We have all at some level come to the conclusion that we need information. We keep creating it, storing it and I dare say hoarding it because surely as soon as we would get rid of file X, we would then need that data. The New York Times recently posted an article, Hooked on Gadgets, and Paying a Mental Price, indicating that we have too much data, too much technology and multitasking is perhaps taking a toll on us mentally. However, Steven Yantis, a professor of brain sciences at John Hopkins University, claims that “the brain is wired to adapt.” This left me thinking, what are we doing to ensure that our organizations adapt?
Today, we have a plethora of internal and external information from emails, texts, press releases, blogs, Twitter DMs, Facebook status updates, databases and applications that employees need to keep up with. I use the word ‘need’ since you can never know what important piece of information may slip through the cracks. With all of this data, many organizations are looking to applications like Vivisimo’s Velocity Platform to connect disparate systems to streamline information search and derive valuable insight for their employees. Before an organization can really maximize the value of operating in a data-ridden society, however, it must rewire its brain. Organizations must rethink the way they see, store and use data.
Information Optimization begins with an organizational rewire. It needs to become a part of the organization’s DNA.
How is this done?
- Define the organization’s Information Optimization culture. Executives should first clearly understand their existing information access and delivery strategies. They then need to engage with the operations and management teams to define what kind of culture they want and predict the quantifiable value each would deliver. Armed with this information, they should create a list of quantifiable objectives that align with their desired Information Optimization strategies.
- Install an Information Optimization champion and get buy-in from representatives across each department and business unit. Show clear examples of what the organization is currently doing and the expected improvements that change would create. If there isn’t an internal story to tell, look at partners, competitors or other organizations and learn from their successes
- Show your team how it benefits them and makes their job easier. Seeing specific pain points resolved by information optimization gives individuals a vested interest in the success. It is difficult to change a corporate culture unless you provide clear drivers such as increasing customer visibility, decreasing redundant system costs, reducing training costs, and eliminating risk around information governance.
- Talk, talk talk… Communication is vital in rewiring an organization’s culture. It is imperative that cross-departmental teams collaborate and keep current.
- Ensure ongoing awareness and training until it becomes a part of the organization’s DNA.
Organizational rewiring does not happen overnight. Start small, proving success in one department, and move on to the next — sharing best practices and lessons learned. Soon the entire organization will be motivated to create a culture that maximizes all of its information assets — making giant steps in extracting tangible value from the organization’s data.
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