the infor.mation i need and what i get - sascommunity information i need - and... · t --time...

f' ~ ~, r;. -:;-

Ii ~.

" t, ~

J i f r,:

! ~;.

~

~ ;.: r.

f ~;

~ h ~. ~ ,. '"

The Infor.mation I Need

and What I get ...

by

Mr. GOran Hal.l.man

GRtJFMAN, UJE & PARTNERS MANAGEMENT CONSULTANTS

63

NIICLAS DATA

When this paper was prepared I worked as Market and Research Manager at Niklas Data, the first consultant firm approved to be a Quality partner in Scandinavia by SAS® Institute. Since then I left to continue my work with improving the managers use of relevant information at Grufman, Reje & Partners as a management consultant.

During my work with different managers, I picked up this sentence from one of many discussions about information systems.

H ••• as a manager I need access to aggregated in£or.mation, se~ected £rom granul.ated data, but I have a£ee~ing that the decision £actors I use are getting more and more di££Use ... H

This is the initiator to the paper I will give today.

Is information always a well structured package prepared to be delivered to the user? Or what is it? As a regular individual I probably look at information as different kinds of sources e.g. newspaper, television, radio, etc. etc.

As a Information Technologist I probably think of information in ways of access, distribution in different technological environments etc. etc. - or more exact how to structure the information in to computer systems.

As a manager I look at information as a tool, which will give me the ability to make better decisions - and to improve my managemen t! !

Information is available, but the use of it is not obvious to the manager.

There are three important questions that a manager should ask him self;

-What is it I need? - Where do I find it? - What should it look like?

The three questions above are not in any way connected with a technological solution. They are the philosophical way to approach the decision tool.

The modern organisation of today have complex computer systems and a gigantic flow of information on one side andon the other side there is "ordinary" people, managers at different levels, with a limited budget of time.

64

This is the perspective of information that I as a researcher like to use!!

The information algorithm I=i (0, S, t)

I i D S

Sobs

Scon

the communicated knowledge

the process of translating the information

data

the frame of reference (pre-knowledge)

relevant pre-knowledge, observed data

conclusions based on pre-knowledge about the observed data (individually related)

S feelings and sensitiveness connected with the observed data sense t -- time available for translating the information

I will not go deeper into explaining the algorithm, but we can use it to understand and draw conclusions from. Reading it we can see that there are three major components influencing the transformation of data in to knowledge. First it is the data itself. Then the frame of reference, which is the most ~ortant component and at last the time available.

Because I did know that many of you listening today would be ITpeople I transferred. the algorithm in to a flow-chart. The "dotted" line in th~ figure indicate a flow of information that is directly connected with the observed data. If this actually exist is unsecure, but in some cases e.g. scientific studies it is obvious that some sort of connection exist.

The conclusion that have to be drawn is that it is the human way of translating and transforming the presented information which is the most ~orting factor in a information system, not the technology behind. Please observe that different individuals can draw different Sconclusions from the same information but they must have the same Sobservations if the conclusions should be relevant. A good organisation accept, and support, that different individuals will draw different conclusions from the same source. Together this is the nucleus of the total organisational knowledge connected to the managerial decision process.

Let us then look at,~e manager and the organisation. In yesterdays organisation the information was transferred vertical. First the owner was given the information, then it was transported down the line to lower level.

65

Today all organisations live in a multidirectional and multidimensional information stream. They even search new information by asking their customers.

When we build information systems for management we often forget that depending on management style and organisation structure/culture the EIS must fit the environment in which the system shall be used. E.g. if the management style is soft and the culture of the organisation is "freedom" - then the EIS should have a orientation at Ta~get! and v.v. A personal opinion is that this is one of the major obstacles when creating a EIS in a organisation. When we then try to transfer the concept to another organisation we are not fully aware of the differences even inside the same enterprise.

Different managers do need diversified information. Due to management level the information should either be broad or deep. Top level management need aggregated information to make strategic decisions. Middle level managers need information for tactical decisions and managers in production stages need information to make operative decisions.

The t-factor in the algorithm give us the answer to when the data should be presented and in which format! The table is a illustration of some information that managers regularly ask for.

