Abstract:

Technological advancements in the area of information transfer and delivery are occurring at an unprecedented rate. Cyberspace is no longer a fantasy! However, there is little evidence that systematic planning is underway that will assist with creating the future of the global information infrastructure (GII). How are we going to realize the maximum benefits of the GII? How will we avoid lost opportunities, false starts, and duplication of effort? Strategic planning may be part of the answer to these and other relevant questions regarding the future of the GII.

INTRODUCTION

SITUATION AUDIT

Notwithstanding the extreme importance of the GII and its potential for improving the human condition, there is essentially little effort being devoted to a systematic planning process for bringing GII initiatives into reality. There are some justifiable reasons for this inertia. For example, due to local political and economic conditions, it may be very difficult to impose an international strategic plan on national or regional entities. Perhaps it would be best, during the next few years, for each country or region to develop its own strategic plan. Eventually, however, an international strategic plan will be mandatory. It would serve as a map rather than a prescription of which road to travel to get to the respective destination (Chen, 1995). In a nutshell, planning the "information infrastructure" at both the national and international levels has focused more on talk and less on action. The preceding statement is not to be perceived as talk not being useful. On the contrary, it is very important to engage in conversations about information infrastructure issues. Nonetheless, we have arrived at the juncture where we must begin developing some systematic plans for making the intentions happen. At least we should begin asking some basic questions about our national and/or international future in the information infrastructure, for example:

1. What is our current position regarding the information infrastructure?
2. Where do we want to be in the next five years?
3. What strategies must be implemented to achieve our goals/objectives?
4. What resources will be required?

COMPONENTS OF THE INFORMATION INFRASTRUCTURE

What is a suitable definition of "infrastructure" in the context of the information environment? "Infrastructure" could be described as the basic, underlying framework of a system or an organization. Generally speaking, the information infrastructure consists of four components:

1. Hardware: The key resources giving rise to the information age are the microelectronics and the related technologies of satellites, fiber optics, digital networks, local area networks, coaxial cable systems, along with all the main-frame, mini-, and microcomputers, terminals, and work-stations that store and access the information.
2. Software: Software comprises the information systems and computer programs that enable end users to operate all of the hardware efficiently and effectively by telling it what to do, how to do it, and when to do it.
3. Supporting physical and human resources: This component is composed of all the physical plant and facilities, the supporting human resources (knowledge workers), and other economic and social capital needed beyond the hardware and software.
4. Data, information, and knowledge: The fourth component is the actual data, information, and knowledge in whatever media or format (e.g., electronic, optical, hard copy), in the form of bits and bytes in computer data banks, in various documentation or archival repositories, or in literature on the shelves in libraries (Chen, 1995).

INFORMATION INFRASTRUCTURE POLICIES

For some inexplicable reasons, there is a noticeable lack of information infrastructure-related policies. Is this fact due to the difficulty in writing such policies? Is it based on the practice of writing "bits and pieces" of policies, but not bringing these important fragments together under the umbrella of a policy? For a developing country, an information infrastructure policy may address the following:

1. Support experimentation via information technology.
2. Stimulate the optimal use of emerging information systems for the handling of data and information in all formats toward improving the quality, reliability, acccessibility, comprehensiveness, and timely delivery.
3. Ensure adequate resolution of problems that may arise from the use of information technology (Chen, 1995).

1. The privacy of individuals and organizations using the GII is protected.
2. The security and reliability of the networks and the information that passes over them are preserved.
3. The intellectual property rights of those who create the information, education, and entertainment content are protected.

WHY IS STRATEGIC PLANNING IMPORTANT TO THE GLOBAL INFORMATION INFRASTRUCTURE?

There are demanding pressures on decision makers to act fast and thoughtful on major issues pertinent to the global information infrastructure. Changes in the information environment are so vast and happening so quickly that all parties involved need to be poised to take advantage of and execute established plans as windows of opportunity are presented. The well-worn phrase, "plan or be planned for," is certainly apropos in today's fast- changing world. Confucius is reputed to have said that if he were made ruler of the world the first thing he would do is to fix the meaning of words because action follows definition. Such is the case with the nomenclature used to describe some of the parts of strategic planning.

KEY ELEMENTS OF A STRATEGIC PLAN

Many of the elements of a strategic plan for a library, an information agency, or a national organization can be used while developing a strategic plan for the global information infra- structure. A brief overview of these elements follow:

Vision and Mission Statements. Both of these statements are broad "umbrella" types of statements. The vision statement should be visionary and project out about 10 years hence. It should center on what the GII wants to become. The mission statement is normally not more than 25 words in length and tends to describe the primary business of the GII.

Broad-range Goals. A goal is a broad or general statement, or desired or intended accomplishment. Its scope is broad and unspecific and is usually long term in nature (e.g., five years). Due to the array of potential initiatives, establishing goals for the GII should not be difficult.

