{"id":4211,"date":"2023-08-09T10:24:25","date_gmt":"2023-08-09T10:24:25","guid":{"rendered":"https:\/\/hamilton.global\/?p=4211"},"modified":"2023-08-10T09:33:22","modified_gmt":"2023-08-10T09:33:22","slug":"transform-information-into-knowledge","status":"publish","type":"post","link":"https:\/\/hamilton.global\/fr\/transform-information-into-knowledge\/","title":{"rendered":"G\u00e9rer l\u2019information pour la transformer en connaissance"},"content":{"rendered":"

La r\u00e9alit\u00e9 est que les entreprises sont expos\u00e9es chaque jour \u00e0 g\u00e9rer une quantit\u00e9 \u00e9norme d\u2019informations \u00e0 partir desquelles elles peuvent formuler la strat\u00e9gie qui, d\u2019une mani\u00e8re ou d\u2019une autre, doit les conduire au succ\u00e8s, c\u2019est-\u00e0-dire maximiser leurs b\u00e9n\u00e9fices.<\/p>\n

Comme l'affirme Manuel Castells : \u00ab Nous devons saisir l'id\u00e9e que cette 'nouvelle \u00e9conomie' est bas\u00e9e sur l'information et la connaissance. Elle se caract\u00e9rise par une valeur ajout\u00e9e, une g\u00e9n\u00e9ration de productivit\u00e9 et une comp\u00e9titivit\u00e9 bas\u00e9e sur l'information et la connaissance, gr\u00e2ce \u00e0 une nouvelle capacit\u00e9 de traitement de l'information en termes de rapidit\u00e9 et de complexit\u00e9. "Nous sommes capables d'utiliser n'importe quel processus d'information en temps r\u00e9el."<\/p>\n

Quand les gens me demandent : \u00ab Alors, qu\u2019est-ce que tu fais exactement ? Je dis habituellement que j'essaie de transformer l'information en connaissance\u2026 ce n'est pas une mince affaire.<\/p>\n

\u00c0 partir des \u00e9tudes de march\u00e9, nous essayons de vous aider dans cette t\u00e2che gr\u00e2ce \u00e0 l'analyse d'informations pouvant provenir de diverses sources (entretiens personnels, entretiens t\u00e9l\u00e9phoniques, sources en ligne, discussions approfondies, r\u00e9unions de groupes de discussion, \u00e9tudes ethnographiques, entretiens internes avec le personnel de l'organisation, informations sur le blog, etc.).<\/p>\n

L'information est notre mati\u00e8re premi\u00e8re, et si nous ne la g\u00e9rons pas correctement, l'analyse qui en r\u00e9sulte perd tout son sens.<\/p>\n

Les d\u00e9fis des \u00e9tudes de march\u00e9<\/h2>\n

Le travail de terrain, qu'il soit qualitatif ou quantitatif, est une t\u00e2che complexe, pas toujours exempte de critiques, car il constitue le dernier maillon de la cha\u00eene de valeur de notre industrie.<\/p>\n

Trouver des prestataires de terrain capables d'entreprendre des enqu\u00eates strat\u00e9giquement importantes ou pr\u00e9sentant un niveau de difficult\u00e9 qualitative avec certaines garanties de succ\u00e8s est un d\u00e9fi et une exigence.<\/p>\n

Il convient \u00e9galement de noter qu'il existe deux \u00e9l\u00e9ments qui ne contribuent pas excessivement \u00e0 la qualit\u00e9 du terrain et, \u00e0 leur tour, se renforcent mutuellement dans un cercle vicieux.<\/p>\n

Le premier \u00e9l\u00e9ment est que les co\u00fbts d\u2019obtention d\u2019informations sont rest\u00e9s presque constants au cours des 5 \u00e0 10 derni\u00e8res ann\u00e9es. Faisons un exercice simple : de quel budget disposions-nous il y a 5 ans pour un entretien t\u00e9l\u00e9phonique de 15 minutes avec la population g\u00e9n\u00e9rale, et quel est-il aujourd'hui ? La r\u00e9ponse pourrait nous surprendre.<\/p>\n

