Technology Policy Organizations Session 1: Technology Policy and Organizational Processes – What’s Changing? Joel Cutcher Gershenfeld © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Session Design (2 hours) z Welcome and Overview (30 min.) z Elements of the “New” Organization (30 min.) z Data on Winners and Losers in the New Economy (30 min.) z Industry Clusters (20 min.) z Concluding Comments (10 min.) © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Course Objectives Part I: Technology Policy Organizations z Understand the nature and operation of technology policy organizations in the 21st Century – utilizing alternative lenses, tools and methods z Build leadership skills associated with aligning organizational strategy, structure and process in support of technology policy objectives z Ground knowledge of technology policy organizations in the complex realities of organizational life – through integration of personal experience and field data collection Part II: Technology Policy Negotiations and Dispute Resolution z Build interactive skills associated with effective negotiations on technology policy issues z Understand the nature and operation of dispute resolution systems in the technology policy context z Develop the wisdom to establish constructive “rules of the game” in the technology policy context © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Today’s Agenda: What’s Changing, Why, and Implications for Managing z What’s Driving Change? z What are the Dimensions of Change? z Where are we in the Transition Process? z Who’s Winning? Losing? z What Skills do we Need? – To lead our own organizational units – To manage cross-organization relationships © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Elements of the “New” Organization Networked Managing with & across Teams Flat Negotiating & Managing Conflict Flexible Managing Change Diverse Gaining through Diversity Global Learning across Borders © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Group Discussion z What is it like advancing a technology policy agenda in a traditional organization? z What is it like advancing a technology policy agenda in this “new” organizational model? © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Leadership in the 21st Century “CEOS will have to model themselves after directors of symphony orchestras or ballet companies. The CEO sets a vision and then allows the individual ‘artists’ all leaders in their own right to fashion their own piece of the performance. The ability to be able to fight and yet come out with a common direct they’re all committed to is key.” Robert J. Thomas, Anderson Consulting, Institute for Strategic Change © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Three/Five Perspectives on Organizations Strategic Design Perspective Engineering Political Perspective Organization © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Cultural Perspective Economic Strategic Design Perspective z Selected types of organizations relevant to TPP » Multi-national corporations » Entrepreneurial start-ups » Research and development organizations/ operations » Government/regulatory organizations » Non-profit organizations, NGOs and others © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 The Deeper Debate: Toward What Ends: Shareholder or Stakeholders? Which of the following do you agree with more strongly? “U.S. corporations should have only one purpose--to make the most profit for their shareholders--and their pursuit of that goal will be best for America in the long run.” _____%? “U.S. corporations should have more than one purpose. They also owe something to their workers and the communities in which they operate, and they should sometimes sacrifice profit for the sake of making things better for their workers and communities” ____%? Source: Business Week, Harris Poll, Sept. 11, 2000, 149. © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 The Deeper Debate: Toward What Ends: Shareholder or Stakeholders? Which of the following do you agree with more strongly? “U.S. corporations should have only one purpose--to make the most profit for their shareholders--and their pursuit of that goal will be best for America in the long run.” 4% “U.S. Corporations should have more than one purpose. They also owe something to their workers and the communities in which they operate, and they should sometimes sacrifice some profit for the sake of making thing better for their workers and communities” 96% Source: Business Week, Harris Poll, Sept. 11, 2000, 149. © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 The Current Public Mood: Are we entering a new Reformist Period? z After 8 years of prosperity (1999): » 75% of Americans believe the benefits of the new economy were distributed unfairly » 69% believe business was doing a poor or fair job of improving living stds. » Only 1/3 believe globalization increased their income or job security z Post 9/11 leading to reassessment of priorities? z Post Enron? © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Kofi Annan’s Vision: A Global Compact z “The Global Compact is not a regulatory instrument