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Information Services: Breaking Down
Departmental Silos
Albert Simard
presented to Information Management in the Public Sector
Oct. 18-19, 2007, Ottawa, Ontario
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A Tale of Two Cities
5 cases
44 deaths 350 cases
Vancouver BC
Toronto ON
Info
rmat
ion
Serv
ices
3
Outline
Content Management (inside a department)
Knowledge Services (departmental outputs)
Collaborative Networks (many departments)
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What is Content ?
Collections – objects, artifacts: books, documents, rocks, minerals, insects, plant materials, diseased tissue, seeds
Data – facts, observations: elements, files, records, datasets, databases, statistics
Information – meaning, context: records, documents, reports, photos, maps, brochures, presentations, recordings
Knowledge – understanding, predictability: equations, models, scientific publications, experience, know-how
Content
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Content Value Chain
“Flow of content through sequential stages, each of which changes its form and increases its usefulness and value.” (NRCan, 2006)
Objects Data Information Knowledge WisdomDomain
Department Admin. Data Records Know how Experience
Content
6 to Content
from Production
Existing Inventory
Managers
Lost Value
Preserve Enable
Accessible Inventory
Organization Mandate
to Sharing
Managing ContentContent
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Content Management
Managers Preserve Enable Inventory
Senior manager
Manager
IT manager
Champion
Curator
Data manager
Information manager
Knowledge manager
Inventory
Prioritize
Capture
Record
Organize
Store
Establish programs
Implement programs
Persevere
Manage:
IT infrastructure
libraries
collections
data
records
information
knowledge
Existing:
Content
Products
Services
Accessible:
Content
Products
Services
Content
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Organizational Infrastructure
People Individual behavior,
communities, culture
Governance roles, responsibilities, authorities, resources
Processes
Collections, data, libraries, records, information, knowledge
Content, Services
Forestry, energy, metals, earth sciences
Tools Hardware, software, systems, networks
Content
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Content Flow
Executive
Operational
C
ProgramsIndustry AdminScience Policy
Content
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Using Content
Who Work What
Leader Lead Direction
Program Manager Manage program Operations
Planner Prepare plans Plan
Advisor Advise Position
Coordinator Coordinate Integration
Knowledge worker Work Result
Content
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Outline
Content Management (inside a department)
Knowledge Services (departmental outputs)
Collaborative Networks (many departments)
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Knowledge Services
Content Products Assistance Solutions
Objects
Data
Information
Knowledge
Wisdom
Database
Scientific article
Technical report
Outreach material
Geospatial products
Statistical products
Standards
Policies
Regulations
Systems
Devices
Answers
Advice
Teaching
Facilitation
Support
Laboratory
Direction
Plans
Operations
Positions
Coordination
Accomplishments
Services
Programs that produce or provide content- based departmental outputs to meet user needs
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Knowledge Services System
Indirect Outputs Sector
OutcomesCanadians
Intelligence
Organization
Mandate
Body of Knowledge(Knowledg
e cycle)
Direct Outputs
EvaluatorsRecommendations
Benefits
(tertiary)
(secondary)
(primary)Knowledge
Services
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Knowledge Services System - Attributes
Independent of content or issues
Based on a sound logic model
Addresses real-world complexity
Includes all organizational “Infostructure”
Supports performance measurement
Helps identify important questions.
Services
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Information Market
Demand (Users)
Providers and users connect
through an Information
Market
Supply (Providers)
Services
Government On-Line
Global Disaster Information Network
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Knowledge Services Value Chain
1. 2. 3. 4. 5. 6. 7. 8. 9.
Use Internally
Use Professionally
Use Personally
Generate
Transform
Add Value
Transfer
Evaluate
Manage
Extract
Advance
Embed
Legend
S
Organization Sector / Society
Services
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Knowledge Market
(Performance / Supply)
(Market / Demand)
6. Add Value
7. Use Professionally
8. Use Personally
Evaluate
Natural Resources
Forestry
Metals & Minerals
Earth Sciences
Energy
1. Generate
2. Transform
3. Enable
4. Use Internally
5. Transfer
Organization
Services
Tale of Two Cities
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Why A Service Framework ?
Horizontal flow rather than vertical processes
Links science to policy and other outputs
Supports organizational mandate and business
Promotes sector outcomes and benefits for clients and Canadians
Identifies Important questions,
such as…
Services
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Knowledge Markets - Approach
Supply Integrate different types of content Measure system performance Improve system productivity
Demand Survey market wants & needs Transform surveys into market intelligence Adapt outputs to market wants & needs Evolve capacity to reflect shifting markets
Services
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Information Policy - Context
Government of Canada
Mandate
Information Rights
Information Policies
Management Plans
Programs
Content Strategy
Business
Serviced-Based Framework
Service Vision
Services
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Delivery Strategy -Richness Spectrum
Content Destination
Content Difficulty
Audience Size
Interaction Transfer
Other service
Complex One Intervene Conversation
Knowledge Conceptual Few Support Paper
Intermediary Complicated Few Promote Specification
Practitioner Professional Some Explain Consultation
Canadians Popular Many Advertise Self-help
All residents Fool-proof All Provide Forms
Rich
Reach
Services
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Outline
Content Management (inside a department)
Knowledge Services (departmental outputs)
Collaborative Networks (many departments)
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Strategy
“We must aggressively break down the barriers that stand in the way of more strategic S&T collaborations among federal departments and agencies and between the federal S&T Community and universities, industry, and the non-profit sector.”