Specific Objectives. Unlike goals, objectives are measurable (e.g., a particular result that can be accomplished by a specific date). Objectives are also different from goals in that they are more focused and they require a resource commitment. Futhermore, they should be purposeful, short termed, consistent with goals, linked to other objectives, precise, verifiable, understandable, and flexible. One should ask some compelling questions during the development of objectives; for example:

1. Is the objective designed to contribute directly to the achievement of one or more of the GII's goals?
2. Is the objective feasible in light of external constraints?
3. Were those who are accountable for achievement of the objectives involved with their establishment?
4. Does the objective have a challenging quality for GII?
5. Was the objective established collaboratively with other national/international agencies?

Strategy Formulation. The most important element of strategic planning is the formulation of strategies (i.e., courses of action to achieve goals and objectives). Strategy will be a major key in the success of the GII. Every strategy has to be consciously designed and regularly assessed. Strategy cannot take place as a matter or course and should not cause the GII to respond/react and be constantly on the defensive. Examples of strategies include:

1. Organizational strategies.
2. Collaborative strategies.
3. Growth strategies.
4. Personnel strategies.
5. Opportunistic strategies.
6. . Innovation strategies.

1. Internal consistency.
2. Consistency with external environment (e.g., with other countries or regions).
3. Appropriateness in view of resources.
4. Acceptable degree of risk.
5. Appropriate timetable.
6. Commitment to implement the strategies.
7. Reflect the user's perspective.
8. Clear and understandable.
9. Capitalize on strengths.
10. Link between concept and operations.

Evaluation Mechanism. Unlike traditional planning, strategic planning undergoes regular (at least annual) assessments. Questions like "What went right?" and "What went wrong?" should be answered. The strategic plan is never completed; it is imperfect, evolving, and must be updated on a regular basis. Objectives and strategies achieved in a given year should be deleted from the plan and new ones should be added to it. Strategies may be treated as substrategies, and they may be merged with existing strategies (Chen, 1995). Building an effective plan for the GII is a monumental task.
There are many levels of technology, there are significant differences in the haves and have nots (e.g., it is estimated that one half of the world's population lives two miles from the nearest telephone), and there is vast unevenness in the amount of access to information permitted by the different countries. A volatile environment may cause results to be far less than planned. Any planning process that does not contain an evaluation mechanism is unlikely to achieve its fullest potential. Poor planning may be worse than no planning at all!

BARRIERS TO THE SUCCESSFUL IMPLEMENTATION OF STRATEGIC PLANNING

As to be expected, the huge differences in social, political, and economical factors experienced throughout the world have caused substantial barriers to international planning and implementation. These include:

1. Lack of standards, exchange codes, and character sets for information available in digital formats.
2. Lack of inoperability protocols between/among sophisticated and not so sophisticated telecommuications sytems.
3. Lack of interest/vision on the part of some information professionals to exchange information.
4. Lack of financial resources to participate in the GII.
5. Lack of a functioning democracy that permits free flow of pertinent information.
6. Lack of knowledge about the outside world and limited experiences with other cultures.
7. Lack of language competencies.
8. Lack of stability in government officials.
9. Lack of political skills and connections (e.g., at the ministry level) to get financial support.
10. Lack of knowledge about the importance of information; lack of understanding of the role of information in economic development.
11. Lack of telecommunications infrastructure in many developing countries.
12. Lack of network-access technologies.
13. Lack of information policies.
14. Lack of understanding why some countries are pushing the GII; there is a suspicion of motives.
15. Lack of training/retraining/developing/educating of librarians and information professionals.
16. Lack of planning skills.

CONCLUSION

Endeavors like the national information infrastructure and the global information infrastructure will, in time, significantly improve the human condition. Multiple networks comprised of different transmission media are already carrying a wide range of telecommunications and information services. The world is being united as a seamless web by the networks. The GII, as the world- wide "network of networks" will create a global information market- place, encouraging broad-based social discourse within and among all countries (Chen, 1995). The GII is not and will not occur as a result of happenstance. Thoughtful planning and continual evaluation must accompany the growth and development of the GII. Strategic planning offers much potential as a proven mechanism for simulating the future for the GII, applying the systems approach, forcing the formulation of strategies, revealing/clarifying future opportunities and threats for the GII, and bringing forth critical strategic issues. As library cooperation unfolds between China and the U.S. (within or outside the framework of the GII), our two countries should seriously consider engaging in creating a "strategic plan for China - U.S. library cooperation." And we should explore the possibility of putting into place a planning committee soon. Complex, time-consuming, exciting, systematic, interconnected, action-oriented, long-range, annual recycling, ongoing, and rewarding are some terms used to describe strategic planning. The concept of strategic planning is a powerful one! Is strategic planning a good fit for creating the future GII? Absolutely!

Chen, Ching-chih (1995). Planning Global Information Infra-structure. Norwood, New Jersey: Ablex Publishing Corporation, 1995.