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In the Pursuit of that "Moment of Insight"
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In the Pursuit of that "Moment of Insight"

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What is the biggest question for anyone looking to dramatically increase their success... …

What is the biggest question for anyone looking to dramatically increase their success...

How do I harness my knowledge, experience and networks to drive important decisions or solve problems?

What if you could gain the productive and telling insights to drive better, faster, more relevant decisions and solve problems in a simple, visually engaging way?

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  • 1. In the Pursuit of InsightThe Informed Navigation Approach August 2010 Neil Movold Managing Director Karori International Ventures Limited Best way to Predict the Future, is to Create it!
  • 2. 1. Framing the Scenario Divider pptPlex Section The slides after this divider will be grouped into a section and given the label you type above. Feel free to move this slide to any position in the deck.
  • 3. What is the biggest question for anyone looking to dramatically increase their success…How do I harness my knowledge, experienceand networks to drive important decisions or solve my current needs?
  • 4. Does your world look similar to this? Head down, bum up – so you miss what’s going on? Don’t have time to think? Too many decisions tomake, not enough time ormeaningful insight to make them properly?
  • 5. The context of personal behavior during anygiven situation is both complex and emergent in practice Task ?? ?? Need Task Thinking Task Task Need Situation Need Task Task Doing Feeling Task To accomplish a task, we need tools - toaccomplish complex tasks, we need systems
  • 6. A large portion of new ideas andformal collaborative relationships come from external contacts Influence has been revolutionized!
  • 7. The trends around the value of Collective Intelligence and Collaborative Learning are undeniable and the opportunities compelling “No one knows everything, everyone knows something… all knowledge resides in networks“ Pierre Lévy (1997)Collaboration based onknowledge, trust and credibility
  • 8. Even once found, few systems offer clues about an external contact’strustworthiness, relevance, interests, or willingness to help, creating a massive filtering problem
  • 9. The cost of not finding the right people and information is too great!!Findability as an alternative to search is now key!
  • 10. The Cost of ‘What We Don’t Know, We Don’t Know” “People had to be aware of their lack of relevant knowledge and be prepared to explore the area of their ignorance with suitablequestions and help from other people in similar positions.” Reginald Revans
  • 11. Information glut makes it increasingly difficult to glean meaningful insights that add value Growth Information and knowledge Human absorptive capacity Time Adapted from Cohen & Levinthal 1989 “What we have here is a transition from a stable, settled world of knowledge produced by authority/authors, to a world of instability, flux, of knowledge produced by the individual...” Institute of Education, London, 2007
  • 12. Existing systems and historical approaches are becoming too brittle to withstand the kinds of uncertainties and complexities that we are being challenged with New tools are needed that provide for resiliency – thecapacity for creating flexibility and innovation, to generate new orders, new patterns, deal with complexity
  • 13. The new tools are coming! Context-Enhanced Services will be a major disruption over the next 5-10 years Gartner, “What’s in the Labs” Smart Computing, Business Intelligence will grow from ~$7B in 2008 to ~$14.5B by 2014 Forrester, “Smart Computing” Context-based Information Retrieval will transform real-time decision making IDC Software Predictions 2010
  • 14. 2. Moving From Knowledge to Insight pptPlex Section Divider The slides after this divider will be grouped into a section and given the label you type above. Feel free to move this slide to any position in the deck.
  • 15. Through 2012, more than 35 % of the top 5,000 global companies will regularly fail to make insightful decisions about significant changes intheir business and marketsIn 2009, collaborative decision making will emerge as a new product category that combines social software with BI Platform capabilities Gartner Research, Jan 2009, http://www.gartner.com/it/page.jsp?id=856714
  • 16. Insight occurs when people recognize relationships ormake associations betweenobjects and actions that can help them solve new problems Britanica Insights help uncover and reframe the true nature of a problem
  • 17. Research reveals that increasing thenumber of units of knowledge could increase the probability of a spontaneous insight occurring Partial Situated Tacit Explicit Scientific Intuition Living UNC Charlotte; Viscenter
  • 18. What Makes Up Knowledge and Its Sources? Tangible / Structured Concepts / Explicit Resource Knowledge Tasks Essence Resources of Knowledge Places Tools People Intangible / Unstructured / Tacit Resource Knowledge and Experience
