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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?
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In the Pursuit of Insight
The Informed Navigation Approach
August 2010
Best way to Predict the Future, is to Create it!
Neil Movold
Managing Director
Karori International Ventures Limited
pptPlex Section Divider1. Framing the Scenario
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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?
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?
Need
Doing Feeling
Thinking
Situation
Need
Task
Task
Task
Task
Need
Task
Task
Task
The context of personal behavior during any given situation is both complex and emergent
in practice
To accomplish a task, we need tools - to accomplish complex tasks, we need systems
????
A large portion of new ideas and formal collaborative relationships
come from external contacts
Influence has been revolutionized!
“No one knows everything, everyone knows something… all knowledge resides in networks“
Pierre Lévy (1997)
The trends around the value of Collective
Intelligence and Collaborative Learning
are undeniable and the opportunities
compelling
Collaboration based on
knowledge, trust and
credibility
Even once found, few systems offer clues about an external contact’s
trustworthiness, relevance, interests,or willingness to help, creating a
massive filtering problem
The cost of not finding the right peopleand information is too great!!
Findability as an alternative to search is now key!
The Cost of ‘What We Don’t Know, We Don’t Know”
“People had to be aware oftheir 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
Information glut makes it increasingly difficultto glean meaningful insights that add value
Growth
Time
Information
and
knowledge
Human
absorptive
capacity
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
Existing systems and historical approaches are becoming toobrittle 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
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 2014Forrester, “Smart Computing”
Context-based Information Retrieval will transform real-time decision making
IDC Software Predictions 2010
The new tools are coming!
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2. Moving From Knowledge to Insight
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In 2009, collaborative decision making will emerge as a newproduct category that combines social software with BI
Platform capabilities
Gartner Research, Jan 2009, http://www.gartner.com/it/page.jsp?id=856714
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
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
Research reveals that increasing the number of units of knowledge could
increase the probability of a spontaneous insight occurring
PartialTacit
Scientific
Situated
Explicit
Intuition Living
UNC Charlotte; Viscenter
What Makes Up Knowledge and Its Sources?
Tangible / Structured / Explicit
Resource Knowledge
Intangible / Unstructured / Tacit
Resource Knowledge and Experience
Essence of
Knowledge
Concepts
Resources
Tools
People
Places
Tasks
“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
“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 patternrecognition – seeing patterns and making sense of data.
Schools will be called on to teach collective sense
making skills and to develop new ways toconvey knowledge.”
KnowledgeWorks Foundation
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3. Aggregating What We Know
About Networks and
Relationships
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Networks areeverywhere!
growing all thetime
often as seemingly isolatedrepositories of knowledge
that are searched to find who knows whoand who may know what
That all sounds great! But is this approach enough to harness the full value of your
networks?
It’s not only who you know… it’s also who
knows you
It’s about looking beyondusual sources, looking
ahead, tapping newsensors into available and
distributed cognition
Ideas, thoughts, knowledge and insight are constantly being formed
stuff you know(Tacit knowledge)
simultaneously with others and
often about similar things
What if… we could grab and aggregate these isolated seeds of distributed cognition?
Knowledge growth occurs!
Perpetually growing and
forming something of greater value than the individual bits that feed it!
Often providing for new ideas and insightthrough contextual recommendations
Have you thought of this…
Ah-ha!!Thanks
But networks are not just about people…
They are about collections of entities linked bya type of contextual relationship
Mentioned in
the News
Participation
in a
Discussion
Live in City Y
Work for
Company X
What if… we add broader contextual information into our collective intelligence
from other available sources!?!
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.”
John Hebeler, BBN
“What your brain has really done is connectedthat one word with all kinds of relationships.”
“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
Context is the Edge!
Aggregating data and related information, enables the growth and reusability of
knowledge and insight
capable of adding incremental and sustainable
value over time
Google knows when flu season is starting faster than the health industry
The Power of Aggregation for Insight
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4. The Individual-Directed Approach
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“Rather than producers organising information in advance, consumers will organise it on demand.”
Peter Sweeney, Primal Fusion
What if… individuals could interactively organise their thoughts with what is
aggregated and recommended in ways that mattered to them!?!
This collective, individual-directedapproach provides for real-time self
organised learning
and sense makingto take place
Empowering the individual to create meaningfulrepresentations that
reflect their situationalneeds,
detecting the expectedand more importantly,
discovering the unexpected
10“Increasingly, those who use technology
in ways that expand their global connectionsare more likely to advance, while those who do
not will find themselves on the sidelines.“2009 Horizon Report - Key Trends-
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5. Introducing a Solution –the Informed Navigation
ApproachThe slides after this
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Remember the original question…
How do I harness my knowledge, experience and networks to drive important decisions or solve my current needs?
Informed Navigation is not about searching, but finding; not about access, but sharing. It is not about telling, butshowing. 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.
