1. Information Management and New Media Rafael Capurro www.capurro.de Steinbeis-Seminar MBA

2. Rafael Capurro: Information Management and New Media2 WELCOME!

3. Rafael Capurro: Information Management and New Media3 Overview  Introduction  Information Resources  IRM and Knowledge Management  External Information Resources  The Process of External IRM  Use External IR for Decision Makers

4. Rafael Capurro: Information Management and New Media4 Introduction: Scope of the seminar This seminar deals mainly with the field of external information resources and management.

5. Rafael Capurro: Information Management and New Media5 Literature [Combs] Combs, Richard E.: Why Manage Knowledge? In: http://www.combsinc.com/index.html http://www.combsinc.com/index.html [Nickols] Nickols, F. W. (2000). The knowledge in knowledge management. In Cortada, J.W. & Woods, J.A. (Eds) The knowledge management yearbook 2000- 2001 (pp. 12-21). Boston, MA: Butterworth-Heinemann In: http://home.att.net/~nickols/Knowledge_in_KM.htm http://home.att.net/~nickols/Knowledge_in_KM.htm [Walt] Van der Walt, Marthinus: A Classification Scheme for the Organization of Electronic Documents in Small, Medium and Micro Enterprises (SMMEs). Knowl. Org. 31 (2004) 1, 26-38. See also the website of the seminar http://www.capurro.de/steinbeis_infomanag.htm http://www.capurro.de/steinbeis_infomanag.htm

6. Rafael Capurro: Information Management and New Media6 Introduction: The Goal of Information Management Providing: reliable and relevant knowledge at the right time in the right place for the right person in the right medium

7. Rafael Capurro: Information Management and New Media7 Introduction: Organizational Memory Internal + external information (and knowledge) resources = Organizational Memory

8. Rafael Capurro: Information Management and New Media8 Introduction: The Goal of IRM  Watch your IR!  Watch your IRM!

9. Rafael Capurro: Information Management and New Media9 Introduction: The IRM Process Identify Collect Organize (Classify) Share Adapt Use Create Identify…

10. Rafael Capurro: Information Management and New Media10 Introduction: Tools for IRM  SAP  ORACLE  IBM Lotus  CSB International  Livelink  Verity  Microsoft Windows  CI …and why it is wrong to identify the question of IRM with the question of tools for IRM!

11. Rafael Capurro: Information Management and New Media11 Introduction: IRM -> The following analysis follows [Walt 2004] „The problem is, however, that the developers of operating systems and application programs usually give very little guidance as to how exactly a system of subfolders should be designed.

12. Rafael Capurro: Information Management and New Media12 Introduction: IRM „Neither could explicit instructions for structuring a system of folders be found in the help files of Windows XP or Outlook 2002. In Internet Explorer‘s „Help“ under „Organize your favorite pages into folders“ it is suggested that the user „might want to organize… pages by topic,“ with „Art“ given as an example. (…)

13. Rafael Capurro: Information Management and New Media13 Introduction: IRM The result of the absence of clear instructions for organizing folders is that folders are created and named intuitively to satisfy the need of the moment and the subjective frame of reference of the individual, without planning an overall logical structure.“ [Walt 2004, 27]

14. Rafael Capurro: Information Management and New Media14 Internal IR Internal information resources: Are produced by company employees. They emanate from functional areas cross-functional processes

15. Rafael Capurro: Information Management and New Media15 Internal IR Functional areas: Production: such as documentation on the purchasing of materials and equipment (information sheets from suppliers, orders, bills etc.), records of quality control, delivery, notes, guarantee cards delivery from customers, servicing records and customer records.

16. Rafael Capurro: Information Management and New Media16 Internal IR Sales and marketing: market research reports, product brochures and information sheets, orders from customers and records of sales transactions.

17. Rafael Capurro: Information Management and New Media17 Internal IR Engineering (Research and Development): project planning documentation, laboratory notes, project reports. Accounting and finance: budgets, regular financial reports on income and expenditure, documentation relating to taxes, records of investments and assets, etc.

18. Rafael Capurro: Information Management and New Media18 Internal IR Human resources management: job descriptions, advertisements for vacancies, documents relating to employee benefits, employment contracts, training manuals, employee records (records of payment, leav and disciplinary hearings).

19. Rafael Capurro: Information Management and New Media19 Internal IR Cross-functional processes: Product development reports Business plans Competitive intelligence reports.

20. Rafael Capurro: Information Management and New Media20 External IR External information resources „Many information items gathered for the purposes of competitive intelligence support the cross- functional business processes, especially strategic planning and decision-making.

