leadership training week 3
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TRANSCRIPT
Beyond Doing More With Less: Doing Different
Your Path to Leadership: Mastering Core Competencies to Get Ahead in Gov
Bill Eggers and Jean Brown
Subject Matter Experts
Week Three: June 25 - June 29, 2012
Our Time Together Today…
1. Housekeeping
2. Introduction
3. Results Driven Leadership
4. Public Sector, Disrupted
5. Q&A
Housekeeping
• Let’s make this course interactive!
▫ Now: If you would like to submit a question, just enter it into the chat window (bottom right). Our experts will field questions at the end.
▫ All Week: Be sure to engage in conversation around the SME Challenge that has been presented by our speakers - case studies grounded in reality.
• If you have any technical difficulties, use the chat window, but direct it to “Steve Cottle,”not “all participants”
• After the session is complete, you will be able to find a link to the archived version of the webinar on the week 2 page of our course GovLoop group
Meet Our Subject Matter Experts (SMEs)
Bill Eggers
Global Director,
Public Sector Research
Deloitte
Jean Brown
Executive Director,
Chicago Federal Executive Board
Jean BrownExecutive Director,
Chicago Federal Executive Board
ECQ3: Results Driven
Leadership Accountability
• Set SMART goals▫ Specific▫ Measurable▫ Attainable ▫ Relevant▫ Time-Bound
• Link Goals to Overall Business Objectives
• “Finger Pointing” hurts you
• Delegate
Learning When to Delegate
Delegate Do Not Delegate
• Routines
• Technical Expertise
• Unique Opportunities
• Cross Training
• Long Range Planning
• Motivating/ Evaluating Team members
• Rituals
• Crises
• Sensitive Personal Matters
Customer-Service Driven
• Build a “Ready to Serve” Image
• I’m Glad You Told Me!
• Stay Positive
• Remember the WHY
▫ Important to your success
▫ Reduces costs, increase productivity
▫ Improves Employee Morale
▫ Aligns Process and Procedures
Decision Making Process
1. Define the Issues
2. Collect & Analyze Data
3. Develop and Evaluate Solutions
4. Identify Best Solution
5. Evaluate the Results
Easy� not often ����
Decision Making Process: The Reality
• Rely too much on personal experience
• Rely too much on personal strengths
• Rely on dogma
• Mimic methods that work in organizations different from yours
• Rely on stories not data
• Too much data and not enough good data
Entrepreneurial Leadership
You are ready to lead if you say…
“It seems like we are doing the work twice”
“This costs more than it should”
“I’m tired of dealing with this issue again”
“That is annoying”
Spark Innovation
• Step Outside the Familiar
• Suspend Preconceived Ideas
• Read Outside Your
Comfort Zone
• Travel & Foreign Languages
ECQ4: Business Acumen
• Financial Management
• Human Capital Management
• Technology Management
Set specific and attainable standards of performance
Technology Management Issues
• Legacy Systems
• Controlling Costs
• Consolidating Infrastructure
• Training
• Cybersecurity
Technology Management Solutions
• Virtualization
• Digital Preservation
• Business Intelligence
• Social Media
• Cloud Computing
IT Solutions – How to Start
1. Assess your technology needs
2. Develop a technology strategy
3. Identify internal or external system integrators
4. Develop a plan to manage the project
5. Develop a Plan to fund the project
Find Local Leaders
Connect with your local
Federal Executive Board
www.FEB.gov
Continue to connect on GovLoop
www.govloop.com
Achieving more for less through disruptive innovation
Bill EggersGlobal Director, Public Sector Research
Deloitte
The automobile “frontier” in 1920
$/hp
Total hp
L
H
L H
140
160
1286
20
Ford Model T
$3,200
20 Horsepower
Bugatti Type 35
$180K
140 Horsepower
1920
The automobile frontier today:
More for more
Cost
Performance
L
H
L H
140
160
1286
20
64
987
1925
33
2011
Tata Nano
$2,100
33 Horsepower
Bugatti Veyron
$1.9 million
987 Horsepower
�
Higher education: 439% increase after
inflation
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
1960 1962 1964 1966 1968 1970 1972 1974 1976 1978 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008
Other third party payers and programs
Health insurance
Out of pocket
Health care inflation equally bad�.
