Re: What do we want to achieve from reorganizing our functions?

[Randy Bush <randy@psg.com>]

>   - Separating document review from WG management, so that both
>     roles can be strengthened

could you expand on the difference between these two?  in theory,
the only classic management we do is hire and fire of chairs.  or
do you also mean process, i.e,, document management?  but that
latter is rather intimately tied to document review and is, we
hope, being automated away as a task set.

>   - Separating a "direction-setting function" (management?) from a
>     "day-to-day followup" (executive?)

direction setting is part of 'leadership'
day to day follow-up is part of 'management'

>   - Separating the "business management" aspects of
>     from "technology management".

indeed, the formal relationships, contracts, etc. with rfced, iana,
secretariat, ...  should all be pretty cut and dried business
stuff.

> 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.

yep!

> 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.

i am trying to think.  i hope i am not getting in the way.

randy