Business Intelligence & Institutional
Research at Unisa: What it can do for you
Presented to Unisa Capacity Development Programme
24 November 2009
Professor George Subotzky
Suzette van Zyl
Department of Information and Strategic Analysis
Overview of presentation
• Background & Context
• Integrated Strategic Planning Framework
– DISA role and mandate within this
• What is BI? Key concepts:
–
–
–
–
–
–
IM MI & BI
OPM
Outputs, outcomes and performance measures/indicators
The Information Hierarchy: The BI Pyramid
Analytic Maturity Curve
Technological Maturity Curve
•
Special focus on External environmental scanning/ scenario building
• Elements of the BI Framework
• What is IR?
Acknowledgements
• Suzette van Zyl
– Conceptual Genesis of BI Unisa
– Research/PhD
– Project leader
• George Subotzky
– Eager novice, quick learner
• Prof Baijnath: Convinced supportive champion
• Gartner: mixed value report
• Business Intelligence 2008 Conference
The Planning Imperative at
Unisa
2004 Merger
Organisational Hybridity & Complexity
Policy & Regulatory Environment
International Trend towards Managed HEIs
Market Environment
• National and International Competition
• Increased Demand & Pressure
• Academic & Operational Challenges
•
•
•
•
•
The Planning Process Thus Far
• 2005: 2015 Strategic Plan
– Vision, Mission, Social Mandate, SWOT Analysis,
10 Objectives, Strategies and Targets
• 2006: IOP
– Vertical Integration with 2015 SP
– Actions, Performance Measures, Targets (rough)
• 2007-9: 3-year Rolling IOP
– Strategic/Operational Priorities
– Increased Sophistication in PMs and Targets
– Attempt to Identify Cross-functional Dependencies – Horizontal
Integration
• Integrated Planning Framework
• BI/IR Framework– Monitoring & Evaluation
Reflective Instruments
•
•
•
•
•
•
•
•
•
COL Trial Quality Audit
HEQC Quality Audit
Ongoing Quality Assurance
Accenture Business Architecture Initiative
Review of 2015 SP and IOPs
Planning Makgotla
Monitoring and Evaluation
Risk Management
Service Charter
STRATEGY FORMULATION
• Mission, Vision, Business Model (ODL)
• Strategic Plan
Strategic Outcomes, Objectives & Performance
Measures (all shaped by Social Mandate)
IOP & STRATEGIC PROJECTS
Strategically-aligned Outcomes, Objectives,
plan
Outputs & Performance Measures
FUNCTIONAL PLANS (PROJECT-BASED)
eg Academic, Research, HR, Estates, ICT
Functional Outcomes, Objectives, Outputs &
Performance Measures, Integrated Scheduling
Integrated
Strategic
RESOURCE ALLOCATION (SRAM)
Management
• Budget
Framework
• ACHRAM & PADRAM
OPERATIONS
• Functional/Operational Units
act
Inputs, Processes, Outputs, Outcomes
& Performance Measures
Business & Enterprise
Architectures
Shaped by strategy - the
optimal configurations of:
• People/capacity
• Processes/Systems
• Resources/Infrastructure
• Technology
Strategic
Projects
Enabling Conditions
(in addition to appropriate Business &
Enterprise Architectures)
• Effective Leadership &
Management
• Conducive Climate &
Culture
CHANGE MANAGEMENT
• Strategic Change Initiatives
change
• Continuous Improvement
Initiatives
These are identified through
ongoing review process, and then
find expression, as the case may be,
in:
• New or revised Strategy or
Strategic Projects
• Objectives and Actions in the IOP
• Changes to Operations, the
Business and Enterprise
Architectures and Enabling
Conditions
review
INSTITUTIONAL PERFORMANCE
& STRATEGIC MANAGEMENT
• Monitoring and Evaluation
(BI/Institutional Research)
• Quality Assurance/Service
• IPMS
• Risk Management
Ongoing:
• Strategic Reflection/Review
• Environmental Scanning
DISA Mandate
UNISA
Business
Units
Business
Units/
Business
33
Units
DISA
ODL
Business
Units
HE
Dev.
Pol. Ec.
