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Information Management

Breathtakingly exciting presentation!
by

Chris Mathews

on 1 October 2013

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Transcript of Information Management

The structured process of determining requirements, capturing, distributing, and using information
4. Hard information can be too aggregated for effective use in strategy making...
3. Much hard information is too late to be of use in strategy making...
1. Hard information is often lacking in scope, lacking in richness and often failing to encompass important noneconomic and nonquantitative factors...
2. Hard information is often unreliable
Information Management
Capture
02 - Match between system and the real world
01 - Visibility of System Status
03 - User control and freedom
04 - Consistency and standards
05 - Error Provention
06 - Recognition rather than recall
07 - Flexibility and efficiency of use
08 - Help users recognize, diagnoce , and recover from errors
09 - Help and Documentation
10 - Aesthetic and minimalist design
Scanning
Categorizing
Formatting and Packaging
"Our vast, unapplied deposits of corporate knowledge and information have little power when they're tucked away in reports, file drawers and databases. Organizations today do not lack information. They lack the tools to get the right information to the right people at the right time."

-Electric Power Research Institute
"...making information meaningful should be the primary goal of a company's information support staff." -Davenport
"In the West, all the emphasis is on the answer to the question. Indeed, our books on decision making try to develop systematic approaches to giving an answer. To the Japanese, however, the important element in decision making is defining the question. The important and critical steps are to decide whether there is a need for a decision and what the decision is about. And it is in that step that the Japanese aim at attaining consensus. Indeed, it is that step that, to the Japanese, is the essence of the decision." -Drucker
"The crucial need for variety in an information system can help us understand why there are so many ad hoc, idiosyncratic requirements for information in a large organization, such as those generated by senior executives and managers involved in marketing, strategy, or competitive analysis. In order for an information-management-process model to have any real value, it has to reflect the turbulence, volatility and complexity of markets, workplaces, and the human mind." -Davenport
Determining Requirementsp
Distributing
Using
Two Approaches
Neilsen's Usability Heuristics
Taylor's Value added
Connect Users with Information
References
Our Team
Thanks for listening!
It's all about the User!
Davenport, Thomas with
Laurence Prusak. "Information
Strategy," in Information
ecology. Oxford U Press, New York, NY.
1997, p. 46-66/
Tanner Nicol
Chris Matthews
Jackson Thomas
Tyler Kamstra
Ashley Acedo
Gavin Elster
Nielsen, J. (1994b). Heuristic evaluation. In Nielsen, J., and Mack, R.L. (Eds.), Usability Inspection Methods, John Wiley & Sons, New York, NY.
Updated Value-Added Model Graphic
Courtesy of Michael Eisenberg
and Lee Dirks
Eisenberg, M. and Dirks. L. (2008). "Taylor's Value-Added Model: Still Relevant After All These Years." iSchools Conference, UCLA, Los Angeles
Drucker, Peter F. "Management: Tasks, Responsibilities, Practices", Harper Paperbacks, New York, NY. 1993.
Full transcript