Podcasts about tribal knowledge

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/

Manufacturing is back and according to this week's podcast guest, Filip Aronshtein, CoFounder of Dirac, it's time to get back to building great things. On this season finale of Workforce 4.0, host Ann Wyatt sits down with Fil to discuss the future of American manufacturing and Fil's mission to revolutionize the way that we leverage CAD. Fil shares his journey from electrical engineering and robotics at Northrop Grumman to founding Dirac, a company that automates assembly work instructions for manufacturing with the help of AI. The conversation delves into the importance of preserving tribal knowledge, the role of technology in augmenting human labor, and the cultural shift needed to make manufacturing appealing to younger generations. Fil provides actionable steps to close the skills gap and emphasizes the need to change the public perception of manufacturing jobs.-00:35: Special Guest: Fil from Dirac-01:07: Fil's Background and Dirac's Mission-02:36: Challenges and Evolution in Manufacturing-04:42: The Empire State Building: A Symbol of American Greatness-06:36: Karaoke and Company Culture-07:52: The Future of Work and Technology's Role-15:10: Automation and Tribal Knowledge in Manufacturing-28:34: The Challenge of Training Others-29:38: The Potential For Partnerships Between Guilds and Labor Unions-31:59: The Stigma Around Skilled Trades-32:45: Personal Anecdotes and Career Paths-38:28: The Importance of Tribal Knowledge-43:08: Actionable Steps to Close the Skill Gap-47:48: The Bus Factor Concept-51:03: Making Manufacturing Cool Again-54:51: Contact Information and ConclusionMore About Filip:Filip Aronshtein is an avid believer that the foundation of the West was forged upon its capacity to build. And as the Founder and CEO of Dirac, Fil is a firm believer that empowering engineers with digital tools and combining digital work instructions with CAD will get us closer to building. To learn more about Fil and his mission, connect with him here. The Future of Work (and this Episode) Is Brought To You By Secchi:Secchi is a revolutionary workforce engagement tool created for organizations to make data-driven frontline decisions in real-time. By measuring and combining multiple people-related lead indicators, Secchi provides in-the-moment visibility into individual frontline employee performance, team performance, engagement/turnover risks, and positive employee behaviors all while removing the traditional barriers of administrative burden on leaders. To learn more about Secchi, check them out here.

From working his way up in a machine shop out of high school to advising companies on the best methods for training their workforce for the era of Industry 4.0, this week's guest on Workforce 4.0 has done it all! Join host, Ann Wyatt, as she sits down with the Executive Director of NIMS, Montez King to share his passion for workforce development in manufacturing. During this interview, Montez shares his background and his own career journey, best practices for preserving tribal knowledge and the role of data and metrics in the training of your frontline workforce. Throughout the conversation, Montez emphasizes the need for dynamic and technology-driven training frameworks to address skill gaps and ensure sustainable growth in the manufacturing industry. We even learn about Montez's personal journey from "journey person" to gaining national (and parental attention) through a magazine feature. You don't want to miss this special episode of Workforce 4.0. In This Episode: -03:23: Montez's Journey: From Apprentice to Expert -05:29: The Value of Hands-On Experience -17:06: Overcoming the Skills Gap in Manufacturing -19:52: Understanding Tribal Knowledge -21:07: Documenting Processes vs. Tribal Knowledge -22:18: Dynamic and Smart Technology in Training -25:48: The Role of Data in Training Decisions -29:29: Challenges in Training Implementation -38:34: The Importance of Company Culture in Training -41:07: Conclusion and Contact InformationMore About Montez:As Executive Director of NIMS, Montez leads the transformation of outdated training approaches, including osmosis training where employers simply expect new employees to soak in knowledge from their co-workers. His goal, instead, is to teach companies to change their cultures, establish credibility and erase complexity gaps in learning. Prior to joining NIMS, Montez led the training function for one of the world's largest OEM automotive parts manufacturers and served as a machinist apprentice at a major energy company. To learn more about Montez, connect with him here.The Future of Work (and this Episode) Is Brought To You By Secchi:Secchi is a revolutionary workforce engagement tool created for organizations to make data-driven frontline decisions in real-time. By measuring and combining multiple people-related lead indicators, Secchi provides in-the-moment visibility into individual frontline employee performance, team performance, engagement/turnover risks, and positive employee behaviors all while removing the traditional barriers of administrative burden on leaders. To learn more about Secchi, check them out here.

In this episode of YourForest Podcast, host Matthew Kristoff engages with Dr. Cristina Eisenberg to explore the powerful concept of "Two-Eyed Seeing." This approach braids Indigenous knowledge with Western science to create more resilient, climate-adapted forests.Dr. Eisenberg shares her experiences and insights from the report "Braiding Indigenous and Western Knowledge for Climate Adapted Forests," which she co-authored. The discussion delves into climate change, forest stewardship, and how Indigenous ecological practices can help create the future of sustainable forest stewardship.Here are the 5 Key Recommendations of the “Braiding Sweetgrass Report”:- Adopt proactive stewardship.- Recognize and respect Tribal Sovereignty and Indigenous Knowledge.- Provide the flexibility to steward dynamic landscapes and navigate uncertainties under rapidly changing conditions.- Ground agency planning, and land and resource stewardship policies in ethics of reciprocity and responsibility to many future human generations.- Catalyze innovative approaches to forest stewardship.Dr. Cristina Eisenberg is an Associate Dean at Oregon State University, specializing in tribal initiatives and climate resilience. As a community ecologist with Māori and Western Apache heritage, she combines Indigenous and Western knowledge to address environmental challenges.Dr. Eisenberg and Matthew dive into the concept of "Two-Eyed Seeing" and how it can reshape forest stewardship. They discuss the importance of cultural burning, proactive management, and Indigenous sovereignty, all of which are central to creating climate-resilient landscapes. The episode highlights the benefits of using both Indigenous ecological practices and modern environmental strategies to steward the land for future generations. Key Takeaways:- Two-Eyed Seeing: This concept involves viewing the world through both Western science and Indigenous knowledge, leading to more holistic and effective forest management strategies.- Proactive Stewardship: Dr. Eisenberg emphasizes the need for proactive, place-based stewardship that prioritizes forest resilience, especially in the face of climate change.- Reciprocity with Nature: Indigenous ecological practices are based on reciprocity, where humans take from nature mindfully and give back to maintain balance.- Recognizing and Respecting Sovereignty: It is crucial to respect tribal sovereignty and involve Indigenous communities in decision-making processes for forest management.- Healing from Past Harms: Acknowledging historical trauma caused by colonization and implementing Indigenous-led approaches to restore ecosystems.Resources:Dr. Cristina Eisenberg's LinkedIn Profile: https://www.linkedin.com/in/eisenberg-cristina-phd-7b153b26/BraidingSweetgrassReport: https://depts.washington.edu/flame/mature_forests/pdfs/BraidingSweetgrassReport.pdfThe Wise Path Forward: https://adaptiveforeststewardship.org/who-we-are/SponsorsWest Fraser - https://www.westfraser.com/GreenLink Forestry Inc. - http://greenlinkforestry.com/Quotes:[00:19:25] Dr. Cristina Eisenberg: "Two-eyed seeing is when one eye views the world through Indigenous knowledge and the other through Western science. Together, they form binocular vision."[00:12:28] Dr. Cristina Eisenberg: "We did damage to these forests by eliminating cultural burning, not understanding the long-term impacts."[00:59:41] Dr. Cristina Eisenberg: "Reciprocity means we take what we need, but we give back more to the forest. It's about caring for nature the way you care for family."Timestamps and Illustrations:(00:00:15) The Importance of Fire in Indigenous Stewardship(00:18:57) Reciprocity: The Foundation of Indigenous Practices(00:26:53) Two-Eyed Seeing: A Holistic Approach to Knowledge(00:30:46) The Role of Elders and Tribal Knowledge in Stewardship(00:36:28) Proactive Stewardship vs. Reactive Management(00:54:27) Acknowledging Indigenous Sovereignty in Land Management (01:00:18) Historical Trauma and Forest Stewardship(01:15:47) Cultural Burning and Ecosystem Health(01:22:31) The Future of Forest Stewardship: Learning by Doing Follow YourForest Podcast on:Website: https://yourforestpodcast.com/YouTube: https://www.youtube.com/@yourforestpodcast7324Facebook: https://www.facebook.com/yourforestpodcastInstagram: https://www.instagram.com/yourforestpodcast/?hl=enLinkedIn: https://www.linkedin.com/company/yourforestpodcast/Twitter: https://x.com/yourforestpdcst/Email: yourforestpodcast@gmail.comIf you liked this podcast, please rate and review it on your favorite platform!

64. Tribal Knowledge Killed this Shop: A Machine Shop Owner Tells the Story with Jereme RogersAfter a near-death motorcycle accident, Jereme Rogers fell in love with the machining industry and decided that he wanted to own a shop someday. When the owners of TK Machine decided they wanted to retire, Jereme and they eventually came to an agreement that he would buy the shop. After finalizing the transaction, Jereme soon realized there was a lot more to owning a business than he ever realized, and that it was much harder than it appeared from the outside. When another local company recruited away his top 4 most experienced machinists, and years of tribal knowledge walked out the door, followed by his top 4 customers swamped him with new work, the dominos started falling. Jereme fought as hard as he could, but ultimately decided to close down the business. This is the first time Jereme's story has been told publicly, and we thank him for the courage to share with the goal of helping others by being transparent about the realities of owning a precision machining company.Follow Jereme on Social Media:Personal LI: /jereme-rogers-17427389

Today's guest is Brenda Kahl, Senior Director of Service and Support at Illumina. Illumina is a San Diego-based biotechnology company founded in 1998 that develops and markets systems for genetic analysis, serving sequencing, genotyping, gene expression, and proteomics markets in over 155 countries. Brenda joins us on today's program to pull apart training challenges for field service operations in biotech spaces and the technology infrastructure necessary to build solutions. Throughout the episode, Brenda gives actionable insights for driving efficiency and cost savings with call center metrics and digital tools, such as tribal knowledge systems that can accommodate new working styles like remote work. If you've enjoyed or benefited from some of the insights of this episode, consider leaving us a five-star review on Apple Podcasts, and let us know what you learned, found helpful, or liked most about this show!

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Whenever we hear the phrase “tribal knowledge” or “the Norms”, it is associated with negativity, for example, dishonest maintenance practices or wrongdoing. This is not necessarily the case; tribal knowledge can be the passing down of vital knowledge from a group of mechanics to others. In today's episode, we explore the positives and negatives of tribal knowledge, the psychological aspects of it, how it can turn negative, and what can we do to preserve the good and mitigate the bad. Follow us on Facebook- @cancelledformaintenance, Instagram- @canxformaintenancepodcast.Twitter- @cxmxpodcastDid you know we have a comic series? Check it out on the Tapas app or visit us at: https://tapas.io/series/CXMXcomicsVisit our website and check out our merch at www.cancelledformaintenance.com. Have ideas or stories for show? Send us a line at our contact us section of our website!Looking for the best lightweight, comfortable, and noise-cancelling headset? Visit: dalcommtech.com and use code "canxrules" to save 15% off their products or special orders!Check out Rockwell Time for awesome outdoor merch and apparel. Use code-CX4MX and save 10%!Tell us how we are doing, leave us a review if you listen to us on Apple, Stitcher, Podchaser, or IHeart Radio!Follow us on Goodpods and Podchaser!https://goodpods.app.link/1Ss1v4ODHlbThanks to our monthly supporters, with special shout outs to:Dylan K.Nordia K.Mike S.Eric S.Kiel K.Maxx1700Chris H.Dan S.Ryan F.Jennie D.Erica L.Carm M. ★ Support this podcast on Patreon ★

Today's guest is Edwin Pahk, Senior Vice President of Customer Success and Customer Pre-sales at Aquant. Aquant. Aquant is an AI-powered tech company that builds a co-pilot platform for service workflows. Edwin joins us on today's show to talk about how AI can help service industries retain their organizational knowledge – or tribal knowledge, as it gets called – in the face of turnover and other expertise challenges. Throughout the episode, Edwin emphasizes the importance of personalization on both sides of B2B workflows and how these same tools can often enhance the work-life experiences of subject matter experts across workflows. This episode is sponsored by Aquant. Learn how brands work with Emerj and other Emerj Media options at emerj.com/ad1.

In the event that new Floresville Electric Light & Power System (FELPS) CEO Aaron Wagner is unable to fulfill his duties, or leaves his role, Jessica Moore — the utility's new chief financial officer — will step into the role on an interim basis. “I'm trying to ensure, moving forward, to give the board a stopgap, so there's no void in the event that something happens,” Wagner told the Wilson County News, following the April 24 FELPS board meeting, at which the board heard about new key staff hires. The utility saw a number of executive level departures last summer,...Article Link

The aurora borealis is more than just a dazzling natural light show for those lucky enough to see it. The northern lights are also a cultural touchstone handed down over millennia. Some tribes understand the Northern Lights as a message from the ancestors. At the same time, Native astrophysicists are working to view the phenomenon with both modern scientific and traditional knowledge.

The aurora borealis is more than just a dazzling natural light show for those lucky enough to see it. The northern lights are also a cultural touchstone handed down over millennia. Some tribes understand the Northern Lights as a message from the ancestors. At the same time, Native astrophysicists are working to view the phenomenon with both modern scientific and traditional knowledge. This is an encore presentation. Please, no calls.

The aurora borealis is more than just a dazzling natural light show for those lucky enough to see it. The northern lights are also a cultural touchstone handed down over millennia. Some tribes understand the Northern Lights as a message from the ancestors. At the same time Native astrophysicists are working to view the phenomenon with both modern scientific and traditional knowledge. GUESTS Sharon Shorty (Tlingit and Northern Tutchone), storyteller, comedian, and performer Gabe Tegoseak (Inupiaq) Dana Nez (Diné), cultural consultant

The aurora borealis is more than just a dazzling natural light show for those lucky enough to see it. The northern lights are also a cultural touchstone handed down over millennia. Some tribes understand the Northern Lights as a message from the ancestors. At the same time Native astrophysicists are working to view the phenomenon with both modern scientific and traditional knowledge.

The official Talkin Shop podcast hosted by Brandon from ShopSabre covers all things CNC and business. In this episode, Brandon & Nick discuss the concept known as "Tribal Knowledge" and how it can damage a business in the long run. They dive into the benefits of a CNC and how it can help deter this type of problem cropping up. 

On this episode I was joined by Michelle Wu, CEO and Founder of Nyquist. On this episode Michelle and I discuss: - Pre-Trained Models and Generative AI - Distilling Decades of MedTech Data/Historical Data Review - Adopting new technologies in Quality and Regulatory Affairs - Removing the tribal knowledge barrier Michelle Wu is the Founder and CEO of NyquistData Inc. Michelle has over seven years of experience in strategic planning, business development, and global strategy. Prior to NyquistData, Michelle was the Founder of Anora.ai, a company that provides artificial intelligence services. Michelle has also worked as a Co-Founder at Waveall Inc., where they helped connect people with common interests through mealtime. Michelle began their career as an Analyst at The Boston Consulting Group. Michelle holds a bachelor's degree in economics from Harvard University. Michelle Wu pursued a Master of Business Administration (M.B.A.) at Stanford University Graduate School of Business with a focus in healthcare and investment. Prior to that, they completed a Bachelor's degree in Foreign Languages and Literatures, General from Peking University.

In this podcast episode Aaron Salow, founder and CEO of XOi Technologies, shares his personal and professional journey as an entrepreneur and how he founded XOi Technologies to help field service companies overcome the challenge of a shortage of skilled workers in the trades. Listen in as Deborah and Aaron discuss the importance of believing in oneself, having a strong support system, and promoting the trades as a viable career option. Aaron explores his insights on the skilled trades gap and how XOi Technologies is helping to solve the problem by providing better information and knowledge to technicians through their application.   Aaron Salow, Founder and CEO of XOi Technologies, launched his business to help field service companies overcome a formidable challenge facing their industry: a glaring shortage of skilled workers. Blue collar work has marked Aaron's entire personal and professional life, instilling in him a passion for the hard-working people in the field service industry and the importance of them in our everyday lives. It was this passion that led him to build a modern, cloud-based technology solution that transforms the way these companies do business and service their customers.   You can connect with Aaron in the following ways: Website: xoi.io Linkedin: https://www.linkedin.com/company/xoi-technologies/   Whether you are a C-Suite Leader of today or tomorrow, take charge of your career with confidence and leverage the insights of The CEO's Compass: Your Guide to Get Back on Track.  To learn more about The CEO's Compass, you can get your copy here: https://amzn.to/3AKiflR    Other episodes you'll enjoy: C-Suite Goal Setting: How To Create A Roadmap For Your Career Success - http://bit.ly/3XwI55n Natalya Berdikyan: Investing in Yourself to Serve Others on Apple Podcasts -http://bit.ly/3ZMx8yw Questions to Guarantee You Accomplish Your Goals - http://bit.ly/3QASvymSee omny.fm/listener for privacy information.