Business
Units
Business
Units
HE
Policy
Vision, Mission & Strategic Goals
Integrated Strategic
Management Framework
Business Intelligence:
Automated, webbased, enterprisewide intelligence
architecture
Decisionmaking,
Planning &
Management
Institutional Research:
Systematic gathering,
analysis, interpretation
& dissemination of
relevant intelligence
Vision, Mission, SP & Business Model (ODL)
Integrated Strategic Management Framework
DATA TO INFORMATION + ANALYSIS = STRATEGIC INTELLIGENCE
change
plan
STRATEGIC
MANAGEMENT
AND ANALYTICAL
SUPPORT
SERVICES
• Formal &
informal
• BI support
act
INFORMATION &
ANALYSIS/IR
OUTPUTS
STATUTORY
REPORTING
Integrated
• Calendarised
Strategic• Periodic
• Ad hoc Requests
Management
• Strategic
Discussion Forum
Framework
• HEMIS
• Other External
Stakeholder
Requirements
4 types of Outputs/Services
DATA
ICT + IR
DISA
External
INSTITUTIONAL
INFORMATION &
ANALYSIS PORTAL
• Institution-wide
Web-based BI
Analytic Tool
• Downloadable I
& A outputs
BI/IR
ENTERPRISE
ARCHITECTURE
review
Portfolio Structure
DISA Organogram
Portal:
Institution-wide Dissemination of
Information & Analysis (BI & IR)
Ops
Domain
1
Ops
Domain
2
Ops
Domain
3
Ops
Domain
4
Ops
Domain
5
BI ‘Enterprise’ Architecture
ICT Enterprise Architecture
Business Architecture (Process Maps)
Ops
Domain
6
DISA 3-fold Initiative
1. Institutional information and analysis portal
– Automated, web-based, easily accessible single,
authoritative information source
– Vast enhancements on HEDA
– Now includes pilot Student Tracking
System
– First step towards BI framework
– Software clunky
– Remains management information
DISA 3-fold Initiative
2. BI framework
– Cutting edge, long-term
solution to supporting
organisational performance
management, integrated
planning & decision-making
– By providing tools, method
& support for the optimal
utilisation of BI for this
purpose
DISA 3-fold Initiative
3. Institutional Research
Capability
–
–
–
–
–
–
Calendarised Outputs
Ad hoc Projects
Environmental Scanning
Monitoring & Evaluation
Forecasting & Prediction
Strategic Discussion Forum
The BI Process Thus Far
•
•
•
•
•
•
•
•
•
Genesis of concept
Presentation to Mancom: August 2006
Enriching our conceptual understanding of BI
Framework & Strategy document: Engagement with
consultant: Gartner
BI 2008 conference: confirmed this direction and
approach
Workshopping & finalisation of document: Working
Group & SPCC
Mancom approval: 10 March 2009
Approach from HR, CAES ED, Budget
Microsoft Performance Point proof of concept
What is BI?
BI is actionable information which has been
structured analytically and contextually in
order to measure and manage organisational
performance against strategic and
operational targets and thereby to effective
support management, decision-making and
planning and, in particular, the attainment of
organisational goals and effectiveness
What is a BI framework?
• A BI framework comprises a number of elements (see
below) to govern the entire process of automatically
collecting, integrating, analysing, presenting and utilising
up-to-date, reliable, relevant institution-wide information
from multiple sources to support OPM.
• The BI framework utilises sophisticated web-based portal
technology to disseminate customised information to each
manager in the form of highly visible aggregated
dashboards and scorecards, with the ability to drill down
into detail. It systematically provides relevant information
across the entire enterprise, covering and integrating all
processes. It represents the single, authoritative source for
institutional information.
MI vs BI
MI provides summarised operational information,
usually only in one functional business area such as
students, HR, research etc. It is designed to deal
with simple data configurations. It thus lacks
integration across functional areas.
To take a simple example:
• Management information merely provides an HR
profile.
• Business intelligence is structured to analyse and
explain the changing gap between the current and
historical HR profile and targets with a view to
reaching the targets.
