My last posting on inspiration generated more interest than expected. By a significant margin that blog post was accessed more times than any other for the last year. In addition, several colleagues shared the link on their Facebook pages, posted public comments and also sent me private notes. Of all the notes received, I was most humbled by the notes from my current and former students. After all, it is because of the opportunity to work with these kind souls and creative minds that I decided to join academia, and the University of Washington. I cherish and value my time with students. Several of my students asked me, albeit in different ways, what might I advice them as they graduate?

What better issue to think about on my flight back from England to the USA. As I reflect on various speeches that I have heard at graduation ceremonies, the best ones, not surprisingly the ones I remember,  met the 4S criteria – sticky, simple, short, and sweet. Sticky is because they contained a powerful story that stays with you. Most of the time the story is one of a personal struggle, either experienced or witnessed by the individual; Simple in that the speech did not try to convey too many ideas or lessons, but focused on delivering one significant message; Short speeches are better than long ones (remember, most of the time you are standing in between the students and their celebrations with family and friends); and finally, speeches that are sweet and not sour have a greater chance of being well-received by audience (I once heard a speech where all the speaker did was to complain about how the students, like myself, were the ‘lost generation’ and did not care about anything else but themselves. While the message had truth in it, the method of delivery did not go over well, and students even booed the speaker, and applauded multiple times in the hopes that he would end his speech!)

Given my criteria, here is what I would say to my graduating students:

Each of you is talented, special, valuable, and have a vital role to play in the advancement of our society. Today, is your day, your day to celebrate your accomplishments. Do nothing else but celebrate, and if possible, celebrate with the people who helped you reach this day, whether it is your parents, siblings, relatives, friends, and the faculty and staff at the Information School of the University of Washington. I take pride in all your achievements and am expecting nothing but the best from each of you as you pursue your professional and personal achievements.

The one message that I want you to consider today is that as you leave this University, you do not have to leave behind the bonds with your faculty.  Academia thrives on the bond between students and their professors, even after a course of study is completed. Let me share with you my own experience. Recently, I celebrated one of the most important days of my life, my wedding! Now, why talk about the wedding? One of the most important tasks when you get married is to choose the significant individuals who you want to standup with you. In thinking of my best men, the choice was easy and not surprising, all of them came from academia – my best man, was my first doctoral student, my two groomsmen, where former professors who are now best friends of mine. For brevity, let me share a bit on how Dr. George D. Kraft, a former professor of mine, has forever influenced my life. I met Dr. Kraft in 2000 while completing my MBA at the Illinois Institute of Technology. I enrolled in his, Knowledge Management and Decision Support Systems class and we got into a heated argument a few weeks into the course. To be honest, I do not remember the substance of the argument, but I do remember making a statement like - “you are wrong, data warehouses do not work out you are describing or as noted in the book…I am working on two data warehousing efforts and know better…” He smiled, gave the class a break, and then asked me to join him for a coffee at the lounge. Needless to say, I soon realized that I was in a lot of trouble. But, he kindly and graciously, encouraged me to write-up my idea. I looked shocked and puzzled (and of course, was thinking about what was his ulterior motive). His next set of words were some of the most powerful that I have heard, “a lot of people have ideas and want to change the world, there are only a few, very few, who take the time and energy to see your ideas from concept to implementation.” I remember not sleeping for more than a few hours the next week, and working on the paper. I have never worked on a paper harder in my life; little did I know that this paper would eventually lead me to doing my doctoral studies, my first book, my first research fellowship, and the eventual move into academia. Over the past 10 years, I have had numerous such episodes where the generosity and kindness of this individual, who I originally thought would only be a professor, has had a profound influence on my life. What is surprising is that while no individual would come close to the impact Dr. Kraft has made on my life, there are several other professors who have helped me achieve professional and personal achievements.

My advice to you is quite simple, if you need help, all you need to do is contact your professors. Our doors are open for you.