A

c II c A

B

A= High B = Madium C = Low

Information, if ever relevant and objective, can't be used if it is not subjectively relevant to the user. From this we learn that using a more powerful computer or computer software to display our data will not solve the original problem. The data shall always be connected with the decision process and involve the frame of reference - to produce a new source of knowledge.

66

The boxes of infor.mation is a essential part of the managers toolbox. But by using the frame of reference that all managers and organisations have, will complete the puzzle and produce new knowledge. Successful managers use infor.mation as a process to make better decisions and to continuously develop new knowledge. This process is"tbe key to expansion.

I will not try,to give this.audience a lesson in how to build and configure a database. But I personally think that in the future~t:he information warehouse technique will be the complete source .' of knowledge for each organisation. It will also provide us with a f,lexible' way to store the different kinds of data we need in the decision process.

To sum it up! Each organisation, with its culture and frame of reference, must fill in the gap between problem and solution, by using relevant infor.mation and provide it to the managers to be used in the decision process. In this paper I have tried to focus on a area where infor.mation sisteili'builders :still have' little experience. But by using'>'" t~.)n:i:ques cu.td , ideas from the management theory this obstacle co\ii<:l,,~·overcome .

Mi; '. GOran H~l1man Grufmarf, Reje ;'Partners Kwigsgatan4~ .' . S ... ::111 35 STOCKHOLM

, ~: " :

SWEDEN

Telephone: +46 - 8 - 208330 Fax: +46 - 8 - 21 25 40 E-mail GORAN_HALLMAN@NOlUU<:OM.UMU.SE

Below are the slides presented at SEUGI-95

67

The Information I Need

and What I get •••

by

Mr. GOran Hallman

INFORMATION - What is it ?

Information - strategy

Compl_ computer systems and a gigantic flow of informati __ _e side

Managers with a limited budget of time on the other side

Good information management might bridge the gap bet_en the two islands

68

The Managers view

" ••• as a manag.r I n •• d acc.ss to aggr.gat.d

information, s.l.ct.d from granulated data, but I have a f •• ling that the decision

factors I us. are g.tting more and more diffus •••• "

Information is everywhere - but ••••

The information algorithm I-i(D,S,t)

I tile communicated kDovla4ga

i the proc... of t>:&ilIIlati"" tile iDfoz:mation

Data

S the f>: ...... of >:efe>:ance (pn-kDov1e4ge)

Sobs -- >:.l.vant p>:.-kDovla4g., ob •• l<VtI4 at.

SCoil -- concluaion. ba.ed on pn-kDovla4g. al>out tile ob •• rve4 ata (in4ivi4ually >:alat.4) S._ .. -- feeling. ao4 .e_iti ......... connacta4 with

