Contents
Introduction
Purpose
The Network Platform and The Network Organization
Issues in Institution-Wide Information Strategies
Process
Conclusion
Selected Readings
Introduction
The Coalition for Networked Information is undertaking a new initiative to
understand, describe and promote institution-wide strategies for
networked information resource and service development across five
major dimensions: a) technology platforms, b) financial resources, c)
organizational and human resources, d) policies and practices, and e)
strategic alignment.
This paper is a preliminary sketch of the purposes, methods, and proposed
outcomes of this new initiative, and is meant as a guide to prospective
participants. The paper identifies two major forces at work in the
education and research institutions: the network as an information and
technology platform, and the network as an organizational structure. A
number of challenges are outlined, and a preliminary plan of work is
described. The specifics presented here will be revised, transformed, and
improved upon in the course of this initiative.
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Purpose
The Institution-Wide Information Strategies initiative is designed to
address the questions: How does an institution (college or university,
agency, professional association, scholarly society, commercial firm,
etc.) use information? And, how does an institution coordinate its
activities and allocate its resources so that its use of information has a
positive effect? Positive effects might be in such areas as quality of
service, user satisfaction, intellectual productivity and discovery,
innovation, organizational efficiency, or others.
This initiative seeks to identify institutions who are thinking
strategically about the management and use of information on an
institution-wide scale, and especially those who are actively engaged in
applying their ideas to the information needs of their institutions.
Because the potential range of information issues is so great, this
initiative will seek a variety of such institutions, some of whom may be
taking differing strategic approaches to the same set of information
issues, or others who may be working on entirely different manifestations
of institutional information needs.
It is the intent of the initiative to bring these institutions into
communication with one another so they can share their experiences while
their work is still in progress and, in so doing, learn from one another,
gain new perspectives on difficult aspects of their own work, and improve
or expand upon efforts at their own institutions.
It is also the intent of this initiative to create a vehicle for broadly
sharing the experiences and insights of the participants. A substantive
outcome of the initiative will be analytic case studies of information
strategies at participating institutions. The collection of
these case studies, which will be published and widely distributed among
Task Force members and others, will represent a compendium of current
best practices in strategies that address a range of institution-wide
information management challenges. It is expected that these already-
exemplary practices will be improved upon as they are discussed and
critiqued by colleagues, and as their practitioners examine them in the
context of other like efforts during the course of this initiative.
Finally, this initiative seeks to forge productive working relationships
among a variety of information professionals in research and educational
institutions and organizations. Among the information professions who
might be expected to participate are: technologists, librarians, archivists
and records managers, scholars and other "content specialists",
information system and information resource managers, institutional
researchers, marketers, and others who depend upon the exchange and use
of information in the course of their work.
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The Network Platform and the Network
Organization
This initiative is at the intersection of two powerful forces at work in
the education and research enterprise: the rapidly changing network
platform, which includes telecommunication networks, network-centric
computing, and networked information resources; and the emerging
network organization, which is providing a flexible and responsive
alternative to hierarchies and bureaucracies.
The network platform has become a dominant theme in our culture and a
catalyst of change in our institutions. Networking and telecommunication
technologies deliver increasingly high-bandwidth, high-speed
interconnections that enable communication and information sharing
among people and places that are geographically, organizationally and
socially distant from one another.
Network-centric computing -- an emerging alternative to PC-based,
mainframe-based, or even client-server information system designs --
assembles diverse, interchangeable, and ever-changing software
components into systems for the storage, transmission and manipulation
of information. Interoperability and communication standards have
allowed rapid and diffuse innovation of both network capabilities and
network-centric applications, often independently of major commercial
concerns.
Networked information resources represent dramatic increases in the
speed, reach and range of information distribution, and in the volume of
available digital information. New information media (interactive, hyper-
linked, and multi-media) are becoming commonplace, and new conceptual
forms of information (e.g., the active document or the visible, virtual
information-space) are emerging. The intrinsically distributed
capabilities of networked information resources have the potential to
place everyone on equal footing as provider, consumer, broker, or value-
added processor of information.
The network platform has introduced institutions to a rapid pace of
change, a high level of expectation, and a high degree of uncertainty. The
network organization is emerging as an organizational form adapted to
rapid change and uncertainty. The network organization can (re-)
assemble itself and align its resources quickly, unhindered by traditional
roles and boundaries.
As an alternative to hierarchy, the network organization makes different
assumptions about information and places different demands on an
institution. In a hierarchy, information is concentrated in management
positions which function as decision and control points for the
organization. Information in a hierarchy flows upward, where it is
increasingly aggregated and synthesized, and decisions flow downward. In
a network, decisions can be made anywhere and the placement of decision-
making can move in response to external events or internal initiatives.
