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This article looks at how to apply continuous improvement in the context of managing an information service and covers some of the foundations that need to be in place to deliver sustained improvement as well as some considerations to make it all happen.
In the final part of our series of articles on the characteristics of the Information Centre of Excellence and how information managers manifest these characteristics, we take a look at operations and how it needs to be grounded in continuous improvement.
In the third of a series of articles on the characteristics of the Information Centre of Excellence and how information managers manifest these characteristics, we look at how teams cultivate commercial awareness.
In the first part of a series of articles on the characteristics of the Information Centre of Excellence, we interviewed seven information managers to better understand how they and their teams manifest these characteristics. This second article looks at the six characteristics needed to hire, develop and cultivate in an Information Centre of Excellence.
Jinfo recently spoke to the heads of seven information services in order to better understand what contributes to an Information Centre of Excellence, using our model as an example. We asked them to map their current services to the model and self-assess their departments with regard to the key characteristics of a successful Information Centre of Excellence. In this first part of our four-part article, we look at some of the results of this, including the several themes that emerged in relation to how the teams set information strategy.
Technology plays an increasingly key role in enabling information professionals to work with optimal efficiency and productivity. In this article, Andrew Lucas looks at how two emerging technologies - chatbots and Digital Adoption Platforms - could be used to improve things, if deployed smartly.
Being able to visualise ideas has become increasingly important in today's world and to the decision-making process within an organsation. This article explores some of the rules and best practices that apply to concept visualisation as well as practical ways to implement them.
There are many so-called "introverts" working within the information world and their specific skill set is valuable but, being a people profession, skills in extroversion are just as important. This article looks at some practical strategies you can adopt to help you become more extrovert and step outside of your comfort zone.
Information professionals are in a unique position within their organisation because they connect with so many different people and teams and this article looks at how to engage and manage others when developing a stakeholder strategy.
Super users can be found in every organisation but what are they and how can they help bridge the gap between the information centre and the rest of the organisation? In this article, we take a look at some of their key characteristics and how the information centre can use them for awareness, training and feedback.
Commercial skills are a prerequisite for information professionals within any industry. This article sets out to not only define these skills but offers some techniques and practical steps to help you develop them, and in the process think about what your company does, what information it needs, who your clients are and how to communicate effectively.
The information centre may be subject to sudden changes in reporting lines and often does not get a say in this. But when they do have advance notice, they need to make a good case for themselves to ensure they have a preferred position in any reorganisation. This article highlights some of the challenges faced by information groups who have encountered a shift in reporting line and the importance of creating or updating a strategic plan to ensure it's in alignment with the requirements of the new organisation.
Jinfo contributing editor Andrew Lucas provides an overview of the articles, models, research and tools published within the Jinfo Research Focus, "Benchmark information services - progressing towards transformation", looking at areas from the importance of tracking time to reporting lines and how to identify your peer group for benchmarking.
We interview an information manager who has changed reporting line, to find out how that impacted on their services, stakeholders and how the information centre was valued and perceived. The article also includes tips and recommendations for others who may face a shift in reporting line.
In the third of our six articles on documenting the value chain, we look at innovation and ask what it looks like, as well as exploring some of the requirements and characteristics that contribute to an innovative environment. We also look at what activities you may currently undertake that supports each of the characteristics and requirements of innovation in your organisation and some qualitative insights you can share with stakeholders to give them a clearer picture of the impact your expertise has on it.
Communicating the value of information services to budget holders and decision-makers is challenging. One way to enhance that communication is to interview leaders in your organisation to show where their ideas align, and where there may be gaps or misalignment. This article looks at how to shape leadership alignment interviews to deepen your engagement with stakeholders, to increase your understanding of their thoughts on value, and to build their buy-in for strategic efforts.
To create meaningful comparisons across information teams you first need to define what the teams do. This is what Jinfo set out to do as part of its benchmarking research and this article highlights some of that data, including what services and activities take place such as contract negotiation and taxonomy development, and in which department, as well as the impact and value of these services.
Whilst it can be difficult to provide meaningful data to demonstrate the impact on efficiency that an information team provides, it is possible to highlight how you help an organisation become more efficient. In the second article on documenting the value chain, we provide practical examples of how information services contribute to efficiency and a useful set of metrics and reporting that can be used to demonstrate this.
Winning new business is a crucial part of the business development process but without the valuable input of the information team, this couldn't happen. In the first article on documenting the value chain, we offer practical advice on how information professionals can demonstrate their value in this process and includes useful charts and steps you can take to do this.
The subject of how an information service can effectively work with IT is something Jinfo has touched on previously and is still as pertinent as ever. With the ever-increasing pace of technological change and the information department's dependence on IT, Anne Rogers of Cargill takes another look at this area and ask what makes an effective relationship and how you can establish a "functional" relationship with IT.
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Document the value chain, and transform the way you think about, manage and report on your product portfolio and your information service contributions to your organisation goals.
Focus on Value Chain
Director of Research Robin Neidorf describes the benefits of a Consulting Pilot on Value Chain, to tailor this process to your needs and environment:
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Consulting Pilot on Value Chain