Knowledge Management Leveraging - Assignment Example

Knowledge Management Leveraging 1. Introduction Nowadays, in order to thrive in this competitive world, a business enterprise has to be “globally competitive”. But what does it take to be globally competitive? Unless you live in an isolated enclave, it means you have to be always attuned and be interdependent with its ever changing external environment (Skyrme, 2007). There is significant realization that knowledge is becoming fundamental and knowledge-intensive industries are growing in numbers particularly for professional service organizations. It must be realized that: (Skyrme, n.d) There is an increasing proportion of today’s wealth creating industries is knowledge intensive. Media, pharmaceuticals, high technology (including the Internet) and professional services are all growing several times faster than traditional industries. It is estimated that more than 70 per cent of work is information or knowledge related. Even manufacturing industries now have more people who are knowledge workers rather than manual workers. There is increasing value in intangibles. The value of many companies as expressed in their stock price is frequently ten times or more than that of the assets as recorded in their financial accounts. The difference is largely attributed to intellectual capital, which includes intangible assets, such as brands, patents, copyrights and other forms of intellectual property, and know-how. There is growth in markets for trading of knowledge assets. There are a growing number of traders of intangible assets, from recruitment brokers to traders in financial derivatives, themselves pure knowledge products created by human ingenuity. Another example is the electronic market for integrated circuit designs, where buyers can check if the functions they need exist, then buy the rights to use that design if it does. The Internet is fuelling the growth of such trading, making it easier to publicize intellectual property and handling the collection and distribution of rights payments. High fees are paid for in-demand performers, whether city traders, analysts or chief executives. When such people move companies, the share prices of the firms they leave and join often follow them. With the use of state-of-the art technology in I.T. and communications, this generation is evolving a networked and distinctive global knowledge economy where business entities and activities are leveraging on intensive knowledge power that changes the fundamentals of business, where value is on intangibles, and where the old practice and rules no longer apply (Skyrme,2008). Big multinational companies like Toyota Motor Corp., Coca-Cola, Ford Motors, Nike, Adidas, etc. are just some of the successful companies now operating globally. Do these companies have secrets to the success of their operations? What they have in common is Good Market Efficiency, a criterion pointed out in the World Forum on Global Competitiveness as one of the indicators for successful business organizations (Schwab, 2010). As thousands of small businesses startup every year, so are new concepts and strategies that are introduced to simplify systems and get more good results. Currently, a new emerging paradigm is used as a tool to rationalize and achieve strategic objectives that leads to global competitiveness. This is known as Knowledge Management (KM). A business organization is meant to deliver quality customer products and services but the way to achieve this differ from one firm to another and successful companies do share common features (Finklestein, 2010). In this academic exercise, this paper attempts to present what one should learn about Knowledge Management, map out, create and apply knowledge management underlying processes and tools into a concrete plan that will address organizational issues identified with JC Penney Co., one of the pioneering and well-known companies in the retail and catalogue firms in the U.S. II. LEVERAGING ONE’S POSITION OVER COMPETITORS THROUGH KNOWLEDGE MANAGEMENT After the concepts of Osborne and Gaebler on “Reinventing” and “ Reengineering”, a new discipline, Knowledge Management, is now gradually gaining popularity. As stated in Dr. Skyrme’s article on ‘KM: Making It Work’ , it articulated on the following KM approaches and 7 levers: “To make KM work, the first approach requires better sharing of existing knowledge, that is, mapping business processes across industries so as to transfer learning from one industry to another originating from some other part of the world. The second approach requires creating and converting new knowledge through the process of innovation into worthwhile (i.e. valuable) products, services or processes that gives long time payoff” (Skyrme,n.d.). Organizations focus on little knowledge ‘levers’ that amplify their efforts and result in better organizational performance. (Refer also to Attachment 1) Most programs leverage value through knowledge by concentrating on just these seven levers: Customer Knowledge - the most vital knowledge in most organizations Knowledge