Jeffrey Miller and I have been trying to coordinate a time for an interview on the topics of tribal knowledge and team playbooks since August 2022. We finally solved that problem. Teams generate knowledge, understanding how to hold on to that knowledge and to push boundaries forward is why teams are powerful.    Jeffrey Miller Technologist, Speaker, Author Jeffrey Miller is a Senior Consultant at Manifest Solutions in Columbus, Ohio. Jeffrey has over two decades of experience helping organizations bring value to their mission through software. He has presented a variety of topics at local user groups, regional tech conferences, and national healthcare meetings. Jeffrey and his wife, Brandy, are adoptive parents and have written a fun children's book called "Skeeters" with proceeds supporting adoption. Learn more about the project at https://skeeterbooks.com/adoption/. Contact Information Blog: https://www.knowledgeplaybook.com/ Company Website: https://manifestcorp.com/ LinkedIn: https://linkedin.com/in/jamiller Twitter: https://twitter.com/xagronaut Re-Read Saturday News Part 3 of Team Topologies: Organizing Business And Technology Teams For Fast Flow,  integrates team interactions with the team topologies. In Chapter 7, Team Interaction Modes, the authors define three basic interaction patterns.  Buy a copy of Team Topologies: Organizing Business And Technology Teams For Fast Flow and read along! Previous Installments: Week 1: Front Matter and Logistics – http://bit.ly/3nHGkW4  Week 2: The Problem With Org Charts – https://bit.ly/3zGGyQf  Week 3:  Conway's Law and Why It Matters – https://bit.ly/3muTVQE  Week 4: Team First Thinking – https://bit.ly/3H9xRSC  Week 5: Static Team Topologies – https://bit.ly/40Q6eF2  Week 6: The Four Fundamental Team Topologies (Part 1) – https://bit.ly/3VUI7EB  Week 7: The Four Fundamental Team Topologies (Part 2) – https://bit.ly/3I70dxa  Week 8: Choose Team-First Boundaries – https://bit.ly/43i8W8A Week 9: Team Interaction Modes - https://bit.ly/3WR49Is  Next SPaMCAST  SPaMCAST 759 will feature an essay building on our essay in SPaMCAST 757 which challenged the common agile belief that constant collaboration is a silver bullet.  We will use this belief to explore critical thinking. We will also have a visit from Keis Kostaqi who brings her perspective of being a Scrum Master in a complicated environment.  

Mayuresh Ektare, an expert in risk management and SVP of Product Management at Brinqa, joins Sean Martin for a quick dive into the world of centralizing risk management frameworks. Ektare explains that the magic sauce isn't just bringing the data together, but stitching it together to create a unified understanding of an organization's attack surface. By overlaying business context, customers can prioritize and act upon the right set of findings in a timely fashion. Martin and Ektare discuss the challenges faced by customers in finding a centralized repository for business context, with many relying on tribal knowledge or CMDB records.Ektare introduces the concept of a Risk Operations Center (ROC), which allows organizations to orchestrate the risk lifecycle and proactively reduce exposure. Comparing it to a Security Operations Center (SOC), he highlights the importance of extending vulnerability management programs to encompass cloud infrastructure and application security posture management. The conversation also touches on the challenges of managing false positives and distilling a vast amount of findings into actionable items. By overlaying business context and understanding the impact of vulnerabilities on their organization, customers can fine-tune security scores, prioritize effectively, and respond accordingly.Note: This story contains promotional content. Learn more: https://www.itspmagazine.com/their-infosec-storyGuest:Mayuresh Ektare, SVP of Product Management at Brinqa [@brinqa]On Linkedin | https://www.linkedin.com/in/mektare/ResourcesLearn more about Brinqa and their offering: https://itspm.ag/brinqa-pmdpFor more RSAC Conference Coverage podcast and video episodes visit: https://www.itspmagazine.com/rsa-conference-usa-2023-rsac-san-francisco-usa-cybersecurity-event-coverageAre you interested in telling your story?https://www.itspmagazine.com/telling-your-story

Mayuresh Ektare, an expert in risk management and SVP of Product Management at Brinqa, joins Sean Martin for a quick dive into the world of centralizing risk management frameworks. Ektare explains that the magic sauce isn't just bringing the data together, but stitching it together to create a unified understanding of an organization's attack surface. By overlaying business context, customers can prioritize and act upon the right set of findings in a timely fashion. Martin and Ektare discuss the challenges faced by customers in finding a centralized repository for business context, with many relying on tribal knowledge or CMDB records.Ektare introduces the concept of a Risk Operations Center (ROC), which allows organizations to orchestrate the risk lifecycle and proactively reduce exposure. Comparing it to a Security Operations Center (SOC), he highlights the importance of extending vulnerability management programs to encompass cloud infrastructure and application security posture management. The conversation also touches on the challenges of managing false positives and distilling a vast amount of findings into actionable items. By overlaying business context and understanding the impact of vulnerabilities on their organization, customers can fine-tune security scores, prioritize effectively, and respond accordingly.Note: This story contains promotional content. Learn more: https://www.itspmagazine.com/their-infosec-storyGuest:Mayuresh Ektare, SVP of Product Management at Brinqa [@brinqa]On Linkedin | https://www.linkedin.com/in/mektare/ResourcesLearn more about Brinqa and their offering: https://itspm.ag/brinqa-pmdpFor more RSAC Conference Coverage podcast and video episodes visit: https://www.itspmagazine.com/rsa-conference-usa-2023-rsac-san-francisco-usa-cybersecurity-event-coverageAre you interested in telling your story?https://www.itspmagazine.com/telling-your-story

Archaeologists at Oregon State University have found projectile points in Idaho that date back nearly 16,000 years — making them the oldest such artifacts found in the Americas. The points were uncovered at the Cooper's Ferry site along the Salmon River in western Idaho. Though the land is currently held by the federal Bureau of Land Management, it's the traditional territory of the Nez Perce Tribe and its ancestors.OSU anthropology professor Loren Davis joins us to talk about the discovery and about what it means to fill in the region's historical record with physical artifacts. We'll also hear about the artifacts' cultural significance from Nakia Williamson-Cloud, director of the Nez Perce Tribe Cultural Resources Program.

We're on the road at Nashville for IFMA World Workplace 2022!  Check out on of our favorite episodes with guest Suri Suriyakumar from ARC Document Solutions.After founding ARC Document Solutions almost 30 years ago, Suri has recently led ARC to invest in technology to become a leader in 'Access to Information in Facilities for the Built Space'.  At the end of 2021, the average commercial building in the United States was over 53 years old.  Most organizations are documenting crucial building information through manual processes. This problem, in addition to the 'Great Resignation' of Facilities Managers, is what Suri is on a mission to resolve.  Tune in to this weeks episode to learn more about the importance of digitizing tribal knowledge, using AI and Machine Learning to empower your organization, and the impact that technology can have in reducing risk and increasing productivity.

Today on Blindspots by DoubleCheck, Geoffrey sits down with Jonathan Bedard, SVP of Product Marketing at Bullhorn, to discuss the ins and outs of successfully transitioning an organization's win/loss approach from an informal, tribal affair to a formal, data-driven program. Along the way, he shares some inspiring stories about exactly how this transition positively affected Bullhorn's bottom line and ability to pivot quickly in a competitive market. If you are starting to think about launching your own win/loss program, you don't want to miss out on this conversation as Jonathan shares some tactical tips to get one off the ground.  

In this episode of McLeod Insights, we talk with Criss Wilson and Barry Brookins about how rate analytics can help shorten the time needed for new hires to become rate-savvy.

Manny Cosme is the president and chief executive officer of CFO Services Group, a management accounting firm. Part of his responsibilities is to help small businesses streamline their bookkeeping and accounting needs. Doing these tasks was easier in the early stage of the business. But as the company grew, capturing the nuances of each client […] The post How CFO Services Group Overcame Tribal Knowledge With Effective Documentation appeared first on SweetProcess.

Gianpaolo Fava is an International Affairs and Business graduate experienced in leadership, corporate strategy, innovation and customer relations. Committed to nature conservation, sustainability and community service.Currently, he help SAP design and drive it's transformation strategy in the midmarket segment for innovation and automation.Gian has also a podcast called "Conocimiento Tribal" (Tribal Knowledge) focused on helping Spanish speakers become better leaders by improving their self-management skills and emotional intelligence.Learning from other people/cultures is the cornerstone of his innovation and simplification style. It also allows me to always grow as a person and a professional. I'm always open to these kinds of opportunities.

Suri Suriyakumar, CEO of ARC Facilities, is this weeks guest.  After founding ARC Document Solutions almost 30 years ago, Suri has recently led ARC to invest in technology to become a leader in 'Access to Information in Facilities for the Built Space'.  At the end of 2021, the average commercial building in the United States was over 53 years old.  Most organizations are documenting crucial building information through manual processes. This problem, in addition to the 'Great Resignation' of Facilities Managers, is what Suri is on a mission to resolve.  Tune in to this weeks episode to learn more about the importance of digitizing tribal knowledge, using AI and Machine Learning to empower your organization, and the impact that technology can have in reducing risk and increasing productivity.Enjoy!

