Posts Tagged ‘information’

Velocity of Information

Photo Aug 28, 5 26 15 PM (2)An interesting concern that we often have to address is the worry that manager and salespeople risk being overwhelmed with information. Most people can barely keep up with their existing information flow. What would new screens and automated emails do to their inboxes?

We discourage people from looking at information as a collection of valuable pieces of data that have to be stacked and reviewed, like a stack of magazines. We think it more like a river of information that doesn’t need to be read every time it updates, but rather the flow increases the perceived proximity to the most current information.

Proximity of Information

“Proximity” is the operative word. Decision-makers at all levels need to feel that the information they need is close and easy to acquire. This could translate to several different delivery scenarios depending on factors such as sophistication of the userbase, technology available, volume and rate of change of the information.

The analogy that we like to use is that information is the lifeblood of any dynamic organization, so if information flows at the pace of molasses, the organization will stagnate. What’s interesting about this perspective is that we are actually striving to reduce the value of a single given piece of data crossing someone’s desk. An email with a snapshot of revenue information that is only made available once a month, for example, is going to be held at higher value relative to a weekly or daily revenue alert with the same information.

Understanding Molasses

What holds information from flowing more quickly isn’t bad intentions, even though this tends to be an often cited cause.  It’s usually a combination of legacy behaviors ingrained in people’s habits and routines, as well as embedded hierarchical structures and legacy technology issues.

Because it’s a combination of things, not just one, it’s difficult to find one simple solution. By tackling only technology, for instance, and not addressing the other institutional obstacles, the promise of realizing higher information velocity may not be realized.

Getting everyone comfortable with the idea that what matters is increasing data flow is critical to dislodging information and weakening the molasses.

People need to feel that they can easily dip into the information flow naturally and not stress about “missing” or “losing” critical data points. Increasing information “velocity” increases the ease in which people interact with knowledge within their firm.

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What Does It Mean to ‘Collaborate’ in an Organization?

WalkWe have been having a lot of discussions recently about the definition of collaboration. For most of our clients, increasing collaboration is one of their ultimate goals. But what does it mean to increase collaboration? At first thought, it would seem obvious what it is: increasing the amount of communication exchange among team members in order to identify new opportunities to increase business. The natural next step that sprouts from this conclusion is to invest in technology solutions that allow for an exchange of information: CRM, instant messaging, collaboration sites like Sharepoint.

These tools facilitate collaboration, but they don’t in and of themselves create or inspire collaboration. Collaboration is at its core a cultural phenomenon. Collaboration springs from the development of a community that has shared interests and common goals, and clear visibility of the path to take to reach those goals.[more…] Organizations need to develop a culture where everyone buys into the idea that sharing information benefits the greater good of the firm. Leadership sets the cultural agenda, by creating principles and providing guidance on expected behaviors.

At this point in the conversation is when we start to lose our more systematic-minded peers, who object to the abstract direction of the discussion. In their view, people by nature want to collaborate but there are systemic barriers that prevent the free exchange of information. They feel that these barriers can be broken down with the use of technology. They state examples of how new media has expanded the ability to share information which, in the cases of Wikipedia and Twitter for example, are being done with little financial incentive. It’s human nature to share.[more…]

It’s important to try to balance the two dimensions; they work in tandem. You can have an organization where everyone buys into the benefits of sharing information, but without the tools that enable a free, relevant, and targeted exchange, people will easily give up. In firms with the right culture but the wrong systems, people will want to collaborate, they can’t, and they will feel guilty about it everyday. Alternately, you can have an organization that spends millions of dollars on any variety of tools to talk to each other, but no cultural transformation to buy into a broader benefit, then the investment is completely wasted. Worst of all, these are usually recurring costs.

The leadership of any organization needs to understand how interrelated these are and have a coordinated plan to address them. In the simplest terms, they represent the ‘why’ and ‘how’ of collaboration.

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