As organizations struggle to meet the demands of the global marketplace, a business intelligence competency center can provide the business with trustworthy, timely and actionable information.
How to become an Analytics-driven organization - and why bother? - IBM Smarte...IBM Sverige
Presentation från IBM Smarter Business 2011. Spår: IBM Cognos Performance.
Information is the oil of the future. It will be the resource running our economy in ways not possible in the past. In this era of extreme information organizations need to understand how to find the information that really matters and how to draw intelligence from it. They need to become Analytics-driven.
Talare: Juha Teljo, Business Analytics Executive.
Mer information på www.smarterbusiness.se
Giving data governance recommendations is easy
but implementing them is altogether a different
ball game. Organizations do realize the
importance and value of data governance
initiatives but when it comes to funding and
prioritization of such initiatives, it always takes a lower priority. Over a period, governance becomes the root cause of a handful of the organizational issues and it is then when the organizations start to prioritize DG and bring in experts to set things
right. This article tries to throw light on the expectations of these organizations, what they get from the experts and how much of the recommendation can be converted or is converted to reality.
Constructed Development Theory was created by Dr Darren Stevens in 2020 and is a new theory in psychology that unites a number of fields via self-awareness and cognitive heuristics.
As organizations struggle to meet the demands of the global marketplace, a business intelligence competency center can provide the business with trustworthy, timely and actionable information.
How to become an Analytics-driven organization - and why bother? - IBM Smarte...IBM Sverige
Presentation från IBM Smarter Business 2011. Spår: IBM Cognos Performance.
Information is the oil of the future. It will be the resource running our economy in ways not possible in the past. In this era of extreme information organizations need to understand how to find the information that really matters and how to draw intelligence from it. They need to become Analytics-driven.
Talare: Juha Teljo, Business Analytics Executive.
Mer information på www.smarterbusiness.se
Giving data governance recommendations is easy
but implementing them is altogether a different
ball game. Organizations do realize the
importance and value of data governance
initiatives but when it comes to funding and
prioritization of such initiatives, it always takes a lower priority. Over a period, governance becomes the root cause of a handful of the organizational issues and it is then when the organizations start to prioritize DG and bring in experts to set things
right. This article tries to throw light on the expectations of these organizations, what they get from the experts and how much of the recommendation can be converted or is converted to reality.
Constructed Development Theory was created by Dr Darren Stevens in 2020 and is a new theory in psychology that unites a number of fields via self-awareness and cognitive heuristics.
An informative presentation delivered at the SLA Annual conference in 2010. The aim was to provide an introduction to Market Research and Knowledge Management as possible career paths for professional librarians seeking potential career change.
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
meet knowledge management, by alexis valourdos ALEXBALOO
Knowledge Management is the best way to safely guide your company to the future..
Easy to comprehend with excellent design and visualization of the storyboard..
Alexis Valourdos is a senior manager in Imako Media s.a. (with a graphic design legacy)
An informative presentation delivered at the SLA Annual conference in 2010. The aim was to provide an introduction to Market Research and Knowledge Management as possible career paths for professional librarians seeking potential career change.
Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
meet knowledge management, by alexis valourdos ALEXBALOO
Knowledge Management is the best way to safely guide your company to the future..
Easy to comprehend with excellent design and visualization of the storyboard..
Alexis Valourdos is a senior manager in Imako Media s.a. (with a graphic design legacy)
introduction to Knowledge - Types of Knowledge - Knowledge Management: goals and objectives of KM, Knowledge worker and its role importance of Knowledge worker and characteristics of Knowledge worker
Human Impact on Information Security - Computer Society of India Conference, ...Anup Narayanan
A brief overview regarding risks to information security due to poor awareness and irresponsible behavior. Based on my methodology HIMIS (Human Impact Management for Information Security). To know more about HIMIS, visit http://www.isqworld.com/himis
Digital literacy - a new language for disruptionJoyce Hostyn
To achieve the digital enterprise, you need a workforce that embraces new ways of working. One in which they’re able to harness the power of information, collaboration, and communities to get their jobs done. This requires treating digital as a new language. One with a different grammar and syntax from what people are used to. And learning a new language isn't easy. How can we empower people through digital literacy to work smarter, treating digital as a language to use to express ideas and create magical experiences that people choose to participate in and, as a consequence, change their behavior? How can we get people dreaming in digital?
