Articles

This article was published on August 15, 2012 at DocumentMedia.com.

SharePoint is a near-ubiquitous platform for content and document management. In order to get the most from the platform, it's important to manage design, deployment and operationalization intentionally.

This article appeared in the KMWorld May 2012 WhitePaper, Best Practices in Intelligent Search.  To receive KMWorld content, including this Whitepaper visit KMWorld.com.

Search is a conversation. If you ask me a question and I don’t understand, I can ask you for more information. With time you learn more about my interests, and can give better answers. Well-designed, intelligent search systems can do the same. We can facilitate this dialog by addressing three critical requirements for effective search. These are:

1. Search needs to feel like navigation
2. Search needs to be personal
3. Search needs to be adaptive, improving over time

1.     Search needs to feel like navigation

People find answers through haphazard and chaotic processes. Are you a searcher or a browser? It really depends. Most people shift perspectives between the two modes. We search when we know what we want and are trying to retrieve something. We browse when we don’t know what we want and need to discover knowledge. Navigational structures can teach us about available content, but we tend to shift back and forth between retrieval and discovery.  

Most consumers are now very familiar with faceted navigation. Search terms are part of the left navigation. When you click on a particular size, color, or brand, the system executes a query. A relevant result set is returned. The user can also see how many documents that contain each term are in the collection. Search terms that make no sense or that would lead to zero results fall off the list, so users will not go down blind alleys.

This article, by Jeannine Bartlett and Seth Earley, was published on RetailOnlineIntegration.com on June 29, 2011.

The nice thing about standards is that there are so many to choose from. They're valuable and are used throughout the web development process. Certainly the web is comprised entirely of standards, from HTTP to HTML, web services, transaction processes, linked data processes and new methods of sharing information across shopping channels like Milo.

This article, by Seth Earley, was published on CIOUPDATE.COM on September 30, 2011.

Keeping up with a fast paced dynamic business is challenging if not impossible for most IT organizations. Fortunately, there are ways to improve agility and provide better support to fast moving enterprises.

This article, the last in this series, discusses four key strategies for servicing the agile organization:

• Establish clear content lifecycle processes;
• Actively manage the content lifecycle;
• Develop consistent terminology; and
• Tune search processes to account for inconsistent vocabularies.

Establish clear content lifecycle processes

The agile organization needs knowledge to act on, quickly and effectively.  For our purposes, knowledge is actionable Information, or content placed in context so a reader can execute a task or make a decision. 

One big challenge is that of making optimal tradeoffs between quality and cycle time.  Is it better to provide quick access to information or to allow time for cleanup and validation?

This article, by Seth Earley, was published on CIOUPDATE.COM on August 26, 2011.

In part one of this series, I explored how effective access to and, integration of, information enables businesses to receive more value from IT investments.  This second installment addresses the role played by enterprise taxonomy in turning information into actionable knowledge.

This article, by Seth Earley, was published on CIOUPDATE.COM on August 3, 2011.  

Business changes faster than technology can support. That is just a fact of a CIO’s life. But there are ways to improve organizational agility and better support the demands of an ever-changing enterprise. This three part series will discuss various strategies for better meeting business needs.

In this article, I focus on how to create a context for amplifying the business value of information. My straight-forward proposition is that organizations that focus on core practices for effective access to and integration of information get more value from IT investments.

The resistance to addressing information access and integration head-on is that it seems like a “boiling the ocean” problem. It doesn’t need to be. It is possible to focus on a business critical solution, but throughout the effort maintain an enterprise perspective designed to build information value incrementally.

Here’s the recipe.

1. Focus on a specific process as a starting point.
2. Create common business language across the enterprise.
3. Embed that language in tools, systems and processes to create new business capabilities and agility.
4. Create governance and change management programs to leverage these capabilities in day to day work processes.
5. Apply accepted practices to unstructured content processes to promote better information hygiene.
6. Measure the information management process.
7. Measure business impact of new practices, and
8. Repeat on department by department basis.

What follows is an elaboration of each of these steps:

This article by Seth Earley was published on CMO.COM on November 9, 2011. 

Marketers need to organize, manage, and repurpose marketing assets in order to control costs, maximize brand impact, and minimize cycle times. With multiple channels requiring consistent messaging across various devices, all with different resolutions and formats, managing digital assets has become more complex and costly. This article discusses how to control those costs using technologies that enable reuse and make it possible to bring expensive agency functions in-house.

This article by Seth Earley and Christian Reich was published on Healthcare Executive Insight on July 12, 2011.

Technology changes in healthcare promise to deliver all sorts of benefits to the marketplace -- from reduced costs to improved quality, safety and more effective treatments. At the same time, there are fundamental challenges with our delivery system. Healthcare cost is growing faster than the economy. The reason for that is simple: Normal principles of a functioning market are ineffective. We are consumers of healthcare but not buyers - doctors and nurses are.

Retailers manage a supply chain that is large-scale and complex. Products can come from hundreds or more vendors, and because each product comes with many attributes and associated content (both text and images), managing this information is complex and costly.

This article was published online at Baseline Magazine on May 3, 2011.

IBM’s Jeopardy-playing Watson computer has been hailed as a technology triumph – the ability of computers to understand human language and broad knowledge topics – not just facts and trivia but ambiguous language including puns, double entendre’s and idioms.

The technology is impressive and IBM has set its sights on many commercial applications in healthcare, financial services and customer service operations.   Few organizations have the resources it took to build Watson - $3mm worth of hardware (off the shelf servers with almost 3000 processors and 1 terabyte of RAM) – not to mention millions in research.  Nevertheless, the question remains, does Watson embed a solution approach that enterprises can exploit or learn from?  How readily can a “Watson” be applied to the knowledge and content access problems of the typical enterprise? 

A few clues lie in the nature of knowledge access and in some of the challenges that Watson team members discussed in articles and interviews.   First, here are some principles that Watson exploited: