Opening Case:
Moneyball: About More
Than Just the Players
McGraw-Hill-Ryerson
©2015 The McGraw-Hill Companies, All Rights Reserved
Chapter 3 Overview
• SECTION 3.1 – DATA, INFORMATION, KNOWLEDGE, AND
INTELLIGENCE
–
–
–
–
–
Introduction
Organizational Data and Information
Knowledge
Business Intelligence and Big Data
Supporting Decisions with Business Intelligence
• SECTION 3.2 – DELIVERING INFORMATION, KNOWLEDGE, AND
INTELLIGENCE ACROSS THE ORGANIZATION
– Collaboration Systems
•
•
•
•
•
•
•
•
Social Business, Collaboration, and Knowledge
Content Management Systems
Workflow Management Systems
Groupware
Video and Web Conferencing
Enterprise Portals
Instant Messaging
The Role of Mobile Devices
Copyright © 2015 McGraw-Hill Ryerson Limited
3-2
Learning Outcomes
1. Explain the defining value characteristics of both
transactional data and analytical information, and the need
for organizations to have data and information that are
timely and of high quality.
2. Describe the difference between knowledge management
and knowledge management systems.
3. Explain what Business Intelligence is and how it is impacting
the way organizations are making decisions in today’s
business environment.
4. Describe what is meant by a collaboration system, and how
such a system can support both structured and unstructured
decisions.
Copyright © 2015 McGraw-Hill Ryerson Limited
3-3
Learning Outcomes
5. Explain the differences between, and the business
advantages of, various types of collaboration systems, such
as groupware, content management systems and workflow
management systems.
Copyright © 2015 McGraw-Hill Ryerson Limited
3-4
DATA, INFORMATION,
KNOWLEDGE, AND
INTELLIGENCE
McGraw-Hill-Ryerson
©2015 The McGraw-Hill Companies, All Rights Reserved
Organizational Data & Information
Learning
Outcome
3.1
For specific business issues, employees must be
able to obtain and analyze all relevant data.
– Data comes in different levels, formats &
detail
– Granularity refers to the level of detail.
• Coarse granularity: summarized data
• Fine granularity: often raw data
– Surprising and valuable results from
compiling, sorting and analyzing data of
multiple types
Copyright © 2015 McGraw-Hill Ryerson Limited
3-6
Classification of Data and Information
Learning
Outcome
Levels, Formats, and Granularities of Organizational Data & Information
3.1
FIGURE 3.1
Copyright © 2015 McGraw-Hill Ryerson Limited
3-7
Transactional Data Versus
Analytical Information
Learning
Outcome
3.1
FIGURE 3.2
Copyright © 2015 McGraw-Hill Ryerson Limited
3-8
Value of Timely Data & Information
Learning
Outcome
3.1
Timeliness of data depends on the decision
that requires it.
