Information Communication and Knowledge Management - Essay Example

INFORMATION, COMMUNICATION AND KNOWLEDGE MANAGEMENT Si3 Integration, Innovation and Intelligence BY March 6, 2007 INTRODUCTION In toady's world of diverse technological needs and the requirement for a support system that cater to all the specifications required by various governments, businesses as well as individuals, there is a need for an appropriate IT systems integrator which will promote the utilization of resources for more effective knowledge management. Knowledge is the key capital in any organization today and this has been demonstrated by the design of IT systems that integrate knowledge management tools in their software and models. (Wilson, 2002) In this regard, the study of an IT system integrator that uses knowledge management in a country like Pakistan will be relevant to the globalization trends as well as the study of an Asian and developing country. This will give a more current and topical feel to the subject. 1. CROSS-FUNCTIONAL VIEW OF INFORMATION PROCESSING ACTIVITIES AT Si3 In this regard, as a country Pakistan is growing everyday by leaps and bounds in the technological arena. Hence, it has been seen that a country that is in the depths of development is always in dire need of a unique knowledge management system. In this regard, Si3 is Pakistan's leading IT Systems Integrator. As a model for IT integration, It has the capacity and experience for providing strategic technology solutions to business. It is providing IT solutions to different industries such as Financial Services, Oil & Gas, Telecommunications and to Public Sector. These industries have widespread use of the tools of knowledge management as the information from within needs to be transmitted to effectively to various external parties in terms of policies, financial statements, innovations, among other. (Wilson, 2002) Therefore, it has been observed that this IT system integrator has the capacity to promote knowledge management within its own framework. Knowledge and information have become almost interchangeable in their ability to transform workplaces and make the rest of the aware of the various activities that take place within it. Recognizing this premise, the company is providing result-oriented solutions to various industries. It is working with its alliance partners with an unmatched level of domain knowledge. It empowers organizations with inventive and scalable technology solutions thereby increasing the industry's competitive advantage and return on investment. (Wilson, 2002) Before delving any deeper into the elements of this brand of knowledge management, it is important to study and analyze the exact implication for this management tool as regards an information management. (Source: Wilson, 2002) This diagram depicts the growth of titles using knowledge management. In this regard, information management may be defined as something that involves deploying new technology solutions, e.g: content or document management systems, data warehousing and portal applications. It covers all the systems and processes in an organization for the creation and use of corporate information. Information is the most pervasive element across all human actions and interactions. Managing information has become one of man's most difficult tasks. Variety of information sources has changed information from mediocrity of data to a natural efficacy and requirement. Information management involves people, processes, technology and content. (Wilson, 2002) Knowledge management encompasses strategy, method, practice and approach in an organizational context. Data represents facts or values of results and has the capacity to represent information. Patterns of relations of data, and information have the capacity to represent knowledge. This shows a strong connection with the premise that Si3 operates on in terms of the use of various tools of information technology to integrate the knowledge within the organization. This also promotes a stronger and wider base for communication. In this regard, Si3 also shows that communication management is a vital phenomenon in organization and is extremely important in an organization. In general, efficient communication in an organization contributes directly or indirectly to improved organizational performance. Effective information, communication and knowledge management should focus on recognizing and managing complexity, should deliver tangible and obvious benefits and aims to deliver faultless user experience. If we are to study Si3 through the diagram provided to depict the reach of Wilson's model, we will find that this system is compatible with the level of applicability of Si3 through its focus on the management of complexity. Since the term knowledge management has come to encompass the various elements of information transmission and management, it also shows that Si3 delivers a wide ranging base for the growth of knowledge management by empowering customers. This in turn, encourages them to focus on their core business by helping them to maintain cohesion and consistency between information and technology. The organization strives to maximize benefit from information stores within their area and beyond. This shows a focus on knowledge management which has been integrated into its system through a deep analysis of the information that can be used accordingly. (Wilson, 2002) The organization transforms diversity of information and complexity of technology into a detailed collection, which represents