IM vs MI
• Information management refers to the process of
organising, preserving, ensuring integrity and
disseminating information
• It involves defining and applying meta-data
elements, in particular business rules which are
consistent with operational processes (e.g. personnel
categories, definition of part-time contracts), and
ensuring that systems are structured accordingly and
aligned to business needs
• Responsibility for this lies with the owner –
functional areas
Key Features of BI
• Uses sophisticated web-based IT to
automatically collect, integrate, analyse and
present up to date, reliable, relevant
institution-wide information from multiple
sources
• Action oriented
• Cross functional, integrated strategic
perspective
• Analytically and contextually structured
(according to the information hierarchy)
Oganisational
Performance Management
(OPM)
• Aims the narrowing gap between strategy
and execution
• An integrated, evidence-based management
practice
• Involves planning, forecasting, scenariobuilding and budgeting
• Utilises BI systematically to monitor, analyse
and measure strategic and operational
activities against targets in performance
indicators
OPM
• OPM ensures that operational objectives are
systematically integrated across functional
areas and aligned to organisational strategic
objectives. To achieve this, performance
indicators and exception thresholds or
triggers are derived from detailed process
maps within and across organisational units
which form part of the business architecture.
Performance Indicators
Performance indicators are customised
in relation to the processes, objectives
and targets across organisational units.
They are presented on dashboards and
performance scorecards for
organisational units and for the
organisation as a whole.
Dashboards &
Scorecards
A dashboard is a single-screen, summarised
and highly graphical display that enables
managers and knowledge-workers to monitor
and analyse an organization’s activities and
processes. It presents up-to-date actionable
BI at a glance on the status of key operational
activities, processes and forecasts. This is
sometimes referred to as Business Activity
Monitoring (BAM).
Dashboards &
Scorecards
A scorecard is a performance-oriented type of
dashboard. It presents up-to-date actionable
BI at a glance on the status of organisational
performance against strategic and
operational objectives and targets, by means
of relevant performance indicators. This is
referred to as Organisational Performance
Management (OPM).
OPM Dashboard
The aim of the OPM dashboard is to
empower managers to make evidence-based
decisions by presenting summarised
overviews of performance metrics.
Sophisticated software applications allow
managers to drill down into detailed
operational information where required.
What does BI look like?
Current Institutional Performance against 2015 Strategic Plan: Scorecard of 17 PIs
Performance
Trend
Performance
Indicator
PI 15: Personnel expenditure as a proportion of
total expenditure, 2004-8
PI 2: Headcount Enrolments, 2006-9
PI 14: Assets-to-liabilities ratio 2004-8
PI 16: Nett surplus as a proportion of annual
turnover, 2004-8
PI 6: Increase in Accredited Research outputs per
year 2006–10
PI 9: Accumulated Total Thuthuka grant holders
2004-9
PI 13: Proportion (ETD) Expenditure of Payroll per
annum
PI 4: Unisa’s position among South African
universities in terms of research outputs, 2007
PI 5: Unisa NRF Rated Researchers 2004-9
PI 7: Research outputs/academic against 2015 &
DoE Targets, 2004-7
PI 10: Annual dropout Rates 2004-7
PI 11: Aggregate Course Success Rate against
2010 Ministerial Target, 2004-7
PI 17: Academic & Academic Professional Staffto-Admin Staff Ratio 2004-8
PI 1: General Unisa Satisfaction Index (GUSI)
PI 3: Academic Staff/Student Ratio, 2004-8
PI 8:% Change in PG Headcounts and
Graduations
PI 12: Annual alumni contributions 2004-8
Target
Target
Date
Current
Performance
Current Performance
Against Target
Prognosis of
Meeting Target
59%
2008
59,1
0,1 Above Target
Reached
235 000
250 000
3,5
2010
2015
2008
261 927
+3 000 Above Target
Reached
3,9
0,4 Above Target
Reached
5%
2008
6,7%
1,7% Above Target
Reached
70
2010
-31,9
101,9 Below Target
Possible
250
2015
177
73 Below Target
Probable
3% of Payroll
2015
1%
2% Below target
Possible
5th Position
2015
6th Position
1 Above Target
Unlikely
2015
122
128 Below target
6 Above target
Possible
2015
0,42
0,48 below Target
Unlikely
2015
11%
14% Above target
Unlikely
3%
2015
1,1%
2,9% Above Target
Possible
45:55
2015
68:32
Ratio too high
Unlikely
100%
174
25%
25%
R3 M
2015
2015
63,15%
140
-3%
-30%
R122 654
36,85 below target
34 Above Target
28% Below Target
33% Below Target
R2,878,000 below target
Improbable
Improbable
250
10
1,0
1,15
3%
2015
Annual
Improbable
Improbable
Strategic Objective 6.2
Position Unisa as a leading provider of quality distance education programmes through an academic product range that
expands on its comprehensive character
Target 1:
General Unisa Satisfaction Index (GUSI) aspiration of 100% in 2015 with a minimum threshold of 90%
Performance Indicator 1: Unisa Student Satisfaction Indices, 2005-9
2009 Status:
36,85% below target
1. The 2008 USSI score was 63,15
2. This was substantially down from 70,18 in 2007
3. Since 2005, and overall downward trend of -10,09
is evident
4. Focused and sustained effort will be needed to
address the issues underlying the relatively poor
USSI score and to reach the target
5. The OU UK is the top-rated HE institution,
according to the National Student Survey. This
can inspire our aspirations in this regard in the
challenging DE context
Action/Responsibility
6. All portfolios involved in the total student
experience. Specific co-ordinated action plans
needed.