the ob.el<Ved ata

t -- time available fo>: t>:&ilIIlaei"" the infoz:mation

The information algorithm I=i(D,S,t)

~~~ ;~

-------------The flow-chart of information

Information and organisation

Management Level

, ...

multidi.menaiosull

Information Type off

Market Coa.curz'eDt. 'l'eabDologic:al Key figur •• Profit.abl •••• , ~tl

product. group Price/co.t. coa.trol Product.iOll data Order in.take Slckle.".

69

The TARGET is to build a

natural link between the

individual manager,

the organisation and

information which in the end

improve the decision

process.

Management style - type of organisation

Target orientation Overall budget Deviation steering Managing by rules Managing by order

What I need •••••

·Cu.toiDiIr···· B .. sao-ntation s&l •• A analysis MV'lrtfiil"nq" C impact • analysis PrOduct· .. ·

C manaqement ·sal".iii···bOntiii" A analysis COiiipeUtor B • analysis

,.,. High •• -.cst,... c • Low

o : '.: I.

Information is a product that can be forged,

transformed and recycled to fulfill different

requirements

Putting the

managers in the

centre of the

information will

give a better

of decision

making

N'IU~A"

The procedure that handles the storing of data must be flexibel

Today

:is ~j.lej.lre, a

fu·tiDie its ~~g$

Tomorrow

:i.ts i'I\CUla,SJe

is to

•

Marion Harper Jr.

70

MAIN THESIS --------.... "Active search of new information

feed the decision process which in

the end will develop new knowledge"

"Tbo •• who .ball u •• - .ball decide wut to know ..

ft. piec •• in the infoautioa. pus.l. produce new bowl~.

Each organisation have to use a exclusive independent model to handle their own flow of information to support theirs decision process I /\

ORGANISATION

The Infor.mation I Need

and What I get ...

by

Mr. Goran Hal1man

GRUFMAN, REJE & PARTNERS MANAGEMENT CONSULTANTS

71

NIKLAS DATA

,. !

When this paper was prepared I worked as Market and Research Manager at Niklas Data, the first consultant fi~ approved to be a Quality partner in Scandinavia by SAS® Institute. Since then I left to continue my work with improving the managers use of relevant info~tion at Grufman, Raje & Partners as a management consultant.

During my work with different managers, I picked up this sentence from one of many discussions about infor.mation systems.

" ... as a manager I need access to aggregated infor.mation, se~ected from. granulated data, but I have a fee~ing that the decision factors I use are getting more and more diffUse ... "

This is the initiator to the paper I will give today.

Is infor.mation always a well structured package prepared to be delivered to the user? Or what is it? As a regular individual I probably look at info~tion as different kinds of sources e.g. newspaper, television, radio, etc. etc.

As a Info~tion Technologist I probably think of info~tion in ways of access, distribution in different technological environments etc. etc. - or more exact how to structure the infor.mation in to computer systems.

As a manager I look at info~tion as a tool, which will give me the ability to make better decisions - and to improve my management! !

Infor.mation is available, but the use of it is not obvious to the manager.

There are chree important questions that a manager should ask him self;

- What is it I need? - Where do I find it? - What should it look like?

The three questions above are not in any way connected with a technological solution. They are the philosophical way to approach the decision tool.

The modern organisation of today have complex computer systems and a gigantic flow of infor.mation on one side andon the other side there is "ordinary" people, managers at different levels, with a limited budget of t±me.

72

This is the perspective of infor.mation that I as a researcher like to use!!

