ROLE OF SMART ICT WITHIN THE OECD SECRETARIAT TO CONDUCT ITS

SMART WORK IN GLOBAL SCALE

HOW OECD DEFINE/MEASURE/ANALYZE AND EVALUATE SMART TECHNOLOGIES TO ITS DOMAIN OF WORK

OECD Executive Directorate/ITN/Corporate Management Service

JEOUNG Kiook

SMART WORK CONFERENCE 2010 27th of OCT

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!

Table of Content

Text

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Connected Complexity Dynamic

Aware Needs Opportunity

Challenges Productivity Efficiency

Why modern civilization seek ‘Smartness’ in Life/Work

Economic Gains

Reduction (Environmen

tal, time, space)

Frequent Use of ICT

What are the Benefits But How ?

Business Process Reengineering

Platform/Collaborative

Space/Communication

Medium

Organization Culture/Practice

Pro

cess

In

no

vat

ion

Tra

nsf

orm

atio

n/

Man

age

me

nt

Why Smart Work ?

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Awareness and Creativity on what to do next

Result of analysis and evaluation

Use of Sensor/Spatial Technology

Smartness in Our Life

Hundreds of Sensor in One Unit of a Car

How do we activate/aware/use advantage

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• As national agenda, Korea’s “Smart Work” Concept

• Way of conducting daily work mediated smart devices/high-end communication medium with no limitations in regardless of Time/Location

• Government policy (Public/Private) By year 2015, 30% (80 Million)of labor population will work either at home/nearby Smart Center established by the government

• Environmental benefit: 90 min of time/ 11.1 million tons CO2 / ICT: Video conferencing, High-speed internet(Giga internet), remote working environment

The OECD ICT Strategy has set out the direction and vision for the development of business applications and the implementation of technology from 2008 to 2011. It has taken account of members’ mandates for the Organisation and directions set by the Secretary-General, extensive consultations with senior managers and staff, the recommendations of the ICT Reflection Group and technology trends

OECD ICT STRATEGY!

Momentum to Transform

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How do we manage the relationshipHow to support communication

How to work collaboratively with the member countriesHow to establish various sets of policy/VIP level meetings

Secretariat

Directorate

Directorate

Directorate

OECD Centers

Mexico Washington D.C.

Berlin

EXD

Office of Secretary General Member Countries

Member Countries

Member Countries

Accession Countries

Accession Countries

Accession Countries

Delegation

Delegation

Delegation

Non-member Countries

Non-member Countries

Overall Structure of the OECD

PARIS

Worldwide

Budget/Resources MonitorHorizontal Projects within the organization

Seamless work through mobile devices/Collaborative Tools

e-Schedule oriented work flowCorporate level service provision

Various Types

Meetings

PROCESS

LOCATION

COLLABORATION

OECD’s Work Framework

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Council!

Oversight and strategic direction!

Representatives of member countries and of the European Commission; decisions taken by consensus!

Committees!

Discussion and implémentation!

Representatives of member countries and of invited non-members work with the OECD Secretariat on specific issues!

Secretariat!

Analysis and proposals!Secretary-General!

Deputy Secretaries-General!Directorates!

Groups 33 member countries committed to democratic government and the market economy

Provides a forum where governments can compare and exchange policy experiences, identify good practices and promote decisions and recommendations

Helps governments and society reap the full benefits of globalization while tackling the economic, social and governance challenges that can accompany it

Obtains one of the world’s largest and most reliable sources of comparable statistical, economic and social data

Databases span areas as diverse as national accounts, economic indicators, trade, employment, migration, education, energy and health

OECD STRUCTURE

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Oversight and strategic direction!

Representatives of member countries and of the European Commission; decisions taken by consensus!

Committees!

Discussion and implémentation!

Representatives of member countries and of invited non-members work with the OECD Secretariat on specific issues!

Secretariat!

Analysis and proposals!Secretary-General!

Deputy Secretaries-General!Directorates!

Mobility

Process

Smart ICT

Document Annotation

Reporting/ Briefcase

Mobile Conference Agenda

E-mail Meeting Note Knowledge Sharing

Social Networking

Secretariat staff: 2,500 Secretary-General: Angel Gurría Publications: 250 new titles/year

Official languages: English/French

Established: 1961 Location: Paris, France

Membership: 30 countries Budget: EUR 303 million (2009)

SMART ICT ROLE within the OECD

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• OECD is a heavy user of a smartphone(Blackberry, iPhone and etc.) device to do substantial work between the secretariat and the member countries

• As of 2009, approximately there are 540 Blackberry users(VIP level) and more than 3000 e-mails are exchanged through its device

• OECD EXD/ITN procures mobile device and most importantly considers corporate-level of service which is flexible OECD’s existing systems to support organization’s substantial work.

