Discovery and the Age of Insight: Walmart EIM Open House 2013

transcript

#languageofdiscovery#ageofinsight

Discovery & The Age of Insight

Joe LamantiaProduct Strategy and Design: Oracle@moJoeJoe.Lamantia@oracle.comhttp://slideshare.net/mojoe

Oracle.com/goto/EndecaDiscoveryPatterns

Endeca Discovery Pattern Library

designed many discovery solutions

“In the next ten years, digital data alone is expected to grow 44 times. By 2020, there will be 4 billion people online creating 50 trillion gigabytes of data.”HP Intelligent Research

Volume: yotta, yotta, yottaVaried data ‘materials’

social, cultural, personal, environmental, economic, scientific

Full spectrum of granularityReal-time & historical perspectivesCommoditized infrastructure

storage, processing, distribution, publishing

Data ecosystem(s)

“‘Big Data’ always make[s] me think of some weird Star Trek: TNG fan fiction pron.”

Dan Saffer

value!data

value!dataPHASE1 PHASE 3PHASE 2

“The ability to take data - to be able to understand it, to process it, to extract value from it, to visualize it, to communicate it's going to be a hugely important skill in the next decades, not only at the professional level but even at the educational level for

elementary school kids, for high school kids, for college kids. Because now we really do have essentially free and ubiquitous data. So the complimentary scarce factor is the ability to understand that data and extract value from it.”

Hal Varian

http://www.mckinseyquarterly.com/Hal_Varian_on_how_the_Web_challenges_managers_2286

“the ...scarce factor is the ability to understand that data...”

http://www.mckinseyquarterly.com/Hal_Varian_on_how_the_Web_challenges_managers_2286

insight!discoverydata +

discovery is...?

not just search

more than visualization

discovery is making senseof the world

search

visualization

analysis

prediction

Source: The Sensemaking Process & Leverage Points For Analyst Technology

Sensemaking

DiscoveryAct or experience of seeing, finding, learning, or solving something.Something seen, found, learned, or solved.

Sense making activity whose purpose is achieving insight.

InsightGrasping or understanding meaning, significance, and/or a solution.

A valuable change in perspective or understanding that enables or guides further action.

Welcome toThe Age of Insight

Everything is discoverable

http://citydashboard.org/london/

urban status

W Antwerp WT?

influence

data journalism

cultural analytics

‘Cliodynamics’ is a transdisciplinary area of research integrating historical macrosociology, economic history/cliometrics, mathematical modeling of long-term social processes, and the construction and analysis of historical databases.

scientific disciplines

who gets your vote

your secret identity

we know you’re a dog

Everyone discovers

ready data

interaction tools

management tools

engagement models

consumer devices

“The datasexual looks a lot like you and me, but what’s different is their preoccupation with personal data.

They are relentlessly digital, they obsessively record everything about their personal lives, and they think that data is sexy. In fact, the bigger the data, the sexier it becomes.

Their lives - from a data perspective, at least - are perfectly groomed.” data as lifestyle

social exchange

Horizon of Discoverability

present

future

discovery capability is expected in all sense making contexts

As I was waiting for a table at a local restaurant the other day, I flipped through a couple of the free classified papers.

I was shocked to realize how dependent I’ve grown on three simple features that just aren’t available in the analog world: search, sort and filter.

http://uxdesign.smashingmagazine.com/2012/04/10/ui-patterns-for-mobile-apps-search-sort-filter/

Discovery is Everyware

multi-channel experiences

networked devices & places ubicomp environments

information shadows

product, service, personal avatars

mixed realities

Discovery is the most important organizational capability in the Age of Insight

age of reason

“Its purpose was to reform society using reason, challenge ideas grounded in tradition and faith, and advance knowledge through the scientific method.

It promoted scientific thought, skepticism and intellectual interchange...”

http://en.wikipedia.org/wiki/Age_of_reason

“Its purpose was to reform society using reason, challenge ideas grounded in tradition and faith, and advance knowledge through the scientific method.

It promoted scientific thought, skepticism and intellectual interchange...”

Zeitgeist

Empiricism in the philosophy of science emphasizes evidence, especially as discovered in experiments.

It is a fundamental part of the scientific method that all hypotheses and theories must be tested against observations of the natural world rather than resting solely on a priori reasoning, intuition, or revelation.http://en.wikipedia.org/wiki/Empiricism

Methods

Instruments

Jacopo ZabarellaGiacomo (or Jacopo) Zabarella (5 September 1533 – 15 October 1589) was an Italian Aristotelian philosopher and logician.

In 1577 he was promoted to the first extraordinary chair of natural philosophy

http://en.wikipedia.org/wiki/Jacopo_Zabarella

http://en.wikipedia.org/wiki/Natural_philosopher

http://gallica.bnf.fr/ark:/12148/bpt6k57198h.image.langES

CommunitiesCommunities

Data Science

http://upload.wikimedia.org/wikipedia/commons/4/44/DataScienceDisciplines.png

http://nirvacana.com/thoughts/wp-content/uploads/2013/07/RoadToDataScientist1.png

Its purpose is to reform using reason, challenge ideas grounded in tradition and intuition, and advance insight through data science.