Performance on 84 Targets
in Unisa 2015 Strategic Plan
Overall Performance
Targets on Track - % Complete
Example HR Performance against IOP June 2009
HR 2009 Performance Scorecard
Performance
Indicator
SA 3.9: Integrate the DCLD into the Academic Portfolio
SA 9.2: Develop and implement appropriate leadership and management
education and training programmes
SA 1.3: Finalise and implement an ODL capacity development and training
plan for all staff and an effective ODL Strategy
SA 2.2: Establish a culture and practice of service excellence
SA 2.3: Advance Employment Equity
SA 2.4: Empower and advance women within an equitable gender
mainstreaming framework
SA 2.5: Create an org culture and climate conducive to achieving our
institutional vision, mission and identity
SA 4.6: Improve postgraduate support and guidance
SA 4.7: Redevelop the Library as an African research library with
concomitant services
SA 2.4: Empower and advance women within an equitable gender
mainstreaming framework
SA 8.7: Establish a Centre for health and wellness
SA 9.5: Establish a culture of performance, accountability and stewardship
through the (IPMS) aligned with CPM
Target
ICLD integrated i.t.o. structure and line
functions
Implement HRD Strategy and Plan
Target
Date
Feb
Nov
Institution of Personal Librarian posts.
Nov
Dec
%On Target & On Track
Possible
Probable
Jul
Jun
Jun
Jul
2009
Configure the IPMS on ORACLE
Implement QA system for quality
Ensure implementation 2009 IPMS cycle
2009
Sep
Jun
SA 8.1 Finalise and align institutional BA & ODL business model
Use technology incrementally
Roll out Self Service Module and train
Develop an HRIS Strategy and Plan
Produce MI and support
2009
SA 9.2: Develop and implement appropriate leadership and management
education and training programmes
Identify Senior Academics to Mentor YA
Executive Development Programmes
Senior and Mid Management
Supervisory Development Programmes
Nov
SA 9.3: Develop and implement training programmes to build staff capacity Skills and Competency Audit.
Comply Skills&Dev Act
Workplace Skills & Annual Training Plan
SA 9.4: Develop and implement succession planning in line with EE policy
Succession planning policy and plan &
and targets
implement Exec Man
Reached
Nov
Collective and individual labour rel processes
SA 2.5: Create an organisational culture and climate conducive to achieving Enhance HR Website
our institutional vision, mission and identity
Org climate & staff satisfaction remedial
interventions
SA 7.6. Improve effectiveness of Unisa Contact Centre (UCC)
Appointment of Additional UCC agents
Prognosis of
Meeting Target
On Target & Completed
May
Satellite teaching
Assist the IODL capacity & train plan
Depart/Dir service charters developed and
implemented
Recruitment Processes comply EE
Sexual Harassment Policy Gender
mainstreaming Selection CC comply
Develop an HR communication plan Preferred
culture articulated by June
Centre for Graduate studies workstudyoptimal structure&staffing
Gender mainstreaming Inst Training
Current Performance
Against Target
%On Target & Unchanged
Possible
Jun
Nov
7
Protection Services Mid-Year Progress Dashboard June 2009
Actual vs Budget 2009
Strategic Project Milestones
Project
Mile stone
Due Date
Comment
SP - Access Control PTA
In Construction Phase
Aug 09
Changed Contractor
SP - Access Control Florida
Technical Design Approved
Mar 09
Tender Completed
2009 Combined Gender & Race EE Targets per
Postgrade
100%
80%
60%
40%
20%
0%
% Budget Spent
Budget & Strategic Projects
Budget 2009
Actual 2009
Budget 2009
R 17,189,298
R5884,020
36
SP - Access Control PTA
R 12,400,000
R 2,784,127
24
SP - Access Control Florida
R 10,800,000
R0
0
Criminal Incidents 2005-9
2008
2009
2009 Target
PG 8-9
57%
56%
75%
PG 7
100%
55%
60%
PG 5-6
34%
40%
50%
250
200
150
100
50
0
-50
2005
2006
2007
2008
2009
Pretoria
204
108
93
88
24
Florida
41
45
47
53
26
Progress Monitoring
vs OPM
It is important to distinguish between:
• Progress monitoring (monitoring of progress
in relation to planned actions, activities,
outputs and milestones by means of project
management software and methods) and
• Organisational/departmental performance
management (analysis and explanation of