– Real Time data and Real Time
information are immediate and up-todate. Permit:
• Smaller inventories
• More efficient operations
• Faster diagnosis and solutions to
problems
• Faster cycle times for cash, sales,
deliveries & payments
Copyright © 2015 McGraw-Hill Ryerson Limited
3-9
Data & Information Quality
Learning
Outcome
3.1
Characteristics of High-Quality Data & Information
FIGURE 3.3
Copyright © 2015 McGraw-Hill Ryerson Limited
3-10
Data and Information Quality
Learning
Outcome
3.1
Examples of Low-Quality Data
FIGURE 3.4
Copyright © 2015 McGraw-Hill Ryerson Limited
3-11
Data Governance
Learning
Outcome
3.1
Refers to the overall management of the
availability, usability, integrity, and security
of organizational data
– Businesses are required to have policies
specifying accountabilities for data
quality, security, privacy and as to who
can access what data & information
– Must comply with government laws and
regulations, and accounting and other
professional policies and by-laws
Copyright © 2015 McGraw-Hill Ryerson Limited
3-12
Knowledge
Learning
Outcome
3.2
“Actionable information” that requires:
– Understanding of the information
– Ability to make inferences between “tidbits”
of information
– Be able to apply the information in the
appropriate context
• Explicit Knowledge—that which can be
documented
• Tacit Knowledge—contained in people’s
heads
Copyright © 2015 McGraw-Hill Ryerson Limited
3-13
Knowledge Management (KM)
Learning
Outcome
3.2
The process through which organizations generate value
from their intellectual and knowledge-based assets
– Codifying employees, partners & customers knowledge
– Cultivating and promoting of use of organizational
knowledge that resides within human experts
Copyright © 2015 McGraw-Hill Ryerson Limited
3-14
Knowledge Management in Business
Learning
Outcome
3.2
• Has assumed greater importance as “baby-boomers”
retire or employees are lost to outsourcing
• Provides a competitive advantage when expertise can be
accessed whenever it is needed
• Knowledge Management Systems (KMS)
– Capture, organize and disseminate knowledge
• Shadowing
– Involves less experienced person observing an expert
• Joint Problem Solving
– Novice and expert working together on a project
Copyright © 2015 McGraw-Hill Ryerson Limited
3-15
Knowledge Management in Business
Learning
Outcome
3.2
• An effective KMS should:
– Foster innovation by encouraging the flow
of ideas
– Improve customer service by reducing
response time
– Boost revenue by reducing time-to-market
– Enhance employee retention by recognizing
employee value
– Streamline operations and reduce costs by
eliminating redundant or unnecessary
processes
Copyright © 2015 McGraw-Hill Ryerson Limited
3-16
KM Technologies
Learning
Outcome
3.2
• Knowledge Repositories
(Databases)
• Expertise Tools often
involving some AI
• E-learning applications
• Discussion and Chat
Technologies
• Search and data mining tools
Copyright © 2015 McGraw-Hill Ryerson Limited
3-17
Crowdsourcing
Learning
Outcome
3.2
• Collecting knowledge from
outside the organization
• Power to tap into emerging
trends
• Cheaper, more innovative and
more customer-friendly results
• Real-time solutions
• Use of mobile technologies
Copyright © 2015 McGraw-Hill Ryerson Limited
Crowdsourcing: The
Crowd is Smarter
than the Individual
FIGURE 3.5
3-18
KM and Social Networking
Learning
Outcome
3.2
• Social Networking Analysis (SNA) is a process of
mapping a group’s contacts to identify who knows
whom and who works with them
• Displays remotely connected employees
• Can identify experts in a required field
• Can create “communities of practice”
• Identifies knowledge flows through an
organization
Copyright © 2015 McGraw-Hill Ryerson Limited
3-19
Business Intelligence
Learning
Outcome
3.3
Application and technologies that are used to gather, provide
access to, and analyze information to support decisionmaking
• Big Data
– Vast quantities of data collected from multiple sources such
as suppliers, customers, competitors etc.
