1© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

Pathways forInformation Managers:

Dr David J. SkyrmeDavid Skyrme Associates

UKeIG21 June 2005

Gatewaysor

Dead-Ends?

2© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

Topics

Pathwaysfor

InformationManagers

IM/KMPathways: Where from, where to?

10 Themes

Technology: Does It All?

ImplicationsChoices /

Imperatives

Future Role4 Scenarios

DiscussionSharing / Q&A

3© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

IM/KM Pathway

IM – a long traditionKM – hyped since 1995/6Two (among many) perspectives:– A technology ‘fix’ (US orientation)– Human-centric (Euro-orientation)

Successful blend– Holistic, socio-tech system

Today – KM well established but still some doubters

4© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

KM: In Practice

Unstructured knowledge tasks

Systematic information and knowledge processes

Human knowledge and networking

Information databases and technical networking

Communities

Content

5© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

1. Strategic integration BusinessStrategy

KMStrategy

K-enhancedBusiness

KM Pathways

6© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

1. Strategic integration2. KM with everything

Quality/Six Sigma

Marketing

INNOVATION

E-business

Risk Management

e-le

arni

ng

KM Pathways

7© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

1. Strategic integration2. KM with everything3. Knowledge work -

embedding / PKMTASK

Unstructureduncodifiable

Routinecodifiable

INTERACTIONS

Independent Inter-dependent

ProcessesRule book

Experts Collab-oration

KM Pathways

8© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

1. Strategic integration2. KM with everything3. Knowledge work -

embedding / PKM4. Communities of

practice, purpose

Team1

Team2 Team

3

Communityof Practice

“Peers in the executionof real work”

KM Pathways

9© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

1. Strategic integration2. KM with everything3. Knowledge work -

embedding / PKM4. Communities of

practice, purpose5. Tapping tacit

knowledge

StorytellingMentoringPeer AssistCo-location

Multifunction TeamsNetworking etc…

KM Pathways

10© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

KM Pathways

6. Know-who

Social Network AnalysisExpertise Locators

11© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

KM Pathways

6. Know-who7. Meaningful measures

HumanCapital

RelationshipCapital

StructuralCapital

ICIP

Knowledge In People

Internal processes, systems, culture etc.

ExternalKnowledge

12© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

KM Pathways

6. Know-who7. Meaningful measures8. Commercialising

knowledge

Objects People

TacitEmbedded

Explicit

Expertsfor sale

ConsultancyContracting

KnowledgeProducts

KnowledgeServices

InformationProducts

‘Smart’Products

KnowledgeEnrichedProducts

13© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

KM Pathways

6. Know-who7. Meaningful measures8. Commercialising

knowledge9. Governance and

ethics

Intangible Reporting

Accountability

Protection vs Exploitation

Where are your ICanalysts and managers?

Who owns knowledge?

14© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

KM Pathways

6. Know-who7. Meaningful measures8. Commercialising

knowledge9. Governance and

ethics10.Collaborative

technologies

PersonalisedKnowledge

Portal

Aggregation – portletsTaxonomic search

Collaborative workspacesContent and Communities

.. not forgetting email!!

15© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

KM Pathways

1. Strategic integration2. KM with everything3. Knowledge work -

embedding / PKM4. Communities of

practice, purpose5. Tapping tacit

knowledge

6. Know-who7. Meaningful measures8. Commercialising

knowledge9. Governance and

ethics10.Collaborative

technologies

16© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

KM and IM

Content

Tacit

Explicit

Structured Unstructured

Information Management

Knowledge Management

DocumentsDatabases

Records

PeopleConversations

Collaboration

Communities

Informati

on

In contex

t

Knowledge

Articu

lation

17© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

But …

Is there confusion over IM and IS/IT/KM?Has high profile of KM hi-jacked IM? Have you embraced KM yourself?Do users think they can do it themselves?Who makes crucial IM technology decisions?Who commands strategic high ground?Who is promoting the value of your profession?

18© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

Document focus

OCRCOLD

Metadata

Search

ContentContentManagementManagement

Catalogue

Technology Does It All?

Threaded discussionsChat / Instant Messaging

Shared workspace

Videoconferencing

CollaborationCollaboration

Single log-on

Application integration

Security

Structured / unstructured

Unified SearchPersonalised Desktops

PortalsPortals

TransactionsXML

Rules-basedDatabase

Web-based

EE--CommerceCommerce

Use AnalysisTag

Information Block Focus

Aggregate

Workflow

EDRMSEDRMS

Template

Personalise

19© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

Technology Can …Identify concepts - text mining

Develop categories - taxonomy management

Classify documents - fully automated, rules-based or human-assisted

Improve information retrieval - taxonomic browsing, clustered/adaptive search, social filtering and ranking

Connect People - locate experts, collaboration

All at the user’s desktop … Do we need Information Managers?

20© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

So What Can’t It Do?

21© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

Four Scenarios

1. Automated out of existence

Many precedents:- farm automation- buggy whip makers- traffic policemen- FORTRAN programmers- bankers (2000 -> 180)

Plus implications of DIY- thanks Google!

Why use Info Mgrs when technology is cheaper, more accessible and consistent?

22© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

Four Scenarios

1. Automated out of existence

2. Specialist outsourcing

Many examples:- call centres- logistics- IT services (help-desks)business support services(HR, secretarial etc)

- data entry/abstracting- off-shoring(500K office jobs US)

If someone else can do it better, why should you bother?

23© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

Four Scenarios

1. Automated out of existence

2. Specialist outsourcing

3. Knowledge managers rule the roost

In general:- seen as more strategic- senior positions- larger budgets- IM a subset of KM- human/business orientation

Let information managers perform their niche rôle, but don’t give them too many resources!

24© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

Some Options

1. Automated out of existence

2. Specialist outsourcing

3. Knowledge managers rule the roost

Find another careerBe human interface

Become interface / brokerMove to Bangladesh!

SpecialiseBecome a knowledge mgr

Not business as usual - there are probably elements of all three scenarios in the fourth …

25© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

Four Scenarios

1. Automated out of existence

2. Specialist outsourcing

3. Knowledge managers rule the roost

4. The dependable lynch-pin

Not quite business asusual:- integral to strategy and KM(with focus on explicit)

- tames technology(and technologists!)

- partners with users- partners with suppliers- networker, facilitator, adviser, coach

Changing perceptions, rôles and skills

26© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

TFPL Skills Map

020406080

100Strategic/Business

Management

Cognitive/Learning

Communications

IM

IT

27© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

Four Scenarios

1. Automated out of existence

2. Specialist outsourcing

3. Knowledge managers rule the roost

4. The dependable lynch-pin

28© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

Choices (Dilemmas?)

Virtual workerFTF worker

Technology advisorTechnology user

Expert (of skill/domain)Manager (of people)

Service providerEnd-user org

IM+KM(+IT)IM only

SpecialistGeneralist

29© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

No Choice!Articulate IM’s/your value-added - or you may get subtracted

Help users help themselves – automate info flows; why do their mundane work?

Add the human element - know your business, personalise, develop relationships, build your networks!

Develop partnerships with KM champions -their budgets are usually bigger than yours!

Seek out best practice – copy and improve

Be clear about your rôle and competencies

30© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

Final Thought

“If you do not thiink aboutYour future,

You cannot have one.”

(John Galsworthy)

31© Copyright, Dr David J. Skyrme, 2005.

Pathways for Information Managers

I N T E L L I G E N C E I N S I G H T I N N O V A T I O N

Contact Details

email: david@skyrme.comWWW - http://www.skyrme.com

The Knowledge Connections website

Dr David J. SkyrmeDavid Skyrme Associates Limited

Highclere, England