threats.

This organizational structure -not unusual for sophisticatedorganizations and ambitiouscooperative efforts, illustrateshow complexity scales up.

Uggrh!

25-Apr-02 42

Huge strategic factor: The matter of SCALE!

• The scale of the capability-evolution challenge transcends what any one company, any one Explicit Plan, could formulate and accomplish.

• So, get serious about developing an appropriate Evolutionary Environment!

• Perhaps even, about evolving an appropriate Evolutionary Environment?

25-Apr-02 43

Agenda


25-Apr-02 44

B

Customers

C

AOrg 1

Customers

C

Customers

C

...AOrg 2

BB

AOrg n

What is an Improvement Community ?A “C” Community

“C” Community

Each “C” member actively serves their respective “B” initiatives

• Common challenges, issues, requirements• Share advice, strategies, lessons learned

Common “Customer Group” -- the “Bs”

25-Apr-02 45

What is a Networked Improvement Community ?

Or NIC

C

“C” 1

C C

...“C” 2 “C” n

Networked Improvement Community

A C Community that is an explicit pilot-practitioner of the

best Collective IQ capability the community can muster

25-Apr-02 46

Agenda


25-Apr-02 47

Dynamic Knowledge Repositories

Central to Explicitly Tapping Collective IQ • In a structured navigable way, keep track of

– Recorded Dialog

– External Intelligence Collection

– Knowledge Product

• “Integration” – Tough Hard Problem– Within purposeful working environments involving diverse

people in multiple organizations

• “Concurrency” – Tough Hard Problem– If our two organizations have interdependencies, then my

Repository needs to “concur” with yours within our cooperation domain

25-Apr-02 48

CODIAK

COncurrent

Development

Integration &

Application of

Knowledge

25-Apr-02 49

25-Apr-02 50

The Tool-System Target -- an Open Hyperdocument System

(OHS)

• Critical Requirement: Establishing an initial, “OHS-Launch Base” upon which to start serious co-evolution.

• Basic architecture and implementation must enable smooth transition to very large-scale evolution of document properties and system functionality.

• Critical: Must enable smooth transitioning from legacy systems as shift work dependence onto OHS.

25-Apr-02 51

Concurrency and InteroperabilityConcurrency and Interoperability

6000+ Companies, 6000+ Companies, Concurrently Evolving Concurrently Evolving their Knowledge Repositoriestheir Knowledge Repositories

Designing, Developing,Designing, Developing,Tracking ProgressTracking Progressand Changesand Changes

……then add,then add,customers,customers,teaming partners...teaming partners...

(2000+ people)

(4000) 3rd Tier Suppliers

(2000) 2nd Tier Suppliers

AerospaceFirm

(200) 1st Tier Suppliers

25-Apr-02 52

Stage-1: OHS-HyperScope Browsing -- Over a wide variety of legacy files:

High-resolution linking; many viewing options.

Intermediate “I-File”

Extended XML properties, incl. much newAddr. tagging.

Target Servers

Families ofTranslators

Families of “view Transcoders”

Link db

Browser

And also, hi-resolution linking to audio, video ...

ViewGenerator

Equipped with minimal set of new user controls

25-Apr-02 53

Agenda


25-Apr-02 54

The World in the 21st CenturyCreating the Infocomm Future

• Building New Capabilities and Leveraging Innovation for Key Growth Areas

• Using Infocomm Technologies to Build New Capability and Capacity

• Being Proactive and Responsive• Re-inventing Government in the Digital Economy

Proposing our Shared Strategic Objectives

… let’s view these goals in terms of facilitated evolution

25-Apr-02 55

Concurrency:Concurrency:

Scaling UpScaling Up -- --

actually, toactually, to

global scope.global scope.

Knowledge Knowledge ProductsProducts

Intelligence Intelligence CollectionCollection

Recorded Recorded DialogDialog

Know-Know-ledgeledge

Intell.Intell.DialogDialog

Critical Factor: “Concurrent” Evolution of Society’s Dynamic

Knowledge Repositories

DKRs

25-Apr-02 56

Key Ideas for Your Organization

• Innovation is NOT chaotic -- you can put in place a plan for facilitation

• Success is collective

• This approach applies not just to IT, but to shipping, governmental operation, and collective IQ in general

• An organization or even an economy that learns to do this well will grow across all sectors

25-Apr-02 57

Agenda


25-Apr-02 58

Why Bootstrapping?

• We’ve started with a community

• That is focused on providing the tools

• That enable other communities to improve

• Work on getting better at what you’re doing…..

• Do it with others on the same improvement vector

• Then you’ll ALL be even better at getting better

25-Apr-02 59

Member Orgs

B

NIC 1

C

Member Orgs

Member Orgs

B B

...NIC 2

C C

NIC n

B

The Bootstrap Alliance - a “MetaNIC” NICs collectively improving their NIC capabilities

Bootstrap Alliance

MembersGovernanceCommittee

Standards Working

Group

ImprovementEngineeringAssessment & Metrics *

* Through Software.org, the Software Productivity Consortium

25-Apr-02 60

Bootstrap Alliance

• An Improvement Community made up of Networked Improvement Communities

• Improving our capability to improve

• Framework of Tools designed to co-evolve

• Collectively work to augment human capabilities

• Focal point for global improvement communities

25-Apr-02 61

Dr. Douglas C. Engelbart Bootstrap Alliance, USA

www.bootstrap.org

Improving Our Ability to Improve:A Call for Investment in a New Future

Large scale Facilitated EvolutionOf our Improvement Infrastructure

http://www.bootstrap.org/

25-apr-021 dr. douglas c. engelbart bootstrap alliance, usa improving our ability to improve: a...

Documents

new innovation

innovators dilemma slide

talk slide

new light

basic capability

clayton christensen

emerging innovations

new future large scale