[Pso-discuss] Re: What makes a good director?
jean-francois abramatic <firstname.lastname@example.org> Mon, 05 June 2000 20:37 UTC
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Date: Sat, 03 Jun 2000 23:33:36 +0200
To: Steve Coya <email@example.com>, firstname.lastname@example.org, email@example.com
From: jean-francois abramatic <firstname.lastname@example.org>
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Subject: [Pso-discuss] Re: What makes a good director?
List-Id: PSO Discussion List <pso-discuss.pso.icann.org>
Bonjour, >At the most recent PSO teleconference, I was asked to send the three of >you a letter, soliciting your thoughts on what sort of person would make >the best director (i.e. what qualities each of you believe are important >in the selection of ICANN BOT members). Three set of qualities : 1. ICANN directors need to be familiar with the Internet culture : - Decentralization The hype around Internet governance puts pressure on ICANN. Directors need to have a solid <bold>vision</bold> to help focus ICANN on its core responsibilities. - Interoperability ICANN directors need to understand and contribute to <bold>develop</bold> the appropriate <bold>partnerships</bold> with a large collection of very different organizations (eg from IETF to Governments) on a wide variety of issues (eg from technical to legal). - Evolvability The deployment of the Internet is in its infancy (3 to 4% of the World population). New problems and new opportunities will arise. ICANN is young and small enough that it can develop a flexible structure that will be able to adapt and face the new challenges. Directors should be capable of <bold>adaptability</bold> since they may not have to do what they were expecting to do when becoming candidate. 2. ICANN directors are accountable to the Internet community and the Society at large - Public accountability ICANN directors need to be ready to develop substantial efforts to share the rationales that lead to ICANN decisions. Managing open discussions in an environment where shared understanding is limited requires a significant amount of <bold>patience and faith in open processes</bold>. - Legacy regulations As much as we all believe that the Internet will bring new ways of communication between people, societies have developed (so far) their cultures and rules without the prospect of the Internet in mind. More importantly, these rules and cultures were able to develop "independently" of each other when the means of communication were limited in scope. Hence a wide variety of situations where the impact of the Internet is very different from one country to the other. <bold>Understanding the existing legacy environments</bold> is essential for ICANN. Directors need to be conscious of those differences. - Internationalization While IETF may have the luxury to declare itself "a-national" (from Fred Baker during a panel on Internet governance at CFP2000), ICANN cannot and will never be able to. The first membership recruitment phase has shown discrepancies between countries involvement that ICANN will have to face. ICANN board and staff need to take proactive steps to <bold>enhance international coverage</bold> of ICANN efforts. For the years to come, this will continue to be a priority for the organization. 3. ICANN is an organization like any other one - Business model ICANN needs to <bold>develop a stable business model</bold> and execute its business plan. As a young organization, there is still a set of unknowns that need to be addressed and may require appropriate actions if actual results do not match initial plans. Directors need to be ready to take action to update the plans if necessary. - ICANN team Individuals have chosen to pursue their careers within ICANN. The youth of the organization together with its visibility put a high pressure on ICANN staff. Directors need to be aware of this situation and should be <bold>ready to adapt expectations to the available human resources</bold>. - Commitment In the building phase where ICANN is now, Directors should be <bold>ready to face unexpected situations</bold> and commit to address them whatever difficult or curious these may be. Concluding comments : It should not be expected that every director has the experience, expertise and qualities to address each of the issues described above. However, <bold>every director should be able to share the understanding of all issues and contribute to resolve some of them. </bold> Hope this helps, Cheers, Jean-François A 15:37 01/06/00 -0400, Steve Coya a écrit : > >Greetings, > >As you are aware, Jean-Francois Abramatic's term as one of the Protocol >Standards Council's appointments to the ICANN Board of Directors ends >later this year. > >At the most recent PSO teleconference, I was asked to send the three of >you a letter, soliciting your thoughts on what sort of person would make >the best director (i.e. what qualities each of you believe are important >in the selection of ICANN BOT members). > >As we once again begin the difficult task of selecting one individual, we >are hoping that the past year has been enlightening and your thoughts will >better enable us to select the best candidate for this task. > >Thanks in advance, > > >Steve Coya >PSO-PC Secretary du jours > > _______________________________________________ PSO-Discuss mailing list PSO-Discuss@pso.icann.org http://www.pso.icann.org/mailman/listinfo/pso-discuss
- [Pso-discuss] What makes a good director? Steve Coya
- [Pso-discuss] Re: What makes a good director? Steve Coya
- [Pso-discuss] Re: What makes a good director? jean-francois abramatic
- [Pso-discuss] RE: What makes a good director? (fw… Steve Coya