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An Information Economy Scenario

4 August 2009 667 views View Comments

My visual mapping consultant colleagues come across many unique situations that require a customized approach to a clients information management needs. The experienced and capable consultant quickly creates a “big picture” view of an organizational information economy. There are, however, common elements that are continuously experienced while consulting to a client. The following is a scenario compiled from actual client situations.

I was contacted by the upper management representative of an OEM organization. “You were recommended to us by one of you current clients, and we would like to meet to discuss how you can help us”. This has been the most common form of contact from prospective clients; recommendations and referrals from current and past clients serve the effective consultant well.

First contact meetings give a consultant the opportunity to gauge the needs of a prospective client. This client didn’t beat about the bush, She introduced herself as ****** (for the sake of confidentiality Jane).
As a Visual mapping consultant “first contact” is an observation and information gathering process. Many questions were asked about our services and, in turn, I asked many questions regarding the information and knowledge needs of Jane, her colleagues and organization. She informed me that her workload was overwhelming, her daily activities to the point of potential personal burnout, her organizational business system was in good shape but, she expressed a need to be in control of her information management processes that enabled organizational efficiency throughout her location. Jane wanted to have a “big picture” view of her entire business system and I said I could enable her to gain more control over her “Information Economy”

What do you mean by the term “Information Economy” Jane asked? I defined this economy explaining the need to re-frame her understanding and perceptions of Information and knowledge, creating, managing and exchanging her information management system to herself and others throughout her organization. I further explained the benefits of the tools and methods of Visual mapping and how this could enable her to experience an exponential increase to her information management skills.

Here’s what I did for Jane – working with her over a short period of time. I creating a Visual map that graphically expressed her organizational business processes. When this map was created, I scheduled a meeting with Jane and select colleagues. The purpose of this meeting was to perform a defragmenting process using the T.A.P process. While using this process, I always witness the WOW and AHA moments from my clients. For the first time in a while, Jane and her colleagues saw the true “big picture” of their business system and all of the processes that made up their organizational way of working. The defragmenting process is analogous with the defragmenting of a computer hard drive which, in turn, is analogous with a knowledge data bank and information economy activities. The T.A.P process enables you to tap into, arrange and present all of your relevant personal, academic and business information and knowledge.

The T.A.P process enabled me to work with Jane and her colleagues to create a graphical framework (also commonly called a “dashboard”) that expressed every process within her system.
I then re-framed Jane’s understanding and terminologies associated with business systems and then trained and coached the group to come to terms with the reality of the “information economy”.

When Jane and her colleagues finally got the bigger picture, the impact of the potential of their business processes and system efficacy was realized. Suffice it to say, the tools and techniques of Visual mapping used to re-frame and defragment the information management overload just has to be seen to realize the power of control it truly has.

“Knowledge governance” is understood and realized when Visual mapping is used to create a central knowledge data bank that houses and supports the activities of an organizational information economy. Within my consultancy, I recommend premium software products for the forward thinking information manager.

I spent some time with Jane and her select colleagues, training and coaching them to use visual mapping software to take control of their growing business structure. They did indeed understand the importance of the information economy, and used their reframed view of knowledge and information to enhance and continually improve upon their business functions and monetary bottom line.

I followed-up with Jane two months later, finding that many of her key colleagues and associates had adopted and adapted their unique understanding of the information economy through the use of Visual mapping.

This scenario you’ve just read through is a generic experience I generally have as I consult to corporate business. I have come to realize there is a great need within business management to create, manage and continuously improve processes and systems. Clarity; a key component of Visual mapping is enabled naturally and with ease.

While this is a scenario created to help you understand my approach to the information economy and Visual mapping, I encourage you to connect with me and ask questions regarding my consultancy services.

Below is a client’s draft Visual map (used with permission) expressing process in relation to system with the questions asked, while introducing the genesis of an organizational information economy.

Wallace Tait: Visualmapper
www.visualmapper.org

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  • Consultants are the undermined change agents who deliver transformational processes to clients who are receptive to the potential for exponential improvement.

    When we consultants are called in to an organization for the purpose of facilitating change, it soon becomes evident that the person of authority who engaged our skills is wearing rose tinted glasses.

    This person of authority may indeed be an internal change agent, one who wants the best for her organization. On a surface assessment of many organizations though, it is clear we have a bigger task of change at hand. Change is a process and not an event, and it is such a shame that business, for the most part, has been conditioned into believing the maxim of change being an event.

    How we motivate the whole rather than the part is the crux of our stimulation of change within our client’s environment. Using customized templates that work with your client’s choice of software would be ideal. This enables the user to take ownership of the processes that make up their business system.

    The successful use of the tools, methods and mindset of visual mapping is what motivates organizations to get to the core of controlling organizational information economies. This is where we create, manage and exchange processes, and in turn we transform these processes into commodities contain data/information knowledge.

    These commodities then become monetized, and the effective value of these monetized processes is what enables our business functions to be in control and continuously improved.

    The two main constraints within business systems are; Time management and training. These two issues become major problems if they are not given a monetary value that can be managed within the CME (Create, Manage and Exchange) process.

    Software: It really is irrelevant which information software your client chooses to use to facilitate change, as the need for change must first become the drive for improvement. The tool is irrelevant but at the same time it does matter.

    This can be reconciled in the fact that we have an overwhelming choice of excellent software products that give us the three main demands of business, in regards to the needs of the information manager. These are: 1) a short learning curve, 2) seamless integration to established software standards and 3) Database qualities associated with information management.

    If at all you are having issues with specific software, I suggest you widen your scope of understanding the capabilities of other benchmarks. The software you mentioned is of superior quality and capabilities to all other information management software products currently available.

    Web 2.0 capabilities are now becoming a standard addition to most of the main stream software offerings, and I envisage organizations using the web 2.0 functions within their respective intranet setup. The security of information throughout the www aspect of the internet is an issue of contention for some. My view on this issue is one of concern, enough to advise my clients to create administrative restrictions on the saving and sharing of knowledge associated with their respective intranet environments.

    Dashboard mapping is another article in the making. The user must first master their choice of software before even considering moving on to the finer and deeper uses of visual mapping to enhance and continuously improve their current and future business success potentials.

    Please connect with me privately and I would be pleased to advise you regarding the deeper issues associated with information management security and the choices of software that suits specific environments of use.
  • Roger
    Dear Mr. Taite,

    I have the same experience. I am working as a senior business consultant and in my humble experience one of the key elements to get this working is the motivation of the client and willingness to really spent time to become a proficient user of a tool that helps visualise the information and processes. I have been working with MindManager which is very sophisticated and now has many functions but also is not that easy to learn and use as it has been. The clients I work with usually don't think they need a training so in the end I do most of the work and they do not become the owner and some of my projects are not a succesful as others. What do you recommend? Other easier to use software? Another approach?

    The idea of a dashboard works great but for teams it must be on-line. Mindjet connect is also not easy to use and many clients do not want their data on external servers. I heard some of the on-line packages can be run on the server of the client. What is your experience?

    I appreciate your feedback,

    Roger Clemens.
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