Working with what you already have… excited utterances article


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Article published in Issue 144: 14 March 2008 of excited utterances email news update

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Working with what you already have… excited utterances article

  1. 1. excited utterances Issue 144: 14 March 2008Working with What You Already Have… Improving Findability Across YourOrganisationLast June (2007), just days before floods left Sheffield and much of northern Englandunder water, Kate made her way to the annual British and Irish Association of LawLibrarians (BIALL) conference. The theme was "Too Much Information," a themeperhaps all too well shared and understood by anyone working in todays world. Herpaper to the conference seems just as relevant one year on: How do we make it easierfor our users to find the stuff that they need when they need it when there is just somuch stuff out there?Kate provides answers to some important questions:How can we use what we already have to improve or handle these findabilityproblems better?I propose we should all take a moment . . . a brief pause before barrelling ahead withbuying this new system or integrating that new tool or starting the next new IT orinformation infrastructure project, and take stock.Perhaps it really is possible to work with what we already have to improve the findabilityand usability of our key information across our organisations. Perhaps by taking a moreholistic view of our systems, our content and our users we really can start to understandhow to deal with the information-tangle statements of last year.The Complicated Tangle of SystemsOur firms and organisations over recent years have made large investments in eitherbest-of-breed systems or developing in-house bespoke applications. We now havedocument management systems, content management systems (and often more thanone under the guise of needing to manage different types of content), and perhapsrecords management systems (for the forward-looking organisations!).And then there are the systems needed to view and share that content, whether intranet,portal, wiki, SharePoint installations [etc. etc… fill in the blanks here as your mileagedictates].And of course to implement all of these "solutions" our poor IT departments have had tojump through all sorts of back-end integration hoops to encourage these complexsystems to get on with each other.
  2. 2. And now? Now you open the latest KM article or new Technical Report/Press Releaseand apparently we should all be investing in the new Business Intelligence solutions,Metadata and Taxonomy Management Tools and definitely the new Text Mining andAnalytics software... all to help us make the content our organisations produce everyday, more structured and more findable. And then of course theres the new breed of"enterprise search engines" that allow our users to find content from across theorganisation, from all of our different information repositories and from one "simple"search box (yes, thanks for that Google™).So now our organisations are overloaded with all these different systems, theserepositories, these tools and these "solutions".The Complicated Tangle of InformationThis is the point at which all the suppliers and consultants get those scary-but-tiredlooking graphs out. Yknow the ones, showing the exponential growth in volume andfrequency of information that we are all having to deal with now compared with the StoneAge (or some-such)?And as if we werent aware enough of the reality of "Too Much Information" we have ourexternal information providers (whether it be Reuters, Thomson, Factiva, LexisNexis, orthe myriad of legal/business information websites that have sprung up to fill theinformational gaps in provision), one of whom is proud enough to put this quote on theirwebsite: "access to over 4.1 billion documents from more than 32,000 sources… "whathope have we?So now our organisations are overloaded with all this information flowing in, around, andout again. We have more information, and more information types to manage, find andstore than ever.What do we do? Reduce the number of systems? Limit the amount of information thatcirculates our organisations? These do not seem ideal solutions for these tangled times.Complex Problems & Smart SolutionsIts at this point in my presentation last year when I turned to Dogbert™ for help thatunfortunately (due to legal reasons) I cant reproduce here. The point that he soinsightfully makes however is that: as the world gets more complex, our ability to learnnew skills and new ways of trying to manage this complexity is not keeping up. Such rateof change is outpacing our skills to sort, process and find information.That we are basically drowning in information. He is so very right in this (though hissolution of choosing "Dogbert as Supreme Ruler of Earth" to help us is not so reliable).Perhaps its time for us to catch up with the pace of all this new complexity.And get smarter:• Smarter about what we are trying to do with our systems and our information• Smarter about how our systems are supposed to be working• Smarter about the information were trying to present to our users.