– Analyzed for patterns, trends and relationships for strategic
decision-making
– Term broadly encompasses analytics to data structures
• Business Analytics
– Use of predictive, applied and statistical analysis to explore
an organization’s data
Copyright © 2015 McGraw-Hill Ryerson Limited
3-20
Big Data: A Visual Description
Learning
Outcome
3.3
FIGURE 3.6
Copyright © 2015 McGraw-Hill Ryerson Limited
3-21
Big Data: A Business Example
Learning
Outcome
3.3
How BI Can Answer Tough Customer Questions
FIGURE 3.7
Copyright © 2015 McGraw-Hill Ryerson Limited
3-22
Three Integrated Forms of BI
Learning
Outcome
3.3
• From Operational BI through Tactical BI to Strategic BI
– Analysis becomes increasingly complex and less repetitive
– Risks and rewards from the analysis increase
Three Forms of
BI Must Work
Toward a
Common Goal
FIGURE 3.8
Copyright © 2015 McGraw-Hill Ryerson Limited
3-23
BI’s Operational Value
Learning
Outcome
3.3
The Latency Between a Business Event and an Action Taken
FIGURE 3.9
Copyright © 2015 McGraw-Hill Ryerson Limited
3-24
Categories of BI Benefits
Learning
Outcome
3.3
• Direct Quantifiable Benefits
– Measureable and observable benefits
– For example: lower cost or faster cycle time
• Indirect Quantifiable Benefits
– Measureable but observed through other events
– For example: Increase in customer orders because sales
representatives are happier because commissions are paid more
accurately and faster
• Unpredictable Benefits
– Unexpected. For example: New “green” process has higher profit
margin
• Intangible Benefits
– Not directly observable such as improved reputation or morale
Copyright © 2015 McGraw-Hill Ryerson Limited
3-25
Visual Business Intelligence
Learning
Outcome
3.3
• Infographics
– Charts and pictures representing data sets
– Easily understood comparisons
• Data Visualization and Visualization
Tools
Emerson’s Food
Waste Infographic
– Sophisticated mathematical models
– Ranging from time series graphs to webs of
networks and clusters formed from
thousands of points
– Identifying trends, emerging markets etc.
• Intelligence Dashboard
– Key decision data electronically displayed in FIGURE 3.10
multiple charts, graphs and other
visualization tools
– Dynamically updated in real time
Copyright © 2015 McGraw-Hill Ryerson Limited
3-26
OPENING CASE QUESTIONS
Money Ball: About More Than Just the Players
1.
What data do you think would be important to a business
manager of a team in your favourite professional sport?
2.
How would your answer to the first question differ for the
general manager of the same team?
3.
What types of data do you think would be good metrics for
prospective player identification in your favourite
professional sports league?
4.
What do you see as the primary role of business
intelligence in your favourite professional sports league in
the next few years?
Copyright © 2015 McGraw-Hill Ryerson Limited
3-27
DELIVERING INFORMATION,
KNOWLEDGE, AND
INTELLIGENCE ACROSS
THE ORGANIZATION
McGraw-Hill-Ryerson
©2015 The McGraw-Hill Companies, All Rights Reserved
Collaboration Systems
Learning
Outcome
3.4
• Unstructured Collaboration
(informational collaboration)
Ways Business is
Using Collaboration
– Document exchange, shared
whiteboards, discussion forums
and emails
• Structured collaboration (process
collaboration)
– Participating in business
processes such as workflow,
where the way knowledge is used
is hard-coded as rules.
Copyright © 2015 McGraw-Hill Ryerson Limited
FIGURE 3.11
3-29
Ways Businesses Collaborate
Learning
Outcome
3.4
Collaboration Within and External to an Organization
FIGURE 3.12
Copyright © 2015 McGraw-Hill Ryerson Limited
3-30
Business Uses of Collaboration
Learning
Outcome
3.4
• When expertise is required that is beyond
the scope of an individual or an organization
• Types of collaboration includes:
– Teams, partnerships, strategic alliances
formed internally or externally
• Core competency
– An organizational strength
– Core competency strategy is when an
organization focusses on what they do best
– Teaming up with other businesses adds
complementary resources
• Information Partnership
– Two or more companies integrate their
information systems
Copyright © 2015 McGraw-Hill Ryerson Limited
3-31
Social Business
Learning
Outcome
3.4
• Defined by IBM as that which puts people and the value of human
connections front & center.
• Operates for the benefit of addressing social needs and enables
society to function more effectively.
KM and Collaboration Tools
• Bring people and technology together.
• Use of AI and Social Media to help in knowledge sharing
• Some of the tools Accenture suggests to improve content creation
and sharing are:
–
–
–
–
Wikis
Discussion forums, personal spaces, activity feeds
Visual navigation, rules-based inference engines (AI)
Data mining tools to manage content designed through crowdsourcing
for efficiency and accuracy.