The world needs you to exploit your talents towards positive change. To this end, you should never fear doing the right thing and making difficult calls. We, in academia, look at you as the future change agents and game changers. We are here to support you. Let me share with you another small story. When I was teaching in South Africa, I had a chance to meet a young lad. This 19-yr old always had a smile on his face, was one of the most pleasant people to deal with, and never complained. During one of our conversations, I asked him – “what makes you so happy?” He said, the people I serve make me happy. I was taken aback a bit, and asked for details. He went on to explain about how he spent about 25 hrs a week working with people who either 1) did not have anyone, mostly orphans, or 2) were HIV-positive. This youngster had created a complete volunteer organization to address the needs of these communities. He recruited his buddies from college, worked with local high-schools, and even got business establishments to donate food and other supplies. As he described his project, he did not do so in a tired way, but did so with hope and optimism. I have to say that this was one of those moments where no matter how much one has achieved in life, you are quickly struck by how much more is possible.  I think about this young lad regularly, and when I think about how difficult things get, I am reminded that he the word ‘difficult’ does not exist in his vocabulary.

We need people like this youngster. We need people like each of you. You are fearless and we have great hopes for the world. You need to view setbacks as opportunities for change, not as reasons for quitting. Simply think about how many times this young lad could have had a reason to quit. He did not, and today, his program helps about 350 people per year! He has made a difference to the betterment of this world, and we need to build on his energy and others like him.

I thank each of you for giving me the opportunity to get to know you as individuals. At times we have butted heads and even disagreed, at times we could have been more patient with each other, and maybe there are situations we wish we could take back in hindsight. For anytime that I have made your life difficult or unpleasant, you have my sincere apology and promise that I will work harder in the future. As you embark on the next steps on your career, remember that my doors are always open to each of you. You are welcome to stop by all my offices (yes, even my Irish Office), should you need help or just need to someone to talk with. I hope you will keep me abreast of the developments in your life.

In closing, thank you for everything and best wishes for all your future endeavors!

Today is your day, take time to enjoy it and celebrate your achievements!

Cheers, Cheers, Cheers!!!

(FYI: The Information School will hold their convocation on June 10, and the University of Washington will celebrate commencement exercises on June 12)

Akshay Bhagwatwar (University of Washington), Ray Hackney (Brunel University), and I have authored a paper that examines the knowledge integration challenges faced by organizations as they try to recover from backsourcing endeavors. The paper will appear in a future issue of Information Systems Management.

Abstract
Backsourcing is motivated by opportunities arising from changes in the business situation, redefinition of the character of outsourced service declining in quality or due to the discovery of flaws in the contract. The situation of backsourcing clearly has major implications for an organization in terms of monetary investments, IS infrastructure and changes in employee requirements during and after the process. The research in this paper consequently acknowledges a serious challenge involving the management of systems within organizations following backsourcing events. This paper considers a detailed analysis of two case studies of backsourcing: JP Morgan Chase (USA) and Sainsbury (UK). A major contribution of the paper is to identify important strategies to be followed in backsourcing projects to ensure efficient knowledge re-integration. In this respect, it is believed the paper is unique in identifying emergent suggestions for strategic backsourcing decision making through a series of insightful observations.

Bhagwatwar, A., Hackney, R., and Desouza, K.C. “Considerations for Information Systems ‘Backsourcing’: A Framework for Knowledge Re-integration,” Information Systems Management, Forthcoming.

I will be speaking at the Conference on Intelligence and Nuclear Proliferation hosted by the Centre for Science and Security Studies (CSSS) at King’s College London in June. Kristen Lau and I have authored a paper that examines how information management failures led to an inability to adequately assess and detect nuclear threats in recent times. Lack of adequate information management capabilities have led to numerous international crises surrounding nuclear non-proliferation. For example, the inability to predict nuclear tests by India in 1998, the colossal failures surrounding assessments of Iraq’s WMD capabilities in early 2000, and today, the challenge of addressing Iran and North Korea.

Intelligence and Nuclear Non-Proliferation Programs: The Achilles Heel?
Intelligence is a critical component of all counter-proliferation activities. It allows us to assess and determine what makes up the current threat environment in terms of the proliferation of nuclear weapons and technology. When informed with an accurate assessment of the situation, policy makers are better suited to counter the proliferation threat. However, success and failure hinge upon how well information is managed during the intelligence process. The intelligence process as it relates to estimating nuclear capabilities or intentions is wrought with many challenges and complications. The denial and deception techniques employed by states running covert weapons programs and the dual-use nature of many weapons components create many difficulties for intelligence organizations. Additionally, illicit transnational networks obscure the situation further by serving as a source, for both nation states and non-state actors, for acquiring dual-use commodities and technologies. These challenges can lead to the miscalculation of a state’s capabilities or intentions. As was seen with the case of Iraq in 2003, western intelligence services grossly overestimated the capabilities of Saddam’s regime. This paper presents a comparative analysis of three cases of nuclear proliferation: India, Pakistan and Iran. Drawing from the analysis, the authors examine the lessons learned and propose recommendations for future counter proliferation policy and strategy.

