The British economy may technically be out of recession, but it is still not creating the jobs and growth needed to turn back the clock to the upbeat days of the past. And with a looming fiscal crisis, it’s not hard to see why some commentators are predicting the terminal decline of the British economy. I don’t think the situation for Britain is dire — yet. But if businesses want to regenerate economic engines in the future they do need to change.

Astute business leaders know that dramatic social, economic and political changes — in addition to changing workforce demographics, globalisation and rapid developments in social and business technologies — are now fusing together. Ultimately, they will affect every aspect of UK private enterprise – and competitiveness.

Having spoken to prominent industry figures and the Institute of Directors, I am more convinced than ever that the solution to this change is a move to a “hybrid” business model. That means UK businesses need to change their thinking, structures and operations and adopt a more flexible approach or lose out to more nimble competitors in the future.

A looser hybrid model has many benefits, although it isn’t without challenges. In the hybrid business, fixed office space is rejected in favour of giving staff access to shared space in bureaus. Such structural changes have huge benefits, including increased profitability (reduced rental overheads), greater responsiveness to shifting demand and more intense collaboration between workers – not to mention improved agility as businesses quickly spot and exploit market opportunities.

It’s not all sweetness and light though: less fixed office space can put off employees and create a sense of insecurity. But it’s become clear over the last few years that the notion of the office is changing and employees want a flexible approach to work. There is a noticeable move towards sharing in cities such as London, Manchester and Birmingham where office space — as well as coffee, light and power — are shared.

A hybrid approach to business is far more employee orientated. In my view, it recognises the blurring demarcation between work and home life. That involves recognition from businesses that as part of expecting staff to be on call 24/7, they must also be able to access modern communication tools — such as social networks and online shopping tools — in the office at all times.

This is liberating for workers, and it makes easier for employers to retain them amid a highly competitive global pool of talent. Company loyalty — not to mention control over the various workers operating from multiple locations — will remain an important aspect of business. There is a danger that an overemphasis on flexibility could actually lead to chaos, lack of creativity, miscommunication and ultimately poor service.

An overemphasis on flexibility is a real danger – one that all companies seeking to implement a hybrid model should be keenly aware off. But it is a risk worth taking because the harsh reality is that whether you like it or not, our foreign competitors are already implementing aspects of the hybrid model. From Shanghai to Seattle, workers are increasingly diffused, IT systems are being accessed via the cloud for a fraction of the cost, and businesses are moving quicker than ever before to exploit new opportunities.

In short, determined foreign competition means that unless we change with the world, the overall competitiveness and agility of UK plc will suffer. I don’t want to see Britain relegated to global economic irrelevance, which is why I passionately believe a move in this direction is a good move for our businesses, economy and society.

A few months back we were approached by the Society of Chief Librarians to provide some insight on how changes in society and technology may offer some opportunities for us to radically change the way in which we live, work and play – a topic regular viewers will know we enjoy and have some opinion on .

Fundamentally – I am convinced that the library is one of the primary pillars of community and as such it’s role in developing and nurturing that community is absolutely essential – however, my view is that some things need to change if we are to make the most of the opportunity (and the challenging circumstances in which we find ourselves today).

I was captivated by Alberto Manguel’s concept of the library as a “pleasantly mad place” – it struck a chord with me and re-enforced my opinion that the library needs to be many different things if it is to survive in the current environment – but whatever those things are they need to be built on the principles that have made libraries successful for thousands of years.

You can find highlights of the key recommendations I made to the SCL in this episode of the Envisioners:

Download the webcast here – The Envisioners Episode 6 or click here to subscribe to the Envisioners podcasts on iTunes.

You can also download the slides I used here – Open Government and the Future of Public Libraries – like all the content we create, they’re available for use under Creative Commons license, so feel free use them if they’re helpful to you, but please respect the copyright of the image authors (see speakers notes in each slide) and ensure you are licensed properly for their use.

If you’re a sucker for punishment, a webcast of the full presentation is also available here for download:

• Download the Hi-res (640×480) version here:
  Open Government and the Future of Public Libraries (Hi-Res)
• Download the Low-Res (320×240) version here:
  Open Government and the Future of Public Libraries (Low-Res)

It’s a great deck that does a really good job of articulating both the potential and the challenges faced by those involved in trying to open up local government data.