21. Rafael Capurro: Information Management and New Media21 External IR In the creation of a business plan, which can include processes such as the setting of strategic goals, determining niche market segments and deciding about mergers with, or acquisitions of, competitors, the top management of a company has to rely heavily on external information resources.“ [Walt 2004, 30]

22. Rafael Capurro: Information Management and New Media22 External IR Gathering external IR focuses on: Political, environmental, societal, and technological trends (P.E.S.T.) Customers Suppliers Competitors (competing products and services)

23. Rafael Capurro: Information Management and New Media23 External IRM Methodological aspects: How to identify, collect, organize, share, adapt, use, and create information from external sources that are useful for the company.

24. Rafael Capurro: Information Management and New Media24 IRM and Knowledge Management  Knowledge taxonomy: Explicit, Implicit, Tacit Declarative (know that) and Procedural (know how)

25. Rafael Capurro: Information Management and New Media25 Explicit Knowledge „Explicit knowledge (…) is knowledge that has been articulated and, more often than not, captured in the form of text, tables, diagrams, product specifications and so on.

26. Rafael Capurro: Information Management and New Media26 Explicit Knowledge In a well-known and frequently cited 1991 Harvard Business Review article titled "The Knowledge Creating Company," Ikujiro Nonaka refers to explicit knowledge as "formal and systematic" and offers product specifications, scientific formulas and computer programs as examples. “ [Nickols] See also: Nonaka, I. / Takeuchi, H: The Knowledge Creating Company, Oxford 1995. Von Krogh, G. / Ichijo, K. / Nonaka, I.: Enabling Knowledge Creation. Oxford 2000

27. Rafael Capurro: Information Management and New Media27 Implicit Knowledge „Knowledge that can be articulated but hasn’t is implicit knowledge. Its existence is implied by or inferred from observable behavior or performance. This is the kind of knowledge that can often be teased out of a competent performer by a task analyst, knowledge engineer or other person skilled in identifying the kind of knowledge that can be articulated but hasn’t.“ [Nickols]

28. Rafael Capurro: Information Management and New Media28 Implicit Knowledge „In analyzing the task in which underwriters at an insurance company processed applications, for instance, it quickly became clear that the range of outcomes for the underwriters’ work took three basic forms: (1) they could approve the policy application, (2) they could deny it or (3) they could counter offer.

29. Rafael Capurro: Information Management and New Media29 Implicit Knowledge Yet, not one of the underwriters articulated these as boundaries on their work at the outset of the analysis. Once these outcomes were identified, it was a comparatively simple matter to identify the criteria used to determine the response to a given application. In so doing, implicit knowledge became explicit knowledge.“ [Nickols]

30. Rafael Capurro: Information Management and New Media30 Tacit Knowledge „Tacit knowledge is knowledge that cannot be articulated. As Michael Polanyi (1997), the chemist-turned-philosopher who coined the term put it, "We know more than we can tell." Polanyi used the example of being able to recognize a person’s face but being only vaguely able to describe how that is done. This is an instance of pattern recognition. (…)

31. Rafael Capurro: Information Management and New Media31 Tacit Knowledge Reading the reaction on a customer’s face or entering text at a high rate of speed using a word processor offer other instances of situations in which we are able to perform well but unable to articulate exactly what we know or how we put it into practice. In such cases, the knowing is in the doing, a point to which we will return shortly.“ [Nickols]

32. Rafael Capurro: Information Management and New Media32 Implict, Tacit and Explicit Knowledge [Nickols]

33. Rafael Capurro: Information Management and New Media33 Declarative and Procedural Knowledge „The explicit, implicit, tacit categories of knowledge are not the only ones in use. Cognitive psychologists sort knowledge into two categories: declarative and procedural. Some add strategic as a third category.“ [Nickols]

34. Rafael Capurro: Information Management and New Media34 Declarative Knowledge  „Declarative knowledge has much in common with explicit knowledge in that declarative knowledge consists of descriptions of facts and things or of methods and procedures.“ [Nickols]

35. Rafael Capurro: Information Management and New Media35 Procedural Knowledge „This is an area where important differences of opinion exist. One view of procedural knowledge is that it is knowledge that manifests itself in the doing of something. As such it is reflected in motor or manual skills and in cognitive or mental skills.“ [Nickols]

36. Rafael Capurro: Information Management and New Media36 Procedural Knowledge „Another view of procedural knowledge is that it is knowledge about how to do something. This view of procedural knowledge accepts a description of the steps of a task or procedure as procedural knowledge. The obvious shortcoming of this view is that it is no different from declarative knowledge except that tasks or methods are being described instead of facts or things.“ [Nickols]

