Showing posts with label Information Overload. Show all posts
Showing posts with label Information Overload. Show all posts

August 10, 2014

Why Innovation Is On The Decline

You've experienced it firsthand, innovation is slowing down (and yes, it's quite disappointing!).  

Do you feel compelled to get a new smartphone, TV, or just about anything else...or do you already basically have the latest and greatest technology, even if it's a couple of years old now?


But imagine, if something great and new did come out...we'd all be dancing in the streets and eager to buy. 


That's right, innovation is not what it was...according to the Wall Street Journal, there is "An Innovation Slowdown At The Tech Giants."


The question is why is this happening?


No, the tech companies are not copying Washington politics (sleepy, sleepy...)! 


But instead, we may have become our own worst enemies to our ability to innovate anew. 


The New York Times today explains that our minds have a toggle switch between being focused on a task and being free to let your mind wonder and innovate. 


You can't do both at the same time, no you can't.


And these days, we have so flooded ourselves with information overload with everything from 24/7 work and "big data," email/texting, social media, and thousands of cable stations and billions of YouTube videos, and more that we are forever engaged in the what's now, and are not allowing ourselves to rest, recuperate, and think about the potential for what's new. 


If we want more from the future (innovation, creative problem solving, and sound decision making), then we need to allow some space for our minds to restore itself.


Whether that means daily downtimes, weekly walks in the park, monthly mediations, or semiannual vacations...we need to stop the diminishing returns of constant work and information arousal, and take a little mind breather. 


Instead of chugging along our insane nonstop routines of endless activities and firehose information engagement, we will do ourselves and our children and grandchildren a great service by pulling the train over for some rest and relaxation...and only then will real innovation begin again. ;-)


(Source Photo: Andy Blumenthal)

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February 17, 2014

Alert, Alert, And More Alerts

No this is not an alert, but some strategic thinking about alerts. 

As a kid, we get our first alerts usually from the fire alarm going off in school and practicing the buddy system and safely evacuating. 

As adults, we are used to get so many types of alerts:

- Homeland Security threat alerts
- Breaking news alerts
- Emergency/Disaster alerts
- Severe weather alerts
- Smog alerts
- Transportation delay alerts
- Accident alerts
- Fraud alerts
- Economic and financial alerts
- Amber missing child alerts
- Internet security alerts
- Power loss alerts
- Home or business intruder alerts
- Fire alerts
- Carbon Monoxide alerts
- Medical/health alerts
- Chemical spill alerts
- Product safety or recall alerts
- Unsafe drinking water alerts
- Active shooter alerts
- Work closure alerts
- Parking garage alerts
- Dangerous marine life alerts
- Dangerous current or undertow alerts
- Air raid siren alerts
- Solar eclipse alerts
- Meteorite or falling space debris alerts
- Special sale or promotional event alerts

With the arrival of highly successful, mass social media applications like Twitter, we have alerts aggregated for us and listed chronologically as things are happening real-time. 

The brilliance of the current Twitter-type alerting is that we can sign up to follow whatever alerts we are interested in and then have a streaming feed of them.  

The alerts are short--up to 140 characters--so you can quickly see the essence of what is happening or ignore what is irrelevant to you. 

When more space is needed to explain the details behind an alert, typically a (shortened) URL is included, which if you click on it takes you to a more in depth explanation of the event or item. 

So alerts are a terrific balance between short, attention grabbing headlines and links to more detail, as needed. 

What is also great about the current alerting mechanism is that you can provide concise alert information, including:

- Message source (for ensuring reliability)
- Guidance (for providing immediate instruction on response). 
- Hazard (for specifying the type of incident)
- Location (for identifying geographic or mapping locality)
- Date/time (for implications as to its currency)
- Importance (for determining severity such as catastrophic, critical, etc.)

While we remain ever, hyper-vigilant, we need to be careful not to become anxiety-ridden, or at some point, simply learn to tune it all out, so we can actually live life and get stuff done.

It's good to know what's going on out there, but can too much information ever become a bad thing? ;-)

(Source Photo: Andy Blumenthal)
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December 3, 2012

The Information High


Kids_and_technology

A new article by Andy Blumenthal called "The Information High" at Public CIO Magazine (29 November 2012).

"In addition to being slaves to our things--including technology gadgets--we are also addicted to the data and information they serve up."

