The Implications of AI and Big Data for Knowledge Management
Led by: Donald Hislop
There have been some significant technological developments in the areas of artificial intelligence (AI), and big data that have very significant implications for organizations and workers. Almost every day there are significant stories in the media about new technological developments, and their implications for work and society. The potential for AI technologies to learn, think and communicate in a human-like way is increasing significantly, with broad implications for many occupations. Further, developments in big data technologies potentially give organizations access to massive amount of data and information on customers, clients, and competitors that can be used for business purposes. However, as the Facebook/Cambridge Analytica case highlighted, the way information is captured and analysed is not uncontroversial, and can raise ethical questions. Both these development combined have significant implications for knowledge management, not only through giving organizations access to quantities of data and information that were previously unimaginable, but also through the increasingly sophisticated way that this information can be analysed, and utilised. This presentation will provide an overview of some of the key knowledge management issues which result from these developments, which include ethical questions regarding how organizations capture, store and utilise information.
Led by: Constantin Bratianu, Bucharest University of Economic Studies, Romania
Knowledge strategies represent the convergence of strategic thinking and knowledge management. They constitute some potential solutions for the unpredictable future, designed especially by the knowledge-intensive organizations and integrated into their corporate strategies. Knowledge strategies aim at achieving competitive advantage based on using efficiently intangible resources and the company's dynamic capabilities.
The future of knowledge work in the digital economy
By Klaus North, Wiesbaden Business School, Germany
Let us assume we are in the year 2030. Digital technologies are pervasive in complementing and augmenting human capabilities. The fear of replacing humans by robots as discussed in the 2020s has not become true and most people still have to work to make a living. In labour markets and societies there are a number of divisions between “digital losers” and “digitally enabled value creators”, between those who have stable jobs and those who “clickwork” on a short-term contract basis (the “gig economy”). People with attractive competence portfolios look for meaningful and fulfilling jobs. Self-employment has grown considerably along with changed contractual relations and new forms of learning. These changes have far reaching consequences for managing knowledge and learning at individual, group, organizational and societal level. The keynote will discuss these changes of knowledge work in the digital economy.
"How do we better live and work in a hyper-connected, complex world?"
What is a Knowledge Café?
The Knowledge Café is a conversational process that brings a group of people together to share experiences, learn from each other, build relationships and make a better sense of a rapidly changing, complex world
The process is a simple one.
The participants sit in groups of 3 or 4 people at tables.
The speaker gives a short to the theme of the Café and then poses a question.
The participants then have three rounds of conversation around the theme and the question. At the end of each round, a few people change tables.
Finally, everyone comes together in a circle for a whole group conversation to share their thoughts and insights.
The outcomes of the Café: what you learn and the new relationships you form.
The Knowledge Café Theme: Our hyper-connected complex world
David will speak to theme of this Knowledge Café and pose the question "How do we better live and work in a hyper-connected, complex world?"
We live in an increasingly hyper-connected, rapidly evolving world.
There are many dimensions to this connectedness which include:
- our physical world (transport)
- our cyber-world (internet)
- our social world (people)
- our organizational world (organizations)
- our financial world (global financial system)
Over the last 75 years, this increased connectivity has resulted in massive complexity, and today we can conceive of two worlds –an old world before the Second World War and a new world that has emerged since 1945.
Not only are our technological systems complex, but we human beings are immensely complex, non-rational, emotional creatures full of cognitive biases. This socio-technical complexity has led to a world that is highly volatile, unpredictable, confusing, and ambiguous.
Furthermore, this complexity is accelerating as we enter the fourth industrial revolution in which disruptive technologies and trends such as the Internet of Things, robotics, virtual reality, and artificial intelligence are rapidly changing the way we live and work.
Our 20th-century ways of thinking about the world and our old command and control, hierarchical ways of working no longer serve us well in this complex environment.
If we wish to thrive, we need to learn to see the world in a new light, think about it differently, and discover better ways in which to interact and work together.