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2011 SLA Annual Conference & INFO-EXPO: Novel Applications for TD Bank\'s Information Research Center

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After attending the SLA 2011 Annual Conference in Philadelphia, I developed this presentation to share the innovative ideas and technologies I learned about with my department at the Information …

After attending the SLA 2011 Annual Conference in Philadelphia, I developed this presentation to share the innovative ideas and technologies I learned about with my department at the Information Research Center.

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  • Not everything is relevant not going ot talk about everything. FIRST - TRENDS
  • Beyond information overload Gibran – lebanese american philosopher Handing off information
  • Nerida began her presnentation by explaining what info vs. knowledge was. Concept – Excel spreadsheet – doesn’t mean much by itsellf Read the left then the right
  • DESCRIBES A CONCEPT CALLED Knowlesdge culture: In doing my research for this presentation I discovered another management consultant named Guy St. Clair, ON LINKED who is President and Consulting Specialist for KM/Knowledge Services at SMR International , Strategic Learning Consultant at Columbia University School of Continuing Education, and also a member of SLA. Explain his def. of knowledge, His site has a lot of resources devoted to KM and I found them very helpful in supplementing what I learned at SLA.
  • Kd/ks (knowledge development and knowledge sharing) These are the characteristics of a knowledge culture as St. Clair & co. definies them. Some highlights are willingness to collaborate – the understanding that the work you do benefits the organization as a whole and not just your immediate department, honesty, trust, respect for the knoweldge services and the intellectual quest, and that knowledge services are recognized as essential and critical. Questions
  • The challenge, as he puts it, is to optimize the existing connection between the technology, or the information, and the knowledge that people possess. Which can be a significant barrier for many people. Once you can work on that, you can begin to work on a knowledge management strategy. It’s my opinion that you need to know where you are before you can figure out where you’re going. In order for a functional knowledge management strategy to succeed, the organization’s knowledge culture should be in good working order.
  • NRM North is responsible for the planning, delivery and implementation of integrated natural resource management (NRM) in Northern Tasmania. So email link prior to presentation -http://www.rkrk.net.au/images/0/0b/JamesMcKee.mp3 If you can’t open your link….
  • Limited by manpower and time Program helped decide what tools would work best for their organization, particularly the anecdote circle Enabled them to integrate all their data into one piece of software – no elaboration so that was one of the solutions they came up with
  • Get on the same page Move from simple basic information services to more advanced, higher level Avoid if possible, duplication of work Make our services more accessible
  • Very detailed, and very time consuming. And very time consuming to explain. Stage 1: engage organization and information mapping Stage 2: conduct surveys Stage 3: narrative inquiry Stage 4: sensemaking & action planning Stage 5: implementation
  • The goal of this process is that the managers, staff and ideally the board of the organization develop a shared understanding of what is involved in developing an Information and Knowledge Strategy, and what they would like to achieve as an organization through the process - "Why are we doing this?" and "Where do we want to get to?" The group carries out the first line of enquiry, which is information mapping , and sets up for the second line of enquiry, which is online information and knowledge needs surveys (the focus of stage 2) . The group explores Knowledge Management Approaches, Methods and Tools that can potentially be part of the organisation's Information and Knowledge Management Strategy. Ultimately Timelines, responsibilities and resources for Stages 2, 3 and 4 are discussed and agreed. IF THEY ASK HOW TO DO THIS: http://www.rkrk.net.au/index.php/How_to_do_information_mapping Divide the whiteboard into four rows representing Commonwealth, State, Regional and Local level information stores as shown in the Sample Information Map at the top of this page. Put your organisation into the appropriate level. (look at word doc I sent to you) - Work through the Checklist of possible information assets to identify the information resources that are held in your organisation and the information flows between these resources and reporting agencies, information providers or information recipients at Commonwealth, State, Regional and Local level. Represent information stores and resources as boxes in the diagram. Draw arrows to show links between information stores and resources. If the group is uncertain of particular information flows then illustrate a 'best guess' arrow as either a dotted line or marked with a question mark (?). The facilitator needs to continually prompt the group using the questions and information in the Checklist. The assistant needs to capture key issues/points from the discussion on the flip chart. Are there silos where information is currently stored within the organisation and not used for reporting purposes outside the organisation? Or not accessible to other organisational staff? Is there any duplication in the information collected and stored by the organisation? If so, why? Is it necessary? Are there other organisational information databases/resources that have been missed? Does the information mapping diagram include indigenous knowledge resources and where that information may be reported to other agencies? DELIVERABLES A. INFORMATION MAP AND ASSOCIATED LIST OF KEY INFORMATION FLOWS AND STORAGE ISSUES FOR INPUT INTO STAGE 4. B. DISCUSSION OF POTENTIAL OBJECTIVES FOR THE INFORMATION AND KNOWLEDGE STRATEGY. C. AGREEMENT ON TIMELINES, RESPONSIBILITIES AND RESOURCES FOR STAGES 2, 3 & 4. SETUP FOR THE ONLINE INFORMATION AND KNOWLEDGE NEEDS SURVEYS, WHICH IS STAGE 2. D. INCREASED AWARENESS OF INFORMATION AND KNOWLEDGE MANAGEMENT APPROACHES, METHODS AND TOOLS. Before you start this you have to have objectives.