the need for intelligent and innovative drive towards integration of information and technology. Thus, with use of words like intelligence and innovation, it is understood that there is a lot of scope for the use of tools like intellectual capital which this IT system supports. Intellectual capital thus finds the scope for growth and development through a focus on the use of intelligence and innovation in this system. (Wilson, 2002) In this regard, the importance of knowledge management comes to the fore in terms of its applicability in any information management system which integrates the use of knowledge. (Wilson, 2002) 2. AN ALTERNATIVE VIEW OF INFORMATION ENVIRONMENT AT Si3 Knowledge management has the scope to encourage learning within the organization. Without learning something everyday, effective knowledge management has been deemed impossible. In this regard, training and development have been seen as strategic partners and tools of knowledge management. (Jones, 1995. p 61 to 77) As regards development, Si3 is an organization committed to creating partnerships with customers for delivering technology integrated and process driven solutions. This aspect of Si3 has a strong focus on learning within the organization through its focus on customer satisfaction. It spurs resources from skills to infrastructure by providing thorough industry knowledge, experience and best practices. It enables customers to focus on their core business by fulfilling customers' information management as well as technology demands and expectations. "Si3 constitutes a hallmark of responsiveness, reliability, resilience, empathy and tangible delivery of services with a commitment of loyalty to customers." (Si3, 2007) This in turn, recognizes the need for an integrated system that will help promote various shared learning methods through the creation of cognitive strategies that will in turn, promote the flow of knowledge along smooth flowing lines. (Boisot et al, 1999. p 525 to 536) Si3 operates by offering a unique set of services best suited to meet the customers' information management requirements. It is committed to keep the customer's interest first by cultivating partnerships with leading global technology manufacturers. This shows a strong leaning towards communication management and the creation of a fitting environment for further training and development in this regard for effective communication within the organization. (Jones, 1995) 3. Managing the balance between exploitation of knowledge and exploration of knowledge at Si3 Exploitation of intellectual capital and knowledge is the first and foremost area through which an organization in a developing country may tap into its resources and transform the same from latent to active. (Kirk, 1999) Si3 has the capacity to use knowledge in order to turn potential customers into customers. It does so by being the first major company in Pakistan, which has the capability to provide a total End-to-End Systems Integration solution to its clients. These end to end solutions work in the arena of providing the scope and sources for collection of data as well as the tools with which this data may be linked with the operational goals as well as the customer satisfaction methodology followed by the organization. It works with the senior client executives to gain an understanding of their business strategy and to explore the possibilities of solutions. Si3 professionals suggest for aligning technology requirements, which are necessary to support such a strategy. Detailed analysis helps in outlining gaps in the client's IT environment. This helps in developing a customized services solution for achieving the integrated IT environment for the client. These customized services are a part and parcel of the direction that an average organization takes when it comes to transmission and utilization of information and knowledge. (Kirk, 1999) 4. A perspective of an organizational learning and learning communities at Si3 "It is our significant investment in human resources, which has enabled us to provide solutions to complex technology challenges posed by our customers." (Si3, 2007). This proclamation demonstrates the fact that Si3 believes in the use of intellectual capital and the development of the same through various training and learning strategies that are subtly supported by it integrative model. (Davenport, 1999) In this regard, it is imperative to note that without learning values and an atmosphere for shared learning, the application of any integrative system will not involve full participation or generate positive contribution of people from all corners of the organization. This will render failure of the application of such a model. For this kind of application, the creation of a certain culture and value base through tools like awareness and learning are the only answers. (Davenport, 1999) The values set by Si3 drive their employees to learn, perform and grow. Si3 attracts and retains outstanding skill set to deliver world-class solution for information management to meet their customers' demands. The learning environment at Si3 helps for providing scalable and interoperable technology solutions. It is a process driven company with conformity to international standards. An awareness of these international standards is the foremost requirement that has been identified by Si3 in its designing stage. This awareness further fuels the motivation for working towards integrating this knowledge and its application within the organization and the IT