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The
Internet and globalization have promulgated a trans-national business culture.
Though volumes have been written about the differences in how business is
conducted in various cultures around the world, very little has been said about
the similarities. Clearly, the
Internet has been very instrumental in bringing us closer together.
The World Wide Web is in reality a global electronic bazaar where all
sorts of goods and services are being bought and sold.
Some businesses have obviously recognized that the changes brought about
by globalization and the Internet present some extraordinary business
opportunities. Many others,
however, have not only failed to take advantage of these opportunities but
continue to struggle with the enormity of the changes. This
trans-nationalization of business culture, which is most clearly apparent on the
World Wide Web, is for very many enterprises a double-edged sword; it cuts both
ways. While presenting opportunity,
at the same time it requires that businesses ingest and process extraordinary
quantities of information that is being generated in all of the media.
Sources of information include, but are not limited to the following: ·
Newspapers ·
Magazines ·
Journals ·
Industry
newsletters ·
Radio
and television broadcasts ·
Special
reports from think tanks ·
E-mail
and Usenet discussion groups ·
Websites
on the World Wide Web A
very knowledgeable executive recently placed this issue into proper context.
“How am I supposed to remain well informed about my industry when there is so
much information being produced? I
barely have enough time to read the morning newspaper. And you can forget about
the Internet. Who has time to visit all of these websites?”
Her questions are very relevant to most companies in the current
situation. Managing
information, especially the information generated by the Internet, is now
becoming a very important function in the business enterprise.
Some business executives argue that this is just another ploy to create a
new category of highly paid “specialized” employees. Others point out that
much of this information has very little relevance to their business.
Still others advocate that the only information of any real value to the
business enterprise is the database that has the names of customers and those
who could become customers. While
all have valid arguments to support their viewpoints, the marketplace marks such
discussions as being insignificant. So,
how can your company develop an information management strategy?
Following are some guidelines that just might help you: 1.
Decide what information is relevant to your business.
This is extremely important. Some
companies, especially those in mature industries, do not find industry trend
news or advances in technology to be important.
Others are not as concerned about foreign news.
Each business has different needs. What
is important is that you decide to evaluate your information needs.
Merely thinking about your needs will probably change the way that you
look at information entirely. 2.
Reorganize your company to assimilate information better.
Somebody has to really be on top of making sure that critical information
gets to the proper people in the company. This
may require some changes in duties and responsibilities of various employees.
The most important thing to consider here is the knowledge and skill
level of the person pushing information to decision-makers.
In some cases, it will be very important to make certain that there is no
duplication of effort. If an
executive regularly reads certain publications, the person in charge of
gathering for him/her can monitor other sources. 3.
Develop information channels. Vendors,
customers and service providers all have access to information that is vital to
making decisions within the business. Sometimes,
due to the informal nature of the contacts between employees, very critical
information is lost. You should
advise your employees to listen to what we commonly call “gossip” and other
bits of information. Companies that
closely monitor this type of information often adjust better to changing
marketplace conditions. 4.
Monitor the Internet carefully. This
is also essential. So much of the
new and interesting information is being broadcast via the Internet, either by
e-mail, Usenet and e-mail discussion lists or websites on the World Wide Web. 5.
Seek outside assistance when appropriate. Such things as clipping
services can be a valuable business tool. 6.
Periodically review the information gathered and assess its value as
compared to the effort in collecting it and do some kind of cost-benefit
analysis. Managing
information is no longer optional. Developing a strategy to manage information
will provide other benefits to your business as well because you will enhance
inter-departmental communications. Companies
are often amazed at how they are able to save money on the costs of doing
business by merely getting their employees to communicate with each other in a
professional manner about issues that are relevant to every employee.
Those companies who fail to develop such a strategy will pay a very
serious price: failure. |
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