Published on October 31, 2008
Challenges Facing CIOs in Government in Africa - Now & Into The Future International ICT In Government Summit Sandton Convention Centre, Johannesburg, South Africa, 24th February 2004 Goodnews Cadogan
Challenges Facing CIOs in Government in Afrika - Now and into the future!
The Organisation There is a theory that states that, if ever anyone discovers exactly what the Universe is for and why it is here, it will instantly disappear and be replaced by something even more bizarre and inexplicable. There is another theory which states that this has already happened. Douglas Adams, The Restaurant at the end of the Universe.
Regional ECOWAS SADC COMESA SACU Regional Systems
Continental AU NEPAD EU, G8, etc. Africa's Compétitive Advantage: Factor Conditions: Skills, Infrastructure Demand Conditions: Is there an internal market? Related & Supporting Industries: suppliers, etc. Firm Strategy, structure and rivalry: registration, law, domestic rivalry (Michael Porter, Competitive Nations)
EU, G8, etc.
Africa's Compétitive Advantage:
Factor Conditions: Skills, Infrastructure
Demand Conditions: Is there an internal market?
Related & Supporting Industries: suppliers, etc.
Firm Strategy, structure and rivalry: registration, law, domestic rivalry (Michael Porter, Competitive Nations)
Forms of Government Continental Pressures APRM Bridging the Digital Divide Globalisation Complexity Sovereignty Memories of the future “ Those who have knowledge, don’t predict. Those who predict, don’t have knowledge.” - Lao Tzu, 6 th Century BC Chinese Poet and Strategist
Bridging the Digital Divide
Memories of the future
“ Those who have knowledge, don’t predict. Those who predict, don’t have knowledge.”
- Lao Tzu, 6 th Century BC Chinese Poet and Strategist
Discrete Events Patterns & Trends Structural Dynamics Levels of Conversation Questions: Enable: What has happened? What has been happening? What are the forces in play? Why? What are the drivers of this behavior? What is it about our thinking that allows this to endure? REACTION ANTICIPATION DESIGN TRANSCENDENCE Levels of Strategic Thinking WORLDVIEW O O ∞ ≥ 1 Adapted from the Hames Group Model
Nature of Departments Autonomy? Interconnectedness Collaboration Hodge-podge of Systems Complexity Presented Mobilisation of Systemic Thinking Leadership Systems Policies Boundaries
Hodge-podge of Systems
Mobilisation of Systemic
Robert Quinn, (Deep Change) Personal rebirth Administrative socialisation Professional training Source of paradigm Nearly incomprehensible Comprehensible Comprehensible Ease of understanding Unconventional Conventional Conventional Behaviour patterns Highly complex Complex Simple Strategic complexity Symbolic Conceptual Factual Communication patterns Action learning Rational-strategic Rational-tactical Orientation to planning Complex confrontation Compromise Rational confrontation Orientation to elite Self-authorising Responsive Cynical Orientation to authority Behavioural integrity Organisational position Technical standards Source of credibility Core values Effective transactions Technical competence Source of power Moral system Political system Technical system Nature of organisation Vision realisation Personal survival Personal survival First objective Leader Transformational paradigm Manager Transactional paradigm Individual Contributors Technical paradigm
APPLICATIONS OF TECHNOLOGY SPACE MAP (Government Department) Area of competencies T Khalil (Management of Technology) MATERIAL COMPONENT SUBSYTEM PRODUCT PROD. SYSTEM USER SYSTEM UTILIZATION MAINTAIN PRODUCE DEVELOP DESIGN RESEARCH
The Leadership Component "One quick way to appreciate the distinction between managing and leading is the time element: Managing is concerned with the short term; leading with issues requiring resolution over the long term." Redefining Diversity , by R. Roosevelt Thomas Jr. What about Change Leadership?- I propose that it is BOTH!!
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