1. Beyond Doing More With Less: Doing Different
Your Path to Leadership: Mastering Core Competencies to Get Ahead in Gov
Bill Eggers and Jean Brown
Subject Matter Experts
Week Three: June 25 - June 29, 2012

2. Our Time Together Today…
1. Housekeeping
2. Introduction
3. Results Driven Leadership
4. Public Sector, Disrupted
5. Q&A

3. Housekeeping
• Let’s make this course interactive!
▫ Now: If you would like to submit a question, just enter it into the chat
window (bottom right). Our experts will field questions at the end.
▫ All Week: Be sure to engage in conversation around the SME Challenge
that has been presented by our speakers - case studies grounded in
reality.
• If you have any technical difficulties, use the chat window, but direct
it to “Steve Cottle,”not “all participants”
• After the session is complete, you will be able to find a link to the
archived version of the webinar on the week 2 page of our course
GovLoop group

4. Meet Our Subject Matter Experts (SMEs)
Jean Brown Bill Eggers
Executive Director, Global Director,
Chicago Federal Executive Board Public Sector Research
Deloitte

5. Jean Brown
Executive Director,
Chicago Federal Executive Board

8. ECQ3: Results Driven
Leadership Accountability
• Set SMART goals
▫ Specific
▫ Measurable
▫ Attainable
▫ Relevant
▫ Time-Bound
• Link Goals to Overall Business Objectives
• “Finger Pointing” hurts you
• Delegate

9. Learning When to Delegate
Delegate Do Not Delegate
• Routines • Long Range Planning
• Technical Expertise • Motivating/ Evaluating Team
• Unique Opportunities members
• Cross Training • Rituals
• Crises
• Sensitive Personal Matters

10. Customer-Service Driven
• Build a “Ready to Serve” Image
• I’m Glad You Told Me!
• Stay Positive
• Remember the WHY
▫ Important to your success
▫ Reduces costs, increase productivity
▫ Improves Employee Morale
▫ Aligns Process and Procedures

11. Decision Making Process
1. Define the Issues
2. Collect & Analyze Data
3. Develop and Evaluate Solutions
4. Identify Best Solution
5. Evaluate the Results
Easy not often

12. Decision Making Process: The Reality
• Rely too much on personal experience
• Rely too much on personal strengths
• Rely on dogma
• Mimic methods that work in organizations
different from yours
• Rely on stories not data
• Too much data and not enough good data

14. Entrepreneurial Leadership
You are ready to lead if you say…
“It seems like we are doing the work twice”
“This costs more than it should”
“I’m tired of dealing with this issue again”
“That is annoying”

15. Spark Innovation
• Step Outside the Familiar
• Suspend Preconceived Ideas
• Read Outside Your
Comfort Zone
• Travel & Foreign Languages

16. ECQ4: Business Acumen
• Financial Management
• Human Capital Management
• Technology Management
Set specific and attainable standards of performance

17. Technology Management Issues
• Legacy Systems
• Controlling Costs
• Consolidating Infrastructure
• Training
• Cybersecurity

18. Technology Management Solutions
• Virtualization
• Digital Preservation
• Business Intelligence
• Social Media
• Cloud Computing

19. IT Solutions – How to Start
1. Assess your technology needs
2. Develop a technology strategy
3. Identify internal or external system integrators
4. Develop a plan to manage the project
5. Develop a Plan to fund the project

20. Find Local Leaders
Connect with your local Continue to connect on
Federal Executive Board GovLoop
www.FEB.gov www.govloop.com

21. Achieving more for less through disruptive
innovation
Bill Eggers
Global Director, Public Sector Research
Deloitte

22. The automobile “frontier” in 1920
1920
$/hp
Ford Model T
L $3,200
20 Horsepower
160
Bugatti Type 35
$180K
140 Horsepower
1286
H
20 140 Total hp
L H

23. The automobile frontier today:
More for more
Cost 2011
L
64 Tata Nano
$2,100
33 Horsepower
160
Bugatti Veyron
1286 $1.9 million
987 Horsepower
H
1925
20 33 140 987 Performance
L H

24. Higher education: 439% increase after
inflation

25. Health care inflation equally bad .
2,500,000
Other third party payers and programs
2,000,000 Health insurance
Out of pocket
1,500,000
1,000,000
500,000
0
1960 1962 1964 1966 1968 1970 1972 1974 1976 1978 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008

26. Disruptive Innovation
Breaking Tradeoffs

27. Disruptive innovation: more for less

28. Characteristics of
Disruptive Innovation
Serves an underserved market or
overshoots market
Starts off worse than existing
products or services
Powered by an enabling technology
Less expensive than traditional or
current technology

