The Business of Information (v3)

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The Business of Information

Information = solutions

We use information to solve problems. It is the core reason to capture and reuse information. Why reinvent the wheel if it has already been done?

· Gather information with the purpose and function of solving problems.

· Make this “information” available to more people

Do you increase the number of solutions?

That is the question that drives the Syncverse. I believe in the old adage “two heads are better than on” being a viable and structured response to a problem. Extrapolating that to IP/IC production brings out the need for the Syncverse as a problem resolution creation tool.

1. Problems are noted and entered into the broad Syncverse

2. Users receive those problems and the “solutions” considered in one of two ways

a. They sign up for a newsfeed (current problems)

b. They have that specific problem and search for the solution in the Syncverse

3. Users compile new solutions to problems

4. Users refract and refine problems and problem statements to better enable the next person looking for a similar problem

All of this is described in the book “Transitional Services” in the section devoted to the process called Document Lifecycle Management or DLM©. While the DLM© solution as designed for a single organization to leverage as a IP/IC problem solution system it could just as easily be applied to the broader Syncverse.

With the DLM concept you have the SME’s or subject matter experts whose focus is on recovering, finding and leveraging t existing, emerging and needed IP/IC in the Syncverse. This allows users to submit problems they perceive to the SME community who then determines if there is a solution. For higher end problems that require specific expertise, this could be a paid information broker/merchant service.

The initial business value of the Syncverse is the ability to bring more solutions to bear against more problems with many more people involved in solving the problems.

The “Free” think tank

This is a fee based solution for innovation based on the innovation model used by larger companies. For small companies that cannot support this type of cost. They pay a single fee to the system and then receive commitments that their information and products/company IP/IC will be held in the highest security.

Users sign up to be a part of the think tank and if accepted they receive a monthly stipend for every month they are activity (and appropriately) engaged in the system. If they violate the security or the rules they are removed from the Think Tank.

The value for the business is a low cost “innovation” lab. The value for the people engaged is a chance to think creativity and use skills they don’t always get a chance to use. Finally you create a larger base of people considering your problem which of course takes us back to the original tenant of the Syncverse, two heads are better than one!

1. Access to a large number of people thinking about improving your idea or product

2. The people involved agree that they will provide any thoughts or information to your organization based on the membership agreement

3. The organization compensates any used ideas based on the membership agreement

The system is setup in this way. Organizations can submit ideas and products to the team. The team is filtered (all competitors and similar products are removed) and then is provided access (read-only – most likely online only) to the information. They can then submit back ideas, improvements or suggestions.

Additionally the company can have a blind/open suggestion box in the think tank that any consumer or customer can submit information

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