The information algorithm I=i(D,S,t)

I i D S

SObs

Scon

the communicated knowledge

the process of translating the information

data

the frame of reference (pre-knowledge)

relevant pre-knowledge, observed data

conclusions based on pre-knowledge about the observed data (individually related)

Ssense -- feelings and sensitiveness connected with the observed data

t -- time available for translating the information

I will not go deeper into explaining the algorithm, but we can use it to understand and draw conclusions from. Reading it we can see that there are three major components influencing the transfor.mation of data in to knowledge. First it is the data itself. Then the frame of reference, which is the most ~ortant component and at last the time available.

Because I did know that many of you listening today would be ITpeople I transferred the algorithm in to a flow-chart. The "dotted" line in th~figure indicate a flow of infor.mation that is directly connected with the observed data. If this actually exist is unsecure, but in some cases e.g. scientific studies it is obvious that some sort of connection exist.

The conclusion that have to be drawn is that it is the human way of translating and transfor.ming the presented infor.mation which is the most importing factor in a infor.mation system, not the technology behind. Please observe that different individuals can draw different Sconclusions from the same infor.mation but they must have the same SObservations if the conclusions should be relevant. A good organisation accept, and support, that different individuals will·· draw different conclusions from the same source. Together this is the nucleus of the total cirganisational knowledge connected to the managerial decision process.

Let us then look at the manager and the organisation. In yesterdays organisation the infor.mation was transferred vertical. First the owner was given the infor.mation, then it was transported down the line to lower level.

73

"'

Today all organisations live in a multidirectional and multidimensional information stream. They even search new information by asking their customers.

When we build information systems for management we often forget that depending on management style and organisation structure/culture the EIS must fit the environment in which the system shall be used. E.g. if the management style is soft and the culture of the organisation is "freedom" - then the EIS should have a orientation at Target! and v.v. A personal opinion is that this is one of the major obstacles when creating a EIS in a organisation. When we then try to transfer the concept to another organisation we are not fully aware of the differences even inside the same enterprise.

Different managers do need diversified information. Due to management level the information should either be broad or deep. Top level management need aggregated information to make strategic decisions. ~ddle level managers need information for tactical decisions and managers in production stages need information to make operative decisions.

The t-factor in the algorithm give us the answer to when the data should be presented and in which format! The table is a illustration of some information that managers regularly ask for.

~ High B = Medium C = Low

Information, if ever relevant and objective, can't be used if it is not subjectively relevant to the user. From this we learn that using a more powerful computer or computer software to display our data will not solve the original problem. The data shall always be connected with the decision process and involve the frame of reference - to produce a new source of knowledge.

74