• Provide corporate level of service through a device what is available in the market and develop in-house application

• Find competitive and synergic business partner to develop a world-class strong business case which both benefits understanding

Work

Social Network

OECD Secretariat

Committee, Delegates

Of Member Countries

Smart Device

OECD Systems

E-Office for Secretary in

General

Secretary in General/ Executive

Events & People

CRMS eOSG SGE EMS

OLIS Vignette

Electronic Library

Meeting Room Reservation

Meeting Room Status

Various systems planned and developed by ITN enables the OECD to Achieve its Objectives

OECD’s Core Systems

Mission

Domains of Mobile Behavior

Understanding Parties

Device

MOBILITY within the OECD

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OECD public web site contains the latest

information published by the OECD and

background material on the full range of OECD

activities. MyOECD facility enables

personalization of information presentation

OECD Systems/Services

Controlled access via OLIS to documents,

publications, statistics and event information. Facilitates Delegates’ interaction with the Secretariat through

Committee Communities discussion

National officials downloaded 1 million documents and 40,000 publications from OLIS in 2009

20,000 registered OLIS clients increasing by 20% per year

OECD’s email alert service provides

automatic notification about new

publications, statistics updates and

newsletters covering client’s selected areas

of interest

OECD's Online subscription library of Statistical Databases, Books and Periodicals

Catalogue of hard cover OECD publications and statistics CD-ROMs, with secure online purchase facility

National officials downloaded 1 million documents and 40,000 publications from OLIS in 2009

Event Management (EMS)•Planning of committee meetings,  delegate registration, badges•Contact Management•Direct mail service, reporting, email alerts•Conference room reservation and man

Financial & Entreprise Affairs

18%

Council & Related Bodies 11%

EXD & Other Bodies 9%

Environment 8% Trade & Agriculture 7%

Tax Policy & Administration 7%

Science, Technology & Inductry 6%

Education 5%

AIE 4%

NEA 4%

Development 4%

Economic Policy 3%

Public Governance & Territorial

Development 3%

Horizontal projects 3%

Employment, Labour & Social Affairs 3%

Transport 2%

Entrepreneurship, SMEs & Local Development

1%

Statistics 1%

Last 12 Months OECD Document Production (8,939 Documents) by Directorates

OLIS Activity Indicator

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Why procure Smart ICT Strategy at the OECD

OECD has various individual systems which support the work within the secretariat’s work with the member countries and as an organization perspective, by gaining domain specific ICT (Information Communication Technologies), it will not only increase productivity and efficiency but also transform the way of work(Norms) and cooperate/collaborate with different understanding parties. Smartness we see is efficient budget management/Transforming the way of staffs work at the OECD secretariat.

Infrastructure & Client Services

Core Substantive

Work

Committee Work

Management Services & Reforms

Dissemination &

Communication

Benefits

•IT systems that enable and support the substantive work of the

Organization

•Corporate tools for  the management of the complete

production cycle – from data collection to analysis

•Integrated environments for sharing statistics, and creating,

sharing and disseminating documents

Beneficiaries

•OECD statisticians and economists

•Government officials, policy makers and analysts, journalists,  

academics, etc.

•OECD teams or directorates (collaborative projects and

horizontal work)

OECD ICT Constituencies

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Identify OECD Domain’s Role Interest

Domains for Transformation

Business Areas DeliverablesKey

Technologies

Organization Behavior

Evaluate Current System/Network

Intension / Matchmaking

Policy / Political Measures

(Organizational Acceptance)

InnovationMeasures

Transformation

Innovation and Expansion

Next Stage

Domain 1

Domain 2

Domain 3

Web Technologies

Broadcasting

Social Networking

Conferencing

Mobile Technologies

Emerging Technologies

User Experience/Interface Innovation

TechnologyService

Domain Matchmaking

How to transform OECD’s Business

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Telepresence Study at the OECD!

Reference Case 1 TELEPRESENCE AT THE OECD

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Interactions with Countries is clearly a core activity for

OECD work

Delegates attending OECD events travelled more than 70 million

miles

The OECD’s use of videoconferencing to conduct its' business has been steadily

increasing

Face to face meetings are necessary and in many instances irreplaceable

The OECD held 304 video and 594 audio

conferences

Given the significant volume of interactions

there may be opportunities to improve

the effectiveness and efficiency of OECD

work through TelePresence technology

OECD has an opportunity to increase work productivity and reduce travel (Cost, CO2 Emission)

PAST FUTURE

Reference Case 1 TELEPRESENCE AT THE OECD

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• While observing this trend, ITN recognized that the OECD faces a number of strategic challenges that modern technologies, including telepresence, may help in addressing. For example:

• OECD Members and stakeholders are widely dispersed, making equal participation in the work of the OECD especially challenging for Members that are far from Paris and/or have relatively small budgets.

