This shouldn’t be too difficult. The world just endorsed 17 new global goals whose vision is breathtaking.
If they are achieved, add 15 years to your age, and imagine a planet without poverty, malnutrition or preventable death, powered by sustainable sources of energy that have enabled us to avert a climate-induced catastrophe.
These global goals are a complex, interrelated network where action on one benefits progress on others, and vice versa. For example, improvements in education (goal 4), will translate into health gains (goal 3) and economic growth (goal 8); improvements in clean energy (goal 7) will advance climate action (goal 13) and responsible consumption and production (goal 12); and improvements in gender equality (goal 5) will reduce poverty (goal 1), income inequality (goal 10) and conflict (goal 16).
Integrators not only understand this interconnectivity, but they want to design policies, programs and financing instruments that leverage the connections so they can drive progress to the goals faster and more efficiently.
Specialists, on the other hand, prefer to stay firmly within the boundaries of a specific goal, even when they could achieve more with a different approach. Even though generalists can acknowledge the need for integration, they typically don’t have the skills or the incentives to make it happen.
Integrators also understand that big end goals take time. After all, they are trying to alter reality for the majority, not for an already-privileged minority. In this context, they don’t place short-term success ahead of long-term impact.
Integrators base all of their big decisions on the very best data available. If the data is not there, as is often the case, they make it a priority to get it.
Integrators are most comfortable when they are in constant conversation with a wide array of data from many fields, including the sciences (natural, formal, social), humanities and professions.
They develop a command over the best quality data from each of these disciplines and a facility to combine insights in a way that shines a light onto new solutions.
Integrators share a deep aversion to decision-making based on ideology or arguments from analogy (i.e. we should do y because that’s the way we did x).
Above all, integrators share an honest relationship with data.
Data is never cherry-picked for marketing or advocacy purposes, but is used to provide a constant check on success or failure. Data that reveals failure is just as valuable, if not more valuable, as data that shows success.
Open source, free access data platforms (like the spectacular Global Burden of Disease) are preferred, as integrators acknowledge that the long-term benefits of sharing information outweigh any short-term risks.
The world’s most powerful innovations have always come from people who transgress boundaries and straddle fields, or in Sue Desmond-Hellman’s (Bill and Melinda Gates Foundation) words, people who “bridge worlds”.
With technology, our ability to do that has risen exponentially.
The internet and the many platforms that have grown on it now offer vast digital playgrounds where people can collaborate beyond boundaries.
Last week, Mary Meeker’s (Kleiner Perkins Caulfied & Byers) Internet Trends 2016 revealed a world on the threshold of global connectivity.
There are now 3 billion Internet users (42% of the planet) connected by devices whose processing power, storage capacity, and platform content are constantly improving. Add to that developments in artificial intelligence, robotics, the Internet of Things, autonomous vehicles, 3-D printing, nanotechnology, and biotechnology and the probability of further breakthroughs keeps improving.
Integrators are constantly developing their mastery of these ever-changing technologies, are on the lookout for new ways to create value and revel in the freedom technology offers to locate and engage new talent.
Integrators are particularly adept at using technology to circumvent the complex set of special interests that typically lie between them and their customer/s.
Observe the specialist at work and you will often see a primary loyalty to the groups that confer authority – typically peers or a scientific community or discipline.
Observe the generalist at work and you will see a primary loyalty to the person or group who pays the bills – typically the employer or in the case of non-government organizations – the donor.
The integrator is different. He/she puts the end-user first, every time. If you work in a company, it’s the customer. If you work for the government it’s the taxpayer or a subset of taxpayers. If you work for an international development organization, it is the citizen of another country, even if you don’t live there.
In finding ever more efficient ways to drive value more directly to the end-user, technology is the integrator’s main ally.