in Processes - applying the best know-how while performing core tasks Knowledge in Products (and Services) - smarter solutions, customized to users' needs Knowledge in People - nurturing and harnessing brainpower, firm’s most precious asset Organizational Memory - drawing on lessons from the past or elsewhere in the organization Knowledge in Relationships - deep personal knowledge that underpins successful collaboration Knowledge Assets - measuring and managing your intellectual capital. The companies may choose any one or combined levers shown above. Several recurring critical success factors: (Skyrme,2007) Knowledge Leadership - a compelling vision actively promoted by senior management Clear Business Benefits - tracking success and developing new measures Systematic Processes - including knowledge mapping and IRM (Information Resources Management) A Knowledge Sharing Culture - teams that work across boundaries Continuous Learning - though pilots /or prototype projects and learning networks An effective information and communications infrastructure - groupware and other collaborative technologies, such as an intranet III. The Significance of Knowledge Management (KM) Surmacz, J. described that “some benefits of KM correlate directly to bottom-line savings, while others are more difficult to quantify. In today's information-driven economy, companies uncover the most opportunities — and ultimately derive the most value — from intellectual rather than physical assets. To get the most value from a company's intellectual assets, KM practitioners maintain that knowledge must be shared and serve as the foundation for collaboration. Yet better collaboration is not an end in itself; without an overarching business context, KM is meaningless at best and harmful at worst.” Consequently, an effective KM program should help a company do one or more of the following: (Surmacz, 2005) Foster innovation by encouraging the free flow of ideas Improve customer service by streamlining response time Boost revenues by getting products and services to market faster Enhance employee retention rates by recognizing the value of employees' knowledge and rewarding them for it Streamline operations and reduce costs by eliminating redundant or unnecessary processes These are the most prevalent examples. A creative approach to KM can result in improved efficiency, higher productivity and increased revenues in practically any business function. (Surmacz, 2005). “What is knowledge management in the context of an organization? The value of Knowledge Management relates directly to the effectiveness with which the managed knowledge enables the members of the organization to deal with the current situations and effectively envision and create their future (Bellinger, System Thinking.2004). Bellinger described that “without on-demand access to managed knowledge, every situation is addressed based on what the individual or group brings to the situation with them. With on-demand access to managed knowledge, every situation is addressed with the sum total of everything anyone in the organization has ever learned about a situation of a similar nature. For example, which approach would you perceive would make a more effective organization? (Bellinger, The Knowledge, 2004). There are several definitions of knowledge management. Dr. Skyrme defined KM in two different perspectives giving different parameters: “Knowledge Management” as a system used to facilitate learning, innovation and sharing to achieve the strategic objectives of an organization. It is also important to note that knowledge encompasses both tacit knowledge (in people’s heads) and explicit knowledge (codified and expressed as info in databases, documents, etc.). Another interpretation of its definition is that Knowledge Management is the explicit and systematic management of vital knowledge - and its associated processes of creation, organization, diffusion, use and exploitation - in pursuit of business objectives. ” (Skyrme,D.,2007) KM has the techniques and tools to identify future knowledge requirements of the organization to achieve its strategic objectives. IV. Organizational Issues Learned 4.1 Brief Company Background As presented in its online profile, J. C. Penney Company, is described “as a holding company for department store operator J. C. Penney Corporation, one of the largest department stores, catalogs , and e-commerce retailers in the US with more than 1,100 JC Penney department stores in 49 states and Puerto Rico. J. C. Penney Corp., its only subsidiary, was founded in 1902 by James Cash Penney. J. C. Penney Company, a public traded entity, sells family apparel and footwear, accessories, fine and fashion jewelry, beauty products, and home furnishings through department stores and catalogs, as well as through the Internet at jcp.com. Its tough competitors in the industry are: Kohl’s Corp. (KSS), Macy’s, Inc. Sears, Roebuck and Co. The company is based in Plano, Texas.” (JC Penney, 2010) Its Long term Plan include three target-bases: One, CUSTOMERS - JC Penney aims to become America’s favorite retail