  • this second stage , the group carries out the second line of enquiry, which is online information and knowledge needs surveys . Two sets of surveys One for staff, and one for clients. External survey for external stakeholders. When you write the survey what you want to think about is To understand the information and knowledge needs and requirements of organisation staff and it's clients. To understand the effectiveness of information and knowledge flows between the organisation and its cleints http://www.rkrk.net.au/index.php/How_to_conduct_an_online_survey
  • In this third stage, the group carries out the third and final line of inquiry, which is a narrative inquiry . The approach reommended is anecdote circles . The this is reommended because this type of narratve inquiry allows the group to gain a deeper understanding than could be achieved with just the information mapping or surveys. Anecdotes are: Naturally occurring stories Typically told about an event (either actual or fictional) Told from someone’s personal perspective The goals here are to learn and hear about the actual event – not a fictional account or someone’s creation. Because of this, the Stage 3 anecdote circles are not meant to be problem-solving discussions. Just to get conversation going and to hear people’s experiences about a topic, in the context of understanding what can be done to improve the objectives of your organiation (like sharing and use of information and knowledge) Nerida used the anecdote circle top just as an example of what it would be like – she had prepared printed out excerpts from other anecdote or story circles for us to use in the sensemaking exercise
  • The purpose of Stage 4 is for the organisation to use the results of the three lines of enquiry to get a whole picture and then be able to identify achievable actions to take forward The goal is to learn: What's working? What's not? What should be done to improve things? So what we did is we paird up and looked at the anecdotes that had been picked out, that were spread around the room. We commented if we thought there was something interesting or useful in the anecdotes. Then we put all the comments on the wall, and grouped them together according to theme. Some of our themes were: Nuture the idea that libraries add value Improve reference interview skills Improving training and knowledge services The point of this: This creates a set of knowledge objectives for the organisation
  • The fifth stage is the implementation stage, where the projects are carried out and the small actions are embedded into the day-to-day activities. Every six months the organisation monitors and evaluates how things are going, and decides new actions for the six months ahead. So for example, we identified projects that can help add value to the library. S indicates short term, P indicates long term – or that it’s a project. The 9 on 9 at 9 You can ID Larger projects that will take longer with a P for project– Hart suggests no more than 3 to work on in the next 3-6 months A list of small actions that you can finish sooner with an S for short Setup of a continuous review, planning and improvement process to take the projects and small actions forward Developing A list of suggested future projects that can be considered in the continuous review, planning and improvement process
  • In other words, transform our intranet into a km system, like the ones that some of the vendors we’ll see provide. How would we do this? By implementing km software wo tiny caveats: One has to do with how we define KM, knowledge services, and knowledge strategy. Lots of people speak about the people – processes – technology framework and others go with the culture – structure – technology arrangement. Both include the “people/culture” connection, so let’s be sure we don’t forget that as we move toward building the corporate KM system; KD/KS is all about enabling networking and working together. It’s not just the technology. A second consideration: Yes, you can start small ; that’s fine in a small organization. And if you’re part of a larger organization and you think you should build a KM system for your functional unit, division, or such, take your time and consider how you might work with other departments and units – or, for best results – enterprise-wide as you build your KM system. This latter approach is obviously a tougher job, and it will involve much more networking and cooperation than building a small system, but in the long run more people will benefit and the larger organizational environment will be more open to cross-boundary and cross-border KD/KS.
  • This is the techzone course I went to with ken. Aka finding quality content among the millions of pieces of data put out every day. If we can show that our services are useful – other areas of the organization may want to utilize our services. Cumulative value to clients – like any useful service, they will return to us and use us, recogizing the value in both the time and effort we’re saving them Derive more value – optimize the use of the services we use.
  • This is the techzone course I went to with ken. Aka finding quality content among the millions of pieces of data put out every day. If we can show that our services are useful – other areas of the organization may want to utilize our services. Cumulative value to clients – like any useful service, they will return to us and use us, recogizing the value in both the time and effort we’re saving them Derive more value – optimize the use of the services we use.
  • LISTORIOUS.COM Labor intensive to make a list of relevant content on twitter they’re a helpful way to keep an eye on a defined group of people and filter out all the other irrelevant people you follow.  Some of the most useful marketing tools are Twitter lists because they keep an eye on competitors’ Twitter feeds as well as getting instant updates about industry news. t only fully works for people who have Twitter Lists enabled But as easy as it is to cut down your time spent on Twitter by using lists, it can take an immense amount of labor to find the right influencers and compile a comprehensive list. Listorious.com helps leverage lists that have already been created. With a click of a button you can have a list of the most influential people imported straight into your Twitter account. For example, say your company plans weddings and you are interested in following and understanding the wedding industry chatter. There is a tag on Listorious.com called wedding . You can find lists pertaining specifically to wedding bloggers, wedding planners, photographers etc. Listorious also highlights some of the most listed/ influential people in the wedding industry.
  • they’re a helpful way to keep an eye on a defined group of people and filter out all the other irrelevant people you follow.  Some of the most useful marketing tools are Twitter lists because they keep an eye on competitors’ Twitter feeds as well as getting instant updates about industry news. They also have the top 140 lists on twitter
  • When you click on a List, this is what it looks like – if you click follow, it will follow that list – as long as you have lists enabled. On the right is an except of some tweets from the comm real estate lists – these were more relevant, but some look worthwhile if you’re monitoring the market, as long as they’re credible sources – like VJ Mahtanis tweets.
  • Fix the font, add the link, go to page just to show it. Sulia works with twitter. Sulia organizes tweets and tweeters into topic streams. It these streams with publishers. Sulia is Twitter-sanctioned Monitors tens of millions of twitter lists to determine the best sources via machine and human selection . SULIA CREATES CHANNELS BY CONTINUOUSLY ANALYZING TENS OF MILLIONS OF TWITTER LISTS TO DETERMINE THE BEST-REGARDED SOURCES AT ANY MOMENT IN TIME. THE COMPANY THEN USES A COMBINATION OF MACHINE LEARNING AND HUMAN SUPERVISION TO FILTER OUT ALL OFF-TOPIC, SPAMMY, AND PROFANE CONTENT FROM THESE SOURCES. Read more: http://www.businessinsider.com/introducing-the-kind-of-partner-twitter-doesnt-want-to-kill-sulia-2011-3#ixzz1QWKiVdBw
  • they’re a helpful way to keep an eye on a defined group of people and filter out all the other irrelevant people you follow.  Some of the most useful marketing tools are Twitter lists because they keep an eye on competitors’ Twitter feeds as well as getting instant updates about industry news. Sulia: feed, top experts, related channels Twitter: just a list http://allthingsd.com/20110324/sulia-helps-twitter-sort-the-tweet-from-the-chaff/?mod=ATD_rss
  • INSERT ZANRAN Link Fix fonts Zanran crawls the web and classifies content in a number of formats including PDF, excel, html and image. Resources that it classifies as either graphical presentations of data (time series, pie charts, bar graphs, etc) or tabular data it indexes. When you search over this data set, the results are charts and tables containing data relating to your query. The tool can be used as a simple keyword search interface or with the following options to filter results: Country location (The beta version has only eight countries listed in the drop down menu.) Doc date (When the document was created i.e., within the last six, twelve or twenty-four months.) Filetype ( Specify which file format that the data should be stored in.) Specific site (Indicate the site or domain that you wish to pull data from.) Its important to note that this site is in BETA so it’s not perfect. However - http://www.csmonitor.com/Business/Donald-Marron/2011/0516/Will-Zanran-be-the-Google-for-data http://www.intelegia.com/en/2011/06/10/zanran-funny-name-serious-search-tool-for-numerical-data/ - go back here for example comparison search.
  • Here is the question I asked: To illustrate how powerful this is I typed in X http://www.intelegia.com/en/2011/06/10/zanran-funny-name-serious-search-tool-for-numerical-data/
  • FIX FONTS Add QUORA LINK http://techcrunch.com/2010/03/28/quora-has-the-magic-benchmark-invests-at-86-million-valuation/ http://www.telegraph.co.uk/technology/social-media/8238788/Quora-will-be-bigger-than-Twitter.html Quora is a question and answer site, The general components that make up Quora are… You can ask questions You can answer questions (anonymously if you desire) You can comment on answered questions You can vote -up or vote-down answers to questions Questions can be assigned to topics You can follow questions, topics or other users A super-fast auto-complete search -box at the top, which doubles as the way to ask new questions They just released two new updates to Quora: they improved topic pages with f eatured answers, top questions and open questions that require more answers topic groups. A topic group is simply a feed of every question and answer from that topic or any related topics. SEE ALSO: Quora: The Stats Behind the Buzz [INFOGRAPHIC] Quora has also introduced a new feature called topic groups. A topic group is simply a feed of every question and answer from that topic or any related topics. For example, the “Movies” group includes Screenwriting, The Matrix and Comedy Movies, but doesn’t include film schools or TV shows. In fact, there’s a section on each topic group page that explains what the group is about and a section that describes the things the group does and does not discuss. Groups are managed by topic admins, most of whom are chosen for their expertise in selected subjects.