Hope you enjoy! ;-)

Andy

(Source Photo: Andy Blumenthal)

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March 1, 2012

Dashboarding The Information Waves

I had an opportunity to view a demo of a dashboarding product from Edge called AppBoard, and while this is not a vendor or product endorsement, I think it is a good example to briefly talk about these types of capabilities. 

Dashboard products enable us to pull from multiple data sources, make associations, see trends, identify exceptions, and get alerts when there are problems.

Some of the things that I look for in dashboard tools are the following:

- Ease of use of connecting to data 

- Ability to integrate multiple stovepiped databases

- A variety of graphs, charts, tables, and diagrams to visualize the information

- Use of widgets to automatically manipulate the data and create standardized displays

- Drag and drop ability to organize the dashboard in any way you like to see it

- Drill down to get more information on the fly 

While there are many tools to consider that provide dashboards, information visualization, and business intelligence, I think one of the most important aspects of these is that they be user-centric and easy to implement and customize for the organization and its mission.

When making critical decisions (especially those involving life and death) and when time is of the essence--we need tools that can be can be easily navigated and manipulated to get the right information and make a good decision, quickly. 
 
As a fan of information visualization tools, I appreciate tools like this that can help us get our arms around the "information overload" out there, and I hope you do too.

(All Opinions my own)

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April 6, 2011

Ads Here, There, Everywhere


This is wild--Adzookie, a mobile advertising company that puts location-based ads out on cell phones, is doing some unbelievable advertising of its own...

They are offering to paint people's houses and even pay their mortgages every month that you let them have their brightly colored billboard painted onto the side of your house.

In less than a day, they got applications from 1000 homeowners (and even one church)!

Is this a sign of the tough economic times or what?

A number of important lessons here:

1) In case we already didn't learn from Google, advertising is really big business--my G-d, this company will pay your mortgage for you just to advertise on your house. (okay it is a big advertisement and all...)

2) Advertising going online, is old news; the new news is that it's going mobile, big time. Folks, the ads are following us. Wherever we go, the ads will be there. From print to TV to billboards on the side of the road and at bus stops, to the Internet and to our smartphones--there is no escape!

3) People will do almost anything for money (this is an old lesson revisited)--even make their "home sweet homes" into the laughing stock of the neighborhood--or do some people actually think this looks cool?

4) Technology is an enabler to make our lives more convenient (news, shopping, etc.) and a richer experience, but it also lets those obtrusive advertisements pop up or crawl across the computer screen when/where NOT desired. As technology is part of virtually every facet of our lives, the potential for advertising here, there, and everywhere can really go overboard. Perhaps, the time is ripe for additional privacy settings on our computers/phones, so that we could block ads (when we want to) and have the equivalent of a "do not call list" for those pesky ads that just never seem to give up--like the Energizer Bunny--"they just keep going and going and going."

When it comes to technology (and the rest of our environment), I believe that we have to be able to control the flow--whether it's information or advertising.

Even too much of a good thing, can be a real eye sore.

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March 4, 2011

Balance, Not Brute Force

There is a new documentary called "Race to Nowhere."

It is about our 24/7 culture with it's relentless pressure to succeed and how it is adversely affecting our children.

Directed by Vicki Abeles a mother of one of these children, who was literally getting sick from from the "race to be the smartest, to test the highest, and to achieve the most."

The message these days to children and adults is "produce, produce, produce."

But what are we getting from all the hypercompetition?

As one girl at the beginning of the trailer said "I can't really remember the last time I had the chance to go in the backyard and just run around." And another boy said, "School is just so much pressure, every day I would just wake up dreading it."

This is not exactly the picture of happy, satisfied, and motivated children or of a dynamic workforce for the future.

What are we doing to our children and ourselves?

We have better technology and more information available now than ever before, yet somehow people are seemingly unhappier than ever--and it's starting with our children, but it doesn't stop there.

With the change to an information society, our innovators forget to create a shut-off valve (or filter) so people would be able "turn down the volume" on the information pouring in 24/7.

Adults can't keep up, our students can't keep up, no one can--we have opened the floodgates of INFORMATION and we are drowning in it.

No learning is good enough because there is always more to learn and no productivity is productive enough because the technology is changing so fast.

I remember a boss who used to always say "what have you done for me lately" (i.e. it didn't matter what you achieved last week or yesterday, he wanted to know what did you do for him today!)

