Study+Notes

=Study Notes- Key Terms=
 * 9 core components – customer segments, value propositions, channels, customer relationships, revenues streams, key resource, key activities, key partnerships, cost structure
 * 9 core components – customer segments, value propositions, channels, customer relationships, revenues streams, key resource, key activities, key partnerships, cost structure


 * A:
 * Advertising Operations (AdOps)
 * Agile Development – large projects are divided into small bits of specific functionality, each which delivers business value
 * Audrey Carr stuff (for those of you who might be wondering about parts of last year's exam: here's a presentation that includes the 7 points of consideration for designing sustainable communities, slides 16+: http://www.slideshare.net/acarr/designing-sustainable-conversations-with-social-media-59204 )


 * B:
 * Bait and Hook – First cheap/free to lock consumers into purchases later
 * Business analyst – The business analyst is a key facilitator within an organization, acting as a bridge between the business unit affected, organizational stakeholders and the solution team.
 * Business Model Building Blocks:
 * 1. Customer Segment-mass market, segmented, diversified, multi-sided platform, niche market
 * 2. Value Proposition- newness, performance, customization, getting the job done, design, brand, cost reduction, accessibility, risk reduction, convenience/usability
 * 3. Channels
 * 4. Customer Relationship- personal assistance, dedicated personal assistance, self-service, automated service, communities, c-creation
 * 5. Revenue Streams- asset sale, usage fee, subscription fee, lend/rent/lease, license, brokerage fee,advertising fee
 * 6. Key Resources- physical, intellectual, human, financial
 * 7. Key Activities- production, problem solving, platform/network
 * 8. Key Partnerships- optimization and economy of scale, reduce risk/uncertainty, acquire resources and activities
 * 9. Cost Structure-cost driven, value driven, fixed costs, variable costs, economies of scale and economies of scope


 * C:
 * Consumer Insight – how customers use the product
 * Content Management System (CMS)
 * Corporate Stakeholder – a party that can affect or be affected by the actions of the business as a whole
 * Customer Relationship Management – represents key information of a customer base and history of interaction (ex. sales support system)
 * Cyber/systemizing – role of IT in integrating explicit knowledge


 * D:
 * Dashboards – key information about a given information system presented for quick analysis
 * Data – Raw Bits (1s and 0s, many computer controls)
 * Design Process – Mobilize, Understand, Design, Implement, Manage


 * E:
 * Electronic Data Import (EDI)
 * Enterprise Resource Planning (ERP) – is a combined computer-based system used to manage internal and external resources.
 * Exercising – synthetic application
 * Explicit – formal, recorded, storable
 * Externalization – conversion to explicit knowledge


 * F:
 * Feedback loops – outputs are usually inputs for other processes – coordination of processes is key
 * Freemium – free to try, pay for more; allows users to sample and use product at a limited scope and encourages them to upgrade


 * G:
 * Garbage in, garbage out (GIGO) – badly formatted inputs break processes, wrong inputs generate incorrect results


 * H:


 * I:
 * In-house - internal control over process, responsibilities fit within organizational structure, but can be expensive to attract and manage IS talent
 * Inputs – various sources of data/information, human resources, money, tech, raw materials
 * Internalization – re-embodiment of new knowledge as standard practice
 * Interacting – a more consciously designed structure of social interaction, transfer of tacit stories to explicit knowledge


 * J:


 * K:
 * Key Performance Indicators (KPIs)
 * Knowledge – Application of information to tasks and goals of value and importance
 * Knowledge Management (KM) – representation of sharing of information in an organization (ie. groupware systems, content management systems)


 * L:
 * Language and Semantic Web – adding context, being able to connect though
 * Long Tail Model – high margin, low volume, small but loyal audience


 * M:
 * Management and Decision Support (MIS/DSS) – Culling and representing key data to support human decisions (ie. expert systems)
 * mass market – small margin, high volume, mass audience


 * N:


 * O:
 * Outputs - Services/products – but also waste and its costs
 * Outsourcing - use of external talent as required, can be cheaper; but loss of control and responsibility - strong contracts and communication required
 * Originating – where people share stories


 * P:
 * Process – must deal with available inputs and create desirable outputs as efficiently as possible


 * Q:


 * R:

>> · Buying online is inefficient (market/economic inefficiency) >> · Crowdsourcing can help >> · Reviewers can be subjective >> o Emotionally driven >> o Questionable >> o Unreliable >> o Flawed >> · Recommendation Model >> o Is backwards >> o Encourage people to pour their hearts out to the world and leads to one to many mechanism – broadcast modeling >> · Reviewers can be partisan >> o Motivated by selfish means >> o Motivated to promote products for free because people are paying them or giving t >>  · Hypothesis >> o People like lists >> o People like transparency >> o People like democracy >> · SUNRANK ALPHA >> o Human ranking >> o Strips ego >> o Rectify recommendation model – many to many recommendation model
 * S:
 * Search Engine Marketing (SEM)
 * Search Engine Optimization (SEO)
 * ** SHAHARRIS BEH **
 * TAKEAWAYS
 * SECI Process:
 * Socialization: transfer of tactic knowledge
 * Externalization: conversion to explicit knowledge
 * Combination: integration/synthesis of explicit knowledge
 * Internalization: re-embodiment of knew knowledge as standard practice
 * Socialization – transfer of tacit knowledge


 * T:
 * Tacit – informal, innate, cultural, “how things are done around here”
 * Transaction Processing (TPS) – Facilitates processing of transfer of goods and services


 * U:
 * User Engagement – the ability of an advertiser to deliver their message to the audience


 * V:


 * W:
 * Wisdom – Ethical and Political judgments regarding tasks of importance


 * X:
 * XML – easy to understand, flexible – requires intersubjective standard!


