Podcasts about Knowledge management

Episode Title: GPTs Replaced Endless File SearchingShow Notes:In this episode of the B2B Marketing Excellence & AI Podcast, I talk about a common frustration — when your computer crashes and you're forced to transfer everything. That happened to me recently, and instead of just moving over cluttered files, I decided to create a better system.I used this opportunity to build personalized GPTs (Generative Pretrained Transformers) inside ChatGPT to help me organize information so I could stop digging through folders, spreadsheets, and emails. Now, instead of asking “Where did I save that?” — I just ask my GPT.These GPTs have become my go-to system for locating key client information, marketing materials, podcast outlines, and internal resources — all in seconds.If you're overwhelmed by digital disorganization or tired of repeating the same searches, this episode will show you how to use AI to create a centralized, accessible, and reliable system for storing and retrieving information.You'll learn:Why I decided not to keep transferring messy files across computersHow GPTs help organize and recall key information instantlyReal-world examples of how I use GPTs to support client work and daily operationsSimple ways to get started creating your own GPT-based document systemAt World Innovators, we're all about helping B2B brands and Executives find smarter ways to reach the right audience — and that starts with staying organized internally. GPTs are one tool that's helping us (and our clients) reduce clutter and increase clarity. Watch the Bonus Video: How to Create Your Own GPT- https://youtu.be/2NNt4f88qNw?si=KniJVppBV3CSuafpEpisode Breakdown:00:00 A Rough Week with Technology 03:21 Setting Up Your Own GPT 04:58 Practical Applications of GPTs 08:27 Training and Optimizing Your GPT 12:50 Benefits of GPTs for Teams 15:18 Final Thoughts and Encouragement

I, Stewart Alsop, welcomed Alex Levin, CEO and co-founder of Regal, to this episode of the Crazy Wisdom Podcast to discuss the fascinating world of AI phone agents. Alex shared some incredible insights into how AI is already transforming customer interactions and what the future holds for company agents, machine-to-machine communication, and even the nature of knowledge itself.Check out this GPT we trained on the conversation!Timestamps00:29 Alex Levin shares that people are often more honest with AI agents than human agents, especially regarding payments.02:41 The surprising persistence of voice as a preferred channel for customer interaction, and how AI is set to revolutionize it.05:15 Discussion of the three types of AI agents: personal, work, and company agents, and how conversational AI will become the main interface with brands.07:12 Exploring the shift to machine-to-machine interactions and how AI changes what knowledge humans need versus what machines need.10:56 The looming challenge of centralization versus decentralization in AI, and how Americans often prioritize experience over privacy.14:11 Alex explains how tokenized data can offer personalized experiences without compromising specific individual privacy.25:44 Voice is predicted to become the primary way we interact with brands and technology due to its naturalness and efficiency.33:21 Why AI agents are easier to implement in contact centers due to different entropy compared to typical software.38:13 How Regal ensures AI agents stay on script and avoid "hallucinations" by proper training and guardrails.46:11 The technical challenges in replicating human conversational latency and nuances in AI voice interactions.Key InsightsAI Elicits HonestyPeople tend to be more forthright with AI agents, particularly in financially sensitive situations like discussing overdue payments. Alex speculates this is because individuals may feel less judged by an AI, leading to more truthful disclosures compared to interactions with human agents.Voice is King, AI is its HeirDespite predictions of its decline, voice remains a dominant channel for customer interactions. Alex believes that within three to five years, AI will handle as much as 90% of these voice interactions, transforming customer service with its efficiency and availability.The Rise of Company AgentsThe primary interface with most brands is expected to shift from websites and apps to conversational AI agents. This is because voice is a more natural, faster, and emotive way for humans to interact, a behavior already seen in younger generations.Machine-to-Machine FutureWe're moving towards a world where AI agents representing companies will interact directly with AI agents representing consumers. This "machine-to-machine" (M2M) paradigm will redefine commerce and the nature of how businesses and customers engage.Ontology of KnowledgeAs AI systems process vast amounts of information, creating a clear "ontology of knowledge" becomes crucial. This means structuring and categorizing information so AI can understand the context and user's underlying intent, rather than just processing raw data.Tokenized Data for PrivacyA potential solution to privacy concerns is "tokenized data." Instead of providing AI with specific personal details, users could share generalized tokens (e.g., "high-intent buyer in 30s") that allow for personalized experiences without revealing sensitive, identifiable information.AI Highlights Human InconsistenciesImplementing AI often brings to light existing inconsistencies or unacknowledged issues within a company. For instance, AI might reveal discrepancies between official scripts and how top-performing human agents actually communicate, forcing companies to address these differences.Influence as a Key Human SkillIn a future increasingly shaped by AI, Sam Altman (via Alex) suggests that the ability to "influence" others will be a paramount human skill. This uniquely human trait will be vital, whether for interacting with other people or for guiding and shaping AI systems.Contact Information*   Regal AI: regal.ai*   Email: hello@regal.ai*   LinkedIn: www.linkedin.com/in/alexlevin1/

Enterprise Knowledge CEO Zach Wahl again speaks with Barry Byrne, Global Head of Knowledge Management at Novartis and founder and organizer of the Knowledge Summit Dublin conference.In this conversation, Zach and Barry discuss Barry's growing knowledge management team at Novartis, how to measure KM success, and best practices for conducting (and scaling!) knowledge capture before valuable team members leave an organization. They also share what they're most excited about at Knowledge Summit Dublin this year, especially the "salmon of knowledge." For more information on Knowledge Summit Dublin, check it out at ⁠https://www.knowledgesummitdublin.com/⁠.Click ⁠here⁠ to listen to Barry's first Knowledge Cast episode.To learn more about Enterprise Knowledge, visit us at: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠enterprise-knowledge.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.EK's Knowledge Base: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://enterprise-knowledge.com/knowledge-base/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Contact Us: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://enterprise-knowledge.com/contact-us/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/company/enterprise-knowledge-llc/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter/X: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/ekconsulting⁠⁠⁠

Most startups bolt AI onto old products.  ⁨@ravennahq⁩  reimagined the entire workflow.  When we first met Kevin Coleman and Taylor Halliday, it was clear they weren't just chasing the hype cycle. They were pairing AI-native architecture with deep founder-market fit, and rebuilding how internal ops work — from first principles. Their new company, Ravenna, is going after a $160B+ market dominated by legacy players. But instead of being intimidated by incumbents, they got focused, making some smart moves that more early-stage teams should consider: 1) Speak with 30+ customers before writing a line of code 2) Define a clear ICP and pain points 3) Build natively for Slack — where support actually happens 4) Prioritize automation, iteration, and real workflow transformation 5) Stayed radically transparent with investors and early customers At Madrona, we love backing teams that combine ambition with discipline — and Kevin and Taylor are doing just that. In this episode of Founded & Funded, they sit down with Madrona Managing Director Tim Porter and talk through their journey, what they'd do differently the second time around, and how they're building a durable, agentic platform for internal support. If you're a founder building in AI, SaaS, or ops — this conversation is full of lessons worth hearing. Transcript: https://bit.ly/4ju2Cml Chapters:  (00:00) Introduction (00:23) Meet the Founders: Taylor Halliday and Kevin Coleman (02:05) The Birth of Ravenna: Identifying the Problem (03:05) The Concept of Enterprise Service Management (04:02) The Journey from Idea to Execution (04:31) Customer Insights and Market Fit (06:42) Building a Next-Generation Platform (10:43) Slack Integration and AI Automation (14:37) Partnering with Slack: A Strategic Move (17:13) Leveraging Slack for Knowledge Management (20:13) Balancing Focus and Vision (21:07) Discovering ITSM: A Hidden Market (21:40) Expanding Beyond IT: The Universal Help Desk (24:30) ServiceNow and the AI Revolution (27:03) Building a Transparent and Collaborative Culture (29:37) Recruiting Top AI Talent (31:59) Navigating Market Realities and Customer Focus (37:59) Advice for Aspiring Founders

For the first time ever, The Learning & Development Podcast was recorded in front of a live audience in New York! In this special episode, I sit down with Julianne Gill, Director of Learning & Development at Smile Brands, to explore what it truly takes to build an L&D function that delivers measurable impact. Julianne shares insights from her career journey, how she assessed and transformed L&D at Smile Brands, and the pivotal role of performance consulting and collaborative learning in making L&D a strategic business driver. Take your L&D to the next level Take advantage of thousands of hours of analysis. Hundreds of conversations with industry innovators and 25+ years of hands-on global L&D leadership. It's all distilled into one framework to help you level up L&D. Access the L&D Maturity Model here - https://360learning.com/maturity-model KEY TAKEAWAYS L&D leaders need to think strategically to truly help the business. Seek real customer feedback. If you don´t know what people really think you can´t improve. Focus on how people really learn. It is always evolving. The L&D department needs to learn and evolve themselves. Collaborative learning works. Always partner with subject matter experts. Where possible update what they have already created, then get them to edit it. Start by helping people to achieve their KPIs. Educate yourself about performance consulting. Focus on outcomes. Be smart with people´s time. When you have different perspectives and experiences in the room you achieve more. BEST MOMENTS “You need to show value pretty quickly.” “You are telling them their baby is ugly, and nobody likes to be told that their baby is ugly.” “When training is the absolute wrong solution, you're going to waste a lot of money.” “I can turn anything into a $ sign.” “Start with the data.” “Take the wins when you can and work your way around.” Julianne Gill Bio Julianne is an innovative Learning, Development, Talent Acquisition, & Knowledge Management leader with a track record of success in leading complex initiatives. Julianne has deep expertise in training design & strategy, performance improvement, business planning, talent acquisition, employee engagement, operational efficiencies, leadership development, and change management with a proven history of building and leading high performing teams. Through leadership and collaboration, Julianne has successfully developed and executed programs and improved operational workflows that lead to performance improvement and achievement of strategic goals. VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home ABOUT THE HOST David James David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D. CONTACT METHOD Twitter:  https://twitter.com/davidinlearning LinkedIn: https://www.linkedin.com/in/davidjameslinkedin L&D Collective: https://360learning.com/the-l-and-d-collective Blog: https://360learning.com/blog L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home

In this episode of CISO Tradecraft, host G Mark Hardy and guest Sounil Yu delve into the dual-edged sword of implementing Microsoft 365 Copilot in enterprises. While this productivity tool has transformative potential, it introduces significant oversharing risks that can be mitigated with the right strategies. Discover how Sounil and his team at Knostic have been tackling these challenges for over a year, presenting innovative solutions to ensure both productivity and security. They discuss the importance of 'need to know' principles and knowledge segmentation, providing insight into how organizations can harness the power of Microsoft 365 Copilot safely and effectively. Tune in to learn how to avoid becoming the 'department of no' and start being the 'department of know.' Transcripts https://docs.google.com/document/d/1CT9HXdDmKojuXzWTbNYUE4Kgp_D64GyB Knostic's Website - https://www.knostic.ai/solution-brief-request  Chapters 00:00 Introduction to Microsoft Copilot Risks 00:32 Meet the Guest: Sounil Yu 02:51 Understanding Microsoft 365 Copilot 06:09 The DIKW Pyramid and Knowledge Management 08:34 Challenges of Data Permissions and Oversharing 19:01 Need to Know: A New Approach to Access Control 35:10 Measuring and Mitigating Risks with Copilot 39:46 Conclusion and Next Steps

Enterprise Knowledge CEO Zach Wahl speaks with Liam Fahey, Partner and Co-Founder at Leadership Forum LLC. In this conversation, Zach and Liam discuss Liam's claim to fame as co-host of the first Knowledge Management conference in 1994, the importance of nomenclature and terminology in securing buy-in for KM initiatives, and why having a KM charter is critical to long-term sustainment. The two also talked about the intersection of KM and intelligence work and how to become a good facilitator. To learn more about Enterprise Knowledge, visit us at: ⁠⁠⁠⁠⁠⁠⁠⁠enterprise-knowledge.com⁠⁠⁠⁠⁠⁠⁠⁠.EK's Knowledge Base: ⁠⁠⁠⁠⁠⁠⁠⁠https://enterprise-knowledge.com/knowledge-base/⁠⁠⁠⁠⁠⁠⁠⁠Contact Us: ⁠⁠⁠⁠⁠⁠⁠⁠https://enterprise-knowledge.com/contact-us/⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn: ⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/company/enterprise-knowledge-llc/⁠⁠⁠⁠⁠⁠⁠⁠Twitter/X: ⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/ekconsulting⁠⁠⁠