Jeremy Shere of Tribal Knowledge Podcasting sat down with us and talked about why Corporate America just wasn't his thing and how owning his own business is all about the aspect of control. For Jeremy, it's all about being goal-oriented as well. We also had the chance to talk about having twins in the family and other random topics (Brendan Fraser included). This was definitely a fun episode so make sure to listen to the entire podcast! BIO: Jeremy Shere is the founder and CEO of Tribal Knowledge Podcasting, a podcast production agency that helps businesses start podcasts to drive revenue & grow thought leadership. WEBSITE: tribknowledge.com LINKEDIN: https://www.linkedin.com/in/jeremy-shere-7640934/ HASHTAGS: #SBSTpodcast #SBSTshow #smallbusinesssmalltalk #podcast #podcastlife #podcastproduction #writer #freelancewriter #copywriting #copywriter #businessowner #smallbusiness

The ism is heavy! Diego and M.O. are back another week live from The Playas Club to drop their unique blend of gems on everything under the sun. This week they discuss enjoying life and what GOD has given you, having a plan or planning to fail, Joe from the show YOU a player, what if people of color were giving the same chances in major fields and so much more!!! Leave us voice comments in the comments section, call the hotline at (916) 538-4190 to leave text messages and voicemails or hit us up by email at wesomeplayas@outlook.com Shoutout to our sponsors Jack The Spiritual advisor, for card readings text (405) 437-1550, Blue Gloves LLC for commercial and residential cleaning call (616) 752-0289 Subscribe to the show, rate our show with five stars and review the show as well. It really helps us out with the algorithm and sponsors #WeSomePlayas #WSP #DubDollaSignP #PlayasClubAlumni #AudioDopeKingpins #SilverSurferWave --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/wesomeplayas/message

Congrats, Shatner, boo, Bezos & Takei; rideshare bubble bursts; FCC going after spam texts; Square to build a Bitcoin mining system, maybe; Tesla's really bad Beta-based insurance; Canon USA says no ink-y, no scan-y; Amazon creates its own brands by stealing "tribal knowledge" of competitors; Dune; Squid Game; Succession; Here We Are; Mel Brooks; Disney delays; Sinead & Delores; canceling NYT Cooking, CleanMyMac X subscriptions; USB-C & VPNs; ah, the 80s; pogo-power; Cosby sweaters.Show notes at https://gog.show/527For a limited time, ButcherBox is offering new members a 10 to 16-pound turkey FREE in their first box. Just go to ButcherBox.com/GOG to sign up. That's ButcherBox.com/GOG to receive a FREE turkey in your first box.FOLLOW UPGeorge Takei Roasts “Star Trek” Costar William Shatner After Rocket TripFor Uber and Lyft, the Rideshare Bubble BurstsDead-End SF Street Plagued With Confused WayMo Cars Trying To Turn Around ‘Every 5 Minutes'Your Deep Dive Into Those Waymo Self-Driving Cars In San Francisco That Went Headstrong Up A Dead-End Street Like Floundering Fish Going UpstreamIN THE NEWSNew FCC rules could force wireless carriers to block spam textsJack Dorsey says Square is ‘considering' building a Bitcoin mining systemTesla debuts new car insurance that uses Texans' real-time driving behaviorNo ink, no scan: Canon USA printers hit with class-action suitAmazon copied products and rigged search results to promote its own brands, documents showMEDIA CANDYDuneSquid GameSuccessionHere We Are: Notes for Living on Planet EarthMel Brooks Is Back With ‘History of the World, Part II' SeriesDisney delays all of Marvel's 2022 filmsSinead O'Connor and Pillow Queens to feature on album of covers inspired by The CranberriesSECURITY HAH!The CyberWireDave BittnerHacking HumansCaveatRecorded FutureApple's latest MacBook Pros have MagSafe, SD card slots and camera notchesAt last, a middle ground, a place where skateboarders and rollerbladers can all get together.The 1985 MTV Music Awards really kind of sucked.CLOSING SHOUT-OUTSExpressVPN Knew 'Key Facts' of Executive Who Worked for UAE Spy UnitSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

On this episode of the Drivers At Large podcast, I have special guest Sheila Buechel. Sheila Buechel is a Professional business women, who specializes in Business and career coaching. I met Sheila at Gridlife's Elkhart classic at Road America in 2021, and had a couple of interesting conversations about Tribal Knowledge, Attraction, and Resignation within the track weekend. Sheila isn't a diehard car person like we are so it was interesting to capture a outsiders perspective of what she saw at a Gridlife event. Hope you guys enjoy the episode! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Hello and welcome to Bonus podcast #7 !   I received a message asking for my take on 'Tribal knowledge' and whether I think it has a place in the Aviation Maintenance industry.  Tune in! **Had audio issues so decided to re-record the full episode. Enjoy!** Do you have questions, thoughts, concerns or want to share YOUR stories and experiences live on the podcast?  Reach out to me at: apmechanicpodcast@aol.com  or Twitter @goodbadugly_ap Facebook :https://www.facebook.com/goodbaduglyap  New podcasts the 2nd Wednesday of each month !  The Podcast website is up to! Check it out! https://thegoodthebadandtheuglytheaviationmaintenanceindustryrawandunsc.wordpress.com --- Send in a voice message: https://anchor.fm/bryan-wheelz/message

TechQuarters' CEO Chris Dunning and Operations Director Mark O'Dell are committed to helping small- to medium-sized businesses leverage opportunities in the cloud. With over a decade of experience under their belts, they have mastered the art of planning, moving, supporting and training users as they migrate their IT online.  But it wasn't always so easy.  […] The post How TechQuarters Overcame Tribal Knowledge By Creating Effective Business Processes and Procedures appeared first on SweetProcess.

Jeremy Shere is joining us for part 2, episode 006 because his tribal knowledge of podcasting is so in-depth, we needed two episodes to cover it all! He is the founder and CEO of Tribal Knowledge Podcasting, a podcast production agency that helps businesses start podcasts to grow revenue by connecting decision makers, establishing thought leadership, and taking content marketing to the next level. Hear how Jeremy spends a lot of time researching the guests to determine if they are a prospect for Tribal Knowledge and how he has ended the vicious cycle of endless cold email campaigns. “We don't talk about podcasting. For the most part, we talk about audience engagement, their business, their strategies – and with this I gain a lot of knowledge and I get to know these folks,” Jeremy told us. ••••• Hosted by: Cindy Ellek and Kelli Komondor Produced by: Rob Oliver, Your Motivational Speaker Supported by: K2 Creative & PR and the Cindy Ellek Marketing Group Connect with us! Facebook - BizBevsBites Instagram - BizBevsBitesPodcast Website – BizBevsBites.com

Passing on tribal knowledge, are you cheating your younger employees? by K and K Process

At the end of the War on Waste, Mr. Grimes will have completed the first phase of the process that is required to create an innovation culture that we call the “Quantum Leap Company.”  The War on Waste is Phase 0.  It gets the company started but that's all it does.  If the process dies out after a couple of months, which most lean manufacturing initiatives that we have observed seem to do, then that is too bad.   But we put the CRB into the system to make sure that change and innovation become an integral part of the company.There is a funny comment by Mr. Grimes in this chapter.  He is complaining that he couldn't get information out of the assemblers.  If you listen to that you think that he is stupid if he couldn't get an answer to that question.  This is where secretive Tribal Knowledge is tricky.  You don't need to know why but lots of stuff makes that happen: Mr. Grimes could ask out of curiosity and not have a sense of urgency and gets distracted each time he asks.  You could come up with a million reasons why he couldn't get the answer.  But as you will find out after the War on Waste, those questions are a lot easier to answer.

In this chapter, we find Chris is freaking out because his turf is being encroached upon.  He is obviously protecting his special Tribal Knowledge and is resentful that any one would think that he could do anything wrong.  As Jim points out, his information is not only wrong but it costs the manufacturing operation time and therefore the company a lot of money.  We have observed over and over that those in staff positions with their Tribal Knowledge integrated into the value-added process are very often fair game for big wastes.  And in most cases, that information is exposed as waste but maybe not as dramatic as in the situation at Quality Pump.  As we usually do the process map, we expose many of the staff function Tribal Knowledge steps on the map.  As we work through the line positions where value-added operations are done, Tribal Knowledge gets into the details of how a job is done.  So we don't have much success exposing wastes there until we dig into them with project teams.

