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Strategic Knowledge Engineering

November 15, 2010 Leave a comment

The nature of work has evolved towards service and knowledge related contexts; in this scenario we need intense focus over the processes and frameworks that would define on how we harness and leverage information that is generated over all processes for driving more value. Organizations seeking to extend themselves into this critical area of analytics needs to focus on shaping the process and the people; the vital components. Organizations should be aware of the characteristics of its relative business knowledge and its sources, features and usability. It needs to shape methods that can collate data from extensive source area, link disparate data sources for a collective sense. There needs to be a governing process that evaluates, merges, researches, develops,  the data and comes out with options for business optimization.

Splitting the stages into functional units tied down to specific goals.

1. Knowledge Sourcing
2. Knowledge Abstraction
3. Knowledge Framing
4. Knowledge Warehousing
5. Knowledge Engineering

Knowledge Sourcing can be described as the identifying and acquiring historic and real-time data that are available from varied sources in the annals of any given business process. Data usually is available in the databases, files, logs, documents and they hold information transactions. The data is accumulated over time and the stores swell with size; all the while presenting an opportunity to present intelligent or informative analysis that could drive a stack of benefits. Other than the normal reporting structures built to mark the progress over Production, Quality and all in between; specific insight is never sought. The inference – insight that can be extracted remains an opportunity and for long. This data stacks and repositories are analyzed and identified as channels / sources; this source is the feeder for the analytics and the outcomes, process of source identification and data acquisition needs to be clinical.

Knowledge Abstraction helps in framing the insights and is completely skill dependent; this human skill is at an expert level on the domain of choice [SME  – Subject Matter Expertise] and the process relies heavily on the understanding and knowledge of the people resources. The data set is categorized based on the business case or the problem statement, data and information framework built here are weighed and categorized in order to support the reasoning and outcomes. The frame is built over an objective where the entire pursuit of intelligence is architected. All information here is bridged, connectors, the domino effect and factoring are all part of this abstraction process. Abstraction has two distinct process loops; one

Knowledge Framing ensures that abstracted data is further developed and refined through higher process routines to achieve anchoring over statistical data. The anchoring is vital as this builds the entire exercise over reasoning, analytics and recommendations on numerical realities. There effort here is predominantly built over mining [drilling down] data blocks to identify patterns, strings, values  to build neural relation that will help garner deep insight into all the facets.

Knowledge Warehousing comes in as the vital next step where the structured information and knowledge is stored into prescribed data structures that acts as the foundation for all the processed data. These individual ‘marts’ contain data stacks that are structured  over certain perspectives. Here the data stacks are linked, merged, to evolve and position the data for all analytics and intelligence extracts. This warehousing of the structured knowledge is done using enterprise warehousing applications, there is also a process layer to help drive Data reporting based on rule engines and business case.

Knowledge Engineering Analytics is the function where we have all the analytics process and frameworks deployed to extract intelligence out of the data warehouse. There is a lot of factor building, dependency tracking, correlations exercises that are done over analytics suites that help understanding all the different perspectives from an analytics standpoint. Causes, factors, symptoms, diagnosis, recommendations, solutioning are all the indispensable next steps that add a tremendous value to business and business operations.

Jesu Valiant

Service & Analytics recommendations:
To initiate a SKE – Strategic Knowledge Engineering for any of your data stacks, there is a comprehensive solution stack shaped over a decade of analytics at the CSS Knowledge Engineering & Research Labs.

Email: enterprise.ke@csscorp.com

Enterprise Collaboration & Knowledge Management

November 4, 2010 Leave a comment

In a focused [or] applied environment i.e., [domain specific and task intensive] where the core function revolves around a knowledge intensive processes, there is a strong need to invest efforts in Capturing, Processing, Leveraging knowledge. Our products, services, and environment are more complex than ever before. Workforces are increasingly unstable leading to escalating demands for knowledge sharing / consumption. Knowledge management best practices are evolved after continuous exposure to a whole assortment of challenges addressing varied communities and supporting the end to end ecosystem of businesses. With new genre frameworks and process controls engineered in-house, we do see an opportunity across the industry spectrum to build knowledge management process that addresses the knowledge workflows, knowledge structures, knowledge categorization, content management, content evolution, instructional design, and a whole host of process blocks. With a robust knowledge base and a matured process, businesses get the opportunity to evolve a strong benefit stack.