  • 19. “We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall.” Dave Snowden "Explicit knowledge is simply information – lacking the human context necessary to qualify it as knowledge.” John Bordeaux “Knowledge is profoundly social…it happens only in social interactions.” Larry Prusak
  • 20. “The ability to make sense of vast amounts of information has never been more vital. New tools that generate visible data can help make sense of the flood ofinformation and will require us to develop skills in pattern recognition – seeing patterns and making sense of data.Schools will be called onto teach collective sense making skills and to develop new ways to convey knowledge.” KnowledgeWorks Foundation
  • 21. 3. Aggregating What We Know About Networks and Relationships Section Divider pptPlex The slides after this divider will be grouped into a section and given the label you type above. Feel free to move this slide to any position in the deck.
  • 22. Networks areeverywhere!
  • 23. growing all the time
  • 24. often as seemingly isolatedrepositories of knowledge
  • 25. that are searched to find who knows who and who may know what
  • 26. That all sounds great! But is this approach enough to harness the full value of your networks?
  • 27. It’s not only who you know… it’s also who knows you It’s about looking beyond usual sources, looking ahead, tapping new sensors into available and distributed cognition
  • 28. stuff you know (Tacit knowledge) Ideas, thoughts, knowledge and insight are constantly being formed
  • 29. simultaneously with others and
  • 30. often about similar things
  • 31. What if… we could grab and aggregate these isolated seeds of distributed cognition?
  • 32. Knowledge growth occurs!
  • 33. Perpetually growing and
  • 34. forming something of greater value than the individual bits that feed it!
  • 35. Have you thought of this… Ah-ha!! ThanksOften providing for new ideas and insight through contextual recommendations
  • 36. But networks are not just about people… Live in City YParticipation in a Discussion Mentioned in the News Work for Company XThey are about collections of entities linked by a type of contextual relationship
  • 37. What if… we add broader contextualinformation into our collective intelligence from other available sources!?!
  • 38. Relationships between organised entities can reveal new and hidden meaning “If I said any kind of word, it’s thecontext that surrounds the word that really gave you the meaning.” “What your brain has really done is connected that one word with all kinds of relationships.” John Hebeler, BBN
  • 39. Context is the Edge! “The new advantage is context — how internal and external content isinterpreted, combined, made sense of, and converted to end product. Creating competitive context requires social capital, the ability to find, utilize andcombine the skills, knowledge and experience of others.” Valdis Krebs
  • 40. Aggregating data and related information, enables the growth and reusability of knowledge and insight capable of addingincremental and sustainable value over time
  • 41. The Power of Aggregation for InsightGoogle knows when flu season is starting faster than the health industry
  • 42. 4. The Individual-Directed Approach pptPlex Section DividerThe slides after this divider will be grouped into a section andgiven the label you type above. Feel free to move this slide to any position in the deck.
  • 43. What if… individuals could interactively organise their thoughts with what is aggregated and recommended in ways that mattered to them!?! “Rather than producersorganising information inadvance, consumers willorganise it on demand.” Peter Sweeney, Primal Fusion
  • 44. This collective,individual-directed approach provides for real-time selforganised learning and sense making to take place
  • 45. Empowering the individual to create meaningful representations that reflect their situational needs,detecting the expectedand more importantly, discovering the unexpected
  • 46. “Increasingly, those who use technology 10 in ways that expand their global connectionsare more likely to advance, while those who do not will find themselves on the sidelines.“ 2009 Horizon Report - Key Trends-
  • 47. 5. Introducing a Solution – the Informed Navigation Approach Section Divider pptPlex The slides after this divider will be grouped into a section and given Remember the original question… the label you type above.How do I harness my knowledge, experience to move this Feel free and networks to drive important decisions or solve my any position in the slide to current needs? deck.
  • 48. Informed Navigation is not about searching, but finding; not about access, but sharing. It is not about telling, but showing. It is about collective involvement to formunderstanding and insight. Informed Navigation recognizes that human beings do not seek and utilize information as individuals, but as trusted communities.
  • 49. The Informed Navigation Approach Providing context enhanced services Focused content is then structured, sequenced and given context to build knowledge and insight Dynamic aggregation of cognitive,reasoning and knowledge resources of humans supported by intelligent and Accessible networked information systems anywhere, anytime