performance and evaluation of impacts in
relation to planned targets and outcomes by
means of appropriate PIs)
The Information Hierarchy:
The BI Pyramid
Value/
Aggregation/
Integration
Analytic format
Presentation format
Intelligence
Information
Data
Scorecards
Strategic:
VC & Portfolios
Tactical:
Department/
Directorate
Operational:
Division/Project
Volume/
detail
Dashboards
Reports
Management information
Business intelligence
Actionable
intelligence
The analytic
maturity curve
Prediction
BI Analytic Maturity
Evaluation
Explanation
Progress
monitoring
Analysis/
interpretation
Real-time
reporting
Historical
reporting
How can we make
things happen/improve?
What will happen and why?
What is the likely outcome and
impact?
What was the impact of an initiative?
Was the intended outcome achieved?
Why did it happen/not happen?
What factors contribute to outcomes?
Was the goal/target reached?
Were any critical levels reached?
What does the change signify?
What trends are apparent?
What is happening?
What is changing?
What happened?
What changed?
Time/technology
BI Analytic Maturity
The Technology
Maturity Curve
BI
framework
Automated,
web based
information
portal
Manual data
digging &
dissemination
Future DISA
Current DISA
(still MI, not BI)
BMI, Planning Office, DPA, early DISA
Time/technology
Manual data
digging …
Automated,
web based
information
portal
BI
framework
… And
dissemination
BI Strategy
Management
• Management &
Operational
Structures, including
the BICC
• Roles &
Responsibilities
Operational
Standards
•
•
•
•
•
•
Quality assurance
Business rules
Metadata
Data models
Data integrity
Security & access
control
• Rationale
• Elements & Definitions
• Roadmap
BI
Framework
Implementation
• Advocacy
• Change management
strategy
• Workplan
BI Architecture
Infrastructure
• Technology
- Data storage, Server & PC
architecture, software
• HR resources & capacity
•
•
•
•
•
•
•
Why?
For whom?
What?
When?
Where?
How?
By whom?
BA/
Process
maps
Domains of
BI at Unisa
Student
Intelligence
Programme
and Course
Intelligence
Operational
Intelligence
Different views:
Institution,
Portfolios/
Colleges/
Business Units
HR
Intelligence
Financial
Intelligence
External
Strategic
Intelligence
Data warehousing
Reporting & Analysis
ICT
DISA/BICC
DISA/BICC Outputs
Source databases
Portal
Extraction
Extraction
HR
U
Finance
Estates
s
No. of Members
70000
Legend
Recreational
COMPSK
EXECUTIVE
OFFICIAL
PRECSK
TESTSK
60000
Datawarehouse
50000
40000
30000
20000
10000
e
0
AB
BC
CO
EO
FO
MB
NB
NF
Students
r
s
• Analyses/
Research
Data
Research Reports/
Briefings
• Statutory Reports
• Ad Hoc Queries
Information
Intelligence
DISA BI Engagement
Process
• Engagement with functional areas to determine optimal BI
requirements (truth test: why before what)
• Scrutiny of College/departmental strategic & operational
plans to determine consistency between objectives,
actions, performance measures/indicators and different
kind of targets (output, quantitative, outcomes, planned) –
strategy map, identifying main contributing actions to
desired outcomes
• Determine appropriate/measurable PIs, information
sources, formats and custodians
• Arrange gathering, processing, formatting and
dissemination of dashboards and scorecards (incremental
approach)
• Involve appropriate strategic and operational staff
members, including identified ‘Super Users’
The BI Strategy
Roadmap
Main phases
Action Plan / objective
PHASE 1: FINALISATION
OF BI STRATEGY
FRAMEWORK
Finalise document
SPCC Working Group feedback
MC approval
PHASE 2: DETAILED
ROADMAP FINALISED
AND IMPLEMENTED
Structures and team operationalised
Consultants appointed
Project launch
Institution-wide Advocacy Campaign conducted
with feedback
March 2009
April 2009
May 2009
May 2009 - onwards
Develop Project Charter with consultants
June 2009
BI product procured through tender process
June 2009
Initial set of PIs, dashboards and scorecards in
place; feedback on usefulness
PHASE 3: FURTHER
ROLLOUT
Time Frame
June 2009 onwards
BI product procured through tender process
July 2009
Initial group of users identified and training
commenced
October 2009
onwards
Revised project deliverables
2010-2011
What is
Institutional
Research?