systems integrator that its uses. In this regard, the integrative system used will be one based on learning and the creation of an informal learning structure through the creation of learning communities. (Davenport, 1999) The learning community at Si3 designs, develops, organizes, operates and maintains IT solutions and technology infrastructure, which promotes and adds value to their client' core business. "At Si3, we select people with integrity, intelligence, passion and the ambition to make a mark through delivery of high quality results." (Si3, 2007) Challenge, innovation and professionalism drive the learning community at Si3. The value-based organization is run by principle-centered leadership. The organization promotes diversity, personal individuality, and the role and contribution of each employee in the organization. "At Si3 we firmly believe that teamwork creates more value and generates more opportunities than individuals working alone. Strong professional relationships are built on both collaborative work and 'unstructured' time to relax and get to know each other. We are not limited by 'office relationships' and host social events from time to time, so you can interact with co-workers in an informal atmosphere." (Si3, 2007) Continuous training at Si3 helps the employees to keep in pace with the current needs of time and technology. "Our system of regular reviews guarantees that all employees receive performance evaluations and constructive feedback that enables them to grow professionally. We have informal mentoring within the organization, allowing us to select experienced managers from within to guide and provide valuable career advice." (Si3, 2007). People and culture are the greatest asset for the company. The diversity at the organization helps in smooth global functioning of the organization. 5. VALUING INTELLECTUAL CAPITAL AND ASSETS AT Si3 Expertise means many things to many people due to the sole reason that it includes a lot of elements that contribute to the organization strength when it comes to the achievement of goals. Whether it is in the Research and Development department or the marketing department of the organization, this term has been categorized to imply a lot of things which an employee must possess for the relevant department in terms of characteristics of basic mental competency. (Boisot et al, 1999) In this regard, the growth of intellectual capital comes from the perspective that the organization is a collection of people and their skills. The memory base formed thereof affects the behavior for cognitive and innovative thinking accordingly. (Jones, 1995) This competency has a strong nexus with the competitive advantage that an organisation has and the quality of the same. The characteristics of this competency may be creativity, foresight and intellect, among numerous others. This promotes the environment for the growth of intellectual capital along the lines of the information system and technology applied within the organisation. (Jones, 1995) Employees working at Si3 have a vast experience gained in globally famous companies such as; IBM, PWC, Unilever, AT&T, Accenture, Deloitte, Unisys, KPMG and MCI System house. They have PMP, CCIE, industry related qualifications and certifications. Tools at Si3 comprises of software for Project Management, GIS (ESRI, Arcview), Business Process Mapping and Technical Architecture Representations. Methodologies for Project Management have been adapted from PMI. Si3 has partnership with leading companies in the world. e.g: IBM, Oracle, , NetApp, Cisco, etc. Si3 started its operation in 2004 and in a short period of time it has won large projects, especially in financial services and logistics industry. This has been possible due to the expertise of human intellect and professionalism. They have the experience to transform challenges into a competitive advantage within the market place. One hundred and thirty professional have the ability to deliver strategic technology solutions for achieving real business results. They have more than fifteen years of experience within various industries such as banking, oil & gas, defense and public sector. This diversity links internal strength with the external resource. 6. Opportunities for Information and Knowledge Management at Si3 Si3 assists its customer with Systems Integration Services by transforming the strength of their technical team to their customers' organization. Customers are helped in the development of a variety of technologies. The company integrates the customer-selected technologies for delivering IT solution, which fulfills the customer's IT goals and objectives. These objectives are a part and parcel of any integrative model. (Eaton et al, 1991. p 156 to 165) Solution Deployment services include establishment of Data Centers, Network Operation Centers, installation of all hardware devices, all software elements including operating system, middleware, software tools, applications, establishment of customer network infrastructure, training and skills development of customer staff. The company helps the customers until they are able to manage the operations and maintenance of the information management system from their own resources. In this way, there is a strong focus on competitive advantage through the development of intellectual capital and knowledge management. (Boisot et al, 1999. p 525 to 536) 7. Macro contents for an Information and Knowledge Management Policy at Si3 Macro contents of an information and knowledge management policy includes development of an IT Strategy, which is aligned with the customer's Business Strategy. Si3 devises the Solution Architecture developed by their Solution Design Centre (SDC) once the customer has established the IT Strategy. After the customer agreement for Solution Architecture, Si3's technical team, along with the customer, helps to develop the specific technology solution for the customer. It involves requirement needs for applications, networks, hardware, technology and people skill requirements. Si3 assists the customer for the selection of the technology identified in the previous process of Solution Development. 