To read prior papers published on this topic, please see:
• Desouza, K.C., and Lau, K.A.* “Managing the Proliferation of Weapons of Mass Destruction: An Information Management Perspective,” International Journal of Public Administration, 31 (13), 2008, 1457–1512. [LINK]
• Desouza, K.C. “Information and Knowledge Management in Public Sector Networks: The Case of the US Intelligence Community,” International Journal of Public Administration, 32 (14), 2009, 1219–1267. [LINK]

Volodymyr V. Lysenko and I have authored paper that explores the possibilities of the Internet as a tool for supplying information necessary for the organization and mobilization of successful opposition movements, especially under non-democratic regimes. Examples of the roles the Internet plays in the political processes in Russia are discussed in detail. In particular, the recent cyberprotest cases of the Ingushetiya.ru website and the movement to release political prisoner Svetlana Bakhmina are investigated. Besides showing the Internet’s significant role in organizing modern protests, these cases also demonstrate that in environments where practically all traditional mass-media are under the authorities’ control, the Internet becomes the major source of alternative information. Our paper offers a look at how deploying technologies can bring about social change, even in some of the most difficult political environments.

The paper will appear in Technology Forecasting and Social Change. Volodymyr and I will present the paper at the Harriman Institute for the Etiology and Ecology of Post-Soviet Media Conference at Columbia University on May 7-9, 2010.

Yuan Lin, Sumit Roy, and I have authored a paper that examines the use of network entropy and mutual information to measure the agility of networked organizational structures. The paper will appear in Applied Mathematics and Computation.

Abstract
While the agility of networked organizational structures is important for organizational performance, studies on how to evaluate it remain scant, probably because the difficulty in measuring network evolution. In this conceptual paper, we propose two measures – network entropy and mutual information – to characterize the agility of networked organizational structure. Rooted in graph theory and information theory, these two measures capture network evolution in a comprehensive and parsimonious way. They indicate the uncertainty (or disorder) at the network level as well as the degree distribution at the individual level. We also propose an algorithm for applying them in the scenario of adding links to a network while holding the number of nodes fixed. Both simulated and real networks are used for demonstration. Implications and areas for future research are discussed in the end.

Lin, Y., Desouza, K.C., and Roy, S. “Measuring Agility of Networked Organizational structures via Network Entropy and Mutual Information,” Applied Mathematics and Computation, Forthcoming.

I will be presenting a paper at the Harriman Institute at Columbia University. The paper, Political Cyberprotest in Contemporary Russia, co-authored with Volodymyr Lysenko, a doctoral student of mine at the University of Washington Information School, was accepted for the Etiology and Ecology of Post-Soviet Media Conference (May 7-9, 2010).

Technologies may be intertwined with politics. In particular, the Internet has the potential to cause enormous social and political changes in today’s society. In this research we discuss possibilities of the Internet as a tool for supplying information necessary for organization and mobilization of the successful oppositional movements, especially under the non-democratic regimes. We pay special attention to: in-built capabilities of the Internet to promote active popular involvement in the political process; possibilities of the Internet for democratization of authoritarian regimes; attempts at Internet censorship and possibilities to counteract them; the roles that the new Internet-based media are playing in the power shift in society; the roles that the Internet played in the success of the color revolutions in former Soviet countries; and the roles that new information elites play in social change. We discuss in detail recent examples of the roles the Internet plays in the political processes in Russia.

While in free societies opposing political forces have practically unlimited access to mass media, in Russia the authorities control almost all traditional means of mass information.  Only the Internet retains the possibility of limiting control by the Russian authorities. Thus the purpose of our research is to establish whether the Internet in Russia can fulfill the function of ensuring the flow of information necessary for successful dissident activity. Accordingly, we seek to answer the following research question: Does the Internet provide an effective tool for politically-interested people in Russia to conduct dissident activities under the authoritarian regime?

Besides showing the Internet’s leading role in organizing modern protests, our research also prove that in the information environment where practically all traditional mass-media are under the authorities’ control, the Internet becomes the only powerful and effective source of alternative information about the real situation on the repressed territory.

