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The management and architecture of Information Assets

For more than two decades I have tried to convey the importance of treating information and knowledge as potential assets.

Around the world, the response has usually been mixed.

It is understandable that there is frequent reluctance to accept that information might have real value.

After all, we are frequently unaware of what really constitutes an asset and what a liability is.

And we are frequently reluctant to accept puerile arguments that all information has value, whether it does or not, or whether it is an asset or not.

In some organisations where the attitude has been more positive I have managed to take things to the next level.

In many of these case it is business people who will identify the significant challenges, the greatest opportunities and the primary and secondary benefits that might be accrued from treating knowledge and information as if might be an asset.

When we get to this point then it is time to get serious about what actually needs to be done.

This is the time when we start thinking strategically.

As part of this phase we start by exploring what can actually be done in terms of the key aspects and features of a knowledge organisation, and get to some common ground on understanding through constructive discourse.

We address what the organisation needs to think about in order to improve the management and architecture of information assets and

So, the purpose of this (and subsequent follow up blog pieces), is to provide a hugely simplified version of the Cambriano method for the management and architecture of Information Assets.

As an aside, Cambriano Energy is the management consulting company founded by Martyn Jones, and which is also used as a vehicle for promoting the Cambriano Knowledge Asset Management (KAM) approach.

Subsequently, in this blog I will outline a key organisational feature of this method. The Knowledge Asset Management Organisation (KAMO).

I will discuss the drivers for having a KAMO, the justification for this approach, and the benefits that might be accruable from choosing this avenue.

As part of this blog series I will also discuss how the KAM approach relates to reality and how KAM challenges, configures and compliments the vital field of Infonomics.

But before continuing I would like to get a feel for what people would like to see in such articles, especially with regards to the lines of business people are in, and their hands-on-experiences with the issues of information management and treating information as an asset, something with potential value that would need to be managed.

What do you think? What would you like to see addressed? What do you think the opportunities, problems and challenges are?

Until next time…


File under: Good Strat, Good Strategy, Martyn Richard Jones, Martyn Jones, Cambriano Energy, Iniciativa Consulting, Iniciativa para Data Warehouse, Tiki Taka Pro

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