Interested about information, disinformation, intelligence, strategy, sharing, communication, security and privacy and their impact on organisations.

Squaring the informational circle - II

Data and information come and go at speeds we have difficulty to engage with. News are past in a matter of minutes, pushing consumers into a media competition for attention, shouting that there is no better news than live news. But as it so happens, live news are by definition past and no longer worthy of attention as we are pushed to the next news story.

In fact, news have become a matter of urgency rather than importance, rushing from story to story, from opinion to counter opinion, from data to alternative data, from information to disinformation at a speed that hinders one's ability to discern signal from noise and to retain (store/process/integrate) relevant bits, let alone creating knowledge that can be actionable.

These massive inflows of information have the effect of unbalancing the decision making process, either by reinforcing existent biases or by obfuscating reality and possible courses of action. This is so unless news stocks are acted upon, both by filtering inflows and directing outflows.

Balancing information flows is not just an essential task for the intelligence analyst, but the primary function of an intelligence structure supporting decision making.

We'll elaborate on the issue, would you care to give your take on the matter?

Squaring the informational circle - I

The rise of the digital economy has shifted the quest for competitive advantage amongst organisations towards an informational dimension where the ability to explore data, retrieve information, generate intelligence and construct knowledge determines the level of success of any given strategy. As a result, one's advantage is measured not by the amount of your assets, including information, but by the capacity to use those informational assets to make better informed decisions.

In this light the so called intelligence cycle gains momentum within organisations, private and public, no matter their mission and objetives. Even within the organisation itself this loop can and must be applied at all levels and to all kinds of business processes. However, the speed and volatility of data and information flows create new challenges that demand to be mastered, as is the ability to understand what and where data can be found and specially how to capture and structure that data as to become a meaningful tool with strategic impact. In other words how can organisations make a square out of a moving circle.

This is one of the topics I'd like to further discuss...

If you'd like to share your own ideas on the topic or comment on others' ideas (including my own) feel free to engage!