In this chapter, we find that Bonnie has some Tribal Knowledge that is clearly untapped.  When challenged with a problem, she brings up her credentials and contributes to a great idea.  It represents another example of unused Tribal Knowledge.  It is present in the company the minute that Bonnie joined.  But then it sits untapped.  When we try to get a handle on corporate skills, a lot of people do not let those unused skills out of the bag for any number of reasons.  As we do the War on Waste projects, we love to find situations like this.  On that issue alone, as a facilitator, I get great joy out of finding the Bonnie's and their unused skills.  The volcano of the attached episode image reflects the idea eruption from this program.  It is very exciting to watch.Enjoy,  Len Bertain

Are we having fun yet?  We talked in the chapter about 5/67 Analysis.  In the real world of the War on Waste, 5/67 Analysis is what we call a “forcing function.” In the hands of an engineer, it serves as the forcing function to define the 5% of the features that give 67% of the benefit.  It forces rapid prototyping.  Today, the goal of the engineering of a technology company is time to market.   By designing to that goal, 5/67 Analysis drives the engineering organization to think thru the features to give maximum benefit to the expected users.  We use the 5/67 Analysis as the way to do management training, strategy development, human resources optimization, etc.  It permeates all of our thinking about how to run a company.  In short, it is the most powerful tool that we have at our disposal.  My friend, George Sibbald, is writing a book about that and he has asked me to look over his shoulder.As you read this chapter, you get a feeling that Quality Pumps is going to be OK.  Mr. Grimes is relaxing a bit and the employees are starting to see light at the end of the tunnel, and it isn't a bear carrying a lantern.  However, the job isn't done yet.  Mr. Grimes will have to see all these ideas through to completion and there will be some pain felt before that is accomplished.We get a new take on Tribal Knowledge when Phil, a non-college educated consultant joins Dr. Elbie.  There is a prejudice against this in most companies.  It is the rare employee or person who can rise above that in our corporate world.  Only the super-educated rise to the top.  How can such an individual contribute to Tribal Knowledge.

SMED has application in just about all businesses.  We did a project at a hospital that was planning to expand their facility.  They were going to raise $6 million for this new hospital wing.  When we did a SMED analysis on surgery we found that they were using the surgery rooms to only about 20% of their capacity.  For instance, when a surgery was completed, there was usually a 2-hour wait before the next surgery could begin in that room. The doctors, in their unique Tribal Knowledge system, wanted to be businessmen on top of being doctors.  After all, they were highly educated.  As a group they didn't want to spend more than $10 per hour to have the room cleaned up. When I suggested that they put a surgery clean-up crew together, the doctors argued that it was too expensive.  Then I asked them if they knew how much revenue was made from that room per hour.  When they thought through spending $50 for an hour's worth of work from a team of cleanup personnel versus $2000 of revenue that could be generated, it was a “no brainer” to make the decision.  They followed the SMED process in detail.  And it worked.  Can you think of any applications of SMED in your business? Enjoy.  Best,Len Bertain

In the last episode, the problem described was a good example of Tribal Knowledge gone amok.  The scheduler loved to respond to crises and he and the shop foreman had an unwritten understanding that all jobs identified as priorities by the CEO would be introduced into the schedule to meet the targeted dead line.  They did this knowing full well that the consequence would be the problem identified by the team noted above.  In the course of the analysis, this fact was discovered and it took a good deal of coercion to get them admit how they did the scheduling.  And it turned out that the cause of their procedure was a memo from the CEO that all hot jobs would meet their delivery date.  So these two guys changed the procedure themselves so that the CEO would not yell at them. The message here is that once secretive Tribal Knowledge is uncovered, unless there is a No Blame release of finger pointing, the path to a clean solution is difficult.  We got the scheduler and the shop foreman to become part of the solution by contributing ideas to the team.  The end result was getting to the root cause of the problem and a complete change in the scheduling of jobs.I would like to make a comment here about the CEO who caused the creation of the problem in the first place.  When we dig into the source of many of these Tribal Knowledge wastes, they have their roots in casual comments of the CEO.  The CEO might say something like, “Gee that looks like an expensive way to do that.” Or “Why are all those hot jobs not making it to the floor?”   We saw the way the second comment created the problem discussed in this chapter.  The CEO was responsible for the hot jobs problem from a comment that he inadvertently made to the foreman and the scheduler.  In a funny story that an associate of mine experienced, a CEO asked him to find out why the production process had slowed down so much.  Upon investigation, it took my friend about 15 minutes to find the problem.  It turns out that the CEO had made a casual comment about spending too much on something and so the CFO instituted a process to make sure he saw all PO's and the Sales VP had to get a copy as well, etc and it took forever for an order to hit the floor from receipt in sales.My advice to CEOs when they walk the floor: Be careful!  Best, Len Bertain

In my view, Tribal Knowledge applies to situations like this all the time.  In this case, the Tribal Knowledge was contained in the past experiences of the receptionist.  It was her unique skill set or her past experiences that defined the receptionist's untapped Tribal Knowledge.  The story of Sully, the plater, is again one of those real situations that cropped up at one of our clients.  In fact, it was the inability to get the truck to leave on time that created the first Yes/No chart.  The owner's son couldn't get up in time to inspect the parts going to the plater.  The employees knew the problem and who was guilty but I didn't.  So when we posted the Yes/No chart and the president asked for an explanation, there was never a red X on the chart again.So don't lose faith that Dr. Elbie doesn't know what he is doing.  He does and he is a master at this program.  And so you will see.  Best, Len B

We had a couple of recent episodes around warehousing, robots, and their place in supply chains, so when I came across Fulfilld, I knew they'd be a great fit for the podcast.Fortunately Michael Pytel, co-founder and CTO of Fulfilld was happy to oblige and he came on the podcast to talk about they help organisations with intelligent task management in warehouses.We had an excellent conversation and, as always, I learned loads, I hope you do too...If you have any comments/suggestions or questions for the podcast - feel free to leave me a voice message over on my SpeakPipe page or just send it to me as a direct message on Twitter/LinkedIn. Audio messages will get played (unless you specifically ask me not to).To learn more about how Industry 4.0 technologies can help your organisation read the 2020 global research study 'The Power of change from Industry 4.0 in manufacturing' (https://www.sap.com/cmp/dg/industry4-manufacturing/index.html)And if you want to know more about any of SAP's Digital Supply Chain solutions, head on over to www.sap.com/digitalsupplychain and if you liked this show, please don't forget to rate and/or review it. It makes a big difference to help new people discover it. Thanks.And remember, stay healthy, stay safe, stay sane!

Dr. Elbie does a pretty good job of explaining Yes/No Charts.  When people first hear about them they dismiss them as primitive.  But the bulk of the resistance to change or modifying of Tribal Knowledge and integrating it into the mainstream of the business process requires a formal behavior modification tool.  And that is the Yes/No Chart.  It is very powerful measure of a team, particularly one that is protecting or dealing with secretive Tribal Knowledge.  Once the measurement is in place, you are measuring the team's collective behavior and not an individual.  That makes it easy to change the resistance of those who were working under a Tribal Knowledge process.  They can save face and feel proud of the improvement that they have achieved under the banner of No Blame. 

When you watch this process unfold in company after company, it is indeed a pleasure and an honor.  The employees are telling me that they are on board and want to make the company better.  And surprisingly, this happens very quickly.In this chapter, we delve into the Process Map and it is a mind blower.  An interesting thing about doing a process map is that all the hidden components of the Tribal Knowledge get exposed.  And because the people manning the process are not stupid, we get great ideas to address the solutions of these undocumented processes.  The reason that there are over 60 steps in the process map (undocumented until the class began looking into it) is that no one was controlling and measuring the process to see all this stuff.  When you go through any Process Map you expose a lot of the secretive Tribal Knowledge.  And so as the company goes forward, employees will see problems in the process and document the appropriate steps to improve these problems. 

Ideas generate enthusiasm for work.  And sometimes that enthusiasm can get us in trouble, just like our hero.  One of the greatest motivators for work is psychic reward from the job environment.  People get turned on when they have opportunities to introduce ideas.  If a company just allows ideas to happen, profits will follow. In the War on Waste, Mr. Grimes is making Roland uncomfortable because he has his own personal agenda that he is protecting and it is gradually getting exposed as keeping sales from rolling in to the company.  In most cases of people trying to protect their Tribal Knowledge, when you begin to post measurements of productivity or sales results or any metric for all to see, the underlying secrets of Tribal Knowledge get exposed and become vetted.  Employees don't mind giving up their undocumented processes to the company, in exchange for recognition of their contribution to an idea that eliminates a waste of $100,000.  When they stand up before the CEO while delivering their proposal, they do so with great pride as a member of a team that is helping the company survive.  Enjoy.  Len Bertain

They get into a discussion of a problem that requires input from all those in the room and a few that aren't.  Problem Solving in this program is always a group effort.  That is a recognition of the value of how extensive Tribal Knowledge really is.  It is spread throughout the company and no one has total knowledge of what goes on in a company and how it all fits together.  We call this the difference between what is written down and what is a secret.  Later on we'll talk about how to get all that hidden knowledge out onto the table.