Guest Bio:  Dave Snowden divides his time between two roles: founder & Chief Scientific Officer of Cognitive Edge and the founder and Director of the Centre for Applied Complexity at the University of Wales.  Known for creating the sense-making framework, Cynefin, Dave's work is international in nature and covers government and industry looking at complex issues relating to strategy, organisational decision making and decision making.  He has pioneered a science-based approach to organisations drawing on anthropology, neuroscience and complex adaptive systems theory.  He is a popular and passionate keynote speaker on a range of subjects, and is well known for his pragmatic cynicism and iconoclastic style. He holds positions as extra-ordinary Professor at the Universities of Pretoria and Stellenbosch and visiting Professor at Bangor University in Wales respectively.  He has held similar positions at Hong Kong Polytechnic University, Canberra University, the University of Warwick and The University of Surrey.  He held the position of senior fellow at the Institute of Defence and Strategic Studies at Nanyang University and the Civil Service College in Singapore during a sabbatical period in Nanyang. His paper with Boone on Leadership was the cover article for the Harvard Business Review in November 2007 and also won the Academy of Management aware for the best practitioner paper in the same year.  He has previously won a special award from the Academy for originality in his work on knowledge management. He is a editorial board member of several academic and practitioner journals in the field of knowledge management and is an Editor in Chief of E:CO.  In 2006 he was Director of the EPSRC (UK) research programme on emergence and in 2007 was appointed to an NSF (US) review panel on complexity science research. He previously worked for IBM where he was a Director of the Institution for Knowledge Management and founded the Cynefin Centre for Organisational Complexity; during that period he was selected by IBM as one of six on-demand thinkers for a world-wide advertising campaign. Prior to that he worked in a range of strategic and management roles in the service sector. His company Cognitive Edge exists to integrate academic thinking with practice in organisations throughout the world and operates on a network model working with Academics, Government, Commercial Organisations, NGOs and Independent Consultants.  He is also the main designer of the SenseMaker® software suite, originally developed in the field of counter terrorism and now being actively deployed in both Government and Industry to handle issues of impact measurement, customer/employee insight, narrative based knowledge management, strategic foresight and risk management. The Centre for Applied Complexity was established to look at whole of citizen engagement in government and is running active programmes in Wales and elsewhere in areas such as social inclusion, self-organising communities and nudge economics together with a broad range of programmes in health.  The Centre will establish Wales as a centre of excellence for the integration of academic and practitioner work in creating a science-based approach to understanding society.   Social Media and Website LinkedIn: https://uk.linkedin.com/in/dave-snowden-2a93b Twitter: @snowded Website: Cognitive Edge https://www.cognitive-edge.com/   Books/ Resources: Book: Cynefin - Weaving Sense-Making into the Fabric of Our World by Dave Snowden and Friends https://www.amazon.co.uk/Cynefin-Weaving-Sense-Making-Fabric-World/dp/1735379905 Book: Hope Without Optimism by Terry Eagleton https://www.amazon.co.uk/Hope-Without-Optimism-Terry-Eagleton/dp/0300248679/ Book: Theology of Hope by Jurgen Moltmann https://www.amazon.co.uk/Theology-Hope-Classics-Jurgen-Moltmann/dp/0334028787 Poem: ‘Mending Wall' by Robert Frost https://www.poetryfoundation.org/poems/44266/mending-wall Video: Dave Snowden on ‘Rewilding Agile' https://www.youtube.com/watch?v=QrgaPDqet4c Article reference to ‘Rewilding Agile' by Dave Snowden https://cynefin.io/index.php/User:Snowded Field Guide to Managing Complexity (and Chaos) In Times of Crisis https://cynefin.io/index.php/Field_guide_to_managing_complexity_(and_chaos)_in_times_of_crisis Field Guide to Managing Complexity (and Chaos) In Times of Crisis (2) https://ec.europa.eu/jrc/en/publication/managing-complexity-and-chaos-times-crisis-field-guide-decision-makers-inspired-cynefin-framework Cynefin Wiki https://cynefin.io/wiki/Main_Page   Interview Transcript Ula Ojiaku:  Dave, thank you for making the time for this conversation. I read in your, your latest book - the book, Cynefin: Weaving Sense Making into the Fabric of Our World, which was released, I believe, in celebration of the twenty first year of the framework. And you mentioned that in your childhood, you had multidisciplinary upbringing which involved lots of reading. Could you tell us a bit more about that? Dave Snowden:  I think it wasn't uncommon in those days. I mean, if you did… I mean, I did science A levels and mathematical A levels. But the assumption was you would read every novel that the academic English class were reading. In fact, it was just unimaginable (that) you wouldn't know the basics of history. So, if you couldn't survive that in the sixth form common room, and the basics of science were known by most of the arts people as well. So that that was common, right. And we had to debate every week anyway. So, every week, you went up to the front of the class and you were given a card, and you'd have the subject and which side you are on, and you had to speak for seven minutes without preparation. And we did that every week from the age of 11 to 18. And that was a wonderful discipline because it meant you read everything. But also, my mother was… both my parents were the first from working class communities to go to university. And they got there by scholarship or sheer hard work against the opposition of their families. My mother went to university in Germany just after the war, which was extremely brave of her -  you know, as a South Wales working class girl. So, you weren't allowed not to be educated, it was considered the unforgivable sin. Ula Ojiaku:   Wow. Did it mean that she had to learn German, because (she was) studying in Germany…? Dave Snowden:  She well, she got A levels in languages. So, she went to university to study German and she actually ended up as a German teacher, German and French. So, she had that sort of background. Yeah. Ula Ojiaku:  And was that what influenced you? Because you also mentioned in the book that you won a £60 prize? Dave Snowden:  Oh, no, that was just fun. So, my mum was very politically active. We're a South Wales labor. Well, I know if I can read but we were labor. And so, she was a local Councilor. She was always politically active. There's a picture of me on Bertrand Russell's knee and her as a baby on a CND march. So it was that sort of background. And she was campaigning for comprehensive education, and had a ferocious fight with Aiden Williams, I think, who was the Director of Education, it was really nasty. I mean, I got threatened on my 11 Plus, he got really nasty. And then so when (I was) in the sixth form, I won the prize in his memory, which caused endless amusement in the whole county. All right. I think I probably won it for that. But that was for contributions beyond academic. So, I was leading lots of stuff in the community and stuff like that. But I had £60. And the assumption was, you go and buy one massive book. And I didn't, I got Dad to drive me to Liverpool - went into the big bookshop there and just came out with I mean, books for two and six pence. So, you can imagine how many books I could get for £60. And I just took everything I could find on philosophy and history and introductory science and stuff like that and just consumed it. Ula Ojiaku:  Wow, it seemed like you already knew what you wanted even before winning the prize money, you seem to have had a wish list... Dave Snowden:  I mean, actually interesting, and the big things in the EU field guide on (managing) complexity which was just issued. You need to build…, You need to stop saying, ‘this is the problem, we will find the solution' to saying, ‘how do I build capability, that can solve problems we haven't yet anticipated?' And I think that's part of the problem in education. Because my children didn't have that benefit. They had a modular education. Yeah, we did a set of exams at 16 and a set of exams that 18 and between those periods, we could explore it (i.e. options) and we had to hold everything in our minds for those two periods, right? For my children, it was do a module, pass a test, get a mark, move on, forget it move on. So, it's very compartmentalized, yeah? And it's also quite instrumentalist. We, I think we were given an education as much in how to learn and have had to find things out. And the debating tradition was that; you didn't know what you're going to get hit with. So, you read everything, and you thought about it, and you learn to think on your feet. And I think that that sort of a broad switch, it started to happen in the 80s, along with a lot of other bad things in management. And this is when systems thinking started to dominate. And we moved to an engineering metaphor. And you can see it in cybernetics and everything else, it's an attempt to define everything as a machine. And of course, machines are designed for a purpose, whereas ecosystems evolve for resilience. And I think that's kind of like where I, my generation were and it's certainly what we're trying to bring back in now in sort of in terms of practice. Ula Ojiaku:  I have an engineering background and a computer science background. These days, I'm developing a newfound love for philosophy, psychology, law and, you know, intersect, how do all these concepts intersect? Because as human beings we're complex, we're not machines where you put the program in and you expect it to come out the same, you know, it's not going to be the same for every human being. What do you think about that? Dave Snowden:  Yeah. And I think, you know, we know more on this as well. So, we know the role of art in human evolution is being closely linked to innovation. So, art comes before language. So, abstraction allows you to make novel connections. So, if you focus entirely on STEM education, you're damaging the human capacity to innovate. And we're, you know, as creatures, we're curious. You know. And I mean, we got this whole concept of our aporia, which is key to connecting that, which is creating a state of deliberate confusion, or a state of paradox. And the essence of a paradox is you can't resolve it. So, you're forced to think differently. So, the famous case on this is the liar's paradox, alright? I mean, “I always lie”. That just means I lied. So, if that means I was telling the truth. So, you've got to think differently about the problem. I mean, you've seen those paradoxes do the same thing. So that, that deliberate act of creating confusion so people can see novelty is key. Yeah. Umm and if you don't find… finding ways to do that, so when we looked at it, we looked at linguistic aporia, aesthetic aporia and physical aporia. So, I got some of the… one of the defining moments of insight on Cynefin was looking at Caravaggio`s paintings in Naples. When I realized I've been looking for the idea of the liminality. And that was, and then it all came together, right? So those are the trigger points requiring a more composite way of learning. I think it's also multiculturalism, to be honest. I mean, I, when I left university, I worked on the World Council of Churches come, you know program to combat racism. Ula Ojiaku:  Yes, I'd like to know more about that. That's one of my questions… Dave Snowden:  My mother was a good atheist, but she made me read the Bible on the basis, I wouldn't understand European literature otherwise, and the penetration guys, I became a Catholic so… Now, I mean, that that was fascinating, because I mean, I worked on Aboriginal land rights in Northern Australia, for example. And that was when I saw an activist who was literally murdered in front of me by a security guard. And we went to the police. And they said, it's only an Abo. And I still remember having fights in Geneva, because South Africa was a tribal conflict with a racial overlay. I mean, Africa, and its Matabele Zulu, arrived in South Africa together and wiped out the native population. And if you don't understand that, you don't understand the Matabele betrayal. You don't understand what happened. It doesn't justify apartheid. And one of the reasons there was a partial reconciliation, is it actually was a tribal conflict. And the ritual actually managed that. Whereas in Australia, in comparison was actually genocide. Yeah, it wasn't prejudice, it was genocide. I mean, until 1970s, there, were still taking half -breed children forcibly away from their parents, inter-marrying them in homes, to breed them back to white. And those are, I think, yeah, a big market. I argued this in the UK, I said, one of the things we should actually have is bring back national service. I couldn't get the Labor Party to adopt it. I said, ‘A: Because it would undermine the Conservatives, because they're the ones who talk about that sort of stuff. But we should allow it to be overseas.' So, if you put two years into working in communities, which are poorer than yours, round about that 18 to 21-year-old bracket, then we'll pay for your education. If you don't, you'll pay fees. Because you proved you want to give to society. And that would have been… I think, it would have meant we'd have had a generation of graduates who understood the world because that was part of the objective. I mean, I did that I worked on worked in South Africa, on the banks of Zimbabwe on the audits of the refugee camps around that fight. And in Sao Paulo, in the slums, some of the work of priests. You can't come back from that and not be changed. And I think it's that key formative period, we need to give people. Ula Ojiaku:  True and like you said, at that age, you know, when you're young and impressionable, it helps with what broadening your worldview to know that the world is bigger than your father's … compound (backyard)… Dave Snowden:  That's the worst problem in Agile, because what, you've got a whole class of, mainly white males and misogynism in Agile is really bad. It's one of the worst areas for misogyny still left, right, in terms of where it works. Ula Ojiaku:  I'm happy you are the one saying it not me… Dave Snowden:  Well, no, I mean, it is it's quite appalling. And so, what you've actually got is, is largely a bunch of white male game players who spent their entire time on computers. Yeah, when you take and run seriously after puberty, and that's kind of like a dominant culture. And that's actually quite dangerous, because it lacks, it lacks cultural diversity, it lacks ethnic diversity, it lacks educational diversity. And I wrote an article for ITIL, recently, which has been published, which said, no engineers should be allowed out, without training in ethics. Because the implications of what software engineers do now are huge. And the problem we've got, and this is a really significant, it's a big data problem as well. And you see it with a behavioral economic economist and the nudge theory guys - all of whom grab these large-scale data manipulations is that they're amoral, they're not immoral, they're amoral. And that's actually always more scary. It's this sort of deep level instrumentalism about the numbers; the numbers tell me what I need to say. Ula Ojiaku:  And also, I mean, just building on what you've said, there are instances, for example, in artificial intelligence is really based on a sample set from a select group, and it doesn't necessarily recognize things that are called ‘outliers'. You know, other races… Dave Snowden:  I mean, I've worked in that in all my life now back 20, 25 years ago. John Poindexter and I were on a stage in a conference in Washington. This was sort of early days of our work on counter terrorism. And somebody asked about black box AI and I said, nobody's talking about the training data sets. And I've worked in AI from the early days, all right, and the training data sets matter and nobody bothered. They just assumed… and you get people publishing books which say correlation is causation, which is deeply worrying, right? And I think Google is starting to acknowledge that, but it's actually very late. And the biases which… we were looking at a software tool the other day, it said it can, it can predict 85% of future events around culture. Well, it can only do that by constraining how executive see culture, so it becomes a self-fulfilling prophecy. And then the recruitment algorithms will only recruit people who match that cultural expectation and outliers will be eliminated. There's an HBO film coming up shortly on Myers Briggs. Now, Myers Briggs is known to be a pseudo-science. It has no basis whatsoever in any clinical work, and even Jung denied it, even though it's meant to be based on his work. But it's beautiful for HR departments because it allows them to put people into little categories. And critically it abrogates, judgment, and that's what happened with systems thinking in the 80s 90s is everything became spreadsheets and algorithms. So, HR departments would produce… instead of managers making decisions based on judgment, HR departments would force them into profile curves, to allocate resources. Actually, if you had a high performing team who were punished, because the assumption was teams would not have more than… Ula Ojiaku:  Bell curve... Dave Snowden:  …10 percent high performance in it. All right. Ula Ojiaku:  Yeah. Dave Snowden:  And this sort of nonsense has been running in the 80s, 90s and it coincided with… three things came together. One was the popularization of systems thinking. And unfortunately, it got popularized around things like process reengineering and learning organization. So that was a hard end. And Sanghi's pious can the sort of the, the soft end of it, right? But both of them were highly directional. It was kind of like leaders decide everything follows. Yeah. And that coincided with the huge growth of computing - the ability to handle large volumes of information. And all of those sorts of things came together in this sort of perfect storm, and we lost a lot of humanity in the process. Ula Ojiaku:  Do you think there's hope for us to regain the humanity in the process? Because it seems like the tide is turning from, I mean, there is still an emphasis, in my view, on systems thinking, however, there is the growing realization that we have, you know, knowledge workers and people… Dave Snowden:  Coming to the end of its park cycle, I see that all right. I can see it with the amount of cybernetics fanboys, and they are all boys who jump on me every time I say something about complexity, right? So, I think they're feeling threatened. And the field guide is significant, because it's a government, you know, government can like publication around effectively taken an ecosystems approach, not a cybernetic approach. And there's a book published by a good friend of mine called Terry Eagleton, who's… I don't think he's written a bad book. And he's written about 30, or 40. I mean, the guy just produces his stuff. It's called “Hope without Optimism”. And I think, hope is… I mean, Moltman just also published an update of his Theology of Hope, which is worth reading, even if you're not religious. But hope is one of those key concepts, right, you should… to lose hope is a sin. But hope is not the same thing as optimism. In fact, pessimistic people who hope actually are probably the ones who make a difference, because they're not naive, right? And this is my objection to the likes of Sharma Ga Sengi, and the like, is they just gather people together to talk about how things should be. And of course, everything should be what, you know, white MIT, educated males think the world should be like. I mean, it's very culturally imperialist in that sort of sense. And then nobody changes because anybody can come together in the workshop and agree how things should be. It's when you make a difference in the field that it counts, you've got to create a micro difference. This is hyper localization, you got to create lots and lots of micro differences, which will stimulate the systems, the system will change. I think, three things that come together, one is COVID. The other is global warming. And the other is, and I prefer to call it the epistemic justice movement, though, that kind of like fits in with Black Lives Matter. But epistemic justice doesn't just affect people who are female or black. I mean, if you come to the UK and see the language about the Welsh and the Irish, or the jokes made about the Welsh in BBC, right? The way we use language can designate people in different ways and I think that's a big movement, though. And it's certainly something we develop software for. So, I think those three come together, and I think the old models aren't going to be sustainable. I mean, the cost is going to be terrible. I mean, the cost to COVID is already bad. And we're not getting this thing as long COVID, it's permanent COVID. And people need to start getting used to that. And I think that's, that's going to change things. So, for example, in the village I live in Wiltshire. Somebody's now opened an artisan bakery in their garage and it's brilliant. And everybody's popping around there twice a week and just buying the bread and having a chat on the way; socially-distanced with masks, of course. And talking of people, that sort of thing is happening a lot. COVID has forced people into local areas and forced people to realise the vulnerability of supply chains. So, you can see changes happening there. The whole Trump phenomenon, right, and the Boris murmuring in the UK is ongoing. It's just as bad as the Trump phenomenon. It's the institutionalization of corruption as a high level. Right? Those sorts of things trigger change, right? Not without cost, change never comes without cost, but it just needs enough… It needs local action, not international action. I think that's the key principle. To get a lot of people to accept things like the Paris Accord on climate change, and you've got to be prepared to make sacrifices. And it's too distant a time at the moment, it has to become a local issue for the international initiatives to actually work and we're seeing that now. I mean… Ula Ojiaku:  It sounds like, sorry to interrupt - it sounds like what you're saying is, for the local action, for change to happen, it has to start with us as individuals… Dave Snowden:  The disposition… No, not with individuals. That's actually very North American, the North European way of thinking right. The fundamental kind of basic identity structure of humans is actually clans, not individuals. Ula Ojiaku:  Clans... Dave Snowden:  Yeah. Extended families, clans; it's an ambiguous word. We actually evolved for those. And you need it at that level, because that's a high level of social interaction and social dependency. And it's like, for example, right? I'm dyslexic. Right? Yeah. If I don't see if, if the spelling checker doesn't pick up a spelling mistake, I won't see it. And I read a whole page at a time. I do not read it sentence by sentence. All right. And I can't understand why people haven't seen the connections I make, because they're obvious, right? Equally, there's a high degree of partial autism in the Agile community, because that goes with mathematical ability and thing, and that this so-called education deficiencies, and the attempt to define an ideal individual is a mistake, because we evolved to have these differences. Ula Ojiaku:  Yes. Dave Snowden:  Yeah. And the differences understood that the right level of interaction can change things. So, I think the unit is clan, right for extended family, or extended, extended interdependence. Ula Ojiaku:  Extended interdependence… Dave Snowden:  We're seeing that in the village. I mean, yeah, this is classic British atomistic knit, and none of our relatives live anywhere near us. But the independence in the village is increasing with COVID. And therefore, people are finding relationships and things they can do together. Now, once that builds to a critical mass, and it does actually happen exponentially, then bigger initiatives are possible. And this is some of the stuff we were hoping to do in the US shortly on post-election reconciliation. And the work we've been doing in Malmo, in refugees and elsewhere in the world, right, is you change the nature of localized interaction with national visibility, so that you can measure the dispositional state of the system. And then you can nudge the system when it's ready to change, because then the energy cost of change is low. But that requires real time feedback loops in distributed human sensor networks, which is a key issue in the field guide. And the key thing that comes back to your original question on AI, is, the internet at the moment is an unbuffered feedback loop. Yeah, where you don't know the source of the data, and you can't control the source of the data. And any network like that, and this is just apriori science factor, right will always become perverted. Ula Ojiaku:  And what do you mean by term apriori? Dave Snowden:  Oh, before the facts, you don't need to, we don't need to wait for evidence. It's like in an agile, you can look at something like SAFe® which case claims to scale agile and just look at it you say it's apriori wrong (to) a scale a complex system. So, it's wrong. All right. End of argument right. Now let's talk about the details, right. So yeah, so that's, you know, that's coming back. The hyper localization thing is absolutely key on that, right? And the same is true to be honest in software development. A lot of our work now is to understand the unarticulated needs of users. And then shift technology in to actually meet those unarticulated needs. And that requires a complex approach to architecture, in which people and technology are objects with defined interactions around scaffolding structures, so that applications can emerge in resilience, right? And that's actually how local communities evolve as well. So, we've now got the theoretical constructs and a lot of the practical methods to actually… And I've got a series of blog posts - which I've got to get back to writing - called Rewilding Agile. And rewilding isn't returning to the original state, it's restoring balance. So, if you increase the number of human actors as your primary sources, and I mean human actors, not as people sitting on (in front of) computer screens who can be faked or mimicked, yeah? … and entirely working on text, which is about 10%, of what we know, dangerous, it might become 80% of what we know and then you need to panic. Right? So, you know, by changing those interactions, increasing the human agency in the system, that's how you come to, that's how you deal with fake news. It's not by writing better algorithms, because then it becomes a war with the guys faking the news, and you're always gonna lose. Ula Ojiaku:  So, what do you consider yourself, a person of faith? Dave Snowden:  Yeah. Ula Ojiaku:  Why? Dave Snowden:  Oh, faith is like hope and charity. I mean, they're the great virtues… I didn't tell you I got into a lot in trouble in the 70s. Dave Snowden:  I wrote an essay that said Catholicism, Marxism and Hinduism were ontologically identical and should be combined and we're different from Protestantism and capitalism, which are also ontologically identical (and) it can be combined. Ula Ojiaku:  Is this available in the public domain? Dave Snowden:  I doubt it. I think it actually got me onto a heresy trial at one point, but that but I would still say that. Ula Ojiaku:  That's amazing. Can we then move to the framework that Cynefin framework, how did it evolve into what we know it as today? Dave Snowden:  I'll do a high-level summary, but I wrote it up at length in the book and I didn't know I was writing for the book. The book was a surprise that they put together for me. I thought that was just writing an extended blog post. It started when I was working in IBM is it originates from the work of Max Borrasso was my mentor for years who tragically died early. But he was looking at abstraction, codification and diffusion. We did a fair amount of work together, I took two of those aspects and started to look at informal and formal communities in IBM, and its innovation. And some of the early articles on Cynefin, certainly the early ones with the five domains come from that period. And at that time, we had access labels. Yeah. And then then complexity theory came into it. So, it shifted into being a complexity framework. And it stayed … The five domains were fairly constant for a fairly long period of time, they changed their names a bit. The central domain I knew was important, but didn't have as much prominence as it does now. And then I introduced liminality, partly driven by agile people, actually, because they could they couldn't get the concept there were dynamics and domains. So, they used to say things like, ‘look, Scrum is a dynamic. It's a way of shifting complex to complicated' and people say ‘no, the scrum guide said it's about complex.' And you think, ‘oh, God, Stacey has a lot to answer for' but… Ula Ojiaku: Who`s Stacey? Dave Snowden:  Ralph Stacey. So, he was the guy originally picked up by Ken when he wrote the Scrum Guide… Ula Ojiaku:  Right. Okay. Dave Snowden:  Stacey believes everything's complex, which is just wrong, right? So, either way, Cynefin evolved with the liminal aspects. And then the last resolution last year, which is… kind of completes Cynefin to be honest, there's some refinements… was when we realized that the central domain was confused, or operatic. And that was the point where you started. So, you didn't start by putting things into the domain, you started in the operatic. And then you moved aspects of things into the different domains. So that was really important. And it got picked up in Agile, ironically, by the XP community. So, I mean, I was in IT most of my life, I was one of the founders of the DSDM Consortium, and then moved sideways from that, and was working in counterterrorism and other areas, always you're working with technology, but not in the Agile movement. Cynefin is actually about the same age as Agile, it started at the same time. And the XP community in London invited me in, and I still think Agile would have been better if it had been built on XP, not Scrum. But it wouldn't have scaled with XP, I mean, without Scrum it would never have scaled it. And then it got picked up. And I think one of the reasons it got picked up over Stacey is, it said order is possible. It didn't say everything is complex. And virtually every Agile method I know of value actually focuses on making complex, complicated. Ula Ojiaku:  Yes. Dave Snowden:  And that's its power. What they're… what is insufficient of, and this is where we've been working is what I call pre-Scrum techniques. Techniques, which define what should go into that process. Right, because all of the Agile methods still tend to be a very strong manufacturing metaphor - manufacturing ideas. So, they assume somebody will tell them what they have to produce. And that actually is a bad way of thinking about IT. Technology needs to co-evolve. And users can't articulate what they want, because they don't know what technology can do. Ula Ojiaku:  True. But are you saying… because in Agile fundamentally, it's really about making sure there's alignment as well that people are working on the right thing per time, but you're not telling them how to do it? Dave Snowden:  Well, yes and no - all right. I mean, it depends what you're doing. I mean, some Agile processes, yes. But if you go through the sort of safe brain remain processes, very little variety within it, right? And self-organization happens within the context of a user executive and retrospectives. Right, so that's its power. And, but if you look at it, it took a really good technique called time-boxing, and it reduced it to a two-week sprint. Now, that's one aspect of time boxing. I mean, I've got a whole series of blog posts next week on this, because time boxing is a hugely valuable technique. It says there's minimal deliverable project, and maximum deliverable product and a minimal level of resource and a maximum level of resource. And the team commits to deliver on the date. Ula Ojiaku:  To accurate quality… to a quality standard. Dave Snowden:  Yeah, so basically, you know that the worst case, you'll get the minimum product at the maximum cost, but you know, you'll get it on that date. So, you can deal with it, alright. And that's another technique we've neglected. We're doing things which force high levels of mutation and requirements over 24 hours, before they get put into a Scrum process. Because if you just take what users want, you know, there's been insufficient co-evolution with the technology capability. And so, by the time you deliver it, the users will probably realize they should have asked for something different anyway. Ula Ojiaku:  So, does this tie in with the pre-Scrum techniques you mentioned earlier? If so, can you articulate that? Dave Snowden:  So, is to say different methods in different places. And that's again, my opposition to things like SAFe, to a lesser extent LeSS, and so on, right, is they try and put everything into one bloody big flow diagram. Yeah. And that's messy. All right? Well, it's a recipe, not a chef. What the chef does is they put different ingredients together in different combinations. So, there's modularity of knowledge, but it's not forced into a linear process. So, our work… and we just got an open space and open source and our methods deliberately, right, in terms of the way it works, is I can take Scrum, and I can reduce it to its lowest coherent components, like a sprint or retrospective. I can combine those components with components for another method. So, I can create Scrum as an assembly of components, I can take those components compared with other components. And that way, you get novelty. So, we're then developing components which sit before traditional stuff. Like for example, triple eight, right? This was an old DSDM method. So, you ran a JAD sessions and Scrum has forgotten about JAD. JAD is a really…  joint application design… is a really good set of techniques - they're all outstanding. You throw users together with coders for two days, and you force out some prototypes. Yeah, that latching on its own would, would transform agile, bringing that back in spades, right? We did is we do an eight-hour JAD session say, in London, and we pass it on to a team in Mumbai. But we don't tell them what the users ask for. They just get the prototype. And they can do whatever they want with it for eight hours. And then they hand it over to a team in San Francisco, who can do whatever they want with it in eight hours. And it comes back. And every time I've run this, the user said, ‘God, I wouldn't have thought of that, can I please, have it?' So, what you're doing is a limited life cycle -  you get the thing roughly defined, then you allow it to mutate without control, and then you look at the results and decide what you want to do. And that's an example of pre-scrum technique, that is a lot more economical than systems and analysts and user executives and storyboards. And all those sorts of things. Yeah. Ula Ojiaku:  Well, I see what you mean, because it seems like the, you know, the JAD - the joint application design technique allows for emergent design, and you shift the decision making closer to the people who are at the forefront. And to an extent my understanding of, you know, Scrum … I mean, some agile frameworks - that's also what they promote… Dave Snowden:  Oh, they don't really don't. alright. They picked up Design Thinking which is quite interesting at the moment. If you if you look at Agile and Design Thinking. They're both at the end of their life cycles. Ula Ojiaku:  Why do you say that? Dave Snowden:  Because they're being commodified. The way you know, something is coming to the end of its life cycle is when it becomes highly commodified. So, if you look at it, look at what they are doing the moment, the Double Diamond is now a series of courses with certificates. And I mean, Agile started with bloody certificates, which is why it's always been slightly diverse in the way it works. I mean, this idea that you go on a three-day course and get a certificate, you read some slides every year and pay some money and get another certificate is fundamentally corrupt. But most of the Agile business is built on it, right? I mean, I've got three sets of methods after my name. But they all came from yearlong or longer courses certified by university not from tearing apart a course. Yeah, or satisfying a peer group within a very narrow cultural or technical definition of competence. So, I think yeah, and you can see that with Design Thinking. So, it's expert ideation, expert ethnography. And it still falls into that way of doing things. Yeah. And you can see it, people that are obsessed with running workshops that they facilitate. And that's the problem. I mean, the work we're doing on citizen engagement is actually… has no bloody facilitators in it. As all the evidence is that the people who turn up are culturally biased about their representative based opinions. And the same is true if you want to look at unarticulated needs, you can't afford to have the systems analysts finding them because they see them from their perspective. And this is one of one science, right? You did not see what you do not expect to see. We know that, alright? So, you're not going to see outliers. And so, the minute you have an expert doing something, it's really good - where you know, the bounds of the expertise, cover all the possibilities, and it's really dangerous. Well, that's not the case. Ula Ojiaku:  So, could you tell me a bit more about the unfacilitated sessions you mentioned earlier? Dave Snowden:  They're definitely not sessions, so we didn't like what were triggers at moments. Ula Ojiaku:  Okay. Dave Snowden:  So, defining roles. So, for example, one of the things I would do and have done in IT, is put together, young, naive, recently graduated programmer with older experienced tester or software architect. So, somebody without any… Ula Ojiaku:  Prejudice or pre-conceived idea... Dave Snowden:  … preferably with a sort of grandparent age group between them as well. I call it, the grandparents syndrome - grandparents say things to their grandchildren they won't tell their children and vice versa. If you maximize the age gap, there's actually freer information flow because there's no threat in the process. And then we put together with users trained to talk to IT people. So, in a month's time, I'll publish that as a training course. So, training users to talk to IT people is more economical than trying to train IT people to understand users. Ula Ojiaku:  To wrap up then, based on what you said, you know, about Cynefin, and you know, the wonderful ideas behind Cynefin. How can leaders in organizations in any organization apply these and in how they make sense of the world and, you know, take decisions? Dave Snowden:  Well, if there's actually a sensible way forward now, so we've just published the field guide on managing complexity.  Ula Ojiaku:  Okay. Dave Snowden:  And that is actually, it's a sort of ‘Chef's guide'. It has four stages: assess, adapt, exert, transcend, and within that it has things you could do. So, it's not a list of qualities, it's a list of practical things you should go and do tomorrow, and those things we're building at the moment with a lot of partners, because we won't try and control this; this needs to be open. Here's an assessment process that people will go through to decide where they are. So that's going to be available next week on our website. Ula Ojiaku:  Oh, fantastic! Dave Snowden:  For the initial registration.  Other than that, and there's a whole body of stuff on how to use Cynefin. And as I said, we just open source on the methods. So, the Wiki is open source. These… from my point of view, we're now at the stage where the market is going to expand very quickly. And to be honest, I, you know, I've always said traditionally use cash waiver as an example of this. The reason that Agile scaled around Scrum is he didn't make it an elite activity, which XP was. I love the XP guys, but they can't communicate with ordinary mortals. Yeah. It takes you about 10 minutes to tune into the main point, and even you know the field, right. And he (Jeff Sutherland) made the Scrum Guide open source. And that way it's great, right. And I think that that's something which people just don't get strategic with. They, in early stages, you should keep things behind firewalls. When the market is ready to expand, you take the firewalls away fast. Because I mean, getting behind firewalls initially to maintain coherence so they don't get diluted too quickly, or what I call “hawks being made into pigeons”. Yeah. But the minute the market is starting to expand, that probably means you've defined it so you release the firewall so the ideas spread very quickly, and you accept the degree of diversity on it. So that's the reason we put the Wiki. Ula Ojiaku:  Right. So, are there any books that you would recommend, for anyone who wants to learn more about what you've talked about so far. Dave Snowden:  You would normally produce the theory book, then the field book, but we did it the other way around. So, Mary and I are working on three to five books, which will back up the Field Guide. Ula Ojiaku:  Is it Mary Boone? Dave Snowden:  Mary Boone. She knows how to write to the American managers, which I don't, right… without losing integrity. So that's coming, right. If you go onto the website, I've listed all the books I read. I don't think… there are some very, very good books around complexity, but they're deeply specialized, they're academic. Gerard's book is just absolutely brilliant but it's difficult to understand if you don't have a philosophy degree. And there are some awfully tripe books around complexity - nearly all of the popular books I've seen, I wouldn't recommend. Yeah. Small Groups of Complex Adaptive Systems is probably quite a good one that was published about 20 years ago. Yeah, but that we got a book list on the website. So, I would look at that. Ula Ojiaku:  Okay. Thank you so much for that. Do you have any ask of the audience and how can they get to you? Dave Snowden:  We've open-sourced the Wiki, you know, to create a critical mass, I was really pleased we have 200 people volunteered to help populate it. So, we get the all the methods in the field guide them. And they're actively working at that at the moment, right, and on a call with them later. And to be honest, I've done 18-hour days, the last two weeks, but 8 hours of each of those days has been talking to the methods with a group of people Academy 5, that's actually given me a lot of energy, because it's huge. So, get involved, I think it's the best way… you best understand complexity by getting the principles and then practicing it. And the key thing I'll leave us with is the metaphor. I mentioned it a few times - a recipe book user has a recipe, and they follow it. And if they don't have the right ingredients, and if they don't have the right equipment, they can't operate. Or they say it's not ‘true Agile'. A chef understands the theory of cooking and has got served in apprenticeship. So, their fingers know how to do things. And that's… we need… a downside.. more chefs, which is the combination of theory and practice. And the word empirical is hugely corrupted in the Agile movement. You know, basically saying, ‘this worked for me' or ‘it worked for me the last three times' is the most dangerous way of moving forward. Ula Ojiaku:  Because things change and what worked yesterday might not work Dave Snowden:  And you won't be aware of what worked or didn't work and so on. Ula Ojiaku:  And there's some bias in that. Wouldn't you say? Dave Snowden:  We've got an attentional blindness if you've got Ula Ojiaku:  Great. And Dave, where can people find you? Are you on social media? Dave Snowden:  Cognitive. Yeah, social media is @snowded. Yeah. LinkedIn, Facebook and Twitter. Two websites – the Cognitive Edge website, which is where I blog, and there's a new Cynefin Center website now, which is a not-for-profit arm. Ula Ojiaku:  Okay. All these would be in the show notes. Thank you so much for your time, Dave. It's been a pleasure speaking with you. Dave Snowden:  Okay. Thanks a lot.