EmpiricalAugmentedAcceleratedCooperative

“leveraging of existing concepts and approaches from multiple disciplines to derive new concepts and approaches, which in turn enable new ways to achieve and utilize understanding. ...an integration-driven emergence of new disciplines, not just ad hoc collaborations.”

http://blogs.wsj.com/cio/2013/06/21/data-science-and-the-changing-nature-of-research-and-innovation/

“Quite possibly, data science can be a catalyst for the reorganization of the research and innovation enterprise,”

Empirical

AugmentedAugmented

AcceleratedAccelerated

Cooperative

How to enable discovery?

mediated sense making

information retrieval

precursorsBates - tactics & categoriesO’Day & Jeffries - categoriesCool & BelkinEllis - behaviors & modesMarchionini - IR frameworkSpencer - ModesLamantia - Modes & patterns

Patterns of form are inadequate.

Need & context vary wildly

Task patterns = vague...

insight!activitydata +

Activity Centered Design

The same thing we do every night...

Research

ResearchDevelop &Produce

MarketSell &

Deliver

Operations & Planning

Digital Asset Mgmt

Financial Analysis

Enterprise Search & Knowledge Mgmt

SpendAnalysis

Market Intelligence

Product Information Mgmt

Inventory & DeliverySales &

Customer Analysis

Field Service Analysis

WarrantyAnalysis

MaintenanceRepair & Overhaul

Call Centers & Knowledge Mgmt

Customer Risk Analysis

Part, Commodity & Supplier Analysis

Manufacturing & Quality Inventory &

Demand Visibility

Human Capital Management

Program & Portfolio Mgmt

Data Quality & Governance

Pricing Analysis

Claims Analysis

Service Support &

Maintain

Measure Plan & Operate

solution contexts

scenario analysis

“Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part.” - Engineering

“Understand a lead's underlying positions so that I can assess the quality of the investment opportunity.”

“Understand a portfolio's exposures to assess portfolio-level investment mix.” - Portfolio Manager

“I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices.” - Procurement

User Scenarios

The Language of Discovery:

A concrete descriptive language for human discovery activity in diverse contexts.

A simple and consistent vocabulary that is independent of domain, role, information type, etc.

The Language of Discovery:

A concrete descriptive language for human discovery activity in diverse contexts.

A simple and consistent vocabulary that is independent of domain, role, information type, etc.

activity grammar

Leverages what is common in human discovery.

Allows for what varies in contexts of discovery.

Enables understanding of discovery needs and context

Generative tool for discovery capability and experiences

visual grammars

DISCOVERY S

Literary Modes

“a broad, but identifiable literary method, mood, or manner, that is not tied exclusively to a particular

form or genre.”

http://en.wikipedia.org/wiki/Mode_(literature)

ArgumentationThe purpose of argumentation (also called persuasive writing) is to prove the validity of an idea, or point of view, by presenting sound reasoning, discussion, and argument that thoroughly convince the reader.

Rhetorical Modes

http://en.wikipedia.org/wiki/Rhetorical_modes

ExpositionThe purpose of exposition (or expository writing) is to explain and analyze information by presenting an idea, relevant evidence, and appropriate discussion.

Discovery Modes

“a broad, but identifiable discovery activity that is not tied exclusively to a particular context or

domain.”

Identifying Modes

“I need visibility into the parts my colleagues are using globally in order to find the best part possible for my assembly.” - Engineering

“I need to identify customers/marketers/dealers failing & at risk of de-branding based on performance problems.” - Account Rep

“I need to identify problem/success areas and where to intervene and reward.” - SVP Sales

“I need to identify the best customer/consumer/region targets for our brand/products.”- Brand Manager

Identifying Modes

“Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part.” - Engineering

“Understand a lead's underlying positions so that I can assess the quality of the investment opportunity.”

“Understand a portfolio's exposures to assess portfolio-level investment mix.” - Portfolio Manager

“I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices.” - Procurement

Comprehending‘To generate insight by understanding the nature or meaning of something’

e.g. “I need to analyze and understand consumer-customer-market trends to inform brand strategy & communications plan” – Director, Brand Image

Locating

‘To find a specific (possibly known) item’

e.g. “I need to find a new part with particular technical attributes and then source it from the most qualified supplier”

– Engineer

domain independentscale independentstructurally consistentsemantically distinctorthogonalconceptually connectedsequencablecombinable

Modes seem to be internalized & common.

they work like music notes

Exploring‘To proactively investigate or examine something for the purpose of serendipitous knowledge discovery’

e.g. “I need to identify the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices” – Procurement

Monitoring‘To maintain awareness of the status of something for purposes of management or control’

e.g. “I need to monitor at risk/failing customers/dealers so I can prompt my Account Reps to fix the problems”

– Sales Manager

Locating‘To find a specific (possibly known) item’

e.g. “I need to find a new part with particular technical attributes and then source it from the most qualified supplier”

– Engineer

Evaluate‘To use judgement to determine the significance or value of something with respect to a specific benchmark’

e.g. “I need to determine my current state in my prints so I can evaluate if I have price variation to negotiate a better price”

– Procurement

Verify‘To confirm or substantiate that something meets some specific criterion’

e.g. “How can I determine if I am looking at the latest information for a part or supplier?” – Supply Chain Specialist

Compare‘To examine two or more items to identify similarities and differences’

e.g. “I need to compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality” – Engineer

best route is?