or code of conduct, but a value-based pledge to promote institutional learning. It uses the power of transparency and dialogue to identify good practices based on universal principles.” z The Principles are Derived from the UN’s: » Universal Declaration of Human Rights » Fundamental Principles & Rights at Work » Rio Declaration on Environment & Development © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 With Regrets…. “Dr. Hammer points out a flaw: He and others in the $4.7 billion reengineering industry forgot about people: ‘I wasn’t smart enough about that…and was insufficiently appreciative of the human dimension. I’ve learned that’s critical.’” ___________ Source: Wall Street Journal, 11/20/96, p.1. © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Winners & Losers in the New Economy Selected Work and Family Data, Economic Policy Institute, The State of Working America, 2000 (Updated) © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Hourly Productivity, 1989-99 5.0% 4.5% 4.0% 3.7% 3.5% 3.1% 2.9% 3.0% 2.7% 2.5% 2.5% 1.8% 2.0% 1.5% 1.3% 1.2% 1.2% 1.0% 1.0% 0.7% 0.5% 0.5% 0.0% 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 For more information see: Mishel, Lawrence, et al. 2000. The State of Working America 2000-2001. Economic Policy Institute. © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 2000 Unemployment Rates by Education, 1992-99 12 11 10 Less than high school 9 8 7 6 All 5 4 High school 3 2 College 1 0 1992 1993 1994 1995 1996 1997 1998 1999 2000 For more information see: Mishel, Lawrence, et al. 2000. The State of Working America 2000-2001. Economic Policy Institute. © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Hourly Wages for Men by Wage Percentile, 1973-99 120 115 Index (1973=100) 110 95th 105 100 95 50th 90 85 20th 80 75 1973 1978 1983 1988 1993 1998 For more information see: Mishel, Lawrence, et al. 2000. The State of Working America 2000-2001. Economic Policy Institute. © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Hourly Wages for Women by Wage Percentile, 1973-99 145 95th Index (1973=100) 135 125 115 50th 105 20th 95 85 75 1973 1978 1983 1988 1993 1998 For more information see: Mishel, Lawrence, et al. 2000. The State of Working America 2000-2001. Economic Policy Institute. © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 95/50 Percentile Wage Inequality, 1973-99 3.0 2.8 Men Ratio 2.6 2.4 Women 2.2 2.0 1973 1978 1983 1988 1993 1998 For more information see: Mishel, Lawrence, et al. 2000. The State of Working America 2000-2001. Economic Policy Institute. © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Median Family Income, 1947-98 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 1947 1952 1957 1962 1967 1972 1977 1982 1987 1992 1997 For more information see: Mishel, Lawrence, et al. 2000. The State of Working America 2000-2001. Economic Policy Institute. © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Annual Growth in Family Income, 1989-95 and 1995-99 3.5% 3.0% 2.5% 2.0% 1.5% 1989-95 1995-99 1.0% 0.5% 0.0% -0.5% -1.0% Lowest fifth Median 95th percentile For more information see: Mishel, Lawrence, et al. 2000. The State of Working America 2000-2001. Economic Policy Institute. © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Average Family Hours, 1979-98 4500 4000 3500 3000 2500 2000 1500 1000 500 0 Black Hispanic 1979 1989 White 1999 For more information see: Mishel, Lawrence, et al. 2000. The State of Working America 2000-2001. Economic Policy Institute. © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Change in Income and Hours for Middle Income Families, 1979-89 and 1989-98 13% 11% 9% 7% 5% 3% 1% -1% -3% -5% 1979-89 Average income 1989-98 Average hours For more information see: Mishel, Lawrence, et al. 2000. The State of Working America 2000-2001. Economic Policy Institute. © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Health Insurance and Pension Coverage, 1979-98 80% 75% 70% Health insurance 65% 60% 55% 50% Pension 45% 40% 35% 30% 1979 1982 1985 1988 1991 1994 1997 For more information see: Mishel, Lawrence, et al. 2000. The State of Working America 2000-2001. Economic Policy Institute. © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Poverty Rate, Families With Children, 1979-98 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 1979 1989 All Female headed 1998 For more information see: Mishel, Lawrence, et al. 2000. The State of Working America 2000-2001. Economic Policy Institute. © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932 Session 1: Summary Points z Organizations are complex systems in transition--will be always be changing/evolving z Science & Art of Management: managing dynamics of change--contradictions, countervailing forces, multiple stakeholders -- avoiding “winners” & “losers” z Need strong analytical frameworks -- go beyond the hype; be critical; ask tough questions z Current Environment—challenging organizations to be accountable for multiple economic and social objectives z Theory is necessary but academic without practice--the payoffs are in our ability to implement! © 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932