Episode Overview“We are all librarians” is a quote from this week's guest on the CDO Matters Podcast, Jessica Talisman, the Senior Information Architect at Adobe. In this episode, Malcolm and Jessica go deep on the topic of why Knowledge Management – including many of the concepts practiced for centuries by librarians – is increasingly becoming a ‘must have' skill in modern data organizations.Episode Links and ResourcesFollow Malcolm Hawker on LinkedInFollow Jessica Talisman on LinkedIn

In this episode, Eric Porres, the newly appointed Global Head of AI at Logitech, walks us through his mission to transform a 7,000-person organization into a team of AI-fluent knowledge workers. He shares what his first 100 days looked like—from running a company-wide GenAI survey to personally training over 800 colleagues—and how those efforts laid the foundation for a scalable, human-centered AI strategy.Eric talks about building a culture of “augmented intelligence,” not just through tooling, but through habits, champions, and real behavioural change. He shares practical frameworks—like using AI to improve your prompts, embracing long-form instructions, and designing with role-context-task-output in mind—and explains why measuring success goes beyond usage stats to include depth of interaction and employee NPS.The conversation also looks ahead to the agentic future: personalized AI teammates, embedded workflows, and custom knowledge bases. Whether you're leading AI at a global company or just trying to help your team get started, this episode is full of real-world insights on how to move from AI hype to meaningful adoption.Key Takeaways:AI Fluency Starts with Behaviour, Not Just Tools – Eric's approach isn't about pushing more AI - t's about teaching people how to think differently. From measuring conversation depth to rewriting prompt habits, Logitech is focused on real behavioural change.Train 800, Influence 7,000 – Before becoming Head of AI, Eric trained 800+ colleagues himself. That grassroots effort - combined with identifying “quiet champions” across teams- created the internal momentum for company-wide transformation.Build the Right Interface, Not Just the Right Model – A powerful insight: it's not which model you use, it's how people interact with it. Logitech prioritized intuitive, user-friendly AI experiences to meet employees where they work.From Individual Fluency to Agentic Teams –  Looking ahead, Eric envisions a world where employees work alongside custom AI agents. The future isn't just prompt mastery - it's knowing what to delegate, what to own, and how to manage an AI-augmented team.LinkedIn: Eric Porres | LinkedInLogitech: logitech.com/Eric's website: PorresPsychedelic GPT: Trippin' The Chat FantasticThese screenshots showcase how Eric Porres organizes AI research using NotebookLM, as discussed in the episode.NotebookLM Dashboard: NotebookLM Dashboard - Eric PorresNotebookLM Research: NotebookLM Research - March 9-15, 2025 00:00 Intro to Eric Porres 00:46 What the First 100 Days Look Like as Head of AI01:51 Measuring AI Adoption: Surveys, Usage & Quality05:34 Training 800 Colleagues: How Eric Taught AI Mastery19:50 From Side Role to Head of AI: Eric's Transition Story23:02 Scaling AI Across Teams: Tools, Access & Equity28:56 Choosing the Right Model for the Right Job30:28 Measuring Success: NPS, Feedback, and Real Usage32:05 The Rise of AI Champions and Teaching as Proof of Mastery34:31 Beyond Fluency: Preparing for the Agentic Future36:45 Atomizing Workflows: Making AI Work for You39:10 AI in Sales & Customer Service: The Agent Use Case43:26 Personal Knowledge Bases and AI-Augmented Thinking50:49 Final Thoughts and Takeaways 

In the Sunday Book Review, Tom Fox considers books that would interest the compliance professional, the business executive, or anyone who might be curious. These could be books about business, compliance, history, leadership, current events, or anything else that might interest Tom. Today, Tom Fox looks at four 2024/25 books on information systems. Knowledge Management by Irma Becerra-Fernandez, Rajiv Sabherwal, and Richard Kumi Management and Information Technology after Digital Transformation, edited by Peter Ekman, Peter Dahlin, and Christina Keller Managing Information Technology 2nd Edition by Francisco Castillo and Korina Monoso Business Information Systems by Paul Bocij Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Jeffrey discusses the three important reasons to invest in a knowledge management program.Each week, Jeffrey will be sharing his knowledge on Service Delivery (Mondays) and Service Management (Thursdays).Jeffrey is the founder of Service Management Leadership, an IT consulting firm specializing in Service Management, Asset Management, CIO Advisory, and Business Continuity services.  The firm's website is www.servicemanagement.us.  Jeffrey has been in the industry for 30 years and brings a practical perspective to the discussions. He is an accomplished author with seven acclaimed books in the subject area and a popular YouTube channel with approximately 1,500 videos on various topics.  Also, please follow the Service Management Leadership LinkedIn page.

In the latest podcast episode (#120), we explore how replacing static web forms with an interactive bot Contact Us form can transform consumer engagement and streamline contact center operations. My colleague, @john Calhoun, Consumer Services Manager, at @McKee Foods Corp is here to help me with this topic.