• Secretariat and Member budgets are under increasing pressure.

• Concerns over climate change are rising

• OECD membership and the numbers of other stakeholders is expanding, putting additional pressure on its ability to facilitate its business processes and maintain participation in its work.

• Use of ICT’s to respond to such challenges is outlined in the current OECD ICT strategy which articulates the need to:

• Utilize collaborative tools with external partners.

• Derive better value from financial and human resources.

• Facilitate collaborative core business work

• Deploy expanded and more reliable videoconferencing.

• Use ICTs to foster innovation and cultural change.

Reference Case 1 TELEPRESENCE AT THE OECD

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• The OECD’s use of videoconferencing to conduct its' business has been steadily increasing.  Given the global economic outlook and rising environmental concerns it is expected that this trend will continue, and perhaps even accelerate.  ITN has launched a project to evaluate whether the OECD should consider adopting the latest generation of enhanced videoconferencing technologies that are known as “telepresence”.

• In 2009 OECD staff and delegates travelled more than 100 million miles; held 304 video and 594 audio conferences. Interactions with distant locations are clearly a core activity for OECD work. Face to face meetings are necessary and in many instances irreplaceable. However, given the significant volume of interactions there may be opportunities to improve the effectiveness and efficiency of OECD work through telepresence technology.

• Telepresence solutions use video and audio conferencing components as well as other “arts and sciences” to create a two-way immersive communications experience that simulates an in-person, interactive encounter. The key attributes of a telepresence solution are: high-quality audio and video; simplicity; high reliability and environmental excellence. In fact, many elements embedded in “traditional” videoconferencing systems (self-view, moving cameras, etc.) are intentionally left out of telepresence systems since they would break the “immersive” experience or shatter the “sitting across the same table” illusion.

Reference Case 1 TELEPRESENCE AT THE OECD

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ASSESSMENT EVALUATION EXAMINATION

2

• Increased capacity to communicate with political leaders and senior government officials • Leadership recognition and reputational enhancement

• Formal Meeting for the various governing OECD bodies • The business of committee bureau, working groups, taskforces • High-level interaction with leaders and senior managers of other international Organizations • Ongoing Secretariat/Member business • Intra-Secretariat Business • Recruitment

Scope of Adoption

Intangible Benefits

• Potential for savings through travel cost optimization • Potential to improve performance and productivity through increased/improved communication and collaboration • Contribution to risk management/business continuity goals • Better appreciation of the benefits

Evaluation of Business Benefit

•  Reduction of Carbon Emission •  Green IT Initiative

Evaluation of Environmental Benefit

• Impact on current or future OECD ICT environment including security and interoperability considerations • TelePresence fit with OECD governance and business processes • Telecommunication options, costs and constraints in an international contexts • Any Specific need for TelePresence innovation to meet the business requirement of the OECD

Practical

• Evaluation of the technical process to optionally record and edit specific TelePresence sessions with the aim of creating video material that supports OECD communications and training etc. • Ability work third party TelePresence and video conference facilities in heterogeneous environment that are not managed by the OECD • Physical space requirement

Technical

3 1

Objectives

Reference Case 1 TELEPRESENCE AT THE OECD

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Reference Case 1OECD TRAVEL DATA

(SECRETARIAT + DELEGATES)

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Reference Case 1

ESTIMATED TRAVEL MILES IN 2009 OECD MEMBER COUNTRIES RETURN TRIP

TRAVEL TO PARIS

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Reference Case 1

AVERAGE ROUND TRIP OF ESTIMATED TRAVEL MILES: OECD MEMBER COUNTRIES RETURN TRIP

TRAVEL TO PARIS

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FG%"$*'Reduced travel “downtime”Increased “in-person” interactionsImproved access to busy executivesEnhanced communication and decision makingIncreased face time with member countries

Reduced travel for internal/external meetingsPositive environmental impact, reduced emissionsFacilitates work-life integration, workplace flexibility

Secretariat Productivity Travel Reduction

Green Value

Reference Case 1

OECD MEMBER COUNTRY PARTICIPATION TO EVENTS HELD IN PARIS

(2009)

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Does cost of travel explain some of the imbalance in the number of delegates

from each location?

Would the OECD benefit from more balanced

participation, and could telepresence aid in this?