  • Here is the question I asked: Search For it by tag: technology, html Follow it See related questions http://www.intelegia.com/en/2011/06/10/zanran-funny-name-serious-search-tool-for-numerical-data/
  • FIX FONTS Add LINKEDIN You can also use linkedin to follow companies, join groups, create groups, monitor news, http://techcrunch.com/2011/03/22/boom-professional-social-network-linkedin-passes-100-million-members/ The site is similar to social networking peers like Facebook, but is geared toward helping business professionals connect with others in their industry, network with potential customers, find jobs, and keep pace with changes in the business world. LinkedIn is a free business social networking site that allows users who register to create a professional profile visible to others. Through the site, individuals can then maintain a list of known business contacts, known as Connections. LinkedIn users can also invite anyone to join their list of connections. LinkedIn offers an effective way by which people can develop an extensive list of contacts, as your network consists of your own connections, your connections’ connections (2nd degree connections), as well as your 2nd degree’s connections (called your 3rd degree connections). From this network, individuals can learn of and search for jobs, business opportunities, and people. LinkedIn also serves as an effective medium by which both employers and job seekers can review listed professional information about one another. LinkedIn follows strict privacy guidelines wherein all connections made are mutually confirmed and individuals only appear in the LinkedIn network with their explicit consent. Other LinkedIn features include paid accounts that offer more tools to find people, and “LinkedIn Answers” developed in January 2007. A free feature, “LinkedIn Answers” allows registered users to post business-related questions that anyone else can answer.
  • On the left is the company home page from my account , on the right is the group homepage for groups I’ve joined. This shows a feed the companies that I’ve joined, and the group page keeps my groups organized as well as suggesting groups I might like , showing groups im following but don’t belong to, a group directory, and offers the option to create a group. List compnaies & groups Dow Jones, BAE, Northrup Gruman, Lockheed Martin, Dowjones Newswires Groups You’ve Joined (39) Information, Knowledge and Content Management Specialists Your membership is pending approval. Send message · Withdraw request Non Traditional Librarian jobs Your membership is pending approval. Send message · Withdraw request SLA Heart of America Chapter Your membership is pending approval. Send message · Withdraw request Special Libraries Association DC/SLA Mentor Group Your membership is pending approval. Send message · Withdraw request
  • This is the techzone course I went to with ken. Aka finding quality content among the millions of pieces of data put out every day. If we can show that our services are useful – other areas of the organization may want to utilize our services. Cumulative value to clients – like any useful service, they will return to us and use us, recogizing the value in both the time and effort we’re saving them Derive more value – optimize the use of the services we use.
  • The FirstRain solution is a business monitoring engine. It is essentially a knowledge management platform – it’s very powerful and is moreso than I can demonstrate here. In January 2010, FactSet and FirstRain announced a partnership that allow FactSet clients to access FirstRain's web research engine – kind of a big deal, FactSet is Bloomberg’s competitor. Our patented technology scans the internet, filters out the noise of the Consumer Web, and extracts only highly relevant market intelligence about the events impacting your company, industry, customers and competitors. ALSO has info PRIVATE COMPANIES. b. Has the capability of building a segment if it does not already exist within the database.
  • The two attached monitors show: - show the pdf and explain the following, its pretty self explanatory. • A company brief on Provident – a six month summary of events, news, management changed, information spikes, competitive and industry events. – INSERT PDF into PPT • Search results for Commercial Real Estate Mortgage – the results are article links in the middle column. The left column shows additional areas that can focus in and narrow down results (when using the online product), and the right hand column show related companies and topics that may be of interest. – INSERT PDF into PPT
  • http://www.inmagic.com/staticfiles/prestodemo.html Inmagic: knowledge management “the social knowledge network experts” a. Play the demo: http://www.inmagic.com/staticfiles/prestodemo.html i. They have the ability to host our files ii.Can host all types of content (videos, blogs, catalogs, documents, profiles, catalog) Tight security controls iii. Taxonomy strucuture offered: nested folders and links iv. RSS Feeds v. Social Tagging vi. Cart function vii. Tabbed database function (view hoovers, Experian, ibis, all viii. in same place)
  • b. Show the slides and talk about them
  • http://www.digimind.com/ clients mainly use the Digimind system to collect, extract, and categorize web content in their private area in the cloud n addition, our clients also complement the categorized web content with the organization’s docs when needed (e.g.: images, documents, comments, annotations). This overall amount of information (images, web content, docs, comments, annotations) is then used for semantic analysis and reporting. CI tools that are both flexible and easy-to-use constitute a very viable option to handle that situation. Indeed nowadays intelligence teams no longer have the time to contract consulting firms or to outsource their web monitoring tasks as the time allotted to process internal intelligence demands shrunk.
  • This is a vendor that provides information on business in the emerging market sector – foregin markets http://www.securities.com/
  • Also offers a product for foreign M&A I found this interesting product.
  • So I sent you all of these reports last week, this is a data-driven database that provides market research and financial information.
  • So I sent you all of these reports last week, this is a data-driven database that provides market research and financial information. industry information by geographic area
  • This is the techzone course I went to with ken. Aka finding quality content among the millions of pieces of data put out every day. If we can show that our services are useful – other areas of the organization may want to utilize our services. Cumulative value to clients – like any useful service, they will return to us and use us, recogizing the value in both the time and effort we’re saving them Derive more value – optimize the use of the services we use.
  • This is the techzone course I went to with ken. Aka finding quality content among the millions of pieces of data put out every day. If we can show that our services are useful – other areas of the organization may want to utilize our services. Cumulative value to clients – like any useful service, they will return to us and use us, recogizing the value in both the time and effort we’re saving them Derive more value – optimize the use of the services we use.