8. Issues in implementing an Information and Knowledge Management Policy at Si3 Following steps are involved in the implementation of an information and knowledge management system; Outsourcing Maintenance and support Operations Systems Integration Solution deployment Technology selection Consulting Solution development Architecture Conceptualization Keeping in view the complexity of information technology elements customers are complemented with Outsourcing Services. These include cover Operations and Maintenance of the solution deployed by the customer and the related information technology elements. Data Centers have been established at Karachi and Islamabad, which are used by the customers as their primary site or secondary site or Disaster Recovery. All activities and responsibilities related to information technology operations, management and maintenance are undertaken by Si3 while the customer can focus on their core business. These core businesses will involve the use of integrative models that will make ample use of knowledge management as well as learning tools. (Langley et al, 2003) The main issues involved are failing to meet key business objective, over budget projects and delayed projects. In order to compete with local and global competitive threats Si3 provides best expertise and solutions to companies for resolving such issues. These issues contribute to the notion that the individual is the most important entity when it comes to carving the overall image and identity of the organization. This fuels the importance of learning and development. (Langley et al, 2003) CONCLUSION Si3 delivers end to end solutions covering consulting, technology platforms, systems management, IT optimization, system software and tools, applications, security, maintenance, help desk and networking needs. Its staff has international experience who uses business process mapping and business process redesign to align IT solutions with business objectives. Software house and systems management allows Si3 to offer a unique unmatched value proposition to its customers. It offers complete turnkey scalable IT solutions for all needs of the clients. It helps reducing and control operating costs; increases efficiencies and reduces time to market; allows clients to focus on core business activities; reduces investment in technology expertise; increases flexibility in selecting technology paths; reduces risk; accelerates reengineering benefits; frees up internal resources for other purposes and helps in gaining access to expertise which is not available internally. In this regard, it may be seen and asserted that the tools of knowledge management need to support a fitting environment for learning. This will lead to better applicability of the actual tools and elements of the integrative system so as to encourage the use of awareness as the basic premise on which the model can be based. This has a strong connection with the fact that information and knowledge flow lines need to be charted throughout the organization with a strong focus on and connection with the integrative technology used. Also, with such aims in mind, it is generally easier to avert the risk of miscommunication and misinformation, which in turn will promote effective operations in all departments and corners of the organization through optimum utilization of the skill and resource base. BIBLIOGRAPHY Boisot, M. and Cox, B (1999). The i-space: a framework for analyzing the evolution of social computing. Technovation, 19 (9), p. 525-536. Kirk, J (1999), Information in organizations: directions for information management, Information Research, 4 (3) Eaton, J. and Bawden, D. (1991). What kind of resource is information International Journal of Information Management, 11 (2), 156-165. Bawden (1991) resource is used as "something of importance" or "something vital" in order to achieve organizational objectives. Davenport, T.; (1999). Is knowledge management just good information management Mastering information. London: Financial Times Jones, M. (1995). Organisational learning: collectivist mind or cognitivist metaphor Accounting, Management and Information Technology, 5 (1), 61-77. Wiggins, R.A. (1998), A conceptual framework for information resources management, International Journal of Information Management, Vol. 8, p6-7 Wilson, T D (2002). The non sense of Knowledge Management. Information Research, 8(1). Last accessed at http://informationr.net/ir/8- 1/paper141.html System Innovations (Pvt) Limited (2007) Last accessed on March 6, 2007 at URL http://www.s-iii.com.htm Boisot, M. and Cox, B (1999). The i-space: a framework for analysing the evolution of social computing. Technovation, 19 (9), p. 525-536. Langley, E., Seybrooks, J., Ryder, D. (2003). Information audot as a holistic approach: a case study. Last accessed on thr 3rd November 2003 at URL http://www.sla.org/division/dst/LangleySLA062003.pdf Read More