To what extent does the cost/difficulty of travel to Paris cause Members to

send representatives from Brussels instead of from

home?

Does sending representatives from

Brussels have negative impacts in some cases?

lundi 25 octobre

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Reference Case 1

POSITIVE FEEDBACK FROM STAFF TRIALS OF TELEPRESENCE

(1= STRONGLY DISAGREE, 5 = STRONGLY AGREE)

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Various Attributes in O

rganization

Tool | System | Time

Feasibility of radio transmissions

Marconi and Hertz

Mark Weiser Computing recede into human life style

Exchange (Relationship)

Experience (Frequency)

Personal

Participation

Mobility

Sharing

Connected

Intranet

Knowledge Management

System

Messenger Telephone

Groupware

Telepresence

Video Conference

VoIP Augmented Interface

Virtual TelePresence

Degree of Spatial Maturity

Degree of Spatial Maturity

Ubiquity & Pervasive

Teleportation ?

Minsky (1980) TelePresence and Teleoperation

Telepresence creates a face to face meeting environment, High quality video and audio conferencing service, Creates a multi-point immersive communications experience At the OECD TelePresence can facilitate a variety of meeting types Official Committee MeetingOECD Expert MeetingCommittee Secretariat/Briefing Meeting/Board MeetingVisits/Press ConferenceForum/ConferenceRecruitment

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Reference Case 1MODEL TO SIMULATE POSSIBLE RISK/

OPPORTUNITY

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* InterGovernmental Panel on Climate Change, United Nations Environment Programme and the World Meteorological Organization

Based on IPCC* reference, OECD’s reduction of up to 7,500 tons of CO2 emissions over a five year period is comparable to following environmental benefits :

Reference Case 1 ENVIRONMENTAL BENEFIT

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ILINK PROJECT!CONSUMER/CORPORATE LEVEL SERVICE PROVISION

OECD EXD/ITN has reviewed smart device on application, usability, user experience, corporate level service provision, security aspects (ITN’s iLINK Project)

From the study, consumer level service offering scenario, specification, restriction for specific purpose for using the device to do OECD’s business (Document Management for Executives going to mission/Annotating on a OECD agenda, reports during the committee meeting and attaching the annotation)

Corporate level service which in reality could be provided within the organization, in able to do so, engaging in a device which support corporate in-house development environment is perquisite

MOBILITYINTUITIVE SIMPLICITY

Reference Case 1I ILINK PROJECT: MOBILITY WITHIN THE OECD

lundi 25 octobre

iPad Consumer Level Service Offering 1

Intention

View

Attach

Send

Get OECD Secured FTP

OECD E-mail

URL

User

System

iAnnotate App

View the document by selection of

Available apps at iPad

Write comments,

highlight paragraphs

Attach electronic signature

E-mail

Edit

By selecting ‘Send by E-mail’ feature

provided by iAnnotate, it directly attaches the

document to Mail

a b

Public OECD System

Upload the document with annotation to the Public OECD System

Currently there is not provision of FTP upload

service in iAnnotate

When acquired by FTP, it does not give options to

choose application to view

ANNOTATE WITH STYLUS AND TYPING

SEND BY E-MAIL

Use Case 1

Secretary-General wants to review his keynote speech and make a revision on the iPad, Ex.writing on a electronic document would be easy for him.

After the revision, he wants his secretary to resend the revised edition by reflecting his comments

made by an iPad(Seamlessly)

28

a

b

c

MAIN

iTunes

Synchronize the document with the

iTunes

cUpload document with

user ID and PW

CloudWeb-basedFTP

lundi 25 octobre

iPad Consumer Level Service Offering 1

User

View the document by selection of Available apps at iPad

In following case: iAnnotate PDF / GoodReader

iAnnotate App

GoodReader

29

View

Attach

Send

Get

MAIN

Edit

lundi 25 octobre

iPad Consumer Level Service Offering 1

User

iAnnotate App

Write comments, highlight paragraphs

Attach electronic signature

PDF

30

View

Attach

Send

Get

MAIN

Edit

lundi 25 octobre

iPad Consumer Level Service Offering 1

View

Get

User

iAnnotate App PDF

Attach

By selecting ‘Send by E-mail’ feature

provided by iAnnotate, it directly

attaches the document to Mail

Upload the document with

annotation to the OECD secured FTP

a

b

Send

31

iTunes Upload

c

View

Attach

Send

Get

MAIN

Edit

lundi 25 octobre

Contact Point

Kiook JEOUNG Kiook.JEOUNG@oecd.org

OECD EXD/ITN Corporate Management Service/ Consultant

Thank You

lundi 25 octobre