Comparison of Data, Information, and Knowledge

1
Comparison of Data, Information, and Knowledge
Data
Information
Knowledge
Level of Abstraction
Elements Aggregations
Classifications Relationships
Definition Procedures Rules Learning to learn
Computer Representation
Transaction processing systems
Analytic Models (e.g., spreadsheets,
statistical models0 Simulation Graphics
Expert systems Knowledge- management
systems Object-oriented systems
Table 1
2
From Data to Information to Knowledge
Knowledge Management
Business Strategy
Learning Analyses
Information
Use
Organizational Structure, Systems, Processes
Figure 1
3
A Framework for Analyzing Organization Design
Defining Direction
Executing and Adapting
Environmental Context and Resources
Units, groupings
Incentives
Coordinating mechanisms
Authority
Formal and informal power

Purpose Core Values, Core Competencies
Boundary systems
People
Strategy
Values and Behavior
operation, processes
Control
Work
Management processes
Technology
Information Policy
Exhibit TN-3
4
Frame for Analyzing Organizational Impacts of the
Shadow Partner
Defining Direction
Executing and Adapting
Environmental Context and Resources
Units, groupings
Incentives
Coordinating mechanisms
Authority
Formal and informal power

Purpose Core Values, Core Competencies
Boundary systems
People
Strategy
Values and Behavior
operation, processes
Control
Work
Management processes
Technology
Information Policy
Exhibit TN-3
5
Implementing the Shadow Partner
Effectiveness
6
Information and Authority
Operations managers traditionally had the best
understanding of local business dynamics.
While senior managers had the best understanding
of overall business direction and strategic
initiatives
Access to Information
Management Level
Exhibit TN-8
7
Information and Authority
The challenge is to flatten and elevate the
information curve while redesigning structures
processes, redefining work and values, and
dealing with problems of information overload.
Middle managers made most operating decisions,
but lost valuable information slowed down
organization response.
Management Level
Exhibit TN-8
8
Streamlining the Business Cycle
1. The business cycle is composed of two types of
related processes
Core Operating Processes The primary activities
through which an organization designs, produces,
markets, delivers, and supports its products or
services.
Management Processes Set of activities through
which an organization manages the design
production, marketing, delivery, and support of
its products or services .
Exhibit TN-9
9
Streamlining the Business Cycle
2. Many companies attempts to streamline the
business cycle by streamlining operating
processes without a corresponding streamlining of
management processes
Organizational Dysfunction
Exhibit TN-9
10
Streamlining the Business Cycle
3. The key is to streamline, integrate an d time
synchronize both operating and management
processes.
Exhibit TN-9
11
Frito-Lays Business Cycle Improvement
Streamlining the business cycle involves
simultaneous redesign of both operation and
management processes.
Management Support System Project
Core Operating Processes The primary activities
through which an organization designs, produces,
markets, sells, distributes, and supports its
products or services.
Management Processes The set of activities
through which an organization manages core
operating processes.
Pipeline Project
Exhibit TN-9
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Roles of the Information Infrastructure
1. Served as a buffer for complexity, uncertainty
and speed of change
Crisis Created when structural, authority and
incentive changes increased interdependencies
Information Processing
lt..balance..gt
I.P. capacity invest more infor., resources
Demand
Capacity
Vertical
I.P. capacity
To achieve the potential, employees should
develop two important competencies 1. The
ability to use the technology 2. The ability to
use the information
Organization
Coordination, communication
Meet the increased I.P.demand of the new structure
Human I.P.C.
Information Infrastructure
Internal I.P.C.
AND
(Intra-org.)
Education training and support in the
development of information competencies
Flexible, easy-to-use
Enable learning
Expanding I.P. capacity and buffering complexity,
uncertainty and speed of change.
Frito-Lay4
13
Roles of the Information Infrastructure
2. Information infrastructure and redesign of
Authority and Incentive
Incentive System
Authority
Enable development of interlocking
Information Infrastructure
In traditional/hierarchical organizations, the
costs of coordinating and aligning local
operations has typically been minimized by
Frito-Lay designed an authority structure based
on considerations other than the availability
of the requisite information
Information
Centralized Decision-making
TOP executives
Decision Cost
Information Cost
Failed to consider important trade-offs costs
Time and expertise for analysis of information to
ensure that they made the right decision
Access needed information on business dynamics
Frito-5
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Roles of the Information Infrastructure
3. The role of information infrastructure in
enabling process redesign
Streamline, integrate and time-synchronize both
operating and management
Operating processes became dysfunctional as
traditional lateral information processing
systems broke down.
MGMT
Operating
Process
Process
Vertical I.P.S also broke down
Process Redesign Effort
Support
IT capacity
Automate
Informate
Achieve high-levels of integration and efficiency
of routine operations
Redesign the management processes to enable
fast-cycled process control achieved
Frito-6
15
Roles of the Information Infrastructure

• Three key roles of information infrastructure
  are
• 1. Served as a buffer for complexity, uncertainty
  and speed of change
• 2. Enabled the complex, interlocking authority
  structures and incentive systems that were
  adopted and
• 3. Enabled streamlining, integration, and
  time-synchronization of operating and management
  processes.

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Collier International Property Consultants
Goals/ Strategies
execution/ adaptation
define
Failure to ? ?
International Structures/Systems/ Processes
enable
design
Member firm
develop
CompuServe
. .
Services
Member firm
cause
Provide value
sharing
Information
Future highly concertain
Colliers
CSF
In read estate, everything depended on three
factors (1) old saying location, -,- (2) new
adage information, -,-
Quality Consistency
participation/commitment