Managing the Disasters within what we can learn from disaster relief

www.ifrc.orgSaving lives, changing minds.

ISCRAM2014

ISCRAM2014

Managing the Disasters within what we can learn from disaster relief

Edward G. HappGlobal CIO, IFRC

ISCRAM, 21 May 2014

Bridging the Digital DivideISCRAM

2014 A Brief Introduction

13 Years on Wall Street 10 Years in management

consulting 15 years in NGOs Current Global CIO at IFRC Former CIO at STC/US & UK Co-founder and former

Chairman of NetHope.org More on LinkedIn, Google and

www.eghapp.com Connect!

2

http://www.eghapp.com/


2014 The Jackass Theory


Thesis

If we look at the characteristics of disaster response, we can gain insights in how to move forward in the midst of disruptive change in our organizations.

Bridging the Digital Divide

The Fabric of Disaster Response


2014

6


2014

Tacloban Airport Before 7


2014

Tacloban Airport After 8


2014 RC Philippines Response

By the Numbers: 16 million people

affected 6,201 deaths reported 4 million people

displaced 1.14 million houses

damagedSource: NDRRMC, 14 Jan. 2014

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2014 Japan Tsunami Aftermath – 14 Mar 11

A destroyed landscape in Otsuchi village, Iwate Prefecture in northern Japan” -- Reuters/Kyodo

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2014 Timeline of a Disaster Response

Stage 0: Preparedness Example: Typhoon preparedness

in Bangladesh This is the best investment (5:1)

Stage 1: Within hours of disaster striking

Example: CRS in sectarian fighting in eastern Congo

This is the Highly Individual, Highly Mobile ICT stage

Stage 2: Within two weeks of disaster striking Example: Relief International

in Bam, Iran earthquake

Small Group, Highly Mobile/Temporary ICT stage

Stage 3 – From one-six months following a disaster striking to multi-year.

Large Group - Permanent ICT stage

Stage 4 – Learning Example: NetHope members

in Pakistan earthquake response

Don’t waste mistakes

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2014 Connections of a Disaster Response

Preparedness

First Response

Scaling upTransition

Learning

Stage 0

Stage 1

Stage 2Stage 3

Stage 4

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2014 Bangladesh Cyclone Fatalities

1970 1991 20070

100,000

200,000

300,000

400,000

500,000500,000

138,000

3,000

200:1

PreparednessWorks!

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2014 Changing Priorities By Program Type

Ranking factors 1-4, 1=highest

Factor ER Trans DevCost 4 3 2Time (Speed) 1 4 4Quality 3 2 1Volume 2 1 3

Program Type

For emergency response, time and volume are king; for development, cost and quality reign

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2014 Haiti – 19 Jan 10

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2014In

crea

sing

Impa

ct fo

r Ben

efic

iarie

s

FOUNDATIONAL“Keeping the Lights On”

OPERATIONAL“Helping the Organization Run”

PROGRAM“Improving Program Delivery”

BENEFICIARY“Differentiating”

Efficient

Competitive or Leading

Donor & HQ Facing

Beneficiary & Field Facing

Get in

Get out

An IT Strategy Interlude

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Incr

easi

ng Im

pact

for B

enef

icia

ries

Mov

e up


2014 Innovation at the margins

User Devices

Data

Historical IT all components provided Current Users bring their own devices & apps

Future Users bring their own networks


2014

User Devices

Data

Innovation at the margins

Local innovationmore likely and sustainable at the outerlayers of IT delivery


2014

User Devices

Data

Innovation at the margins

Standard coreIt is unlikelyusers will have or should have their own Finance, HR, Supply Chain, and Legal applications and data


2014 An NGO Supply Chain

Plan Ship Warehouse Ship Ben. Track

Country – Sub-Office

• For development, procurement is competitive; for emergency response, procurement is pre-determined and agile

• Beneficiary tracking is key in the NGO supply chain; commercial SCM applications lack this

• Beneficiary engagement is increasing in the supply chain

Procure

Assessment Reporting

Beneficiary engagement

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Crisis Needs

1: Is my family OK?

2: Can I get food, water, shelter?

3: Can we communicate? (Voice/Data)

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2014 Japan 2011

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2014People need to know their loved ones are safe

“People need Information as much as water, food, medicine or shelter.

Information

can save lives, livelihoods and resources.

Information bestows power.”

