... information drives product development and it is essential for everyone involved in developing a product to have the right information and the same information whenever they need it. Development Teams and the organizations that they work in comprise individuals who capture, interpret and distribute this information but may not distribute the information broadly enough or as often as needed.
✥ ✥ ✥
Without valuable and timely information, the organization dies.
On January 28, 1986, the American shuttle orbiter Challenger broke up 73 seconds after takeoff, killing all crew members aboard. The commission that investigated the accident found lapses in communication of vital information:
The commission also found that Morton Thiokol, the company that designed the solid rocket boosters, had ignored warnings about potential issues. NASA managers were aware of these design problems but also failed to take action. Famously, scientist Richard Feynman, a member of the commission, demonstrated the O-ring flaw to the public using a simple glass of ice water. (“Challenger Disaster” The History Channel — http://www.history.com/topics/challenger-disaster)
Data must be interpreted in context to become useful — to become information. Disagreements about context such as what value the Team is creating, or what the organization values about how it works, result in vague, unfocused discussions about the interpretation of events, or interpretations based on the single, loudest perspective. Dangerous assumptions and hopes often fill the vacuum left by lack of good information.
It is easy to keep information to yourself or only share it with a few peers whereas many other people need to know what you know. As sharing information can take a lot of time there can be a temptation not to do it at all. The effort can be viewed as overhead or management crap: “I’m paid to make products, not reports.”
Too much or irrelevant information can be as bad as no information. People may eventually tune out and miss the important bits. This information needs to go to the right people at the right time to help make the best possible decisions, but it is very easy for people to keep information to themselves. It may be the information is intentionally withheld — where it is used for control or assumed that others do not need to know. Or it may be unintentionally withheld — forgetting to pass information on or not being in the habit of sharing information.
Information also loses value with time. Knowing what a competitor will do next month is more valuable at the beginning of the month than at the end. When information surfaces late it can be costly, as decisions may have been made based on incorrect or missing information. “If I knew that before” is a common utterance in modern workplaces and sums up the problem of not sharing information.
Formal processes for extracting information are easy to establish (for example project status meetings). Such processes are cumbersome, intrusive, waste the time of most attendees and come with a discouraging overhead: “I’m paid to make products, not attend meetings.”
Even small organizations can generate an enormous volume of information. Individuals may have to discover the information they need in the abyss of data, which may be a daunting exercise that can be a deterrent. Even with the addition of electronic tools for searching the cost of the effort may be considered too high for people to find information vital to their work.
Collaboratively maintain physical artifacts that keep information visible to all stakeholders.
To start to make an Information Radiator it should be developed collaboratively with the people who need the information. Accept that the first version will not be correct and instead iterate over both the information displayed and how to display it. Be ruthless in discarding what has not worked, this may mean you will end up with a completely different Information Radiator than you first thought you needed, which is great if you are sharing the information in the best way.
Simple, handmade displays work best for sharing information. Electronic tools may be attractive, but can easily flood people with too much data. Ironically, they simultaneously limit the view of information to the size of the display. They constrain the way you interact with the information. In addition, they typically require more work to use and populate than simple charts. In summary, the goal is to achieve low cost in producing the information and high effectiveness in using the information.
Once created the Information Radiators will need to be updated/changed regularly or will become wallpaper. This means you will need to continually put effort into maintaining the information. This is a small price to pay.
The information will need to be as accurate as needed to for people make a decision. This might mean you will have to share bad news. Be courageous and do this without fear of consequences. Errors cannot be corrected if they are not acknowledged. Using an Information Radiator to passive-aggressively lay blame is never a good choice — it destroys the Community of Trust and breaks The Spirit of the Game.
✥ ✥ ✥
On a Scrum project the teams used a whiteboard that showed the chain of application-systems needed to produce features.
The application-systems were managed by different departments and teams. At every Retrospective the board showed which features could not be completed and which application-system was blocking delivery. The teams used red magnets for 'broken application-system', black magnets for 'stubbed' application-system and blue magnets for 'working' application-systems.
After a while people—and especially management of the blocking application-systems—became annoyed by the transparency and requested to not use the board anymore. The teams persisted and eventually this transparency led to important improvement efforts across the organization.
An Information Radiator needs to attract people to it.  Developing the radiator collaboratively with the consumers of the information can support this need. Equally ensuring the Information Radiator is displayed where people cannot miss it is essential. Summary information can be used to attract attention, for example something as simple as a build light works well at informing everyone about what is happening and that something needs to be done.
Starting to use Information Radiators sometimes has physical and political challenges. Some organizations have policies about what can be put on walls and on which walls (it may be to “avoid damaging the walls, paint, and design prints”). You may need to convince people that the cost of repainting a wall is far less than cost of making decisions without the correct information. There may also be a fear of radiating proprietary information, a simple encoding process can obviate this risk and it should not be a deterrent to using an Information Radiator (for example see bit-planner.com).
In corporate scale Scrum adoption there can be a desire for uniformity “so we all know what we’re doing.” Different teams need different information and will develop different work practices, so Information Radiators will vary from team to team. This situation can be uncomfortable for some people. Over time, the dialogue will nudge the organization to choose Information Radiators that optimize the overall happiness of the development ecosystem.
Many companies have paid for expensive software to manage and organize information and there may be a push to use this rather than anything hand crafted. Software makes for information refrigerators, and we need to be brave enough to admit to making bad decisions such as buying expensive software when we could have used some sticky notes.
A healthy organization might embrace the opportunity to remodel the development space to accommodate the trade-offs between livable working space, protection of proprietary information, adequate wall space (e.g., glass walls) for sticky notes, room lighting (which could be blocked by putting stickies on the windows).
Information from an Information Radiator is often also consumed by the producers of that information. One important benefit of Information Radiators is that they send the message that the team has nothing to hide from itself (or others). They often digest raw data into higher-order information.
Examples of Information Radiators used in Scrum:
While Information Radiators inform the day’s work, they are not a call to action. If a particular status suggests that immediate attention is warranted, go beyond just Information Radiators to use Visible Status.
Toyota Production System’s “visual control” in the 1980s is one foundation of “information radiators.” Alistair Cockburn coined the term “information radiator” in the year 2001. 
 Alistair Cockburn. “Information Radiator.” Alistair.cockburn.us, http://alistair.cockburn.us/Information+radiator (accessed 2 November 2017).
 Alistair Cockburn. Agile Software Development: The Cooperative Game 2nd edition. Reading, MA: Addison-Wesley Professional, October 2006, p. 504.