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Art Murray, D.Sc.

CEO of Applied Knowledge Sciences and co-founder of the Enterprise of the Future initiative

Art Murray, D.Sc., is CEO of Applied Knowledge Sciences and co-founder of the Enterprise of the Future initiative.  Email: amurray@aksciences.com

Articles by Art Murray, D.Sc.

Assembling and exchanging the necessary situational knowledge in a way that protects civil rights and privacy remains an enormous challenge. Posted October 30, 2017

There's still plenty of thinking, innovating and discovery that needs to be done. Use machines as your tools, not as your master. Posted July 03, 2017

All you need is an idea, an internet connection and some experienced guidance and mentoring. Posted May 31, 2017

In a low-trust organization, people are afraid to share what they know. Knowledge flows are stifled. Posted April 29, 2017

We'll focus on the information processing and decision-making aspects of policing. Posted March 31, 2017

Building and sustaining an enterprise of the future requires a robust planning process. One of the challenges, especially with long-term strategic planning, is the tendency to focus on activities. Start with what needs to be done today and work toward a future goal. Posted January 30, 2017

Posted October 30, 2016

By uncovering the rules of aggregation of the basic elements of human speech, we can move smartly toward "less is better" in our approach to semantic analysis. Posted July 01, 2016

Folks from all walks of life have decided to live and work in an untethered, "free range" world. Posted May 31, 2016

You can't even begin to address the chaos in the global market if you don't first get a grip on what's inside your organization, especially your brain trust. Posted April 29, 2016

Once in place, small data rule sets are more stable and less complex than those typically associated with big data. Posted March 31, 2016

Human-like robots are popping up everywhere. From the factory floor to product packaging and delivery. From restaurants to the battlefield. From patient care to camel racing. And countless other places. Posted January 31, 2016

Keeping organizational knowledge relevant and up-to-date requires adult supervision. Posted December 30, 2015

Instead of worrying about how to keep machines from taking over the world, we should let technology evolve and look for ways to expand human intelligence. Posted October 01, 2015

You can see where all of this is going. Just-in-time is giving way to just-ahead-of-time. Posted March 31, 2015

In previous articles, we've shown that intangible asset values typically outweigh their tangible counterparts by about four to one. We don't expect this ratio to flip anytime soon. But those crusty old tangibles have been staging a comeback. The new technology of 3-D printing is getting help from a few "old-timers" like open source software and collaborative computing. Posted October 29, 2014

Over a decade ago, two predictions stood out: Digital currencies would be in play by 2015, and space tourism would be firmly in place by 2020. Posted September 29, 2014

Topping out at a symbolic 1,776 feet, the new World Trade Center (WTC) tower in New York City is a bold statement of economic resilience and mankind's ability to look to the future. Posted May 28, 2014

If you're wearing your KM goggles, you should begin seeing the many intricate connections that make up the complex world of manufacturing and logistics. More importantly, you should also be looking for ways to increase the speed by which a thought becomes an idea that leads to an innovation that becomes a product.... Posted April 29, 2014

When we began our journey in search of the enterprise of the future eight years ago, one of the first things we did was build the four-pillar framework, which has pretty much held to this day. The four pillars are: new business ecosystems and strategies (leadership); new organizational designs (organization); new living, working and learning environments (learning); and technology infrastructure nexus (technology). Posted March 01, 2014

Getting into an ongoing cycle of rapid innovation and learning is the only formula for sustained growth in the foreseeable future. Posted July 05, 2013

Our purpose was to awaken, enliven and re-establish the knowledge sciences as the core foundation upon which we can gain the greatest benefit from the amazing discoveries awaiting us... Posted January 31, 2013

What is the true value of intangible assets like intellectual capital and in an enterprise, and what is the ROI (return on investment) for knowledge management. Here are two intangible asset valuation methods that will likely get the attention of the folks sitting both in the c-suite and on the board of directors. Posted October 30, 2012

"The next challenge is bringing expert knowledge along with patient data directly to the point of decision"... Posted July 05, 2012

We don't really have a robust, systematic approach for capturing, sharing, applying and growing knowledge about farming. At least not on a grand scale... Posted April 29, 2012

Crowdsourcing is taking on an increasingly important role in society, approaching something we might instead refer to as crowdleading... Posted February 01, 2011

Corporate librarians used to devote years acquiring and cataloging physical document collections. All those serials and monographs, outdated by the time they arrived from the printers, are simply not that competitive anymore. Knowledge is not static. It must be continually refreshed through venues such as open discussion and brainstorming. That calls for a new kind of library. .. Posted February 02, 2009

We've got to create an infrastructure that allows the rapid flow of specialized knowledge in a way that new ideas can be moved into the marketplace, quickly and easily... Posted November 03, 2008

I've always liked to keep one foot in the academic world and one in the "real" world. Universities are good at developing theory, which provides foundational principles on which we can base our business decisions, actions and observations. In previous articles, we've presented a simple theoretical framework, which has proven to be successful across a wide range of organizations. It consists of the four pillars of leadership, organization, learning and technology. Let's take a look at how each of these pillars has been playing out, and how you can benefit from what we've learned so far. Posted July 11, 2008

Human civilization began in Africa. My tribe got out early, more than 50,000 years ago. I guess that explains why I'm always among the first to leave a party. According to genetic ancestry researcher Spencer Wells, my haplogroup, M168, crossed the Arabian Peninsula and proceeded to populate the other five continents. A haplogroup is a large clan of people who share a common ancestor, as indicated by a unique genetic marker. Posted May 01, 2008

We've spent a good deal of space in this column looking at how business needs to transform itself to compete in the global knowledge economy. This month, let's take a look at how the same trends are forcing major changes in government. Posted April 01, 2008

Competing in a billion-mind economy means totally rethinking how you live, work and learn. That applies to you as an individual as well as to the organizations to which you belong. In the enterprise of the future, living, working and learning environments are converging in an unprecedented way. Posted December 28, 2007

Competing in the global knowledge economy means that your organization must learn and innovate as fast as change in the marketplace. Posted November 01, 2007

A key ingredient in fast learning is capturing and sharing lessons-learned. That means continually assessing what's working, what's not working and finding ways to improve. Posted August 31, 2007

...making the transformation from a knowledge-hoarding organization to a knowledge-sharing enterprise... Posted April 30, 2007

Posted October 27, 2006

Posted February 24, 2006

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