The discussion in this section about what is waste and value-added is very typical of what we experience in this program.  No one wants to be doing a job that is waste.  If it is, the next thing you know you are on the outside looking for a new job.  So there is always some turf protecting when you get here.  The Black Knights push back.  Those protecting special Tribal Knowledge become edgy.  The whole company is nervous because as you start to look at each job and how it should be measured. People will begin worrying and will resist until they feel comfortable that they are not being singled out.  Once the No Blame concept catches on, most everyone gets it and feels that the protection of special Tribal Knowledge is less and less important.  Enjoy, Len

We call the War on Waste process a discovery because as the process goes forward, all employees realize that they can contribute to the improvement process and each idea, small or large, is important.  And as the dialogue of the classroom continues, the employees are starting to see the mess that they have created together.  And yet, the process is starting to show them how they are going to fix it.  There is a lot of the special and wasteful Tribal Knowledge finding its way into the discussion and before long most of it will be on the table.I had an album from the great Charlie Mingus and on the cover he had written an adage or phrase that I liked.  It was a cool way to phrase Occam's Razor: of two options, the simplest one is usually the right one.  Charlie Mingus said:Anybody can make the simple complicated.Creativity is making the complicated simple.  

Change can easily be managed with the simple process described in this chapter.  If you think about it, most of us have a difficult time dealing with change.  Change is usually OK as long as it means that others have to change, but we don't.  The refrain might go something like, “Go ahead and change others in the company but not my job.”  Just like Tony in this chapter, he doesn't want to alter his Tribal Knowledge.  As we have seen, there are a number of examples of that in the book up to this point.  As you go through your own War on Waste, it is important to realize that there is a great resistance to change.  The reason that we developed “No Blame” is that it is easier for the change process to proceed if everyone is able to save face with no reprisal.  People are hard to replace so we give them an out with No Blame. No Blame allows employees to save face.  At some point, we find that these obstinate resistors can and often will get in the way of the overall objective of the change program: eliminating waste to improve profits. So they need to see that the process is good for the company and that overrides any personal issue that person might have to change.  Get on or get out.In addition, the reason we focus on high ROI (50 to 1) projects with less than $2,000 cost is that they are small and fast.  Employees learn by doing.  They experience success and as such earn the respect of their leader.   

This book is a revision of my first book "The New Turnaround".  I had to fix a few things to make it work with some issues clients pointed out.  This book tells the story of a worker who goes thru my problem solving program.  He starts out getting laid off at a company and then looks for work with his Dad's old buddy.  The hero gets a job, his Dad's friend doesn't.  Bad things follow.  The CEO introduces everyone to Dr. Elbie, a modest avatar of the author.  As the story unfolds, our hero becomes a believer in the approach Dr. Elbie delivers and the CEO goes thru his own learning experiences with Dr. Elbie.  And this training leads to the book's paradox.  This book evolved from discussions with several client CEOs and several productivity and innovation consultants.  It still tells the same story about our War on Waste (our Problem Solving Program) and the role that all employees play in business success.  But it adds another dimension with the inclusion of the role that knowledge, particularly Tribal Knowledge, plays in any corporation.  But the real addition to this book and the issue that had been evading us over the years is the discussion that we get into in the book of what we have called the “War on Waste Paradox.”  The owner of the business in the fictionalized story is the student of the book's illustrious consultant who leads him to an understanding of what it is. But why call it “The War on Waste Paradox?”  What does Tribal Knowledge have to do with The War on Waste?  It turns out that effective change requires an honest engagement of all people and a consequent understanding of the company Tribal Knowledge.  And that observation is one of the major discoveries of this process.Tribal Knowledge is the collective wisdom of the organization.  It is the sum of all the knowledge.  It is the knowledge used to deliver, to support, or to develop value for customers.  But it is also all the knowledge that is wrong, imprecise, and useless. It is knowledge of the informal power structure and process or how things really work and how they ought to.  It is knowledge of who constrains the process and who facilitates it.  It is the knowledge that is squirreled away by employees who feel a need to protect their jobs by not sharing the information needed to do a job.  This is part of the totality of the Tribal Knowledge.  For example, it is the knowledge and the experience of the assembler who won't tell others how he can put those two casings together (when no one else can).  That knowledge is his job security.  But more importantly, it is the untapped knowledge that remains unused or abused.  This thought serves as one of the themes of this book.  We call this book “The War on Waste Paradox” because effectively engaging the rank and file is contrary to most corporate organizations and structures as well as outside the skill set of most managers.  It is the actions of the executives and managers that create the various paradoxes noted in the book.  And it is these same actions that create the grand paradox. As employees become engrossed in solving their problems during the War on Waste, all aspects of the company are examined.  When Tribal Knowledge is challenged, it is done so under the protection of No Blame, a safe haven for generating ideas.  We trademarked the “No Blame” logo seen in the book, to illustrate to employees just how important the ideas generated during the War on Waste are to the company.  They are so important that we want to generate “change without reprisal.”As a tribute to the fact that the book comes pretty close to reflecting reality, I'll share this story.  I sent copies of the book's final draft to some of my client CEOs.  I scheduled lunch with three of them to discuss

We found out a lot about the CEO's job when we did all those War on Waste initiatives over the last 25 years.  We learned that the CEO has to be in charge of change or our problem solving initiative.   We also found that the CEO needs to manage innovation because that is the source of new products and lots of money from Internal Growth.  And finally, and most importantly, we found that the CEO needs to continually drive to improve Tribal Knowledge.  We used to think this was done as serial initiatives but realized that it needs to be a constant flow, not a discrete event.   And the needs to train the management team to do likewise.  It is through this continual infusion of management energy that is the foundation of the Tribal Knowledge Paradigm.  This section gives the reader a good deal of insight into these issues.

As I note in the introduction, I put my own spin on over 100 terms, phrases and concepts.  Because of that, I needed to explain those "spins" for the followers of my problem solving approach.  I merged the introduction with a little of the material from Chapter 1 to make a longer reading.  In this segment, I review Tribal Knowledge and the War on Waste again.

On a coaching call with a group of BDRs in Miami this week, the topic of Tribal Knowledge surfaced.   Some people thought: ‘Hey..what's that?'    Their Team Lead who was also on the Zoom call was on mute but she was nodding and smiling enthusiastically.   She said: I'm a a big believer in the knowledge that people bring to the organisation when I hire them.   It's that plus all the stuff that's never written down, but my team have to know, to do well in sales.    And she's right.    Wikipedia defines Tribal Knowledge as 'information that is known inside a tribe but often unknown outside it.'   Today's guest is Billy Franz Director of Inside Sales and Channel at SADA systems in Austin.   And Billy's going to share his ideas to help you identify Tribal Knowledge, get key people to share it and leverage it for success.   Check out the episode now   #SDR #SaaS #InsideSales #salescoach

In this chapter, we give you the formula to implement the Tribal Knowledge Paradigm.  We have been doing this for 35 years and we know it works.  The Problem Solving Process is laid out for anyone who wants to start this process at their own business can do so.  It is both profitable and fun.  Best, Len

The Tribal Knowledge Paradigm provides the guiding principles to manage this approach to business management.  It provides a set of processes, forcing functions and touchstones.  These actions "chalk the field" for a corporate culture of growth.  It is a "Best Practices Incubator" to improve process, strategy, and leadership.  Thank you for listening to this point.  Best, Len and George.

In this audio of Chapter 10, it has been broken up into 3 parts.  This is part one.  We cover one of the more important tools of our offering: the 120/20 Rule of Profits.  This is a pretty powerful tool as it tells us that 120% of a company's profits come from 20% of your customers or 20% of your products or 20% of your salesmen.  If you think about it, how can that be possible?  Just think of it another way.  Are any of your customers costing you money?   And if some are unprofitable and others are profitable then, the 20% top quintile of the customers must account for more than 100%.  Voila.  Enjoy.  LenB

This segment discusses the 5/67 Rule: 5% of your effort generates 67% of the benefit.  This is a beautiful corollary to the more famous 20/80 Rule.   In fact, I wrote another book on just the 5/67 Rule with my business partner Craig Humphreys.  It goes into more detail.  But the fact that we could write a whole book on the subject is a major statement.  The reason that this is so important, it is critical to making the Tribal Knowledge Paradigm work.  It has to be an integral part of the thinking of all parties working in the Paradigm.  Listen up.  It is probably the most important audio podcast of this book.  Best, Len.

