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)
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Welcome and Overview (30 min.)
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Elements of the “New” Organization (30 min.)
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Data on Winners and Losers in the New
Economy (30 min.)
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Industry Clusters (20 min.)
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Concluding Comments (10 min.)
© 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932
Course Objectives
Part I: Technology Policy Organizations
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Understand the nature and operation of technology policy organizations in
the 21st Century – utilizing alternative lenses, tools and methods
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Build leadership skills associated with aligning organizational strategy,
structure and process in support of technology policy objectives
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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
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Build interactive skills associated with effective negotiations on technology
policy issues
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Understand the nature and operation of dispute resolution systems in the
technology policy context
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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
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What’s Driving Change?
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What are the Dimensions of Change?
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Where are we in the Transition Process?
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Who’s Winning? Losing?
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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
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What is it like advancing a technology policy
agenda in a traditional organization?
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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
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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?
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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
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Post 9/11 leading to reassessment of priorities?
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Post Enron?
© 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932
Kofi Annan’s Vision: A Global Compact
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“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.”
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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
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Organizations are complex systems in transition--will be
always be changing/evolving
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Science & Art of Management: managing dynamics of
change--contradictions, countervailing forces, multiple
stakeholders -- avoiding “winners” & “losers”
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Need strong analytical frameworks -- go beyond the
hype; be critical; ask tough questions
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Current Environment—challenging organizations to be
accountable for multiple economic and social objectives
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Theory is necessary but academic without practice--the
payoffs are in our ability to implement!
© 2005 Materials Developed by Joel Cutcher-Gershenfeld – ESD.932