On this episode of the Crazy Wisdom Podcast, host Stewart Alsop welcomes Jessica Talisman, a senior information architect deeply immersed in the worlds of taxonomy, ontology, and knowledge management. The conversation spans the evolution of libraries, the shifting nature of public and private access to knowledge, and the role of institutions like the Internet Archive in preserving digital history. They also explore the fragility of information in the digital age, the ongoing battle over access to knowledge, and how AI is shaping—and being shaped by—structured data and knowledge graphs. To connect with Jessica Talisman, you can reach her via LinkedIn.  Check out this GPT we trained on the conversation!Timestamps00:05 – Libraries, Democracy, Public vs. Private Knowledge Jessica explains how libraries have historically shifted between public and private control, shaping access to knowledge and democracy.00:10 – Internet Archive, Cyberattacks, Digital Preservation Stewart describes visiting the Internet Archive post-cyberattack, sparking a discussion on threats to digital preservation and free information.00:15 – AI, Structured Data, Ontologies, NIH, PubMed Jessica breaks down how AI trains on structured data from sources like NIH and PubMed but often lacks alignment with authoritative knowledge.00:20 – Linked Data, Knowledge Graphs, Semantic Web, Tim Berners-Lee They explore how linked data enables machines to understand connections between knowledge, referencing the vision behind the semantic web.00:25 – Entity Management, Cataloging, Provenance, Authority Jessica explains how libraries are transitioning from cataloging books to managing entities, ensuring provenance and verifiable knowledge.00:30 – Digital Dark Ages, Knowledge Loss, Corporate Control Stewart compares today's deletion of digital content to historical knowledge loss, warning about the fragility of digital memory.00:35 – War on Truth, Book Bans, Algorithmic Bias, Censorship They discuss how knowledge suppression—from book bans to algorithmic censorship—threatens free access to information.00:40 – AI, Search Engines, Metadata, Schema.org, RDF Jessica highlights how AI and search engines depend on structured metadata but often fail to prioritize authoritative sources.00:45 – Power Over Knowledge, Open vs. Closed Systems, AI Ethics They debate the battle between corporations, governments, and open-source efforts to control how knowledge is structured and accessed.00:50 – Librarians, AI Misinformation, Knowledge Organization Jessica emphasizes that librarians and structured knowledge systems are essential in combating misinformation in AI.00:55 – Future of Digital Memory, AI, Ethics, Information Access They reflect on whether AI and linked data will expand knowledge access or accelerate digital decay and misinformation.Key InsightsThe Evolution of Libraries Reflects Power Struggles Over Knowledge: Libraries have historically oscillated between being public and private institutions, reflecting broader societal shifts in who controls access to knowledge. Jessica Talisman highlights how figures like Andrew Carnegie helped establish the modern public library system, reinforcing libraries as democratic spaces where information is accessible to all. However, she also notes that as knowledge becomes digitized, new battles emerge over who owns and controls digital information​​.The Internet Archive Faces Systematic Attacks on Knowledge: Stewart Alsop shares his firsthand experience visiting the Internet Archive just after it had suffered a major cyberattack. This incident is part of a larger trend in which libraries and knowledge repositories worldwide, including those in Canada, have been targeted. The conversation raises concerns that these attacks are not random but part of a broader, well-funded effort to undermine access to information​​.AI and Knowledge Graphs Are Deeply Intertwined: AI systems, particularly large language models (LLMs), rely on structured data sources such as knowledge graphs, ontologies, and linked data. Talisman explains how institutions like the NIH and PubMed provide openly available, structured knowledge that AI systems train on. Yet, she points out a critical gap—AI often lacks alignment with real-world, authoritative sources, which leads to inaccuracies in machine-generated knowledge​​.Libraries Are Moving From Cataloging to Entity Management: Traditional library systems were built around cataloging books and documents, but modern libraries are transitioning toward entity management, which organizes knowledge in a way that allows for more dynamic connections. Linked data and knowledge graphs enable this shift, making it easier to navigate vast repositories of information while maintaining provenance and authority​​.The War on Truth and Information Is Accelerating: The episode touches on the increasing threats to truth and reliable information, from book bans to algorithmic suppression of knowledge. Talisman underscores the crucial role librarians play in preserving access to primary sources and maintaining records of historical truth. As AI becomes more prominent in knowledge dissemination, the need for robust, verifiable sources becomes even more urgent​​.Linked Data is the Foundation of Digital Knowledge: The conversation explores how linked data protocols, such as those championed by Tim Berners-Lee, allow machines and AI to interpret and connect information across the web. Talisman explains that institutions like NIH publish their taxonomies in RDF format, making them accessible as structured, authoritative sources. However, many organizations fail to leverage this interconnected data, leading to inefficiencies in knowledge management​​.Preserving Digital Memory is a Civilization-Defining Challenge: In the digital age, the loss of information is more severe than ever. Alsop compares the current state of digital impermanence to the Dark Ages, where crucial knowledge risks disappearing due to corporate decisions, cyberattacks, and lack of preservation infrastructure. Talisman agrees, emphasizing that digital archives like the Internet Archive, WorldCat, and Wikimedia are foundational to maintaining a collective human memory​​.

Lukas Wünsch is a leading expert in Knowledge Management and Research, currently driving strategic initiatives as Senior Manager at MHP Management- und IT-Beratung GmbH. With extensive experience in developing and scaling knowledge ecosystems for global organizations, he has played a key role in shaping sustainable knowledge cultures and research-driven decision-making. Holding a Master's in Management Consulting from Vrije Universiteit Amsterdam, Lukas specializes in integrating structured knowledge strategies with innovative research approaches. Passionate about enabling organizations to leverage knowledge as a competitive advantage, he continuously fosters data-driven insights and collaboration.

On this episode of Crazy Wisdom, host Stewart Alsop speaks with Andrew Altschuler, a researcher, educator, and navigator at Tana, Inc., who also founded Tana Stack. Their conversation explores knowledge systems, complexity, and AI, touching on topics like network effects in social media, information warfare, mimetic armor, psychedelics, and the evolution of knowledge management. They also discuss the intersection of cognition, ontologies, and AI's role in redefining how we structure and retrieve information. For more on Andrew's work, check out his course and resources at altshuler.io and his YouTube channel.Check out this GPT we trained on the conversation!Timestamps00:00 Introduction and Guest Background00:33 The Demise of AirChat00:50 Network Effects and Social Media Challenges03:05 The Rise of Digital Warlords03:50 Quora's Golden Age and Information Warfare08:01 Building Limbic Armor16:49 Knowledge Management and Cognitive Armor18:43 Defining Knowledge: Secular vs. Ultimate25:46 The Illusion of Insight31:16 The Illusion of Insight32:06 Philosophers of Science: Popper and Kuhn32:35 Scientific Assumptions and Celestial Bodies34:30 Debate on Non-Scientific Knowledge36:47 Psychedelics and Cultural Context44:45 Knowledge Management: First Brain vs. Second Brain46:05 The Evolution of Knowledge Management54:22 AI and the Future of Knowledge Management58:29 Tana: The Next Step in Knowledge Management59:20 Conclusion and Course InformationKey InsightsNetwork Effects Shape Online Communities – The conversation highlighted how platforms like Twitter, AirChat, and Quora demonstrate the power of network effects, where a critical mass of users is necessary for a platform to thrive. Without enough engaged participants, even well-designed social networks struggle to sustain themselves, and individuals migrate to spaces where meaningful conversations persist. This explains why Twitter remains dominant despite competition and why smaller, curated communities can be more rewarding but difficult to scale.Information Warfare and the Need for Cognitive Armor – In today's digital landscape, engagement-driven algorithms create an arena of information warfare, where narratives are designed to hijack emotions and shape public perception. The only real defense is developing cognitive armor—critical thinking skills, pattern recognition, and the ability to deconstruct media. By analyzing how information is presented, from video editing techniques to linguistic framing, individuals can resist manipulation and maintain autonomy over their perspectives.The Role of Ontologies in AI and Knowledge Management – Traditional knowledge management has long been overlooked as dull and bureaucratic, but AI is transforming the field into something dynamic and powerful. Systems like Tana and Palantir use ontologies—structured representations of concepts and their relationships—to enhance information retrieval and reasoning. AI models perform better when given structured data, making ontologies a crucial component of next-generation AI-assisted thinking.The Danger of Illusions of Insight – Drawing from ideas by Balaji Srinivasan, the episode distinguished between genuine insight and the illusion of insight. While psychedelics, spiritual experiences, and intense emotional states can feel revelatory, they do not always produce knowledge that can be tested, shared, or used constructively. The ability to distinguish between profound realizations and self-deceptive experiences is critical for anyone navigating personal and intellectual growth.AI as an Extension of Human Cognition, Not a Second Brain – While popular frameworks like "second brain" suggest that digital tools can serve as externalized minds, the episode argued that AI and note-taking systems function more as extended cognition rather than true thinking machines. AI can assist with organizing and retrieving knowledge, but it does not replace human reasoning or creativity. Properly integrating AI into workflows requires understanding its strengths and limitations.The Relationship Between Personal and Collective Knowledge Management – Effective knowledge management is not just an individual challenge but also a collective one. While personal knowledge systems (like note-taking and research practices) help individuals retain and process information, organizations struggle with preserving and sharing institutional knowledge at scale. Companies like Tesla exemplify how knowledge isn't just stored in documents but embodied in skilled individuals who can rebuild complex systems from scratch.The Increasing Value of First Principles Thinking – Whether in AI development, philosophy, or practical decision-making, the discussion emphasized the importance of grounding ideas in first principles. Great thinkers and innovators, from AI researchers like Demis Hassabis to physicists like David Deutsch, excel because they focus on fundamental truths rather than assumptions. As AI and digital tools reshape how we interact with knowledge, the ability to think critically and question foundational concepts will become even more essential.

Send us a textSummary: Welcome to the final installment of our three-part series with Martin Vogel on the Customer Success Playbook Podcast! This week, we dive into the transformative role AI plays in global support frameworks—particularly in the hardware plus SaaS world. AI isn't just a buzzword; it's changing the way businesses handle predictive insights, proactive service, and internal efficiencies. From making sense of massive data streams to optimizing processes and improving coaching strategies, AI is proving to be a game-changer. If you've ever wondered how to harness AI for better customer outcomes, this episode is for you.Detailed Analysis: In this insightful conversation, Martin Vogel, alongside hosts Roman Trebon and Kevin Metzger, explores how AI is helping companies cut through the noise of massive hardware data and streamline support operations. AI-driven analytics offer a clearer picture of device performance, support tickets, and user behaviors, allowing businesses to shift from reactive to proactive service models.Kevin highlights how AI can structure knowledge bases, transforming recorded conversations into actionable insights—eliminating the need for manual documentation. The discussion also delves into AI's ability to free up developer time, ensuring that valuable resources are allocated toward customer-centric improvements rather than repetitive tasks. Meanwhile, Roman emphasizes AI's potential in coaching and training, making feedback loops more efficient and tailored.As AI continues to evolve, its role in customer success becomes more indispensable. Whether it's reducing inefficiencies, automating routine tasks, or enhancing learning, AI is redefining the way businesses engage with customers. Don't miss this deep dive into the intersection of AI, hardware, and customer success.Now you can interact with us directly by leaving a voice message at https://www.speakpipe.com/CustomerSuccessPlaybookPlease Like, Comment, Share and Subscribe. You can also find the CS Playbook Podcast:YouTube - @CustomerSuccessPlaybookPodcastTwitter - @CS_PlaybookYou can find Kevin at:Metzgerbusiness.com - Kevin's person web siteKevin Metzger on Linked In.You can find Roman at:Roman Trebon on Linked In.

Marcel Henriquez – Red Data Solutions. We specialize in combining (unstructured) data from multiple sources to provide insights. With the recent developments in AI, this capability is increasingly the base on which these new KM developments are built. We are mainly focused on getting as much data as possible and structuring it to make it work for the required application. On several occasions we team up with other companies specializing in Knowledge Graph systems and conversational chatbots. I am our companies first contact for clients, new and existing, and I am the first to work out requirements with the client team. This is very deliberate, because I do not want technology to limit the question when the client does not yet know what they want exactly. When we have a solution on paper, that is the moment I shift to my technical experience and start working out how the solution on paper can be transformed into working software. #knowledgemanagement #KMsystems #dataprocessing #searchengines #onedatastoremultipleapplications #conversational_intelligence #natural_language_querying https://www.researchgate.net/publication/373707915_CLARK_Building_Conversational_Intelligence_for_Knowledge_Management_in_the_Space_Domain https://reddata.nl/cases/eglossary/ (dutch) https://reddata.nl/cases/esa-taxonomy-tool/ (dutch) Andrew Herd has 25 years of experience in the space domain, with the past decade as Senior Engineer for Corporate Knowledge Management at the European Space Agency (ESA). He has led over 50 lesson capture and learning initiatives, managed knowledge for ESA's largest Directorate, and developed innovative Lessons Learned web and mobile applications. Andrew is a recognized thought leader with over 30 publications and has chaired international panels on lessons learned. He founded BraveLLAMA, dedicated to advancing knowledge management through enabling others to learn from experience, and launched #ExperienceXChange blog for this same purpose. His energies are currently dedicated towards leading a KMGN hosted project: KM Landscape@2025 – and for this he is grateful to all the co-creators, together with whom he is walking, talking and working. Screen Shot of the CLARK System. Like Superman and CLARK Kent: CLARK allows you to transform your data into a super-power.

Send us a textSummary: In this episode of the Customer Success Playbook, hosts Roman Trebon and Kevin Metzger sit down with Martin Vogel, an executive leader in global customer support and complex hardware-plus-SaaS solutions. They dive deep into the challenges of establishing a scalable, efficient global support framework and ensuring immediate and long-term value for customers. Martin shares practical strategies, including understanding regional differences, creating simple yet robust processes, and prioritizing clear communication. Tune in for actionable insights on balancing SaaS and hardware support, diagnosing technical issues effectively, and implementing a continuous learning framework for your support teams.Detailed Analysis: What does it take to build a world-class global support framework? According to Martin Vogel, it all starts with knowing where you are. Mapping out existing structures, understanding regional differences, and tailoring processes accordingly are critical first steps. With experience spanning multiple continents, Martin emphasizes the need for a structured yet flexible approach to global support.The conversation highlights key components of a strong support framework:Understanding regional nuances: Markets differ in their support structures and expectations. Europe's established systems contrast with the U.S.'s ground-up approach, necessitating a flexible global strategy.Defining simple, scalable processes: Complex frameworks don't work if they aren't easy to implement. Martin stresses the need for clarity in process creation.Effective communication across teams: Building a bridge between different support teams ensures alignment and consistency in customer experience.Balancing SaaS and hardware support: With hardware-origin companies increasingly incorporating SaaS, Martin discusses best practices for integrating both seamlessly.Training and knowledge management: He introduces an LMS-based approach to training, emphasizing problem diagnosis, knowledge base documentation, and incident reviews.The result? A structured, iterative approach that minimizes misdiagnoses, accelerates troubleshooting, and enhances customer satisfaction. Join us in this episode as we unpack these strategies and more.Now you can interact with us directly by leaving a voice message at https://www.speakpipe.com/CustomerSuccessPlaybookPlease Like, Comment, Share and Subscribe. You can also find the CS Playbook Podcast:YouTube - @CustomerSuccessPlaybookPodcastTwitter - @CS_PlaybookYou can find Kevin at:Metzgerbusiness.com - Kevin's person web siteKevin Metzger on Linked In.You can find Roman at:Roman Trebon on Linked In.

About Dr. Maria Ryan: Maria Ryan, DDS, PhD, is the Executive Vice President and Chief Clinical Officer at Colgate-Palmolive Company, where she oversees the Dental and Dermal Clinical teams, as well as the Knowledge Management and Scientific Communications departments. Before joining Colgate-Palmolive, Dr. Ryan was a Professor and Chair of the Department of Oral Biology and Pathology at Stony Brook University, where she focused on teaching, practicing periodontology, and conducting research. She is the former President of the American Association for Dental, Oral, and Craniofacial Research (AADOCR) and has served on various academic and foundation boards. Dr. Ryan has earned several honors, including NIH National Research Service Awards and a Physician Scientist Award. She was also the recipient of the American Dental Association's Achievement Award and the Victress Health Award for her contributions to women's health research. Dr. Ryan is a renowned speaker and author, frequently appearing in media to highlight the connection between oral and overall health.Things You'll Learn:Oral diseases are a global health crisis affecting 50% of the world's population and significantly impacting overall health.There is a critical disconnect between medical and dental care, leading to neglect of oral health's importance in overall well-being.Untreated oral diseases, like cavities and gum disease, can increase the risk of cardiovascular disease, stroke, diabetes, and adverse pregnancy outcomes.The "Oral Health Quotient" (OQ) aims to educate the public on their oral health knowledge and practices. Many people don't realize that cavities and gum disease are chronic inflammatory diseases that require treatment.Addressing periodontal disease can lead to reductions in medical costs related to conditions such as cardiovascular disease and diabetes.Preventive measures, like proper brushing, flossing, and limiting sugar, are crucial for avoiding most oral diseases.Resources:Connect with and follow Dr. Maria Ryan on LinkedIn.Discover more about Colgate-Palmolive on LinkedIn and their website.

Chris Clinard, Manager of Emerging Technologies at Samet Corporation, discusses how AI is transforming workflows and processes across industries. In the construction sector, AI is being used to track projects through 3D models, providing real-time visual insights into buildings under construction. He also highlights how AI helps companies extract meaningful insights from vast amounts of data, streamline customer onboarding, and efficiently address external queries. Additionally, Chris emphasizes AI's impact on documentation, ensuring it remains accessible to visitors and enabling users to find answers within seconds.

The show you are about to experience serves twofold. First and foremost, this conversation design elicits knowledge from an experienced individual or expert. It is modeled on conversational theory and utilizes a protagonist, me, to crack into deeper knowledge by a vigorous discussion.  Pioneer Knowledge Services has become adept in this practice and offers it as a service. Think of all those super smart people retiring.  It is the best way to secure and transfer knowledge. The other piece of what this show provides is a self-help guide leading a community group. It will aid anyone as an example to leading communities. Stan Garfield, a true leader in the field of knowledge management, has been a friend to Pioneer Knowledge Services® for many years. Find him on LinkedIn and learn more about the Systems Integration and Knowledge Management (SIKM) Leaders Community. Stan Garfield is a knowledge management author, speaker, and community leader based in Northville, Michigan. This is his 30th year in the field of knowledge management.. Stan spent 8 years at Deloitte leading communities and enterprise social networking. Prior to that, he spent 25 years at HP, Compaq, and Digital Equipment Corporation. Stan launched Digital's first knowledge management program in 1996, helped develop the corporate KM strategy for Compaq, and led the Worldwide Consulting & Integration Knowledge Management Program for HP. He also worked for PricewaterhouseCoopers, St. Louis University School of Medicine, and Washington University School of Medicine. Stan holds a BS in Applied Mathematics and Computer Science from Washington University in St. Louis.  He leads the SIKM Leaders Community, February 2025, it has 1,264 members globally. The community's main activities are Online threaded discussions – discussions on the field of knowledge management, questions and answers, and links to job postings Monthly calls – presentations by members and invited speakers Stan is invited to present at numerous conferences, including KMWorld and the APQC KM Conference. He has published over 1,000 articles on leadership, innovation, knowledge management, communities of practice, enterprise social networks, and social media. He is the author of the Profiles in Knowledge series featuring knowledge management thought leaders. Books Implementing a Successful KM Program (2007) Successful Knowledge Leadership: Principles and Practice (2013), Chapter 5: The Modern Knowledge Leader: A Results-Oriented Approach Gaining Buy-in for KM (2014), Chapter 2: Obtaining support for KM: The ten commitments Measuring the ROI of Knowledge Management (2016), 2nd Edition, Chapter 7: The case against ROI for knowledge management Proven Practices for Promoting a Knowledge Management Program (2017) Knowledge Management Matters: Words of Wisdom from Leading Practitioners (2018), Chapter 6: Communities Manifesto Handbook of Community Management: A Guide to Leading Communities of Practice (2020) The Five Cs of KM (2022) Knowledge Nuggets: 100 KM Infographics (2023) Profiles in Knowledge: 120 Thought Leaders in Knowledge Management (2024) Content Knowledge Management Site: http://sites.google.com/site/stangarfield/ LinkedIn Profile: http://www.linkedin.com/in/stangarfield/ Twitter Feed: http://twitter.com/stangarfield