  • Transcript

    • 1. 2011 SLA ANNUAL CONFERENCE & INFO-EXPO: NOVEL APPLICATIONS FOR TD BANK’S INFORMATION RESEARCH CENTER J.Medaglia-Kurtz
    • 2. AGENDA: I. WORKSHOP: “GETTING TO THE HEART OF THE STORY: A QUALITATIVE EVALUATION OF LIBRARY SERVICES USING NARRATIVE TECHNIQUES”, PRESENTED BY NERIDA HART, OF OWNER AT HARTKNOWLEDGE CONSULTING,  NERIDA'S LINKEDIN &  HER BLOG. A. THEORY B. IMPLEMENTATION II. TECHZONE COURSE I . “TOP 5 SOCIAL MEDIA TOOLS” – PRESENTED BY KEN SICKLES, DIRECTOR, PRODUCT MARKETING AT 1SYNC, KEN’S LINKEDIN & HIS BLOG . - edited by me III. VENDORS OF INTEREST A. FIRSTRAIN B. INMAGIC C. DIGIMIND D. EMERGING MARKETS INFORMATION SERVICE (EMIS), ISI EMERGING E. BIZMINER I V. QUESTIONS YOU KNOW MORE THAN YOU THINK YOU KNOW, JUST AS YOU KNOW LESS THAN YOU WANT TO KNOW. – OSCAR WILDE
    • 3. TRENDS I OBSERVED: REGARDLESS OF TYPE OF LIBRARY – ACADEMIC, CORPORATE, NON-PROFIT, GOVERNMENT – LIBRARIES ARE IN DANGER OF BEING DOWNSIZED, HAVE THEIR SERVICES CUT, FUNDING CUT, RESOURCES SCALED BACK, POSITIONS OUTSOURCED, ETC. INFORMATION IS EXPLODING –WE ARE CREATING AS MUCH INFORMATION EVERY 2.5 DAYS AS WE DID FROM YEAR 0-2003. WE ARE EXPERIENCING “INFORMATION OBESITY”. INFORMATION PROFESSIONALS HAVE TO SHIFT FROM FUNCTIONING AS INFORMATION PROVIDERS TO BEING KNOWLEDGE BROKERS. PERPLEXITY IS THE BEGINNING OF KNOWLEDGE. -  KAHLIL GIBRAN
    • 4. INFORMATION VS. KNOWLEDGE INFORMATION CAN BE QUANTIFIED DIGITIZED IT STANDS ALONE - CANNOT CAUSE THINGS TO HAPPEN IT IS: TEACHABLE (PROCEDURES) EXPLICIT (DOCUMENTS) STRUCTURED (DATABASE) SCHEMATIC (ORGANIZATIONAL CHART) MEASURABLE (SKILLS) KNOWLEDGE CANNOT BE QUANTIFIED IT IS AN INTANGIBLE RESOURCE . IT IS: CONCEPTS TACIT (REMAINING UNSPOKEN, IMPLIED, UNEXPRESSED) RICH (POLICY DEVELOPMENT) NOT TEACHABLE (PROFESSIONAL JUDGMENT) INTANGIBLE (GROUP BEHAVIOR & NORMS) NOT OBSERVABLE IN USE (INNOVATION) UNSTRUCTURED (BUILDING RELATIONSHIPS) A GOOD DECISION IS BASED ON KNOWLEDGE AND NOT ON NUMBERS. - PLATO
    • 5. KNOWLEDGE CULTURE: WHAT IS IT? GUY ST. CLAIR & SMR INTERNATIONAL GUY ST. CLAIR, DALE STANLEY, CINDY HILL DEFINE KNOWLEDGE AS “INFORMATION [PRACTICAL AND UTILITARIAN] FOR ACTION BASED UPON INSIGHT AND EXPERIENCE - [KNOWLEDGE IS INFORMATION THAT IS USED]. KNOWLEDGE CULTURE: “ AN ACCUMULATION OF SHARED BELIEFS AND VALUES ABOUT WHAT CONSTITUTES KNOWLEDGE AND THE ROLE OF KNOWLEDGE IN…THE COMPANY” OR …THE ENVIRONMENT AND WAY OF THINKING ABOUT HOW WE MANAGE INFORMATION & KNOWLEDGE WITHIN AN ORGANIZATION. (ST. CLAIR ET. AL) AN INVESTMENT IN KNOWLEDGE PAYS THE BEST INTEREST. - BENJAMIN FRANKLIN
    • 6. CHARACTERISTICS OF A KNOWLEDGE CULTURE 1. WILLINGNESS TO COLLABORATE/COLLABORATION IS A GIVEN 2. RESPECT FOR AND SUPPORTS INTEGRITY OF THE KNOWLEDGE PROCESS 3. THE SEEKING, CAPTURE, AND UTILIZATION OF INFORMATION, KNOWLEDGE, AND STRATEGIC LEARNING ARE CARRIED OUT WITH A FOCUS ON THE LARGER CORPORATE ROLE AND THE BENEFITS TO THE LARGER ORGANIZATION, NOT NECESSARILY TO INDIVIDUALS OR DEPARTMENTS 4. ACKNOWLEDGEMENT OF AND AN ENTHUSIASM FOR THE ROLE OF INFORMATION TECHNOLOGY AND COMMUNICATION IN THE KD/KS PROCESS 5. ALLEGIANCE OF STRATEGIC KNOWLEDGE PROFESSIONALS IS TO THE LARGER ORGANIZATION OR ENTERPRISE, NOT TO ANY SINGLE PROFESSION, SCHOOL OF THOUGHT, OR POLITICAL, RELIGIOUS, OR SOCIAL PHILOSOPHY 6. TRANSPARENCY (EXCEPT IN CLEARLY DEFINED SITUATIONS REQUIRING THE HIGHEST LEVELS OF PROPRIETARY DISCRETION OR SECURITY) 7. HONESTY 8. TRUST 9. RESPECT FOR AND ENTHUSIASM FOR THE KNOWLEDGE SERVICES PROCESS 10. RESPECT FOR THE INTELLECTUAL FOUNDATION FOR THE EFFORT – THE INTELLECTUAL QUEST IS NOT DISDAINED 11. KNOWLEDGE SERVICES RECOGNIZED AS ESSENTIAL AND CRITICAL (ST. CLAIR ET. AL) KNOWLEDGE IS THE FOOD OF THE SOUL. - PLATO
    • 7. KNOWLEDGE CULTURE: WHY DOES IT MATTER? “ IN TODAY’S MANAGEMENT ENVIRONMENT, THE PRIMARY CHALLENGE IS TO STRENGTHEN THE RELATIONSHIP BETWEEN TECHNOLOGY AND KNOWLEDGE, TO INSURE THAT INFORMATION, KNOWLEDGE, AND STRATEGIC LEARNING CAN BE ACCESSED WHEN NEEDED”. “CONNECTING THE COMPANY’S KNOWLEDGE STRATEGY WITH ITS BUSINESS STRATEGY LEADS TO ORGANIZATIONAL EFFECTIVENESS. THROUGH IDENTIFYING, DEVELOPING, AND OBTAINING THE SUPPORT OF ADVOCATES, CHAMPIONS, AND SPONSORS, STRATEGIC KNOWLEDGE PROFESSIONALS ARE EMPOWERED TO BUILD AND SUSTAIN THE KNOWLEDGE CULTURE.” (ST. CLAIR ET. AL) BOTTOM LINE…. KNOWLEDGE CULTURE SHOULD BE EVALUATED BEFORE A KNOWLEDGE MANAGEMENT STRATEGY IS IMPLEMENTED. THE NEXT BEST THING TO KNOWING SOMETHING IS KNOWING WHERE TO FIND IT. - SAMUEL JOHNSON
