Headshift Social Business Conference MSW March 2011 Resilient State

THE RESILIENT STATE:
SMARTER, CONNECTED
Social Business Summit, Dachis Group, Sydney,
March 2011
Martin Stewart-Weeks
Internet Business Solutions Group, Cisco Systems
Chair, Australian Social Innovation Exchange
© 2010 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 1
Education Virtual Event
The argument
1. Volatile and unpredictable change is
creating massive new risks and
opportunities
2. Dealing with those risks and
opportunities successfully means
navigating some big transitions
(assets, institutions,
infrastructure…)
3. At the heart of those transitions are new
digital capabilities both as enablers
and as critical new assets in their
own right
4.
5.
4 And at the heart of those capabilities is
the art and practice of connection
through distributed networks of people
and technology
5 Those distributed networks make possible
new connections to people, ideas and
resources which create richer and more
useful shared knowledge to inform human
judgment
6 The result is new, more resilient patterns
of knowledge, action and power
•
Some examples
NATO’s
Policy
Jam
4,000 participants
10,000 logins
124 countries
5 days
10 streams
26 online hosts
75 facilitators
The Tanta Effect
“Blogging ‘turbocharged’ the ecology of intellectual

discussion – enabling us to tap into the insights of people

who would never have received the attention they were due
back in the old days where reputations took a decade or more
to build and were corralled into specialisms with little
cross fertilisation and ‘contestability’ between them.”
•
Thanks to Nicholas Gruen
Some theory
The Big Shift in
Three Waves
1 Infrastructure
2 Knowledge flows
3 Institutions
“…a world in which citizens gain political power relative to political

institutions. A world in which talented employees capture economic value
relative to the firm. A world in which consumers have increased market power
relative to vendors.”
“…innovations in institutional architectures such as the ability to foster and
participate in creation spaces where performance accelerates as more
participants join” p58
“The challenge is designing and managing creation spaces
is to provide scalable environments that can accommodate a
large and growing number of participants and create the
conditions for them to learn faster from each other as the
number of participants grows “
p130
Push-based institutions are the antithesis of serendipity.
In a world of carefully scripted push programs, unexpected
encounters are generally treated as signs of inefficiency
and worrisome unpredictability.
p107
A new theory of the
business
We have to be willing to risk looking like we don’t know the
answer or maybe even the question, We’ve got to wean
ourselves from overdependence on the expertise we’ve laboured
to hard to accumulate.
p118
Some more examples
ExpertNet
.
Cure Violence takes a 21st-century approach to “meeting people where they’re at” and invites
the messengers to ‘communicate with the tools they’re already using like social networking
utilities and SMS technology to distribute firsthand text and multimedia responses to
violence in their own cities. Users can comment and connect with one another and affect
change through actionable content submitted by Cure Violence partners and local and
national organizations who adopt it to organize and mobilize. Cure Violence content will be
accessible via web, mobile device, broadcast, public projection and exhibitions.
Dialogue Cafe
Lisbon Rio de Ramallah Tel Aviv
Janeiro
Toronto Amsterdam London Berlin
Speculations
Control? Resilience?
© 2010 Cisco and/or its affiliates. All rights reserved.

l Cisco Confidential 26
Much of this economy is formed around distributed
systems, rather than centralised structures. It handles
complexity not by standardisation and simplification
imposed from the centre, but by distributing complexity
to the margins
Open Book of Social Innovation, The Young Foundation, NESTA, 2010
Social innovation doesn’t have fixed boundaries: it happens
in all sectors, public, non-profit and private. Indeed, much
of the most creative action is happening at the boundaries
between sectors, in fields as diverse as fair trade,
distance learning, hospices, urban farming, waste reduction
and restorative justice.
We define social innovations as new ideas (products, services
and models) that simultaneously meet social needs and create
new social relationships or collaborations. In other words,
they are innovations that are both good for society and
enhance society ’ s capacity to act .
Centre and edge 1
Line = a relationship between two
people more embedded =
central
less embedded = periphery
Node = a person
“ embedded ”: the degree to which a person is connected within
a network
Centre and edge 2
“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 and former Deputy CTO, Open

and Transparent Government, The White House
 Dispersing power,
authority and
control
•
Communities and 
networks, as well as
organisations and
institutions

 Systematic serendipity
•
 Coherence, Scale,
Accountability
The
Public Purpose
Sector
Resilience has become the central task of governing well. The

ability to connect highly distributed networks of people,

expertise and assets for common action is turning out to be
critical to the chances of success.
•
Four dimensions of the resilient state
Improving the art and practice of connection
Managing transitions
Renewing the instincts and

institutions of self-
government
The Resilient State
Redefining the relationship between the

centre and the edge

Headshift Social Business Conference MSW March 2011 Resilient State

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Headshift Social Business Conference MSW March 2011 Resilient State

Uploaded by

Copyright:

Available Formats

THE RESILIENT STATE:

discussion – enabling us to tap into the insights of people

Thanks to Nicholas Gruen

“…a world in which citizens gain political power relative to political

Toronto Amsterdam London Berlin

© 2010 Cisco and/or its affiliates. All rights reserved.

less embedded = periphery

“We have grown used to the centre taking more

and more of the decisions, despite the fact that

and Transparent Government, The White House

ability to connect highly distributed networks of people,

Renewing the instincts and

Redefining the relationship between the

You might also like