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Re: [Iasa20] draft-haberman-iasa20dt-recs-00.txt

Brian E Carpenter <brian.e.carpenter@gmail.com> Fri, 14 July 2017 03:47 UTC

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To: Jari Arkko <jari.arkko@piuha.net>, Ted Hardie <ted.ietf@gmail.com>
Cc: "iasa20@ietf.org" <iasa20@ietf.org>, Joseph Lorenzo Hall <joe@cdt.org>
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From: Brian E Carpenter <brian.e.carpenter@gmail.com>
Organization: University of Auckland
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Date: Fri, 14 Jul 2017 15:47:56 +1200
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Subject: Re: [Iasa20] draft-haberman-iasa20dt-recs-00.txt
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In case your reaction to my review just posted is TL;DR:
On 13/07/2017 08:18, Jari Arkko wrote:
> Ted,
> 
>> My take with that combination of experience is that
>> the IAOC could not suddenly revert to a more strategic approach right now, because many
>> of the processes and committees it has are built around the current way of working.
> 
> Agreed.

Hence my question: what were the conditions and dynamics that led
to the IAOC becoming effectively an executive committee rather
than the oversight committee intended? If we don't understand that,
it will probably happen again.

   Brian

> 
>> I do think that it could move to a more strategic approach (as, IASA++ suggests)
>> if  a new set of support systems were in place.  The trick, and it will be trick, is making
>> sure that the change goes with the adoption of the support systems *because it will
>> not be an inherent part of that change*.  Some combination of personnel changes (like
>> dropping the number of ex officio members), new instructions to NomCom, and very
>> active recruitment of outside talent will be required.  That is likely true, honestly, whatever
>> structural changes we put in place.
> 
> Makes sense. Thanks.
> 
> Jari
> 
> 
> 
> 
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