It's the same now everyday and everywhere for everyone, yesterday is history--when it comes to learning and achievement; the competition from down the hall or around the globe is right on our tail and if you are not doing something new just about every minute, you risk being overtaken.

We know "failure is not an option" but is pushing until we have the equivalent of a societal nervous breakdown, success?

Like with all good things in life--love, vacations, chocolate, and so on--we can't overindulge. Similarly with information overload and work--there has to be a "balance," a happy medium--we can't push the engine until it overheats. We need to know when to put the peddle to the mettle and when to throttle back.

If we can handle ourselves more adroitly in these competitive times (and less like a flailing drowning victim running frantically between activities), manage the flow of information smarter (not like sucking on the proverbial firehose) and alternate between productivity and recuperation/rejuvenation (rather then demanding a 24/7 ethic), I think we will see greater joy and better results for ourselves and our children.

We can all excel, but to do so, we have to learn to moderate and take a breathe--in and out.

Success and happiness is not always about more, in fact, I believe more often than not it's about an ebb and flow. Like night and day, the ocean tides, the changing seasons, even our own life cycle, we have to know enough to compete intelligently and not with brute force, 24/7, alone.

So what if we turned off our Blackberry's for just a couple of hours a day and let our kids do the equivalent...to be human again and find time for spirituality and community and rejoice in all that we have achieved.

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January 16, 2011

"Your Brain On Google"

 
Amazing video called "Digital Nation."
Some great points from the interviewees at MIT, Stanford, and more:
- "We are immersed in technology all the time."
- "Technology is like oxygen."
- "Well over half our lives exist in the digital world now."
- "We are constantly multitasking and distracted."
- "The world has sped up."
- "We just want to push the pause button."
- "The Internet has changed from things one does to how one lives."
- "We are changing what it means to be human."

- "We are rewriting the rules of interaction for human beings."

- "Can we solve the alienation that technology has created with more technology?
- "Does increasing use of technology have diminishing returns at some points?"
These questions and thoughts really resonate with me.
Looking back in my own life, things seemed so much simpler 10, 20, and 30 years ago.
Then we were less connected online and maybe a lot stupider intellectually, but more connected in real ways--doing real things with family, friends, and community.
Life is certainly faster now, but are we happier as human beings?
Are we losing ourselves and becoming part of the vast interconnected cyberspace almost as half-humans and half-machines ourselves?

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May 29, 2010

Internet, Anything But Shallow

Over time, people have transitioned the way they predominantly get their information and learn, as follows:
1) Experiential—people used to learn mostly by doing—through their experiences, although these were usually limited in both time and space.
2) Reading—With the printing press, doing was supplanted by reading and information came from around the world and passed over from generation to generation.
3) Television—Active reading was upended by passive watching television, where the printed word “came alive” in images and sounds streaming right into our living rooms.
4) Virtuality—And now TV is being surpassed by the interactivity of the Internet, where people have immediate access to exabytes of on-demand information covering the spectrum of human thought and existence.

The question is how does the way we learn ultimately affect what we learn and how we think—in other words does sitting and reading for example teach us to think and understand the world differently than watching TV or surfing the Internet? Is one better than the other?

I remember hearing as a kid the adults quip about kids sitting in front of the TV like zombies! And parents these days, tell their kids to “get off of Facebook and get outside and play a little in the yard or go to the mall”—get out actually do something with somebody “real.”

An article in Wired Magazine, June 2010, called “Chaos Theory” by Nicholas Carr states “even as the Internet grants us easy access to vast amounts of information, it is turning us into shallower thinkers, literally changing the structure of our brain.”

Carr contents that the Internet is changing how we think and not necessarily for the better:

1) Information overload: The Internet is a wealth of information, but “when the load exceeds our mind’s ability to process and store it, we’re unable to retain the information or to draw connections with other memories…our ability to learn suffers and our understanding remains weak.”
2) Constant interruptions: “The Internet is an interruption system. It seizes out attention only to scramble it,” though images, videos, hypertext, email, IM, tweets, RSS feeds, and advertisements.
3) “Suckers for Irrelevancy”: “The stream of new information plays to our natural tendency to overemphasize the immediate. We crave the new even when we know it’s trivial.”
4) “Intensive multitasking”: We routinely try to do (too) many things online at the same time, so that we are predominantly in skimming mode and infrequently go into any depth in any one area. In short, we sacrifice depth for breadth, and thereby lose various degrees of our ability in “knowledge acquisition, inductive analysis, critical thinking, imagination, and reflection.”
While I think that Carr makes some clever points about the dangers of Internet learning, I believe that the advantages of the Internet far outweigh the costs.

