Information 4.0 is a new concept but some of the technologies and methodologies that it encompasses are available and implementable today, albeit in early form. But before that happens, Information 4.0 will face multiple challenges, just as online help and the web did in the 1990s.
In this post, I’ll discuss four implementation challenges on the management side:
- Defining clear and consistently accepted terminology.
- Demonstrating support for the company’s strategic and business direction.
- Dealing with problematic senior management biases.
- Establishing and following standards, metrics, and analytics.
Defining Clear and Consistently Accepted Terminology
New technology often sounds like confusing gibberish.
- Twenty years ago, and even today, there was confusion over “WebHelp” versus “Web Help”, for example. Because of that confusion, many companies bought the wrong tools, hired the wrong people, or just went off in the wrong direction.
- Today, there’s confusion over the meaning of “mobile”. Is it an app? Responsive online help on a laptop and a mobile device? Something else? I recently consulted at a large manufacturing firm that brought me in to help assess its readiness to go mobile. One result was the discovery that the different divisions had totally different interpretations of the term.
- Information 4.0 promises entirely new levels of terminological confusion. Is “molecular content” the same thing as a topic? What’s “dynamic” content? And so on.
Until everyone agrees on the meanings of the terms being used for an Information 4.0 implementation, it will be difficult to show support for the company’s strategic and business direction. This means it will be almost impossible to do anything else. So any Information 4.0 effort needs an education component.
Demonstrated Support for the Company’s Strategic and Business Direction
Information 4.0 is cool. But that won’t be enough to build management support because management is typically being pressed to support other initiatives too, many also cool. It’s crucial to show, concretely, how Information 4.0 will support the company’s strategic and business direction. That’s going to require careful analysis of the company’s operations beyond technical communication.
Dealing with Problematic Senior Management Biases
Even if senior management supports an Information 4.0 effort, we may encounter biases that affect that support. (In the early days of business computing, managers didn’t want to use computers because that involved typing and the bias was that typing was secretarial work. Renaming “typing” to “keyboarding” got past that bias and made typing – on a computer – cutting edge.)
For example, it will be crucial to present Information 4.0 as dealing with “content” and “user support”, not “documentation”. No one cares about documentation. But despite your efforts, management may still view Information 4.0 as documentation-focused, not realizing that “documentation” today is more a combination of content creation and programming. If so, it will be hard to get management support. By way of illustration…
I was contacted by a company whose online help was created using a long-dead version of RoboHelp. Users complained that the search didn’t work well and there were problems in the code. The company wanted to convert the help to Flare to get better search results and clean up the code to future-proof the content, both supposedly good things.
The company turned down the proposal on the grounds that it was too expensive. The problem was that they saw their help as documentation rather than as a strategic resource and gave it a far lower priority. The upshot? Their staff would do the conversion. Unfortunately, the staff was bright but didn’t know RoboHelp, Flare, or code so the effort was likely to be slow and inefficient at best.
In that tale is an example of how management bias may harm even efforts that management wants. And Information 4.0 is far more complex and unfamiliar than online help, so bias is likely to be still more of a problem.
Standards, Metrics, and Analytics
In the mid-1990s, online help and the web were so new that few companies had standards or metrics by which to measure them. And analytics barely existed.
Today, however, getting management support for an Information 4.0 effort will require showing support for your company’s business and strategic direction. (That may not always be the case. In 2002, I spoke with two people from an aircraft builder whose CTO was so impressed with mobile that he directed that it be implemented on the manufacturing floor without cost-justification. So you may not always have to demonstrate support, but it’s the safe way to bet.)
Demonstrating that support often requires quantitative data, ideally numbers that translate to increased revenue or reduced expenses. Information 4.0 is so new that few standards exist, and thus few metrics or analytics. Yet Information 4.0 has a lot in common with today’s online help and web efforts, and may be able to use some of their standards and metrics. The biggest problem I’ve found with metrics for any purpose, let alone Information 4.0, is resistance from people who don’t want to be measured.
Information 4.0, like any new technology, is fun to speculate about and fulfilling to help emerge. There are many interesting challenges on the development side and the impact on tech comm. I’ll look at these in later posts.
But none of them matter if you don’t sell management on the idea in the first place.