Topic: Update Vision and Mission Statements

The intial recommendations are found here.

The OGC could update its vision and mission statements.

The current vision and mission statements are split across several documents: The OGC needs to clarify its committments to (1) the general public (2) its members.

The OGC needs to clarify its committment to maintenance of past standards.

Relations to other topics

This topic is related to TopicPerformanceMetrics, since the metrics will serve to assess the effectiveness of the OGC reaching its vision.

#TopicDiscussion

Discussion

Comment:

The vision and mission should be articulated around the Spatial Data Infrastructure whish is the geospatial framework for deploying anything geospatial.

-- EdricKeighan - 24 Jul 2013

Response:

Ideas Leadership Group Note: OGC’s strategic goal #2 has been updated to include emphasis on continued focus on infrastructure for geospatial.

Comment:

Vision

-Can we word smith this in a way that will resonate with key high level decision makers, in a way that will make them say – I want to be part of that

Get input and feedback from those decision makers…..how would this impact those reading the wall street journal? HBR?...

Response:

Ideas Leadership Group Note: See proposed update to vision statement. Given the growing emphasis on location enabling business, government and consumer information to improve understanding and decision making, the leadership group believes that the Vision statement appropriately identifies a future where “everyone benefits from the use of geospatial information and supporting technologies”

Comment:

Some thoughts from a best practices, business perspective:

Mission

--Maybe multiple messages/stakeholder group, C level….this is rather technical

Objectives

-Goals here are more like what is typically considered business “objectives” which occur between mission and goals and define how we will, from an overall perspective, accomplish the mission.

Goals

-Goals should be measurable and quantifiable (accomplish what by when), and are assessed a redefined on a yearly basis

Response:

Ideas Leadership Group Note: The submitter of these comments worked with the group to establish and agree upon updates to the Mission and goals statements included in the recommendations for this topic. We agree that high level marketing messaging must be developed to support engagement of C Level executives and program management.

Comment:

Key Performance Indicators (KPI)

-Quantifiable…what are the key measures of success, how are they calculated, using what data sources….how often will we measure them (typically monthly in private industry)

Balanced Scorecard

-This is a great tool used as a framework for defining and tracking those critical objectives (4 square matrix) that ensure that scarce resources and time are balanced across competing objectives. The scorecard objectives are weighted. Scorecards are typically assessed on a quarterly basis, giving the organization valuable information that will support a need to either readjust course and/or reassess the relative value of each objective.

--ReneeB

Response:

Ideas Leadership Group Note: We agree with these comments. Recommendations on performance measures and assessment are being addressed in Ideas4OGC TopicSelfAssessment during the months of October-November 2013.

Comment:

The vision (and/or goals derived from the vision) should align and probably link back to Government purchasing guidelines, which include "interoperability, fair competition, and economical use of government funds".

I discussed this in relation to the GeoServices REST debate here: http://www.lisasoft.com/blog/will-ogc%E2%80%99s-standards-meet-government-purchasing-guidelines

-- CameronShorter - 29 Jul 2013

Response:

Ideas Leadership Group Note: How the OGC identifies interoperability needs, and advances and adopts standards is seated in OGC’s policies and procedures. The OGC has proven processes to promote consensus, and has demonstrated safeguards to assure that checks and balances are in place to halt or reposition activities that have not yet achieve consensus. For each standards proposal, OGC must consider the needs for standardization, interoperability, and harmonization, in the context of rapidly changing market and technology shifts.

Through the Ideas4OGC process we have received a number of excellent ideas / suggestions to improve our policies and procedures. This input is being reviewed and acted upon in other Ideas4OGC topics. See initial recommendations for Topics 3, 6 and 8

Comment:

Please see my comments in TopicStandardsDiversity. They are equally related to an OGC Vision.

-- BruceBannerman - 09 Aug 2013

Response:

Ideas Leadership Note: See our response immediately above.

Comment:

Having been involved in numerous vision discussions in government, private sector, and lately in the OGC, my suggestion is that the OGC vision needs to be domain agnostic, community agnostic, technology agnostic - you catch my drift. The vision statement communicates both the purpose and values of the organization. The vision is a short statement. Most of the above discussion is more about the strategic goals of the OGC. Take a look at: http://www.opengeospatial.org/ogc/vision, Strategic Goals. For sure, the strategic goals can reviewed and enhanced as required.

-- CarlOGCReed - 12 Aug 2013

Response:


Comment:

On behalf of Paula McLeod:

The vision of OGC for the development of specifications and their roles is missing and needs to be articulated.

-- TrevorTaylor - 15 Aug 2013

Response:

Ideas Leadership Group Note: the development and role / purpose of standards / specifications is defined and governed at the policies and procedures level. We have several Ideas4OGC topics that are presently addressing standards purpose, development and maintenance: TopicStandardsDiversity, TopicStandardsLifeCycleAndHarmonization, TopicExternalSubmissions, TopicSpecDocPolicies, TopicSWGCreation, TopicQualityVsQuantity, TopicSpecInnovation. We are working to group several of these topics to address overlapping comments and to formulate a consistent set of recommendations in the coming weeks.

Comment:

On behalf of Paula McLeod:

Perform a review of the governance structure roles and responsibilities, in particular the Architecture Board. Define priorities and direction for standards development and focus on depth and quality, rather than breadth and quantity. Ensure the application of policies, procedures and decisions align with agreed upon and well communicated principles. Ensure clear values, ethics and principles that are understood and practiced.

-- TrevorTaylor - 15 Aug 2013

Response:

_Ideas Leadership Group Note: This comment is being addressed in TopicOAB, TopicQualityVsQuantity, TopicSimplifyVoting, TopicSWGCreation, TopicSWGProcedure, TopicActiveDirection, TopicImproveCommunication _

Comment:

On behalf of Paula McLeod:

There is a perception that vendor neutrality and interoperability should be in sync with OGC principles. The governance structure provides some members to influence the OGC more than others.

-- TrevorTaylor - 15 Aug 2013

Response:

Ideas Leadership Group Note: OGC’s governance structure as defined through its policies and procedures provides all members with a voice and influence in the standards process. All OGC members have access, technical influence and voting rights in OGC technical committee working groups. All members have the ability to participate, sponsor or monitor OGC’s Interoperability Program testbeds, pilots and experiments. Higher levels of membership include additional committee voting rights, as well as additional focus on maintenance of OGC policies and procedures, market and technology forecasting, and other policy matters of the Consortium. We note that membership at all levels is represented broadly by industry, government, academic, research and NGO organizations from the Americas, Europe and Asia/Pacific regions.


 
Topic revision: r12 - 29 Oct 2013, GregBuehler
 

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