The Internet provides an unparalleled access to information and communication. It gives people the ability to get more information, from more sources, in more ways, than they would’ve in any of the other ways of learning. We are able to browse and search—skim or dig deep—as needed, anytime, anywhere.

With the Internet, we have access to information that exceeds the experiences of countless lifetimes, our world’s largest libraries—and TV isn’t even a real competitor.

At the end of the day, the Internet is a productivity multiplier like no other in history. Despite what may be considered information overload, too many online interruptions, and our inclinations to multitasking galore and even what some consider irrelevant; the Internet is an unbelievable source of information, social networking, entertainment, and online commerce.

While I believe that there is no substitute for experience, a balance of learning media—from actually doing and reading to watching and interacting online—make for an integrated and holistic learning experience. The result is learning that is diversified, interesting, and provides the greatest opportunity for everyone to learn in the way that suits him or her best.

Moreover, contrary to the Internet making us shallower thinkers as Carr contends, I think that we are actually smarter and better thinkers because of it. As a result of the Internet, we are able to get past the b.s. faster and find what we are looking for and what is actually useful to us. While pure linear reading and thinking is important and has a place, the ability online of the semantic web to locate any information and identify trends, patterns, relationships, and visualize these provides an added dimension that is anything but shallow.

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May 19, 2010

Information, So What?

It’s the information age and for most of us that means we are living and working with various forms of information technology every day giving us access to information through—voice, data, and video—thatshows up on our computer screens, smart phones, tablets, and more.

We are rich in information.

Many would say that we are overloaded with information, because there is so much and we can’t seem to possibly process it all no matter how hard we try--there is always more email to reply to, more YouTube videos to watch, more news and research to read up on, and more people to communicate and collaborate with via social networks, wikis, blogs,
tweets, and so on.

So what’s the point of all the information and collaboration? Is it just for fun and entertainment—like one big game of Trivial Pursuit? Or is it for getting a professional edge—i.e. the more you know and the more people you know, the better you are to advance and succeed?

Ultimately, information serves many purposes—it is the lifeblood of our humanity…it nourishes our curiosity, it feeds our learning and growth, and it enables us to make intelligent decisions in our lives.

Without information, we are just “flying blind” as they say, and couldn’t expect much in terms of personal or professional results for our organizations or ourselves.

So information is critical to improving our decision-making. Information and information technology is how we overcome poor decision-making based on gut, intuition, politics, and subjective management whim—all sure ways to get in a “why did you do that”
pickle!

An interesting article in Defense Systems Magazine (May 2010) called “Getting Inside the Enemy’s Decision Cycle” talks about how the military seeks to disrupt the enemy’s information and decision-making to degrade their war-fighting capability.

“Success in battle is increasingly about making decisions more quickly than your adversary can.”

In the military, the decision cycle is frequently referred to as "OODA Loop"—observe, orient, decide, and attack.

If we can disrupt the enemy’s decision cycle or OODA Loop, we can “decide and act faster than they can.” The result is “I’m going to outmaneuver you” and win!

In short, information translates to decision-making and to action.

- Disrupt that cycle and we are sitting ducks.

- Enhance that cycle and we are stronger for it.

Ultimately, there are lots of important lessons about the criticality of IT to decision-making that comes out of the battlefield:

First, we all need information to survive and thrive.

Second, if we improve information quality and speed of delivery, then the better the decision-making and the impact on and off the battlefield.

This is why information and information technology is truly our competitive advantage and at the heart of our national security.

I believe that this necessitates that we treat IT as not just another budget line item, but rather as a strategic investment.

The vision for IT has always been to bring greater effectiveness and efficiency to the rest of the business and to the mission. Unfortunately, IT has not always lived up to that vision.

Despite some disappointments, we cannot afford to be second-rate in IT, because there will be a negative cascading effect throughout all of our industries and government agencies that rely on information and information technology.

The key for us is to continue investing in technology (wisely), investing in our people (profusely—they are the brains behind the machines), and keep focusing on using IT as an enabler to improve the business and mission of everything else we do.