Global economy has migrated from an Industrial Economy [Commercial Products] to a Knowledge Economy [Expertise based economy]. With new services and expertise that are in high demand in the marketplace, any organization needs to cultivate within its employee base a practice of Knowledge Sharing and collaboration. Every organization needs a logical long term plan for the intellectual assets, people are skilled and they address it as a commodity when walking in for an interview. This valuable commodity needs to be captured, it can be from individuals, groups, domain teams, etc.,Knowledge Management practice attempts to create strategies to ‘source – classify – warehouse – analyze – leverage – reuse’ knowledge with communities. Knowledge management and collaboration completely depends on the community and hence community leaders within the organization are key to drive this practice. With rewards, recognition, learning, sharing, collaborating opportunities; we would have woken up to a new reality.

Successful collaboration and strong knowledge management structures are essential to any well-functioning business enterprise, and information technology has become one of its key enablers. For establishing and enabling collaboration within the layers of organization or community there are methods and process centric, application suites structured over web 2.0 standards pre configured to handle specific enterprise workflows addressing access control, content management, intellectual property and security requirements.

Accelerating journey towards Enterprise 2.0

> Integrated social media solution for businesses that enables organizations to build communities.
> Encourage Interactions, monitor reactions, take feedback and comments, process solutions.
> Promote Information Exchange from among communities or between organization layers & community.
> Knowledge accumulation and usage is a key to business success.
> Create thriving online spaces that deliver measurable value.
> Separate your company from the competition by giving yourself tremendous credibility.
> Presents a free, fair, open & transparent culture; helps gain value.

A Product recommendation:

CSS Corporation presented the EDGE collaboration and knowledge management system.

http://www.csscorp.com/news&events/news-read.php?NID=139

Email:
enterprise.ke@csscorp.com

Web 2.0 has transformed the way we look at online community behavior and the possible implications of collective, collaborative knowledge management models. The power of the Web 2.0 model has been universally recognized, however, the implications for enterprise adoption suffer from a lack of immediate consensus. The CSS EDGE platform creates a working model for transforming the enterprise support function by providing a governance model for integrating internal and external communities or groups.

EDGE has been architected using open source components, configured to handle specific enterprise workflows and enables the enterprise to harness the power of Web 2.0 to drive customer loyalty, drive marketing and product management, as well as provide collaborative environments for promoting ideas that drive continuous innovation.

Jesu Valiant

Unified Communications – Solution Opportunities

November 3, 2010 Leave a comment

The Unified Communications landscape is defined by two major evolving fronts 1. The Voice Communications leaders and 2. Application [Desktop] Communication leaders. What the opportunity one can have in a domain thats already has seen the fiercest of competitions in the landscape and competitions in the billions across multiple logos and strategies that change every day? Well.. thats the opportunity. There is a huge spectrum of varied products & solutions, but there is a lack of services that to address the complexities. More than two decades have gone by since IPFX – NL came up with its presence solution but nothing major has changed the UC landscape. There is yet to be any full fledged ‘solution’ that can sweep the market.

UC Implementors: Many seek to cater to this service and drill deep in this massive market, seeing the opportunity within and around. There are already a huge assortment of services companies who have jumped into this fray to make the most of it. Data indicates that enterprises are preferring to buy their UC services from Telco’s or Network Providers rather than IT Services Companies. The reality contrasts as most of these Telco’s and Network providers have their Service partners who run the regional errands; having to focus more on the core competency they seldom undertake ‘service’ ventures. These errand companies are mostly a Tier 2 player in that region.

Challenges: There are a host of core technical issues and market issues that hound this practice of Unified Communications. With hounds abound in the form of Interoperability issues, Storage issues, Security issues, Challenges in deployment, Challenges in FMC. With these issues in the open, companies get  something if not everything, muting the true experiences of unification.

Selection of a UC Services player: Only a few IT Service Companies are well placed to address this Gap; these companies are either Technical Support, Managed Support  partners, Professional Services partners to 1. The Voice Communications leaders and 2. Application [Desktop] Communication leaders who ‘field’ the collection of skills from the skills reservoirs.

Ushering the “Open” wave: The steady growth of Open Source has brought in a range of Open API’s and bridge bundles that users in betterment of the choice for the market. From IP telephony, conferencing, IM, UM, the stacks have challenged may proprietary products. Seeking strengths on this area whilst searching for a true type services company will further augment strength of the solution you want to implement.

An Approach: 1. Any company wanting to adopt Unified Communications needs to understand their landscape and the proposed, 2. Identify areas of Technology convergence and bucket the product stack they stare into at, into these categories, 3. Services are expensive and not all address our specifics; hence identify the right IT service providers who may be Technology Partners, Solution Partners, Professional Services Partners with credibility [Case Studies, Best Practices, etc.,], 4. Ensure strip bare competition for varying bids among the best identified and always settle for the expertise rather than cost.