 * Y:

> - understand the need for change through continuous environmental scanning and organizational diagnosis. > > - The need for change usually originates in the external environment. > > - Look to two important sources of information in developing an understanding of your formal and informal organization: > > > 2. Enlist > > - Enlist the support of a core team of powerful stakeholders. Work with this team to develop a shared vision and strategy to roll out across the entire organization. > > Motivating, visioning, empowering, managing > > Planning for change > Implementing change > > > 3. Envisage > - Build a vision of the desired state and a strategy for getting there. > > Be sure your new vision has the following characteristics (source: John Kotter): > Tangible It has imaginable, concrete attributes. It should convey a clear picture of the future state. > Desirable It appeals to employees, customers and other important stakeholders. You'll benefit by helping people answer the top-of-mind question, "What's in it for me?" > Feasible and Flexible The vision must be attainable. In early years, stated goals should leave room for initiative and alternative responses. > Focused The vision should address fundamental challenges and not the peripheral. > Simple The vision should be simple enough to explain in five minutes or less. > If vision describes where you want to go, strategy describes how you will get there. > > Strategies provide a framework to guide day-to-day operational decisions. A strategy is more detailed than a vision, dealing with issues such as market definition, product/service definition, commitment to certain systems, structures and processes and competitive differentiation. > > Develop a good strategic process to develop good strategies. Ensure your strategic process has the following attributes: > Participative The experience, knowledge and judgement of key individuals must be utilized. > Rigorous Multiple, comprehensive options should be brought up and debated. > Open Open dialogue on difficult or worrisome issues should be encouraged. > > > 4. Motivate > > -Create a sense of urgency. Help stakeholders understand the organizational and personal implications of the status quo. > > 5. Communicate > > -Communicate the vision to affected stakeholders. Paint a picture of the future. > > 6. Act > - Take steps to align the formal organization ( systems, structures and processes) with the new vision and strategy. > > Align systems with the new vision and strategy. Key systems to target include: > Recruitment Systems The process for hiring new employees (sources and criteria) must promote the attraction and retention of needed employees. > Training Systems Training systems should stress competencies that support the new vision and strategy. Give employees the tools to succeed. > Performance Appraisal and Reward Systems Legacy appraisal and reward systems are often inappropriate. Take action to reward new desired behaviour. > Align structures with the new vision and strategy. > > Filling key positions with the right people > Shifting power between units > Integration > The technology trap > New technology does not solve problems on its own but, rather, supports integrated change initiatives that begin with new visions and strategies. > Training > > > 7. Consolidate > - Through continuous monitoring and measurement, understand and make further improvements until the change becomes part of the organization’s culture.
 * Z:
 * change management simulations notes
 * 1. Understand

Knowledge Management promotes an integrated approach to identifying, capturing, retrieving, sharing, and evaluating an enterprises information assets.  These information assets may include databases, documents, policies, procedures, as well as the un-captured tacit expertise and experience stored in individual's heads."
 * JOURNAL OF KNOWLEDGE MANAGEMENT READING**

 Knowledge-Based Organizations has identified a number of important roadblocks that organizations typically face when implementing knowledge management programs.  These roadblocks are (Fontain & Lesser, 2002; pp.2-5):  Ø Failure to align knowledge management efforts with the organization’s strategic objectives.  Ø Creation of repositories without addressing the need to manage content  Ø Failure to understand and connect knowledge management into individuals’ daily work activities  Ø An overemphasis on formal learning efforts as a mechanism for sharing knowledge  Ø Focusing knowledge management efforts only within organizational boundaries.

<span style="line-height: normal; margin: 0cm 0cm 10pt; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; text-align: justify; text-justify: kashida; text-kashida: 0%;"><span style="background: yellow; font-family: 'Times New Roman','serif'; font-size: 12pt;">The ten most important failure factors of knowledge management system implementation <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;"> are summarized below: <span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">
 * 1) <span style="line-height: normal; margin: 0cm 0cm 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Lack of familiarity of top management with dimensions of KM and its requirement
 * 2) <span style="line-height: normal; margin: 0cm 0cm 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Selecting an unsophisticated and inexperienced person for leading KM team
 * 3) <span style="line-height: normal; margin: 0cm 0cm 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Improper selection of knowledge team members
 * 4) <span style="line-height: normal; margin: 0cm 0cm 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Wrong planning and improper forecasting for the project
 * 5) <span style="line-height: normal; margin: 0cm 0cm 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Lack of separate budget for knowledge management project
 * 6) <span style="line-height: normal; margin: 0cm 0cm 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Organizational culture
 * 7) <span style="line-height: normal; margin: 0cm 0cm 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Lack of support and commitment of top management
 * 8) <span style="line-height: normal; margin: 0cm 0cm 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Resistance against the change
 * 9) <span style="line-height: normal; margin: 0cm 0cm 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Inability of KM team for distinguishing organizational relations
 * 10) <span style="line-height: normal; margin: 0cm 0cm 10pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span style="font-family: 'Times New Roman','serif'; font-size: 12pt;">Nonconformities between current systems and new systems