Innovative Approaches in Collaborative Planning - …c.ymcdn.com/sites/ Approaches in Collaborative...
Transcript of Innovative Approaches in Collaborative Planning - …c.ymcdn.com/sites/ Approaches in Collaborative...
Innovative Approaches in Collaborative Planning
Lessons Learned from Public and Private Sector Roadmaps
September 17, 2009
Energetics Incorporated7067 Columbia Gateway Drive
Suite 200Columbia, MD 21046 USA
Jack EisenhauerSenior Vice President
Ross BrindleProgram Director
• The Collaboration Dynamic
• Planning Concepts and Methods
• Case Studies
• Implementation Strategies
• Lessons Learned
Agenda
Think
Plan
Act
Learn
Energetics Experience with Collaborative Planning
• Created 200+ strategic plans and roadmaps since 1995 in energy, manufacturing, security, health, and basic science
• Led international roadmap efforts on six continents
• Consulted with national governments on collaborative planning techniques
• Energetics’ techniques and methods cited in two global studies of roadmapping best practices
• Aluminum (5)• Chemicals (5)• Sustainable Copper
Mining• Petroleum Refining • Forest Products • Forging • Metal Casting• Steel• Plastics in Automotive
Markets
Energetics Plans and Roadmaps Examples
Industrial Productivity and Efficiency
Energy Technologies and Strategies
• Hydrogen Vision and Roadmap for China
• Carbon Capture and Storage for G-8
• Combined Heat and Power (CHP)
• Natural Gas (4)
• Wind
• Nuclear Energy
• Photovoltaics
Infrastructure
• Grid 2030: A Vision for Electricity’s Next 100 Years
• Cyber Security of Energy Control Systems
• Partnership for Critical Infrastructure Security
Challenges of a Complex World
Climate Change
Cyber Security
Pandemic
Sustainable Energy
Industrial Competitiveness
The World Is Flat
• Dynamic
• Fast
• Complex
• Technical
• Distributed
• Specialized
• Interconnected
• Collaborative
“Getting teams of workers focused, aligned, and committed to specific actions on crucial issues is the essence of today’s new management style”-Jack Nettles Compression Planning
Dynamic Collaboration Is the New Business Paradigm
Types of Collaborative Planning
• Enterprise-wide
• Multiple Companies
• Multiple Government Agencies
• Public-Private
• International
• Multiple Stakeholders
Concepts for Public-Private Collaboration
GovernmentGoals
Private SectorGoals
Common Goals
MutualBenefit
Sources of National R&D Funding in the United States
SOURCE: National Patterns of R&D, NSF 2009
0%
10%
20%
30%
40%
50%
60%
70%
80%
1965 1970 1975 1980 1985 1990 1995 2000 2005
Transforming Public-Private Partnerships
Government
Lab Univ Ind
“Old Model”
Ind
Univ
Government
Lab
“Consultation Model”
Industry
“Partnership Model”
Ind
Lab Univ
Government
Task 1
Task 2
Task 3
Task 4
Task 5
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Vision Roadmap
Market, Social, Policy FactorsStrategic Goals and FrameworkMajor ChallengesExecutives and Thought Leaders
Technology, Engineering, SciencePerformance Targets & PrioritiesProject PathwaysSubject Matter Experts and Practitioners
Planning Concepts
Problem Definition Potential Solutions
Priorities, Pathways
& Projects
SolutionsBarriers
StrategicGoals
Vision
Roadmap Planning Logic
Vision
Roadmap
What is Technology Roadmapping• Focused Strategic Planning
– Technology and science emphasis– Clear strategic goals and performance targets– Integrates complex activities
• Collaborative Process– Usually multi-party– Multidisciplinary expertise– Springboard to collaborative partnerships
• Origins– Motorola: proprietary roadmaps 1980’s– Semiconductor Industry Association: early industry roadmap
1992– Government-sponsored roadmaps: mid-1990’s
Types of Roadmaps
Complex Issue
Technology
Product
Broad
Narrow Limited
LargeComplex Issue – Many stakeholders, multifaceted issues, focus on common goals and outcomes, technology portfolios, implementation challenging
Technology – Multiple organizations, options linked through technology pathways, priorities and timeframes defined, implementation varies
Product – Single organization, highly focused, detailed steps and timelines, structured implementation
Implementing complex roadmaps is very challenging and requires special strategies
Leve
l of D
etai
l
Low
High
Anatomy of an Excellent Roadmap
Logical structure; priorities aligned
with goals
Priorities and time frames
Task 1
Task 2Task 3Task 4Task 5
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Senior-level vision and
commitment
Layered, digestible
informationClear technology pathways
Implementation and action plans
Roadmap Challenges and Success Factors
• Include the right people at each stage• Get senior-level buy-in early• Define a clear scope• Balance consensus with technical detail• Encourage non-linear thinking• Identify ways to accelerate technology
development• Outline a realistic implementation strategy• Identify champions, commit to action
Considerations for Energy Technology Roadmaps
• Energy: complex and multi-dimensional –a good roadmap application
• Large stakeholder community
End users, manufacturers, technology developers, government agencies, researchers, interest groups
• Balanced portfolio vs. focus technologies
• Complex, capital-intensive infrastructures
• Mature vs. immature technology platforms
• Long time horizons for results to appearSource: G. Tassey, The Economics of R&D Policy, Quorum Books, 1997
Monitor Progress, Update As Needed
Implement Roadmap via Partnerships
Communicate and Socialize the Roadmap
Prepare Technology Roadmap
Establish Priorities and Time Lines
Identify Technology Development Pathways
Establish Shared Vision and Goals
Typical Roadmap Development Process
Form Senior-Level Steering Group
Managing Engagement
Steering Group (3‐12)
Expert Workshop (30‐100)
Extended Community (100‐500)
Informed Public (>500)
Case Study 1: Energy Control System Security
• Identifies energy sector’s most critical cyber security challenges and needs
• Challenges
• Lots of activity but little coordination
• Catch-22: Vendors say utilities won’t pay for security; utilities say vendors don’t offer it
• Purpose
• to align multitude of public and private programs
• To align investments to address security needs in a timely and efficient manner
Case Study 1: Energy Control System Security Process
1) Key Alliances Formed
• Owners & operators• Equipment vendors• Industry organizations• Government agencies• Researchers
2) Roadmap Outlined Priorities and Timing
3) Existing R&D Identified
• Web-based ieRoadmap developed• >100 projects identified• All projects linked to the roadmap
4) Expert Group Formed• Identify gaps and opportunities• Guide public and private investment
Case Study 1: Energy Control System Security Results and Impacts
• Roadmap widely cited, endorsed, and praised– National Infrastructure Advisory Council, Council on
Competitiveness, North American Electric Reliability Corporation, White House 60-day Cyber Review
– 3 other sectors developed control systems roadmaps based on the energy sector model
• DOE National SCADA Test Bed (NSTB) has tested over 80% of the current market offerings of control systems in the energy sector– 11 hardened control system designs developed– 31 systems now deployed in the marketplace
• The NSTB has trained more than 1,800 energy sector stakeholders on best practices for control systems security
• Update of Roadmap in Sept. 2009 is a testament to its endurance
Case Study 2: Energy Roadmaps for the International Energy Agency (IEA)
• G8 instructed IEA to develop detailed roadmaps for 17 technologies critical to achieving global CO2 emissions targets
• Challenges– Highly complex scientific,
financial, political issues
– Planning out to 2050
– Global scope• Developed vs.
developing country politics
– Cross-cultural dynamics
Case Study 2: Energy Roadmaps for the IEA—Process
• Energy Technology Perspectives 2008 offers high-level scenario projections for technology deployment, investment required, etc.
• Roadmap background paper developed by IEA framing issues
• Facilitated workshop(s) with 20-50 global experts per topic
• Roadmaps prepared by IEA and submitted to COP15 for G8 action
• Key: achieving consensus on quantitative metrics and milestones within context of great uncertainty and political disagreement
Case Study 2: Energy Roadmaps for the IEAResults and Impacts
• To be determined!• Five roadmaps will be submitted to COP15 in December• Additional roadmaps scheduled for 2010-2011
Case Study 3: Malaria Vaccine Technology Roadmap
• Global plan for aligning research, development, and testing of safe, effective malaria vaccine
• Two year effort involving input from 230 stakeholders representing 100 organizations from 35 countries
• Challenges– No single owner or champion– Medical research community prizes
individual thinking, distrusts consensus– Fierce competition for funding– Cross-cultural issues– Past failed promises still sting
Case Study 3: Malaria Vaccine Technology Roadmap—Process
• Shared Vision• Big Questions• Scientific Challenges
• Roadmap launched at 2006 GVRF
• Productive Partnerships
• Priority Needs• Activity Pathways
• Scope• StrategyWorking GroupWorking Group
Vision Meeting
• Input & Feedback• Partnership
Opportunities
Stakeholder Meetings Roadmap Launch
& Implementation
RoadmapMeeting
Case Study 3: Malaria Vaccine Technology Roadmap—Results and Impacts
• Initial backing away from Roadmap– Followed by gradual growth in citation
and reference• Now:
– 2025 and 2015 goals routinely cited– Leading malaria vaccine candidate on
track to achieve 2015 goal in 2012– Roadmap combined with other
developments to renew calls for “the E Word” – eradication
Implementing Collaborative Plans: A Show Stopper?
• Complex, multi-party roadmaps are hardest to implement
• New collaborative ideas often at odds with organizational inertia
• Innovative technologies require long-term commitment
• Roles and responsibilities often poorly defined• It’s no one’s job!
Key Implementation Issues
• Clarify roadmap ownership, find champions• Clearly communicate the value proposition to
investors• Provide sufficient technical detail for action• Coordinate with government and business funding
cycles• Engage the right people during implementation• Determine how the roadmap will be implemented
(collaboration, coordination, central)
Strategies for Success: Three Paths
Led and facilitated by a single organization
Roadmap defines common vision &
options
Roles of public and private partners clearly defined
Roadmap issued and publicized
Partners fund own roadmap activities using a common
framework
Centralized CoordinatedCollaborative
Conceived and organized by
interested partners
Roadmap defines technology pathways
and priorities
Roles of partners clearly defined in
detail
Roadmap socialized with key partners
R&D efforts monitored and
guided by partners or new organizations
Conceived and led by a single organization
Roadmap targets a few priority
technology needs
Action plans developed for top
priorities
Projects developed; funds gathered/
allocated for projects
Projects initiated, managed, and
monitored by a single organization
Origins and Leadership
Roadmap Contents
Roles & Responsibilities
Getting Started
Implementation
Which Implementation Path is Best?Scope
UncertaintyLow High
Narrow
Coordinated
Centralized
Collaborative
Need forsynergies
Broad
Lessons Learned• It’s all about the end game
– Getting it “perfect” not as important as getting it “going”
• A compelling value proposition is essential• Clarify expectations for implementation• Combine short-term returns (quick hits) with long-term
commitment• Champions and leaders make the difference• Better to improve the effectiveness of private R&D by
10% rather than design the ideal government R&D program
• Others?
Jack EisenhauerSenior Vice President
Energetics Incorporated7067 Columbia Gateway Drive
Suite 200Columbia, MD 21046 USA
www.energetics.com