Jesu Valiant

Principles for Successful Innovation

Successful business innovations that drive growth are guided by the following  principles:

1. An Explosive Vision to create new products, frameworks, business models or processes that make a difference to the dullness of existing business and create new markets, new excitement, infuse high impact visual verbatim for comprehension across the layers in the annals of the organization and to the market. Born in the minds of creative thought owners who always seek out for breaking the routines and take to their own space in an multi layered and hyper dimensional environment. Creativity and Innovations are not wrought by accumulating reservoirs of certifications, digits on the payslip, its all about getting the foundations right. Being a game changer means having a strong personal belief in creativity and innovation coupled with originality of thought.

2. Culture and organizational rigor that stimulate creativity and learning to execute on the vision. Organizations on identifying the innovation engines should learn not “Flog the Hen” to lay a clutch of golden eggs and breed a farm, create a collection of hyper reproductive hens again laying golden eggs. This is planet earth and everything evolves and takes time; failures abound if we do not empower the thought leader to take lead; organizations should provision an environment for shaping the innovative vision. Participation from the organizations leadership is absolutely essential in realizing any innovation, a pilate hand wash over framing concept support – joint development of roadmap to monetization – resource provisioning will set to stifle innovation, vision & concept.

3. Reward and recognition system to take measured risks and experiment. With the birth and growth of corporate power houses like Google, Microsoft, Apple, IBM who thrive on internal innovations rather than adopting a ‘copy – paste’ approach of most 1st level and 2nd level enterprises we witness today. We have people achieving Mach 2 on the way up corporate ladders; with less experience and less expertise, Innovations are stifled and starved by not provisioning appropriate attention and investment, there is a dearth of comprehension skills because there is lack of maturity and understanding. Any organization in the quest for better returns on investment, need to invest; returns on investment means that there is a reaction to an action not any volcano from under the feet. Idea originators and innovators need to be supported and recognized; recognition itself at the organizational level is viewed as a reward; recognition is the key.

4. Focus on clear and present customer needs, the market facts, and the intangible. Any Innovation are so if they are built considering in totality the market needs, operating environment, competition, capability, landscape, technology affiliations, industry standards, business practicalities, organization goals, expertise, etc., among the many. Market needs solutions for the varied complexities that emerge over time; innovation needs to have the strategic depth and width to stay evolving,’close gaping’ all needs, perform savior spinoffs on cost – complexity, quicken results,  create platform for further benefit domino.

5. Growth-oriented and Strategic leadership that is decisive, inclusive, focused, takes risks, and have market expertise. Strategic leaders are always looking ahead and analyzing the present in terms of preparation for what may be ahead for the business. Strategic leaders are adaptable and growth-oriented. Although the strategic style of leadership always keeps the best interests of the business in mind, it’s also appreciative of employees’ unique talents and efforts. Strategic leaders use leadership techniques that empower and motivate rather than bully employees. Another goal of strategic leadership is to create an environment in which employees anticipate the company’s needs in relation to their own job. Employees in a workplace environment led by a strategic leader are encouraged to follow their own initiative.

Jesu Valiant

Business Intelligence

August 7, 2009 1 comment

Business intelligence is the knowledge, skills, capacities, understanding, practices and relative technologies, applications that are used to understand and interpret markets, their behavior, business dynamics and context. Storing, analyzing, and providing access to this data helps enterprise users make better business decisions. This helps companies to make faster, smarter decisions, as well as increase revenue, build customer loyalty, streamline operations, improve risk management and even enable previously impossible business processes.

BI System

A BI System provides facilities to capture data and present it for analysis; data is made available in ‘Historical’, ‘Live’ and ‘Predictive’ forms. We can integrate the wholesome business performance management aspects involving Strategy, Balance Scorecard, Strategy Translation/Cascading them into operations and business intelligence culminating into one integrated business information system which can be used as a Decision Support System.

BI Growing in Importance

The amount of corporate data is doubling every 2-3 years
Barriers of entry (costs/technology) are being removed
Continued pressure on businesses to find efficiencies and new market opportunities, client expectations
More disparate data sources than ever before

BI Usage Statistics – Source: Forrester Research Inc., 2006 survey

BI Use by Small and Mid Market Companies
48% –  Using
10% –  Planning to implement solution in 2007.
40% –  Not using
Don’t know 2%

Jesu Valiant

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