This final part covers a range of tools but in particular goes into the Yes/No Chart as a powerful way to capture performance measure on personnel performance.  It is tied to No Blame: Yes or No did what you were suppose to be doing happen?  Did the truck leave on time? Yes or No?  Did the software update get done on time?  Yes/No?  Etc.  It only works with No Blame so that you can capture data accurately and honestly.  When things don't happen as expected, then you can try to find out why.  Listen, it is a fun process.  And works.  Best, Len

George and I wrote this book before we developed our on-line program.  Because we were floundering with a mechanism to monitor all the ideas in a start-up queue, those in progress and those being monitored in the year following implementation.  This Tribal Knowledge Council concept worked but it was complicated by people who wanted to used their position as the head of the Tribal Knowledge Council as a promotion and wanted to leverage themselves into a power position in the company.  We didn't want that.  So when we implemented the on-line Problem Solving system, these issues all went away.  There no longer was a person in the queue trying to prioritize the next project.  It. is a first come first serve.  When the CEO looks at the problems in the queue waiting to get started, he/she can intervene and it works just fine.  So as fun as this chapter was to read for you, you can probably skip it.  Other than its historical value, forget it. Best, Len

Leadership is an confusing concept.   We have been blitzed with examples of leadership that would make anyone's head spin.  And so any young manager who wants to learn about leadership needs to go to good sources for guidance.  We are probably not the most noted but when you link our experience to what we want to achieve with our concept of the Tribal Knowledge Paradigm, I think we provide some good advice in this chapter.  Best, Elbie 

This chapter looks at how you organize a company to get the maximum output out of the organization.  What does the structure look like and is the organization incentivized to give the optimum performance.  Better yet, do you need to incentivize people to get the best results.  Listen up.   Our experience taught us a lot about what works.  Best, Len

When you look at Tribal Knowledge you are looking at all the knowledge of the company, right or wrong, true or false, fact or fiction.  But "Know How" is the part of that Tribal Knowledge that is real.  It is what works and how things really are.  This is a short chapter and can be absorbed over a short cup of coffee. 

In this chapter, we give more detail about how Strategy gets aligned with Process (Operations) as a result of the problem solving process.  It isn't complicated.  Strategy describes how you are making money, the problems identified tell you how you are not making money.  Strategy is a statement of your value proposition to the market.  So we think that CEOs ought to be able to manage their strategy better if they have a better view to the problems that are being addressed by their organization.  And that's what we do with our current on-line problem solving system.  Enjoy.  Len B

When you try to align your problem solution to strategy, sometimes it is easier to align it to the mission.  To do this we use a 2x2 box to help put the idea in context relative to the company's mission statement.  We liked to force that on the employees because at some point a CEO gets a Bee in his/her bonnet to write down a Mission Statement and never look at it again.  So this chapter is about the value of the Mission Statement and how you can use it to judge the relevance of an idea and its solution to that Mission.  Personally, I prefer using the strategy as the reference point because problems are a reflection of bad strategy alignment.

One of the biggest risk to any business is the sudden loss of tribal knowledge. As you start building out your teams, and the "how to's" throughout your business start to grow, it just takes one person walking out the door to set you back a few months. In this episode I wanted to share a quick strategy that you can use TODAY to start eliminating this risk to your business. Enjoy!

This podcast interview focuses on product innovation that has power to make field engineers far more productive, and give the companies they work for new ways to retain and grow their competitive edge. My guest is Sam Waicberg, Co-founder and CEO CareAr.Sam Waicberg is an entrepreneurial business leader passionate about building brands that scale. His expertise: driving and inspiring high performing teams, game changing solutions, positioning strategies, innovative partnerships, ecosystems, and communities that create network effects and growth.Throughout his career he’s held senior roles in sales at Oracle, Blue Martini, Aspect Software, Ascendent Systems, Envox, Fluency Voice Technology, Genband, and Vidyo. He’s recognized for strategic out-of-the-box approaches for developing and executing corporate and go-to-market plans, thought leadership, and creating long-term meaningful relationships.In December or 2018 he co-founded CareAR, an Augmented Reality platform for smart services. Their mission: Making expertise accessible anywhere and instantly. This triggered me, and hence I invited Sam to my podcast. We explore the challenges faced in the field services market and how technology can help transform productivity, quality of work, and overall profitability. Beyond that we dig into a much larger problem that the services industry is facing as a whole: the rapidly decreasing workforce, and what challenges that gives entrepreneurs to retain tribal knowledge and their competitive edge.Here are some of his quotes:Innovation is something that constantly drives us. We think about the art of what's possible all the time. And we don't think too much about limitations and barriers.We saw a gap in the market and the other is a is something that evolvedThe simplest issue was applying what we see in telehealth when we see a long-distance learning to field service, getting a remote expert to assist the field tech on site to do a visual consult to solve the problem while they're out there.The big problem permeated as we started getting in there and talking to more C level people.70% of their organization's most valuable assets, employees, are leaving over the next 5 to 10 years. All the knowledge goes out the door with that.So, the C-levels really are thinking, this is what keeps them up at night, about ‘What can I do to retain this tribal knowledge? What can I do to transfer this knowledge to other new individuals coming into the organizations in a way where I can accelerate the pace of that and retain my competitive edge?’During this interview, you will learn four things:How you can drive transformative value by bridging the gap between consumer applications and the enterprise workflowThat instead of constantly worrying about the catching up you have to do, focus your roadmap on the question: “How do you want to be the favourite?”That the opportunity to create unique value is often hidden in developing an eye for rapidly developing issues that can become a catalyst for transformationHow to take friction for adoption out by not only focusing on the user experience, but also on the business model See acast.com/privacy for privacy and opt-out information.

Breaking Analysis: Application Performance Management…From Tribal Knowledge to Digital DashboardFor years, application performance monitoring/management (APM) has relied on alerts, logs, traces and even tribal knowledge. In the pre-distributed systems world, this was fine. But things got much more complicated architecturally with cloud and are changing so fast with containers and serverless. Today, it’s much harder to understand the customer experience because it’s difficult to get a full picture of all the data.Read the full research report:https://bit.ly/2FWfN22

In this episode, Benjamin Andrew talks about capturing tribal knowledge: Where and how to start the process; making it safe for anyone to want to share their knowledge; addressing the barriers of English being a second language; and ensuring that you don’t just capture the knowledge but use it as well.

Buyer centricity has long been the war cry for marketers and sellers alike, but the recent Global pandemic, economic crisis, and even civil unrest has proven that the reality falls desperately short of the promise. The root of the issue resides in the fact that marketing and selling, at least under ‘business as usual guidelines’, feel trite. The traditional go-to-market motions that many organizations have built come with a dependence on some degree of sleight of hand. The promise of “results” is propped up by practices that neither understand the true needs of Buyers nor feel any ownership in achieving them. We’re living through events that have the potential to finally force true change. The only organizations surviving and in many cases thriving in the current environment are those that both had formed true relationships with their buyers and were agile enough to respond to how the market was affecting those individuals and others like them. About Mike's guest: Justin Gray Founder & CEO, LeadMD Justin is a serial entrepreneur and the CEO and founder of LeadMD, the world’s largest revenue performance consultancy, having implemented over half of the Marketo user base. Justin has made a career of launching successful companies and scaling them, with successful exits of over 200MM+ in the last decade. Justin’s latest endeavor launched in 2016 when he co-founded Six Bricks an online learning startup designed to combat employee and customer churn through experience-based education. Over the past 10 years, Justin has emerged as a strong voice for entrepreneurship, marketing, and culture. As a recognized speaker, Justin has been published over 350 times in industry publications and holds his own column, Tribal Knowledge in Inc., while writing for Entrepreneur, Tech Crunch, and others. Justin and his wife Jennifer met over marketing and three years later welcomed their son, Grayson, into the world in April of 2017 and a daughter in November 2019. This episode of WVU Marketing Communications Today is hosted by Michael Lynch from West Virginia University which is a program on the Funnel Radio Channel.     

Season Two! New recording interface. Tony Hawk! Jack Black! oh yeah we also talk about the importance of tribal knowledge in this hobby!

In the age of information, it’s hard to believe there are still knowledge silos in the growing industry.   How can we work together to halt the cycle of tribal knowledge?   Head grower at Van de Wetering Greenhouses and 40+ year growing veteran, Bill Turner, shares his method of eliminating knowledge silos in growing.   In this episode, we discuss:   Passing along information to new growers Developing a growing guide Learning from industry mistakes Advice for new growers To listen to this episode and more like it, subscribe to CropTalk on Apple Podcasts or tune in here.