(Mobilizing Science and Technology to Canada’s Advantage, in: Neish, 2007)
Networks
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Formal Agreement
Charter - Legal agreement to jointly achieve common objectives, within a management framework, with duplicate records and accountability and joint rights and responsibilities.
Nature: Clearly specified roles, rights, responsibilities, authorities, accountabilities, and reporting. (structured, bureaucratic, minimizes risk).
Networks
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Types of Formal Agreements
Contractors: One-on-one; superior/ subordinate; single ownership of IP
Partnerships: Two or more; among equals; joint ownership of IP
Consortiums: Multiple members; apportioned membership; common ownership of IP
A B
A B
A BC
Networks
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Benefits of Formal Agreements
Contractors: Using external expertise for one-time applications; no staffing, rapid delivery, no program.
Partners: Mutually leveraging external expertise for ongoing activities; augment core capacity with partner’s capacity.
Consortiums: Creating value through synergy across all member’s expertise; accessing broad knowledge base.
Networks
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Partnership Value Chain
Partner A
Partner B
Joint Content
Generate
Generate
Joint Products & Services
Transform
Transform
Joint Inventory
Manage
Manage
Joint Solutions
Use Internally
Use Internally
Joint Outputs
Transfer
Transfer
Networks
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Informal Agreements
Charter - Mutual agreement to participate in achieving common objectives, within a network structure, with participant records and accountability and common rights and responsibilities.
Nature: Flexible, dynamic, opportunistic, synergistic, unpredictable. (unstructured, self-organized, maximizes reward)
Networks
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Types of Informal Agreements
Group: few participants; elicit knowledge; unstructured; aggregating knowledge (NRCan knowledge services task group)
Communities: many participants; share knowledge; self-directed; common interest (departmental IM community)
Networks: massive participants; peer production; emergent processes; common ownership (Linux developers)
Networks
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Group Dialogue
Dialogue is NOT: Discussion, deliberation, negotiation Committee, team, task or working group Majority wins, minority dominance, groupthink
Dialogue IS: Free-flowing exchange of ideas among equals All ideas are solicited and are considered Best ideas rise to the top
Networks
( Sunstein, 2006)
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Network Relationships
Department
Businesses
Governments
Canadians
Practitioners
NGOs
Educators
Agreements, Outputs, Inputs
Networks
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Network StructureNetworks
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Social Network Principles
Openness – collaboration based on candor, transparency, freedom, flexibility, and accessibility.
Peering – horizontal voluntary meritocracy, based on fun, altruism, or personal values.
Sharing – increased value of common products benefits all participants.
Acting Globally – value is created through planetary knowledge ecosystems.
Networks
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Social Network - Examples
Blogs – Individuals can easily publish anything on the Web without specialized knowledge.
Wikis – Rapid collaborative development of products; anyone can revise anything, experts are passionate
Innocentive – A global “Ideagora” in which those who need and those who have solutions can meet.
You Tube – enables easy publishing and viewing of video clips on the Web.
Slide Share – Enables easy publishing and sharing of PowerPoint presentations on the Web.
Networks
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Social Networks – SWOT Analysis
Strengths – rapid development, world-class solutions, emergent properties, creative synergies, vibrant collaboration, openness
Weaknesses – constant change, unknown quality, less used by mature individuals, need to motivate participants, cannot be forced
Opportunities – leverage internal capacity, provides creative solutions, easy to implement, low cost, can monitor emerging trends
Threats – undesirable knowledge leaks, free expression poses risk, is the crowd wise, documents subject to ATIP, compatibility with mandate
Networks
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Capturing Value
Bring it inside the organization
Stabilize it; make it work
Networks
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Challenges
Legislative Policy Regulatory Financial Infrastructure Human resources Cultural factors Intellectual Property
(Neish, 2007)
Networks
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Road to Success
• Support from senior management
• Clear understandable statement of what you want to do and why
• Good working relationships with corporate and legal enablers
• Willingness to compromise on issues that are not mission critical
• Perseverance and persistence
(Neish, 2007)
Networks
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Social Network Successes
Wikipedia –2 Million English entries; 165 Languages; 10 times larger then Encyclopedia Britannica
Linux – open-source operating system developed by thousands of programmers around the world
GoldCorp – released geological data in an open contest to find gold; increased reserves by factor of 4.
Procter & Gamble – uses network of 90,000 external scientists to leverage internal research capacity.
Leggo – uses imagination and creativity of worldwide toy owners to create new products.
Networks
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Implementing Social Networks
They have both promise and peril
Consider both strengths and weaknesses
Analyze both opportunities and threats
Is it a tool in search of a problem, or does it solve a recognized problem?
What will it do (or do better) that we can’t do now (or do well)?
Networks
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Conclusions
Content is the life-blood of an organization: managing content is essential to organizational efficiency and effectiveness.
Services are the interaction between an organization and its environment: providing services is essential to organizational relevance.
Social networking is the collaborative development of intellectual property: networking is essential to sustainability in the 21st century.
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A Final Thought…
“A particle can be understood only in terms of its activity – of its interaction with the surrounding environment – and that particle, therefore, cannot be seen as an isolated entity, but has to be understood as an integrated part of the whole.”
Fritjof CapraThe Tao of Physics (1979)
www.slideshare.net/Al.Simard/slideshows