LocateVerifyMonitorCompareComprehendExploreAnalyzeEvaluateSynthesize

9 modes

LocateTo find a specific (possibly known) thinge.g. I need to find a new part with particular technical attributes and then source it from the most qualified supplier - Engineering

Verify‘To confirm or substantiate that an item or set of items meets some specific criterion’e.g. How can I determine if I am looking at the latest information for a part or supplier? - Supply Chain Specialist

Monitor‘To maintain awareness of the status of an item or data set for purposes of management or control’e.g. I need to monitor at risk/failing customers/dealers so I can prompt my Account Reps to fix the problems - Sales Manager

CompareTo examine two or more things to identify similarities & differencese.g. I need to compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality - Engineering

ComprehendTo generate insight by understanding the nature or meaning of somethinge.g. I need to analyze and understand consumer-customer-market trends to inform brand strategy & communications plan – Director, Brand Image

ExploreTo proactively investigate or examine something for the purpose of knowledge discoverye.g. I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices - Procurement

AnalyzeTo critically examine the detail of something to identify patterns & relationshipse.g. I need to know the cost drivers for a part such as materials that impact cost. Is the relationship a correlation or step function for a part cost driver? - Engineering

EvaluateTo use judgement to determine the significance or value of something with respect to a specific benchmark or modele.g. I need to determine my current state in my prints so I can evaluate if I have price variation to negotiate a better price - Procurement

SynthesizeTo generate or communicate insight by integrating diverse inputs to create a novel artifact or composite viewe.g. I need to prepare a weekly report for my boss (sales mgr) of how things are going - Account Rep

grammatical structure & behavior

Modes are the verbs of discovery scenarios.

Explore

something

to effect

result or goal.

object

predicate

Discovery Goal

You can explore: peopleplaceseventsobjectsdatatopicsprocesses...??

you said they work like music?

Monitor

Explore

...currently popular colors over useful intervals

...currently popular colors, or colors popular in the past

Verify

That a color is popular now or in the past

When I use the tool, I can...

Monitor

Explore

...articles to see what is new and available.

...available articles and topics to identify those of interest to me.

Locate

... and read articles of interest, supporting information, and related materials.

As a reader, I can...

Monitor

Explore

...the tweets of people I follow, my followers, community interactions.

...trends and active topics, and suggestions for people to follow.

..tweets, people, hashtags / topics

My twitter home page allows me to...

Locate

Synthesize

...new tweets via composition, retweet, or favorite tweets.

The profile snapshot lets me...

...the author of a tweet to decide if I am interested in them

...the profile and homepage of the author of a tweet

Locate

Evaluate

Comprehend

Explore

Evaluate

A twitter profile page lets me...

...the authors profile to learn more about them

...their activity, followers, tweets, relevance to me

...the author’s interests, point of view,

you said they work like music?

scenario analysis: multiple / sequential modes

Chains

Comparative Search1. Replace a problematic part

(from sourcing, cost or technical perspective)

2. ...with an equivalent or better part

3. ...without compromising quality and cost.

Analyze

Compare

Evaluate

Comparative Search1. Analyze

2. and understand gaps between current cost of commodity

3. versus best in class manufacturing costs.

Analyze

Compare

Evaluate

enterprisescenario chains

Comparative Search

Identify parts used for same function as candidates for commonization and complexity reduction - Core Engineer

Replace a problematic part (from sourcing, cost or technical perspective) with an equivalent or better part without compromising quality and cost. - Engineering

Compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality. - Engineering

Compare a lead's performance claims with relevant benchmarks to assess the lead's claims - Portfolio Manager

See the difference between what we are spending and what we should be spending to maximize savings (between actual PO and should costs). - Procurement

Analyze & understand gaps between current costs of commodity versus best in class manufacturing costs - Cost Estimators

Analyze Compare Evaluate

Exploratory Search

Identify opportunities to optimize use of tooling capacity for my commodity/parts - Core Engineer

Identify sales opportunities and targets (increased key customer market share across categories/brands; upsell-cross sell; promotional targets - District Manager

Evaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should we be making/selling? - Category Manager

Identify the best customer/consumer/region targets for our brand/products - Brand Manager

Determine suppliers to use for parts in my program and execute sourcing agreements - Core Buyer

Identify customers/marketers/dealers failing & at risk of de-branding based on performance problems - Program Administrator

Explore Analyze Evaluate

Strategic Oversight

Monitor how well we are tracking to revenue and margin targets by division - SVP Sales

Monitor and grade incoming incidents; close incidents, add incident close codes - Supervisor/Inspector

Monitor global commodity use in relation to plan/guidelines to identify gaps that require corrective action - Core Engineer

Monitor how well we are tracking to revenue and margin targets by division - District Manager

Monitor & evaluate how our brand is performing in re: revenue, margin, and market share targets - Brand Manager

Financial Analyst: Monitor & assess commodity status against strategy/plan/target

Monitor Analyze Evaluate

Strategic Insight

Track module cost versus functionality over time to determine trends. - Engineering

Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part. - Engineering

Understand a lead's underlying positions so that I can assess the quality of the investment opportunity - Portfolio Manager

Understand a portfolio's exposures to assess portfolio-level investment mix - Portfolio Manager

I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices. - Procurement

Analyze Comprehend Evaluate

Comparative Synthesis

Analyze and understand consumer-customer-market trends to inform brand strategy & communications plan - Director, Brand Image

Find out how many parts I have in my module set of parts and find ways to reduce cost across them - Engineering

Formulate scope & strategy for sourcing and gap closure - Core Buyer

Analyze and understand a market: marketer network, competitive position, customer sat, & share, etc. to inform brand strategy and communications plan - Brand Image Analyst

Analyze Compare Synthesize

Analyze Comprehend Evaluate

Analyze Compare SynthesizeComparativeSynthesis

StrategicOversight

Exploratory Search

StrategicInsight

Comparative Search

Analyze Compare Evaluate

Enterprise Scenario Chains

consumer scenariochains

http://www.flickr.com/photos/t_zero/7350565830/in/photostream/

consumer scenariochains

277 ‘micro-scenarios’ - brief narratives that illustrate the end user’s goal and the primary task/ action they take to achieve it.

• Find best offers before the others do so I can have a high margin.

• Get help and guidance on how to sell my car safely so that I can achieve a good price.

• Understand what is selling by area/region so I can source the correct stock.

• See year-on-year ad spend trends for TV and online to supply to the Head of Global Media.

Qualified Search

A variant of the stereotypical findability task in which immediate verification is required:

“Find trucks that I am eligible to drive” (29 instances)

Locate Verify

A"Model"of"Consumer"Search"Behaviour"Tony Russell-‐Rose and Stephann Makrihttp://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-‐Proceedings.pdf

Insight-driven Search

An exploratory search for insight to resolve an explicit information need:

“Assess the proper market value for my car” (45 instances)

Explore Analyze Comprehend

Opportunity-driven Search

A semi-directed exploration aiming at serendipitous discovery:

“Find useful stuff on my subject topic”(31 instances)

Explore Locate Evaluate

Explore Analyze

Evaluate

Insight-drivenSearch

Comprehend

Explore Locate

Qualified Search

Locate Verify

Consumer Scenario Chains

recognizable mode chains

Analyze

Evaluate

Comparative Search

1. Analyze the popularity and importance of colors over time to see patterns

2. Compare colors in terms of importance and popularity at various cycles, trends, and moments.

3. Evaluate colors vs. their current and historic importance and popularity.

Color Forecast users can...

...of colors I may use for my purposes

Compare

Analyze

Comprehend

Evaluate

Strategic Insight

1. Analyze events and topics using the data and tools provided

2. Understand the events and topics using the Guardian’s perspective and my own.

3. Evaluate all perspectives, as well as the actions and decisions based on them.

Data blog readers can...

into events & actions of government & society

Analyze

Comparative synthesis

1. Analysis of the causes, participants and events of the UK riots

2. Comparison of suggested causes, insights and explanations into the events.

3. Synthesis of these insights into a coordinated perspective on the riots

Data blog readers can...

of all insights into the causes of the UK riots

Compare

Synthesize

Evaluate

Exploratory search

1. Explore the author’s profile, activity and community interactions.

2. Analyze the author’s followers, activity, tweets, community interaction, who they follow.

3. Evaluate the author to decide their relevance and value.

Twitter users can...

... for valuable people streams to follow

Explore

Analyze

mode networks

Analyze

AnalyzeMonitor

Explore

Compare

Comprehend Synthesize

Evaluate

Verify

Mode Networks

AnalyzeExplore Comprehend

Evaluate

Verify

Locate

Mode Networks

Exploratory Search

Initial SummaryOperative

Analyze

AnalyzeMonitor

Explore

Compare

Evaluate

Verify

Source: The Sensemaking Process & Leverage Points For Analyst Technology

Sensemaking

Using the languageUsing the language

To inform the core principles for the user experience of the product

To coordinate the design of product features and functions across channels and form-factors

To evaluate the quality and success of product designs, in terms of usability, engagement, value, etc.

To establish a roadmap for the product's evolution and determine development efforts

To shape strategy for a portfolio of products by understanding the value proposition of current and potential new products

Product Strategy,Definition & Design

Value Proposition

Fully specified, known

Predictable, repeatable, linear,

Uncertain, ambiguous, subjective

Unpredictable, iterative, adaptive, looped, opportunity driven

Fully specified, known

Uncertain, unknown changeable, multi-faceted

Ill DefinedWell DefinedWicked

Are we hitting our revenue

targets?

Which is the best product

for my category?

What are our best market

opportunities?

Ill-Defined & Wicked Problems: A range of examples

What are the main causes of returns & dis-satisfaction?

What & where are the best market opportunities ?

How can we quickly detect

cases of fraud?

What are the major risk/causal

factors for X disease?How can we

improve the fuel efficiency, safety

etc. of our vehicle fleet?

How can we optimize our

market campaigns,

portfolio, etc.?

How can we identify potential

terror cells?

Well defined & stable problem statement

Definite stopping point/solution

Solution can be evaluated as right or wrong

Belongs to a class of similar problems which are all solved in a similar way

Comes with a limited set of alternative solutions

Don’t understand problem until you’ve developed a solution; solutions reveal new facets of or redefine the problem

No stopping rule; “satisficing”, stopping when solution is judged as “good enough”

Solutions are not right or wrong ; solutions assessed in social context

Essentially unique or novel, no standardized solution path or well defined “best practice”

No given alternative solutions; no predefined boundaries on solution

Tame Wicked

Discovery Spectrum: Simple Answers to Complex Insights

Awareness

Facts &Answers

Insight*

Meaning & Context

Knowing that Knowing how & why

LocatingVerifying

Monitoring

ExploringAnalyzing

Synthesizing

Simple Complex

These regions are below

target..

This is the best product for my

category

These are the best market

opportunities…..