In this episode we talk to Joshua Schnoll, VP of Marketing at AppDirect. Want to get a no-fluff email that boils down our 3 biggest takeaways from an entire week of B2B Growth episodes? Sign up today: http://sweetfishmedia.com/big3 We'll never send you more than what you can read in < 1 minute. :)

Step inside FreightWaves Market Expert/President of CarrierLists Kevin Hill's world as we discuss CarrierLists, plus the anthropology behind tribal knowledge, freight, and trade wars. Also, Amazon and how the world's biggest retailer is using data and optimization to take on carriers and 3PLs.No paywalls. No borders. No boundaries. Just free.Subscribe now on Apple Podcasts, Spotify, Stitcher, and everywhere podcasts are heard around the world.More episodes of FreightWaves Insiders

This is Tour Junkies 101. We catch you up on all things Tour Junkies that have happened in the first 2 years. We talk about how we got started, the relationship between DB & Pat, early day struggles, our first few PGA Tour Pro interviews, and growing this thing from nothing. We fill everyone in on our branding, our blind squirrel mascot (Goalby) and the meaning behind it. We talk about some of our favorite moments on the pod (including some clips from the past) and fill you in on the inside jokes that we reference so frequently. This episode is designed to catch you up on all things TJ so you're not clueless. Whether you're a brand new listener or you've been following along since the early days, you'll enjoy this face to face chat over "Podcast Juice" between David & Pat./ 50% Deposit Bonus Fantasy National Golf Club Fansharesports.com/ Promo Code: Tourjunkies / 20% Subscription Discount Thank you for taking the time to listen to the Tour Junkies PGA Tour golf podcast. David & Pat strive to bring the best research, analysis & humor to keep your listening enjoyable…not just informative. You can support the podcast further by doing a few things to spread the word & improve the quality of the show. Leave an honest iTunes Review. DB & Pat love reading all of these. It improves the show. Follow on Twitter & Instagram ( @Tour_Junkies ) & FaceBook Go to www.TourJunkies.com & check out the fresh content, learn about the guys & buy stuff from the TJ SHOP. As always, thank you for making the Tour Junkies Fantasy Golf Podcast your trusted source for all things PGA Tour & Fantasy Golf and golf betting. May your screens be green!

Nick Lumsden, COO of Online Tech, joined me in late 2018 to chat "digital transformation" or as I put it, "Hey, what's exciting between legacy and bleeding edge?" It turns out companies can make a pretty big mess when they throw all of their workloads on the cloud without a decent plan. The technology is the easy part. Remember when we cared so much about our servers that we named them? Those days are gone. In the CI/CD world we face a totally different paradigm. What used to be build, deploy, maintain is now build, deploy, destroy. The secret sauce of digital transformation is the total plan to bring along not just the bleeding edge, but also the legacy tribal knowledge that came before. See acast.com/privacy for privacy and opt-out information.

The Tour Junkies get a little emotional in the beginning of this one reflecting on the Tiger Woods victory at The Masters. However, they recover nicely and give you all you need to know for betting or playing DFS for the RBC Heritage from Harbour Town Golf Links in Hilton Head, SC including key stats, strategy, favorite plays and guys to avoid. The fellas wrap it up discussing fashion travesties at The Masters and then share some "Tribal Knowledge" that only the sharpest of TJ listeners will be able to track./ 50% Deposit Bonus Fantasy National Golf Club Fansharesports.com/ Promo Code: Tourjunkies / 20% Subscription Discount Thank you for taking the time to listen to the Tour Junkies PGA Tour golf podcast. David & Pat strive to bring the best research, analysis & humor to keep your listening enjoyable…not just informative. You can support the podcast further by doing a few things to spread the word & improve the quality of the show. - Leave an honest iTunes Review. DB & Pat love reading all of these. It improves the show. - Follow on Twitter & Instagram ( @Tour_Junkies ) & FaceBook - Go to www.TourJunkies.com & check out the fresh content, learn about the guys & buy stuff from the TJ SHOP. As always, thank you for making the Tour Junkies Fantasy Golf Podcast your trusted source for all things PGA Tour & Fantasy Golf and golf betting. May your screens be green!

Tribal Knowledge and On-boarding with Annie Sexton TableXI offers training for developers and product teams! For more info, email workshops@tablexi.com. Guest Annie Sexton (https://twitter.com/anniethesexton): Core Support Engineer at Heroku (https://www.heroku.com/). Traveler. Amateur graphic novelist. More at momotarocomic.com/ (http://momotarocomic.com/). Summary Developers and teams build up a lot of knowledge about their code and their process which never gets written down and which makes it harder together to get new team members up to speed. Our guest, Annie Sexton, is a support engineer for Heroku and has to deal with not only Heroku’s vast amount of knowledge, but also the unwritten information of many of her support customers. We’ll talk about the practical things Annie recommends to help make this knowledge explicit, and how your team can improve its group memory and team on-boarding. We’d also like to hear from you. Is there something your team has done to write down the things everybody knows? Let us know at http://techdoneright.io/53 (http://techdoneright.io/53) or on Twitter at @techdoneright (http://twitter.com/tech_done_right). Notes 01:51 - Why Tribal Knowledge is a Bad Thing Annie’s RubyConf Talk: The Dangers of Tribal Knowledge (https://www.youtube.com/watch?v=o-JL-so5Gm8) 04:50 - Legacy Code Noel Rappin: The Road To Legacy Is Paved With Good Intentions -- WindyCityRails, Sept 2017 (https://www.youtube.com/watch?v=NGIhW3nREac&list=PLP0HXAd1Anx3xVPvdnKXtlsqJhoZHBFF_&index=1) 06:38 - Capturing Tribal Knowledge 12:55 - Keeping Things Up-To-Date 15:57 - When the “Why” and the “Overview” Get Lost 17:49 - Becoming Immune to Complexity 20:39 - Tools for Documentation 28:50 - Convincing Others that Documentation is Important 33:31 - Planning for Succession Related Episodes Your First 100 Days Onboarding A New Employee With Shay Howe and John Gore (https://www.techdoneright.io/37) Your First 100 Days at a New Company with Katie Gore and Elizabeth Trepkowski Hodos (https://www.techdoneright.io/36) Avoiding Legacy Code with Michael Feathers (https://www.techdoneright.io/11) Special Guest: Annie Sexton.

Rich welcomes Steve Wallace to the show! Introduction Steve’s start with Apocalypse World (00:28) Read a Sitch World creation in a Con game (01:58) Open Your Brain - No Country for Old Kobolds Overview (06:43) Some differences with AW (09:10) Fuck you, we have a BLANK (13:29) Tribal Knowledge (14:43) Act Under Fire Plussikar (15:26) The Luchadwarves! (17:35) A Battle of Riddles (20:22) Wit & Verve (24:05) Death Tokens (26:37) Links Purchase No Country for Old Kobolds http://nocountryforoldkobolds.com Our website www.gauntlet-rpg.com Our Patreon patreon.com/gauntlet Follow us on Twitter @GauntletRPG and @Plus1FWD

Called to Change One Life at a Time!

Called to Change One Life at a Time!

Called to Change One Life at a Time!

Called to Change One Life at a Time!

Len Bertain and George Sibbald. In this chapter, we define what we meant by Tribal Knowledge. There were really no acceptable definitions, so we made up our own. It fits the way we look at business. And then we needed to define what we meant by the Tribal Knowledge Paradigm. We have identified 4 Principles of the Paradigm and in the chapter, we explain what we mean.

Len Bertain and George Sibbald. In this chapter, we define what we meant by Tribal Knowledge. There were really no acceptable definitions, so we made up our own. It fits the way we look at business. And then we needed to define what we meant by the Tribal Knowledge Paradigm. We have identified 4 Principles of the Paradigm and in the chapter, we explain what we mean.

By Len Bertain and George Sibbald. Chapter 2 discusses the Tribal Knowledge Paradox, the subject of a book by one of the authors, Len Bertain. It reviews the issues that happen when employees get involved in helping companies reduce waste or increase productivity by offering suggestions with 50 to 1 ROI. And making them happen. This chapter plays heavily off the authors experience over their 25 years of consulting. Their results were spectacular and this chapter reports on why they were.

By Len Bertain and George Sibbald. The Tribal Knowledge Paradigm has evolved from the authors', Len Bertain and George Sibbald, 25 years of consulting experience and field research. It addresses a number of questions: Do we need another paradigm? What is Tribal Knowledge? What does the paradigm look like and how do you make it work?

By Len Bertain and George Sibbald. This chapter is entitled "The Tribal Knowledge Paradigm" but tries to answer the question, "Do we need another paradigm?" Of course, the answer is Yes, but...even more so, why? And that is what this chapter answers as a lead in to the next chapter which defines the Paradigm.

By Len Bertain and George Sibbald. Chapter 2 discusses the Tribal Knowledge Paradox, the subject of a book by one of the authors, Len Bertain. It reviews the issues that happen when employees get involved in helping companies reduce waste or increase productivity by offering suggestions with 50 to 1 ROI. And making them happen. This chapter plays heavily off the authors experience over their 25 years of consulting. Their results were spectacular and this chapter reports on why they were.

By Len Bertain and George Sibbald. The Tribal Knowledge Paradigm has evolved from the authors', Len Bertain and George Sibbald, 25 years of consulting experience and field research. It addresses a number of questions: Do we need another paradigm? What is Tribal Knowledge? What does the paradigm look like and how do you make it work?

By Len Bertain and George Sibbald. This chapter is entitled "The Tribal Knowledge Paradigm" but tries to answer the question, "Do we need another paradigm?" Of course, the answer is Yes, but...even more so, why? And that is what this chapter answers as a lead in to the next chapter which defines the Paradigm.