What is the biggest question for anyone looking to dramatically increase their success...
How do I harness my knowledge, experience and networks to drive important decisions or solve problems?
What if you could gain the productive and telling insights to drive better, faster, more relevant decisions and solve problems in a simple, visually engaging way?
1. In the Pursuit of Insight
The Informed Navigation
Approach
August 2010
Neil Movold
Managing Director
Karori International Ventures Limited
Best way to Predict the Future, is to Create it!
2. 1. Framing the Scenario Divider
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3. What is the biggest question for anyone looking to
dramatically increase their success…
How do I harness my knowledge, experience
and networks to drive important decisions or
solve my current needs?
4. Does your world look similar to this?
Head down, bum up –
so you miss what’s
going on? Don’t have
time to think?
Too many decisions to
make, not enough time or
meaningful insight to make
them properly?
5. The context of personal behavior during any
given situation is both complex and emergent
in practice Task
??
??
Need Task
Thinking
Task
Task
Need
Situation Need Task
Task
Doing Feeling
Task
To accomplish a task, we need tools - to
accomplish complex tasks, we need systems
6. A large portion of new ideas and
formal collaborative relationships
come from external contacts
Influence has been
revolutionized!
7. The trends around the value of Collective
Intelligence and Collaborative Learning
are undeniable and the opportunities
compelling
“No one knows everything,
everyone knows something… all
knowledge resides in networks“
Pierre Lévy (1997)
Collaboration based on
knowledge, trust and
credibility
8. Even once found, few systems offer
clues about an external contact’s
trustworthiness, relevance, interests,
or willingness to help, creating a
massive filtering problem
9. The cost of not finding the right people
and information is too great!!
Findability as an alternative to search is now key!
10. The Cost of ‘What We Don’t Know, We
Don’t Know”
“People had to be aware of
their lack of relevant
knowledge and be prepared
to explore the area of their
ignorance with suitable
questions and help from other
people in similar positions.”
Reginald Revans
11. Information glut makes it increasingly difficult
to glean meaningful insights that add value
Growth Information
and
knowledge
Human
absorptive
capacity
Time
Adapted from Cohen & Levinthal 1989
“What we have here is a transition from a stable, settled
world of knowledge produced by authority/authors, to a
world of instability, flux, of knowledge produced by the
individual...”
Institute of Education, London, 2007
12. Existing systems and historical approaches are becoming too
brittle to withstand the kinds of uncertainties and
complexities that we are being challenged with
New tools are needed that provide for resiliency – the
capacity for creating flexibility and innovation, to generate
new orders, new patterns, deal with complexity
13. The new tools are coming!
Context-Enhanced Services will be a major
disruption over the next 5-10 years
Gartner, “What’s in the Labs”
Smart Computing, Business
Intelligence will grow from ~$7B in
2008 to ~$14.5B by 2014
Forrester, “Smart Computing”
Context-based Information Retrieval will
transform real-time decision making
IDC Software Predictions 2010
14. 2. Moving From Knowledge to Insight
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15. Through 2012, more than
35 % of the top 5,000
global companies will
regularly fail to make
insightful decisions about
significant changes in
their business and markets
In 2009, collaborative decision making will emerge as a new
product category that combines social software with BI
Platform capabilities
Gartner Research, Jan 2009, http://www.gartner.com/it/page.jsp?id=856714
16. Insight occurs when people
recognize relationships or
make associations between
objects and actions that can
help them
solve new problems
Britanica
Insights help uncover and
reframe the true nature of a
problem
17. Research reveals that increasing the
number of units of knowledge could
increase the probability of a
spontaneous insight occurring
Partial
Situated Tacit
Explicit Scientific
Intuition Living
UNC Charlotte; Viscenter
18. What Makes Up Knowledge and Its Sources?
Tangible / Structured
Concepts
/ Explicit
Resource Knowledge
Tasks Essence Resources
of
Knowledge
Places
Tools
People Intangible / Unstructured
/ Tacit
Resource Knowledge and
Experience
19. “We only know what we know when we need to know it.
Human knowledge is deeply contextual and requires
stimulus for recall.”
