The requirements that are highlighted
include the need for continuous learning in this
turbulent, dynamic, and uncertain environment and the
importance of clearly understanding markets, developing
innovative product, promoting customer service offerings,
and providing a clear value-to-the-customer focus (Heinrichs, 2005, 622).
To create information, there must also be a plan in place to present the end result:
The information visualization capability of the competitive
intelligence tool aids in knowledge creation and strategic
information use by linking data representation with the
decision-making task(Heinrichs, 2005, 622).
The creation of information is, on the whole, (and to a certain degree, at its core), based on the competencies of the data that is being collected as this data will then be processed into the information itself:
These competencies
include the capability to discover the various patterns
in the data, appraise the success of the chosen strategy, develop
insights based upon the discovered patterns, and then
formulate responses to the generated insights (Heinrichs, 2005, 623).
John H. Heinrichs, Jeen-Su Lim. April 2005.Model for organizational knowledge creation and
strategic use of information. Journal of the American Society for Information Science and
Technology, Volume 56, Number 6, pp. 620-629,
1 comment:
"The need to understand the environment is paramount to the creation of information"
This is something that I keep coming back to over and over - the context of the information is very important to the information itself. How can information have value if it exists in a vacuum? In your examples, the context creates the information, which I can completely see - all thinks are connected, and so all of those connections form information through their relationships.
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