In the framework of Grassroot Diplomat
Hacking lean thinking in diplomacy is not a brand new methodology to solve local, regional or international issues, however, the cross-disciplinary approach of lean thinking can dispatch real problems from an official viewpoint and test our understanding of the problem producing innovative solutions to diplomacy, development and foreign policy challenges. Coronavirus, Climate Crisis, Green Economy, Recycling problems, Urbanization, Migration blocks, Syrian Refugees, Human Trafficking, Zika Virus, Illegal Fishing, Weapons of Mass Destruction, ISIS on-line propaganda, Anti-Corruption… In a world of complex threats, dynamic opportunities, and diffuse power - effective diplomacy and development require institutions that adapt, embrace technology, and allow experimentation to ensure continuous learning. This means in order to develop new and innovative ways to think about, organize, and build diplomatic strategies and solutions, we need to address urgent foreign policy challenges while using traditional tools. We need to attach the power of new technologies to rethink how our government approaches and responds to the problems, and other long-standing challenges.
So, how can we address these real problems by using lean methods? In 2016 the Management Science and Engineering department in Stanford’s Engineering school and Stanford’s International Policy Studies program, launch a new course titled “Hacking for Diplomacy”. As diplomats are dealing with a set of transnational and cross-cutting challenges, the aim of this course was to create a Launchpad that would equip students with new innovative skills to decipher problems. For hacking the solution, they needed to learn how to apply “lean startup” principles, (“mission model canvas,” “customer development,” and “agile engineering”) to discover and validate agency and user needs and to continually build iterative prototypes to test whether the problem and solution are clearly understood. By applying the Mission Model Canvas /part of Business Model Canvas/, we would develop a set of initial hypotheses about a solution to the problem and “get out of the building” and talk to relevant stakeholders and users to objectively define the problem. Being lean means you can quickly execute, test, and measure new ideas, to see if they are worth pursuing, without spinning yourself into uncertainty. By using lean methods, it will help us:
- deeply understand the problems/needs of beneficiaries and stakeholders;
- rapidly iterate technology solutions while searching for product-market fit;
- understand all the stakeholders, deployment issues, costs, resources, and ultimate mission value;
- produce a repeatable model that can be used to launch other potential technology solutions.
When leaders come face-to-face with the crisis, the dynamic it generates is revealing. In practical terms, a crisis doesn't change leaders; it merely reinforces who they are. As Maya Angelou suggested, “When someone shows you who they are, believe them the first time.” To game out how leaders are likely to respond to the crisis in the future is to consider what guides their behavior today. The decision to lead this way or that is embedded in well-established habits of leadership. And, what underpins the habits of leaders is purpose.
On January 20th, 2020, two allied countries reported their first known cases of COVID-19. By the 3rd of March, both countries had reported multiple deaths from the virus. South Korea, with a dense population of 51.64 million people, reported 28 deaths. On the same day, the US, with a population of more than 331 million people, reported only 9 deaths. By mid-May, however, deaths in both countries had increased. South Korea reported 256 deaths while the US reported more than 80,000. How was deliberative decisiveness used to identify the scope and scale of the pandemic and leverage data, science, human resources, and technology to limit the spread and contain the virus? Was objective truth communicated or did alternative facts threaten the credibility of the message? Where did a problem-solving mindset play its most critical role in determining how quickly obstacles were overcome?
Did leaders, by sharing openly, honestly, and authentically, help in our understanding of their purpose and build trust? Have leaders taken accountability for their failures, if any, built trust and learned from their mistakes? To what degree have leaders given of themselves and contributed significantly to the benefit of others? How did the habits of leaders in crisis foster success through others and broad ownership of shared achievements? There is not likely to be one-size-fits-all when it comes to leading in a crisis. There are, however, a set of leadership habits that are likely to have more success than others. Arguably, there are at least 7 habits of good leaders in crisis. Great leaders, having motivated and compelled others to align themselves to a common purpose, intuitively develop two additional leadership habits, which elevate them from “good to great’’.