* Insight: • Grasping or understanding meaning, significance, and/or a solution• A valuable change in perspective or understanding that enables or guides

further action

To guide the deployment of the product as part of a solution for customers

Identifying needs via scenarios and other solution specification tools

Crafting functional requirements and interaction designs for deployed applications

To describe and publish patterns and best practices in implementation of the product - workspace, application, application suite

solution design for product customers

To guide the deployment of the product as part of a solution for customers

Identifying needs via scenarios and other solution specification tools

Crafting functional requirements and interaction designs for deployed applications

To describe and publish patterns and best practices in implementation of the product - workspace, application, application suite

Mode-based design

discovery application template

Supply Chain ManagementAnalytics and Forecasting

Enables understanding of discovery needs and context

Define & Review the Goals, Problems, & User Context

Goals & Scenarios

§Plan§Optimize§Launch§Build

User Types

§Knowledgeable§Enthusiast§Uncertain Explorer§Manager

Business Goals

§Engagement§Conversion§Cross-Sell§Adoption§Acquisition

Discovery Assets

§Product info§Rich Media§Textual Info§Social Media§Metrics

What decision-discovery

support and information

assets will help them achieve their

goals?

What are business-user critical goals & scenarios? What do they need to

know to succeed?

What are the business

strategies, objectives, &

priorities?

Modes & Chains

§Locate§Explore§Strategic Insight§Qualified Search

How do people need to interact with information assets & each

other to achieve their goals?

Who are the critical users and

how do their discovery needs

& behaviors vary?

Supply Chain Process

Source ManufacturePlan Distribute Replenish

Planning Team Planner / Analyst Planning Manager

Planners: Needs & Goals

Planner / Analyst

• Create and update accurate forecasts on a weekly basis at a very detailed level, such as the number of packs of each product SKU needed for a single store. Forecasts evolve through several iterations before reaching their final state, allowing and requiring Planners to incorporate data on sales, inventory, customer activity, etc. as it accumulates in real time.

• Improve the accuracy of forecasts and forecasting methods by understanding the nature, degree, and source of forecasting errors in reference to a large number of defined metrics and performance measures.

• Analyze and understand changes in the factors affecting forecast accuracy, and enhance forecasting methods to reflect these changes.

Planning Manager

• Monitor and review the accuracy of Planners’ forecasts to assess individual and team performance

• Determine the specific metrics and performance measurements that Planning teams use for reference, based on the long-term goals of the organization.

• Evaluate and improve the effectiveness of forecasting practices and tools used by planning teams

Managers: Needs & Goals

• Achieve 100% forecast accuracy

• Maintain forecast accuracy over time, and in all situations.

Planning Team

recognizable mode chains

Synthesize

Analyze

To create new forecasts, Planners:

Analyze their previous forecasts and newly identified causal factors

Compare them to accuracy baselines and the expected impact of correlating factors such as seasonal events or weather

Create new forecasts that reflect insights from analytical activities

Planners: Mode Chains

Compare

Demand Forecast

activitydata +

To improve forecasting accuracy, Planners:

Analyze cumulative and historical accuracy and error rates to

Understand the factors affecting forecasts

Evaluate the relevance and usefulness of newly identified causal factors by retrospectively including them in previous forecasts

Planners: Mode Chains

Analyze

Comprehend

Evaluate

Strategic Insight

Causal Factoractivitydata +

Analyze

Managers assessing Planner performance:

Monitor the accuracy of forecasts made by individual analysts and the team

Analyze forecasts for patterns and trends in variance and accuracy

Evaluate the effectiveness of analysts, and forecasting methods.

Planning Managers: Mode Chains

Evaluate

Strategic Oversight

Monitor

Forecasting Method

activitydata +

Location Forecast

Causal Factor

Forecasting Methodology

Item Forecast

Discovery scope

Generative tool for discovery capability and experiences

how much?

when & where?

what behavior?

Information in workspaces:

3 screen types composed of defined components (portlets) offering discovery ‘functions’

• faceted navigation• data visualization• application navigation• tabular data• search• context management• metrics• alerts• filtering

Application Structure

Dashboard Screen

Planners Monitor the accuracy of their own forecasts compared with established baselines and targets.

Planning Managers Monitor the accuracy of all the forecasts made by the Planning team.

Dashboard Screen

Planner / Analyst Planning Manager

Strategic Oversight

One pane enables monitoring of each major area of supply chain activity, such as Inventory or Capacity.

Provides summary status of processes via KPIs and measurements.

Dashboard ScreenA chart presents historical values of these measures for Analysis.

Alerts allow Planners to monitor, analyze, and evaluate changes to supply chain flow.

Initiate the Strategic Insight chain: follow linked data points in charts, metrics and alerts ‘deeper’ into the information space.

Dashboard Screen

Focused on one sub-function of the supply chain: forecasts and activity for ‘restocking’ of products in retail settings through stages of the supply chain.

Search, Breadcrumb, and Faceted Navigation components allow the user to understand & manage the data that is presented in the workspace tables, charts, while analyzing the information.

Summarize and communicate workspace context to users to provide orientation and comprehension.

Analysis Screen

‘Metric summary’, which follows on from the performance indicators identified on the Dashboard,

Visibility into the smaller scale measures that determine the status of the supply chain; specifically, the accuracy of forecasts (compare & evaluate).

Analysis Screen

Below the summary, a group of components presents a visualization and data grid of a single metric grouped by one or more variables (e.g. quantity by product type) to enable analysis.

These ‘metric breakouts’ help Planners and Managers comprehend the factors contributing to the status of each metric. This combination facilitates a wider range of analysis methods than either presentation method supports alone.

Analysis Screen

Supporting tables provide lists of the individual transactions for detailed analysis and evaluation.

Analysis Screen

Analyze Comprehend EvaluateStrategicInsight

Planning teams use the Trends screen to explore and understand the state of the supply chain, and the accuracy of their forecasts over time.

