Agile Society 2050
In eye of the crisis organizations also need to prepare for the aftermath. The crisis management faced severe challenge in balancing with the acute crisis and aftermath starting right after peak of the crisis is over. The world around is just getting more and more volatile, uncertain, complex and ambiguity (VUCA). Only path to reduce future risks is to become robust and adaptable by widening policy anticipation, foresight and prediction scope with new contemporary KET’s (key-enabling technologies) and less spoken GPT’s (general-purpose technologies) competencies. Societies having strategic preparedness and responsiveness organizations structures are able to cope better with quick backlashes and lost capabilities. These adaptive and agile societal capabilities should already be in place before crisis have ever started – if not it is not never too late to establish these vital capabilities to support sustaining society and wellbeing of people in post crisis era.
The objective of adaptive and agile learning society strategy in public policy is to use informed, professional and context experience in policy analysis, planning and making. One of the major challenges of todays public policy is administrative inertia while lacking understanding of the new context etc. public health, technology, hybrid war, innovation or industrial policies. Administrative imprudent is a symptom from one’s abysmal belief on own professions and peers’ views while lacking self-critique, understanding that there are other context experts and competencies to seek new views outside own understanding. There has been total lack of care for the consequences of an action with limited administrative understanding.
The administrative abysmal bias can be experienced in public sector and regional development. The typical signs are focus on governance, rule of law and form. Other forms of symptoms are related to missing synergy forming between organizations roles, responsibilities, lack of strategic collaboration, missing joint information and knowledge management, federated structural development, lack of joint services, and selfish services provisioning. All these slow down societies capabilities to regain normal conditions, experience sustaining wellbeing and operate functioning of welfare state.
It is the role of policy makers, public servant and bureaucrats to drive adaptive and agile learning society capabilities in society. These vital preparedness and responsiveness capabilities help system to cope with crisis aftermath by interact with broader knowledge base, analyse solutions beyond current solutions, create executable innovative public private partnership programs (iPPPP) strategies and plans to rebuild nation.
The key questing to be asked by national or regional public policy developers are:
- How do the current frameworks scale or position to general development and goals?
- When it's unclear how local innovation impacts at local level, how do we even can measure local success?
- When the environment is so unpredictable, how can we apply the administrative public policy, scenario or Delphi analysis that are at the heart of planning?
- When we're overwhelmed with complex, technological and new information, how can our simple administrative and traditional pick up the right signals to understand and harness change?
- When change is so rapid, how can a one-year—or, worse, five-year—planning cycle stay relevant?
- Why data and information abundant society is risk for narrowly scoped public policy planning lacking contextual expert sensemaking and insight synthesis?
What are characteristics of adaptive and agile learning societies in the era of evolving economy, technology disruption, constantly rising new hybrid frontiers and rise of unknow-unknow X factors. The characteristics frameworks consist:
- Cognition – sensing and sharing the currents state of the affairs through multiple equally valuable world views
- Strategy – shared purpose, vision and goal, flexible adaptation to dynamism, continuous scenario process for alternative execution paths and decision alternatives
- Structure - trust on professional expert communities of practice, clear and flat organization with well defined interaction and communication, organization staffed with broad experience gained in real contexts not limited to public sector, focus on trusted cluster building, fit for purpose resource support staff to enable learning and growth
- People – cohesive community of trust, servant leadership, valuation of requisite variety of skills and competencies, team based entrepreneurial drive, capabilities focused requirement and placement
- Process – Foundation to support agility, standard ways of working, adaption of by rapid iterations and experiment, incremental learning with multiple paths, sharing all learnings to win together
- Technology – create adaptive own technology without dependencies, focus on architecture, systems, standards, integration, frameworks, tools, methods and patterns, support next generation productivity development with product management and systems engineering approach
Politicians trust too much in a conclusion formed on the basis of incomplete or biased information. The basic assumption of efficiency can increase welfare is falling short where there is nothing to be made more efficient. The policy focus should be shifted on sustaining economy and societal impact to both innovate and change instead make administrative bureaucracy more cost efficient. The recent policy paradigm is lacking approached preserving macro level welfare state while only focusing on meso level greater humankind grand challenges. Public policy should be revised to focus on local and regional impacts to deliver sustainability, works and economic growth. Economic crisis is always turning point for assessment and evaluation of the past – and point to initiate new policies and missions for better future. The crisis offers capable societies a new path to search unpresented ways to compete and win in the global economic competition.
As conclusion societies need to form, nurture and educate adaptive and agile learning capabilities to cope with VUCA challenges. There are no short cuts nor silver bullets to such capabilities. The most challenging VUCA related characteristics are to have right cognitive leadership capability and right talent with accelerated knowledge and experience to intuitive show direction and enable effective action. Is your society future proof? Does your society have the future X leadership capability?
Your innovation evangelist,
Mika
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3 年There is a really simple cure. Make lobbying by private sector illegal into political systems and reduce the pay and benefits of public service jobs and politicians. That ought to make the greedy people seek some greener pastures and maybe, just maybe the vacancies would be filled with passionate people willing to do public service and with a new found sense of idealism instead of ego based cobwebs between their ears.