The boxes of information is a essential part of the managers too~ox. But by using the frame of reference that all managers and organisations have, will complete the puzzle and produce new knowledge. Successful managers use information as a process to make better decisions and to continuously develop new knowledge. This process is the key to expansion.

I will not try to give this audience a lesson in how to build and configure a database. But I personally think that in the future the information warehouse technique will be the complete source of knowledge for each organisation. It will also provide us with a flexLble way to store the different kinds of data we need in the decision process.

To sum it up! Each organisation, with its culture and frame of reference, must fill in the gap between problem and solution, by using relevant information and provide it to the managers to be used in the decision process. In this paper I have tried to focus on a area where information system builders still have little experience. But by using techniques and ideas from the management theory this obstacle could be overcome.

Mr. Goran Hallman Grufman, Reje & Partners Kungsgatan 48 S - 111 35 STOCKHOLM

SWEDEN Telephone: +46 - 8 - 208330 Fax: +46 - 8 - 21 25 40 E-mail [email protected]

Below are the slides presented at SEUGI-95

75

The Information I Need

and What I get •••

by

Hr. GOran Hallman


Information - strategy

Complex computer systems aud a gigantic flow of information on one .ide

Kanagers with a limited budget of time on the other aide

Good information management might bridge the gap between the two islauds

76

The Managers view

" ••• as a manager Z need access to aggregated

information, selected frqm granulated data, but Z have a feeling that the decision factors Z use are getting more and more diffuse ••• "

Information is everywhere - but ••••

GMIPIIoW. R£JE. flUm¥ERS .lMNAG£lEl¥TcottSlJZ.l'AN1S

I l1oeed?

find it?

~,,1l&- ;fr: 'I :r' ~

~'\/I;1t

The information algorithm I-i(D,B,t)

I the c~icated kDowle4IJe

i the PI<OC... of tl<lUlIIlatiDll the info"..tion

D data

B the fl<_ of l<.f.I<&DC. (pn-kDowledge)

Saba -- I<.l_ant pn-kDowl.dge, ob •• l<V8d data

BCOA -- cODClud=- ba.ed on pl<e-kDowledge aboUt the ob •• xved data (individually I<.lated)

B ...... -- f.aliDll. and .ensitivene •• connected with the ob •• l<V8d data

t -- ti_ availabla fOI< tl<analating the info~tion

The information algorithm I=i{D,S,t)

, ; " ., -------------

The flow-chart of information

GRUFMAN. R£.l£ a. fARTN£RS AMNAG£MENT CQlVS(..'LTANTS HIIU~"'''''

Information and organisation

Vertical flow multidimensi'onal

Management Laval Information Type off

Market Concurrent Technological Key figur •• Profitablen ••• '

4IopartaeJlt I product group

price/Colt control production data Order intake Sickle.ve

77

The TARGET is to build a

natural link between the

individual manager,

the organisation and

information which in the end

improve the decision

G~. R£JE. '" P"RrN£R$ ~NENrCCJNSULr"'Nl'S

process.


Target orientation Overall budget Deviation steering Managing by rules Managing by order

What I need •••••

APPLICATION

Customer'" seqmantation Sales analysis Mvertfill-iig impact analysis ·ProducE····· manaqcamant ·S·iil"e·.'·'bQ"ji'is·· analysis C'ornptifftcii" analysis

• c •• '· All' B •

A_ High II. Med! UDl C • Low

Information is a product that can be forged,

transformed and recycled to fulfill different

requir_nts

Today

Putting the

managers in the

centre of the

information will

give a better

of decision

making

The procedure that handles the storing of data JllUst be flexibel

Tomorrow II

~'To~ig.e ···al)uSl.Jj~t',.

fu::r:'~r.: ~i :i t.s :future is td········

manage.·.· ... :i~t'ormati~ll~(

Marion Harper Jr.

78

MAIN THESIS --------...., -Active search of new information



n. place. io tile 11lfonaatloa. pu:nl. produce Dew knowledge

N'.I~A""

Each organisation have to use a exclusive independent model to handle their own flow of information to support theirs dacision process! /\

ORGANISA nON

~}:t($rf:;'1';tf~-~~~~tf~~~~~~t~'~<~~·~~~~~~~..,}\,~:\:,pm; ..... ~~~_!--~"";:;~-CiCf;;-'.'>T~:-~""-'--::",r,-,~~,,:~\-?",,~·v,j.-. :",:--,,-::~,,--,-_:,.)~,~~"r.-.

~

;7!""'~-----

~-

The Information I Need -

and What I get ...

by

Mr. Goran Hallman

~ GRUFMAN. REJE & PAKlNERS MANAGEMENT CONSULTANTS NIKLAS DATA-AS

-~,~" ~----;----- "._" -~""--" "-... -----~,~-" "-';' ,~---"---"-;_;__>"---~ ~ - - ,,--;7~-- - ----

·_ ... _ .... _ .... -.:,.<;,.~;:1t-"<~".~~~~ __ ~,,-~~_"'''',·"'"l'."1;~-_-:'"'''Y.7.'ZY,.~-'''"-.'-~'-" ..... y,.>"'.,,'O-.,.,'";~-:;:. • .:->'l:~~~~'t'0':F'.'::"'.,"-~.~.""'.'~e- .• :'" •. ".-<'""-'l:,"".#~":"t'~~::"':._~-~_".~

~

The Managers

GRUFMAN, REJE & PARTNERS

MANAGEMENI' CONSULTAN1S

• V1ew

~ NIKLAS DATA AS

,~Y;~.H~~!~W~~~~~~l'", .... h+~~~~.;:O;:':'~.~·~ ...... "~.,.,;. ... ; ... ,;"-~7'·~''',-:c.r!.'''':''i··~;·'~~·H'?o~';:P"";~''.;:?~·';-~~··':'':f~''.t',·~"-""W:·::~-,~_-:.'r"-::i'"-.,-. -.-

,


()Q -

GRUFMAN. REJE & PAR1NERS MANAGEMENT CONSULTANTS

Inforlllation

Infonnation - structure

Inforlllation - strategy

~ NIKLAS DATA AB

r'''':7~---- ______ ~·r ------;--:-._._. ___ ~~ ______ ~~_

·"~ .. ~" .. ~._ .. ,,., ... ~., . .,.,...~.,.'" ... ¥.;~~~..,.."O>~.:;::~ ... ""~'~.,...~~......,.,....~~~; T.r::--.-"l:'"';'?"'"""~·."-;·'.-.-.. --.. -"'-;Y""~-'"'.-""'·"'~"""""'""'"'"'·"V""~-' ..... ,.:"!"-, ..... -:-- --:--c-:"-.. -.;~,-,- .. ',!-

~

("'f'/' .... r---.-

Inform.ation

GRUFMAN. REJE & PARTNERS MANAGEMENT CONSULTANTS

.-:;-:

• 1S everywhere - but ....

~ NIKLAS DATA AS

~?m~""~,~~~~J~~~~I!.,~.,P .. -~,~~·.hp~~~~~~~-!:r~~~':;:!'·~-;~~""."'."~:"'·;.~~.~.""~-;:l":·-:-,;-r.:.-:~.~l·ey·"\,~ .. ""':~}.'''.'/~'''''.<

ffi

"" ... '

A complex computer system and a gigantic flow of infor.mation on one side

GRUFMAN,REJE & PARTNERS

MANAGEMENT CONSULTANTS

"

~ NIKLAS DATA AB

~

Complex computer systems and a gigantic flow of information on one side

GRUFMAN, REJE & PARTNERS MANAGEMENT CONSULTANTS


~ NIKLAS DATA AB

·-";t'i~·l:"~'f;-i.·1~'.:'~!(;~~t_i.f·~~''!'rf~_l-t''''~':"1~''-';~+<j;!.tt~i!,,'.PJ·;'"~;~-\/'_~~"':'''''~~_!'_P.'~S~-''''''";_:~~'''-'~:~'"Y,i:'W~u,,~V':":';"" ::- "'''_'-, ' ' ""_'~-A --,- ,

(Xl VI

Complex computer systems and a gigantic flow of infor.mation on one side


Good infor.mation management might bridge the gap between the two islands

GRUFMAN. REJE & PAR7NERS MANAGEMENT CONSULTANTS

~ NIKLAS DATA AB

"( .. _ .. _ •... ~ •..• ~ ...... ,.,,-. """"H.,,,.~ ... ~ ~:~ • .......,~~t;·'~';·~~"'~:<"7T!""""";"'""Y',"~""7'."!:nn1.'''''''~·::~_~':''-:'''''·~''- ,~:7.-"-'_-"-c""--I.·."'·"'''-<;'''''·.~ ... _··-'_-·<-,~:-'''''''T~~·;:~-.·:··· ~~.~"-~.~,,,~' ~~. "'.~"

~

The infor.mation algorithm I=i(D,S,t)

I the communicated knowledge

• 1 the process of translating the infor.mation

D data

S the frame of reference (pre-knowledge)

Sobs -- relevant pre-knowledge, observed data

Scon conclusions based on pre-knowledge about the

observed data (individually related)

Ssense feelings and sensitiveness connected with the observed data

t -- time available for translating the infor.mation

GRUFMAN; REJE & PAR1NERS MANAGEMENT CONSULTANTS

~ NIKLAS DATA AS

1:.\'~":".;~~~~ttt-~'l_~'''f;!_~~_~''(~';~~~~~n.~~~.~·~''~~\.~~~.·,-'''·C':,~o"'~n':!:"l%7!r::--:-c·,-,~

00 "-I

The inforn1.ation algorithm I=i(D,S,t)

The flow-chart of inforIlLation

GRUFMAN, RE.JE & PARINERS MANAGEMENT CONSULTANTS

~ NIKLAS DATA AS

;~,...----

'"'''A:.._'''l!-<!-.x;''';''X'<t'"':~'''''''''~~~!-~~'!:"'~'''': .... ~~I'!f!~~''~''"l-~-~"'":·~."",.",'I!;':~~-:""f'1~<;~":i".-·~"''''''~'''''''''ie''''7(.?~:; .. >::::~:r;.·?:"~~,;-~:~:-<.:''''n-"-P'·-;·C,-;-"··::'·'";-";""

~

GRUFMAN, REJE & PAR1NERS MANAGEMENT CONSULTANTS

to build a

the

~ NIKLAS DATA AB

