When the Right People and the Right Information Come Together, Expect a Masterpiece

“All knowledge is connected to all other knowledge. The fun is in making the connections.”

The remarkable gentleman who said this quote, Arthur Aufderheide M.D. (1922-2013), certainly lived by these wise words.

Dr. Arthur Aufderheide

Dr. Arthur Aufderheide

Dr. Aufderheide was a medical school professor at the University of Minnesota who founded an entirely new area of scientific research: paleopathology – the study of the spread of disease through the forensic analysis of mummies (think of it as CSI: Ancient Civilizations!). He actively pursued his research with true passion for 30 years, traveling the globe locating mummies and establishing best practices for their proper examination.

Dr. Aufderheide’s ground-breaking research was the perfect combination of his medical expertise with his personal passions for archaeology, outdoorsmanship and native world cultures. Simply put, he absolutely loved his work. His excitement and passion for his innovative research inspired his students and earned recognition from the global scientific community.

Dr. Aufderheide’s life work helps drive home two key points about success, meaningful work… and life:

First: Organizations with genuine passion for their mission will utilize technology and share information far more effectively than other companies.

Dr. Aufderheide’s career as a medical school professor was not his first. He had worked for decades as a hospital pathologist, a job he no longer found fulfilling. Had he opted to just count the days to early retirement, his remaining life work likely would have been mediocre at best. Instead, at the age of 55, he made a career change into academia, resulting in one heck of a “second act”: a highly fulfilling career and life.

Aufderheide’s tremendous passion for his work was key to successfully discover new insights from many far-flung sources of information that had been waiting for centuries to be discovered. Anyone else doing similar work just to blithely earn a paycheck surely would have made very few – if any – meaningful discoveries, much less establish a brand new field of scientific research.

Similarly, organizations with true passion for its mission will uncover more, better and faster business discoveries by collaboratively gaining new insight from big data analytics, enterprise search, enterprise knowledge management, and other silo-busting technologies. Workers are actively empowered by leadership to ask new questions about the business, while also being provided the advanced technology resources that enable them to find new answers.

Second: Organizations with a culture of genuine passion for their mission will outperform competitors that don’t.

Leaders with a true passion for their organization’s mission will insist on an open, positive company culture that enables everyone to pursue that mission to the fullest – free from company politics, turf wars or internal arguments.

Passionate leaders will also only hire people who will share their passion. At a recent roundtable event, startup exec John McEleney emphasized the need for start-ups to “have the right people on the bus” and keep mediocre players out of the organization by requiring any new potential hire to be referred by an existing employee.

Without a supportive company culture and proper hiring practices, an organization will end up with people who are just working for the money.

This all reminds me of Simon Sinek’s fantastic viral TEDx presentation – a must-watch (and well worth watching again!):

Well, that definitely describes the kind of organization I’d love to work for. How about you? 😉

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Intuitive Reasoning, Effective Analytics, Success: Lessons from Dr. Jonas Salk

Jonas-Salk-MemeApril 14, 2015 marked the 60th anniversary of the Salk Polio Vaccine. On that day in 1955, it was publicly announced that human trials confirmed Dr. Jonas Salk’s vaccine provided effective protection from the polio virus. By 1957, new polio cases fell by 90% from epidemic levels just five years earlier.

A fascinating interview with Dr. Salk on the Academy of Achievement website sheds light on his key personal attributes and values, which are vitally important for success in any line of work. And the best analytic tools will play a leading role in fostering that success.

1. The most successful people practice intuitive reasoning.

Dr. Salk explained how he could identify and solve problems more easily and effectively than others by following his intuition (perceptions, spontaneous creative thought), guided by reason (hard data):

Reason alone will not serve. Intuition alone can be improved by reason, but reason alone without intuition can easily lead the wrong way… both are necessary. For myself, that’s how my mind works, and that’s how I work… It’s this combination that must be recognized and acknowledged and valued.

It was Salk’s intuitive reasoning skills that ultimately led him to his polio vaccine research. Several years prior, as a second year medical student, Salk realized statements from two lectures on immunization techniques contradicted each other. He never got a straight answer as to why, which he (thankfully) could not accept:

It didn’t make sense and that question persisted in my mind… I just questioned the logic of it… I just didn’t accept what appeared to me to be a dogmatic assertion in view of the fact that there was a [medical] reason to think otherwise.

Intuitive reasoning requires not taking “because it is!” as an answer, and “actively pursuing a question and seeing where it leads.”

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How KM & Enterprise Search Help Collective-We Firms Eat Exclusive-We Competitors for Lunch

Poorly managed organizations are likely to function – or, I should say, malfunction – with frequent use of a divisive verbal tactic called the exclusive “we”. I suspect most business people can recall being on the receiving end of remark like this:

We don’t do things that way here.”
“Will you stop asking so many questions? We don’t tolerate ‘fishing expeditions’ around here!”

“I’ve been saying ‘We don’t do things that way’ so long, I’ve forgotten what we DO do.”
Image by HikingArtist.com (CC)

The speaker is clearly excluding the person being addressed from the pronoun “we” to stifle communication. This kind of non-communication is also a sign of a dysfunctional exclusive-we culture, in which information sharing is discouraged in favor of information hoarding. Exclusive-we organizations will struggle to so much as acknowledge business problems before they become undeniable crises, leaving managers in constant ‘fire-fighting’ mode. Hardly a recipe for business success.

