Business Information Review

Explains the need for fresh innovation in product development, suggesting that the industries that contributed to the last economic boom will be replaced by new ones in the future. Distinguishes between innovation and creativity, arguing that the two are complementary and that it is increasingly product users, rather than manufacturers, who are the inspiration for product innovations. Posits that, formerly, organizations have over-focused on the technological, whereas in fact innovation rarely happens outside the social. Suggests that information professionals are uniquely well placed to contribute to this process: because they have the equipment and technology to do it; because they constitute a knowledge-gathering node outside the political manoeuvring of the organization; and because they can provide leadership on knowledge about the field of information itself.

Discusses the concept of Knowledge Appreciation from three aspects, which are underpinned by critical information management and personal performance skills. Looks first at the need to appreciate knowledge as assets held within the organization, generally in systems and through products and services which are created and maintained using information management techniques. Secondly, considers the importance of appreciating the people within an organization in whom the knowledge resides. Thirdly, suggests ways in which the value of knowledge can be appreciated for improved performance.

Explains how the British Council used the theory of Social Networking Analysis (SNA) as a practical tool to support its knowledge management programme, when faced with the challenges presented by a globally dispersed workforce. Demonstrates that SNA exercises are simple to carry out and that the results can provide a focal point for discussion in improving knowledge flow — in particular of the need to balance people to people networking against document exchange. Gives details of how the SNA exercise was conducted, covering the data collection, analysis and visualization, and the discussion of the findings and resultant proposals for interventions. Highlights the key learning points that resulted and explains the benefits gained from the exercise, while also highlighting some of the limitations of the resulting social networking map.

Describes how applying all the principles of a new foundation is driving the growth of the company formation and information business 7Side. Explains how a dramatic culture change has created a vibrant and fun working environment and improved staff retention. Suggests that all staff buy into the company's values and vision and that this has evinced better service delivery to its customers and created new revenue streams. Gives a view of a company that transformed from a `family run' firm to a progressive, successful organization punching above its weight in the marketplace. Describes how the vision, mission culture, values and infrastructure were designed and applied.

Explains the processes involved in collating the business information that the world's leading companies rely on to make their crucial business decisions. Demonstrates how a company such as Euromonitor adds value to the raw statistical and other data available to it, including ensuring that all data is comparable across countries, researching the macroeconomic environment in which companies operate to provide consumer data and combining datasets to provide further useful data. Also describes how its analysts add in areas such as forecasting. Highlights difficulties that users of aggregated market research face compared with `power users' of the data, including slower speed and shorter shelf life for aggregated reports and lack of access to the full suite of information and statistical data that a market research company can command.

Describes how the New York Public Library's Science, Industry and Business Library (SIBL) was created in 1996 to target a new audience — small businesses. Gives an overview of business, financial, science & technology and legal information available free at the library to start-ups. Describes SIBL as a destination for the New York City (NYC) small business community because of its robust services built on business information sources by the staff information specialists and business advisors from partner organizations. Covers hands-on training by librarians in premium online databases; reference assistance for quick answers; after-work seminars by business experts; and on-site business advisory services by SCORE volunteers and paid staff from the NYC Business Solution Center. Highlights SIBL's New York Small Business Resource Center website (smallbiz.nypl.org) including an events calendar, business videos and moderated forums. Shows how staff have developed new skills and how SIBL's customers and partners promote its business services.