Analysis as KM
0 likes324 views
The document discusses the importance of research, data, and analytics for improving decision-making within organizations, particularly in the IT sector where a significant percentage of executives seek to enhance these capabilities. It emphasizes that awareness and expertise are crucial for effective performance analysis and continuous improvement. Moreover, it outlines the need for structured knowledge procedures to support informed decision-making and strategic alignment.
Analysis as KM
- 1. Analysis as KM An Archestra Notebook © 2013 Malcolm Ryder / archestra research
- 2. The Who Cares Test “More than three quarters of North American IT executives will be seeking ways to improve the use of data and analytics (76 percent).” -- CIO Magazine, 2014 State of the CIO Survey Any organizational operations that are managed for performance presume awareness. Without awareness, performance improvement is speculative. Data and analytics are wanted for determining what to perform and how to do it. Research formulates the determination. • Analysis is a type of research • Expertise both grows from and applies research • Research affects different contexts in different ways • A domain is a context • A current state of awareness is also a type of context In general, executives want research to increase the available expertise needed for making decisions in a practice.
- 3. Practice Points “More than three quarters of North American IT executives will be seeking ways to improve the use of data and analytics (76 percent).” -- CIO Magazine, 2014 State of the CIO Survey • Expertise – optimal situational application of knowledge • Knowledge – contextualized reference to validated information • Research – intentional accumulation of up-to-date knowledge • Analysis – a type of research “While the domain provides the general area of interest for the community, the practice is the specific focus around which the community develops, shares and maintains its core of knowledge.” -- Wikipedia
- 4. Knowledge procedures determine “Whats” and “Hows” with a certain regularity (formulations) allowing the procedures to be systematically cultivated. For example: Issues, Opportunities and Options Scoping Planning (Has a class) (Has a logic) (Has a goal) Synthesis Procedures Modeling Type Form Process Analysis Domain Algorithm Agenda Selection Range Survey Requirement © 2013 Malcolm Ryder / archestra research
- 5. RESEARCH Action Content locations Knowledge formats EXPERIMENTATION Studios Labs Hypotheses ANALYSIS Databases Findings LEARNING Libraries Classes Interpretations Research specifies an issue that is the focus of a community of knowledge. Analysis primarily results in Findings. Along the way, it both draws from and contributes to content locations.
- 6. EXPERTISE Knowledge formats Information references Application Hypotheses Events Requirements STRATEGY Findings Outputs Interpretations Scores Values ASSESSMENT CONTINUOUS IMPROVEMENT Findings will provide, constrain or complement ideas about the relationship of events to value. Assessment can process findings (and more) against current reference information to develop managerial awareness and objectives.
- 7. RESEARCH EXPERIMENTATION Action Content locations Studios Knowledge formats Information references Labs Databases Hypotheses Events Application © 2013 Malcolm Ryder / archestra research ANALYSIS Findings LEARNING Libraries Interpretations Techniques Outputs STRATEGY ASSESSMENT CONTINUOUS IMPROVEMENT EXPERTISE Classrooms Scores Values
- 8. ANALYSIS Action Content locations Knowledge formats Information references Application © 2013 Malcolm Ryder / archestra research Labs Hypotheses Techniques Databases Findings Outputs ASSESSMENT The scope of service that is available from agnostic, independent third party analysts shows what a “core” operation of internally managed analysis would also contain. Establishing and maintaining this scope as an inherent internal discipline depends more on continuously supporting the needed relationships than on “acquiring” missing parts or resources. This is a subset of a learning organization, affecting both strategy and improvement.
- 9. Research generates Knowledge that improves Awareness Legend: Issues of Domain Expertise Distribute expertise Re-assess status Confirm accuracy Expand perspective Known what is known Not Known what is known States of Awareness Not Known what is unknown Affects of Research on current state Management response Fill knowledge gaps Discover relevant issues Research Impact Counterbalance bias Acknowledge risks © 2013 Malcolm Ryder / archestra research Known what is unknown
- 10. The Business Case for Expertise Re-assess status Acknowledge risks Counterbalance Distribute bias expertise Validate current Pick correct position problems to solve Eliminate “blind Spot more kinds spots” of opportunities sooner Assessment Distinguish actual from targeted Properly weigh options Understand effective vs. impactful Set priorities more confidently Continuous Improvement Protect potential ROI Optimize tactics Increase stakeholder alignment Mature capabilities more quickly In real life, alternatives may not separate cleanly into “best” versus “others”. Heightened states of awareness increase management’s likelihood of making decisions effective. The effectiveness is not primarily because “the best” of all alternatives has been found, but instead because the understanding is more substantial about whatever is chosen. © 2013 Malcolm Ryder / archestra research Strategy