Dave Snowden
"Explicit knowledge is
simply information –
lacking the human
context necessary to
qualify it as knowledge.”
John Bordeaux
“Knowledge is profoundly social…it
happens only in social interactions.”
Larry Prusak
20. “The ability to make sense of vast amounts of information
has never been more vital. New tools that generate
visible data can help make sense of the flood of
information and will require us to develop skills in pattern
recognition – seeing patterns and making sense of data.
Schools will be called on
to teach collective sense
making skills and to
develop new ways to
convey knowledge.”
KnowledgeWorks Foundation
21. 3. Aggregating What We Know
About Networks and
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26. That all sounds great! But is this approach
enough to harness the full value of your
networks?
27. It’s not only who you
know… it’s also who
knows you
It’s about looking beyond
usual sources, looking
ahead, tapping new
sensors into available and
distributed cognition
28. stuff you know
(Tacit knowledge)
Ideas, thoughts, knowledge and insight
are constantly being formed
35. Have you
thought
of this…
Ah-ha!!
Thanks
Often providing for new ideas and insight
through contextual recommendations
36. But networks are not just about people…
Live in City Y
Participation
in a
Discussion
Mentioned in
the News
Work for
Company X
They are about collections of entities linked by
a type of contextual relationship
37. What if… we add broader contextual
information into our collective intelligence
from other available sources!?!
38. Relationships between organised entities can
reveal new and hidden meaning
“If I said any kind of word, it’s the
context that surrounds the word that
really gave you the meaning.”
“What your brain has really done is connected
that one word with all kinds of relationships.”
John Hebeler, BBN
39. Context is the Edge!
“The new advantage is
context — how internal and
external content is
interpreted, combined, made
sense of, and converted to
end product.
Creating competitive context
requires social capital, the
ability to find, utilize and
combine the skills, knowledge
and experience of others.”
Valdis Krebs
40. Aggregating data and related information,
enables the growth and reusability of
knowledge and insight
capable of adding
incremental and sustainable
value over time
41. The Power of Aggregation for Insight
Google knows when flu season is starting faster
than the health industry
42. 4. The Individual-Directed
Approach
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43. What if… individuals could interactively
organise their thoughts with what is
aggregated and recommended in ways that
mattered to them!?!
“Rather than producers
organising information in
advance, consumers will
organise it on demand.”
Peter Sweeney, Primal Fusion
45. Empowering the individual
to create meaningful
representations that
reflect their situational
needs,
detecting the expected
and more importantly,
discovering the
unexpected
46. “Increasingly, those who use technology
10
in ways that expand their global connections
are more likely to advance, while those who do
not will find themselves on the sidelines.“
2009 Horizon Report - Key Trends-
47. 5. Introducing a Solution –
the Informed Navigation
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deck.
48. Informed Navigation is not about searching, but finding; not
about access, but sharing. It is not about telling, but
showing. It is about collective involvement to form
understanding and insight. Informed Navigation recognizes
that human beings do not seek and utilize information as
individuals, but as trusted communities.
49. The Informed Navigation Approach
Providing context enhanced services
Focused content is then
structured, sequenced
and given context to build
knowledge and insight
Dynamic aggregation of cognitive,
reasoning and knowledge resources of
humans supported by intelligent and Accessible
networked information systems anywhere,
anytime
50. Engagement occurs at three levels, based around
relevance, intimacy, privacy and building trust
relationships
General Community • Unknown individuals
Space • Known but not trusted
• Multiple individuals
Community of • Known, trusted individuals
• Circle of Friends, Enterprise
Practice Space Workgroups, Business
Networks, Extended Family etc.