1. Deliberative decisiveness
Deliberative decisiveness is the process of combining thoughtful consideration of reasoned, weighted options with quality, prompt, and conclusive decision-making. Purposeful leaders in a crisis make decisions by actively listening, thinking aloud and fulsome discussion with a core group that includes expertise, ideas, and experience that is both counters, but also complementary to their own. The habits leaders employ to make decisions that are inclusive of deliberations from a broad coalition are more likely to have greater take-up, impact and longevity than lone declarations regardless of individual knowledge, expertise, or standing.
2. Communicate objective truth
Communicating objective truth is the practice of conveying information without judgment, subjectivity, or influence resulting from emotion, perception, or imagination. Purposeful leaders in crisis thread an independent, neutral needle and resist the convenience of alternative facts that could threaten their credibility and objective messaging. Leaders’ truth-telling habits are far outweighed; the resilience of individuals, teams, and organizations to accept hard truths and gain the trust of the messenger go a long way to taking on the challenges ahead.
3. Problem-solving mindset
A problem-solving mindset seeks out challenges as an opportunity to test, learn, and grow quickly now rather than being limited or constrained by obstacles in the future. Purposeful leaders in crisis ask, “how can we solve this problem” rather than “can this problem be solved” as a way of opening up the possibilities of everything instead of limiting what can possibly be done. Leaders exhibit problem-solving mindset habits by continuously asking questions, listening intently, and then asking more questions.
4. Sharing authenticity
Sharing authenticity is a willingness to communicate openly, honestly, and genuinely about thoughts, ideas, and experiences in the pursuit and maintenance of meaningful relationships. Purposeful leaders in crisis seek out opportunities to engage others often sharing their own stories first and then allowing others space to share in their own time and pace. Laying a habitual foundation of authenticity revealed through sharing opens a window into understanding not only leadership core and purpose but also as a means of building trust and confidence in each other.
5. Owning failure
Owning failure is the practice of positive accountability that transforms mistakes into opportunities and encourages risk-taking to fail fast, build trust, and learn again. Purposeful leaders in crisis take accountability for failure and at the same time, recognize the unique opportunity for learning and innovation that failure represents. The habit of leaders to take open and transparent accountability offers the intended consequence of asking for feedback and in turn, offering trusted feedback to others.
6. Selfless giving
Selfless giving is a conscious, intentional, and intensely personal approach to giving of self, time, and resources – without consideration or measure of return – that contributes significantly to the benefit of others. Dalai Lama noted purposeful leaders in crisis realize “under the greatest adversity that there exists the greatest potential for doing good both, for oneself and others.” Habits of selfless leaders find opportunities to give not what is important to themselves, but in ways that deeply benefit the lives of those around them.
7. Success through others
Isaac Newton unassumingly explained that his ability to see further than others was not based solely on his own merits, but by standing on the shoulders of giants. Purposeful leaders in crisis rarely if ever stand-alone; their commitment to the cause is infectious. Recognizing that the whole is far greater than the sum of its parts, leaders that display habits fostering distributive success find better outcomes quicker, with superior ease and broader ownership of shared achievement.
Case Study
Lean Leaders: India’s Prime Minister, Narendra Modi
To illustrate what lean lessons can be learned from top politicians, Debashis Sarkar, author, Phil Crosby Medalist, and one of the world’s leading specialists in the sphere of Lean Management uses a case study of Indian PM Narendra Modi’s first year in office.
Narendra Modi, the current Prime Minister of India, has just completed his first year in office on May 26th, 2015. His party, the Bhartiya Janata Party (BJP), came to power with a thumping majority and over the last 12 months he has taken the reins of the nation; the faltering economy is back on track and the Indian people feel a new energy in India’s transformation program. Why is he one of the world’s biggest lean change agents? It is because he is trying to transform a nation of 1.2 billion people. Like any other holistic lean transformation, this one also comprises processes, people, technology, leadership, behaviors, etc.