Defining IR and its scope
• Numerous useful, if predictable, definitions
• Some claim that an overarching grand narrative
definition is not possible (postmodern assumption?)
• Key: Defining ‘research’ and ‘institutional’
• IR defined in terms of its purpose, scope & activities
• Narrow & broad definition and interpretation of IR in
relation to: MI, reporting, BI, planning, management
• Key claim: if we accept a broad organisational purpose
for IR and a broad range of activities as constituting
IR, then we are committed to a broad and integrated
definition related to strategic management
Purpose
• To provide intelligence- & evidence-based support
for management, decision making & planning in
order to attain organisational strategic and
operational goals
• Unisa VP: Strategy, Planning & Partnerships,
Professor Narend Baijnath:
– Institutional research renders the organisation
strategically intelligible to itself
• Dressel
– To identify organisational weaknesses & obstacles to
achieving objectives & efficiencies
Some well-known
definitions
An attitude of critical appraisal of all aspects of
higher education, which has as its primary
purpose the assessment and evaluation of the
expressed goals of the institution and the means
to achieve these goals
(Suslow, 1971)
Research conducted within an institution of higher
education to provide information which supports
institutional planning, policy formation and
decision making
(Saupe, 1990)
Watkins & Maddison
Self-study is about collective reflective practice
carried out by a university with the intention of
understanding better and improving its own
progress towards its objectives, enhancing its
institutional effectiveness, and both responding to
and influencing positively the context in which it
is operating
• Intimately linked to strategy, culture & decisionmaking
• Conceptually distinct from the related field of HE
research in that it is undertaken to directly
influence action
Range of activities
• Sourcing
– Internal
– External (Environmental scanning, Comparative benchmarking)
– Quantitative & qualitative
• Process
– Extraction/gathering of data
– Aggregated organisation into quantitative MI (data
warehousing)
– Analytic formatting into Business Intelligence
• Analysis & reporting via various outputs to various
audiences
– Web/Portal
– Narrative reports, briefings, presentations
– Statutory reporting
Key elements
Understand internal & external context
Appraise current practices
Compare and benchmark against other practices
Draw conclusions and design and implement
initiatives to enhance practices
• Constitutes intrinsic component of action
learning/SM cycle:
•
•
•
•
–
–
–
–
Learning
Planning
Implemention/action
Review/reflection
Varying location in
organisation
•
•
•
•
•
•
•
Academic affairs
Principal
IT
Strategy & Planning
Finance
Student affairs
Development
Towards a comprehensive
broad definition of IR
• IR comprises:
– a range of activities & outputs
– involving the systematic collection, organisation,
analysis & dissemination of
– relevant, accurate & timely
– internal and external, structured and unstructured
information and organisational/environmental
intelligence
– for the purpose of supporting strategic & operational
management, planning & decision-making
– in order to optimise performance and execute
strategy and thereby attain institutional goals,
outcomes & impacts
IR: ‘Vision gathered from the
promise of actual things’
All we can do is search the world as we find it, extricate the forces that
seem to move it, and surround them with criticism and suggestion. Such a
vision will inevitably reveal the bias of its author; that is to say it will be a
human hypothesis not an oracular revelation. But if the hypothesis is
honest and alive it should cast a little light upon our chaos. It should help
us to cease revolving in the mere routine of the present or floating in a
private utopia. For the vision of latent hope would be woven of vigorous
strands; it would be concentrated on crucial points of contemporary life,
made in a living zone where the present is passing into the future. It is the
region where thought and action count. Too far ahead there is nothing but
your dream; just behind there is nothing but your memory. But in the
unfolding present man [sic] can be creative if his vision is gathered from
the promise of actual things.
(Lippmann, 1914)