    • 8. WHAT CAN A KNOWLEDGE MANAGEMENT STRATEGY DO? LET’S HEAR WHAT IT DID FOR JAMES MCKEE , CEO OF NRM NORTH IN TASMANIA PLEASE OPEN LINK… IF YOU CAN’T OPEN LINK….I’LL DETAIL IN NEXT SLIDE. IT IS IMPOSSIBLE TO BEGIN TO LEARN THAT WHICH ONE THINKS ONE ALREADY KNOWS. – EPICTETUS
    • 9. WHAT CAN A KNOWLEDGE MANAGEMENT STRATEGY DO? LET’S HEAR WHAT IT DID FOR JAMES MCKEE , CEO OF NRM NORTH IN TASMANIA 1. GIVEN LIMITED STAFF AND TIME, PROVIDED GUIDANCE TO HELP DECIDE WHAT IS A PRIORITY AND WHAT ISN’T 2. HELPED DECIDE WHAT TOOLS AND STRATEGIES WORK BEST FOR THEIR ORGANIZATION 3. ENABLED THEM TO INTEGRATE ALL THEIR DATA INTO ONE PIECE OF SOFTWARE IT IS NOTHING FOR ONE TO KNOW SOMETHING UNLESS ANOTHER KNOWS YOU KNOW IT. - PERSIAN PROVERB
    • 10. WHAT CAN A KNOWLEDGE MANAGEMENT STRATEGY DO FOR US? “DEVELOP A COMMON UNDERSTANDING OF HOW WE CAN ENHANCE OUR CAPABILITY TO CREATE, SHARE AND USE INFORMATION AND KNOWLEDGE.” “MOVE AWAY FROM BLACK BOX TO KNOWLEDGE ENHANCING SERVICES WHICH ADD VALUE TO CLIENT DECISION MAKING, CLIENT CAPABILITY AND ENHANCING SKILLS & KNOWLEDGE” “RESPOND TO REQUESTS AND ISSUES MORE QUICKLY AND EFFECTIVELY” “SHARE LEARNINGS AND AVOID 'REINVENTING THE WHEEL'” “PRIORITIZE CURRENT AND FUTURE SERVICE NEEDS” AND EXPLORE QUESTIONS LIKE: • ARE WE PRODUCING INFORMATION THAT IS NOT BEING UTILIZED? • HOW CAN WE CAPTURE THE KNOWLEDGE OF STAFF THAT HAVE LEFT? • CAN WE ENHANCE THE SHARING OF INFORMATION AND KNOWLEDGE BETWEEN TEAMS? • ARE THERE WAYS WE CAN BETTER SHARE INFORMATION AND KNOWLEDGE WITH OUR ORGANIZATION? • CAN WE SET UP PROCESSES TO REDUCE DUPLICATION OF EFFORT? • CAN WE BUILD ON OR ENHANCE OUR EXISTING KNOWLEDGE MANAGEMENT INITIATIVES? ONLY WHEN HE NO LONGER KNOWS WHAT HE IS DOING DOES THE PAINTER DO GOOD THINGS. - EDGAR DEGAS
    • 11. HOW DOES IT WORK? KNOWLEDGE IS THE ONLY ELEGANCE- RALPH WALDO EMERSON http://www.rkrk.net.au/index.php/Developing_an_Information_and_Knowledge_Strategy
    • 12. IMPLEMENTING A KNOWLEDGE MANAGEMENT STRATEGY A WISE MAN, WHEN ASKED HOW HE HAD LEARNED SO MUCH ABOUT EVERYTHING, REPLIED: ''BY NEVER BEING ASHAMED OR AFRAID TO ASK QUESTIONS ABOUT ANYTHING OF WHICH I WAS IGNORANT.'’ UNKNOWN
      • STEP 1: ENGAGE ORGANIZATION & INFORMATION MAPPING
      • DURATION: ONE DAY WORKSHOP
      • AGENDA
      • EXPLORING THE OBJECTIVES
      • INFORMATION MAPPING
      • INTRODUCE AND SET-UP FOR ONLINE INFORMATION AND KNOWLEDGE NEEDS SURVEY
      • EXPLORING KM APPROACHES, METHODS, AND TOOLS
      • NEXT STEPS
      http://www.rkrk.net.au/index.php/Stage_1_-_Engage_organisation_%26_information_mapping SAMPLE INFORMATION MAP
    • 13. IMPLEMENTING A KNOWLEDGE MANAGEMENT STRATEGY WHEN YOU KNOW A THING, TO HOLD THAT YOU KNOW IT; AND WHEN YOU DO NOT KNOW A THING, TO ALLOW THAT YOU DO NOT KNOW IT--THIS IS KNOWLEDGE. - CONFUCIUS
      • STEP 2: CONDUCT SURVEYS
      • DURATION: CONDUCTED OVER 4-6 WEEK PERIOD
      • AGENDA
      • REFINE THE SURVEYS
      • IDENTIFY PARTICIPANTS
      • SEND OUT SURVEYS
      • COLLECT & ANALYZE RESULTS
      • CREATE A REPORT OF RESPONSE FOR INPUT INTO STEP 4
    • 14. IMPLEMENTING A KNOWLEDGE MANAGEMENT STRATEGY KNOWLEDGE ALWAYS DEMANDS INCREASE; IT IS LIKE FIRE, WHICH MUST FIRST BE KINDLED BY SOME EXTERNAL AGENT, BUT WILL AFTERWARDS ALWAYS PROPAGATE ITSELF. - SAMUEL JOHNSON
      • STEP 3: NARRATIVE INQUIRY
      • DURATION: VARIES, EACH ANECDOTE CIRCLE TAKES APPROXIMATELY 90 MINUTES
      • AGENDA
      • PURPOSE OF THE PROJECT
      • OVERVIEW OF STRATEGY DEVELOPMENT PROCESS
      • WARM-UP
        • INTRODUCTIONS - FIND OUT SOME MORE ABOUT EACH OTHER BY GOING AROUND THE TABLE. TELL US ABOUT YOURSELF—YOUR ORGANIZATION, YOUR ROLE, WHERE YOU ARE LOCATED AND HOW LONG YOU’VE BEEN INVOLVED WITH TD .
        • REFER PARTICIPANTS TO GUIDELINES
      • ANECDOTE CIRCLE
      • CLOSING
      DURING THE WORKSHOP, WE PARTICIPATED IN THIS EXERCISE. OUR TOPIC OF DISCUSSION: AN EVENT WE PLANNED THAT EITHER WENT VERY WELL OR BADLY WRONG.
