Boosting knowledge worker engagement through mentoring
If your employees aren't engaged, knowledge simply can't flow to the extent that's needed in order to compete in the global economy.
Bringing adult supervision to machine learning and AI
Human and machine knowledge governance has many moving parts. No governance means leaving things to chance. Too much governance means clogging up the system and slowing things down to a crawl. The trick is achieving the right balance based on your organization's size, goals, strategy, and risk profile.
Flipping data science
No matter how much "intelligence" is programmed into a computer, it will very likely never understand the results it produces. Doing so takes human cognition, intuition, judgment, and other ways we humans make sense out of data.
The convergence of convergence
The more systems and subsystems we attempt to stitch together, the greater the unpredictability.
The future of food: a fresh look
There's a growing demand for the ability to facilitate the integration of knowledge generated by widely diverse communities from multiple disciplines.
The future of education
Today, we find ourselves in a highly networked knowledge-based economy. This new world demands radically different learning approaches in alignment with complex behaviors of natural systems.
Trends for the ’20s
Providing the right information to the right people at the right time can only be accomplished through greater openness.
Crossing the epistemic divide
As the world races ahead, purely data-driven approaches will become less attractive. Instead, we need to start gaining a deeper understanding of how to bridge the great divide which separates the artificial and the natural.
From just-in-time to just-ahead-of-time
Through our many decades of research into the knowledge sciences, we've determined that if AI is ever going to live up to its promises, it needs an architecture that integrates three levels of functionality: memory, awareness and anticipation.
A deep future approach to KM
We're familiar with the near-term portion of the time spectrum—from femtosecond lasers used in eye surgery to high-frequency trading in milliseconds on the major securities exchanges. Unfortunately, the extreme opposite end of the time spectrum, the "deep future" receives little if any attention. Decisions in fields such as genetic engineering, nuclear energy, geopolitics and the like can have serious implications for human civilization. But the impact of those decisions might not become apparent for many thousands of years and hundreds of generations.
Critical capacities for navigating in turbulent times
To navigate better in severe turbulence, three critical capacities are needed: foresight, agility and resilience. Those capacities have always been fundamental to sustaining high performance in knowledge-based organizations. But during times of turbulence, they need to be operating at peak levels.
No one left behind
It's inexcusable for anyone with a serious disability to have to wait for technology to catch up. It's here already. It's the user community that needs to catch up. And we KM'ers need to be right out in front.
Getting back to basics
From outright survival to the innate human desire for peace and prosperity, there's no shortage of needs.
The high cost of not sharing
Assembling and exchanging the necessary situational knowledge in a way that protects civil rights and privacy remains an enormous challenge.
What not to worry about
There's still plenty of thinking, innovating and discovery that needs to be done. Use machines as your tools, not as your master.
No more excuses
All you need is an idea, an internet connection and some experienced guidance and mentoring.
Building the high-trust enterprise
In a low-trust organization, people are afraid to share what they know. Knowledge flows are stifled.
The future of law enforcement
We'll focus on the information processing and decision-making aspects of policing.
A framework for change
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.
The future of money
As people got tired of lugging around chests full of precious metals, paper currencies began to pop up.