destination for apparel, accessories and home fashion. Second, MERCHANDISE – JC Penney aims to consistently delight its customers with their merchandise and services. Third, ASSOCIATES – It aims to become the preferred choice for a retail career as well as build a company culture that fosters innovation and teamwork. (JCPenney.net) 4.2 People and Organizational Setbacks Regarding organizational culture dysfunctions, it included: a voluntary retirement program that saw half its store managers leave, putting less experienced managers in charge, too much formality in the working environment, presence of internally arranged pseudo-vigilant band of employees assigned to report to management those speaking and acting against management, decentralized structure, decorating cubicles is not allowed among others, only entertain in-house hiring (Chhajar, Sunil Kumar, 1984). Consequently, these dysfunctions resulted to a recorded fast turnover rate of employees, rigid hostile working environment, unsatisfied employees, no openness to share ideas, decreased innovations and creativity, increased deterrent attitudes that lowered efficiency, increased turnover, and difficulty in attracting new talents. (Chhajar, Sunil Kumar,1984). 4.3 Learned Technology Setback JC Penney may look to be perfect with what and where it is today. However, it was also reported to have reflected upward and downward trend in its earnings which analysts have accounted to the following incidents: inventory and replenishment problems resulting to a slow response to fashion trends. JC Penney's performance was badly hit as operating earnings dropped 0.6 percent and sales slumped 2 percent; (as reflected on the issue: “Inventory Problems.”). It also has to manage isolated cases of lapse in data storage security: Gordon Rapkin, President and Chief Executive of data security vendor Protegrity, told SC Magazine US.com that JC Penney is ultimately responsible for making sure their customers' information is secured. The personally identifiable information of about 650,000 customers of JC Penney and other retailers is at risk after a data tape went missing from storage vendor Iron Mountain. ( Washkuch, F. Jr. ,2008). (See attachment 2) V. MOVING AHEAD WITH A KNOWLEDGE MANAGEMENT PLAN 5.1 APPROACHES, STRATEGIES AND TOOLS The recommended strategies in this plan will always take into consideration JC Penney’s Long Term Plans and the earlier mentioned “levers” and critical success factors. The following have been derived from the bucket list recommended by Dr. D. Skyrme which is guaranteed to make knowledge management work in the playing field. 1. KNOWLEDGE SHARING CYCLE 1.1 Identifying: Information Audit: a process of identifying core knowledge needs and how well they are met; identifying duplication of efforts and key gaps identified Knowledge mapping: visual presentation of location and structure of knowledge Expertise Profiling: identifying experience and knowledge of individuals to be involved in the process Text mining: procedures of identifying core concepts within a body of textual material; Conceptual mapping: visual mapping of knowledge and showing relationships between entities. 1.2 Gathering: Interviewing : conducting semi-structured interviews a means to collect explicit core knowledge Intelligent Agents: software that searches the Internet and alerts the user when new items of interest have been downloaded Search/Retrieval: a core feature of knowledge-based software, a prevalent way to search info from the Internet 1.3 Organizing: Use of thesaurus: defined vocabulary of terms Knowledge Trees: a visual presentation of categories of information Meta-data Tools : facilities to facilitate access to a block of data 1.4 Sharing: Best practices : a best practices database is a common project within a knowledge managed program Office design : good office design takes account of people flow, provides areas for informal areas wedge exchange Share Fairs : an event that collect data from participants or knowledge providers and other users; Communities of Practice : an informal network of community that cuts across normal department boundaries to develop and share knowledge around a common interest or problem; Document management : providing a systematic document storage and easy retrieval for use of the community; Portal : a single point of access to information and knowledge in different forms; Knowledge Centers : are typically staffed by information scientists (librarians) who act as conduits between requesting party and supplier of knowledge. 