Copyright © 2015 McGraw-Hill Ryerson Limited
3-32
Content Management Systems
Learning
Outcome
3.5
• Provide tools to manage, create, store, edit,
search and publish information in a
collaborative environment.
• Content management reduces duplication,
increases accessibility, improves security
and reduces fraud.
• Provided by large outside vendors but also
smaller suppliers specializing in legal,
medical or other specific application.
Copyright © 2015 McGraw-Hill Ryerson Limited
3-33
Types of Content Management Systems
Learning
Outcome
3.5
Common Types of Content Management Systems
FIGURE 3.13
Copyright © 2015 McGraw-Hill Ryerson Limited
3-34
Workflow Management
Learning
Outcome
3.5
Facilitates the automation and
management of business processes and
controls the movement of work through
the business process.
• Workflow
– Defines all the steps or business rules,
from beginning to end, required for a
business process.
– Workflow software automates many
business tasks and accurately routes
information electronically
Copyright © 2015 McGraw-Hill Ryerson Limited
3-35
Types of Workflow Systems
Learning
Outcome
3.5
• Message-based workflow system
– Uses the email system to send out work assignments.
– Tracks the flow of work completed and to be done.
– Automatically routes the work in process to the next
individual.
• Database-based workflow system
– Project documentation is held in a central location
– Team members log in to access document to work on
• Advantages of workflow systems
– Unified format, process support, allows for communication
and collaboration in a unified environment
Copyright © 2015 McGraw-Hill Ryerson Limited
3-36
Groupware
Learning
Outcome
3.5
Software that supports team interaction and
dynamics including calendaring, scheduling and
video conferencing
• Synchronous Groupware allows collaboration when
team members work together at the same time
• Asynchronous Groupware allows collaboration
when group members are working at different times
• Groupware integrates various systems and
functionalities into a common set of services or a
single application
• Can represent a wide range of systems and different
ways to integrate them.
Copyright © 2015 McGraw-Hill Ryerson Limited
3-37
Communication Types and Technologies
Learning
Outcome
3.5
Supporting Technologies for the Different Quadrants of
Collaborative Communication
FIGURE 3.14
Copyright © 2015 McGraw-Hill Ryerson Limited
3-38
Advantages of Groupware Systems
Learning
Outcome
3.5
Facilitates communication (faster, easier, clearer)
Enables Telecommuting
Reduces Travel Costs
Allows for Sharing Expertise
Facilitates forming groups with common interests
without problems of geographic distances.
Saves time and cost of coordination.
Facilitates group problem-solving
ADAPTED FROM FIGURE 3.15
Copyright © 2015 McGraw-Hill Ryerson Limited
3-39
Videoconferencing
Learning
Outcome
3.5
Also called telepresence, uses telecommunications to
bring people at remote sites together for a meeting.
– Point-to-point links two sites.
– Multi-point links more than two sites.
Supporting Factors
• Over 60% of communication is non-verbal.
• Individuals lose an estimated 2.1 hours a day to interruptions and
inefficient communication
• Latest technology is reliable, easy to use and relatively inexpensive.
• Fosters collaboration at meetings.
• No longer a competitive edge, businesses fall behind if they can’t
communicate in real time over distances with stakeholders.
Copyright © 2015 McGraw-Hill Ryerson Limited
3-40
Web conferencing
Learning
Outcome
3.5
Blends audio, video, and document-sharing
technologies to create virtual meetings.
