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 1. Information  evolution  many directions  multiple meanings. 2. People  don’t share information easily. 3. 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. Key Take Aways 1. Most information organizations & people need/care about isn’t computerized 2. Managers prefer people info to PC’s  Interpretation adds context value to raw data 3. Complex /Detailed information management  Not likely to change organizational behavior 4. Common data not required  Flexibility & disorder is good! 5. Core Business Areas  Odds less likely for common definition if staff is knowledgeable & concerned

12. Key Take Aways (Continued) 6. If information is power & money, people won’t share it easily 7. If users don’t participate in the process or trust those who did, they won’t use specified format 8. If employees don’t communicate face-to-face they won’t communicate electronically 9. Information maps/models need to include people  Sources & information integrators 10. Information overload is fallacious  Useful information is always desired

13. People vs. Machines  Information Architecture –Focus on computerized data –Emphasize information provision –Assume permanence of 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  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

14. 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

15. 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

16. 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?

17. 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

18. 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

19. 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