    • 15. IMPLEMENTING A KNOWLEDGE MANAGEMENT STRATEGY OUR TREASURE LIES IN THE BEEHIVE OF OUR KNOWLEDGE. WE ARE PERPETUALLY ON THE WAY THITHER, BEING BY NATURE WINGED INSECTS AND HONEY GATHERERS OF THE MIND. - FRIEDRICH NIETZSCHE
      • STEP 4: SENSEMAKING & ACTION PLANNING
      • DURATION: ONE DAY WORKSHOP
      • AGENDA
      • SENSEMAKING WORKSHOP - FULL DAY
      • SOCIAL ACTIVITY (E.G. BBQ OR DRINKS) AT END OF SENSEMAKING WORKSHOP
      • C. ACTION PLANNING WORKSHOP - HALF DAY MORNING (MUST BE THE NEXT MORNING AFTER THE SENSEMAKING WORKSHOP)
      WE USED THESE HEXAGONAL POST-ITS (HEXIES) TO CREATE “BEEHIVES”, CATEGORIES OF SIMILAR IDEAS REGARDING THE ANECDOTES
    • 16. IMPLEMENTING A KNOWLEDGE MANAGEMENT STRATEGY TRUE SCHOLARSHIP CONSISTS IN KNOWING NOT WHAT THINGS EXIST, BUT WHAT THEY MEAN; IT IS NOT MEMORY BUT JUDGMENT. - JAMES RUSSELL LOWELL
      • STEP 5: IMPLEMENTATION
      • DURATION: ONE OR TWO DAYS INITIALLY, ONE DAY FOR FOLLOW UP EVERY SIX MONTHS
      • AGENDA
      • WRITE UP YOUR INFORMATION AND KNOWLEDGE STRATEGY.
        • YOU MAY ALSO LIKE TO SUBMIT YOUR INFORMATION AND KNOWLEDGE STRATEGY FOR FORMAL APPROVAL OR ENDORSEMENT BY YOUR BOARD.
      • THEN EVERY THREE TO SIX MONTHS CONVENE A WORKSHOP TO:
        • REVIEW PROGRESS ON IMPLEMENTING THE PROJECTS AND SMALL ACTIONS 2.5 HOURS)
        • DECIDE NEW ACTIONS FOR THE NEXT THREE TO SIX MONTHS (1 HOUR)
      • OUR EXAMPLE:
      • NURTURE THE IDEA THAT THE LIBRARY ADDS VALUE
      • MONTHLY NEWSLETTER (P)
      • COLLECT TESTIMONIALS (S)
      • TRAINING STAFF IN VALUE-ADDED SERVICES (P)
      • INTRODUCTION OF LIBRARY AND SERVICES TO NEW STAFF (P)
      • INCLUDE TESTIMONIALS ON ANNUAL REPORT (S)
      • SPECIAL EVENTS/BRANDING “9 ON 9 @ 9” (P)
    • 17. CAN OUR INTRANET DOUBLE AS A KM SYSTEM? KNOWLEDGE RESTS NOT UPON TRUTH ALONE, BUT UPON ERROR ALSO. - CARL GUSTAV JUNG GUY ST. CLAIR THINKS SO. http://smr-knowledge.com/knowledgeservices/corporate-intranet-corporate-km-system/ “… MERGING IT/ICT SOLUTIONS AND KM SOLUTIONS IS A PERFECT OPPORTUNITY FOR STRENGTHENING THE ENTIRE ENTERPRISE-WIDE KNOWLEDGE DOMAIN. WE’RE ALL TRYING TO ESTABLISH OR STRENGTHEN THE CORPORATE KNOWLEDGE CULTURE, AND NOW IS THE PERFECT TIME FOR MOVING ICT AND KM OUT OF THEIR LONG-STANDING SILOS INTO ONE WORKABLE, ACTIONABLE FRAMEWORK…THERE’S NO REASON WHY A WELL THOUGHT-OUT KM SYSTEM CAN’T PRODUCE IMMEDIATE AND TANGIBLE RESULTS – INCLUDING FINANCIAL SAVINGS .”- GUY ST. CLAIR
    • 18. QUESTIONS? J.Medaglia-Kurtz ON TO… TOP 5 FREE SOCIAL MEDIA TOOLS WE SHOULD BE USING…IN AND OUT OF WORK
    • 19. TOP 5 FREE SOCIAL MEDIA TOOLS WE SHOULD BE USING J.Medaglia-Kurtz WHY SHOULD WE USE THEM?
      • FIND NEW SOURCES OF INFORMATION
      • IDENTIFY EXPERTS IN THEIR FIELDS
      • MONITOR EVENTS IN REAL-TIME
      FINDING NEW, RELEVANT, USEFUL INFORMATION WILL THEN….
      • ATTRACT NEW AUDIENCES IN THE ORGANIZATION
      • DELIVER VALUE TO YOUR CLIENTS THAT BUILDS OVER TIME
      • OPTIMIZE THE VALUE OF SERVICES CURRENTLY SUBSCRIBED TO
    • 20. J.Medaglia-Kurtz LISTORIOUS A DIRECTORY OF TWITTER USERS AND LISTS – EASILY FIND THOSE INTERESTING TO YOU USEFUL FOR: FINDING INDUSTRY EXPERTS/INFLUENTIAL TWITTER USERS POSTING RELEVANT CONTENT REVIEWS: “ Twitter lists have already become overwhelming without some sort of categorization. Listorious offers a well segmented directory of lists as well as tag searches. Offers list "curators" a place to publicize their lists, too. Nicely done and very useful.” – Bill Fischer, oneforty.com “ People have always created lists, and Listorious probably taps into some deep human need, even if it's only to save time by focusing on things you consider important. Listorious means you can save even more time by letting other people create them.” – Jack Schofield, Guardian.co.uk “ But as easy as it is to cut down your time spent on Twitter by using lists, it can take an immense amount of labor to find the right influencers and compile a comprehensive list. Listorious.com helps leverage lists that have already been created. With a click of a button you can have a list of the most influential people imported straight into your Twitter account.” – Scratchmm.com
    • 21. J.Medaglia-Kurtz LISTORIOUS
    • 22. J.Medaglia-Kurtz LISTORIOUS
    • 23. J.Medaglia-Kurtz SULIA SULIA CONTINUOUSLY IDENTIFIES SUBJECT MATTER EXPERTS AND ISOLATES THEIR ON-TOPIC UPDATES USEFUL FOR: FINDING INDUSTRY EXPERTS/NEW SOURCES OF INFORMATION/MONITORING REAL-TIME EVENTS REVIEWS: “ CLEANLY ORGANIZING TWITTER BY TOPIC IS AN IMPORTANT STEP TOWARD FINALLY MONETIZING THE ECOSYSTEM. IT'S A LOT EASIER TO SELL A BMW AD AGAINST TWEETS ABOUT AUTOMOTIVE TOPICS, WHEN YOU KNOW THOSE TWEETS ARE GOING TO BE USEFUL AND RELEVANT (AND NOT SPAMMY OR OFFENSIVE). – NICHOLAS CARLSON, BUSINESSINSIDER.COM “ FACING THE OVERWHELMING AMOUNT OF CONTENT FLOWING FROM SOCIAL MEDIA OUTLETS, NEWS CURATION COMPANIES ARE POPPING UP TO HELP PEOPLE MAKE SENSE OF IT ALL…NY-BASED TWITTER STARTUP, SULIA, FILTERS TWEETS AND CLASSIFIES TWEETERS “TOP EXPERTS” ON TOPICS IN WHICH THEY FREQUENTLY TWEET ABOUT.  ACCORDING TO FORTUNE , THE COMPANY  IS ONE OF THE FEW APPS THAT TWITTER ENDORSES.” – NYCONVERGENCE.COM “ THE RESULT IS HIGH-QUALITY REALTIME CHANNELS THAT ARE ALWAYS ON-TOPIC, READABLE, AND RELEVANT.” – CBSNEWS.COM
    • 24. TOP 5 FREE SOCIAL MEDIA TOOLS WE SHOULD BE USING J.Medaglia-Kurtz SULIA SEARCH TOP EXPERTS RELATED CHANNELS BOTH HAVE FEEDS BUT….
