What do we want to achieve from reorganizing our functions?

[Harald Tveit Alvestrand <harald@alvestrand.no>]

My thinking:

We're increasingly clear on where we want to go, I think.

The key concept of the management structure is "scaling": Getting more 
bandwidth for planning, thinking, managing and communicating. That' what 
the WGs ask for, and that's what I think the Internet needs from us. Almost 
every complaint I hear comes down to "use more time on us".
And a core method of achieving scaling is separation of function - so that 
we can make use of more people effectively.

Key words:

 - Separating document review from WG management, so that both
   roles can be strengthened
 - Separating a "direction-setting function" (management?) from a
   "day-to-day followup" (executive?)
 - Separating the "business management" aspects of
   from "technology management".

Not all of these need to result in distinct entities. And it's very 
important to keep the ability to have an unity of purpose within the 
leadership - if we create distinct entities that pull in different 
directions, we lose something important.

I've got some ideas on how we can get there - but I'd like to float this 
one by the IESG first to see what other people think.