Articles by Art Murray
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
Posted September 29, 2009
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 All those serials and monographs, outdated by the time they arrived from the printers, are simply not that competitive anymore.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
Posted September 29, 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
Posted September 27, 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 September 29, 2006