29. Bridge International Academies
$4 $3 15:1 47:1
Fee per month of Cost in bribes for Pupil: teacher Pupil: teacher
private education public education ratio at a Bridge ratio at average
for 1 student for 1 student school Kenyan school

30. Bridge International’s “school in
a box” model makes it easy to
open and operate new schools.
What started with 1 school in
2009…
Is now more than 70 schools…
With a target of 1,800 schools by
2015

31. Characteristics of
Disruptive Innovation
Serves a not served or overserved
market
Starts off worse than existing
products or services
Powered by an enabling technology
Less expensive than traditional or
current technology

32. Apps make it possible to turn your
smartphone into a stethoscope or a
heart monitor
or even a hearing aid.

33. Disruptive Innovation
Shaping Markets
• Government is huge purchaser of goods and services
• Government is the dominant buyer in many
economic sectors
• Government can use this buying power to steer
markets where they are major buyers to more low-
cost, disruptive approaches

34. Law & Justice

35. 1978
Technology used to monitor cows…

37. Preventative Action
Criminal Justice System Tiers of Incarceration
Real-Time Action
Sobrietor: Alcohol
Treatment and Training compliance system
via Active GPS
Constant Monitoring
Offender monitoring via
Radio Frequency
Incremental Monitoring
Radio Frequency
1970 1980 1990 2000 2010
is now being used as a substitute for minimum security prisons

38. Cost of prison Cost of electronic
monitoring
$78 per day $5-10 per day
38

39. Potential cost savings: $16 billion
Improving Policy Execution
39

40. Tradeoff broken:
Proving the Concept
Price vs performance
40

41. Defense and Security

42. Craft your Disruptive hypothesis
Improving Policy Execution
42

43. Could we have imagined offensive military air
operations with .
• No pilots onboard
• No large crews to support
• 24 hours uninterrupted flight time
• Very low maintenance and fuel costs
• No need for ground assets for
targeting
Improving Policy Execution
43

44. Once considered a gadget of
science fiction novels…
Unmanned Aerial Vehicles
are now an essential
component of modern U.S.
military and intelligence
operations.

45. This year, the U.S. Air Force will
train more joystick pilots than
new fighter and bomber pilots
combined.
The $4M Predator UAV is now
doing the same job as a $60M
manned fighter jet.

46. Unmanned Aerial Vehicles (UAVs)
…reshaping classic markets in air power
Integrated
Strike/SEAD/Counter Air
ISR Aircraft Market Segments Priorities
Counter - Air
Integrated Strike/SEAD
Strike
Avenger
MQ-9 Reaper Suppression Enemy Air
Defense (SEAD)
MQ-1 Predator
Real-Time Intelligence,
GNAT-750
Surveillance, and
Reconnaissance (ISR)
1980 1990 2000 2010 2020

47. Education: It is assumed that schooling
requires ..
• in-person teachers
• classrooms
• textbooks
• school facilities
• cafeterias
• transportation
Improving Policy Execution
47

48. “What would happen if we tried to educate children
without these elements?”

49. Khan Academy
Thousands of courses
Personalized learning
path
Gamification

50. Deloitte’s Disruptive
Innovation Framework
Focus
1 Identify what needs to be accomplished in the short and long
term
Shape
2 Decide how and where to start disrupting
Grow
3 Protect and nurture the disruptive innovation

51. The Path to Different.
The public sector has an array of advantages to help grow disruption:
• Level the Playing Field
• Enable the disruptive innovation to gain ground by removing subsidies and
contracts that have protected incumbents
• Change Laws
• Some disruptive innovations may require legal and regulatory changes before they
can exist and/or thrive in a market
• Sunset Existing Programs
• Phase out funding from current, less successful programs and re-program for
disruptive innovations
• Form Partnerships
• Public-private partnerships may help to scale the innovation

52. “People are very open minded about new things. As
long as they are exactly like the old ones”
- Charles Kettering

53. Bill Eggers
Email:
weggers@deloitte.com
Twitter:
@wdeggers
Web:
williameggers.com

54. Ask the experts!
Submit your questions in the chat window on the bottom right.

55. Week 3 Assignment
Attend Webinar
Complete Workbook Traits 8-10 (pp. 13-15)
o Read Section Summary
o Complete Required Reading
o Reflect on Reading; complete and save copy of
reflection notes
Participate in Week 3 SME Challenge
Ask Questions / Provide Feedback!