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November 27, 2009

Right In Front of Us, but We Are Blind to It

Last week, there was a 13-year-old boy, with Asperger’s syndrome, who ran away from home and rode away in the NYC subway system for 11 days undetected!!!

The boy went missing with $11 dollars in his pocket. “According to CNN, the boy's mother says he survived on fast food and candy he purchased in the subway system. He spent the majority of his time riding the trains. He wore the same clothes for the duration and lived underground, sleeping in subway cars and using underground restrooms.”

Many people were out looking for this boy, including the police, but neither the searchers nor the extensive surveillance apparatus in New York picked him out. Apparently, no one on the trains reported seeing this kid riding endlessly around 24x7, and the boy was invisible to the myriad of hardworking transit workers and officers who are all over the transit system, until day 11 when finally one officer recognized the boy from his missing picture.

How can a boy be there for almost two weeks, but be seemingly invisible to the thousands of riders and workers passing thru the subway system and what can this teach us about leadership and organizations?

Information Overload—This is truly the information age. We have morphed from not having enough information to being flooded with it and not being able to process it. With the missing boy on the NYC MTA subway system, he was literally lost amidst the more than 5 million riders a day and 468 stations. This is a common situation these days where we have access to stores of information, on databases and through the Internet, yet we frequently struggle to find the golden nuggets of information that really mean something. Post 9-11, our military and intelligence communities are being flooded by sensor information from a vast network of resources, and the challenge now is to find innovative ways to process it quickly and effectively—to find the proverbial “needle in the haystack” and to stop the next potential attack. Our organizations in the public and private sectors need faster, more accurate, and finely tuned systems to find the dots, connect the dots, and see the picture.

Process Matters—According to Digital Journal, “the disappearance was reported to police immediately, who treated it as a runaway. After five days had passed, it was being treated as a missing persons case.” The police were following their processes in handling this little boy, but it resulted in five days passing without the assumed more intense search that occurs with a missing persons case. Lesson to note is that having standardized, documented business processes are important in efficiently managing operations, but we should not get so caught up in the process that we become rigid and inflexible in handling cases according to the specific situation. While I am not an expert in this, the question does come to mind, whether the search for a child with a known disability may have been escalated/elevated sooner? And the point, I am really trying to make is that we need to keep our organizations and processes agile and responsive so that we can act meaningfully and in time.

Break through the Apathy—Having been a former New Yorker (and I suppose, it never truly leaves your blood), I am well aware of the accusations and jokes made about rudeness and apathy from people in the “city that never sleeps.” NY is a tough town, no doubt. The people are quick and sharp. They work and play hard. They are good, productive people. But living in a city with 8.3 million people in one of the most dense urban centers of the world can take a toll. Even with major clean-up efforts in recent years, NYC still has its fair share of crowding, pollution, and crime and this can take a toll on even the best people. I remember daily sights of panhandling, poor and ill people, aggressiveness not limited to the yellow cabbies. I suppose, one disabled boy could get lost amidst the city chaos, but the challenge is to break through the apathy or callousness that can easily overtake people and continue to care for each and every person that needs our help. This is no small challenge in a city with a 21.2% poverty rate (US Census Bureau 1999), let along in a world where 1 in 4 (or 1.3 billion persons) live on less than $1 a day. As leaders, we need to push for caring over apathy and for seeing and acting versus blinding ourselves to the pain and misfortune of others.

Could we have found this little boy sooner? Maybe. Could it have ended a lot worse? For sure.

While this missing persons situation is now over, we need to prepare ourselves for future events and contingencies. We can do this by continuing to create better systems and mechanisms to process information better, faster, and cheaper—it’s not longer just the quantity of information, but the quality and it’s timeliness and relevance; by reengineering our business processes so that we are alert, nimble and responsive—rigid processes lead to hard and fast rules that serve no one; and building camaraderie with one another—seeing that we are more the same, than we are different—and that everyone matters—even a kid underground in a subway system spanning 656 long and winding miles.

And lest anybody think I’m giving New Yorkers a hard time, believe me when I say – it is “the city” that has given me the street smarts to navigate the Beltway and challenge anyone who says that something can’t be done!


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August 29, 2009

Information Stats to Scare

We all know that we are generating and receiving more information then ever. Good thing? I like to think so, but sometimes, you can have too much of even a good thing.

Certainly, information is a strategic asset—its vital to making sound decisions, essential for effective communications, and critical for expanding our thinking, breaking paradigms, predictive analysis, and helping us to innovate.