Take some time with this, it gives some great hooks to tell what is ultimately a difficult story for those that are less close to this.

Chris has also just blogged this with a little more context.

A few months back, I was approached by a colleague that had been thinking about the collision of a number of key events: the turbulent economic environment, political uncertainty, changing workplace dynamics and the consumerisation of IT – individually, these topics have all been visited here at the Envisioners and yet the bleedin’ obvious had, until now, escaped us – what happens when you bring all of these events together at once?

We know that each one of these topics is enough on it’s own to start a conversation around how the business world needs to change (in both public and private sector) and yet here we are, presented with a once in a lifetime opportunity (I hope) where the convergence of compelling events in each of these areas create the mother of all incentives to become more agile and effective in the way we live work and play.

The Hybrid Organisation work comprises of three studies by distinguished thought leaders in their field; Prof Michael Hulme on the impact of current social change, Philip Ross on the opportunity provided by changes in the “built environment” and finally Ken Wood from MSR and myself on both the current and future potential offered by technology.

Alone, each one of these studies mark an incredible insight into each specific area, yet combined they create an incredibly compelling view of how organisations, leaders and individuals need to change in order to take advantage of the opportunities being offered and more importantly, how to stay relevant and competitive in our changing world.

To help organisations and individuals understand how to make these changes happen, we’ve created a final summary report which outlines the key themes from each of the papers and outlines 20 things every organisation should do on it’s journey to becoming hybrid.

I know all the cynics out there will be rolling your eyes and saying, “we’ve heard all this before” and that it doesn’t matter – well two things spring to my mind:

1. The unprecedented convergence of the recession, the election, workplace demographics and IT consumerisation is something that _cannot_ be ignored.
2. Read the reports and judge for yourself – Look at the 20 point plan and ask yourself (honestly) where you and your organisation stand…

The power of OpenGovernment lies both in the outcomes it will bring, and the journeys we will all have to take in order to make it happen (many of which are already underway today).  In itself, it is neither a technology or a philosophy and it certainly isn’t manifesto hyperbole – here in the UK (as it is right across this world) Open Government represents the true potential of technology in a modern society.

There is an incredible pool of passionate and talented individuals (and organisations) that are all working hard on their respective corners of the cause.  I have had the privilege of meeting and working with many of them over the past few months and this podcast, presented as a keynote (and recorded live) to the 2010 Architect Insight Conference, is the best I can do to try and articulate both the potential and the challenges that the path to Open Government will bring.

You can download the webcast here (right click and “save as”) or click here to subscribe to the Envisioners podcasts on iTunes.

A word of warning however, I’m afraid I get a bit carried away at around 29:40 and use the term “b*ll*cks” a couple of times, you’ll see it’s entirely justified, but I wanted to warn you upfront in case you have sensitive ears, or are playing this in earshot of those that do. (Although frankly in the latter case, if you’re subjecting others to this stuff, I think my profanity is the least of your worries…)

Finally, you can also download the slides I used here – like everything on this site, they’re available for use under Creative Commons license, so feel free use them if they’re helpful to you, but please respect the copyright of the image authors (see speakers notes in each slide) and ensure you are licensed properly for their use.

Well attended and fuelled by good debate, the report stands on three principles:

• A shift in culture: from social security to social productivity
• A shift in power: from the centre to citizens
• A shift in finance: reconnecting financing with the purposes of public services

Whilst these may seem obvious to those that have been actively involved around the delivery of public services in the internet age, I’m sure they will drive some debate for those that haven’t.

For many, the concept of Open Government continues to be misconstrued as snake oil, peddled by the state to veil the incoming disruption of spending cuts.  But as Hilary Cottam said last night, we need to “stop thinking about the scarce financial resources, and start thinking about the large (abundant?) social resources”.