For this purpose, the Trends screen is primarily designed to support the Exploratory Search (Explore-Analyze-Evaluate) and Comparative Synthesis (Analyze-Compare-Synthesize) chains, in which Planners and Managers seek to identify new patterns in time and supply chain activity and suggest potential causal factors.

The value of the Trends screen is best understood in the context of sequences of mode chains, such as Strategic Oversight in companion with Comparative Synthesis or Exploration Driven Search in companion to Strategic Insight.

Trends Screen

Explore Analyze EvaluateExploration-drivenSearch

Sequences

Planners will follow the Strategic Oversight chain for visibility into the status of their published final forecasts vs. actual activity in the supply chain;

When errors or variances beyond an acceptable threshold emerge in one or more forecasts, they will switch to the Strategic Insight chain in order to understand the new situation.

They will move on to the Comparative Synthesis chain to revise their forecasts to reflect their newly generated insights and improved understanding.

They will then switch back to Strategic Oversight to maintain ongoing awareness of the accuracy and effectiveness of their revised forecasts over time.

StrategicInsight

StrategicOversight

Planners: Mode SequencesPlanner / Analyst

StrategicInsight Comparative SynthesisStrategic

OversightStrategicOversight

Mode Sequences

Business Process Optimization

“Process optimization is the discipline of adjusting a process so as to optimize some specified set of parameters without violating some constraint. The most common goals are minimizing cost, maximizing throughput, and/or efficiency. This is one of the major quantitative tools in industrial decision making.http://en.wikipedia.org/wiki/Process_optimization

A business process or business method is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers.

Planning Managers seeking to improve the forecasting practices and methods of their teams will employ a sequences of mode chains that begins with Exploratory driven Search, to identify exemplars of particularly strong or weak forecasts and forecasting practices.

They will move to Strategic Insight to understand how and why these practices exhibit strength or weakness.

Comparative Synthesis will help Managers formulate new or improved measurements and forecasting practices.

They will rely on Strategic Oversight to gauge the effectiveness of new or enhanced practices once in effect.

StrategicInsight

ComparativeSynthesis

ExploratorySearch

StrategicOversight

Managers: Mode SequencesPlanning Manager

StrategicInsight

Comparison-driven Synthesis

Exploration-driven Search

StrategicOversight

Mode Sequences

Business Process Re-Engineering / Design

“Business process re-engineering is the analysis and design of workflows and processes within an organization.”

http://en.wikipedia.org/wiki/Business_process_reengineering

language for business-level dialog around sense

making

Enterprise Information Usage

Enterprise Information Engagement ScenarioManage My Benefits

Simone -- a marketing director working for a discount travel seller -- had her first child earlier in the year, and wants to modify her benefits elections.

Specifically she wants to begin depositing money in the dependent care spending account offered by her employer's benefit plan.

Simone does not know how the dependent care accounts 'work' (depositing funds, claiming funds, directing reimbursements, filing taxes, etc.) under her benefits plan.

Simone needs to find information answering these questions.

Simone also needs to locate and use the tools for setting up and managing a dependent care spending account.

Mode GroupSpecific Modes of Engagement

Enterprise Information Engagement Landscape

Information SourceSpecific examples

System / physical sources

Tools / systems people useUsage profile

Interaction typeSpecific relationships

Data structureSources

Form of data

Summary of users’ activities“Kind of insight”

Enterprise Information Engagement ScenarioManage My Benefits

Simone -- a marketing director working for a discount travel seller -- had her first child earlier in the year, and wants to modify her benefits elections.

Specifically she wants to begin depositing money in the dependent care spending account offered by her employer's benefit plan.

Simone does not know how the dependent care accounts 'work' (depositing funds, claiming funds, directing reimbursements, filing taxes, etc.) under her benefits plan.

Simone needs to find information answering these questions.

Simone also needs to locate and use the tools for setting up and managing a dependent care spending account.

LookupLocateVerify

Monitor

Seeking definitive answers“Knowing that __”

Structured dataInternal sources

Data point / factoid

ProceduralBusiness <-> Staff

Self-service toolsUniversal usage

Transactional systemsHR, payroll, IT, procurement, expenses, travel, corporate

directories, etc.

Records, standard policies and procedures

Self-Service ScenarioJoin A Project TeamAvery -- a medical billing supervisor for a regional hospital group -- is newly attached to a long-running project to improve customer satisfaction around billing processes within the hospital group.

He needs to get 'up to speed' on what has happened with the project to date, understand who is part of the project and their roles, and begin participating directly in the project's ongoing activities.

Avery needs to find and secure access to active project-related areas and artifacts in the hospital network's collaboration tools, identify the other embers of the project team and understand their roles on the project as well as within the hospital network's organizational landscape, and locate numerous collections of project-specific information residing in a number of specialized applications used by the various groups that facilitate the billing process.

Self-Service ScenarioJoin A Project TeamAvery -- a medical billing supervisor for a regional hospital group -- is newly attached to a long-running project to improve customer satisfaction around billing processes within the hospital group.

He needs to get 'up to speed' on what has happened with the project to date, understand who is part of the project and their roles, and begin participating directly in the project's ongoing activities.

Avery needs to find and secure access to active project-related areas and artifacts in the hospital network's collaboration tools, identify the other embers of the project team and understand their roles on the project as well as within the hospital network's organizational landscape, and locate numerous collections of project-specific information residing in a number of specialized applications used by the various groups that facilitate the billing process.