Management is a process by which organisational goals are achieved th.pdfinfo532468
Management is a process by which organisational goals are achieved through the use of
corporate resources. These organisational decisions are typically made by managers. Managers
oversee this process in an attempt to optimise it. To understand how computers support
managers, it is necessary first to describe what managers do. They do many things, depending on
their position in the organisation, the type and size of the organisation, organisational policies
and culture, and the personalities of the managers themselves. A manager's role can be
categorised into: - Interpersonal - figurehead, leader, liaison - Informational - monitor,
disseminator, spokesperson - Decisional - entrepreneur, problem solver, resource coordinator and
negotiator A decision refers to a choice made between alternatives. Decision-making in
organisations can be classified into two broad categories: problem-solving and opportunity
exploitation. It is very difficult to make good decisions without valid, timely and relevant
information. The number of alternatives to be considered is increasing, due to innovations in
technology, improved communication, the development of global markets, and use of the
Internet. A key to good decision-making is to explore and compare many relevant alternatives.
Many decisions are made under time pressure. Even in real time, frequently it is not possible to
manually process the needed information fast enough to be effective. Due to uncertainty in the
decision environment, it is frequently necessary to conduct a sophisticated analysis to make a
good decision. It is often necessary to rapidly access remote information, consult with experts or
have a group decision-making session. The above trends cause difficulties in making decisions,
but a computerised analysis can be of enormous help. Decisions range from simple to very
complex and complex decisions are composed of a sequence of interrelated sub-decisions.
QUESTION 1 (30 Marks) Discovery, communication and collaboration tools provide indirect
support to decision-making, however there are several other information technologies used to
directly support decision-making. Explain the decision information systems available to the
various levels of management, for making informed decisions..
Management is a process by which organisational goals are achieved thr.pdfatozmobile
Management is a process by which organisational goals are achieved through the use of
corporate resources. These organisational decisions are typically made by managers. Managers
oversee this process in an attempt to optimise it. To understand how computers support
managers, it is necessary first to describe what managers do. They do many things, depending on
their position in the organisation, the type and size of the organisation, organisational policies
and culture, and the personalities of the managers themselves. A manager's role can be
categorised into: - Interpersonal - figurehead, leader, liaison - Informational - monitor,
disseminator, spokesperson - Decisional - entrepreneur, problem solver, resource coordinator and
negotiator A decision refers to a choice made between alternatives. Decision-making in
organisations can be classified into two broad categories: problem-solving and opportunity
exploitation. It is very difficult to make good decisions without valid, timely and relevant
information. The number of alternatives to be considered is increasing, due to innovations in
technology, improved communication, the development of global markets, and use of the
Internet. A key to good decision-making is to explore and compare many relevant alternatives.
Many decisions are made under time pressure. Even in real time, frequently it is not possible to
manually process the needed information fast enough to be effective. Due to uncertainty in the
decision environment, it is frequently necessary to conduct a sophisticated analysis to make a
good decision. It is often necessary to rapidly access remote information, consult with experts or
have a group decision-making session. The above trends cause difficulties in making decisions,
but a computerised analysis can be of enormous help. Decisions range from simple to very
complex and complex decisions are composed of a sequence of interrelated sub-decisions.
QUESTION 1 (30 Marks) Discovery, communication and collaboration tools provide indirect
support to decision-making, however there are several other information technologies used to
directly support decision-making. Explain the decision information systems available to the
various levels of management, for making informed decisions..