But when information is too much, too unorganized, too often, or too disruptive, it’s value is diminished and organizations and individuals suffer negative effects.

Here are some information stats to scare from Harvard Business Review (September 2009):

  • 60%--Those who checked email in the bathroom (and 15% even admitted to checking it while in church)
  • 20—Average hours per week spent by knowledge workers on email
  • 85%--Computer users who would take a laptop on vacation
  • 1/3--Emails considered unnecessary
  • 300—Number of emails executive get a day
  • 24—Minutes for worker to recover from being interrupted by an email notification
  • 40—Number of websites employees visit on an average day
  • 26%--People who want to delete all emails (declare “e-mail bankruptcy”) and start over
  • 3—Number of minutes before knowledge workers switch tasks
  • ~$1 trillion—Cost to economy of information overload
  • 85%--Emails opened within 2 minutes
  • 27%--Amount of workday eaten up by interruptions
  • 2.8 trillion gigabytes—Size of digital information by 2011
  • 31%--Workers whose quality of life is worsened by email

Some interesting antidotes offered by HBR:

  • Balance—weigh cost-benefits before sending another email
  • Reply to all—disable the reply all button
  • Five sentences—keep email to 5 sentences or less
  • Allots—affix virtual currency from a fixed daily amount to email based on its importance
  • IM Savvy—program by IBM that senses when you are busy by detecting your typing patterns and tells would be interrupters that you are busy
  • BlackBerry Orphans—to regain the attention of their parents, children are flushing their parent’s BlackBerries down the toilet

While the issues and proposed assists for information overload are thought provoking (and somewhat humorous), what is fascinating to me is how technology and the speed of its advancement and adoption are positively, but also—less spoken about—negatively affecting people and organizations.

It seems like life keeps accelerating—faster and faster—but the quality is deteriorating in terms of fuzzy boundaries between work-life, weakening of our closest relationships, burn-out of our best and hardest working people, and unrealistic expectations of people to be always on—just like the email account that keeps spitting out new messages.

Somewhere along the line, we need to hit the proverbial “reset button” and recognize that information and communication are truly strategic assets and as such need to be used intelligently and with good measure or else we risk cheapening their use and limiting their effectiveness.


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December 19, 2008

A Productivity Boost and Enterprise Architecture

For years, the IT industry has been putting out more and more devices to help us communicate, access and analyze information, conduct eCommence, be entertained, and generally increase productivity. To do these things, we have desktops, landlines, laptops, tablets, handhelds, cellphones, pagers, and all the application systems, social media, and internet to run on them. And for the organization, the CIO has been central to evaluating, planning, implementing, and maintaining these technologies.

You would think with all these tools for managing information, our lives would be simpler, more straightforward, and ever more carefree. Isn’t that what “tools” are supposed to do for people?

Well, think about your own life. Is your life less hectic with all the IT tools? Do you have more time to focus on what you’re working on? How’s your work-life balance?

If you are like most people these days, the answer is likely that you are more frantic and are trying to more things at the same time than ever before—almost driving yourself crazy, at times, to keep up.

The Wall Street Journal, 15 December 2008 had a book review by Christopher Chabris on “The Overflowing Brain.”

Here’s an excerpt of the review that I believes tells the story well:

“Take a look at your computer screen and the surface of your desk. A lot is going on. Right now, I count 10 running programs with 13 windows on my iMac, plus seven notes or documents on my computer desk and innumerable paper piles, folders, and books on my ‘main’ desk, which serves primarily as overflow space. My 13 computer windows include four for my internet browsers, itself showing tabs for 15 separate Web pages. The task in progress, in addition to writing this review…include monitoring three email accounts, keeping up with my Facebook friends, figuring out how to wire money into one of my bank accounts, digging into several scientific articles about genes, checking the weather in the city I will be visiting next week and reading various blogs, some which are actually work-related. And this is at home. At the office, my efforts to juggle these tasks would be further burdened by meetings to attend, conference calls to join, classes to teach, and co-workers to see. And there is still the telephone call or two—one of my three phone lines (home, office, mobile).”

Does this ring a bell for anybody? Dare I say that this is the reality for more of us these days.

So has IT (and the CIOs of our time) succeeded in giving us the technologies we need and want?

Well let’s look at what we said earlier were goals of IT—communication, information, commerce, entertainment, and productivity. Yep, we sure have all of these—big time!

