1. © 2008 National Academy of Public Administration How Mass Collaboration is Revolutionizing The Way We Drive Change Driving for Reach, Agility and Speed in Government

2. 2 © 2008 National Academy of Public Administration Who We Are What We Do Core Differentiator Core Skills Core Products Established in 1967 and chartered by Congress, the National Academy of Public Administration is a non-profit, independent coalition of top policy and organizational leaders who tackle government’s most difficult challenges through systematic research, comprehensive management reviews and expert analysis. The Academy is trusted across federal, state and local government to provide objective assessments and forward-thinking, practical solutions to the most critical and current issues in public administration. Through its network of over 600 distinguished Fellows and more than 75 dedicated staff, the Academy is uniquely qualified to drive positive change across government and to help its agencies work better for the American people. Strategy Development Organization Analysis and Design Human Resource Management Performance Budgeting Acquisition Financial and Grant Management Problem Solving Trusted Advice Objective Research Comprehensive Analysis Subject Matter Expertise Convening Authority Studies Technical Assistance Executive Briefings Advisory Services Congressional Testimony Forums and Conferences Federal Dick Thornburgh David Walker Mark Foreman State & Local Jane Smith Patterson Michael Rogers P.K. Agarwal Academic Steve Kelman Les Soloman Kathy Newcomer A membership of over 600 Fellows serve as the cornerstone of the National Academy, providing an unmatched wealth of expertise. These current and former public managers and scholars, business executives and labor leaders, Cabinet officers, members of Congress, governors, mayors, state legislators, and diplomats provide insight and experience as they oversee Academy projects and provide general guidance. About the Academy Program Evaluation, Feasibility Studies Business Support Function Transformation Change Management/Communications

3. 3 © 2008 National Academy of Public Administration The Power of Collaboration ●Wikinomics ●Organizations use mass collaboration and open-source technology to be successful ●Based on four ideas: Openness, Peering, Sharing, and Acting Globally ●Employees drive performance by collaborating across organizational boundaries ●Swarm Intelligence ●“Artificial intelligence” based on collective behavior in self- organized, decentralized systems ●The movements of an aggregate often derive from the independent decisions of a single individual ●Encourages individual decision making as a tool in bringing about widespread social change ●Medici Effect ●Describes how we can turn intersections in our own lives into pathbreaking innovations ●Three driving forces—the movement of people, the convergence of scientific disciplines, and the leap in computational power ●Transparency ●Privatization of public services, the rise of powerful international organizations, and the growth of tight knit networks of security agencies are complicating campaigns for openness ●New developments in IT enable greater openness and remove barriers to transparency

4. 4 © 2008 National Academy of Public Administration Innovating at the Intersection of Diverse Thought and Data ●The old way forces managers to push citizens and stakeholders out of the process; collaborative technologies allow us to pull them in. ●TSA – IdeaFactory ●Intellipedia ●Puget Sound Mashup ●Virtual Alabama Leader Manager Front Line Stakeholder Citizen The costs of getting to transformational change are low.

5. 5 © 2008 National Academy of Public Administration ●Old: Stovepipes Threats reach across organizations and sectors – but solutions don’t. ●Now: Networks Leaders are “playing 3-D chess” – leveraging technology to enable a collaborative approach to mission-critical activities. A Networked Approach

6. 6 © 2008 National Academy of Public Administration The Bottom Line ●Managers at all levels of government are using collaborative approaches and tools to solve government’s toughest challenges. ●Tap new audiences as resources and solicit feedback ●Go around the traditional structure ●Become “as agile as the threat” ●Bring leadership together with data and experience Innovation Data Diverse Thought

7. © 2008 National Academy of Public Administration For More Information: Frank DiGiammarino Vice President, Strategic Initiatives 202-204-3673 Frankd@napawash.org Lena Trudeau Director, Strategic Initiatives 202-315-5476 Ltrudeau@napawash.org