Public Intelligence Blog – Page 4145 – The truth at any cost lowers all other costs — curated by former US spy Robert David Steele.

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Replace It, Don't Fix It,

April 8, 2000

Michael Hammer

Edit of 17 Apr 08 to add comment and links.

This was the original “reengineering” book and rather than summarize the components of his process I will just name the one big “no no” that the current leadership of the U.S. Intelligence Community is passively pursuing…the most frequently committed error: “Try to fix a process instead of changing it.”

New comment: Buckminster Fuller had it right: create new systems that displace the old ones. The emerging literature is full of examples. Below are ten links I consider relevant to displacing flawed industrial era organizations. See the literatures on social entrepreurship and on civilization building as well as green, sustainable design, etcetera.

The Manufacture of Evil: Ethics, Evolution and the Industrial System
Voltaire's Bastards: The Dictatorship of Reason in the West
Human Scale
Small Is Beautiful, 25th Anniversary Edition: Economics As If People Mattered: 25 Years Later . . . With Commentaries
Society's Breakthrough!: Releasing Essential Wisdom and Virtue in All the People
Teaching to Transgress: Education as the Practice of Freedom
A Power Governments Cannot Suppress
Natural Capitalism: Creating the Next Industrial Revolution
Collective Intelligence: Mankind's Emerging World in Cyberspace
Collective Intelligence: Creating a Prosperous World at Peace

2000/04/082009/10/24

Review: Change Masters

4 Star, Change & Innovation

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Brings several important themes together,

April 8, 2000

Rosabeth Moss Kanter

his book was meaningful to me because it documents the relationship between an open organizational environment, individual employee productivity, and innovation.

2000/04/082009/10/24

Review: World Class–Thriving Locally in the Global Economy

5 Star, Best Practices in Management, Capitalism (Good & Bad)

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Community and Commerce in the New Era,

April 8, 2000

Rosabeth Moss Kanter

This book sparked my understanding of “community intelligence” and the need for an integrated network of civic leaders, corporate leaders, academic leaders, and social or non-profit leaders all sharing the same “intelligence” on what the threat to the local community is in terms of losing jobs and remaining attractive as an investment. The author boils it down to each community deciding if it is a thinker, a maker, or a trader community, and then setting out to ensure that everything about the community supports that specific kind of business at a “world-class” level.

2000/04/082009/10/24

Review: Banishing Bureaucracy–The Five Strategies For Reinventing Government

5 Star, Best Practices in Management, Change & Innovation, Complexity & Resilience, Executive (Partisan Failure, Reform)

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Great Thoughts That Did Not Take Root in USG,

April 8, 2000

David Osborne

Well, the Vice President loved it and the President bought into it, but it did not make a difference. The National Performance Review identified a number of substantive objectives for intelligence reform, and the intelligence bureaucracy was successful in ignoring the White House. I suspect it has something to do with one of the fundamentals: “Unleash-but Harness-the Pioneers.” The U.S. Intelligence Community can't stand pioneers unless they are spending billions of dollars on something really, really secret that has a high probability of failure. Reinvention boils down to uncoupling or deconstructing a whole bunch of stuff, and then allowing the pieces to compete. It requires managers that can “let go” and employees that can “take hold.” Above all, it requires openness and accountability….

2000/04/082009/10/24

Review: End of Bureaucracy and the Rise of the Intelligent Organization

5 Star, Best Practices in Management, Change & Innovation, Complexity & Resilience, Executive (Partisan Failure, Reform)

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Manifesto for Good People Trapped in Bad Organizations,

April 8, 2000

Gifford Pinchot

The seven essentials of organizational intelligence include widespread truth and rights; freedom of enterprise, liberated teams, equality and diversity, voluntary learning networks, democratic self-rule, and limited corporate government. It was this book, and the very strong applause that the author received from all those attending OSS '96, that caused me to realize that the U.S. Intelligence Community is just chock full of very good people that want to change, but are not being allowed to change by the organizational circumstances within which they are trapped-frozen in time and budget.

2000/04/082009/10/24

Review: The Discipline of Market Leaders–Choose Your Customers, Narrow Your Focus, Dominate Your Market

5 Star, Best Practices in Management, Capitalism (Good & Bad)

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Bottom Line, Hard-Hitting Focus,

April 8, 2000

Michael Treacy

There are three disciplines discussed in this book: operational excellence, product leadership, and customer intimacy. The most important is customer intimacy. “For customer-intimate companies, the toughest challenge is to let go of current solutions and to move themselves and their clients to the next paradigm.”

2000/04/082009/10/24

Review: A New Archetype for Competitive Intelligence

4 Star, Intelligence (Commercial)

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Excellent first step in migrating toward 21st century CI,

April 8, 2000

John J. McGonagle

The authors are serious professionals with several competitive intelligence books behind them, and try in this book to relate the requirements of competitive intelligence to the emerging opportunities of the Internet and information tools-what they characterize and trademark as “cyber-intelligence”™. It's a good book, worth reading.