~~~ffl!'tt~"'tili"f~J!i,",.o,--~'f~~";~~'~!"!'i·. (~ __ f'i~,~?".o::>5.~ .. h~\>:1';':~~'-·~i:~.:;;n~~·,··<.mr~~·~-:''-',.~,.a~_;,:-:;,..,,:~,:~d':..~\::~~~~~.'-.'.-·"".~:--

~

Infor.mation and organisation

Yesterday -Vertical flow

GRUFMAN. REJE & PAR1NERS MANAGEMENI' CONSULTAN1S

External infonnation >.

Customer information

Today -Multidirectional and multidimensional flow

~ NIKLAS DATA AS

.----~----.---..........,...----;------.-~-- -- ---- --- -~-----

J"-">~ "'<.,..;.. •• o-,._~~(-A':J( .. :!L'-$q ~ __ L .'. {: .. n _~~~""""'Zl"l~~~~-<'Y~-::-~-~-;-~-r.'~":I"7~-£"l'"~.":""--~,;: :~::i-'C?·:}~~'=':lo:"c1~t,~-;<:t,~,-:..-' ~':-"='<. ''':', ,: -~ 7~T -:--,:


~


~---- --~;;:

Target orientation Overall budget

•• • Dev1at1on steer1ng Managing by rules Managing by order

~ NIKLAS DATA AS

1 ~,';~~tS·t~trk~m~'. ~(-t~~:::.~~·t:<:.;i~~"';~~M4~t~~~'~'\1f.!:"~~~':;'~" ~~K~~"""~~~~~~ 4~';'·f:-~~!.~"'i~i'~~~ d·~':~"\"'~'-~"':':':;"';~·::-'':',:",''~ ~, .. ., .. ; r0-:~n-::-o;;,Ji,Q ... n.,·-s;·~' r::-·:--;!.::"<:, <" '):'-< .~~. '. ". , .• ,,;,'-' ~; :::::. ,- -,:.~,

\0 -

Management Level



Information

.... --.--.-"\-.:~~

Type off

~ NIKLAS DATA AS

.,;.r~.<~"'- ., .. "7 . ~ .:c ....... , .. , ... ", .. "'!' .~ ..... !")"'''''':;: .. SC'_ G. §?'P.~_¥~-:.~",:~~",,~~~~;!,"!<'=''''''''''<""r~~.-~~>''';o;~~:;-.. -:"",:";"-::-,,<,:,,"''''''"';·,~ ..... ~:.:,;···,,:,-s.?;;:"","'~':.~;;7.'~"":""t"':~~.,.~,·,,:-:·-·.: ~~~'.-:;.:?:"."'.'~: .,ry~7":~"":'". .,-. ~ > ..... ~ ..... - .• -

IS

Management Level

Strategic

GRUFMAN, REJE & PAR1NERS



Market Concurrent Technological Key figures

~ NIKLAS DATA AB

~.f(~l~~~S"~k~{'.:t?-;--,-~~~""~~7ff1~Ii:~.~~9'~.Gi(~~~~~.~!''''~~;r''-·-:-o;1-".I>Y~_"'-'l~";"-~~-:-;,~c~"'··Y."'~'1~~·;:,--r~::~·-"~J'.-':"~~~","'''''-.:-_et-..; ..... ':'._ •. ;"'~,L("'->'~~'-,_""~._.·> ',.

\0 I.U

~

Management Level

Strategic

Tactical

GRUFMAN, RE.JE & PARTNERS

MANAGEMENT CONSULTANIS

Board


Market Concurrent Technological Key figures Profitableness/

department/ product group

Price/Cost control

~ NIKLAS DATAAB

'_.',. __ ....... ~~: .. , .......... ,·,'¢,~~I'!<:*'i',·~1Jd:L.L4Z1C __ j( _&.;.,~(Etti_5'8'."'-"_~n'l''''''''l'~~ ... ~.., .. ',k'<""~~n~...,.''t'''-vl ... ~·.,.f.-,~.t,-.. ~"1"t?';'r':~.">{ .. ""'.P' .... "lo"'-.."~<,~},-·>-,,-\-r.,.,-_~7'"'"":.-:,,.-'O:·"'~~.:'--...-,--.

'g

Management Level

Strategic

Tactical

GRUFMAN, REJE & PARINERS MANAGEMENTCONSULTANI'S

Board


Market Concurrent Technological Key figures Profitableness/

department/ product group

Price/Cost control Production data Order intake Sickleave

~ NIKLAS DATA AS

::{"}~"-f!:,;·~"(~b't..&fl~~~~"'.!-~·'-"~~~·~~'~~~·~"~~~~.p}: .. ,-~~rt~~-·'>,,:":.~"~y'~:-~:'1~.~~""~''''.:i'~~ .,:-","C"~;=-~~~~-J~:~_=."".~~:>-.>:~'-""

~<~--

\0 U1

:,.-- ...