• Single individual
Personal Knowledge • Private and secure
Space • Personal Learning Environment
51. Collected knowledge, stored in an individual’s
Personal Knowledge Collection is used to create
context based, situational
Thought Canvases
Personal
Knowledge Plant & Food
Research
Agresearch
Palmerston
North
Collection Andrew Ferrier
New
Zealand
Riddet
Institute
Auckland
Food Innovation M
Fonterra
New Zealand a
s
NZBi
s
o
e
Univers y Bio-Commerce
ity of U
Open Innovation Centre
Aucklan ni
d v
er
Jeremy Hill
si
ty
Dean Tilyard
Probiotics
Chemotherapy
Protein
Individual Thought
Canvas
Personal Knowledge Space
a collection of Thought Canvases and
Personal Knowledge Collection
which are then stored in an individual’s private and
secure Personal Knowledge Space for future use
52. A practical use could be the
engagement of a personal
goal, such as climbing Mount
Kilimanjaro
File Edit Tools Thought Canvas: Climbing Mt Kilimanjaro Exit
Thoughts and Getting the Chicago
knowledge can be
Gear Marathon
shared, added and Climbing the
Mountain
Preparing to
climb
Training
augmented in real Chicago
Latest News
time, from
Africa Mount
Kilimanjaro
London
anywhere Nairobi
What is Being
Said About
Tour
Operators
53. Individuals can share select elements of their private
Personal Knowledge Space with others, embracing
the power of Collective Intelligence and
Collaborative Learning opportunities
Personal
Knowledge Plant & Food
Research
Agresearch
Palmerston
North
Collection Andrew Ferrier
New
Zealand
Riddet
Institute
Auckland
Food Innovation M
Fonterra
New Zealand a
s
NZBi
s
o
e
Univers y Bio-Commerce
ity of U
Open Innovation Centre
Aucklan ni
d v
er
Jeremy Hill
si
ty
Dean Tilyard
Probiotics
Chemotherapy
Protein
Individual Thought
Canvas
Personal Knowledge Space
a collection of Thought Canvases and
Personal Knowledge Collection
54. Discretionary and controlled sharing of elements
from individual Personal Knowledge Spaces across
the three levels of
General Community
Space engagement,
extends and creates
trust relationships,
fosters relevant
exchanges of
knowledge and
transforms users
Community of into amplified
Practice Space
individuals
An individual’s perspective starting from
their own Personal Knowledge Space
55. Providing for Different Perspectives
Perspective A
Perspectives filter a
Knowledge Space
according to particular
situations
Knowledge Space
Perspective B
Perspectives A and B
preferentially select
different types of resources
and relations to enable
different insights
56. Ability to Remember Situations of Use
It is not just about knowing connected people in your
network, it is also about knowing and remembering what
role they play in different situations
Lawyer
by day Same Resource
Scout Leader
by night
Situation A
Situation B
Different Situations
Resource:
concept context situation
57. The Value of the Approach
Links tightly with available and accessible online
and offline sources of information, allowing for
the detection of the expected and discovery of
the unexpected
Sensory awareness of the context,
content and individuals that form
invaluable insight
A familiar user experience for quick
start-up, hiding the complexity of
technology in the background
58. Increases real-time flow and discovery
of meaningful information, saving
time and improving productivity
A fundamental strategic model based on a
blended model centred on customer intimacy
Amplifies ability to acquire knowledge
and insight by using intuitive interactive
visual representations
59. Focuses on the individual and
not about trying to build a new
community
Allows people to create value
for others while doing their
own thing, on their own terms
Acquiring timely insight helps to know
what customers need… before they know
themselves…
60. Maximises stickiness of
insights, to enable reuse and
enhance impact over time
A means to show people what
they don’t know they want (Steve
Jobs, Apple)
Provides sustainable competitive
advantage by utilizing and controlling
information as a strategic asset, in a
wise way
61. The Informed Navigation approach creates
powerful network effects
Aggregation
(Simple actions x Scale)
= potentially powerful network effects
Lee Bryant, October 2009
62. The approach rides a wave of emerging,
transformational trends in social behavior
and new technologies
Social Media Semantic Networking
Mobile Devices Recommendation Engines
Collective Intelligence Cloud Computing
Intelligent Agents
“Don’t fight forces. Use them!”
Buckminister Fuller, 1932
63. 7. Conclusion
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64. Thinking about
this kind of
approach is hard
— because it’s
not been done
before.
But that’s the
opportunity!
65.
66. If you are interested to chat about the Informed
Navigation approach, please contact me on the
following coordinates:
Neil Movold
Managing Director
+64 21 749 898
neil@karoriventures.com