It was also good to see such a level of pragmatism for the approach, especially refreshing when you’ve been as close to the hyperbole of all Open Government has to offer as I have for the past few months, in particular, my favourite was from Ben (Page?) “Localism means we will put the incompetents in charge, it will shift accountability… No-one said this was about universal happiness”.  I actually think this is a really positive attitude to take – better to be upfront on the "warts and all” implications of our approach than ignore them.  I also think it shows confidence in the approach that says, although it may be bumpy, we believe it is the right direction and that things will “settle down” over time.

I can’t wait…

It seems that the word of the year is “Open” and isn’t it funny how simply appending it to any other word seems to transcend it’s meaning into something powerful and cool, transformational even.

Don’t get me wrong, I am inspired by the concept of “Open” (and also aware of the irony of a bloke from Microsoft complaining about “Open” anything – just get over it and work with me here, OK?)

In particular, I’m really worried about how Open Source, Open Standards and Open Government have all seemed to become the same thing in the minds of the politicians and the press. 

Bobby Caudill nailed it in his recent blog post in that “Open Government is about people not technology” – I’d go further to say Open Government is about people and Open Standards are the best way of getting us there.

Regardless of your technical or political persuasion, we have to get focus back onto what it is we want to achieve – Open Government is the outcome we all are striving for, we should therefore, not spend all of our time in the weeds focusing on the tools we’ll use to deliver it.

JESS3 / The State of The Internet from Jesse Thomas on Vimeo.

The easy bit is now almost done – people more or less understand what this is all about, (I know it’s taken a lot of effort from many of you to get us even this far). The next phase is likely going to be the hardest as we have to both prove the value of appropriate Open Government applications, build them and most importantly, find a political “home” for them inside the government organisations.

Think about the challenge faced by data.gov.uk – superb solution, but who actually _owns_ it?  Who’s responsible for its up keep, more importantly, who is charged with prising the open data from the various departments, agencies and authorities on an on-going basis?  Those my friends, are the real challenges we face over the coming months as we try and bridge the gap between our strategic intent for Open Government and our capability to act.

It’s been an interesting few weeks for Open Data in the UK, first the launch of London’s data store, and then, with much fanfare, the unveiling of data.gov.uk. Overall, this is a pretty good time to be a data activist.

But whilst the increasing exposure is beginning to help some people "get it" it sees we are approaching the "end of the beginning" for open data in government, but we are struggling to see where we go from here.

Data.gov.uk is a fantastic achievement and could perhaps be one of the most significant turning points in our relationship as citizens with the state, however it is currently not much more than an experiment – simply, proof that it can be done.

Against the context of the full potential that data.gov.uk offers, the current solution is neither sustainable nor scalable – and both points are well understood by the team that created it. Their challenge now is to take the fantastic work they have done and turn it into something that has it’s own momentum within both government and our society.

The technology side of this story is the easy part, making the platform scalable and sustainable is relatively straightforward and there are many (both within and outside government) that can help with that. The real challenge (and this will be no surprise) is how we change the culture of both ourselves and the government to a) openly share what should be shared, b) consume the data with respect and responsibility.

This is no easy task, but I do think there are some relatively simple steps that we can all take to help ease this journey.

1. More real examples
   Now, more than ever, we need to continue to show shining examples of the power of open data, Sir Tim Berners Lee has made an open appeal for examples – if you have one, he’d like to hear from you. If possible, we need them to come from more than just the "data activist" community, an excellent bunch of people who have already invested so much time and energy just to get us this far but need our support to take the crusade even further.
2. Open by design
   Those of us engaged in providing technology solutions in the Public Sector need to start building in the principles of open data into everything we do, all of our solutions need to at least consider how the data (where appropriate) would be made public and the linkage with data.gov.uk could be made.
3. Learn from others
   The public sector is not the only group grappling with opening up data in this way. There is much we can learn from others (both within IT and outside), we should be seeking to share our experiences for greater collective achievement.
4. Bridging the cultural chasm
   Last but by no means least, we need to be pushing the relevance of sharing data in this way to everyone, there is a big cultural void that we need to span (between those that get it, and those that don’t) it is up to us to create the link, and plant the seed of change across every aspect of our relationship with our government.

These four things alone will not make for an open government but if we are able to work together to drive these core messages, I think we can go a long way to making this a scalable, sustainable part of our relationship with the state.