This slide-show discusses habit 3 from the series: the 7 habits of highly effective decision makers. It shows how the great decision makers use the power of visualisation to combat complexity, clarify communication and catalyse creativity.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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Kyiv PMDay 2024 Summer
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
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• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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4. reminding us that strategic decisions
have a far-reaching impact
The decision ring
of influence
5. and summarized the 7 habits of highly
effective decision makers
1. get the basics right
2. actively manage knowledge
3. communicate visually and verbally
4. prioritize ethical implications
5. embrace complexity
6. “think like a shrink”
7. use tools and technologies
6. in the first habit we looked at:
Where organizations can - and do - get
the basics wrong
How getting the basics right involves
answering six key questions
What actions can be taken to get it right
7. in the second habit we look at:
the common knowledge management
traps
how to improve decisions through
effective knowledge management.
some of the behavioral challenges and
some of the tools available
8. common knowledge-related traps
more than 60%* of
respondents categorized
knowledge management
as either “very poor” or
“could do better”
(* 2010 Genesis global survey)
9. what are the common errors?
failure to deal
with complexity
unfocused data
collection
insufficient time
too much reliance on
financial data
11. even our in-house IT systems can be
frustrating
decision information cuts across
processes and functions
unavailable data
unusable data
12. so how can we be more effective?
effective decision makers see knowledge management
as a process to be dealt with proactively
information capture insights
13. with two objectives:
to support the decision to capture the decision
making process making process
• learn and improve
• sense the future • re-play decision
• support intuition • test assumptions
• generate insights • explore options
• establish the facts
14. knowledge management process
Knowledge drivers Knowledge management Data is processed
define system captures the data, to yield
requirements knowledge and process insights
but also …
15. can be facilitated by the right tools
but also hindered by behavioral problems
information capture insights
behavioral
the right
problems
tools
16. actively managing knowledge
information capture insights
this slide show
will consider each
of the elements of
behavioral active knowledge
the right management
problems
tools
17. knowledge has to be improved, challenged, and increased constantly, or it vanishes
18. the knowledge management process
the inputs:
information capture insights
knowledge
drivers define
behavioral the information
the right
problems requirements
tools
20. example decision:
should we acquire company x?
Driver Example Knowledge sought
Objective Double market share By how much will our market share
increase after the acquisition?
Situation How will it change Who are all the market players and
appraisal the competitive what will be their possible reactions
dynamics of the to our takeover?
market?
Option What are the What are the potential combinations
generation potential terms of of share swaps, cash, guarantees and
the deal? debt that could be offered?
21. 3 important questions
“There are known knowns. These are things we know that we
know. There are known unknowns. That is to say, there are things
that we now know we don’t know. But there are also unknown
unknowns. These are things we do not know we don’t know.”
United States Secretary of Defence Donald Rumsfeld
what knowledge do we already track down the source,
have in the organization? verify and capture it.
what knowledge do we know focused search: use
we don’t know? hypotheses
what knowledge do we not broad search: use external
know we don’t know? inputs and creativity
22. remember from Habit 1…
effective decision makers plan their
information gathering ...
unreliable
not enough too much
… and get the balance right
23. effective decision
makers measure
the cost of obtaining
information against
the value of that
information
impact on credibility of
outcome? uncertainty reduction? source?
24. "There's no such thing as
knowledge management;
there are only
knowledgeable
people.”
“Information only becomes knowledge
in the hands of someone who knows what to do with it.”
Drucker
25. the knowledge management process
the system:
information capture insights
the knowledge
management
system captures the
behavioral data, knowledge
the right and process
problems
tools
26. the knowledge management system
captures the data, information and
knowledge all information &
knowledge housed in
one place:
accessible
relational
scalable
secure
integrate-able
27. the knowledge management system
must capture the process
to learn and improve
to re-play the decision
to test assumptions
to explore options
28. checking the
results
of a decision
against its
expectations
shows
executives
what their
strengths are,
where they
need to
improve,
and where they
lack knowledge
or information
29. the knowledge management process
the insights:
information capture insights
data is
behavioral processed to
the right
problems produce
tools
insights
30. insight is the ability to grasp the key
elements of a complex subject, person or
situation
Insight and wisdom
Context why?
independent
Knowledge
how?