On this episode of the Crazy Wisdom Podcast, I, Stewart Alsop, sit down with Brendon Wong, the founder of Unize.org. We explore Brendon's work in knowledge management, touching on his recent talk at Nodes 2024 about using AI to generate knowledge graphs and trends in the field. Our conversation covers the evolution of personal and organizational knowledge management, the future of object-oriented systems, the integration of AI with knowledge graphs, and the challenges of autonomous agents. For more on Brendon's work, check out unize.org and his articles at web10.ai.Check out this GPT we trained on the conversation!Timestamps00:00 Introduction to the Crazy Wisdom Podcast00:35 Exploring Unise: A Knowledge Management App01:01 The Evolution of Knowledge Management02:32 Personal Knowledge Management Trends03:10 Object-Oriented Knowledge Management05:27 The Future of Knowledge Graphs and AI10:37 Challenges in Simulating the Human Mind22:04 Knowledge Management in Organizations26:57 The Role of Autonomous Agents30:00 Personal Experiences with Sleep Aids30:07 Unique Human Perceptions32:08 Knowledge Management Journey33:31 Personal Knowledge Management Systems34:36 Challenges in Knowledge Management35:26 Future of Knowledge Management with AI36:29 Melatonin and Sleep Patterns37:30 AI and the Future of the Internet43:39 Reasoning and AI Limitations48:33 The Future of AI and Human Reasoning52:43 Conclusion and Contact InformationKey InsightsThe Evolution of Knowledge Management: Brendon Wong highlights how knowledge management has evolved from personal note-taking systems to sophisticated, object-oriented models. He emphasizes the shift from traditional page-based structures, like those in Roam Research and Notion, to systems that treat information as interconnected objects with defined types and properties, enhancing both personal and organizational knowledge workflows.The Future Lies in Object-Oriented Knowledge Systems: Brendon introduces the concept of object-oriented knowledge management, where data is organized as distinct objects (e.g., books, restaurants, ideas) with specific attributes and relationships. This approach enables more dynamic organization, easier data retrieval, and better contextual understanding, setting the stage for future advancements in knowledge-based applications.AI and Knowledge Graphs Are a Powerful Combination: Brendon discusses the synergy between AI and knowledge graphs, explaining how AI can generate, maintain, and interact with complex knowledge structures. This integration enhances memory, reasoning, and information retrieval capabilities, allowing AI systems to support more nuanced and context-aware decision-making processes.The Limitations of Current AI Models: While AI models like LLMs have impressive capabilities, Brendon points out their limitations, particularly in reasoning and long-term memory. He notes that current models excel at pattern recognition but struggle with higher-level reasoning tasks, often producing hallucinations when faced with unfamiliar or niche topics.Challenges in Organizational Knowledge Management: Brendon and Stewart discuss the persistent challenges of implementing knowledge management in organizations. Despite its critical role, knowledge management is often underappreciated and the first to be cut during budget reductions. The conversation highlights the need for systems that are both intuitive and capable of reducing the manual burden on users.The Potential and Pitfalls of Autonomous Agents: The episode explores the growing interest in autonomous and semi-autonomous agents powered by AI. While these agents can perform tasks with minimal human intervention, Brendon notes that the technology is still in its infancy, with limited real-world applications and significant room for improvement, particularly in reliability and task generalization.Reimagining the Future of the Internet with Web 10: Brendon shares his vision for Web 10, an ambitious rethinking of the internet where knowledge is better structured, verified, and interconnected. This future internet would address current issues like misinformation and data fragmentation, creating a more reliable and meaningful digital ecosystem powered by AI-driven knowledge graphs.

Send us a textIn this special interview edition of Sidecar Sync, hosts Mallory  and Amith sit down with AI consultant, John Huisman, to explore how associations can effectively adopt generative AI. John shares insights from his extensive experience advising Fortune 50 companies on digital transformation and AI strategy. The conversation covers how associations can shift from adopting AI just for the sake of it to strategically leveraging it for real business outcomes. They also discuss employee productivity, AI training, and practical applications like knowledge management and customer service automation. If you're wondering how to make AI work for your organization, this episode is a must-listen!

https://polytools.blog/tag/knowledge-management/https://polyinnovator.space/tag/pios-polyinnovation-operating-system/https://www.obsidianstats.com/plugins

Welcome back to the Win Rate Podcast. Today Andy welcomes Mehdi Tehranchi, CEO of KnowledgeNet.ai, to discuss the transformative role of AI in sales, emphasizing the shift from transactional selling to a model focused on helping the buyer make a decision and creating relationships with a little help from AI, or as Mehdi likes to call it, 'augmented intelligence.' Mehdi highlights how AI can enhance decision-making, improve sales preparation, and foster better relationships between sellers and buyers. He and Andy also talk about the importance of differentiating in competitive markets and the need for companies to adopt AI strategically to maximize efficiency and effectiveness in their sales processes.Host Andy Paul is the expert on modern B2B selling and author of three best-selling, award-winning sales books, including his latest Sell Without Selling Out. Visit andypaul.com to subscribe to his newsletter for even more strategies and tips to accelerate your win rate.

In this episode of RCA Radio®, host Brandon Miller is joined by Anita Michael, Executive Pharma Compliance Expert & Principal Consultant and Rona LeBlanc-Rivera, Director, Regulatory Affairs both at Regulatory Compliance Associates®.  We explore possible changes in the Pharmaceutical industry in 2025 and provide you with insight on how to prepare yourself for these upcoming initiatives.Listen in as we go over the expected reduction in the FDA's work force, recently executed guidance documents, regulatory timelines, drug labeling transparency, the broadening scope of OTC products, the use of AI in the regulatory review, and how companies can use 3rd party inspections to help prepare themselves. About RCARegulatory Compliance Associates® (RCA) provides worldwide services to the following industries for resolution of compliance and regulatory challenges:PharmaceuticalBiologic & BiotechnologySterile compoundingMedical deviceWe understand the complexities of running a life science business and possess areas of expertise that include every facet of R&D, operations, regulatory affairs, quality, and manufacturing. We are used to working on the front lines and thriving in the scrutiny of FDA-and globally-regulated companies.As your partners, we can negotiate the potential minefield of regulatory, compliance, quality, and private equity due diligence with insight, hindsight, and the clear advantage of our unique expertise and experience.

Several manuscripts are adopting knowledge-based dynamic capabilities (KBDCs) as their main theoretical lens. However, these manuscripts lack consistent conceptualization and systematization of the construct. Consequently, the purpose of this study is to advance the understanding of KBDCs by – (a) clarifying the dominant concepts at the junction of knowledge management and dynamic capabilities domains, (b) identifying which emerging themes are gaining traction with KBDCs scholars, (c) demonstrating how the central thesis around KBDCs has evolved, and (d) explaining how can KBDCs scholars move towards finding a mutually agreed conceptualization of the field to advance empirical assessment.