Great, let’s just stop here at the outputs of technology and claim victory for our CIOs and the society we’ve created for ourselves.

But wait, what about the simpler, straightforward, and carefree parts—the anticipated outcomes, for many, of IT—shouldn’t we all be breathing a little easier with all the technology tools and new capabilities we have?

Ah, here’s the disconnect: somehow the desired outputs are NOT leading to the outcomes many people had hoped for.

One possible answer is that we really don’t want simple and carefree. Rather, in line with the ‘alpha male theory,’ we are high achievers, competitive, and some would even say greedy. And all the IT in the world just pours oil on our fire for doing and wanting more, more, more.

As many of us take some time off for the holidays and put our feet up for a week or two, we realize how much we look forward to some peace and quiet from all the helpful technology that surrounds us every day. But at the end of a few weeks, most of us are ready to go back to work and go crazy again with all our technology-driven productivity.

On a more serious note, from an enterprise architecture perspective, one has to ask if all this running around is leading to a strategic, desirable result in our personal and professional lives or is it just business for business sake, like technology for technology sake.


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May 15, 2008

Information Governance and Enterprise Architecture

We all know that information is vital to making sound and timely decisions. How do we govern information (the term information to include data and information) so that it is truly valuable to the organization and not just another case of GIGI (Garbage In, Garbage Out)?

DM Review, May 2008, reports on some research by Accenture that confirms that “high-performing organizations make far better use of information than their peers.”

Information is a strategic enterprise asset. The key to getting better results from information is the effective use of information governance. Information governance includes decision making and management over the full information life cycle, including: information capture, processing, storage, retrieval, and reporting and disposition.

Without information governance, what can happen to corporate information assets and the end users that rely on it?

  1. Information Hoarding (or Silos)—the information exists in the organization, but people hoard it rather than share information. They treat information as power and currency and they do not readily provide information to others in their organization even if it helps the organization they work for.
  2. Information Quality NOT (“multiple versions of the truth”)—information quality will suffer if decisions are not made and enforced to ensure authoritative information sources, quality control processing, and adequate security to protect it.
  3. Information Overload—not managing the way information is rolled up, presented, and reported can result is too much information that cannot be readily processed or understood by those on the receiving end. It’s like the floodgates have been opened or as one of my bosses used to say, “trying to drink from a fire hose.”
  4. Information Gaps—without proper requirements gathering and planning and provision for systems to meet information needs, users may be left holding the bag, and it’s empty; they won’t have the information they need to support their functional processes and day-to-day decision making needs.

Not having effective information governance is costly for the organization. The target enterprise architecture state for information management is to have the right information to the right people at the right time. Anything less will mean sub-optimized processes, excessive management activity, and poor decision making and that will be costly for the organization—lost sales, dissatisfied customers, compliance lapses, safety and legal issues, publicity snafus, and other mistakes that can even put the enterprise out of business!

According to Accenture’s survey of more than 1000 large companies in the U.S. and UK, information is not being governed very well today:

  • “Managers spend more than one quarter of their work week searching for information.
  • More than half of what they obtain is of no value.
  • Managers accidently use the wrong data more than once a week.
  • It is challenging to get different parts of the company to share needed information.”

The good news is that “the majority of CIOs seem ready to act” by employing information governance.

Information, as one of the perspectives of the enterprise architecture, is already governed through the Enterprise Architecture Board (EAB). However, to give more focus to information governance, perhaps we need to establish a separate Information Governance Board (IGB). I see the IGB as a sub-committee of the EAB that provides findings and recommendation to the EAB; the EAB would be the decision authority for governing all the perspectives of the architecture, including: performance, business, information, services, technology, security, and human capital. To better focus and decompose on the various EA perspective areas, perhaps they will all have their own sub-committees (like a Performance Governance Board, Business Governance Board, and so forth) similar to the IGB in the future.


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May 2, 2008

Executive Dashboards and Enterprise Architecture

Enterprise architecture makes information visible to enable better decision making in the organization. One tool to help do this is the executive dashboard.

