Interesting thinking about what lessons are to be learned from the military about sharing information in real-time or near real-time:
Shared information inside a corporation and with its allies and customers provides greater information richness and reach, and produces shared awareness. Shared awareness in turn enables faster operational tempo and sustainable competitive advantage. This all spells increased competitiveness
An interesting transition from “need to know” to “shared awareness” Hierarchical organizations spend inordinate time and effort trying to work out precise boundaries on who needs to know what and when. Ostensibly about minimizing demands on people throughout the organization, it’s really about the exercise of power and control.
If, on the other hand, your focus is on the external mission, i.e. getting the job done for customers, the issue shifts to how best to let everyone have access to and know what is going on that might be relevant. In part this has to be founded on a deeper sense of trust in all the members of the organization. Trust both in their judgment to make good and appropriate use of information and knowledge and, more importantly, in their capacity to manage the torrent of bits on their own. No need to be paternalistic about it.