The information flow in a network organization can be up, down, or
horizontally across traditional boundaries; most important is that
information is made accessible where it's needed and that this flow must
be capable of change. (Another view of the network organization is that
decision-making will relocate and aggregate around those who have
information, not vice versa.) Network organizations also place high
demands on coordinating information quality throughout the institution.
All organizations are networks to some degree, and many research and
education organizations have a long tradition of distributed authority and
some characteristics of a network structure. Differences, though,
between a network organization and a federation of independent agencies
include: the degree of communication among organizational units, the
flexibility of resource assignment and the allocation of decision-rights,
and the accompanying flow of information needed to support these flexible
and changing institutional arrangements.
Networks can also describe the relation of an institution to others
in its external environment: suppliers, customers, regulators,
competitors, and so forth. The analysis of these relations as a network
for the creation and exchange of value leads institutions toward
partnerships, collaborations and strategic alliances. Here, too,
information plays a vital role; shared knowledge is seen as one of the key
determinants of a successful partnership.
Finally, and perhaps most fundamentally, information is at the heart of
higher education's mission. The creation, distribution and
exchange of knowledge are its primary product. The network platform and
the network organization are powerful forces, whose value lies in their
ability to promote this knowledge enterprise. The Institution-Wide
Information Strategies initiative will seek to identify and advance the
best institutional practices in this important area.
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Issues in Institution-Wide Information
Strategies
Until relatively recently only a small number of individuals and
departments in any institution were experimenting with or implementing
networked information resources and services, and typically these
resources and services were relatively localized, supporting a small
number of functions or users. This "proof of concept" period has now been
followed by a new focus on "best practices," identifying how networks can
leverage the success experienced by these early adopters to the success
of the overall institution or organization. Now that a thousand flowers
have sprouted in the networked environment, institutions are turning
attention to institution-wide strategies that cultivate the strongest
strains of these, and that create conditions for further growth and
diversification. They are seeking strategies that promote the integration
of these diverse resources and services, especially from the viewpoint of
a user population that is increasing in size, sophistication, and level of
service expectations. These institutions and organizations are looking for
ways to make networked resources and services developed in one location
available to others. And, they are trying to forge institutional and
organizational processes, practices, and policies that promote the sharing
of information and the rapid and sure development of networked resources
and services that fit this profile.
Briefing sessions at recent Coalition Task Force meetings, and followup
discussions and e-mail exchanges, have identified a number of challenges
facing institutions in the area of institution-wide information strategies.
Among the issues that have been raised are the following:
Architectures vs. Ecologies: An architectural approach to information
management is typically global, is built from the top down, and selects
technologies and information practices according to a rational design. An
ecological approach allows for random variation, is built from the bottom
up, and selects technologies and information practices according to their
utility or "fitness." One is ordered, the other is "messy." Which approach
does an institution take in establishing institution-wide information
strategies? Or how are the best of these two approaches brought together
in a single strategy?
Balanced Strategies: Institutions have many dimensions and many types
of resources -- technologies, finances, human resources, organizational
structures, rules, policies and practices -- each with its own capabilities
for the management and use of information. How does an institution
establish a balance in relative importance among these resources, and
reasonable expectations of each, in the development of institution-wide
information strategies?
Center/Periphery Relationships: Some departmental systems operate as
"shadows" of central systems, maintaining parallel but distinct
information about the institution and its activities. How does the
institution determine which is authoritative? How does the institution
establish linkages and consistency among these systems? How does the
central system enable the elimination of redundant or shadow systems?
Checks and Controls: How does the institution establish responsibility for
the accuracy and timeliness of data? Can the assignment of
responsibility serve in lieu of time-consuming checks and quality
controls?
Cross-domain Information Flows: Requirements, practices, and
technologies may differ significantly from one organizational unit to
another (e.g, from the Dean's office, to the faculty desktop, to the
Registrar's office, to the student computer in the dorm). How does the
institution enable, manage, or encourage the flow of information among
these units?
Converging Information Professions: User service is a driving force for
convergence among technologists, librarians, archivists, information
systems managers, and others. How will the institution manage
networked
information resources so that the appearance of an integrated world of
information is achieved? How will these information professionals
deliver the reality of integrated information services to their diverse
users?
Culture Shift: Collaborations and partnerships can advance the mission
of an institution and create the opportunity for innovation and
improvement. How can the institution reward collaboration and assure
that "protecting one's turf" pays off much less than producing successful
resources and services for the entire institution?
Customer Service (and Dis-intermediation): What strategies are
institutions taking so that customers are provided with the information,
access to technology, and redefined processes needed so they may directly
access services, without requiring an intermediary service
representative?
Information Efficiency: How are institutions implementing strategies of
distributed authority to assure that information is created, managed,
maintained and accessed efficiently -- at the right level and in the right
location within the organization?
Information Politics: If information and knowledge are power, such power
may not be freely shared or given away within an institution. What
policies, practices or other institutional strategies work to promote
communication and information-sharing? How can the political process of
an institution be used to promote institution-wide goals and values?