37. Rafael Capurro: Information Management and New Media37 Procedural Knowledge „On my part, I have chosen to acknowledge that some people refer to descriptions of tasks, methods and procedures as declarative knowledge and others refer to them as procedural knowledge. For my own purposes, however, I choose to classify all descriptions of knowledge as declarative and reserve procedural for application to situations in which the knowing may be said to be in the doing.“ [Nickols]

38. Rafael Capurro: Information Management and New Media38 Strategic Knowledge „Strategic knowledge is a term used by some to refer to what might be termed know-when and know- why.“ [Nickols]

39. Rafael Capurro: Information Management and New Media39 Knowledge Taxonomy: [Nickols]

40. Rafael Capurro: Information Management and New Media40 Knowledge Taxonomy „Nonaka addresses the important issues of knowledge transfer and knowledge creation in his 1991 article. He cites four such transfers or creations: Tacit to tacit. Acquiring someone else’s tacit knowledge through observation, imitation and practice. The example Nonaka uses is that of a product developer, Ikuro Tanaka, who apprentices herself to a hotel chef famous for the quality of his bread. She learns how to make bread his way, including an unusual kneading technique.“ [Nickols]

41. Rafael Capurro: Information Management and New Media41 Knowledge Taxonomy „Explicit to explicit. Combining discrete pieces of explicit knowledge to form new explicit knowledge, for example, compiling data and preparing a report that analyzes and synthesizes these data. The report constitutes new explicit knowledge.“ [Nickols]

42. Rafael Capurro: Information Management and New Media42 Knowledge Taxonomy „Tacit to explicit. Nonaka cites here the product developer’s subsequent conversion of her acquired tacit knowledge into specifications for a bread-making machine. However, as defined by Polanyi, who coined the term, tacit knowledge cannot be articulated. Thus, although Nonaka’s product developer was clearly able to devise a set of product specifications based on what she learned while apprenticed to the chef in question, it seems doubtful that she actually articulated the chef’s tacit knowledge or her own. It seems more likely that she articulated some rules or principles or descriptions of procedures, that is, she created some declarative knowledge that subsequently proved useful in the design and development of the bread-making machine.“ [Nickols]

43. Rafael Capurro: Information Management and New Media43 Knowledge Taxonomy „Explicit to tacit. Internalizing explicit knowledge. Here, Nonaka indicates that the product development team acquired new tacit knowledge; specifically, they came to understand in an intuitive way, that products like the home bread- making machine can provide quality, that is, they can produce bread as good as that made by a professional baker. That Nonaka (or anyone else) knows of this suggests that whatever knowledge was acquired has been made explicit and that means it might have been implicit knowledge at one point but was never truly tacit knowledge because that cannot be articulated.“ [Nickols]

44. Rafael Capurro: Information Management and New Media44 Knowledge Taxonomy http://www.12manage.com/methods_nonaka_seci.html The SECI Model (Socialization, Externalization, Connecting, Combination) of Nonaka/Takeuchi

45. Rafael Capurro: Information Management and New Media45 Knowledge Taxonomy http://www.12manage.com/methods_nonaka_seci.html

46. Rafael Capurro: Information Management and New Media46 IRM as… … management of explicit (declarative) knowledge

47. Rafael Capurro: Information Management and New Media47 External Information Resources  Internet Resources  Providers of Scientific, Technical and Economic Information  Library Resources

48. Rafael Capurro: Information Management and New Media48 External Information Resources 1) Internet Resources Portals/Websites: Professional Associations, Competitors, Customers Search Engines: Catalogues, General Search Engines Meta-Search Engines, Trade and Business Search Engines, Shopping Search Engines Blogs Mailing Lists Virtual Communities …

49. Rafael Capurro: Information Management and New Media49 External Information Resources 2) Providers of Scientific, Technical and Economic Information: German Providers:  STN International (Scientific and Technical Information, Patents)  GBI (Economic Information)  GENIOS (Economic Information)  FIZ Technik (Technology)  Hoppenstedt (Economic Information)  Handelsblatt (Economic Information)

50. Rafael Capurro: Information Management and New Media50 External Information Resources International Providers:  Gale Directory of Data Bases  DIALOG (All fields)  LexisNexis (Economy, law)  Questel-Orbit (All fields)  Bureau van Dijk (Companies)

51. Rafael Capurro: Information Management and New Media51 External Information Resources Libraries

52. Rafael Capurro: Information Management and New Media52 The Process of IRM: Organize! Organize your IRM process: - Create an (interactive) platform within the company (as part of the intranet) - Create a list of links (portals, websites, etc.) - Use Mailing List and blogs - Inform actively about IR within the company - Get feed back from your colleagues about the IR as well as about the IRM process itself - Set goals for special tasks and make case analysis of IR and IRM within your company.