1.5 Learning After Action Reviews (AAR) :is a systematic process carried out at the end of an assignment that asks: what should have happened? What actually happened? What can we learn from what went wrong and what went right? Project Reviews : assessing lessons learned after a session; Decision Diaries : a rundown of decisions made are important to be recorded as good reference to future decision making; External forums : events and networking with external peers, example: meeting of a professional society; Storytelling : use of stories as a way transferring knowledge; 1.6 Applying Packaging : putting knowledge in a form that makes it widely accessible; Decision Support : using knowledge to inform decision making Process/Workflow : embedding knowledge into a process to improve quality and consistency Case-based reasoning : using a special type of artificial intelligence software 1.7 Evaluating KM Assessment: an assessment of KM activities, programs gauged on acceptable standards IC measurement and accounting: a formal approach of classifying intellectual capital into its components and developing matrices to assess how they change over time. Benchmarking: comparison of a specific process with other organizations or units carrying out the same process; the comparison is done via set of metrics that may reflect input parameters, processes, inputs/outcomes. 2. INNOVATION CYCLE 2.1 Create Creativity techniques: over 80 distinct techniques described in Gundy book Brainstorming or Creative Abrasion : where people discuss and form different perspectives ideas; Skillful dialogue: an approach in which discussion is structured to reveal assumptions as well as surface new ideas Morphological analysis: a specific approach in which functions of a product are described and new combinations or alternatives are sought 2.2 Codify Design Methods: different disciplines have their own formal approaches for designs; these represent knowledge that was once tacit or ad-hoc and has been systematized; Algorithms : use of core algorithms that embody design rules based on past experience PDM (Product Data Management) : repositories for storing information about components that go into a complex product Methodologies: usually documentation of systems, procedures, guidelines, represents codification of good practice EBOK (Engineering Book of Knowledge): repository of knowledge used by design engineers 2.3 Embed Prototyping : initial ‘proof of concept’ of new knowledge Packaging: knowledge is made explicit and organized into some form of package as in a database entry Software Development: a process used to embed knowledge into routine activities or workflow routine Process Engineering: in manufacturing industry, it is this activity that turns new knowledge into high volume production 2.4 Diffuse Marketing: effective marketing, a common way to promulgate new knowledge as in publications, brochures or the traditional marketing approaches E-marketing: use of the Internet to diffuse knowledge in wide scale and scope Networking: less structured and intangible knowledge informal networking is one of the effective ways of disseminating The above cited strategies and approaches ensure that the following elements are included: Knowledge Teams - multi-disciplinary, cross-functional Knowledge (Data)bases - experts, best practice Knowledge Centres - hubs of knowledge Learning Organization - personal/team/org development Communities of Practice - peers in execution of work Technology Infrastructure - Intranets, Domino, doc mgt Corporate Initiatives - CKOs, IAM, IC accounting 5.2 KNOWLEGEMENT MANAGEMENT TOOLS KNOWLEGEMENT MANAGEMENT TOOLS DESCRIPTION 1. Time Maps A visual-matrix index of the events, research topics, people, and publications, organized by time, for a specific area.  An electronic zoomable canvas allows embedding a large amount of information in a single plane. 2. Electronic yellow-page directories Aid in finding hard-to-access tacit knowledge resources by providing access to experts.  They also organize existing web sites and serve up a variety of explicit knowledge assets in understandable ways. 3. Apprenticeship programs Are typically one-on-one type relationships where an expert coaches a less experience person in various forms.  4. Best practices and lessons learned Typically present the situation, the options, choices taken, and the results for a typical decision problem. They are widely used in natural resource management and can be extensively found on the internet 5. Scientific content management sites Collects knowledge in some kind of web-based content management system.  First, the knowledge has to be found, organized, synthesized, reviewed for quality, and uploaded for availability.  Second, the knowledge content has to be updated and maintained so it keeps its currency.  Software systems exist that support both of these functions. 6. Simulation models Are a popular way to organize specific problem solving knowledge and provide precise, quantitative answers to guide natural resource managers.  Most such models have not yet been converted to execute over the internet, however, many simulation models can be 7. Frequently asked questions In the course of performing a job, people naturally identify questions that their coworkers or their clients ask repeatedly.  It is worthwhile to document and develop useful and standardized answers for these types of repetitive questions.  Web-based systems also exist that specialize in the management of these questions. 5.3 Knowledge Management Framework This paper recommends the adoption of the Knowledge Management framework formulated by Dr.Skyrme. The above Knowledge Management framework covers aspects of organizational design, information and knowledge processes as well as technology and people. 