Gail Sussman-Miller founded Inspired Choice in 2001. She took the title of Chief Obstacle Buster which describes her perfectly. Gail lived her entire life in Chicago Illinois until she and her husband moved to Sarasota Florida in 2019. While Gail grew up thinking she should be a teacher along the way she decided she did not wish to teach youngsters. She recognized that her talents were put to better use teaching and coaching adults. She makes it quite clear that she has fun and great joy working with adults. She will say that some people want to be coached and some who think coaching for them is not necessary. I would say that Gail urges people to approach the coaching experience with an open mind. She is, as you will hear, quite successful at her work. About the Guest: Gail Sussman-Miller, Chief Obstacle Buster at Inspired Choice, helps women leaders leverage, rather than squelch, feminine power and abilities they don't realize they possess, so they live their most authentic, joy-filled life. She is an expert at guiding women to deliberately choose their thoughts and beliefs to design desired experiences and results. Gail's techniques shape new perspectives that reduce stress, discomfort and procrastination which increases decisive action, inner peace and resilience amidst the uncertainty of life. The bottom line is increased freedom and more joy! Clients find Gail's perspective-shifting techniques, practical tactical action steps, and spiritually-inspired wisdom indispensable. Her rare gift, shared by 7% of leaders assessed, is she senses and sees things few people see, speaks that truth and offers actionable ways for participants to thrive and fulfill their soul's desires. The biggest demand and focus of Gail's coaching is strengthening the efficacy and collaboration in challenging conversations and relationships by combining truth, authenticity, and vulnerability. Professional background. Gail has been teaching executives and women at all levels to turn obstacles into opportunities since 2001 as a coach, facilitator, speaker, and trainer. She received her training as a professional coach at the Coaches Training Institute (CTI) in 2001. Gail is certified in the EQi-2.0 emotional intelligence assessment by MHS, a well-known publisher of psychological assessments. Prior to founding Inspired Choice, Gail delivered computer job training for visually-impaired adults and spent 13 years at Andersen Consulting (Accenture) in Marketing, Knowledge Management and Technology Coaching. After a lifetime in Chicago, Gail made Sarasota, Florida her home in 2019. www.inspiredchoice.com Ways to connect with Gail: Gail@inspiredchoice.com www.inspiredchoice.com http://www.linkedin.com/in/gailsussmanmillerr https://www.facebook.com/GailSussmanMiller/ About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog. Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards. https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/ accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/ Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset . Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Transcription Notes: Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:21 Well, a pleasant hello to you. Wherever you happen to be today, you are listening to unstoppable mindset, and my name is Michael Hingson. You can call me Mike if you want. It's okay as well. I am the host of unstoppable mindset, and today we get to chat with Gail Sussman-Miller, who is are you ready? Here it comes, Chief obstacle. Buster, I love that, and she is the chief obstacle Buster at inspired choice, which is an organization that she founded. She has been a coach for, wow, 23 years. You started in 2001 I think you said, And so anyway, this will be a fun conversation. She's got lots to talk to us about, and we've been talking for the last few minutes about how to talk about some of the visual stuff to an audience that isn't necessarily going to see it. And that isn't because the people who aren't going to see it are blind. It's because they're not watching this, but listening to it on a podcast site, so you guys get to experience things the way some of the rest of us do. But anyway, Gail, welcome to unstoppable mindset. We're really glad you're here.   Gail Sussman-Miller ** 02:32 Thanks, Michael. I'm honored to be here, and I've had fun getting to know you as we get ready for this. Yeah,   Michael Hingson ** 02:39 well, and it's been good to get to know you and get a chance to really chat. Let's start, if we could by maybe you telling us sort of a little bit about the early Gale, growing up and some of that stuff, always a good way to start right. That could take an hour, but I'll leave it up to you. It reminds   Gail Sussman-Miller ** 02:54 me of the movie, I think was called the jerk that Stephen Martin was in, and he starts out saying, I was born a poor, black child. Started with his anyway, so I grew   Michael Hingson ** 03:10 up. I was born, I was born modest, some people have said, but it wore off. But anyway, you were born in Chicago, and I was born in Chicago.   Gail Sussman-Miller ** 03:20 Yeah, I grew up on north side, so yes, I'm a Cubs fan.   Michael Hingson ** 03:25 I was south side, and I still love the Cubs, Hopelessly Devoted   Gail Sussman-Miller ** 03:29 and lived my entire life actually in the city limits. Sometimes people say they're from Chicago to give people a reference, and they really live in the suburbs. So I loved, I would say all Yes, actually, all my residences were within two miles of Lake Michigan, and I love being near water. So grew up. I'm the the eldest of two girls, and close to my cousins, really great, close family. And then I went to college at Northern Illinois University, got a degree in teaching elementary and special ed at a time when there was a surplus of teachers, and I wasn't sure I wanted to do it as a career. And then I learned later in life that I love teaching, but actually prefer teaching adults. So it's been an interesting evolution of I would say most of my jobs were just good enough. I was one of millions who believed you live for Fridays and work is something you do to make money because you have to. And it wasn't until I was in my 40s that I found my ideal dream. Work, which is coaching and speaking and teaching, and I came home to a profession that I thought was just for me. It was perfect. It was great. And in the last five years, almost five years, we've been in Sarasota, Florida, made some permanent move and happy ever since, so   Michael Hingson ** 05:26 until you were in your 40s, were you teaching school or what were you doing? No,   Gail Sussman-Miller ** 05:30 I never became a teacher. It just wasn't. I didn't enjoy my student teaching. I did enjoy trying to parole and contain and control 2025 kids. I love children, so that was why I thought, Well, it's interesting. When I went to college, I had no strong calling for a profession, so I enrolled in teaching as the Lacher of evils, if you will. It just was like, well, compared to being a scientist, computer engineer, or you name it, this, I like kids and I like teaching, I just didn't like the combination.   Michael Hingson ** 06:15 So what did you do for jobs?   Gail Sussman-Miller ** 06:20 Oh, we'll see if I can remember, there was a period of time where I worked for an educational publisher, because I thought, Okay, I have a teaching degree. Maybe this will be interesting. It was not. I spent some time even working as a temp because I was good at computers and word processing, as it was called in the day. Yes, and it's so funny, Michael, I actually need my resume in front of me to tell you things in sequence. But the funny thing was, each thing led to something else. I think of my life as walking through a doorway and then going down a hall with lots of doorways, and then I choose another doorway, and that leads to another hall with doorways, and that's how I wound up where I am. So at one point, I think it might have been after the education publisher. There were, there were literally, I'm I'm being this is proof how meaningless some of my jobs were. But I did spend four years in Chicago at the chicago lighthouse at the time, called Chicago Lighthouse for the Blind and Visually Impaired. I think they've changed their name now, and I taught transcription skills and typing to adults who then went on to get jobs and get placed. And that was the most gratifying thing I did, and that's where I realized I much prefer teaching adults   Michael Hingson ** 08:01 you created a an interesting analogy, one that I subscribe to a lot. I think that each of us go through life making choices, and if you really sit down and think about it, you can trace your life back to and through the choices that you make. So you did a variety of things, and you discovered something with each choice and each thing that you went off and did, I can trace my life back because of the choices that I made. And I also studied teaching. I got a secondary teaching credential. And I actually thought of teaching, but then an opportunity to take a job in technology, actually working with Dr Ray Kurzweil and the National Federation of the Blind, with the development of the Kurzweil Reading Machine came along, and that led to working for Ray, and I was going to do human factors and continuing to do some of the work I did when we were all originally developing the first machine. But then after about eight months, I was confronted with a choice of either leaving the company or going into sales. And I decided, I love to tell people I lowered my standards from science and went into sales, which is not true, but I didn't lower my standards, as it turns out. But what I what I discovered, and I always liked teaching, I always liked explaining, and what I discovered was that the best salespeople are teachers. They're counselors. They really are involved in understanding what a customer's needs are, and then teaching that customer about how to get those results, hopefully with their products, I've had some situations where the product that we had wasn't the right solution, and of course, from. One standpoint that's an ethical issue to deal with. Do I say it's our product won't work, or do I still try to sell it? My belief has always been, you take the ethical choice and I are a few times where we specifically said our product won't work, but here's what will but whenever that occurred, we developed a level of trust that then led to other opportunities later on, but teaching people and really advising and counseling was something that I enjoyed, but I but I hear what you're saying about teaching adults. The question I would ask you is there are a lot of people who say that adults tend to be locked in and are much harder to teach than children. What do you think about   Gail Sussman-Miller ** 10:44 that? Oh, wow. I don't think that's ever it's funny in a way. I don't think that's ever crossed my mind.   Michael Hingson ** 10:54 It's like teaching language. You know, children learn language and additional languages.   Gail Sussman-Miller ** 11:00 Yeah, I would agree there. What I mean by that is, and what I thought you were going to ask me, so maybe I'll answer it anyway, is what I liked more about working with adults, and I like being able to hold the adult accountable and responsible for their learning and for asking questions, for speaking up, all of that. It depends, I suppose, if the adult, if the person I'm working with, wants to be in the training slash coaching learning situation or not are very there was only one period of time as a contractor where I was matched with people without my meeting them or knowing them. Normally, my clients come to me and then I get to we see if we have a fit in both ways. So there were a few times where people were assigned to me and didn't necessarily want to have coaching. But what I'm a master at is helping people look at their perspectives and shift them for their greater good. So it almost always worked out that I could say or get to help them see this is going to benefit you, whether you ask for it or not. And let's figure out what it is you would most like to get out of it. Yeah? So enlisting, yeah, enlisting them, engaging them. And then I, I don't think it's ever been a challenge. In my opinion,   Michael Hingson ** 12:36 my wife was a teacher for a number of years, and she liked teaching third graders more than older kids, because she said a lot of the older kids had already developed their attitudes, whether taught by their parents or whatever, and developed habits that weren't necessarily positive. And as a result, it was harder to work with them than it was to work with third graders, because third graders were at an age where she could get them to to think and to focus, and was able to get them to look at and hopefully learn the things that she was trying to Teach, whereas older kids she felt didn't do that nearly as well. So that was an interesting observation that she had. And eventually she she left teaching because, well, here's a story. She was going to do a Valentine's Day party for her class, and she made a deal with the students. The parents were going to bring goodies and they were going to come and all that in the park. That. And the party was supposed to start at two o'clock, and she made a deal with her students, and I don't know whether it was that morning or before, but she said, we'll start the party when you all get your work done. Okay? And everybody agreed. Well, at two o'clock, kids had been goofing off and so on, so the party didn't start. The parents had to wait outside, and it was like about 20 minutes late for the party to start. The kids finally finished the stuff they were supposed to do, and one parent pitched a real hissy fit and had her well, took her to the principal's office. The principal called her in and said, what's going on? The parents are not happy with what you did that day. And Karen brought the students in, who were the children of the parents, and the parents complained that she was too hard on the students and all that. And so Karen then said, Okay, kids, what was the arrangement that we had? And they all said we were supposed to get our work done before the party could start. Why didn't we start the party on time? We didn't get stuff done and that was it. You know, the principal told the parents, go away, go away. It is accountability. And Karen. Is really always great at accountability, and I love the concept of accountability, and when you're creating teams and so on, the most basic fundamental is all about being able to hold each other accountable. And you don't do it because it's a personal thing, or you have an ax to grind, it's because the whole team agrees that those are things that everyone can do. So I agree with you, accountability is important. That's great.   Gail Sussman-Miller ** 15:29 I also think that if motivation is important, so your wife used the party as a motivator, and with adults, if they really want to change their results, then this is and I don't, I don't dictate how to do it as much as help them figure out how they're going to do it,   Michael Hingson ** 15:52 absolutely, absolutely. So   Gail Sussman-Miller ** 15:56 it's fun. It's fun. I have a blast, and some people are a term coaches use is coachable. Some people are more coachable than others. And usually I can kind of assess that early on. And sometimes it's we go as far as they're willing to go. They may also not be emotionally ready to go any further   Michael Hingson ** 16:22 well. So in 2001 you discovered that you really wanted to teach adults more, and you started your organization. And so inspired, choice came to be. Tell us more about that and what it is and how it's evolved over the years.   Gail Sussman-Miller ** 16:43 So I'm actually it's kind of funny. I was I got married in 2000 came back from my honeymoon to find out I'd been laid off. I spent 13 years at Anderson Consulting, which became Accenture, just as I was leaving, and I, I don't even remember, I think I had seven different jobs in 13 years. They there was a lot of shifting, and one or two I enjoyed the most because they had a lot of teaching. So I enrolled in a couple of programs. Chicagoans will recognize this name, maybe, you know it the Discovery Center was on Lincoln Avenue. We've hired that so I took a class that introduced coaching there. And I said, this is interesting. I'm actually still friends with a couple people that were in that classroom, and then I went to a two day conference held by the local Chicago chapter of the International Coach Federation. And then I was hooked, totally hooked. So after being laid off, I spent some time looking for a job, and then I asked my husband if it was okay with him if I decided to pursue this training and then career and coaching. And he said, Sure. So that's where it started, and in 1997 I'm rewinding just a little, I did a two and a half day women's personal growth weekend, and started to do the deepest personal growth work I'd done, I would say, in my life, I'd done therapy for years, but didn't find it as effective as this. Two and a half days really moved the needle. And one of the women who was staffing that weekend, I saw her at a local event for that organization, and I mentioned I was unhappy about a few things. She said, Well, I think I can help you. And I hired her. Lo and behold, she was a coach. I didn't even know it, and it was immensely helpful to me. That's how I really got familiar with coaching. And then the two day, two and a half day weekend, and then all of that. So that's when I realized it was like a career design just for me. No one else was perfect. It was my orientation. Was not telling people what to do, it was helping them empower themselves and realize their best way. So I started my business very slowly. I didn't know anything about being a business person. I had no clue I was the least bit entrepreneurial, and it evolved slowly, but in the beginning, I kind of like thinking of as a sandwich on the bottom layer. The first piece of bread was about seven years working with women who were in the. Own businesses, helping them realize and find their best marketing method. I just love thinking about marketing, and then that led me to develop a workshop of my own called How to love networking, which most people do not love. It used metaphors, taking what they love to do most in their life, like, let's say cooking or knitting or travel, and how to network the way they do that activity they love. That led to my being discovered by a senior executive organization helping people network. So they asked if I would lead their Chicago meetings, and I did for about seven and a half years. That shifted me and put me in front of senior executives who were looking for jobs, and I taught networking and help them present themselves well within the meeting. And many of them needed additional help, so I was hired into that kind of coaching. And my whole career, my whole business shifted from helping women on marketing to helping executives with their job search, which is, by the way, still marketing.   Michael Hingson ** 21:22 It is, how? How do you teach networking? What? What is that?   Gail Sussman-Miller ** 21:28 I'll answer that in a minute, but my brain needs to finish this one. Okay, okay, brain, go ahead. My brain will be busy working on it. After about seven years of teaching these executives, helping them in their job search and promoting themselves and networking, I came back to working with women, and that's what I've been doing, working with women leaders on how to be a more empowered, truthful, authentic and vulnerable leader. So that just had to bring you up to the present. So how do you teach networking? It was helping to debunk what networking is, and I like to define networking as simply connecting with like minded people for the greater good. It's all about connection. What do you have in common? How getting curious? I mean that one of the basic concerns people had was always walking into a room like a networking event, and maybe there's 10 people, there could be 40 people. How do I start a conversation? How do I describe myself? And people being very attached to the outcome, I have to meet someone who's going to be helpful to me. I worked with some people who wanted to literally walk in the room, grab the microphone and say, I'm a tech engineer. Can anyone hire me? Like, Oh my gosh, that is not going to get you there, no, but very, you know, end result oriented. So it had a lot to do with understanding human nature, how to have these conversations, how to describe themselves well and talk about the outcomes they deliver, and to be of service help others. First things you've heard before, but it was usually getting at what their obstacle was. What was their obstacle to the process,   Michael Hingson ** 23:29 makes sense, and and it and it is always a challenge. If let's take your example. I'm a tech guy who will hire me, shows in so many ways, probably what that person isn't looking at and needs to look at, and certainly could use a lot of teaching and coaching. The question is, of course, would they be interested in doing it? And that's, that's, of course, what you address and what you deal with. Some people are coachable, and some people aren't, and some people will be once they discover what being coachable is all about.   Gail Sussman-Miller ** 24:15 Yeah, then a case like that, sometimes it's people that kind of urge, like, you know, I don't want to make small talk. I always say, Well, then don't make small talk. Make big talk. Ask important questions. Don't talk about the weather or how good the weenies are wrapped in the in the dough and the hors d'oeuvres. But they are impatient, perhaps because they're desperate, because they're afraid. I always wind up on the emotional undertones of what is going on. How long have you been in job search? Have you been turned down a lot what's going on? How confident are you? How well can you talk about what you do? Well. How well do you do in relationships having nothing to do with job search? What you know, are you good listener? All those things. So it's, I would say it's interesting about job search that at some level, people might not be at their best depending on how comfortable they are with the process, because it is not linear,   Michael Hingson ** 25:27 yeah, and even if you're turned down for a job, do you ask? Why? You know? Are you willing to learn? And again, some people are and some people aren't. Right, right when I talk, when I talk with people about being as when I talk with people about being a speaker and and even sometimes they say we're considering you. And then if they come back and they say we went a different direction, I will ask why. I'd love to learn a little bit more. I don't, I'm not quite that blunt. I'll say something like, I'd like to learn a little bit more about what the process was and what led you to the choice that you made. If you would please take the time to let me know. And again, it's, it's a it's a process. I haven't generally heard that. Oh, you're not a good speaker, or whatever. And I suppose some people might not want to say, but usually it's we had somebody who went a different wanted us to go a different direction, or, I mean, any number of things, or we changed our mind about the theme for the event, which has happened more than once any number of things. And so you you take every, every opportunity, and you learn what you can.   Gail Sussman-Miller ** 26:50 That makes sense. Yeah, yeah. It eventually. What led me at some point, I think the pretty sure the people were under and their fear and working with that, I think that some point that may have been what helped me decide to move on and instead of and practice what I preach. Really am I coaching this target audience out of passion, and I was starting to lose my passion. And I said, you know, I've been feeling a hankering to go back to working with women, and as I did the work on myself, this is not a surprise, but I was doing a lot of work on myself. To stand in my power more to really tune into my feminine energy and to spirituality. And it was all guiding me to say, you're not following your heart and soul passion. And then that led me right back to where I started, and working with women. There you go on on deeper issues. So it's been wonderful,   Michael Hingson ** 28:09 by the way. What kind of work does your husband do?   Gail Sussman-Miller ** 28:14 Oh, well, it's really interesting. He might have lost track how many years, but he's about a 45 year stock trader, and started out on the Chicago Board of Trade floor. Then around the time I met him, he, as they call it, went upstairs, became an upstairs trader, electronic only, and now, for maybe the last eight years, nine years, he's teaching traders and investors how to read the cycles in the stock market chart analysis and some emotional issues for traders. Traders psychology. And he created a membership for people that want to get involved at a deeper level or a lighter level. And he does training videos. He does. He's actually got a live show that he does once a month, and it's all about education and analysis, some really technical but this gorgeous, beautiful charting that he that he invented, of looking at where the rhythms are. I could go on and on about this, but I think that's probably all your listeners want to hear, because it gets great, really technical. And for those who are a little geeky, if you have ever heard of the Fibonacci formula, even the market follows Fibonacci cycles. Well,   Michael Hingson ** 29:52 the reason I asked the question was you said earlier, when you decided to start your business, you asked him, and he said, Yes, and that. Immediately made me wonder, what kind of a guy is he that he was willing to be open, and clearly, he's an intelligent person. He observes a lot, and so it makes perfect sense that that he would be the kind of person who would support and agree with decisions that you could make and do make, and the fact that the two of you communicated about it is, I think, the most telling thing. It's great when a couple shares and essentially really decides together.   Gail Sussman-Miller ** 30:36 Well, I can't wait to tell him what calls over. He's uh, currently relaxing by the pool after his Friday, his Friday live show. But the interesting thing, or, or, and the three, the two and a half day training I told you that I did in 97 he did the men's version, which is a little more popular. It's called a little has more notoriety. It's called new Warrior, and he did that in like three months before I met him, and that changed his life. So, communication skills, self awareness, taking responsibility, all of that, that was what drew me to him and that, and we've been growing those skills ever since, no taking responsibility if you get triggered, and not blaming the other person. Yeah, understanding a lot of emotional intelligence, a ton of emotional intelligence. In fact, we both got certified in a tool published by MHS, and it's a emotional intelligence assessment.   Michael Hingson ** 31:46 Well, you've been coaching for a while, needless to say, 23 years. What are the most common issues that women leaders ask for support on?   Gail Sussman-Miller ** 32:01 There's usually one common thread, and it's about, how do I have this conversation? I need to tell this employee they're not doing well, but I don't want to hurt their feelings. I'm not getting along well. Things are not going smoothly with one of my direct reports. I don't know how to approach that. Or there I have some clients who are in a male dominated industry and a male dominated firm, and they may be the only woman in the room. How do I dan in my power express myself and communicate where very often, male and female communications can be different. So how to how to tell, have the conversations, how to tell the truth, what they think is the truth, without worrying about hurting people's feelings or having a lot of fear come up and how how to move through the discomfort. It might be speaking up more than they're used to. It might be saying no, it might be setting some limits and being honest with some risk. So it's almost all connected, but those are usually the general themes,   Michael Hingson ** 33:29 yeah, and it's unfortunate that there have to be risks just to being able to speak up where as if it were just men in the room, probably the same issue wouldn't be there, but we're still way too patriarchal, I think, in a lot of ways, and that tends to be a problem. I love it when people are willing to speak up and be open. I think it's it's so important to do that.   Gail Sussman-Miller ** 33:57 Well, I can tell you that while I was still coaching on job search, most of my clients were men, and they had plenty of fear about speaking up plenty it is really not so gender biased, especially networking or interviewing, or how am I going to answer that question, or all of this strategizing. Well, if they say this, then I'll say that. Or instead of what I have come to learn to not only do but to enjoy, is to just be be in the moment. Yeah? Like I often joke, I like being put on the spot. Yeah, I mean, you asked you, and I talked about some things we might talk about today, but I'm ready for you to ask me anything, and I think that's exciting. And if I don't know the answer, I'll say so, but, but I've learned to love honesty in that kind of Troy. And that's what I help my clients do, yeah, and I can think of, oh, sorry, let me just finish this one, thinking of this one client, he wanted to get promoted. He liked his company a lot. He was doing well, and he was going to go to this meeting where they're going to be all appears of his, and then the next level up of management, and he was making himself a little nuts preparing, like I said, if they go on this topic, I've got my notes, and if they go to this topic, I've got my notes. And I helped him to see how he could he didn't need he was over, preparing, spending a lot of time that he didn't need to. And this concept of showing up, show up, be present, answer the questions from what you know, and the words don't matter as much as the energy. It's about saying what you feel and what you believe and say that proudly. So he started doing that, and he couldn't believe the shift. And there's a there's a woman. Her name is nalima bat. I've heard her speak, and she has a meditation that helps get to the point of saying there's nothing to defend, there's nothing to promote, and there's nothing to fear. God practically just want to sigh at that, yeah, oh, that's so reassuring. And then you just show up because you're you've got the ability you know you you're ready. You're always ready.   Michael Hingson ** 36:43 We just don't always think we are, because we overthink things. You know, the biggest problem with fear is we focus so much on the what ifs and that we create our own fear, rather than, as you just said, really living in the moment and and using the knowledge that you have, trusting your your gut or your brain, and, yeah, speaking up and doing the things that you know, really that you should do. And the reality is, you do know what you should do, but we are so focused so often on what if that we've lost a lot of those skills. They're there to be redeveloped. And I wrote a book that's going to be well, it'll be out in August of 2024 it's called Live like a guide dog, true stories from a blind man and his dogs about being brave, overcoming adversity and walking in faith. And the idea is to help people learn how to control fear. It isn't to be fearless, because fearless is a very powerful thing, but you don't need to let fear overwhelm you. You need to use it in a positive way. And one of the things that I learned and talk about in the book is that living in the moment is one of the most powerful things that we can do. That isn't to say you don't develop strategies and spend some time strategizing, but if you do it to the point where you drive yourself crazy and you don't really listen to yourself, that's a problem.   Gail Sussman-Miller ** 38:21 You used a really important word there trust and we have this is a topic that I'm warning you. Michael could go pretty deep, so I'm going to try to stay at the top, because it can. It's so enmeshed, I have come to appreciate that as humans, we have to, let's call it two minds. We have our ego, fear driven mind that, from our cave days, is there to protect us. That's the the ancient reptilian part of our brain that's there to make sure that we have our fight, flight or freeze response if we see a big wooly mammoth today, our fears are very different, but we're not worried about a lion or a tiger around every corner, so we have this protective, fear driven way of thinking that you can also refer to as ego. That is the what if negative and I need to be careful. What if I don't get promoted? What if someone thinks this? What if a lot of women worry? What if I sound too outspoken? We've got all that worry side, and that's one mind. The other is love driven, and it is for many people. It is about faith. It is about beliefs that there is the. Our powers greater than us, and that it isn't what one side, the ego, human protective side, is very tied to body identification with the eyes, ears, nose and touch, all of that what we hear the other side is spirit identification, and and that there, there's magic in the world. There's mystery, yeah, and it is not 100% all up to you. People will feel your energy. There are, there's, whatever you want to call it for you, divine, the universe, spirit. There are other forces at work, and that that's where, if we can trust that it doesn't all rest on our shoulders, not all within our control, either, but we, one side is powerless. This side, to me, is where you have your power. I need to do my best, and I can show up.   Michael Hingson ** 41:00 We don't always have control over what happens, but we always have control over how we deal with what happens, and that's the part that we have to make, the choice to address. And the example I always give with that is the World Trade Center. We had no control over it, and I no one's convinced me yet that we could have figured it out, but each and every one of us moves forward from the World Trade Center, and we have the choice to make of how we deal with what happened that day. We can hate love, we can use it as a way to move forward and help others and ourselves and so many different things that we have a choice to do. Well,   Gail Sussman-Miller ** 41:45 I hope so here do, yeah, yeah, big time.   Michael Hingson ** 41:50 And I think it's the important thing that we we need to do. Let me ask you this question. You have a tool that you use to help men and women improve their results. And do you want to talk about that some?   Gail Sussman-Miller ** 42:04 Yeah, and it's all about what you were just talking about. It's all about perspective and it all and the power of our thoughts. So very typically, when I work with people, I'm sure you see this, and the people you talk to, people want to change their results. So they say, Well, if I want a better career, I want this, or I want that, I need to change my actions, my behavior. And usually that's where it stops. Is okay. Want a job, I'm going to go look for a job. I'm going to do this, do that, do these steps. I want to get promoted. I'm going to start showing up like this or that, and then it sometimes doesn't work, or they're too afraid, so they do some shortcuts, or they aren't showing up fully in their strength and their ability and their power. So what I help people realize is before you go take those changed actions to get new results, there's something that happens before the action, and that is, you look at choices options, you think about your options first, and then you choose one or two, and you do those actions before the choices, even before you look at a list of choices, there's an emotion or a feeling. If your job search is motivated by fear, then your options that you look at might be somewhat desperation driven, and then your behavior, and then the results you get. If we I'll stick with job search as the example. What triggered those emotions? Where do those come from? So even before the emotion, there's some kind of a belief, and before the belief we have thoughts, and I like to kind of put those in the same bucket, thoughts that we hold on to long enough become beliefs we can have fleeting thoughts, like I think I can fly, but then when we we look at what we believe. So there's often a trigger at the beginning of the whole process. I need a job. I've just been laid off, and the thought or belief is this is a tough market. No one's going to want to hire me. I didn't get enough to a high enough level, or my resume is not going to be impressive. That creates the emotion of fear. Fear leads to limited options, like, I'm not even ready to talk about my skills. I'll just go apply online. That's it. I'll send out like 50 resumes online. Online is never the best way to find a job, and it's usually. Maybe 20% of the best strategy. So we look online, and then the result is, that's our action. The result is, maybe we get called for one or two interviews. So now we're annoyed This isn't going well, that thought, that belief now starts a whole nother chain reaction. This isn't going well. I'm never going to find a job more anger and frustration and fear, and we make new choices, take more action, and the results may not change. So what you can do with this is interrupt the whole flow and choose a different thought, a different belief. And one possibility for this kind of a person would be, I've had a reasonably good career. I have a lot of skills, maybe if I ask for some help, I can present myself in a different way, or I'm really focusing too much on the negative, and a new belief might be if I tell my story in a more positive way, and if I can calm myself down, I know I'm hireable. I know I can do well, and that would bring a new emotion of some positivity, some maybe even a little spark of joy, some contentment. I don't know if we could go all the way to happy and we look at making different choices. Who can I ask? Who do I think describes themselves really well? Who has a lot of confidence? Maybe a good friend of mine can help me, and we look at a bunch of choices. I've heard that networking is more important than looking online, but I don't, I don't think I can network well. Who do I know that networks well, and then we take different action, like maybe talking to one of those friends, or working with a job search office or a coach, and we get different results, and that then feeds the formula again. Then we're like, okay, that worked. I'm on the right track. I got more interviews. I'm hireable, and it keeps circulating and circulating.   Michael Hingson ** 47:28 Yeah, and the example you just gave, the reality is, all too often we talk ourselves into a bad situation or a not positive situation, because we do the what ifs and we don't look at options. And I think it's so important to think about the more positive things. And the reality is, Gandhi put it very well when he said interdependence is an ought to and ought to be as much the ideal of man as a self sufficiency. And the point is, is so true that we're all part of the same world. We're all part of the same process, and the more we work together, and the Learn More we learn to work together, the better it will be. Yes,   Gail Sussman-Miller ** 48:17 and interestingly, maybe building on your What if concept, there's, there's a, there's a game I sometimes play with people, if you can picture like the chair you're sitting in is, is center center point. What if negative moves to your left every time you answer? Well, what if I don't get a job? Well, what if I go hungry? What if I'm broke? What if, and you keep moving left, left, left, further, or you can come back to center and move to the right, well, what if I get some help, and that leads to a job? And what if this, and what if this going positive, and you just notice where, where are you in the center? And the minute you go, what if, positive two or three steps, but you have a negative thought, it takes you back to the center. So it's just a way of paying attention. Am I? Am I going up with my What if, or in this case, to to the right, or am I going? What if negative they can go either way,   Michael Hingson ** 49:26 well. And the issue is, you take two or three steps to the right or movements to the right, and then a negative thought comes along again. You have the choice and the control of how you deal with that negative thought of that as a negative thought, I'm not going to let that control my life. It might be good point. Glad you brought that up negative mind, but that's not going to help me progress, and that. That's the part that I think a lot of people don't learn how to deal with very well. We're way too negative oriented in our world. It seems, sometimes seems to me,   Gail Sussman-Miller ** 50:12 Well, it's interesting, because that's the human protective ego side bringing up the fear based thought, like, Ooh, wait a minute, you're feeling a little too cocky so you could get hurt. Let me throw a monkey wrench in here. Well, what if? And then here comes the negative thought. And we really those thoughts are so powerful, they influence not just our emotions and choices and action and results, but they they influence what what we believe, and we actually vibrate that to other people. I'm sure you know our listeners and and you have walked into a room and said something with with other people, and you just feel something in the air someone's like, did you just walk in after an argument two people had or something doesn't feel right. We really do vibe off each other. And using continuing to use the job search metaphor, depending on how you come in the room to meet someone that wants to have a conversation with you, you set the tone you really we have that power. It's takes a lot of practice, though, to catch like you said, Oh, thanks, negative mind, because it is worth thinking. It is trying to protect you, and especially your very young child. All our coping mechanisms, we taught, we were taught them or developed them, and it's gotten us this far, but it may not be serving you anymore, or   Michael Hingson ** 51:54 you you haven't learned how to put a barrier or a stop to those things, and that's the the part that's missing. Can you give us an example? Tell us a story about someone who you've helped with, with the whole process and what happened?   Gail Sussman-Miller ** 52:12 Well, this is kind of fun, and this has happened a couple times. To tell you about I'm trying to decide which story to tell you, because I'm also thinking about protecting confidentiality. So maybe this is a little easier one. So I have a client who, right now is actually a month from today, is her 65th birthday, and she's thinking was came to me thinking about retiring. She She and I worked together, I don't know, maybe 10 years ago, and she came back, and she was in a lot of either or thinking, so I'd like to make a decision, and may 12, be retired, but I still really love what I do. She's a musician, and I know she would enjoy my telling her story, and I still get a lot of pleasure out of it, but I don't want to work so many hours. She's used to kind of just saying yes to every gig that comes along, sure I'll play for you. Sure, sure. So part of our work was about what is your desired outcome? What do you really want? Do you want to stop working and cook and visit with people and go on trips? No, I really still like working, but I don't really trust myself to not work all the time. So we wound up shifting using a similar thought formula. Her current belief was it's either work or play. That was it. So that led to feeling overwhelmed and afraid, and that led to her making choices to postpone it, which is really a choice. She didn't take action. And the result is, well, I'm getting even closer to that 65th birthday, and I have no decision. And we shifted to the concept of what about work and play, that there were way to set ways to set limits. We came up with some criteria, all based on joy. Which gigs bring you the most joy? Oh, well, that's easy. I get to play this instrument, not that one within 25 miles of my home, for people that I really like, Okay, now we have, like, a thought filter, a choice filter for choice filter, right, right. It has to meet this criteria, this one and this one. Oh, but then I'll hurt the feelings of people I say no to we worked on that. Well. Now. I just talked to her yesterday, she said no to like, two or three gigs. Said yes to six. She's working fewer hours, and now she's exploring, what do I want to do with my time off? She's never taken much time off, and now it's just plugging in some time for my husband, some time for learning new recipes, some time for practicing my instrument, and now she trusts herself to only say yes to the gigs that bring joy. And   Michael Hingson ** 55:32 why did she say no? Why did she say no to some   Gail Sussman-Miller ** 55:38 they they were on holidays, which she's used to sacrificing holidays. And she said, Nope, I want Easter with my husband and my family. I'm saying no,   Michael Hingson ** 55:50 that's my point. Yeah, and yeah. And it was limits. It   Gail Sussman-Miller ** 55:54 was setting limits. Maybe she'd worked with them before and they didn't pay on time, or it was out of her driving limit, or something about it, there's no one else in the room with her making the decision. Something about it didn't feel right, like it's just trusting instinct, but there were some clear cut yeses and clear cut nos instead of I need to please everyone, so I have to say, yes, yeah,   Michael Hingson ** 56:26 which is so cool.   56:28 Yes, it's so fun. Well, what's   Michael Hingson ** 56:30 the best way that people can explore working with you?   Gail Sussman-Miller ** 56:33 Well, I think that when we share this video and the audit the recording, that folks will have my email but let me give it to you now. Yes, please. My email address is Gail, G, A, I, L, at, inspired choice.com, that's I n, s, p, i, R, E, D, C, H, O, i, c, e.com, you can also call me good old telephone, 773-477-4012, still have my Chicago area code. There you go. And my website, if you want to learn more, is www, dot inspired, choice.com,   Michael Hingson ** 57:20 and through the website, and I would assume that through the website, they also can contact you. There's contact information on the site and so on.   57:28 Cool.   Michael Hingson ** 57:31 Well, this, I think, has been a lot of fun to do, and I think it's so important that people learn that they can discover better how to make choices, and that you're out there to help. And I still love chief obstacle. Buster, I think that's such a great title.   Gail Sussman-Miller ** 57:52 And Michael, I just want to add that I'm happy to always set up a zoom and meet with people and explore the possibilities and see it has to be a good fit on both sides and like, am I even someone who is coachable, or is this something that would even work for me? So that's always the first step.   Michael Hingson ** 58:16 Exploration is always a good thing. Yeah. Well, I want to thank you for being here, and I want to thank you all for listening and watching us today. I hope that this has been informative and useful and helpful, and that you will take advantage of the services and skills that Gail has to offer and that you'll reach out to her. I want to thank you for listening, and as always, really appreciate all that you're doing with unstoppable mindset and attending our different episodes. I'd love to hear from you. You can reach me by email at Michael H i, at accessibe, A, C, C, E, S, S, I, B, e.com, or go to our podcast page, www dot Michael hingson.com/podcast, Michael hingson is m, I C, H, A, E, L, H, I N, G, s, o, n.com/podcast, wherever you're listening, please give us a five star rating. Really would love to get that. It really is one of the wonderful things. When people give us a rating, we hope it'll be five star. But whatever you rate us, please review and we'd love to hear your thoughts and your comments. If you know of anyone else who ought to be a guest on unstoppable mindset, please encourage them to reach out, or you reach out and introduce us. Love it. Gail, you as well. If you know anyone else who ought to be a guest, please let us know. Thank you today. Michael, well, I want to thank you again, and we really appreciate you being here. Thanks very much for all of your time. Thanks.   **Michael Hingson ** 59:54 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

