V Międzynarodowa Konferencja Naukowa Nauka o informacji (informacja naukowa) w okresie zmian Innowacyjne usługi informacyjne. Wydział Dziennikarstwa, Informacji i Bibliologii Katedra Informatologii, Uniwersytet Warszawski, Warszawa, 15 – 16 maja 2017

1. Radek Lipiński
Information Flow
Model As an
Effective Tool For
Managing
Transformation &
Change
May 2017

2. Transformation & change
 “Everything changes and nothing stands still.”
Heraclitus
 Many models for change and transformation exist and are used
in organizations.
 Information processes and their flows are very important
factors of each change process effectiveness.
 Lack of one effective model for managing different types of
changes and transformations processes.

3. Information Flow Model
Based on two dimensions:
Focused on information flows

4. Information Flow Model
 Using best elements from most popular models.
 Agile, incremental – applicable to wide range of problems
and environments.

5. Information Flow Model
Information Flow model can be used in many areas and is
effective. … Is it ?

6. IFM – is it effective ?

7. Model evaluation process …
 During literature analyze and research not identified any
‘ready to use’ approach.
Evaluation based on five proposed criteria:
Transformation value
 Cultural factors
 Emotional factors
 Information flows
 Areas’ complexity
 Easy to use.

8. Criteria verification and validation
Three dimensions criteria check:
1. Validation against initial requirements (measurable, effectiveness
focused, describing different areas)
2. Qualitative research – interviews with 7 experienced managers
3. Quantities research – surveys collected from 134 leaders / mangers
(transformation practitioners)
All mentioned items confirmed criteria correctness and validity.

9. Other models (for comparison)
 As wide as possible area of comparison – possible to use in
different areas
 After research five models (most popular representatives
from different areas) chosen for comparison:
Project / Program management – PBOK
Service management – ITIL
Enterprise architecture – TOGAF
People in task – SLII
‘Mind set’ transforming – Kotter 8 steps

10. Comparison result

11. Information Flow Model – use cases
Described 4 use cases in different context and for various types of
transformation (finished successfully).
Description of
transformation environment
element for each use case
Use case name
Knowledge
management
enhancement
Personal
development
support
Effectiveness
improvement
project
Organization
management
optimization
Number of people In
transformation team
12 2 20 15
Number of people impacted
by transformation
400 2 150 30
Number of activities streams 4 1 2 7
Number o achieved goals /
iterations
~160 (4x40) ~40 (40x1) ~120 (3x40) ~180 (6x30)
Number of people in
activities coordinator role
4 1 1 4
Transformation period In
months
9 12 9 6
Environment elements
related with transformation
goals
Individuals,
groups
individual groups, domains
Individuals,
groups,
domains

12. Conclusions
 Analyze information flows nature in change and
transformation processes.
 Extend methodology toolset by model effectiveness
evaluation approach and created criteria.
 Define practical model of Information Flows for change and
transformation support & confirm its effectiveness in evaluation
process.
 Designed evaluation process based on criteria & confirms its
validity and quality in various analyzes
 Results of qualitative and quantitative research in polish
organizations transformation leaders and managers.