5.4 IMPLEMENTATION PHASE Completion of the project implementation phase requires, as follows: Short Term (1-4months) Knowledge Sharing Cycle 1. Organizing & Staffing of the Ad-hoc KM Committee Creation of an Ad-hoc KM Committee with its desired Sub-Committees To start the ball rolling, selecting, and designating or formulating a good team that cuts a broad cross section of disciplines is important to take in charge of scheduling and managing the knowledge initiatives and, if necessary, initiate the required activities for the purpose. This is also a recommendable step to identify areas of responsibility and accountability. Conduct of Knowledge Audit and Company Gap Analysis At this stage, conduct of knowledge audit and company gap analysis are important initial processes to assess and learn where your organization stands, what knowledge it already has, it does not have and what data need to be disposed of and that which can still be of use. Dr. Skyrme reminds that “it is important to note that knowledge should encompass both tacit knowledge (in people's heads) and explicit knowledge (codified and expressed as information in databases, documents etc.) so as to derive good knowledge programs that will address the processes of knowledge development and transfer for both these basic forms.” (Skyrme,n.d.) 2. Identifying Value and Other Knowledge Requirements -Gap Analysis -Knowledge Audit -Support to KM Enablers (2 months) c. Gathering, Filtering/Validating d. Sharing, Learning, Applying and Evaluating Long Term (4-12 months) A. Innovation Cycle a. Creation b. Codification c. Embedding d. Diffusion e. Extending Value Added to Product . 5.5 CONCLUSION Today, people realize that ‘Knowledge’ is a fundamental asset and there is an upsurge for its demand from the growing number of knowledge-intensive industries like robotics, ICT, media and the like that create wealth for industries. Knowledge Management is not a hit and miss system that one can easily toy about. To come up with a viable plan that uses Knowledge Management , it is realized that it requires to capture interdisciplinary expertise and to focus on creation and innovation. It may recommend different approaches as in the sharing and innovation cycles. There are KM practitioners who attested that KM can bring significant benefits for organizations if properly managed. With continued changes occurring in the external and internal environment, expect that more new features of Knowledge Management are sure to be developed and utilized to derive better results in products and services. According to Mike Davidson, regardless of whatever management transformation there is, the following still remain as the basics: Mission: What are we trying to accomplish? Competition: How do we gain a competitive edge? Performance: How do we deliver the results? Change: How do we cope with change? As such, knowledge management, and everything else for that matter, is important only to the extent that it enhances an organization's ability and capacity to deal with, and develop in, these four dimensions. (Bellinger, Gene,2004) WORKS CITED 1. Bateson, Gregory. Mind and Nature: A Necessary Unity. New York: E.P. Dutton, v.8. 1988. 2. Bellinger, Gene. “Knowledge Management-Emerging Perspectives”. 2004. Systems-thinking.org. Web. Nov.21, 2010 http://www.systems-thinking.org/kmgmt/kmgmt.htm 3. Bellinger, Gene. “Systems Thinking: An Operational Perspective of the Universe”. 2004. Web. Nov. 20, 2010. http://www.systems-thinking.org/systhink/systhink.htm 4. Bellinger, Gene. “ The Knowledge Centered Organization: A Dream Quest ” 2004, n.d.,Web.Nov.2010. http://www.systems-thinking.org/tkco/tkco.htm 5. Chhajar, Sunil Kumar. “Remaking JC Penney’s Organizational Culture”,Slideshare.net . n.d. Web. Nov.21, 2010. PowerPoint http://www.slideshare.net/Sunichhajar1984/remaking-jcpenneys-organizational-culture-presentation 6. Finklestein, R., “What Successful Businesses Have In Common”. Feb.24, 2006. Entrepreneur. Web. Nov.20, 2010. http://www.entrepreneur.com/management/leadership/article83764.html 7. “Inventory Problems, Among Others, Seen Hurting J.C. Penney.” accessmylibrary.com. 1998. Web. Nov. 20, 2010. http://www.accessmylibrary.com/article-1G1-21137890/inventory-problems-among-others.html 8. “Profile: JC Penny”, JC Penney.com. Web. Nov.21, 2010. 9. Schwab, K. “The Global Competitiveness Report 2010-2011”, World Economic Forum,2010.Web. Nov.20, 2010 http://www3.weforum.org/docs/WEF_GlobalCompetitivenessReport_2010-11.pdf 10. Senge, Peter. The Fifth Discipline: The Art & Practice of the Learning Organization, Doubleday-Currency, 1990. 11. Skyrme, D.J. “KM Basics”. 