In management information systems, a dashboard is a executive information system user interface that (similar to an automobile's dashboard) is designed to be easy to read. For example, a product might obtain information from the local operating system in a computer, from one or more applications that may be running, and from one or more remote sites on the Web and present it as though it all came from the same source. (Wikipedia)

Dashboards help manage information overload:

  • “After three decades of aggressive computerization, companies are drowning in data and information. People produced about five exabytes of new information in 2002, twice the amount created just two years earlier” (Trend: The New Rules of Information Management by Jeffrey Rothfeder)
  • Dashboard are a way to take the fire hose flood of information that we get every day and make it more actionable by structuring it, focusing it, and making it more understandable often through visual displays. Note, this is similar to User-centric Enterprise Architecture’s use of principles of communications and design, such as information visualization to effectively communicate the baseline, target, and transition plan in the organization.

Dashboards provide business intelligence:

  • Dashboards, like enterprise architecture itself, contribute to translating data into business intelligence. EA does this by capturing, analyzing, cataloging, and serving up information in useful and usable ways to enhance decision making by the end-users. Dashboards do this by capturing and aggregating performance metrics, and displaying them in easy-to-read and often, customizable formats.

Dashboards generally focus on performance:

  • Dashboards generally are used for displaying, monitoring, and managing an organization’s performance metrics. Note, “performance” is one of the perspectives of the enterprise architecture, so dashboards are a nifty way to make that EA perspective really come alive!
  • According to DM Review, 15 April 2008, “Dashboards Help Drive and Improve Performance Metrics…Presented in highly visual charts and graphs, this data can provide each level of the organization with the information it needs to best perform…Dashboards also can be a key driver of performance improvement initiatives, offering a simple and graphical way to make key performance indicators (KPIs) visible throughout the enterprise.”

Dashboards typically provide activity monitoring and drilldown capability:

  • “The most effective dashboards allow users to drill down into the KPIs to find root cause or areas likely to cause problems. Some can even be configured to alert maintenance or support personnel when performance drops” or dangerous thresholds are crossed. Dashboard also help “make comparisons of multiple data sources” over time. These functions are called business activity monitoring, and when applied to the organization’s network, for example, is referred to a network monitoring.
  • The ability to monitor and manage performance using the dashboard is similar to ability to monitor and manage the organization’s track along it roadmap using EA!
  • The most effective dashboards, like the most effective enterprise architectures, are those that provide information in multiple layers of detail, so that the executives can get the high-level summary, the mid-level managers can understand the relationships between the information, and the analysts can drill down and get the detail.

Dashboards—an effective human-machine interface:

  • Dashboards done right, are an effective EA tool, and serve as a window into the organization’s performance; they provides real-time, summary and granular information for making quick and specific decisions to positively affect performance.

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March 24, 2008

In Love with Information and Enterprise Architecture

Enterprise architecture helps to ensure the decision-makers in the organization have the information they need to make improve business processes and make sound IT investments.

In general, people love information and the more the merrier, up until the point of information overload.

We need information to survive, to gain a semblance of control over our lives, and to satisfy our human curiosity.

The Wall Street Journal, 12 March 2008, reports “why we’re powerless to resist grazing on endless web data.”

Apparently, when the human mind is stimulated with information, there is an “increased production of the brain’s pleasure-enhancing neurotransmitters called opioids.

“New and richly interpretable information triggers a chemical reaction that makes us feel good, which in turn causes us to seek out even more of it…it is something we seem hard-wired to do…when you find new information, you get an opioid hit, and we’re junkies for those. You might call us ‘infovores.’”

So in essence, we eat up information. We are addicted to information. (Hence, all the time your teenagers and you spend on the web).

“The reverse is true as well: we want to avoid not getting those hits, for one, we are so averse to boredom.”

In fact, when people’s minds are idle or information deprived, they seem to get into more trouble. They are bored and they seek out experiences to liven things up a little.

Years ago, before the age of planes, trains, automobiles and the Internet, people lived much more shallow lives. Most were constrained to lives that wondered no further than maybe 10-20 miles from their villages. Information was scarce. Forgot about national headlines or international intrigue. More often than not, people were misinformed and often relied on neighborly gossip.

“Today, we can find in the course of a few hours online more information than our ancient ancestors could in their whole lives.”

“We are programmed for scarcity [of information, like scarcity of food] and can’t dial back when something is abundant.” Hence, we are addicted to the water hose flow of information and sometimes have the feeling that we are drowning in it.

One advantage of User-centric enterprise architecture is that it structures and regulates the flow of information, so that it is useful and usable to organization end-users. It is developed for specific users and users, and is not just more shelfware information.


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