  3. 3. Perhaps if we could just take stock in that brief pause I was talking about earlier, tomaybe work with what we already have? To review how the systems are being used, bywhom, and to access what types of information?Smarter Us & Smarter UsersWe need to make sure we are using all the best features of our systems that we could orshould be. Todays technology and "solutions" are built with very generic requirements inmind – they have to if they are to be sold to as many different organisations andindustries as possible. Therefore it really is all about our individual implementation anddeployment demands that will make System Vanilla fit our unique requirements andorganisations.These unique requirements, and the tweaks that wed like to make, are only possible ifwe actually understand the features on offer.We need to ensure our systems are kept up to date and relevant for our users. Astechnology tirelessly marches on we have to make sure that the systems we alreadyhave remain current and as good as what is out there on the market. Were lucky inbeing able to rely on some rather decent independent and unbiased online resources tokeep up to date with the technical changes happening around us. Sometimes it reallydoesnt require large-scale redevelopments, re-launches or replacements. A bit of timelooking under the bonnet/hood may reveal some worthwhile improvements that can bemade (and perhaps even reach some of that low-hanging fruit people keep talkingabout).These quick wins can only be achieved if we use these resources and discussion forumsto force our suppliers to continue investing their time to fix our problems (i.e., the onesthat they were so eager to fix before we signed that contract).Smarter SystemsWe need to review and understand how well our systems have been deployed andintegrated around our organisations. Im not suggesting looking at system integrationslike a techie might; Im thinking that we should be reviewing those systems that wereimplemented pretty independently of each other. We now have systems with their ownworking practices, their own data standards, metadata structures and data sets.These differences need smoothing out and normalising in some way if our systems areever to achieve true interoperability.We need to understand what problems our users are having with our systems. Whenuser acceptance of a system is low – why is that? When they say they cant use it or findanything – what do they mean? This, perhaps unfortunately, isnt about sending out aSurveyMonkey™ and hoping that, out of the half-dozen returns we might receive, therellbe six insightful and well-articulated responses to our questions. Its more aboutunderstanding the underlying problems our users are having – and these, definitelyunfortunately, are usually hidden and take a more detailed study of how they are usingthe system.
  4. 4. These insights to the usage and usability of our systems will help us talk to our suppliersin clear requirements for developing those smarter systems that we need.Smarter InformationAnd finally, we need to understand our organisations information supplies as well as thedemands. We need to make sure that the right information is accessible, as well asbeing accessed, by the people who need it when they need it. This is about making surewe understand what information we actually have before considering what we need.Whos using it? When? How? Why? That content audit we had done was worth it andcan provide helpful insights into the problems our users are facing in the different stagesof the information lifecycle, whether it be creating, storing or trying to find it again.This appreciation of our information landscapes allows us to make better and moreinformed decisions about what can and should be done to improve that informationlifecycle.But then we need to take the next step and look at what can be done to that informationto make it more findable, more useful and more usable. What information is not beingfound easily? Why? This is where we must turn our analysis to our metadata andtaxonomies, our data structures and schemas, and our information governance andcontrol. We should be looking at how to achieve true information interoperability: sharingmetadata and information across systems, creating really useful business intelligencethat can be acted upon, and really seeing the benefits of faceted search across multiplesystems.This focus on the detail of our information landscapes helps us to create smarterinformation within our smarter systems that our users can find, use, re-use and share.Im advocating that during the pause weve just created by not buying that new system orintegrating this new tool or starting the next new IT or information infrastructure project,we take stock of what we already have. That by taking the time to understand our users,our information, our unique business contexts and the systems themselves, we canensure they are fully optimised for improved information retrieval and findability.-----Kate Simpson took the leap just last year from permanent work to freelance informationarchitecture with her company, Tangledom Ltd. Her specialist areas of focus are:information architecture, findability and information retrieval, user experience andusability, faceted classification and tagging, knowledge and content management.Reference: Tangledom