The Informed Navigation Approach
Dynamic aggregation of cognitive,reasoning and knowledge resources ofhumans supported by intelligent and
networked information systems
Accessibleanywhere,
anytime
Focused content is then structured, sequenced
and given context to build knowledge and insight
Providing context enhanced services
General Community Space
Community of Practice Space
Personal Knowledge Space
• Unknown individuals
• Known but not trusted
• Multiple individuals
• Known, trusted individuals
• Circle of Friends, Enterprise Workgroups, Business Networks, Extended Family etc.
• Single individual
• Private and secure
• Personal Learning Environment
Engagement occurs at three levels, based around relevance, intimacy, privacy and building trust
relationships
Collected knowledge, stored in an individual’s Personal Knowledge Collection is used to create
context based, situational Thought Canvases
which are then stored in an individual’s private and secure Personal Knowledge Space for future use
Individual ThoughtCanvas
New
Zealand
FonterraFood Innovation
New ZealandM
a
s
s
e
y
U
ni
v
er
si
ty
Bio-Commerce
Centre
NZBi
o
Andrew Ferrier
Jeremy Hill
Dean Tilyard
ChemotherapyProtein
Univers
ity of
Aucklan
d
Open Innovation
Probiotics
Plant & Food
Research
Agresearch
Riddet
Institute
Palmerston
North
Auckland
PersonalKnowledgeCollection
Personal Knowledge Spacea collection of Thought Canvases and
Personal Knowledge Collection
File Edit Tools Thought Canvas: Climbing Mt Kilimanjaro Exit
Africa Mount
Kilimanjaro
Preparing to
climb
Training
Nairobi
Chicago
London
Latest News
Tour
Operators
Getting the
Gear
Chicago
Marathon
What is Being
Said About
Climbing the
Mountain
A practical use could be the engagement of a personal
goal, such as climbing Mount Kilimanjaro
Thoughts and knowledge can be shared, added and augmented in real
time, from anywhere
Individual ThoughtCanvas
New
Zealand
FonterraFood Innovation
New ZealandM
a
s
s
e
y
U
ni
v
er
si
ty
Bio-Commerce
Centre
NZBi
o
Andrew Ferrier
Jeremy Hill
Dean Tilyard
ChemotherapyProtein
Univers
ity of
Aucklan
d
Open Innovation
Probiotics
Plant & Food
Research
Agresearch
Riddet
Institute
Palmerston
North
Auckland
PersonalKnowledgeCollection
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 Spacea collection of Thought Canvases and
Personal Knowledge Collection
Discretionary and controlled sharing of elements from individual Personal Knowledge Spaces across
the three levels of engagement,
extends and createstrust relationships,
fosters relevantexchanges of
knowledge and transforms users
into amplifiedindividuals
An individual’s perspective starting from their own Personal Knowledge Space
Community of Practice Space
General CommunitySpace
Perspectives A and B preferentially select
different types of resources and relations to enable
different insights
Providing for Different PerspectivesPerspective A
Perspective B
Knowledge Space
Perspectives filter a Knowledge Space
according to particular situations
Ability to Remember Situations of UseIt is not just about knowing connected people in your
network, it is also about knowing and remembering what role they play in different situations
Same Resource
Different Situations
concept context situation
Situation A
Situation B
Scout Leader by night
Lawyer by day
Resource:
The Value of the Approach
A familiar user experience for quick start-up, hiding the complexity of technology in the background
Links tightly with available and accessible onlineand 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
Increases real-time flow and discovery of meaningful information, savingtime and improving productivity
Amplifies ability to acquire knowledge and insight by using intuitive interactivevisual representations
A fundamental strategic model based on a blended model centred on customer intimacy
Focuses on the individual and not about trying to build a new community
Allows people to create valuefor others while doing their own thing, on their own terms
Acquiring timely insight helps to know what customers need… before they knowthemselves…
A means to show people what they don’t know they want (Steve
Jobs, Apple)
Maximises stickiness of insights, to enable reuse and enhance impact over time
Provides sustainable competitiveadvantage by utilizing and controllinginformation as a strategic asset, in a wise way
The Informed Navigation approach creates powerful network effects
Lee Bryant, October 2009
(Simple actions x Scale) Aggregation
= potentially powerful network effects
The approach rides a wave of emerging, transformational trends in social behavior
and new technologies
Social Media Semantic Networking
Recommendation Engines
Intelligent Agents
Cloud Computing
“Don’t fight forces. Use them!” Buckminister Fuller, 1932
Collective Intelligence
Mobile Devices
pptPlex Section Divider7. Conclusion
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Thinking about this kind of
approach is hard — because it’s not been done
before.
But that’s the
opportunity!
If you are interested to chat about the Informed Navigation approach, please contact me on the following coordinates:
Neil MovoldManaging Director+64 21 749 [email protected]
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