Saving IT’s Soul

1. Saving IT’s Soul Human-Centered Information Management The River Rats Team Blue

2. Managers (Type 1) • Bedazzled by IT Departments • Prisoners of Technology Fascination • Promote Technology as Key Catalyst of Business Change

3. Managers (Type 2) • Fear Technology • Shun IT Palm Pilot

4. People vs. Machines “For the many diverse users in large organizations, only one thing is certain: effective information management must begin by thinking about how people use information - not with how people use machines.” Thomas H. Davenport

5. Human Centered vs Standard IT • Information • evolution • many directions • multiple meanings. • People • don’t share information easily. • Systems • IT changes do not correlate to company cultural change

6. What’s Wrong with IT View? • Planning & Control Mentality • Information Architecture Concept • Business Systems Planning (IBM) • Strategic Data Planning • Information Architecture • Architectural Blueprint Analogy

7. Information Architecture • Strengths • Structure data sharing across many computer apps • Minimize redundant data • Executives decisions based on common information • Weaknesses • IT Planning lacks link to how people use information • Only computer based data • Executive decision making systems • 2/3 Face-to-face telephone • 1/3 External documents • Enterprise models are too broad / arcane • Tough for non-technical users to grasp

8. Information Architecture • Weaknesses (Continued) • Implementation time frame • Years to build • Enterprise growth leads to obsolecence • Most Strategic Plans are Mothballed • Technical approaches that are too broad • Undercut business change • Rank Xerox • Unrealistic Assumption • Most information can be organized by narrow terms

9. Information Sharing Challenges • Multiple Information Meanings • Information (Globalism vs. Particularism) • Managerial Barriers • Behavioral changes required for all users • More management participation required for common data • Security & External Opportunists • Result: Controlling vs. Empowering

10. Preparing Company Culture • Changing Organization Information Culture • Information Maps • IBM (Guide to Mkt. Info. & Catalog of Info.) • Information Guides • Business Documents • Groupware • Latest computer apps have little to do with effective information use

11. Information Architecture Focus on computerized data Emphasize information provision Assume permanenceof solutions Assume single meaning of terms Stop when system is done or when system is built Build enterprise-wide structures Assume compliance with policies Control users’ information environments People vs. Machines • Human Centered Approach • Focus on broad information types • Emphasize information use & sharing • Assume transience of solutions • Assume multiple meaning of terms • Continue until desired behavior is achieved enterprise-wide • Build point-specific structures • Assume compliance is gained over time through influence • Let individuals design their own information environments

12. Lessons Applied BBA • Did not focus on • Cultural issues • Sales force structure • Attitudes of flavorists affect on success • Poor Advanced Planning (Build it and they will use it) • Investing before revenue modeling • R&D expense • Customer issues • Would too many cooks spoil the broth? • Would they use it? • Would acceptance liability change? • Regional preferences • Developing nations

13. Recommendations BBA • Keep the Spider In-House • Machine in each Region • Let Customers access on-site with help of flavorists – do not charge • Possibly web access in future • Use Technology to gain efficiencies and decrease development time • Leverage resources around the world • Develop cost advantage versus competitors

14. Justification BBA • This fits within current culture • Flavorists are more artist than technicians • Letting Customers have free-range could be a huge headache • Do Customers really want to develop their own flavors?

15. Lessons Applied Alibris • Entire business strategy (eCommerce) was dependent on the success of their IT implementation • Did not consider how people used information • Geographically distant • Close contact with peer group • New Business Model hostage of IT • Involvement in fulfillment • Cross-docking • Did not address business problems

16. Recommendations Alibris • Replace Manley and Kaplan with Pollack • Do not Accept Dealer’s Offer • Do not Accept Investor Offer • Restructure Alibris with VC’s • Proceed with Interloc Business Model • Drop Oracle; FU with Thunderstone

17. People vs. Machines “For the many diverse users in large organizations, only one thing is certain: effective information management must begin by thinking about how people use information - not with how people use machines.” Thomas H. Davenport