    • 25. J.Medaglia-Kurtz ZANRAN ZANRAN HELPS YOU TO FIND ‘SEMI-STRUCTURED’ DATA ON THE WEB (TABLES AND CHARTS OF NUMERICAL AND STATISTICAL DATA) USEFUL FOR: FINDING INFORMATION SOURCES REVIEWS: “ PUT MORE SIMPLY: ZANRAN IS GOOGLE FOR DATA … THE WEB HOLDS PHENOMENAL AMOUNTS OF DATA THAT ARE HARD TO FIND BURIED INSIDE DOCUMENTS. AND ZANRAN OFFERS A FAST WAY TO FIND AND SCAN THROUGH DOCUMENTS THAT MAY HAVE RELEVANT MATERIAL. PARTICULARLY HELPFUL IS THE ABILITY TO HOVER YOUR CURSOR OVER EACH DOCUMENT TO SEE THE CHART ZANRAN’S THINKS YOU ARE INTERESTED IN BEFORE YOU CLICK THROUGH TO THE DOCUMENT. – DONALD MARRON, CSMONITOR.COM “ OF ALL THE DATA ENGINES OUT THERE, INCLUDING D8TAPLEX, INFOCHIMPS, DATAMARKET AND TIMETRIC, ZANRAN POSSIBLY HAS THE MOST DATA. A SEARCH FOR 'TEMPERATURE' BROUGHT UP OVER A MILLION HITS.” – DATAMINING.TYPEPAD.COM "ZANRAN MAY NOT BE EVERYONE’S CUP OF TEA HOWEVER; IT HAS A BRIGHT FUTURE IN THE SEARCH ENGINE INDUSTRY IF IT IS ABLE TO STICK TO THEIR  NICHE AND BE ABLE TO PROVIDE THE SERIOUS INFORMATION PROFESSIONAL WITH RAW NUMERICAL DATA THAT CAN BE HARD TO FIND ONLINE.” – IAN SMITH, INTELEGIA.COM
    • 26. J.Medaglia-Kurtz ZANRAN SEARCH MY SEARCH TERMS: “MORTGAGE RATES” + “UNITED STATES” TIME RANGE, PAST 6 MONTHS BANQUE OF FRANCE, GE ASSET MANAGEMENT, RANDOLPH.CO.HENRICO.VA.US CHASE, WIKIPEDIA, MORTGAGE.ORG VS.
    • 27. J.Medaglia-Kurtz QUORA QUORA IS “A CONTINUALLY IMPROVING COLLECTION OF QUESTIONS AND ANSWERS CREATED, EDITED, AND ORGANIZED BY EVERYONE WHO USES IT” USEFUL FOR: FINDING EXPERTS REVIEWS: “ THE REAL GOAL OF QUORA IS TO ACCUMULATE THIS VALUABLE KNOWLEDGE. IT’S KIND OF LIKE WIKIPEDIA. THIS IS THE LONG TAIL OF INFORMATION.” - ADAM D’ANGELO AND CHARLIE CHEEVER, FOUNDERS OF QUORA, ON TECHCRUNCH.COM “ THE MOST INTERESTING THING ABOUT QUORA SO FAR HAS BEEN THE EXTENT TO WHICH PEOPLE - EVEN THOSE IN SENIOR POSITIONS IN PUBLIC COMPANIES - ARE WILLING TO SHARE DETAILED INFORMATION. .” MILO YIANNOPOULOS, TELEGRAPH.CO.UK "QUORA HAS TAKEN THE TECH AND ENTREPRENEURIAL WORLD BY STORM, PROVIDING A SYSTEM THAT WORKS SO FLUIDLY THAT IT IS SOMETIMES HARD TO SEE WHAT THE BIG FUSS IS ALL ABOUT. THIS SLICK TOOL IS POWERED, NOT ONLY BY AN INTELLIGENT CROWD OF ASKERS AND ANSWERERS, BUT BY A WELL-CRAFTED BACKEND CREATED BY CO-FOUNDERS WHO HONED THEIR SKILLS AT FACEBOOK..” – PHIL WHELAN, PHILWHLN.COM
    • 28. TOPIC TAGS (“HTML”, “TECHNOLOGY”) J.Medaglia-Kurtz QUORA SEARCH BECAUSE THIS IS MY QUESTION, I’M AUTOMATICALLY FOLLOWING IT TRACK PEOPLE FOLLOWING A QUESTION
    • 29. J.Medaglia-Kurtz LINKEDIN LINKEDIN IS “A PROFESSIONAL NETWORKING SITE THAT ENABLES TO CREATE BUSINESS CONTACTS, SEARCH FOR JOBS, AND FIND POTENTIAL CLIENTS.” USEFUL FOR: FINDING EXPERTS/NEW INFORMATION SOURCES/MONITORING REAL-TIME EVENTS REVIEWS: “ LINKEDIN IS THE MOST DEVELOPED BUSINESS- AND CAREER-ORIENTED NETWORKING SITE AND SERVICE OUT THERE. IT'S THE WAY MILLIONS OF CAREER-MINDED PEOPLE WILL FIND NEW JOBS AND OPPORTUNITIES, AND BUILD THEIR REPUTATIONS.”- PCMAG.COM “ LINKEDIN, WHICH LAUNCHED IN 2003, SAYS THAT IT IS NOW BEING USED IN OVER 200 COUNTRIES, WITH MORE THAN HALF OF ITS USERS ORIGINATING FROM OUTSIDE THE U.S…BRAZIL IS SEEING THE HIGHEST GROWTH RATE, WITH NEW USER ADOPTION RISING 428 PERCENT YEAR-OVER-YEAR. MEXICO IS ALSO SEEING MAJOR GROWTH, WITH MEMBERSHIP GROWING BY 178 PERCENT YEAR-OVER-YEAR.” – LEENA RAO, TECHCRUNCH.COM "I'VE FOUND LINKEDIN TO BE A GREAT WAY TO KEEP IN TOUCH WITH IMPORTANT BUSINESS CONTACTS. YOU CAN ALSO FIND USEFUL FORUMS WITH MEMBERS WHO ARE KNOWLEDGEABLE IN VIRTUALLY EVERY AREA OF BUSINESS. IF YOU'RE IN BUSINESS, YOU NEED TO BE ON LINKEDIN. FACEBOOK CAN WASTE YOUR TIME; LINKEDIN CAN MAKE YOU MONEY. – PAGEONESEO, ONEFORTY.COM
