3. Managem
ent Ledarskap
Processer
Informatio
n
Kunskap
Människor
Informations-ledning
Ingredienser
4. • is identified, created, stored, used and shared efficiently and
effectively as part of day-to-day organisational processes
• flows effectively throughout the organisation, so that all employees
have easy access to relevant information, when they need it
• is used responsibly, with due regard for its classification and
regulation as well as the compliance issues surrounding information
holdings
• is regarded as a key organisational asset that is managed
strategically, in the same manner as more traditional assets, such
as land, labour and capital
• is viewed as a currency of competition
• is prized and respected.
Information management
is the process by which information
Webb 2008
5. • identifiera informationsbehov,
• skaffa information,
• kunskapsorganisation,
• utvecklandet av informationsprodukter,
• distribution av information,
• informationsanvändning
Information management
består av 6 aktiviteter som är nära relaterade till varandra
(Choo 2002)
6. Knowledge Management (KM) is an
effort to increase useful knowledge
in the organization.
McInerney and Koenig 2011
7. KM is the task of developing
and exploiting both tangible
and intangible resources of a
company.
Nahapiet & Ghoshal 1998
9. Information environment
Holmberg, Widén et al. 2010
Information
INTO the
organisation
Information
OUT of the
organisation
Information
in the
organisation
10. 1. Information, data
2. Mental tillstånd
3. Objekt
4. Process
5. Tillgång till information
6. Kompetens
Kunskap är…
34. 1. Autenticitet, riktighet av information
2. Proveniens
3. Funktionalitet av informationssystem
4. Ekonomisk värde hos informationsresurser
5. Informationsvärde hos informationsresurser
Informationsauditering
Griffiths 2012
35. 1. Initiate the audit (i.e. define the goals,
assemble the team, and identify constraints);
2. Select reference measures and methods (i.e.
determine the “ideal state”, select the audit
method, establish specific audit dimensions);
3. Perform the audit (i.e. ask the questions and
document the knowledge assets into a
knowledge inventory)
Auditeringsprocess
Daghfous et al. 2013
36. • Alla förstår vad IK-auditering är
• Motivering: varför auditering? Business drivers!
• Vad är det som ska bli bättre?
• Kommunicera det som ska förbättras!
• Tydliga målsättningar
• Omfattning
• Välj den bästa möjliga metoden
• Kommunicera resultat på ett tydligt sätt
Kom ihåg
38. Egen personal
• Kan organisationen
• Förutfattade meningar
• Rykte
• Auditeringserfarenhet?
• Påverkar verksamhet
• Tillgång till konfidentiell
information
• Deltagarna berättar inte allt
• Har tidsperspectiv
Konsult
• Kan inte organisationen
• Objektivitet
• Saknar tillit
• Auditeringserfarenhet och
färdigheter
• Stör mindre
• Kan inte nå konfidentiell
information
• Deltagarna mer öppna
• Kortvarig process
Vem auditerar?
61. ”An information policy [..] will provide a
set of guiding principles and will enable
the organisation to recognise and
appreciate the value of information and
how it can be very effectively exploited to
achieve the organisation’s overall
objectives.
Webb 2008
63. Vision " IK
Mission " IK
Organisatoriska
målsättningar " IK
64. • Plan
– rules leading to a goal
• Ploy
– a trick to beat competitors
• Pattern
– a way of behaving
• Position
– a safe place
• Perspective
– a vision, a set of assumptions
Strategi enligt Mintzberg (1980)
65. • Objectives
– short/medium/long
• Targets
• Success
• Guidelines to work to
• Establishing ‘where are we now?’
• Competitive advantage
• Pulling together
Strategi : praktisk syn
Webb 2008
67. Strategi som ett plan
“Concerned with drafting the
plan of war and shaping the
individual campaigns and,
within these, deciding on the
individual engagements” (von
Clausewitz, 1976)
“A set of concrete plans to help
the organization accomplish its
goal” (Oster, 1994)
68. Strategi som aktion
“The art of distributing and applying
military means to fulfill the ends of
policy” (Liddel Hart, 1967)
“A pattern in a stream of actions or
decisions” (Mintzberg, 1978)
“The creation of a unique and
valuable position, involving a
different set of activities...making
trade-offs in competing...creating fit
among a company’s
activities” (Porter, 1996)5
69. Strategi som integration
“The determination of the basic long-term
goals and objectives of an enterprise, and
the adoption of courses of action and the
allocation of resources necessary for
carrying out these goals” (Chandler, 1962)
“An integrated and coordinated set of
commitments and actions designed to
exploit core com- petencies and gain a
competitive advantage” (Hitt, Ireland, and
Hoskisson, 2003)
“The analyses, decisions, and actions an
organization undertakes in order to create
and sustain competitive advantages” (Dess,
Lumpkin, and Eisner, 2008)
74. ‘a complex of implicit or explicit visions,
goals, guidelines and plans with respect to
the supply and the demand of formal
information in an organization, sanctioned
by management, intended to support the
objectives of the organization in the long
run, while being able to adjust to the
environment’.
M. T. Smits, K. G. van der Poel
and P. M. A. Ribbers (2003)
75. Miljö
Process
Effekter
Format och
innehåll
Fyra komponenter i en informationsstrategi
M. T. Smits, K. G. van der Poel and P. M. A. Ribbers (2003)
76. Teknisk
omgivning
Organisatorisk
omgivning
Extern
omgivning
IT möjligheter Position inom
industrin
Intern
omgivning
IT resurser Organisationens
natur
1. Information environment
77. • Process type: (Strategy is an outcome of ) a)
mechanical, b) problem-oriented, c) political
(process)
• Methodologies and tools
• Participants and their roles
• Organizational learning (as a recognised
aspect of strategy)
2. Information process
78. • Objectives
– Targets for information functions, links between
these targets and business objectives
• Architectures
– Systems, technical, organisational
• Rules
– Guidelines, standards, policies
• Plans
– Priorities and budgets
3. Form and content
79. • Time
– Effects vary over time
• Allocation
– What costs/benefits relate to specific effects
• Evolutionary
– Strategy changes over time, retrospective
documents are subjective
• Scope
– Narrow # broad effects
4. Effects
94. • Webb, J. Strategic information management : a
practitioner's guide. Chandos, 2008.
• Huvila, I. Information Services and Digital
Literacy: In search of the boundaries of
knowing. Chandos, 2012.
• Murphy, C. Competitive Intelligence: Gathering,
Analysing and Putting it to Work. Gower, 2005.
Litteratur
95. 3 timmar om
informationsledning
Isto Huvila
docent, akademilektor
Handelshögskolan vid Åbo Akademi
ihuvila@abo.fi | www.istohuvila.fi