1. Geospatial Technologies and Leadership Todd S. Bacastow Professor of Practice for Geospatial Intelligence John A. Dutton e-Education Institute The Pennsylvania State University October 5, 2008

2. Popular Mechanics, 1954???

3. Lesson: Things are often not always as they appear! Picture submitted to an image modification competition in 2004, taken from an original photo found on U.S. Navy web site of a submarine maneuvering room console mock-up at the Smithsonian Institute in 2000.submarine http://www.snopes.com/inboxer/hoaxes/computer.asp

4. GIS as it appears to the GP But the: Things are changing Viewpoints Description #1 - Technical Physical implementation. #2 - Engineering Hardware and software components and infrastructure used in the system. #3 - Services Interaction between components linked by communication networks, interfaces, operations, and rules.

5. In transition Visualization Spatial Analysis Present/Future Data Entry & Conversion Data Entry & Conversion Spatial Analysis Past/Present Visualization

6. Implications Past/Current Data: Maps of how it was Static data sets Current/Future Analytics: Real time display of how is and how might be Continuous sensor- derived data

7. Why the change? Technology

8. Bell Eagle Eye UAV

9. 9:15 am 10:15 pm4:30 pm Population density (green is high) at different times during the day tracked by cell phone data. Rome, Italy, July 10, 2006. Source: The Economist, March 10-16, 2007 p. 20.

10. Why the change? Doctrine of use –Persistent Surveillance

11. Hurricane Ike

13. GIS as it appears to the non-GP Viewpoints Description #1 - Information information (and information processing). #2 - Services Interaction between components linked by communication networks, interfaces, operations, and rules. #3 - Enterprise Business perspective, purpose, scope and policies. The non-GPs are the drivers of change!

14. © 2007, Open Geospatial Consortium Interoperability Institute, Inc. Viewpoints Description Enterprise Business perspective, purpose, scope and policies. Information Information and information processing. Services Interaction between components linked by communication networks, interfaces, operations, and rules. Engineering Hardware and software components and infrastructure used in the system. Technical Physical implementation. All are valid views

16. A few observations!

17. Observation #1 Large multi-stakeholder geospatial systems (LMGS) are a constantly changing, people-focused, self- generating network –Much like a living organism –The “life” is in the informal networks, or communities of practice

18. LMGSs are a network of continuously evolving infrastructures that are not owned and controlled by a singular organization. They are sponsored and supported by a community of stakeholders. Observation #2

19. You cannot direct the development of a LMGS organization; you can only influence it for limited periods of time in small and local ways. Participants choose what to pay attention to and how to respond when the event is meaningful to them. Observation #3

20. A successful LMGS contains both designed and unplanned parts. The challenge is to find the right balance between the creativity of the unplanned emergent elements and the stability of designed parts. Observation #4

21. Leadership in LMGSs is key Effective leadership is often the antithesis of good (usual) management practice Observation #5

22. Management as usual Henri Fayol (1841-1925) 5 functions of effective management: –Planning –Organizing –Commanding –Coordinating –Controlling Great influence on military-like organizational structures

23. Effective LMGIS Leadership 3 key leadership functions: –Promote parallel thinking –Create a climate for innovation –Promote a systems perspective

24. LMGS Leadership paradoxes Effectiveness is often inversely proportional to busyness. The most important results are largely unnoticed and unappreciated. The more control the leader has, the less effective they are. Oftentimes doing nothing is best. Them doing something poorly is sometimes better than the leadership doing it well. If a decision is liked this week, it will not be next week; if it’s liked by this organization, it will not work in the next. The leader’s individual successes guarantee nothing. The more the leader protects their job, the less secure they are.