53. Rafael Capurro: Information Management and New Media53 The Process of external IRM: Step by Step Identify Collect Organize (Classify) Share Adapt Use Create Identify…

54. Rafael Capurro: Information Management and New Media54 The Process of IRM: Identify  What kind of external IR are used in your company? Portals/Websites: Professional Associations, Competitors, Customers Search Engines Blogs Mailing Lists Virtual Communities …

55. Rafael Capurro: Information Management and New Media55 The Process of IRM: Collect  How are external IR collected in your company? Using Search Engines? Visiting (regularly) Portals/Websites? Using an Agent System? Using SDI for searching in professional data bases? Visiting fairs? Connecting with experts? Using Blogs and/or Mailing Lists? Using printed sources? …

56. Rafael Capurro: Information Management and New Media56 The Process of IRM: Organize  How are the files with external information organized in your company? Document Management? Intranet?...

57. Rafael Capurro: Information Management and New Media57 The Process of IRM: Organize Under the heading „Organizing files using folders“ in the help files of Microsoft Windows 2000, for example, the user is simply told to „create folders for categories that match the way you want to orgnize your information.“ (Walt)

58. Rafael Capurro: Information Management and New Media58 The Process of IRM: Organize Walt‘s Classification Scheme: 0 General documents 1 External environment 2 Management (General) 3 Finance (financial management) 4 Human resources 5 Products & Services 6 Marketing & Sales 7 Customers 8 Special collections 9 Other subjects

59. Rafael Capurro: Information Management and New Media59 The Process of IRM: Organize The role of classification in business documentation (Walt): Categories are used for organizing folder systems Categories become part of the metadata for Information Retrieval purposes Categories are used for structuring the intranet

60. Rafael Capurro: Information Management and New Media60 The Process of IRM: Share  How are external IR shared in your company? Intranet Print E-Mail, Mailing Lists Virtual forums Communities of Practice Blogs Face-to-face meetings …

61. Rafael Capurro: Information Management and New Media61 The Process of IRM: Adapt  How are external IR adapted to the goals (vision, mission) of your company? Selecting the information from the sources? Distributing/writing (executive) abstracts? Evaluating? …

62. Rafael Capurro: Information Management and New Media62 The Process of IRM: Use  Who and how uses external IR in your company? In all departments? Decision Making (at which level)? R&D? Marketing?... Regularly? In what form/medium?

63. Rafael Capurro: Information Management and New Media63 The Process of IRM: Create  How is new knowledge on the basis of external IR created in your company: For decision making? For marketing? For R&D? For dealing with (new) customers? For dealing with competitors?

64. Rafael Capurro: Information Management and New Media64 The Process of IRM: Evaluate  Evaluate regularly the IRM process: Who is responsible for what? Where are the blockades? Where are the blind spots? What are the main areas of concern (priorities)? How much does it cost? What are the revenues?

65. Rafael Capurro: Information Management and New Media65 The Process of IRM: Checking List Create a check list for evaluating regularly your (external) IRM Process: - What external IR do you use in your company? - How do you manage these resources? - How much money does your company spend in them? - How much money does your company spend for the IRM process itself? - What is the revenue? - How (and how often) does the evaluation of the IRM take place in your company?

66. Rafael Capurro: Information Management and New Media66 Use External IR for Decision Makers  Use all possible information sources in order to build a data base that corresponds to the needs of your company  Consider that the kind of information you select will make possible or not to visualize the status of your company according to diverse criteria. These criteria should be as clear as possible before (!) you create the data base

67. Rafael Capurro: Information Management and New Media67 Presenting Information for Decision Makers Building a Data Base: Products Price Placement Promotion -> Present Status / Advantages and Disadvantages

68. Rafael Capurro: Information Management and New Media68 Visualizing Results  Cash Cows  Bad Dogs  ?  Stars

69. Rafael Capurro: Information Management and New Media69 Visualising Results

70. Rafael Capurro: Information Management and New Media70 Visualising Results  Select two criteria, for instance: Price vs. Placement Market share vs. Market growth Product quality vs. Price in order to visualize where your company is and where do you place your competitors  Do this kind of visualisation regularly and compare the results from time to time

71. Rafael Capurro: Information Management and New Media71 Taking Decisions  Decisions are taken on the basis of information provided.  Due to the necessary simplification of information selection as well as of the criteria used, decisions are always a risk.  Information should be seen in the context of unexpected events.

72. Rafael Capurro: Information Management and New Media72 Evaluating Decisions  After taking a decision, the processes of information and of visualisation start again  You should consider the possibility of selecting information from other resources and/or re-organizing your IRM process.

73. Rafael Capurro: Information Management and New Media73 Thank you for your attention