– Interaction is in real-time using phone, email, text, or VoIP
– Users need an account and to download a small app
– Not restricted to special hardware or software
Videoconferencing
FIGURE 3.16
Copyright © 2015 McGraw-Hill Ryerson Limited
Web conferencing
FIGURE 3.17
3-41
Enterprise Portals
Learning
Outcome
3.5
Single-point Web browser interface used within an
organization to gather, share and disseminate information
• Information gateway, a directory of information with links to
the on-line resource
• Confidential resources are assessed using a login and password
A Typical
Enterprise Portal
for a University
FIGURE 3.18
Copyright © 2015 McGraw-Hill Ryerson Limited
3-42
Uses of Enterprise Portals
Learning
Outcome
3.5
• Primary purpose is to help employees navigate organizational
information
• Secondary purpose is to provide unique content such as:
– Workflow and project management software, expense reporting
& travel reservation applications, & other specialized functions
– Features that support information and knowledge sharing:
• A publishing facility on to which users post and index information
• A automatic indexing facility that immediately indexes
information
• A subscription facility that notifies and distributes relevant
information
• Intelligence agents that understand user preferences to help
him/her find relevant information and present it in a useful way
Copyright © 2015 McGraw-Hill Ryerson Limited
3-43
Uses of Enterprise Portals
Learning
Outcome
3.5
An Enterprise Portal as an Information Space for Knowledge
Management and Collaboration
FIGURE 3.19
Copyright © 2015 McGraw-Hill Ryerson Limited
3-44
Instant Messaging
Learning
Outcome
3.5
Synchronous real-time communications between two
individuals
Uses
• Sharing web links and sound files
• Viewing images stored on someone else’s device
• Streaming content
• Talking
• Texting
Copyright © 2015 McGraw-Hill Ryerson Limited
3-45
The Role of Mobile Devices
Learning
Outcome
3.5
M-learning uses portable, wireless
computing devices to enable mobile learning.
Trends
• SMS used for information dissemination,
retrieval and storage
• Mobile and smart phones for creating &
transferring knowledge at the individual and
group level
• Use of SMS/MMS camera, video, email, chat
and web conferencing for m-learning
Copyright © 2015 McGraw-Hill Ryerson Limited
3-46
OPENING CASE QUESTIONS
Moneyball: About More Than Just the Players
5.
How could a team incorporate social media
collaboration in its player scouting?
6.
What technologies mentioned could scouts use to
better collaborate with each other while preparing for
a player draft?
7.
If you were in Billy Beane’s position today, how do you
think you might convince your team’s upper
management that sport analytics will assist your team
both in marketing the team and fielding a better team?
Copyright © 2015 McGraw-Hill Ryerson Limited
3-47
CLOSING CASE ONE
DreamWorks’ Animation Collaboration
1.
How can companies use Halo to increase their business
efficiency?
2.
Explain how a company like PepsiCo can use Halo to
gain a competitive advantage in its industry.
3.
How can knowledge management be increased by
using a product such as Halo?
4.
Why would a company like DreamWorks, which is not
IT-focused, be interested in collaboration systems?
5.
What are a few of the security issues surrounding this
type of information system?
Copyright © 2015 McGraw-Hill Ryerson Limited
3-48
CLOSING CASE TWO
Enterprise Content Management at Statoil
1.
Why do you think content management is such a critical part of
Statoil’s strategy?
2.
Comment on the utility and importance of Statoil’s use of an
information portal to promote enterprise-wide content
management.
3.
To what extent do you think Statoil’s predicament of information
overload is typical for organizations in Canada?
4.
What lessons learned and insights from the chapter’s discussion on
the factors affecting the adoption and use of enterprise portals
could help promote Statoil’s adoption and use of its content
management initiative?
Copyright © 2015 McGraw-Hill Ryerson Limited
3-49
CLOSING CASE THREE
Leveraging Knowledge at Bell Canada
1.
Do you think employing social networking software will be
commonplace in corporate environments in the future? What are
the drivers of the use of such software? What are the inhibitors of
its use?
2.
Why is email not conducive to collaborative work? How are Web
2.0 technologies better suited to support collaborative work?
3.
What is the advantage of having Web 2.0 software functionality
built upon a strong underlying ECM platform?
4.
What factors contribute to the current low level of adoption of
enterprise content management software by corportations?
Copyright © 2015 McGraw-Hill Ryerson Limited
3-50