1. Successful Lean Transformations begin with a vision:
Narendra Modi has laid out a vision for India which seems to have engaged the entire nation. With an objective to create "Ek Bharat Shreshtha Bharat" ("One India, Excellent India" – Modi’s message of unity), he has laid out a vision for areas which will take India to the next level:
- By 2020, Modi wants India to be a "global supplier of the skilled workforce".
- By 2022, when India celebrates 75 years of independence, there will be "housing for all Indians", "electrification of all villages", "employment for all youth", and the "construction of 100 smart cities" etc.
It is not that earlier Prime Ministers didn’t have a vision but here is a leader who has been able to excite the entire nation on where he is taking India moving forwards. The difference this time is that he has been able to connect viscerally with the bulk of Indians on what he is trying to do. This was not a one-time exercise but something which is he and his group of ministers communicate on all occasions.
- The takeaway for Lean Leaders: Before embarking on a transformation it is imperative to script a vision that everyone impacted by change can relate to. This cannot be wordy stuff but something which all can understand. What is most important here is it is just not sufficient to explain the reason for the change but making sure all get connected to it emotionally. Also, if you want the vision to be successful there has to be a solid action plan. Communicate it in public and hold yourself accountable.
2. Successful Lean Transformations are more about people:
Narendra Modi knows that if he has to transform a nation like India, he and his group of ministers cannot do everything by themselves. He has to change the moribund culture of government bureaucracy which is the engine for execution. As a matter of fact, a survey done by Political & Economic Risk Consultancy a couple of years back found India’s bureaucracy to be the worst in Asia among the 12 countries which were surveyed. These officers are lack discipline and were not held accountable for what they do.
Over the last 12 months, his efforts have been to discipline and revitalize these teams. He has made it mandatory for all of them to be in their office by 9 am, stop extended lunch and tea breaks, which were spent resting in parks, playing cards, or on golf courses. To drive punctuality, he has ensured a biometric attendance system to ensure 1.23 lakh bureaucrats across 54 ministries come to the office in time and clock the mandatory 8 hours in the office. He has made it clear to all of them that their performance will be tracked and he will himself monitor critical projects. The Prime Minister’s office monitors progress through an electronic platform called eSamikSha and even raises alerts if required. This keeps bureaucrats on their toes. He also holds regular video conference sessions with states to ascertain progress.
He also told all senior bureaucrats that if they have a good idea and are not getting an audience with their minister, they can directly pitch to him. His mantra to this sprawling force that they should move away from ABCD ("avoiding, bypassing, confusing and delaying) culture and adopt a culture demonstrating Responsibility, Ownership, Accountability, and Discipline (ROAD).
A week after winning the election he hosted 77 of India’s most senior bureaucrats urging them to work fearlessly and proactively. This was followed by presentations from each one of them. He gave his personal number and email to them so that they can get in touch with him anytime. He also urged them to question processes and rules which have become outdated and come in the way of governance. He also told them to be fearless, bold, and decisive for which he would back them. He urged them to make sure no files are kept pending and all follow his motto of "Minimum Government, Maximum Governance" which is about simplifying official procedures, using technology supported by a small group of talented bureaucrats.
Modi is a strong believer in meritocracy and knows teams are more engaged when teams use their full strength to help accelerate performance. With this objective in September 2014, he shuffled the portfolio of 50 bureaucrats based on past performance, experience, strengths, and potential quite like the way any corporation would do. He and his ministers have been applying innovative ways to engage the bureaucracy right: from giving them Sir Alex Ferguson biographies to organizing yoga camps, to sending senior bureaucrats to places where they had served as young officers. For the last case, on their return, they are told to submit a report on what had changed and what could be done better. Given the changing work environment, he knows bureaucrats are spending time in the office and the workplace has become more demanding. He has urged them to take it easy, not take undue pressure and balance priorities at work and home. He has also told them to inspire youngsters at schools and colleges on why they should join the bureaucracy instead of more lucrative jobs. All of these initiatives have energized these bureaucrats. They believe their work is being looked at by none other than the Prime Minister. What’s also satisfying for them is that good work will be recognized and they have a leader who cares for them and doesn’t want to use them as robots. This was best summarized by a tweet from a senior bureaucrat: "1st time in my career free, frank & fearless interaction with d pm of d country. Highly motivating! Gr8 flow of ideas!"