What 1: need. • • • •

APPLICATION I REQUIREMENT! DAILY ! MONTHLY ! QUARTERLY ! YEARLY

!Customer ,J;~,g,~,~le.~,~~!;.,~Q!! I Sales i analysi.s lid;;~ti;"ing iimpact .an~lys"~s Product manaaement Sales bonus analvsis Competitol;" ,~~~,~y,~;~,,,, "

GRUFMAN. REJE & PARINERS MANAGEMENT CONSULTANTS

(DIVERSITY, AMOUNT OF .. )

B

A

c """WW,~_.,+.~,_~""_~~,_"WW+_,~

c A

B

A= High B = Medium C = Low

---I

~ NIKLAS DATA AS

10 0\

"'\ "-"-""'-<.""'-"'''~-:-~'''''~'''~''t~-":-,~,,",,",,,!-~,>:"c-=,-.,~ .. -~<T'7·"..,~.w:>-r,'\-,~.~"r~'''" '·-c.:-'r'C--"-~' - ',' . __ ,,':', "y~ri'W"~""'-:~'''~

Infor.mation is a product that can be forged,

transfor.med and recycled to fulfill different



requirements

Putting the

managers in the

centre of the

infor.mation will

give a better

process of decision

making

~ NIKLAS DATA AS

r~tt~~~'~"!"\)~~~'"\'1!i'h .... fj~~~~,~;;~~~~:-;""""..'·:'~"';-~"',!,.\'5"F.:T?-:-;:,".:~·::·:-:'")~"ry~:·:.':::···";<'r~"'~_,0-~n-:.~~·,,:":"~.H"'l'·".P.._~'''_~""''"''-

\0 "'-I

...---- MAIN THESIS -----------,

"Active search of new information



"Those who shall use - shall decide what to know"

Information

The pieces in the information puzzle produce new knowledge

~ GRUFMAN. REJE & PAR1NERS MANAGEMENT CONSULTANTS NIKLAS DATA AB

. "'._ .... ~~.".~~'>.'!.i~~~."'"~ ~<;"1' .~~~ ... r'~""~.~~p;;r..·!.:~_:7"!.;>·"_"'" ''I.-n,-~,"!:"",.'"':.<)· ... ~ ...... ~: .... c,c.·"",·~;.'''.r~:~~Jn-~-."":,,,".'''~~''''~:-:-'~ ~'~~~-~.;.'"~~".,,~~,~_O'j~~''').~-!.~"-_-o!-' ._ <'.',-"'~ .. ..:.~ .• , .~.~ ..... ~ <--:." -"-_-",-"".'. _ •. ' .·'-,~->-r~'·."'.1'-'."''''<-'·'·~·''':'''''' - " .. '. > ,~. __ ., ..... ..........,...-" .,"_."_.~_ ...... ,'_._, '~_~_'",_~·G~~ __ ~~·-'" ,.~,,~_~ __ •.

(g

The procedure that handles the storing of data must be flexibel

Today Tomorrow


MANAGEMENT CONSULTAN1S

----~

NIKLAS DATA AB

i(~~ ('<_~i·-'r5l:;~1~1:<'-'-""~i"~~~0·~~·:-,'-<·~"')-~~'~!;"',;':?"~""?;,":,:;":"c<:rn:,,":-~~:,<~-~!"f'_"-: .-_"':,:,,;~~~~,; .... \'-".'7"'"-

\0 \0

Each organisation have to use a exclusive independent model to handle their own flow of infor.mation to support theirs decision process!

/\ ORGANISATION

Information Decision


Decision process - collecting - evaluating - choosing

~ NIKLAS DATA AB

o o

' .. _."f_-~,-"'''''··_F~_~~~(f[~R'"'7J',~~,'~-=_::'':",~:"\··:·r 'i-_~:_":~","-. -__ ?-'7; -"1't.."':'-Y19.'~'i1r< "~~:-_'" ~-_" ',-'~ ,~"T~"~?'_:' ~..-_ r-,_~ -'-.~ -'_~<'1fi·""~-'"(,·,~.<:~-= ,

"To Jll.anagea business •. .. .... .... ... . . ~S\\.tD manage 1 ts

:fii~,Rg\~el,.a:g.dtomanage

i;Il~§~]£u.ll.Ee is to

• Mar10n Harper Jr.

GRUFMAN, REJE & PAR1NERS MANAGEMENT CONSULTANTS

~ NIKLAS DATA AS

the infor.mation i need and what i get - sascommunity information i need - and... · t --time...

Documents