938: Kristy Folkwein, Chief Information Officer of Archer Daniels Midland (ADM), shares how she has driven a comprehensive digital transformation at one of the world's largest food supply companies. From consolidating processes with S4 to leveraging generative AI for flavor innovation, Kristy explains the importance of data-driven decision-making and creating a digital-first culture. In this episode of Technovation, host Peter High interviews Kristy about her strategic approach to using data and AI to unlock operational efficiencies, safeguard proprietary information, and promote experimentation across the organization. Kristy also discusses the challenges of balancing innovation with managing cybersecurity risks, navigating subscription-based technologies, and building a sustainable digital culture.

On this episode of the Crazy Wisdom Podcast, host Stewart Alsop chats with Matthew Gialich, co-founder and CEO of AstroForge, about the fascinating world of asteroid mining. They explore how advances in technology and reduced launch costs are enabling humanity to tap into the untapped resources of metallic asteroids, the challenges of deep space operations, and the long-term vision for making asteroid mining economically viable. Listeners can follow AstroForge for updates on LinkedIn and Twitter, and connect with Matthew directly for inquiries on his LinkedIn or at matt@astroforge.io.Check out this GPT we trained on the conversation!Timestamps00:00 Introduction to the Crazy Wisdom Podcast00:17 Asteroid Mining: Current Knowledge and Discoveries01:58 Near-Earth Asteroids and Their Potential04:08 The Value of Platinum Group Metals06:21 Spacecraft Operations and Human Involvement11:06 Asteroid Missions and Scientific Discoveries21:38 Economic and Environmental Implications of Space Mining27:04 Collaborating with SpaceX for Asteroid Missions27:42 Challenges and Opportunities in Moon Mining29:20 Navigating Gravity in Space Missions30:09 The Origin Story of Astroforge33:32 Asteroid Mining: Past and Present34:29 The Future of Space Industry and Business38:05 Radiation Challenges in Deep Space40:44 Thermal Management in Spacecraft42:43 Innovations in Robotics and Manufacturing45:37 The Role of Software in Space Startups50:10 Recruiting Top Talent for Astroforge51:37 Knowledge Management and Team Structure52:40 Staying Connected with AstroforgeKey InsightsAsteroid Mining is Becoming Feasible: Advancements in telescope technology and reduced launch costs are paving the way for asteroid mining to transition from science fiction to reality. AstroForge is focused on mining metallic asteroids rich in platinum group metals, which are critical for various industrial applications.Near-Earth Asteroids Offer Better Opportunities: Contrary to Hollywood depictions of mining in the asteroid belt, near-Earth asteroids are more accessible and practical targets for mining. These asteroids are closer to Earth and contain valuable materials, making them ideal for the initial stages of space resource exploitation.The Importance of Platinum Group Metals: Platinum, rhodium, palladium, and other platinum group metals are integral to modern technology, found in everything from electronics to industrial equipment. Mining these materials in space could revolutionize supply chains and reduce the environmental impact of terrestrial mining.The Role of Technology in Exploration: AstroForge uses cutting-edge sensors, spectrometry, and imaging systems to study and identify the best asteroids for mining. These technologies allow for remote analysis of asteroid composition, paving the way for efficient resource extraction missions.Spacecraft Design for Deep Space: AstroForge is designing spacecraft optimized for deep space exploration, which operate in the harsh conditions beyond Earth's gravity well. Challenges like radiation, thermal management, and propulsion systems are central to the company's engineering efforts.Economic and Environmental Impacts of Space Mining: Space mining has the potential to make terrestrial mining for certain materials economically obsolete, reducing environmental damage and the hazardous conditions associated with deep-earth mining operations. The company's vision includes making Earth a better place by shifting resource extraction to space.The Evolution of the Space Industry: The space sector is evolving rapidly, with private companies leading the charge in areas traditionally dominated by government agencies. AstroForge's mission is a testament to this shift, focusing on commercializing deep space exploration and mining with innovative strategies and cost-efficient technologies.

In this episode, Carlos Gonzalez de Villaumbrosia interviews Zeb Evans, Founder and CEO of ClickUp.ClickUp, founded in 2017, has rapidly grown into a comprehensive productivity platform, consolidating multiple work tools into a single application. The company has raised $537.5 million in funding and achieved a valuation of $4 billion. ClickUp now serves over 14 million users and 3 million teams, including notable clients like Netflix and Spotify.As Founder, CEO, and CPO of ClickUp, Zeb leads both the company and product strategy, maintaining a hands-on approach to product development. He played a pivotal role in developing ClickUp Knowledge Management, an AI-powered tool that integrates data from various sources to enhance workplace productivity.In this episode, we explore ClickUp's journey from a startup to a major player in the project management space, the integration of AI in productivity tools, and Zeb's unique approach to product leadership. We also discuss how personal challenges have shaped Zeb's business philosophy and how ClickUp balances Product-Led Growth with Sales-Led Growth.What you'll learn:- How Zeb's narcolepsy and near-death experiences influenced ClickUp's development.- ClickUp's strategy for competing in the crowded project management space.- The implementation of AI in productivity tools and its impact on product teams.- Zeb's unconventional approach to product management and company structure.- How ClickUp balances Product-Led Growth with Sales-Led Growth in B2B SaaS.Key Takeaways

“AI makes content creation easier, but curating the right information at the right time is what truly drives success,” says Jesse Bourgeault-Trickey, Global Deployment Manager at HappeoIn this episode of The Content Cocktail Hour, Jesse Bourgeault-Trickey, Global Deployment Manager at Happeo, talks about the challenges and opportunities of knowledge management and intranet systems. Drawing from his extensive experience, Jesse shares why aligning HR, IT, and Ops creates a “three-legged stool” for efficiency, how AI is transforming intranet functionality, and why curation is now more critical than content creation. He also explains the impact of knowledge systems on employee retention and how proactive strategies can help organizations avoid costly inefficiencies.In this episode, you'll learn:How AI-powered knowledge engines close content gapsThe ROI of self-serve intranets in reducing redundanciesWhy shared ownership leads to successful intranet adoptionResources:Connect with Jonathan on LinkedIn: https://www.linkedin.com/in/jonathan-gandolf/Check out The Juice HQ: https://www.thejuicehq.com/Connect with Jesse on LinkedIn: https://www.linkedin.com/in/jessebtrickey/Learn more about Happeo: https://happeo.com/Timestamps:(00:00) Intro(01:25) The importance of shared ownership in intranet success(04:10) How AI is transforming knowledge management(08:45) Proactive vs. reactive approaches to intranet adoption(12:30) The ROI of reducing redundancy through self-serve systems(17:20) Creating feedback loops for internal and external insights(21:40) Curation vs. content overload: Striking the right balance

Episode web page: https://bit.ly/3Vlc2q8 ----------------------- Rate Insights Unlocked and write a review If you appreciate Insights Unlocked, please give it a rating and a review. Visit Apple Podcasts, pull up the Insights Unlocked show page and scroll to the bottom of the screen. Below the trailers, you'll find Ratings and Reviews. Click on a star rating. Scroll down past the highlighted review and click on "Write a Review." You'll make my day. ----------------------- Episode show notes In this episode of Insights Unlocked, host Lija Hogan speaks with Kate Towsey, a leading voice in research operations, author of Research That Scales, and founder of the Cha-Cha Club for research ops professionals. Kate takes us through her fascinating journey to becoming a trailblazer in research operations. Along the way, she highlights the transformative power of systems thinking and strategic scaling in the evolving field of research. What You'll Learn in This Episode: The Evolution of Research Ops: How research operations has grown from an overlooked role to a critical component of organizational strategy. Why nuanced job descriptions and specialized roles are becoming the norm in research ops. Scaling Research with Systems Thinking: The importance of scalable systems that create value efficiently rather than simply expanding headcount. How strategic thinking can prioritize impactful research aligned with organizational goals. Building Trust and Embedding Culture: Why trust is foundational for research outcomes to be accepted and acted upon. The cultural impact of well-integrated research tools and practices on organizational learning. Knowledge Management in Research: The contrast between collaborative "campfires" of learning and structured libraries for long-term access and utility. Practical advice for implementing effective research knowledge management strategies. The Role of AI in Research: How AI can enhance research operations, provided organizations foster trust in these technologies.

The Critical Process of Knowledge Management for Architecture FirmsHow can architecture firms better manage their collective expertise in an ever-changing technological landscape? In this episode, we sit down with Christopher Parsons, a technology leader in the AEC industry and the visionary behind Synthesis, Knowledge Architecture's groundbreaking intranet platform.Christopher shares his unconventional journey from history major to tech innovator, the evolution of his company, and how knowledge management can empower firms to thrive. We explore the role of AI in transforming how teams collaborate, the value of community-driven product development, and the challenges of fostering adaptability in a fast-paced industry.Whether you're an architect, designer, or tech enthusiast, this conversation offers insights into the intersection of technology, community, and intention in shaping the future of architectural practice.This week at EntreArchitect Podcast, The Critical Process of Knowledge Management for Architecture Firms with Christopher Parsons.Learn more about Christopher online at Synthesis, and find him on LinkedIn.Please visit Our Platform SponsorsGo to https://betterhelp.com/architect for 10% off your first month of therapy with BetterHelp and get matched with a therapist who will listen and help. Thank you to our sponsor BetterHelp for supporting our community of small firm entrepreneur architects.ARCAT.com is much more than a product catalog, with CAD, BIM, and specifications created in collaboration with manufacturers. ARCAT.com also offers LEED data, continuing education resources, newsletters, and the Detailed podcast. Visit https://ARCAT.com to learn more.Visit our Platform Sponsors today and thank them for supporting YOU... The EntreArchitect Community of small firm architects.Mentioned in this episode:ArchIT

Mr. Joe Koskey and Mr. Mike Kitchens from the Mission Command Center ofExcellence join Lieutenant Colonel Lisa Becker on today's episode about Knowledge Management (KM). They start off the discussion about the importance of the cognitive hierarchy in processing data to information, knowledge, and understanding. They discuss recent changes to ATP 6-01.01, Knowledge Management, including defining and assessing learning organizations.

Send us a textIn this engaging episode of the Customer Success Playbook, Joydeep Sen Sarma, CEO of Clearfeed, dives into how B2B customer support is evolving towards chat-based platforms like Slack and Microsoft Teams. He talks about how today's support teams are adapting to meet customers right where they work, offering practical tips on how to implement and scale these new solutions while keeping service quality high.Here's a deeper look at some of the key takeaways:Shifting Support ParadigmsMoving from transactional support to building true partnershipsEmbracing the generational shift towards chat-based communicationTransforming support from just a cost to a real growth driverChallenges and SolutionsIntegrating new tools with existing ticketing systemsKeeping response times consistent across all channelsFinding the right mix of automation and human touchUsing AI to make responses faster and more accurateBusiness ImpactMaking support more accessible and engaging for customersCutting down response times, with some teams now offering 15-minute guaranteesDifferentiating from competitors through a standout support experienceOpening doors for deeper partnership opportunitiesLooking AheadAI-powered support that helps teams respond fasterBlending structured and unstructured data for richer insightsThe evolution of knowledge management and automatic documentationJoydeep brings a fresh perspective on how B2B support is changing and what companies need to do to stay ahead. It's a conversation packed with insights for anyone looking to modernize their customer support strategy.Please Like, Comment, Share and Subscribe. You can also find the CS Playbook Podcast:YouTube - @CustomerSuccessPlaybookPodcastTwitter - @CS_PlaybookYou can find Kevin at:Metzgerbusiness.com - Kevin's person web siteKevin Metzger on Linked In.You can find Roman at:Roman Trebon on Linked In.

