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Full Description
The ramifications of this new Information Age are still not well understood. Most businesses do not know how to turn their information into a beneficial capital asset. Unfortunately, their focus has been almost exclusively on technology, while human and managerial factors are left unexplored. Maximizing the Enterprise Information Assets defines practical, winning techniques for building an environment that takes advantage of all of a company's information resources. This innovative work defines information assets not only as patents, trade secrets, and marketing data, but as all information contained within a company. This groundbreaking book: .. Defines information assets .. Identifies barriers that lessen information's value .. Explains how information can be strategically distributed .. Describes the relationship between information and strategic planning .. Explores methods to exchange valuable information among employees Corporate officers, directors, and IT managers will find this book invaluable for creating a positive, profitable work environment in which information assets are properly managed and distributed, encouraging revenue growth and worker satisfaction.
Contents
CONTEXT A Basis for Management Information Value Information and Work Information and Management Information and Organization Information as Corporate Memory Information Is the Enterprise Information as Capital Asset Enhancing Information's Value Consequences Conclusions Removing Hindrances Unavailable Information Inaccurate Information Lack of Know-How Policy and Culture Information Volume Positive Consequences Creating Associations Fostering Creativity Conclusion Lessons from the Web Shared Documents Low-Cost Groupware Information as Motivator Volume versus Information Access versus Complexity Increasing Potential Issues of Management Conclusion Enterprise Planning Simulating the Future Planning for Increased Information Value Measuring the Effect Conclusion ORGANIZATION System Development Project Selection Retrofitting Existing Systems to Support Participation Enabling Knowledge Sharing Ensuring Consistent Access Conclusion Organizational Structure Illustration from Sci-Fi Analogy to Real Life Organization and the Shape of Information Changing Definition of Department, Team, and Company TKO for the CKO? Conclusion Organizational Assessment The Strategic Assessment: The Status of Organizational Competence The Strategic Assessment Data Collection Methods Statistics and Data Analysis Conclusion Ways to Move Knowledge and Ways to Stop It from Moving Set Up Project Exchanges Walk a Mile in One Another's Moccasins Cross-Train Provide Broadening Assignments Experts on Loan Hold a Bosses' Forum Regularly Establish a Mentoring Tradition Establish Internal Performance Coaches Peer Assistance Document Best Practices Expect Experts to Post Routine Information Online Find the Experts-Use Knowledge Portfolios Build Performance Support Tools Support an Online Forum Formalize the Informal Expert Roles Nurture Communities of Practice Find the Real Thought Leaders Invite an Innovator to "Lunch" Match People with Customers Who Will Increase Competence Interview or Bring in People from Other Industries Facilitate Learning and Development Hold a Knowledge Fair Recognize a Good Conference Report Recognize Knowledge Sharing Whenever It Happens Perks Work Provide Lounges or Use the Lunch Room Eat, Drink, and Be Merry Play Ball! How to Stop the Movement of Knowledge, One Brain at a Time Conclusion HUMAN VALUE Human Resource Value The Ability to Add Value The Value of the Employee The Worth of the Executive Sustaining Value Individual Knowledge Portfolio Knowledge Portfolio Information Model Conclusion Uses for the Online Conference Successful Online Conferencing Motivation Benefits Getting Started Conference Information Literacy Incorporate into Daily Life What Are the Best Uses? Focus Groups, 360 * Feedback, and Research What If They Do Not Participate? Is It Working? Conclusion Information Assets and Learning The Optimal Learning Environment Technology Does Not Make It Better Buck the Trend: Support Cost-Effective Development Develop and Support People First Broadening Experiences Training and Learning Opportunities Training Contract Build a Contract before the Program Begins Competency Development Career Path Mapping Development Plans Recruitment and Hiring Mentorships, Apprenticeships, and Internships Cross-Training Retention Efforts Assess Work Styles Ways to Provide Support to Internal Communities of Practice Conclusion Competencies of Information Managers The Complement of Competencies Adaptability Seeks Best Practices Change Management Coaching Others Communication Content Organization and Presentation Continuous Improvement Continuous Learning Decision Making Execution Leadership Influence Information Management Information Seeking Innovation Integrity Project Management Relationship Building Systems Thinking Applications Integration Applications, Software Development Business Systems Analysis Database and Repository Management APPENDICES Initiating the Process Information Modeling Computing Information Value Information Assets Survey Results The Numinous Dimension Bibliography