    • 30. J.Medaglia-Kurtz LINKEDIN SEARCH MY COMPANY HOME PAGE MY GROUP HOME PAGE
    • 31. QUESTIONS? J.Medaglia-Kurtz ON TO…. INTERESTING VENDORS
    • 32. J.Medaglia-Kurtz FIRSTRAIN
    • 33. J.Medaglia-Kurtz FIRST RAIN SAMPLE REPORT IMAGE DELETED
    • 34. J.Medaglia-Kurtz HIGHLIGHTS
        • T HE FIRSTRAIN.COM BUSINESS MONITORING ENGINE : ALLOWS YOU TO QUICKLY DIGST ANY GIVEN BUSINESS TOPIC, INDUSTRY OR COMPANY, AND CREATE MONITORS ON THE TOPIC TO STAY IN THE LOOP
        • DAILY EMAIL BRIEFS: A “CUSTOMIZED INTELLIGENCE BRIEF” ON YOUR SUBJECT OF CHOICE: MARKET, CUSTOMERS, PROSPECTS, COMPETITORS, ETC., THAT CAN BE SENT UP TO 4X A DAY TO AN INDIVIDUAL, ENTIRE TEAM, OR ENTIRE COMPANY
        • ENTERPRISE INTEGRATION WIDGETS : FIRSTRAIN WIDGETS CAN BE INTEGRATED INTO YOUR SYSTEMS FOR EASY ACCESS TO DATA. “FIRSTRAIN MONITORS CAN ALSO BE EASILY INTEGRATED VIA A VARIETY OF CRMS, COLLABORATION PLATFORMS AND INDUSTRY STANDARD METHODS, INCLUDING SALESFORCE.COM, JIVE, SHAREPOINT, CHATTER, YAMMER, TWITTER, OUTLOOK OR SIMPLE RSS.”
    • 35. J.Medaglia-Kurtz INMAGIC INMAGIC DEMO
    • 36. J.Medaglia-Kurtz INMAGIC DEMO SLIDES INMAGIC HIGHLIGHTS A. HOST OUR FILES B. HOST ALL TYPES OF CONTENT (VIDEOS, BLOGS, CATALOGS, DOCUMENTS, PROFILES, CATALOG) C. TIGHT SECURITY CONTROLS D. TAXONOMY STRUCUTURE OFFERED: NESTED FOLDERS AND LINKS E. RSS FEEDS F. SOCIAL TAGGING G. CART FUNCTION H. TABBED DATABASE FUNCTION (VIEW HOOVERS, EXPERIAN, IBIS, ALL IN SAME PLACE – LIKE IE EXPLORER)
    • 37. J.Medaglia-Kurtz DIGIMIND
    • 38. J.Medaglia-Kurtz EMERGING MARKETS INFORMATION SERVICE (EMIS), ISI EMERGING
    • 39. J.Medaglia-Kurtz EMERGING MARKETS INFORMATION SERVICE (EMIS), ISI EMERGING HIGHLIGHTS • COMPREHENSIVE EMERGING MARKETS COVERAGE – SOURCED DIRECTLY FROM MORE THAN 80 COUNTRIES IN ASIA, LATIN AMERICA, CENTRAL AND EASTERN EUROPE, THE MIDDLE EAST AND AFRICA • MISSION-CRITICAL BUSINESS INFORMATION – CURRENT NEWS, COMPANY AND INDUSTRY INFORMATION, FINANCIAL DATA AND MACROECONOMIC ANALYSIS • EASY, ‘ONE STOP’ RESEARCH – SOURCES ARE CATEGORIZED, ARCHIVED, INDEXED AND FULLY SEARCHABLE THROUGH AN INTUITIVE, CUSTOMIZABLE INTERFACE
    • 40. J.Medaglia-Kurtz BIZMINER
    • 41. J.Medaglia-Kurtz BIZMINER HIGHLIGHTS INDUSTRY FINANCIAL SERIES: REPORTS ABOUT 4,000 INDUSTRY SEGMENTS WITH UP TO 12 SALES CLASS VERSION PER SEGMENT. DETAILED P&L, BALANCE SHEET, SOURCES AND USES TABLE AND 31 RATIOS. CUSTOMIZED INPUT OPTIONS. BASED ON 1120 REPORTING FORMAT. UP TO 9 YEARS OF DATA. MICRO-FIRM PROFIT & LOSS SERIES: REPORTS ON ABOUT 3,000 LINES OF BUSINESS, SOLE PROPRIETORSHIP AND STARTUP VERSIONS. DETAILED P&L, 8 RATIOS. CUSTOMIZED INPUT OPTIONS. BASED ON IRS SOLE PROPRIETORSHIP REPORTING FORMAT. UP TO 5 YEARS OF DATA. US MARKET RESEARCH SERIES: THREE YEAR TREND ANALYSIS FOR ABOUT 6,000 LINES OF BUSINESS, INCLUDING MARKET VOLUME, AVERAGE SALES, FAILURE RATES, STARTUP AND SMALL BUSINESS TRENDS AT THE NATIONAL LEVEL. LOCAL MARKET RESEARCH: THREE YEAR TREND ANALYSIS FOR ABOUT 6,000 LINES OF BUSINESS, INCLUDING MARKET VOLUME, AVERAGE SALES, FAILURE RATES, STARTUP AND SMALL BUSINESS TRENDS AT THE STATE AND METRO LEVELS. THE MICRO MARKET INDUSTRY RESEARCH SERIES: THE MMIR WILL BE SIMILAR TO THE LOCAL MARKET RESEARCH REPORTS BUT AT THE COUNTY AND ZIP CODE LEVEL MARKETS , WITH CAPABILITY TO CUSTOMIZE INDUSTRY MARKET AREAS BY AGGREGATING UP TO 25 ZIP CODES. BIZMINER.COM
    • 42. QUESTIONS??? J.Medaglia-Kurtz
    • 43. THANK YOU. J.Medaglia-Kurtz