In the field of legal knowledge management and innovation, Sally Gonzalez is both a legend and a trailblazer. Over the course of her 40-year career, she has worked for some of the world's largest law firms to develop and lead KM and strategic technology initiatives. She has overseen KM and information technology programs at such global firms as Norton Rose Fulbright, Dentons, Akin Gump, Covington & Burling, and Jones Day, and been a strategic consultant at major consulting firms including HBR, Navigant, PwC and, most recently, Fireman & Company,  Gonzalez surprised some of those who attended the Knowledge Management and Innovation for Legal Conference held in New York City in October, where she was the keynote speaker, when she announced her retirement there and was recognized by her peers for her decades of contributions to the legal industry. That made her keynote, in which she spoke about core principles for successful KM, her swan song, of sorts.  Following her keynote, LawNext host Bob Ambrogi, who was at the conference, sat down with Gonzalez to record this conversation about her thoughts on KM, innovation, AI, culture, change management, and much more.    Thank You To Our Sponsors This episode of LawNext is generously made possible by our sponsors. We appreciate their support and hope you will check them out. Paradigm, home to the practice management platforms PracticePanther, Bill4Time, MerusCase and LollyLaw; the e-payments platform Headnote; and the legal accounting software TrustBooks. Briefpoint, eliminating routine discovery response and request drafting tasks so you can focus on drafting what matters (or just make it home for dinner). Littler, local everywhere.  Steno, reliable court reporting with a revolutionary approach   If you enjoy listening to LawNext, please leave us a review wherever you listen to podcasts.  

My guest today is Donita Volkwijn. As the Senior Director of Member Engagement, Donita Volkwijn excels in leading member engagement and recruitment, comprehending member objectives and educational priorities, and steering several of Philanthropy New York's (PNY's) prominent networks and leadership development initiatives. Her approach is grounded in robust facilitation skills, a focus on relationship-building, and deep expertise in aiding organizations with their racial equity endeavors. Her journey in philanthropy commenced in 2012 at Rockefeller Philanthropy Advisors (RPA), where she held the role of Manager, Knowledge Management. In this capacity, Donita harnessed knowledge management tools and methods to foster fair and equitable distribution of access, information, and, consequently, power across organizations, enhancing engagement and performance. Her tenure at RPA also included advising individual donors and family foundations on their grantmaking strategies. Additionally, Donita's rich experience in the performing arts as an opera singer has seen her gracing stages in diverse locations such as London, Paris, Harare, San Francisco, and Tulsa. In her commitment to community support, Donita serves as a board member of the Loveland Foundation, dedicated to empowering communities of color, especially Black women and girls. She is also a co-founder of Circle of Change, an informal yet robust network bolstering the BIPOC community in the nonprofit and philanthropic sectors. In this episode we discuss opera, philanthropy, the arts, the power of voice and the power of connecting with people through art.Website - https://philanthropynewyork.org/donita-volkwijnIG - https://www.instagram.com/donitavolkwijn/LinkedIn - https://www.linkedin.com/in/donita-volkwijn/In this episode you will learn:1. The power of art and how it can help and heal.2. How art and philanthropy intersect and can create social change.3. The importance of your story and it's impact in the world. "There were a lot of challenging aspects. I think part of it was trying to be, you know, opera is for the elite." - 00:04:26"Philanthropy has a troubled history. A lot of money coming from philanthropy was taken off of the backs of marginalized communities."- 00:31:10"I fail all the time. And that is, I think that's the big lesson. Yeah. Failure is not a bad word." - 00:52:44Are you an author speaker coach or entrepreneur building a brand in today's very crowded marketplace? How do you stand out? Join me on Sept 27th and learn how to empower your message and shine as a guest on podcasts for just $97. Imagine stepping into that interview with clarity and conviction, connecting deeply with listeners who are eager to hear what you have to say. Imagine the satisfaction of knowing you've nailed it, leaving your audience inspired and wanting more. This would position you as an authority to thousands of people in your industry. Let's turn those nerves into excitement and make sure you shine on your podcast appearance. Together, we'll boost your confidence, polish your messaging for impact, and get you ready to deliver an interview that makes people fall in love with your from the first words. Ready to shine on podcasts? Let's do this! Click the link below to register.https://empowerographypodcast.com/empower-your-messageContact Brad:WebsiteInstagramLinkedInYouTubeX (Twitter)TikTok#empowerographypodcast #women #womensempowerment #empowherment #entrepreneurship #womeninentrepreneurship #empoweredwomen #empowerelevateeducate #findingyourpurpose #podcast #womensupportingwomen #soulalignment #heartcentered #selflove #resilience #personalgrowth #mindset #art #healing #heartspace #integrity #alignment #transformation #success #philanthropy #story #storytelling #opera #singer #operasinger #thevoice #singing #failure #socialchange #community #support #philanthropist #newyorkcity

At the Knowledge Management and Innovation for Legal Conference held recently in New York City, Legal Services NYC was named as the inaugural winner of the LexPrize award, which is designed to recognize groundbreaking ideas in knowledge management and innovation for the legal industry. It won for its development of the Legal Services NYC KM Portal, a custom-built knowledge management portal designed to enable its legal professionals to more easily access important resources and more effectively collaborate with each other.  LSNYC, whose 12 offices and more than 500 attorneys serve nearly 110,000 clients annually, developed the portal in partnership with Sente Advisors, a company that helps law firms and legal organizations develop innovative projects. Designed to be a home for user-submitted and curated knowledge that is easily searchable, LSNYC describes the portal as one part social network, one part intranet, and one part enterprise search.  LawNext host Bob Ambrogi was at the KM&I for Legal conference and had the opportunity to sit down there with two of the people who were instrumental in the portal's design and development:  Alexander Horwitz, chief operating officer at Legal Services NYC.  Kate Boyd, chief operating officer at Sente Advisors.  In today's episode, Horwitz and Boyd share the story of the problem they set out to solve, the constraints they had to work within, and how they went about doing it.    Thank You To Our Sponsors This episode of LawNext is generously made possible by our sponsors. We appreciate their support and hope you will check them out. Paradigm, home to the practice management platforms PracticePanther, Bill4Time, MerusCase and LollyLaw; the e-payments platform Headnote; and the legal accounting software TrustBooks. Briefpoint, eliminating routine discovery response and request drafting tasks so you can focus on drafting what matters (or just make it home for dinner). Littler, local everywhere.    If you enjoy listening to LawNext, please leave us a review wherever you listen to podcasts.  

Fri, 01 Nov 2024 19:00:00 GMT http://relay.fm/automators/167 http://relay.fm/automators/167 Personal Knowledge Management 167 David Sparks and Rosemary Orchard Rose and David share some of their favorite automation tips for use in personal knowledge management. Rose and David share some of their favorite automation tips for use in personal knowledge management. clean 3351 Rose and David share some of their favorite automation tips for use in personal knowledge management. This episode of Automators is sponsored by: Data Citizens Dialogues: Unpacking the importance of data and its impact on the world. Listen now. Links and Show Notes: Rose and David share some of their favorite automation tips for use in personal knowledge management. Submit Feedback Personal knowledge management - Wikipedia PKM Primer: An Introduction to Personal Knowledge Management for Creatives – The Sweet Setup LifeHQ — Practical PKM Roam Research – A note taking tool for networked thought. Obsidian - Sharpen your thinking Saving Highlights in Apple Notes, a New PKM App, and More – The Sweet Setup Notion NotePlan - Tasks, Notes, and Calendar NotePlan on Setapp | Digital note-taking done right nvALT - BrettTerpstra.com nvUltra - Searchable, portable, MultiMarkdown notes Drafts | Where Text Starts DEVONtechnologies | DEVONthink, professional document and information management for the Mac and iOS Drafts User Guide Linking Drafts | Drafts User Guide NotePlan Actions & Action Groups | Drafts Directory Send to Obsidian | Drafts Action Attachments - Obsidian Help Embed files - Obsidian Help Sync settings and selective syncing - Obsidian Help Obsidian URI - Obsidian Help Actions For Obsidian Vinzent03/obsidian-advanced-uri: Advanced modes for Obsidian URI Dataview for Obsidian Advanced formatting syntax - Obsidian Help Search Apple Notes | Packal Using Apple Notes with Drafts - Integration Guides - Drafts Community URL

Fri, 01 Nov 2024 19:00:00 GMT http://relay.fm/automators/167 http://relay.fm/automators/167 David Sparks and Rosemary Orchard Rose and David share some of their favorite automation tips for use in personal knowledge management. Rose and David share some of their favorite automation tips for use in personal knowledge management. clean 3351 Rose and David share some of their favorite automation tips for use in personal knowledge management. This episode of Automators is sponsored by: Data Citizens Dialogues: Unpacking the importance of data and its impact on the world. Listen now. Links and Show Notes: Rose and David share some of their favorite automation tips for use in personal knowledge management. Submit Feedback Personal knowledge management - Wikipedia PKM Primer: An Introduction to Personal Knowledge Management for Creatives – The Sweet Setup LifeHQ — Practical PKM Roam Research – A note taking tool for networked thought. Obsidian - Sharpen your thinking Saving Highlights in Apple Notes, a New PKM App, and More – The Sweet Setup Notion NotePlan - Tasks, Notes, and Calendar NotePlan on Setapp | Digital note-taking done right nvALT - BrettTerpstra.com nvUltra - Searchable, portable, MultiMarkdown notes Drafts | Where Text Starts DEVONtechnologies | DEVONthink, professional document and information management for the Mac and iOS Drafts User Guide Linking Drafts | Drafts User Guide NotePlan Actions & Action Groups | Drafts Directory Send to Obsidian | Drafts Action Attachments - Obsidian Help Embed files - Obsidian Help Sync settings and selective syncing - Obsidian Help Obsidian URI - Obsidian Help Actions For Obsidian Vinzent03/obsidian-advanced-uri: Advanced modes for Obsidian URI Dataview for Obsidian Advanced formatting syntax - Obsidian Help Search Apple Notes | Packal Using Apple Notes with Drafts - Integration Guides - Drafts Community

In this episode, we sit down with Saravana Kumar, to explore how their platform is revolutionizing knowledge management using MongoDB. Saravana shares the journey of Document360, the challenges they faced, and how MongoDB's vector search is a game-changer for their product. Tune in to learn about the technology stack behind Document360, the impact of AI, and real-world use cases that highlight the platform's success.

Andrea Gioia, CTO at Quantyca and Co-founder of Blindata, shares his insights on the real issues holding back data management. Spoiler: It's not the technology. Andrea discusses how the biggest challenges stem from people, collaboration, and the ways we handle knowledge. As AI continues to evolve, poor data management becomes an even bigger obstacle, making it clear that prioritizing knowledge management is more urgent than ever. Enhance your listening experience with C&C Chat at data.world/podcasts

Andrea Gioia, CTO at Quantyca and Co-founder of Blindata, shares his insights on the real issues holding back data management. Spoiler: It's not the technology. Andrea discusses how the biggest challenges stem from people, collaboration, and the ways we handle knowledge. As AI continues to evolve, poor data management becomes an even bigger obstacle, making it clear that prioritizing knowledge management is more urgent than ever. Enhance your listening experience with C&C Chat at data.world/podcasts

How can firms effectively leverage knowledge management to stay ahead of the evolving industry?In this episode of Practice Disrupted, we explore the evolution of knowledge management in the AEC industry with Christopher Parsons, founder and CEO of Knowledge Architecture. Christopher's work centers on developing ways to manage and share knowledge within AEC firms. Together, we discuss the future of knowledge management and how firms can stay ahead of industry shifts.First, Christopher defines knowledge management as integrating people, processes, and technology to maximize a firm's expertise. He breaks down the benefits for firms of all sizes and outlines the three key eras of knowledge management: tacit knowledge, social media, and AI.Then, we discuss why Christopher believes AI will drive the next major shift in knowledge management. He touches on effectively leveraging AI to optimize its potential, the challenges and opportunities of implementing AI in AEC, and generational critical knowledge transfer.I think there's this idea that our industry right now is in a permanent state of change that's only picking up speed… Part of knowledge management is learning what to unlearn… don't be too attached to the way we've done things or the knowledge that we've acquired, and be willing to continue to upgrade yourself and your company in terms of what you know and how you work – knowing that the half-life of knowledge is shrinking every year more and more. - Christopher ParsonsTo wrap up the conversation, we highlight how knowledge management supports the development of soft skills and strong leadership within firms. Christopher shares practical tips for starting to integrate knowledge management into firms and personal routines. He also shares his perspective on the future trends for knowledge management.Tune in next week for an episode about starting Modellus Novus.Guest:Christopher ParsonsAs Founder and CEO of Knowledge Architecture, Christopher is responsible for product development, marketing, and organizational health. Christopher has been a technology leader in the AEC industry since 2002, including serving as the Chief Information Officer for Steinberg Architects and the Information Technology Director for SMWM (now Perkins+Will).Christopher has a degree in History from Wake Forest University. He's an avid reader, trail runner, birdwatcher, and cook.

AUDIO QUALITY NOTICE!  Apologies, we have a little static on one of the mics during our recording - sorry for the occasional audio issue.  As a project manager, an organizational structure that will have a big impact on your life is the PMO. But if you aren't used to working with a PMO, what should you expect? Are they going to make your life and projects easier, or crush you with red tape? If you are interviewing for a job where they have a PMO, what questions should you ask to get a better understanding of how they work? And, what should you expect from a PMO - and what are they expecting from you?  With all these questions, we thought we should reach out to a couple of the most well known minds in PMO: Lindsay Scott and Eileen Roden. Their UK based “House of PMO” organization does some great things in the PMO space (plus they are a lot of fun!) so we feel very fortunate that Linsay and Eileen agreed to join us and help us understand a bit more about whether PMO's are our friends or foes.    About our amazing guests, Lindsay Scott and Eileen Roden Lindsay has worked in and around project management and PMO for over 20 years and is a Director at PMO Learning, a training company focused on PMO.  She is Co-Founder of the House of PMO, a professional membership organisation for PMO practitioners. Lindsay is the co-author of the PMO Competency Framework and editor of the Handbook of People in Project Management. She speaks regularly on project management and PMO career topics – and provides 1-2-1 coaching for those looking to advance their careers in PMO. Eileen has 15 years practitioner experience in a variety of project management roles (predominantly PMO management) along with IT and functional HR roles, with a variety of UK, EMEA and global responsibilities.  Her practical experience is supported by both academic and professional certifications including a Masters in Applied Project Management (with distinction), AIPMO-E, PRINCE2®, MSP®, MoP®, Managing Benefits®, Better Business Cases®, Programme and Project Sponsorship®.  She is now a Consulting Director of PMO Learning and co-founder of the House of PMO. She is the author of P3O® Best Management Practice and lead author of the PMO Competency Framework, co-author of Knowledge Management in a Project Environment, along with contribution to many APM publications.  She is a frequent conference speaker throughout UK and Europe. You can learn more about all the amazing things that Lindsay and Eileen are doing around PMO and even join their great community at https://houseofpmo.com/    JOIN THE HAPPY HOUR! Get access to all podcasts, PDU certificates, bonus content, exclusive member Q&A webinars and more from our membership! https://pmhappyhour.com/membership

Claude Baudoin, co-chair of several OMG task forces, including the AI Platform Task Force, discussed the timeliness of AI standards. He highlighted the need for standards to address interoperability and portability issues in AI, citing examples like the portability of neural network models and standardization of image classifiers. Baudoin emphasized OMG's open process for determining standards through RFIs, contrasting it with ISO's more guideline-focused approach. He encouraged active participation in OMG to shape standards, offering a competitive advantage in the market. OMG's efforts aim to provide concrete, technical standards, unlike ISO's general advice. Action Items [ ] Issue a request for information to determine needed AI standards. [ ] Get involved in OMG's standards development process by becoming a member and attending meetings. Outline Introduction and Participant Roles Karen Quatromoni introduces herself as the Director of Public Relations for Object Management Group (OMG) and welcomes Bill Hoffman, the OMG CEO and chairman. Claude Baudoin introduces himself as the owner and principal at cebe IT and Knowledge Management, based in San Rafael, California. Claude mentions his extensive background in software engineering, IT management, and his long association with OMG, including his roles in various task forces and working groups. The focus of the podcast is on AI standards, and Claude is co-chairing the AI Platform Task Force for OMG. Timing of AI Standards Bill Hoffman discusses the rapid evolution of AI and the timeliness of discussing AI standards. Claude shares an anecdote from 1993 about the premature standardization debate and how it eventually led to the development of the Unified Modeling Language (UML). The fundamental issue is that lack of standards can lead to significant time wasted on interoperability and portability issues, hindering innovation. The goal is to identify when standards are needed to allow developers to focus more on innovation rather than technical challenges. Examples of AI Standards Needed Claude explains the current work on portability of neural network models with the help of Zephyr Solutions. The challenge is that neural network models cannot be easily moved from one platform to another due to the lack of a standard representation. Another area of interest is image classifiers, where there is a need for a standard to handle large datasets and descriptions of images. Other potential standards include metadata for data sets and semantic tagging of information, which are widely needed. Determining AI Standards Bill asks how OMG determines which AI standards are needed. OMG has an open process that involves issuing requests for information (RFIs) to gather input from the general public, not just OMG members. In 2019, NIST issued an RFI, but it was five years old and did not address the current landscape, including the rise of large language models. OMG is considering issuing a new RFI to gather more up-to-date input on needed standards. OMG's Approach to AI Standards Bill inquires about how OMG's efforts differ from other organizations like ISO and IEEE. ISO's standards are more like guidelines, while OMG focuses on more precise, technically detailed standards. OMG collaborates with ISO and IEEE, feeding specifications to ISO and having a liaison with IEEE's project group on AI terminology and data formats. OMG's work is more concrete and provides specific models and formats for users and developers. Getting Involved in OMG ...