Disruptive Innovation
Breaking Tradeoffs
Disruptive innovation: more for less
Disruptive InnovationCharacteristics of
Serves an underserved market or overshoots market
Starts off worse than existing products or services
Powered by an enabling technology
Less expensive than traditional or current technology
Bridge International Academies
$4 Fee per month of private education for 1 student
15:1 Pupil: teacher ratio at a Bridge school
47:1 Pupil: teacher ratio at average Kenyan school
$3 Cost in bribes for public education for 1 student
Bridge International’s “school in
a box” model makes it easy to
open and operate new schools.
What started with 1 school in
2009…
Is now more than 70 schools…
With a target of 1,800 schools by
2015
Disruptive InnovationCharacteristics of
Serves a not served or overservedmarket
Starts off worse than existing products or services
Powered by an enabling technology
Less expensive than traditional or current technology
Apps make it possible to turn your
smartphone into a stethoscope or a
heart monitor
or even a hearing aid.
Disruptive Innovation
Shaping Markets
• Government is huge purchaser of goods and services
• Government is the dominant buyer in many
economic sectors
• Government can use this buying power to steer
markets where they are major buyers to more low-
cost, disruptive approaches
Law & Justice
1978
Technology used to monitor cows…
Incremental Monitoring
Constant Monitoring
Real-Time Action
Preventative Action
Cri
min
al
Just
ice
Sy
ste
m T
iers
of
Inca
rce
rati
on
1970 1980 1990 2000 2010
Sobrietor: Alcohol
compliance systemTreatment and Training
via Active GPS
Offender monitoring via
Radio Frequency
Radio Frequency
is now being used as a substitute for minimum security prisons
Cost of prison Cost of electronic monitoring
38
$78 per day $5-10 per day
Improving Policy Execution39
Potential cost savings: $16 billion
Proving the ConceptTradeoff broken:
Price vs performance
40
Defense and Security
Craft your Disruptive hypothesis
Improving Policy Execution42
Could we have imagined offensive military air operations with�.
Improving Policy Execution43
• No pilots onboard • No large crews to support • 24 hours uninterrupted flight time • Very low maintenance and fuel costs • No need for ground assets for
targeting
Once considered a gadget of
science fiction novels…
Unmanned Aerial Vehicles
are now an essential
component of modern U.S.
military and intelligence
operations.
This year, the U.S. Air Force will
train more joystick pilots than
new fighter and bomber pilots
combined.
The $4M Predator UAV is now
doing the same job as a $60M
manned fighter jet.
Unmanned Aerial Vehicles (UAVs)
…reshaping classic markets in air power…reshaping classic markets in air power
Suppression Enemy Air
Defense (SEAD)
Real-Time Intelligence,
Surveillance, and
Reconnaissance (ISR)
Strike
Integrated Strike/SEAD
Counter - Air
Integrated
Strike/SEAD/Counter Air
ISR
Air
cra
ft M
ark
et
Se
gm
en
ts P
rio
riti
es
1980 1990 2000 2010 2020
GNAT-750
MQ-1 Predator
MQ-9 Reaper
Avenger
Education: It is assumed that schooling requires�..
Improving Policy Execution47
• in-person teachers• classrooms• textbooks• school facilities• cafeterias• transportation
“What would happen if we tried to educate children without these elements?”
Thousands of courses
Khan Academy
Gamification
Personalized learning
path
Deloitte’s DisruptiveInnovation Framework
FocusIdentify what needs to be accomplished in the short and long term
ShapeDecide how and where to start disrupting
GrowProtect and nurture the disruptive innovation
1
2
3
The Path to Different.
The public sector has an array of advantages to help grow disruption:
• Level the Playing Field
• Enable the disruptive innovation to gain ground by removing subsidies and
contracts that have protected incumbents
• Change Laws
• Some disruptive innovations may require legal and regulatory changes before they
can exist and/or thrive in a market
• Sunset Existing Programs
• Phase out funding from current, less successful programs and re-program for
disruptive innovations
• Form Partnerships
• Public-private partnerships may help to scale the innovation
“People are very open minded about new things. As
long as they are exactly like the old ones”
- Charles Kettering
Ask the experts!Submit your questions in the chat window on the bottom right.
Week 3 Assignment
�Attend Webinar
�Complete Workbook Traits 8-10 (pp. 13-15)o Read Section Summaryo Complete Required Readingo Reflect on Reading; complete and save copy of
reflection notes
�Participate in Week 3 SME Challenge
�Ask Questions / Provide Feedback!