  • 50. Engagement occurs at three levels, based around relevance, intimacy, privacy and building trust relationships General Community • Unknown individuals Space • Known but not trusted • Multiple individuals Community of • Known, trusted individuals • Circle of Friends, Enterprise Practice Space Workgroups, Business Networks, Extended Family etc. • Single individual Personal Knowledge • Private and secure Space • Personal Learning Environment
  • 51. Collected knowledge, stored in an individual’s Personal Knowledge Collection is used to create context based, situational Thought Canvases Personal Knowledge Plant & Food Research Agresearch Palmerston North Collection Andrew Ferrier New Zealand Riddet Institute Auckland Food Innovation M Fonterra New Zealand a s NZBi s o e Univers y Bio-Commerce ity of U Open Innovation Centre Aucklan ni d v er Jeremy Hill si ty Dean Tilyard Probiotics Chemotherapy Protein Individual Thought Canvas Personal Knowledge Space a collection of Thought Canvases and Personal Knowledge Collectionwhich are then stored in an individual’s private and secure Personal Knowledge Space for future use
  • 52. A practical use could be the engagement of a personal goal, such as climbing Mount Kilimanjaro File Edit Tools Thought Canvas: Climbing Mt Kilimanjaro Exit Thoughts and Getting the Chicagoknowledge can be Gear Marathonshared, added and Climbing the Mountain Preparing to climb Trainingaugmented in real Chicago Latest News time, from Africa Mount Kilimanjaro London anywhere Nairobi What is Being Said About Tour Operators
  • 53. Individuals can share select elements of their private Personal Knowledge Space with others, embracing the power of Collective Intelligence and Collaborative Learning opportunities Personal Knowledge Plant & Food Research Agresearch Palmerston North Collection Andrew Ferrier New Zealand Riddet Institute Auckland Food Innovation M Fonterra New Zealand a s NZBi s o e Univers y Bio-Commerce ity of U Open Innovation Centre Aucklan ni d v er Jeremy Hill si ty Dean Tilyard Probiotics Chemotherapy Protein Individual Thought Canvas Personal Knowledge Space a collection of Thought Canvases and Personal Knowledge Collection
  • 54. Discretionary and controlled sharing of elementsfrom individual Personal Knowledge Spaces across the three levels of General Community Space engagement, extends and creates trust relationships, fosters relevant exchanges of knowledge and transforms users Community of into amplified Practice Space individuals An individual’s perspective starting from their own Personal Knowledge Space
  • 55. Providing for Different Perspectives Perspective A Perspectives filter a Knowledge Spaceaccording to particular situations Knowledge Space Perspective B Perspectives A and B preferentially select different types of resources and relations to enable different insights
  • 56. Ability to Remember Situations of Use It is not just about knowing connected people in your network, it is also about knowing and remembering what role they play in different situations Lawyer by day Same Resource Scout Leader by night Situation A Situation B Different SituationsResource: concept context situation
  • 57. The Value of the Approach Links tightly with available and accessible online and offline sources of information, allowing for the detection of the expected and discovery of the unexpected Sensory awareness of the context, content and individuals that form invaluable insightA familiar user experience for quickstart-up, hiding the complexity oftechnology in the background
  • 58. Increases real-time flow and discoveryof meaningful information, savingtime and improving productivity A fundamental strategic model based on a blended model centred on customer intimacy Amplifies ability to acquire knowledge and insight by using intuitive interactive visual representations
  • 59. Focuses on the individual andnot about trying to build a newcommunity Allows people to create value for others while doing their own thing, on their own terms Acquiring timely insight helps to know what customers need… before they know themselves…
  • 60. Maximises stickiness ofinsights, to enable reuse andenhance impact over time A means to show people what they don’t know they want (Steve Jobs, Apple) Provides sustainable competitive advantage by utilizing and controlling information as a strategic asset, in a wise way
  • 61. The Informed Navigation approach creates powerful network effects Aggregation (Simple actions x Scale) = potentially powerful network effects Lee Bryant, October 2009
  • 62. The approach rides a wave of emerging,transformational trends in social behavior and new technologies Social Media Semantic Networking Mobile Devices Recommendation Engines Collective Intelligence Cloud Computing Intelligent Agents “Don’t fight forces. Use them!” Buckminister Fuller, 1932
  • 63. 7. Conclusion pptPlex Section DividerThe slides after this divider will be grouped into a section and given thelabel you type above. Feel free to move this slide to any position in the deck.
  • 64. Thinking about this kind ofapproach is hard — because it’s not been done before. But that’s the opportunity!
  • 65. If you are interested to chat about the InformedNavigation approach, please contact me on thefollowing coordinates:Neil MovoldManaging Director+64 21 749 898neil@karoriventures.com

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