LearnExplore

CompareComprehend

Collaboration toolsSimilar usage

GroupwareWikis, group / team / project sites &

workspaces, employee forums, Enterprise 2.0, email

Document repositories, file shares, ECM, sharepoint

Qualitative infoInternal sources

Assets / containers

CommunicativeBusiness <-> Staff

Staff <-> StaffUnit <-> Unit

Learning from diverse assets“Knowing about __”

Self-Service ScenarioTake Over Customer AccountsStuti -- a customer accounts manager working for a training and development firm -- needs to 'take over' the client accounts handled by a co-worker going on leave.

Stuti receives a cursory briefing before her co-worker goes on leave, but has to begin working directly with clients before she has the opportunity to study them in depth.

Stuti has to learn the status and history of all the accounts she is taking over, understand and communicate the firm's plans for the various products and services clients purchase from the firm, and identify and pursue the firm's sales and relationship goals for these clients based on the importance of each client to the firm.

Stuti has comprehensive access to the all the applications, collaboration tools, and information repositories used by customer accounts managers to service clients, and work with other teams inside the firm.

However, she has little guidance on which specific resources, documents, artifacts, and collections of data can most effectively tell her the current state of her new accounts, and which tools and pieces of information usefully communicate the history of the firm's relationships with these clients.

Self-Service ScenarioTake Over Customer AccountsStuti -- a customer accounts manager working for a training and development firm -- needs to 'take over' the client accounts handled by a co-worker going on leave.

Stuti receives a cursory briefing before her co-worker goes on leave, but has to begin working directly with clients before she has the opportunity to study them in depth.

Stuti has to learn the status and history of all the accounts she is taking over, understand and communicate the firm's plans for the various products and services clients purchase from the firm, and identify and pursue the firm's sales and relationship goals for these clients based on the importance of each client to the firm.

Stuti has comprehensive access to the all the applications, collaboration tools, and information repositories used by customer accounts managers to service clients, and work with other teams inside the firm.

However, she has little guidance on which specific resources, documents, artifacts, and collections of data can most effectively tell her the current state of her new accounts, and which tools and pieces of information usefully communicate the history of the firm's relationships with these clients.

InvestigateAnalyzeEvaluate

Synthesize

Investigating data for insight“Knowing why __”

AnalyticalUnit <-> Unit

Business <-> Market

Poly-structured dataInternal & external sources

Data sets & graphs

Operational systemsR&D, product development, ERP,

financials and EPM, sales & marketing, CRM

operational data, 3rd party data & public data

Discovery tools Idiosyncratic usage

Zone 1 Zone 2 Zone 3

LookupLocateVerify

Monitor

LearnExplore

CompareComprehend

InvestigateAnalyzeEvaluate

Synthesize

Simple??’s

Complex??’s

Self-service Enterprise Information Engagement Landscape

Transactional systemsHR, payroll, IT, procurement, expenses, travel, corporate

directories, etc.

Records, standard policies and procedures

GroupwareWikis, group / team / project sites &

workspaces, employee forums, Enterprise 2.0, email

Document repositories, file shares, ECM, sharepoint

Operational systemsR&D, product development, ERP,

financials and EPM, sales & marketing, CRM

operational data, 3rd party data & public data

Self-service toolsUniversal usage

Collaboration toolsSimilar usage

Discovery tools Idiosyncratic usage

AnalyticalUnit <-> Unit

Business <-> Market

ProceduralBusiness <-> Staff

CommunicativeBusiness <-> Staff

Staff <-> StaffUnit <-> Unit

Structured dataInternal sources

Data point / factoid

Qualitative infoInternal sources

Assets / containers

Poly-structured dataInternal & external sources

Data sets & graphs

Seeking definitive answers“Knowing that __”

Learning from diverse assets“Knowing about __”

Investigating data for insight“Knowing why __”

Twitter.comTwitter.com

Monitor Synthesize

Locate

Explore

Monitor

• New tweets by people the user follows• Interactions with other twitter users• Activity related to the user’s profile• People, topics, or items recommended

Strategic Oversight

Analyze

AnalyzeMonitor

Explore

Compare

Evaluate

Verify

Mode Networks

Explore Analyze

Evaluate

Insight-drivenSearch

Comprehend

Explore Locate

Qualified Search

Locate Verify

Consumer Scenario Chains

AnalyzeExplore Comprehend

Evaluate

Verify

Locate

Mode Networks

Header

Stream

CoreSecondary

Monitoringconsoles

Search results

#Discover@Connect

Favorites Lists

Following Followers

Mentions

Activity Who to follow

Find friends

Browse categories

TweetShared asset

Exploration & extensionworkspaces

Best Practices

• Using the modes as a generative design tool requires mapping of information assets.

• Not a one-to-one correspondence between a composite of modes such as a chain, and an interaction component of any size or scope.

• Modes are useful as alignment tool for product’s concept model and users’ mental models.

• Well designed interaction components combine modes together into compact functions that accomplish more than one ‘micro-task’ at the same time – e.g. Show conversation link locates and presents info for exploration / comprehension/ analysis.

• Every individual system will have its own idiosyncratic network of modes and chains that arises from the particular user journeys it needs to support. Designers must understand and reference this local map to create effective systems, and specifically to define the right UX architecture.

• Local mode networks should be analyzed along three axes: for recurring modes and mode chains, for intersecting or overlapping modes and mode chains, and for sequences of modes and chains.

