Way Ahead and Far Behind

Today’s Washington Post has a story on its front page: “Staff Finds White House in the Technological Dark Ages.”

Two years after launching the most technologically savvy presidential campaign in history, Obama officials ran smack into the constraints of the federal bureaucracy yesterday, encountering a jumble of disconnected phone lines, old computer software, and security regulations forbidding outside e-mail accounts.”

“What does that mean in 21st-century terms? No Facebook to communicate with supporters. No outside e-mail log-ins. No instant messaging. Hard adjustments for a staff that helped sweep Obama to power through, among other things, relentless online social networking.”  -Washington Post

Some say that whoever has been responsible for information technology in the White House itself should be fired — but then perhaps the change of Administration just took care of that  🙂 

Overall, this situation is familiar to anyone who has worked in what I call “Big-G  IT” or the information technology of a federal government agency. I’ve argued about its challenges and sub-optimality before: see my previous pieces on “Roadmap for Innovation: From the Center to the Edge,” and more specifically “Puncturing Circles of Bureaucracy.”  In that latter piece back in March of 2008, I wrote about the “the defensive perimeters of overwhelming bureaucratic torpor,” and the frustrating reality within much of Big Government: “Federal employees have an entire complex of bizarrely-incented practices and career motivations, which make progress on technology innovation very difficult, not to mention general business-practice transformation as a whole.”

Here’s the truly frustrating, mind-bending part: it isn’t always true!  Other elements of the White House have cutting-edge, world-class technologies operating day in, day out.

Stretching collaboration with Embodied Social Proxies

My wife and I are spending Christmas this year at home in Montross, and I’m sad that we’re not visiting with family in North Carolina or California.  But I’ve been looking at some new Microsoft research efforts on how to keep in touch with people in more natural ways, particularly valuable for teams working across geographic distances, which is how our Microsoft Institute works.

The question of how distributed teams can work collaboratively is only going to get more challenging, with out-sourcing and crowd-sourcing. Last week the Institute had a great visitor to our Reston digs: Tony Hey, Microsoft’s Corporate Vice President of External Research.  Tony’s bio on Wikipedia mentions his thirty years as a leading European academic (particle physics was his game), along with the excellent books he’s authored: Einstein’s Mirror, and Feynman and Computation.

How to Run a State-of-the-Art Technology Program – Quietly

FACT: In the new movie “Iron Man,” defense-contracting billionaire and engineering genius Tony Stark (played by Robert Downey Jr.) designs and builds a suit capable of individual flight (highly engineered control surfaces powered by an “arc-reactor” – it is Hollywood after all). During his first test flight, zooming straight up from Malibu and stressing the system to its max, he asks his onboard computer, “What’s the altitude record for the SR-71?” His computer responds back, “85,000 feet,” whereupon he zooms past that ceiling.

ANALYSIS: Funny moment, and excellent movie.  In its honor, below I’m going to give you access to a remarkable, recently declassified document describing one of America’s boldest Cold War technical achievements.  If you’ve ever run (or wanted to run) a high-tech company or program, like Tony Stark in the movie, you’ll appreciate the startling scope of the work – and if you’ve recently worked in DoD or the Intelligence Community you’ll marvel at how they did it “in the good old days.”