Information
what? who? where? when?
Data
Understanding
31. true insight reveals
the system …
its is more than just an aggregation
of the underlying knowledge and
information
only with true
insight can we find
the creative,
disruptive solution
that changes the
game!
32. one method alone will not create
insights
crowdsourcing
data analytics
systems thinking
creativity simulation & games
exercises
visualization
33. to obtain insights, engage the right brain
insights come from the
computers can simulate
right-brain
much of the
left-brain activity
holistic
context
logical
simultaneous
sequential
synthesis…
calculating …
intuition intuition
VERSUS AND
rationality rationality
36. the best knowledge in the world is still
subject to interpretation-bias and
misperceptions
(behavioral economics)
recognition of your bias is
not enough in itself to
prevent you being
influenced by them
see habit 6: “think like a shrink”
for more on this topic
37. and misperceptions appear
in many forms ….
overconfidence
seeking confirmatory
evidence
champion bias
anchoring
ease of recall
loss aversion
sunk cost fallacy
misaligned objectives
group-think
38. “A point of view can be a
dangerous luxury when
substituted for insight and
understanding.”
40. there are a multitude of tools that
can improve the capturing and
conversion of knowledge
capture generate insights
manage systems think
analyze visualize
simplify share
model simulate
see habit 7: “using tools and technologies”
for more on this topic
41. find the right tool for the task
for instance …
The Parmenides’ EIDOS
one tool cover almost the full software suite is
spectrum of requirements comprehensive.
Consideo covers a wide-range of
others help in a broad area areas and is excellent in systems
modeling and insight generation
THOUGHTstream facilitates
others are more specific crowdsourcing and long-
distance facilitation
Laminin Solutions coordinated
or broad-based KM support with Genesis in this “Lean
Information” presentation
however, tools are just tools and need to be applied with experience and intelligence
Links to these tools available on the Genesis website on “The 7 Habits” page
42. even if the right tools are just paper,
pencils and dialogue!
43. a simple tool
the Genesis decision room:
tapping into the power of the brain
a single room …
…data, charts, research, presentations, web-sites, flip-
charts, etc are on display…
…to absorb, discuss, debate, draw, challenge in free-flow
with the intention of developing insights…
why?
rational, conscious minds have limited capacity
letting knowledge sink into the unconscious and allowing it to
develop its own links and patterns taps into our full mental powers
further stimulation through dialogue with others will further
enhance the process
45. habit 2: actively manage knowledge
summary
information capture insights
behavioral
the right
problems
tools
46. using this slide show
… a check-list …
Check 1: Do you develop a knowledge management plan
based on the key steps of the decision process?
Check 2: Do you keep all your “knowledge” – data, your question:
information, analysis, insights, conclusions and process -
in one central repository? can our
organization
Check 3: Do you look for “unknown unknowns” as well improve the
as the obvious “known unknowns”
effectiveness of
Check 4: Are you capitalizing on the tools, techniques our decision
and methods that could optimize your decision process? making by
Check 5: Are you really focused on reaching creative improving our
insights that can identify innovative solutions? knowledge
management?
Check 6: Are you working at keeping the behavioral
biases from corrupting the decision?
47. through helping your organisation to
take better decisions …
… you will make a positive
impact on peoples lives!
48. for more information about the 7 habits series and
other decision making support…..
The 7 habits of highly effective decision makers
- the overview
Habit 1: get the basics right
Genesis web-site
download all the slideshows at our web-site
49. Genesis Management
Consulting Limited
Genesis is a strategy consulting firm with a mission of
“improving lives through better decisions”
We do this by building individual and organizational competency through:
• Decision coaching
• Decision training
• Decision support
This presentation is one of a series of articles that discusses decision making
in more detail.
For queries on in-house presentations or further information, please contact
Simon Gifford at sgifford@genesis-esp.com
or visit our blog at www.genesismc.co.uk/blog
Editing & graphics: M. Conidaris