THE RESILIENT STATE: SMARTER, CONNECTED

Martin Stewart-Weeks

Social Business   2011 Summit, Dachis Group, Sydney, March
Internet Business Solutions Group, Cisco Systems Chair, Australian Social Innovation Exchange
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The argument

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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.
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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

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Some examples

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NATO’s Policy Jam

4,000 participants 10,000 logins 124 countries 5 days 10 streams 26 online hosts 75 facilitators
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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
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Some theory

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The Big Shift in Three Waves 1 2 3
Infrastructure Knowledge flows 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
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“The challenge is designing and managing is to provide scalable environments that large and growing number of participants conditions for them to learn faster from number of participants grows “ p130

creation spaces can accommodate a and create the each other as the

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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

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A new theory of the business

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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

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Some more examples

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ExpertNet

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. 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.

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Dialogue Cafe
Lisbon Rio de Janeiro Ramallah Tel Aviv

Toronto
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Amsterdam

London

Berlin
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Speculations

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Control?

Resilience?

l
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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

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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.
Open Book of Social Innovation, The Young Foundation, NESTA, 2010

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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 .
Open Book of Social Innovation, The Young Foundation, NESTA, 2010

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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
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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

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Dispersing power, authority and control

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Communities and networks, as well as organisations and institutions
 

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Systematic serendipity

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Coherence, Scale, Accountability

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The Public Purpose Sector
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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.

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Improving the art and practice of connection

Four dimensions of the resilient state
Managing transitions

Renewing the instincts and institutions of selfgovernment
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The Resilient State

Redefining the relationship between the centre and the edge

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