Successful companies use the word “we” a lot, too – but in an opposite, winning manner:

“What should we be doing that we aren’t doing now?”
“These questions are important. We need to be able to answer them.”

What a difference! This time the speaker is invoking the collective “we” to equally include the person being addressed along with everyone else in the room, as well as everyone throughout the entire organization.

Leaders in highly successful organizations naturally speak and act from a collective-we perspective. Even better, they build a collective-we culture, actively encouraging and supporting information sharing and collaboration. Doing so transforms a company’s collective-we into a powerful company asset capable not only of quickly solving problems, but also proactively finding them – and, in the process, leaving the exclusive-we competitors in the dust.

Know What You Don't Know by Michael RobertoMichael Roberto, a leading business leadership authority whose excellent book Know What You Don’t Know I have written about previously, strongly urges organizations to develop problem finding skills. Roberto recently commented about new technologies that enable internal crowdsourcing, aka the collective-we:

Crowd sourcing can work inside of a company too, and we’re seeing more and more companies doing that; particularly global companies that have people spread out around the world. They’re using [new] tools to get people sharing [information] across different silos.

Eliminating information silos is a key prerequisite to becoming a collective-we organization capable of effective problem finding. In an interview with management consulting firm Linkage, Michael Roberto shared some valuable insights into the three major ways unified enterprise information management enables the organization’s collective-we:

Organizations must frankly answer, “Why did we fail?”

Take a look at a failure that took place in the organization. Ask yourself, “Could we have seen it coming… were there some signals we missed? Why did we miss them?”

Organizations that have undertaken such “candid self-assessment” have discovered that they had been acting based on an incomplete informational picture that was indeed missing critical business signals. Such signals reside within trends in KPIs and metrics drawn from data warehouses and databases, as well as unstructured content (free-flowing text residing in document repositories, SharePoint, wikis, file servers and external websites).

Boil large quantities of information down to what really matters.

[In the] old-school way, you built a big report, you put it in a binder and it collected dust… the answer is not a big report. The [real] answer is three bullets… the couple of takeaways – and technology can play a role in helping to share those. But the most important thing is boiling it down… If you (have) a 100-page report… no one is going to read it.

Good organizations are already adept at boiling down large volumes of data into KPIs that can be trended over time, but that’s not enough. It is also important to mine “those key takeaways” from every “100-page report no one is going to read” through natural language processing (NLP) and text analytics, including extraction of entities (names, products, places), key phrase extraction, entity normalization, content classification and more.

It’s also important to note a unified knowledge management (KM)/enterprise information management (EIM) system will also utilize advanced enterprise search to present the most relevant information instead of a long laundry list of documents to sort through. As a result, “those key takeaways” from every “100-page report no one is going to read” will be discovered by users whenever they are needed to help directly address any given matter at hand.

In a real world example, a level 1 IT support rep for a leading financial services firm resolved a serious enterprise application failure incident with no known workaround in the first call. The company’s service knowledge management solution surfaced an ideal resolution buried within a 100-plus page application development transitional document, written by one of the original programmers located in India.

Few people probably ever read the entire document, or even knew it existed; and yet, the company’s unified information architecture empowered the company’s collective-we from halfway around the world to solve a serious problem, by presenting that document when it was needed.

“You can’t chase down everything”… so let KM/EIM technology chase it down for you.

You can’t chase down everything [yourself]. I think part of the job of the leader is to be able to prioritize… [and] recognize that you have talent around you that can help you.

The same financial services firm also integrated key information about their own employees, particularly areas of subject matter expertise and current areas of research. Through such “expert finder” capabilities, a worker within a global organization can find and reach out to fellow co-workers for help down the hall or anywhere in the world – once again, empowering the organization’s collective-we to cross international boundaries.

A collective-we organization fully leverages the power of the collective intelligence, the collective knowledge of the entire organization to find business problems before they become serious issues, as well as seize new business opportunities before the competition even knows they exist.

Big Data Wisdom, Courtesy of Monty Python

Monty Python and the Holy GrailNote: This article was co-written by Mike Urbonas and Rik Tamm-Daniels.

One of our favorite parts of the hilarious 1975 King Arthur parody, Monty Python and the Holy Grail is the “Bridge of Death” scene: If a knight answered the bridge keeper’s three questions, he could safely cross the bridge; if not, he would be catapulted into… the Gorge of Eternal Peril!

Unfortunately, that’s exactly what happened to most of King Arthur’s knights…

The knights were either stumped by a surprise trivia question like, “What is the capital of Assyria?” – or responded too indecisively when asked, “What is your favorite color?”

Fortunately when King Arthur was asked, “What is the airspeed velocity of an unladen swallow?” he wisely sought further details: “What do you mean – an African or European swallow?” The stunned bridge keeper said, “Uh, I don’t know that… AAAGH!” Breaking his own rule, the bridge keeper was thrown over into the gorge, freeing King Arthur to continue his quest for the Holy Grail.

Many organizations are on “Big Data Holy Grail” quests of their own, looking to deliver game-changing analytics, only to find themselves in a “boil-the-ocean” Big Data project that “after 24 months of building… has no real value.” Unfortunately, many organizations have rushed into hasty Hadoop implementations, fueled by a need to ‘respond’ to Big Data and ‘not fall behind.’

Read the rest of this article on SmartData Collective.