- The takeaway for Lean Leaders: Beyond the hard stuff of process, structure, technology, and tools, which are an important facet of lean transformation, what is important is to focus on people’s engagement and their behavior. A change transformation will be incomplete if the leader needs to practice tough love, hold people accountable, and reward them for good performance. Those impacted by the change need to shun an ABCD culture and demonstrate behaviors around Responsibility, Ownership, Accountability & Discipline (ROAD).
3. Past experiences should not stop you from reaching out to those who matter:
Narendra Modi was denied a visa by the US government because of sectarian violence that impacted the state of Gujarat when he was the Chief Minister there[1]. But when he took over as the Prime Minister of India, he kept aside those bitter events of the past and reached out to engage countries around the world. His whole effort has been to keep past bitterness aside and reach out to the world to enable India’s transformation. He has been courting world leaders and has developed personal chemistry with many of them. Indo-US relations were not in great shape under the leadership of his predecessor - Prime Minister Manmohan Singh. But Modi seems to have got the relationship back on track and has developed good chemistry with Barack Obama. He visits the US a few months after taking office and invited President Obama to India’s Republic Day. More importantly, he has been able to develop a rapport with leaders such as Shinzo Abe, Tony Abbot, Xi Jinping, Anjela Merkel, and so on. In each of these visits, he has been addressing gatherings attended by Indian-diaspora, to showcase his popularity. What he has established within 12 months of taking office is that he is a transformational leader determined to take India to newer heights. Little did it surprise anyone when Barack Obama praised him in Time magazine calling him the Reformer-in-Chief.
- The takeaway for Lean Leaders: Engaging key stakeholders is a critical element of a lean transformation program. A change leader has to emerge from his personal experiences of the past, however bitter they may have been, to reach out to all those who are required to make the change possible. A change leader cannot be a shy person, he should be out there telling people all what he can do/is doing.
4. Performance improvement is just not about output but also about the outcome:
Narendra Modi wants India to be the world’s manufacturing hub. To make this dream a reality, his government has launched a "Make in India" program which endeavors to create an ecosystem that can encourage and facilitate world-class manufacturing. To achieve this he is urging all to adopt the philosophy of "zero defect and zero effect". He wants organizations to just not focus on manufacturing quality but also preserve the environment. He wants India to be an attractive manufacturing location for global companies. This will enable Brand India to prosper all over the world, increasing the share of manufacturing in the country’s Gross Domestic Product from 16% to 25% by 2022and also generates employment.
- The takeaway for Lean Leaders: For all lean transformation, it’s imperative to keep an eye on both primary (output) metrics and secondary (outcome) metrics.
5. Communicate, communicate, and communicate:
If people are the engine for a change transformation, it is communication that helps them to keep the agenda of a transformation live and kicking. As change unfolds it is important to share with all the progress and what is happening behind the scene. Not telling the constituents what is happening can lead to speculation especially when expectations are very high. Also, in many instances, the impact of positive change is not felt because people have not been told about it.
Narendra Modi has frequently used social media platforms, such as Twitter, Facebook etc. and has been urging all his ministers to do so. Not only are these used to share his moods and moments but also to share public policies. He is the second most followed politician on twitter after Barack Obama at that time. He started a monthly radio broadcast called: "Mann ki Baat" ("Straight from the Heart") which aims to reach rural India through radio. His official website - www.pmindia.gov.in - provides the opportunity for citizens to write to the PM directly and even provide suggestions where required. Both this website and his personal website - www.narendramodi.in - details about his government, his personal life and encapsulates all the accomplishments by his government for everyone to see. When he completed one year in office he made it sure he and his team were all across the country to share what his government has achieved. This provides a big lesson for all lean change agents.