–World Disasters Report 2005


Country Indonesia USA Bangladesh Myanmar Haiti Japan PhilippinesName India Ocean Katrina Sidr Nargis Léogâne Tōhoku HaiyanType Tsunami Hurricane Cyclone Cyclone Earthquake Earthquake TyphoonDate Dec-04 Aug-05 Nov-07 May-08 Jan-10 Mar-11 Nov-13Deaths 230,000 1,833 3,447 138,366 159,000 16,000 6,200

# Responders High+ High Medium High+ Medium HighCollaboration (among IOs/INGOs) Medium Medium Medium Medium Medium HighComms, Data recovery speed Medium Medium Low Medium High MediumComms, Early Responders SatPhone SatPhone SatPhone/GSMSatPhone GSM SmartphoneComms, Mobile recovery speed Medium High Low High Medium HighCrowdsourced data N/A N/A N/A N/A High Medium LowDominant Comms Tech BGAN BGAN BGAN BGAN 3G SmartphoneDominant Comms, Transition VSAT VSAT ADSL VSAT 3G VSAT/3G TelcoDominant early responder Military In-Country IO/NGOs IO/NGOs In-Country IO/NGOsEarly Warning Low High High High Low Low HighFunding High++ High+ High High+ High HighHistorical Data Loss ? Low Low High Low LowLogistics, Access speed High Low Low Medium High LowLogistics, Supplies/Stock High Medium Low Medium High LowMagnitude High+ High Medium High High High+ HighPreparedness Medium Medium High Low Low High MediumShared ER data Low Low Low Low Low Low Low

Major Disasters Over Past Decade - ICT Factors(and what was different about the Haiyan Typhoon)


2014 Three ICT Things Different in Haiyan DR

1. Telco networks recovered before NGO VSATs were set up

2. BYOT extended to relief workers

3. ICT Collaboration worked


2014 Disaster Costs Continue to Rise

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Some Lessons


2014 Ten Lessons

• Urgent• Fast• Lean • Attentive• Flat• Good enough • Costs are last • Preparing is not executing • Improvising• Humanitarian

What we can learn from disaster relief about management of organizations?

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2014 Urgent…

There is a burning platform and we are jumping on it.

Opposite of a change initiative

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2014 A burning platform

Nokia’s new CEO Stephen Elop described the company’s situation as “Standing on a burning platform”. –Feb. 2011

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2014 Fast…

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2014 Lean…

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2014 ….and stay cut

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2014 Attentive…

Amplifying the whispering34


2014 Flat…

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Rule #1: Use good judgment in all situations. There will be no additional rules.


2014 Good Enough…Following the Tsunami response, a marketing director recalled, “We didn’t have time to have all the meetings, all the reviews, and all the approvals.” “We had to make on-the-spot-decisions.” “The interesting thing”, she continued,” is that nothing fell apart.” “Maybe we could make decisions like that everyday.”

Banda Aceh, 2004

36 “The Good Enough Principle “ June 2008


2014 Costs are Last…

Ranking factors 1-4, 1=highest

Factor ER Trans DevCost 4 3 2Time (Speed) 1 4 4Quality 3 2 1Volume 2 1 3

Program Type

37


2014 Preparing & executing…Ready

Fire

Ai

m

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Ready Aim Fire

Ready

Aim

Ready

Aim

Ready


2014 Improvising

The Apollo 13 story was featured in the 1995 film with Tom Hanks and Kevin Bacon. The incredible events that unfolded in April 1970 gripped the nation and the world.

On April 13,

56 hours into the mission, an oxygen tank in the service module that contained the astronauts’ support systems exploded.

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2014 The Apollo 13 story

“And you, sir, are a steely-eyed missile man”40


2014 Five things…

• Urgent! Life or death crisis

• Improvising under time-pressure

• Scarcity is not a limitation

• Good-enough works

• High collaboration

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ISCRAM2014 Humanitarian…

We care People are vulnerable People are hurting

The customer is the first responder 90% of first responders are local people Resilience is not a gift


Disruptive Change


2014 Disruptive Change

The topic of disruptive change has gone main-stream; no NGO leader doubted its relevance, threat and opportunity.

International Civil Society Centre, Berlin, October 2013

http://icscentre.org/area/riding-the-wave

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Bridging the Digital DivideScale + speed + surprise

= disruption

“…over the last 20 years change itself has changed: it has become faster, more fundamental and more surprising. When these three elements come together, we experience disruption.”

--Riding the Wave, October 2013


2014 Industries RIP

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2014

Large INGOs have been the trusted intermediaries between those with the money and those in need, but the avenues are changing.


2014 Ask Some Key Questions…

1. What disruptive technology change has impacted other sectors that could potentially impact the humanitarian sector?

2. How have we used positive mindset to embrace disruptive change as opportunity rather than a threat?

3. What types of leadership skills and approaches are needed for periods of rapid change?

4. When and how has adaptability trumped preparedness in handling disruptive change such as disasters?

5. When has organizational humility been a greater asset than organizational pride in times of massive change?

eghapp.blogspot.com 48

http://eghapp.blogspot.com/2014/04/disruptive-change-and-questions-for.html


2014 2013 World Disasters Report

A mere 6% in low-income countries have access to the Internet, compared to a massive

76% in high-income countries.