• Constructive units need ‘linkages’ – not sure what / how to represent linkage using current language. Continuity is one thing linkages address and enable. Need an understanding / definition of continuity.

• Scope of information needed for an activity and the interaction component that enables it can be addressed via density of info, or scope of interaction component.

learn hearts & mindsrely on known modes & sequencesparsimonious compositionhunt cross-channel flowsoptimize for core scenariosevery interaction enhances insight

References & ResourcesLanguage of Discovery

Publications Russell-Rose, T., Lamantia, J. and Burrell, M. 2011. A Taxonomy of Enterprise Search and Discovery. Proceedings of EuroHCIR 2011, London, UK. http://ceur-ws.org/Vol-763/paper4.pdf

Russell-Rose, T., Lamantia, J. and Burrell, M. 2011. A Taxonomy of Enterprise Search and Discovery. Proceedings of HCIR 2011, California, USA. https://docs.google.com/a/kent.edu/viewer?a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxoY2lyd29ya3Nob3B8Z3g6NzdmYjc3OWY2ZjQ2Zjg4MQ

Russell-Rose, T. and Makri, S. 2012 A Model of Consumer Search Behavior. Proceedings of EuroHCIR 2012, Nijmegen, NL.

Designing the Search Experience: http://www.amazon.com/Designing-Search-Experience-Information-Architecture/dp/0123969816

References & ResourcesThe sensemaking process and leverage points for analyst technology as identified through cognitive task analysis, Pirolli, P., & Card, S. (2005)https://analysis.mitre.org/proceedings/Final_Papers_Files/206_Camera_Ready_Paper.pdf

Exploratory search: from finding to understanding, Gary Marchionini, Communications of the ACM, Volume 49 Issue 4, April 2006http://www.ischool.utexas.edu/~i385t-sw/readings/Marchionini-2006-Exploratory_Search.pdf

Lamantia, Joe. “Goal Based Information Retrieval Experiences” JoeLamantia.com, (June 20, 2006).http://www.joelamantia.com/informationarchitecture/goalbasedinformationretrievalexperiences

Lamantia, Joe. “10 Information Retrieval Patterns” JoeLamantia.com, (June 29, 2006).http://www.joelamantia.com/information-architecture/10-information-retrieval-patterns

Lamantia, Joe. “Discovering User Goals / IR Goal Definitions” JoeLamantia.com, (June 24, 2006).http://www.joelamantia.com/information-architecture/discovering-user-goals-ir-goal-definitions

Spencer, D. 2006. “Four Modes of Seeking Information and How to Design for Them”. Boxes & Arrows: http://www.boxesandarrows.com/view/four_modes_of_seeking_information_and_how_to_design_for_them

Bates, Marcia J. 1979. "Information Search Tactics." Journal of the American Society for Information Science 30: 205-214

Bates, Marcia J. 1989. "The Design of Browsing and Berrypicking Techniques for the Online Search Interface." Online Review 13: 407-424.

Broder, A. 2002. A taxonomy of web search, ACM SIGIR Forum, v.36 n.2, Fall 2002

References & ResourcesCool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15).

Glaser, B. & Strauss, A. 1967. The Discovery of Grounded Theory: Strategies for Qualitative Research. New York: Aldine de Gruyter.

Jarvelin, K. and Ingwersen, P. 2004. “Information seeking research needs extension towards tasks and technology”, Information Research, Vol. 10, No. 1. (October 2004)

Kuhlthau, C. C. 1991. Inside the information search process: Information seeking from the user's perspective. Journal of the American Society for Information Science, 42, 361-371.

Marchionini, G. 2006. Exploratory search: from finding to understanding. Commun. ACM 49(4): 41-46

Norman, Donald A. 2006. Logic versus usage: the case for activity centered design. Interactions 13, 6

O'Day, V. and Jeffries, R. 1993. Orienteering in an information landscape: how information seekers get from here to there. INTERCHI 1993: 438-445

Rose, D. and Levinson, D. 2004. Understanding user goals in web search, Proceedings of the 13th international conference on World Wide Web, New York, NY, USA

Salton, G. 1989. Automatic Text Processing: The Transformation, Analysis, and Retrieval of Information by Computer. Addison-Wesley, Reading, MA.

Sutcliffe, A.G. and Ennis, M. 1998. Towards a cognitive theory of information retrieval. Interacting with Computers, 10:321–351.

References & ResourcesCool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15).

Cool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15).

Ellis, D. 1989. A Behavioural Approach to Information Retrieval System Design. Journal of Documentation, 45(3), pp. 171-212.

Ellis, D., Cox, D. & Hall, K. 1993. A Comparison of the Information-seeking Patterns of Researchers in the Physical and Social Sciences. Journal of Documentation 49(4), pp. 356-369.

Ellis, D. & Haugan, M. 1997. Modelling the Information-seeking Patterns of Engineers and Research Scientists in an Industrial Environment. Journal of Documentation 53(4), pp. 384-403.

Makri, S., Blandford, A. & Cox, A.L. 2008. Investigating the Information-Seeking Behaviour of Academic Lawyers: From Ellis’s Model to Design. Information Processing and Management 44(2), pp. 613-634.

Meho, L. & Tibbo, H. 2003. Modeling the Information-seeking Behavior of Social Scientists: Ellis’s Study Revisited. Journal of the American Society for Information Science and Technology 54(6), pp. 570-587.

Joe LamantiaProduct Strategy and Design: Oracle@moJoeJoe.Lamantia@oracle.comhttp://slideshare.net/mojoe