2007 Resources., D. Skyrme Associates, Web. Nov.21,2010 http://www.skyrme.com/resource/kmbasics.htm 12. Skyrme, D.J. “KM: 10 Facts and Myths ”,2008. Web.Nov.20,2010 http://www.skyrme.com/resource/10myths.htm 13. Skyrme, D.J., “Knowledge Management: Making It Work ”. IAEA.ORG .n.d. Pdf .Web. Nov.21,2010. http://www.iaea.org/inisnkm/nkm/CD-NKM/Handbook%20of%20NKM%20-%20Working%20Material%20-%20November%202008/pdfs/050.pdf 14. Surmacz, Jon. “The ABCs of Knowledge Management”. Km-articles.blogspot.com April,2005. n.p. Web. Nov.21, 2010 http://km-articles.blogspot.com/2005/04/abcs-of-knowledge-manageme_111373555456479969.html 16. Washkuch, F. Jr. “Data of 650,000 customers of JC Penney, retailers at risk”. SCmagazineus.com . Jan.2008. Web. Nov. 21, 2010. http://www.scmagazineus.com/data-of-650000-customers-of-jcpenney-retailers-at-risk/article/104368/ 17. Wilson, Bob. “Utilizing Data Dedupication Technology”. Busmanagement.com http://www.busmanagement.com/article/Utilizing-Data-Deduplication-Technology/ Attachment 1 GENERAL SHIFTS IN KNOWLEDGE MANAGEMENT FOCUS ATTACHMENT 2 http://www.scmagazineus.com/data-of-650000-customers-of-jcpenney-retailers-at-risk/article/104368/ Data of 650,000 customers of JCPenney, retailers at risk Frank Washkuch Jr. January 18, 2008 The personally identifiable information of about 650,000 customers of JCPenney and other retailers is at risk after a data tape went missing from storage vendor Iron Mountain. The Social Security numbers of 150,000 people were on the backup tape, which vanished last October, according to representatives from GE Money, which handles retail credit card operations. The backup tape was being stored at an Iron Mountain warehouse when it went missing. The tape was not checked out of the facility, a GE Money spokesman said. A statement released today by JCPenney said only that GE Money had made the retailer aware of the breach and is notifying customers. The statement referred inquiries to GE Money's public relations department. GE Money spent two months reconstructing the tape and is paying for one year of credit-monitoring service for affected customers. JCPenney expects to complete the notification process next week, according to published reports. A representative from GE Money could not be immediately reached for comment. Iron Mountain spokesman Dan O'Neill said today that there is no evidence that the tape was obtained by an unauthorized person or has been misused. To access the sensitive information on the media, an individual would have to have specialized knowledge, he said. “An accidental loss of a backup tape is not an identity theft issue or a crime. It is distinctly different from previous cases of malicious hacking or PC theft. Since we notified GE Money of the missing backup tape in October, there has been no evidence to suggest that any person's identity has been compromised as a result,” O'Neill said. “And we don't know of any incident, ever, when a backup tape has resulted in identity theft.” The most prominent retail breach to date was the 2005 infiltration of the databases of TJX Companies, the parent company of T.J. Maxx and other chains. The hacking is believed to have begun at a Marshalls store in Minnesota, although others have suggested the suspects gained initial access at two Marshalls locations in Florida. A group of New England banking associations claimed that hackers stole 94 million account numbers in the incident, but TJX maintains that 45.7 million accounts were accessed. Avivah Litan, Gartner vice president and research director, told SCMagazineUS.com today that JCPenney had likely outsourced its data storage to Iron Mountain believing that the vendor could do a better job with security than the retailer could. “This is the first documented case where a trusted service provider, like Iron Mountain, has lost a tape, so it's kind of damned if you do and damned if you don't,” she said. “The whole chain of trust is broken now. In the case of TJX, they were doing everything themselves, and up until now, there hadn't been a case like this. So this deflates the hope of finding trusted third parties.” Gordon Rapkin, president and chief executive of data security vendor Protegrity, told SCMagazineUS.com today that JCPenney is ultimately responsible for making sure their customers' information is secured. “I always follow the chain of responsibility, and it starts with someone charging his or her credit card data to JCPenney and transacting his or her business with JCPenney,” he said. “For all they know, [consumers] were doing business with JCPenney and not Iron Mountain.” Popular blog consumerist.com claimed Tuesday that a “major retailer” had suffered a large credit card data breach, resulting in a surge of fraud reports from its readers, although it is unclear whether that has anything to do with the JCPenney incident. The personal or financial data of more than 217 million Americans has been compromised since the beginning of 2005, according to the nonprofit Privacy Rights Clearinghouse. Steven Sprague, CEO of Wave Systems, a data-security vendor, told SCMagazineUS.com today that encryption is an easy solution to ensure that personal information is not accessed improperly. “The need to encrypt all data is reaching the point where it's for everyone,” he said. “Whether [dealing with] Iron Mountain or others, stuff happens, and when you encrypt the data, you don't have to rely on other people as much.” Read More