Welcome to the digital divide.

--IFRC, World Disasters Report, October 2013

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“90% of lives saved after disasters

are saved by local people.

“But these 90% of ‘first responders’ in the most vulnerable contexts are the least likely to have access to life-saving technologies, such as early warning systems and life-saving mobile phone messages.”

--IFRC, World Disasters Report, October 2013


2014 Twitter or the Goat

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"Two recent Gallup polls showed that although

96% of chief academic officers believe they’re doing a good job of preparing students for employment,

only 11% of business leaders agree that graduates have the requisite skills for success in the workforce. And this is all occurring while higher education leaders were convinced that they were innovating all along."

--Clayton M. Christensen and Michelle R. Weise, Boston Globe, May 09, 2014


2014 Riding the Wave

http://icscentre.org/area/riding-the-wave 53




Some Responses


2014 Change is Hard

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"Often the first step to gaining the new insight necessary for innovation is to unlearn. "

--Frank Barrett, Yes to the Mess


2014 What do NGOs respond to?

• Evidence base

• Competition

• Addressing Risks

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2014 If the Horse is Dead…

How an NGO might respond Buy a stronger whip

Change riders

Declare as a core value

Appoint consultants

Rewrite performance standards

Create a training program

Form a project team

Promote the dead horse

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2014

If the horse is dead, you should dismount.

*Purportedly from the tribal wisdom of the Dakota Indians


2014 How to Make a Switch…

• Direct the Rider• Motivate the Elephant*• Shape the Path

*Find the feelingShrink the changeGrow your people

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2014 Three Take-aways…

1. The priorities in a disaster response are the opposite of how our organizations are run

2. Four characteristics can drive the changea) The value of speedb) The value of localc) The value of good-enough (Zilch)d) The value of improvising (ready, fire, aim)

3. Why Bother? Because disruptive change is upon us

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2014 Further Reading

Blogs: http://eghapp.blogspot.com/ (Current)http://granger-happ.blogspot.com/ (Dartmouth Sabbatical)

Web site (see the articles & presentations link) http://www.eghapp.com

Email: [email protected] Twitter: @ehapp LinkedIn: http://www.linkedin.com/profile/view?id=1906312Books: Managing Technology to Meet Your Mission, chap. 11

We are Better Together, http://collaboration-book-project.blogspot.com/

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http://eghapp.blogspot.com/

http://granger-happ.blogspot.com/


mailto:[email protected]


http://collaboration-book-project.blogspot.com/

http://collaboration-book-project.blogspot.com/


Questions?

FOR FURTHER INFORMATION ON INFORMATION AND

COMMUNICATION TECHNOLOGIES, PLEASE CONTACT:

IFRC ISD DEPARTMENT

NAME: EDWARD HAPP, GLOBAL CIO, HEAD OF DEPARTMENTTEL. : +41 79 250 5558 (MOBILE)

EMAIL: [email protected]

THIS PRESENTATION IS PUBLISHED BY

INTERNATIONAL FEDERATION OF

RED CROSS AND RED CRESCENT SOCIETIES

P.O. BOX 372

CH-1211 GENEVA 19

SWITZERLAND

TEL.: +41 22 730 42 22

FAX.: +41 22 733 03 95


APPENDIX


2014 Ten Lessons

What we can learn from disaster relief about management of organizations?1. Urgent: There is a burning platform and we are jumping (Opposite of

change initiative)2. Fast: people need attention immediately3. Lean: red tape is something to be cut4. Attentive: listen and amplify the voice of those on the ground 5. Flat: Management requests are overhead; diminishing returns on

process6. Good enough is good enough 7. Costs last: Don't worry about the costs, worry about the speed 8. Preparing is not executing: Planning is preparedness, not execution 9. Improvising: Apollo 13: make do, get in done, opportunity to shine, all

hands on deck10. Humanitarian: care, trust, and humility

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2014 If the Horse is Dead…

How an NGO might respond: Buy a stronger whip to see if we can improve performance. Change riders to get a better match of styles. Declare as a core value, “This is the way we have always ridden this

horse, and it fits with our culture.” Appoint consultants to study the horse, come up with creative uses

for it. Arrange to visit other charities to see how they ride dead horses. Rewrite performance standards to incorporate riding dead horses. Create a training program to help people ride dead horses. Form a project team to find uses for dead horses. Promote the dead horse to a management position.

If the Horse is Dead, You Should Dismount*

*Purportedly from the tribal wisdom of the Dakota Indians

Documents

Managing the Disasters within what we can learn from disaster relief