Life-cycles: Information resources and services are continually adapted to
new uses and purposes. How can the institution effectively anticipate
future uses of resources and services, throughout the entire course of
their development, operation, maintenance, modification, and retirement?
Managing Risk and Preserving Evidence: Electronic information systems
are increasingly the sole source of evidence for many of an institution's
official acts and transactions; absence of such evidence can represent a
significant institutional risk. By what strategies is the institution
assuring that evidence of its actions will be accessible, and that a record
of its most basic activities will be preserved for future administrative,
regulatory, legal and historical needs?
Results, Not Performance: The number of hours a service is available is
not as important as the difference that service makes in the lives of its
users. What strategies are institutions adopting to manage service levels
from an outcome perspective?
User-Centered Design and Usability: Successful information designs and
information delivery systems depend on matching content and technology
to a user's real-life work tasks and information needs. How are
institutions incorporating the methods of user-centered design and
usability studies into their information management practices?
The preceding is by no means an exhaustive list, but the challenges
mentioned are suggestive of issues that may be addressed by institutions
participating in this initiative.
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Process
The initiative will be launched with a "Call for Statements of Interest and
Experience," by which institutions will be invited to participate in and
make a contribution to the project. Concurrent with issue of the Call will
be publication of the present "white paper" (this document).
Selection of institutions to participate will be based on a variety of
factors, most especially an expressed commitment of time and resource
to work on the project. Selection will also favor diversity of institution-
types, teams that represent collaborative efforts within their
institutions, and institutions with work-in-progress which may be
advanced by participation in this initiative. Inter-institutional or multi-
organizational proposals would be welcome.
Preliminary plans are to hold an invitational conference at which the
institutions selected will present project overviews, engage in discussion
on common themes and alternate approaches, and develop their plan of
work for the initiative. The conference will be followed by electronic
publication of institutional project overviews and other meeting
materials.
Following the plan of work established at this conference, participating
teams will further develop or enhance their own institutional projects and
will develop written analyses of their work in the form of "best practice"
case studies. Using a common format and structure, each case study will
address the five dimensions of:
- Technology Platforms: institution-wide hardware and software
infrastructures.
- Financial Resources: institution-wide budgets, cost models, price
structures, and financial plans.
- Organization and Human Resources: the staff, skills and organizational
structures of the institution.
- Policies and Practices: the institutional rules and agreements.
- Strategic Alignment: the relation of information strategy to the
mission and business strategy of the institution.
The completed case studies will be published by CNI and distributed
electronically to Task Force members and others. Depending upon the plan
of work established for the initiative, a second conference, either
invitational or open, may be held to present and discuss these case
studies.
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Conclusion
The Institution-Wide Information Strategies initiative has four major
objectives:
- To examine and describe the issues of information use and
management on an institution-wide basis, and to promote understanding of
the issues.
- To focus this examination on networked information resources and
services, with special attention to collaborative, institution-wide
strategies and network organizations.
-
To identify institutions who are developing best practices in this field,
and to advance their individual work through collaboration with like
colleagues from other institutions.
-
To document and communicate these best practices to a wide audience,
and so to promote improvements in the use of networked information
resources and services.
Through its "Call for Statements of Interest and Experience" the Coalition
for Networked Information invites institutions to express their interest
in participating in this initiative, and to describe their current work in
this area and their plans for advancing this work through participation in
the initiative.
It's hoped that this "white paper" communicates the interest and
enthusiasm that many of the Coalition Task Force have expressed about
the IWIS initiative, and that it provides the reader with an additional
motivation to participate in this effort.
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Selected Readings
Catherine Alter and Jerald Hage. Organizations Working Together .
(Newberry Park, CA; Sage Publications; 1993)
Adam M. Bradenburger and Barry J. Nalebuff. Co-opetition . (New
York; Doubleday; 1996)
Thomas H. Davenport, "Saving IT's Soul: Human-Centered Information
Management," Harvard Business Review , March-April 1994.
Thomas Davenport, Robert Eccles, and Laurence Prusak. "Information
Politics," Sloan Management Review , Fall 1992.
Vijay Gurbaxani and Seungin Whang. "The Impact of Information Systems
on Organizations and Markets," Communications of the ACM ,
January 1991.
John C. Henderson. "Plugging into Strategic Partnerships: The Critical IS
Connection," Sloan Management Review , Spring 1990.
James McGee and Laurence Prusak. Managing Information
Strategically . (New York; John Wiley & Sons, Inc.; 1993)
Marc H. Meyer and Michael H. Zack. "The Design and Development of
Information Products," Sloan Management Review, Spring 1996.
Nitin Nohia and Robert G. Eccles (eds.) Networks and Organizations:
Structure, Form, and Action. (Boston, MA; Harvard Business School
Press; 1992)
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