Le deuxi\u00e8me volet concerne la qualification du personnel de terrain. Si les prix restent stables, nous ne pouvons pas esp\u00e9rer attirer du personnel hautement qualifi\u00e9 qui accomplit ses t\u00e2ches avec un niveau de motivation digne d'un service de haute qualit\u00e9.<\/p>\n

Ces deux probl\u00e9matiques interconnect\u00e9es rendent indispensable la r\u00e9alisation d\u2019un contr\u00f4le qualit\u00e9 complet, en compl\u00e9ment de ce que doit effectuer l\u2019entreprise de terrain elle-m\u00eame. Cette d\u00e9marche qualit\u00e9 doit \u00eatre bas\u00e9e sur les param\u00e8tres suivants :<\/p>\n

    \n
  1. Supervision t\u00e9l\u00e9phonique d'au moins 25% du terrain de chaque enqu\u00eateur. Il est crucial de mettre l'accent sur \u00ab de chaque enqu\u00eateur \u00bb car, pour v\u00e9ritablement \u00e9valuer la qualit\u00e9 du terrain, il faut superviser chacun des enqu\u00eateurs impliqu\u00e9s. La notion selon laquelle \u00ab 20% du terrain a \u00e9t\u00e9 encadr\u00e9 \u00bb est insuffisante si cette id\u00e9e est globale et non sp\u00e9cifique \u00e0 chaque enqu\u00eateur.<\/li>\n
  2. Une fois en possession du fichier de donn\u00e9es, effectuez un contr\u00f4le approfondi de coh\u00e9rence, non seulement d\u2019un point de vue logique ou num\u00e9rique, mais \u00e9galement d\u2019un point de vue qualitatif. Par une simple sommation de certaines variables, nous pouvons d\u00e9terminer s\u2019il y a des entretiens r\u00e9p\u00e9t\u00e9s. En analysant les r\u00e9ponses N\/Nr ou blanches, nous pouvons v\u00e9rifier si un enqu\u00eateur particulier \u00e9vite syst\u00e9matiquement de r\u00e9pondre \u00e0 certaines questions. Revoir le codage des r\u00e9ponses ouvertes permet d\u2019\u00e9valuer la qualit\u00e9 de leur transcription, etc.<\/li>\n<\/ol>\n

    La mati\u00e8re premi\u00e8re guide notre strat\u00e9gie, car sans elle, nous ne pouvons ni analyser ni concevoir de strat\u00e9gies. Par cons\u00e9quent, pr\u00eatons-y la plus grande attention et \u00e9vitons les op\u00e9rations clandestines qui promettent \u00ab quelque chose pour rien \u00bb. Il n'existe pas de travail de terrain \u00ab bon march\u00e9 \u00bb, et s'il appara\u00eet excessif, nous devrions douter de sa qualit\u00e9, car il pourrait conduire nos clients \u00e0 la ruine strat\u00e9gique.<\/p>\n<\/span>","protected":false},"excerpt":{"rendered":"

    En r\u00e9alit\u00e9, les entreprises doivent g\u00e9rer chaque jour une quantit\u00e9 impressionnante d'informations \u00e0 partir desquelles elles \u00e9laborent la strat\u00e9gie qui, d'une mani\u00e8re ou d'une autre, doit les mener au succ\u00e8s, c'est-\u00e0-dire maximiser leurs b\u00e9n\u00e9fices. Comme l'affirme Manuel Castells\u00a0: \u00ab\u00a0Nous devons comprendre que cette "nouvelle \u00e9conomie" repose sur l'information [\u2026]<\/p>","protected":false},"author":4,"featured_media":4387,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"off","_et_pb_old_content":"","_et_gb_content_width":""},"categories":[130,193],"tags":[],"yoast_head":"\nThe Transformation of Information into Knowledge<\/title>\n<meta name=\"description\" content=\"How can we attain knowledge? 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