A Glorious Victory for KM!

That AI has proven itself to be a revolutionary knowledge tool paints a different picture of the world itself. For millennia, we in the West counted as the highest knowledge the bedrock beliefs that ground the certainty of the layers of lesser knowledge that rest upon them. While the success of our culture proves the value of this approach in some critical areas, the rapid advances in knowledge enabled by machine learning based in multidimensional models that are too complex for us to understand remind us of what we've always already known:Our world overwhelms our smidgeon of consciousness. And there's no shame in acknowledging that. In fact, it is genuinely liberating to embrace the fact that the world consists of particulars in infinite relationships, and that we pay a price when we sand down the distinctive differences among them.

Humans in Loops, Flows, and Dialogues

I think we are entering—possibly are already in—the era of humans in the dialogue with AI, discovering our values, getting more specific about them, and altering their applications based on the specifics of our world and situation. If the old KM was about building, organizing, sharing, and leveraging knowledge, the new KM might also be about mastering the dialogue: using AI not just to retrieve our answers, but to help us finally articulate the right questions.

A Call to Arms for Information Professionals

The AI world is advancing at a breathtaking pace with staggering sums of money, but it's built on unstable and illusory foundations. Our role is not to stand on the sidelines shouting warnings. It is to quietly, strategically, and indispensably become the people they cannot do without—the ones who ensure the entire system can actually function.

The Productivity Paradox: Why Your AI Investment Won’t Pay Off Without KM

There should be one clear group of winners emerging from the coming disillusionment: knowledge and information managers. The AI reckoning will force a long-overdue epiphany upon executive leadership: The value of technology is not inherent; it is contingent on the quality of the information fuel you feed it.

Human Evolution in a Digital World

Human senses play a critical role in group interaction and collaboration, a key aspect of KM.

A System of Systems … With a Twist

Many long-standing technologies such as swarm intelligence, biomimicry, neural networks, and the like are now being stitched together. Think of what could happen if each of those technologies interacted not only with each other but also with the environment at large, its living and artificial elements, as an integrated whole.

252 Million Walas

There are 195 countries in the world. How many more entrepreneurial innovation hotspots are out there, waiting to be tapped and awakened? In our high-tech, virtual world, all of the steps Pakistan has taken can be replicated virtually anywhere, regardless of your country's size, GDP, or location. Imagine the possibilities ...

The Long- and Short-Term Impacts of AI Technologies

A much less-known but arguably more critical tech law is Amara's Law, which states that we tend to overestimate the short-term impact of new technology while underestimating its long-term effects.

The rise and potential fall of the citizen developer

The citizen developer movement was heralded as a revolution. Like most revolutions, things have sometimes gone differently than planned. The logic is sound, empowering those who know the business best to build the tools and systems needed to do their job. Ah, if only things were that simple …

Inefficient at the speed of light

While process mining started years ago as a mainly data-driven exercise, its stated goal is to be knowledge-driven. Given KM's multidisciplinary scope, we can play a major role in achieving that goal. Any process, no matter how simple, has the potential to reach across an entire business ecosystem, including all stakeholders. This seems like a perfect match for collaborative workflow, AI/ML, knowledge graphs, human sensemaking, and many of the other arrows in our KM quiver.

What is Bharat and why should you care?

Knowledge should always be considered as accretive, not something that's "here today, gone tomorrow."

The third place of knowledge management

The third place I alluded to goes far beyond mechanistic KM or curated knowledge and takes us into the actual world of tacit knowledge. Here, knowledge comes from and often remains as personal experience, impressions, and intuition; it's undocumented and often hidden and elusive.

Pushing the boundaries of knowledge curation

Knowledge democratization occurs in two directions, seemingly engaged in an endless tug of war: acquisition and dissemination.

The flip side of generative AI: Extractive AI

Extractive AI takes a more comprehensive and transparent approach to machine intelligence.

Look to the skies for KM opportunities

Then there's the inevitable demand for more automation, from the flight planning and clearance process to the operation of the air vehicles themselves. No human or group of humans could possibly keep track of so many constantly changing variables

The undiscovered country

Capturing and sharing what you already know is good; and with today's data and text analytics tools, it has become much easier than when we'd first begun this journey.

The human capability to under-or overestimate

Yet maybe the most glaring example of underestimating humans we encounter in our work is in the world of AI. It's partly the term "intelligence" in AI that misleads so many, as AI is not intelligent in the same way that humans are intelligent. Though powerful, AI ultimately matches patterns it has learned, and even the smartest of AI systems is limited in how many patterns it can match and make sense of.

Finding the weakest link

Though traditional and often reluctant to change, the supply chain sector is now reassessing its lack of embrace of technology and, significantly, rethinking long-established processes.

Dispatches from the edge

Edge-of-chaos decisioning means being continually informed on the critical elements needed to make better, faster decisions.

Thinking fast—and faster

If you're going to achieve consistent, effective high-speed decision making, it can't involve a protracted review by upper management.