About the Harriman Institute: Founded in 1946, the Harriman Institute housed at Columbia University is the oldest academic institution in the United States devoted to the study of the countries of the former Soviet Union, East Central Europe and the Balkans. (For more details: http://www.harrimaninstitute.org/)

About Columbia University: Columbia University, a member of the Ivy League, was founded in 1754. It is the oldest institution of higher learning in the state of New York and the fifth oldest in the United States. (For more details: http://www.columbia.edu)

Nicholas D. Sweers II and I have authored a case study on the complexities of change management when underground resistance is present. The case study will appear in the Journal of Business Strategy.

This case study highlights the challenge of dealing with underground resistance when leading organizational change. Underground resistance has deterred many change management efforts. Moreover, strategies to address underground resistance are still at a nascent stage of development in management practice and literature. The case tells the story of Sam Bridgeport, a Senior Partner at a major consulting firm in Seattle, who has been charged with leading a restructuring effort that will significantly affect the everyday operations of the organization. Unlike past change management initiatives, which often failed, Sam was wise to encourage employee participation from the start. As a result, Sam was able to mitigate most of the opposition against his plan, but he soon finds out that he gravely underestimated the natural human tendency to resist change. Sam discovers a covert, underground resistance effort is quickly gaining steam, and he must put a stop to it before it’s too late.

Executive responses to the case study from Mark R. Jones, CEO, The Sunyata Group and George Head, Senior Vice President Broadband Services for Stratos Global will also be published.

Jared Keller, Yuan Lin, and I authored a paper that describes how agent-based modeling can be used to consider policy options for dismantling terrorist networks. The paper will appear in Technology Forecasting and Social Change.

Dismantling Terrorist Networks: Evaluating Strategic Options Using Agent-Based Modeling

Dismantling dark networks remains a critical goal for the peace and security of our society. Terrorist networks are the most prominent instantiation of dark networks, and they are alive and well. Attempts to preemptively disrupt these networks and their activities have met with both success and failure. In this paper, we examine the impacts of four common strategies for dismantling terrorist networks. The four strategies are: leader-focused, grassroots, geographic, and random. Each of these strategies has associated pros and cons, and each has different impacts on the structure and capabilities of a terrorist network. Employing a computational experimentation methodology, we simulate a terrorist network and test the effects of each strategy on the resiliency of that network. In addition, we test scenarios in which the terrorist network has (or does not have) information about an impending attack. Our work takes a structural perspective to the challenge of addressing terrorist networks. Specifically, we show how various strategies impact the structure of the network in terms of its resiliency and capacity to carry out future attacks. This paper also provides a valuable overview of how to use agent-based modeling for the study of complex problems in the terrorism, conflict studies, and security studies domains.

Along with Ann Bostrom and Sandy Archibald, I am developing the X-Prize Lab at UW. Our initial plan is to offer two courses through the Evans School of Public Affairs. The first course will examine prize-driven innovation. We have an assembled an amazing list of speakers, see our blog. In this course leading innovators and philanthropists will introduce the how prize philanthropy can foster innovation to solve global developmental challenges. The second course will focus on building prize concepts and proposals that solve complex policy challenges from water resource management to education.

To see the news release from the Evans School, please click here [LINK]
To learn more about the X-Prize Foundation, please click here [LINK]

I have a new paper accepted for publication in the International Journal of Information Management.

Abstract: The prominence of business process outsourcing (BPO) continues to intensify in today’s hyper-competitive marketplace. Engaging in BPO can help an organization focus on its core competencies, while gaining specialized knowledge, skills, and processes in auxiliary spaces. The literature is laden with evidence that engaging in a BPO will help organizations secure financial, operational, and even strategic advantages. While there is little doubt that organizations can attain these benefits, few BPO arrangements work out as planned. Managing risks in BPO arrangements is paramount. In this case analysis, we describe a significant failure through chronological description of scandals that took place at one of India’s largest outsourcing vendors, Satyam Computer Services. In describing the study, we draw attention to the fact that organizations need to (1) improve their sensing capabilities and keep abreast of strategic transformations at their outsourcing vendors, (2) be able to plan for and execute contingency plans, and (3) balance the risks and rewards of BPOs in terms of knowledge and capabilities dependencies.