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You can also summarize. Rather than distributing selected bits of information, you can write an abstract that captures key data or ideas and reduces load to manageable size for others. That's great added-value for senior managers who need overviews, rather than details. Many internal newsletters earn their keep by providing regular summaries of useful information. That information can come from outside organization or from within.
Third, there's other side of same coin, which involves expanding, rather than condensing, information.
One way to do this is by providing context. Consider, for example, any current issue that gets high profile treatment. Can you take information you have, and then provide background that helps others make sense of it? You might bring in additional information that provides a brief history, current opportunities and threats, and some possible directions for future, along with their implications.
You might also expand information by making connections to issues that don't seem to affect your organization. For example, suppose your factory serves only domestic market, so globalization seems irrelevant for at least near future. But, what if you could explain how changes to tariffs would allow you to buy your raw materials at lower prices?
In summary, you can add value to existing information by turning it into business intelligence, condensing it, or expanding it. All approaches may use same material, but manage it differently, to satisfy different needs.
Robert F. Abbott writes and publishes Abbott's Communication Letter. Learn how you can use communication to help achieve your goals, by reading articles or subscribing to this ad-supported newsletter. An excellent resource for leaders and managers, at: http://www.communication-newsletter.com