- The takeaway for Lean Leaders: While you work on lean transformation it is good to focus on people, processes, and outcomes; but do not forget to communicate with all stakeholders on a regular basis. To achieve this, use all possible channels (such as town-halls, meetings, intranet, video, etc.) and do a regular sense-check to see if the communication is effective.
Transforming a nation is much more difficult than the type of lean transformations we do in organizations. It is never easy to satisfy the citizens of a democratic nation, they always seem to be changing their goalposts. But from our stand point, the above takeaways are just ideas that one can pick from transformational leaders.
Library of Lean Talks in Diplomacy
1. The Art of Diplomacy | Tayo Rockson | TEDxCooperUnion
https://www.youtube.com/watch?v=gZ4IyNVJ0Ng
2. Why did I become a diplomat? | Meirav Shahar | TEDxBaDinh
https://www.youtube.com/watch?v=SbXOJJKIWTE
3. Mastering the art of everyday diplomacy | Alisher Faizullaev | TEDxMustaqillikSquare
https://www.youtube.com/watch?v=8eI6qa-DyT0
4. The Art Of Diplomacy: Letting Others Have Your Way | Cory Leonard | TEDxLehi
https://www.youtube.com/watch?v=DyAkobQskOk
5. What Diplomats Really Do | Alexander Karagiannis | TEDxIndianaUniversity
https://www.youtube.com/watch?v=UQ8c0mGgsWI&t=647s
6. Diplomacy in the age of AI | David Cvach | TEDxStockholm
https://www.youtube.com/watch?v=aPNpBRsL-Ck
7. Lean | Lean Management | ATTRIBUTES OF LEAN LEADERSHIP
https://www.youtube.com/watch?v=mlMkGe3uHYo
8. Lean | Lean Management | LEAN TRANSFORMATION THROUGH LEAN LEADERSHIP
https://www.youtube.com/watch?v=1zIhx4rKxKo
9. Lean Management - 14 Principles of the Toyota way
https://www.youtube.com/watch?v=42C2JL-SZ64
10. Tradition and Innovation Diplomat 2.0: Stefano Baldi at TEDxUniTn
https://www.youtube.com/watch?v=QPwftNqgm2o
Sources
- Hacking for Diplomacy – Solving Foreign Policy Challenges with the Lean LaunchPad, with podcast https://steveblank.com/2016/08/04/hacking-for-diplomacy-solving-foreign-policy-challenges-with-the-lean-launchpad/
- Hacking for Diplomacy http://web.stanford.edu/class/msande298/
- Hacking for Diplomacy Informational Webinar https://www.youtube.com/watch?v=Uqxco_pN7Ks
- Problem Statements http://web.stanford.edu/class/msande298/problem-statements.html
- Why the Lean Start-Up Changes Everything https://hbr.org/2013/05/why-the-lean-start-up-changes-everything
- Startup Speak: Lean https://medium.com/@tschoffelen/startup-speak-lean-d1d9f2c76ddc
- Global Diplomacy: the United Nations in the World https://www.coursera.org/learn/global-diplomacy-un#syllabus
- The Art of Leadership and Diplomacy https://moderndiplomacy.eu/2017/10/26/the-art-of-leadership-and-diplomacy/
- Seven habits of leaders in crisis https://www.hcamag.com/asia/specialisation/leadership/seven-habits-of-leaders-in-crisis/222779
- The most crucial leadership trait when handling crisis https://www.hcamag.com/ca/specialization/leadership/the-most-crucial-leadership-trait-when-handling-crisis/219740
- Good to Great: Why Some Companies Make the Leap and Others Don't https://www.amazon.com/Good-Great-Some-Companies-Others/dp/0066620996
- 5 Takeaways Lean Leaders can Pick Up from India’s dynamic Prime Minister, Narendra Modi– PT I, II https://www.processexcellencenetwork.com/business-transformation/columns/5-takeaways-lean-leaders-can-pickup-from-india-s-d https://www.processexcellencenetwork.com/business-transformation/columns/5-takeaways-lean-leaders-can-pick-up-from-india-s
- https://www.wsj.com/articles/why-narendra-modi-was-banned-from-the-u-s-1399062010