In 2002, Donald Rumsfeld discussed types of knowledge - "known knowns, known unknowns and unknown unknowns". He missed one other category - "unknown knowns". While his explanation was somewhat confusing, the concept has relevance for the CEO of an organization.

First, some definitions:

• Known known - information that we have
• Known unknown - information we know that we do not have
• Unknown known - relevant information that we have but are not aware of
• Unknown unknown - unknown, but relevant, information that we are not aware of

The "unknown unknown" information is the most dangerous to a CEO. This is where unpleasant surprises originate.

One of the significant challenges for the CEO is to decrease the unknowns and increase the known.

This challenge can be met in several ways.

First, increase the ability to capture more relevant information. Track and Trace systems can provide this functionality quickly at a reasonable cost.

Second, improve the timeliness of the information. It is my feeling that much of the information in the "unknown known" category is due to the lack of timely reporting.

Rather than being reported as it happens, we do not become aware of the information until a month-end report. Moving to real-time data capture and reporting from monthly reports can fill this gap.

Finally, reduce the bias in the information by capturing it as it happens directly from the process. A significant challenge for the CEO is information bias. Subordinates tend to tell the CEO what he or she wants to hear, which can contribute to hidden problems and surprises.

Norm Plummer, President - Haeiwacom, Inc.

Haeiwacom provides real-time track and trace solutions for manufacturing and service applications. Consisting of process control, warehouse management and document management modules, the Haeiwacom solutions are delivered as software as a service resulting in cost savings and straightforward, practical implementations.

Web: www.haeiwacom.com