kam2006 pres

of 28 /28
KAM 2006 Eunika Mercier-Laurent Quo vadis AI & KM ? Eunika Mercier-Laurent Knowledge Innovation® Strategist Knowledge Flow Architect MODEME IAE, Lyon 3 University, KIM & Entovation, AFIA, IFIP

Author: global-innovation-strategies

Post on 21-Jan-2018




0 download

Embed Size (px)


  1. 1. KAM 2006 Eunika Mercier-Laurent Quo vadis AI & KM ? Eunika Mercier-Laurent Knowledge Innovation Strategist Knowledge Flow Architect MODEME IAE, Lyon 3 University, KIM & Entovation, AFIA, IFIP
  2. 2. KAM 2006 Eunika Mercier-Laurent AI 2006 ? Connaissances reprsentation acquisition modlisation ingnierie capitalisation R aisonnem ent inductif par analogie probabiliste et incertain qualitatif et base de modles temporel et spatial volution artificielle IA distribue et multi-agentsprogrammation par contraintes de la langue naturelle rseaux de neurones vision artificiellesystmes experts de la parole dimages du signal programmation logique Traitem ent fouille de donnes interfaces intelligentes environnement interactifs dapprentissage architectures de systmes dIA dcouverte apprentissage automatique 50 years ! http://www.dartmouth.edu/~ai50/ homepage.html KM and AI are interlinked www.afia-france.org
  3. 3. KAM 2006 Eunika Mercier-Laurent AI 2006 Aibo Electrolux Automower Spirit
  4. 4. KAM 2006 Eunika Mercier-Laurent KM (1985-1991) 1991 from problem solving to global flow of knowledge Corporate Visibility semantic navigation Corporate Decision Modus ponens constraint propagation Corporate Memory Repository Corporate modeling Classes/objects semantic networks Existing IS Goal : optimized Kflow
  5. 5. KAM 2006 Eunika Mercier-Laurent Managing the Knowledge Assets into the 21st Century (USA) Knowledge for Development The World Bank (Washington, DC) Knowledge Wave Initiative (New Zealand) 1987 2001+1996 Human Capital Reporting for the Knowledge Economy -OECD Observor (Paris, France) European Union Knowledge Conference (Utrecht, The Netherlands) Study Commission on the Implications of the Knowledge Economy (Beijing, China) Evolution of Knowledge Economies 20001997 1998 Global Knowledge Partnership I (Toronto, Canada) Global Knowledge Partnership II (Kuala Lumpur, Malaysia,) Knowledge Park The Worlds Fair (Hannover, Germany) IC Report for the Nation:Welfare and Security (Stockholm, Sweden,) The IC State of Israel Hidden Values of the Desert (Israel) IC Statements: Towards a Guideline (Copenhagen, Denmark,) National Conference on IC (Lima, Peru) 1999 FASB Guidelines (USA) Brookings Institute Report on Intangibles (USA) Enterprise Value in the Knowledge Economy - OECD (Paris, France) Indicators The World Bank (Washington, DC) Poland Prime Minister & Cabinet Visit (New York, NY) 19941991 Grand Collogue de Perspective (Lyon, France) Western Hemisphere Knowledge Partnership (Boston, MA) US State Dept Briefing on Russia (Washington, DC - USA) The Innovation Nation by the Prime Minister (Singapore) National Intellectual Capital Index TM (UNOPS/ McMaster) E100: Building Collaborative Advantage (NY City, NY) PDVSA Conference (Caracas, Venezuela)
  6. 6. KAM 2006 Eunika Mercier-Laurent Has KM the same meaning as it had 15 years ago? 15 years ago we had two points of view: Management (Drucker, Amidon) and Knowledge processing (AI and cognitive science) (JSeely Brown, Davenport, Wiig). Today there are as many points as domains, some of them converged, but only few understood the deep meaning KM can have.
  7. 7. KAM 2006 Eunika Mercier-Laurent management HR documents design co-design AI ITBusiness Intelligence KM (1996-2000) Separate domains contribution Strong technology push begining of Kbased business Result : Fails Avakening : knowledge is human and re-discovery of the human nature (Lack of feedback from AI !) Context : networks, mondialization, culture mix Human sciences
  8. 8. KAM 2006 Eunika Mercier-Laurent KM Bill Gates definition "I have organized this book around three corporate functions: commerce, knowledge management, business operations." p. xix "Knowledge management is nothing more than managing information flow, getting the right information to the people who need it so that they can act on it quickly." "Business @ the Speed of Though" p. 238
  9. 9. KAM 2006 Eunika Mercier-Laurent Has KM changed in the last 15 years? It grows from experience, but this experience is not yet collective, because of human nature (competition instead of collaborationand KMattitude) From my point of view it evolved from technological push to more human oriented approach, from single problem solving to the quite-global flow, from KM to Knowledge Innovationtrough collective intelligence
  10. 10. KAM 2006 Eunika Mercier-Laurent Do we have the technology to implement KM easily? Not really, because as well research as IT industry does not integrate the needs engineering and discovery into the Kinnovation process (innovation with client). The devices as computers, PDA, cellular phone, PSP, TV have the same functions anddifficulty to communicate, idem for KM software . There is no one able to assist in an intelligent way the human in his/her environment and learn to adapt to what he/has needs (challenge!).
  11. 11. KAM 2006 Eunika Mercier-Laurent ROI of KM? Tangible and untangible We begin to know (ex. D. Skyrme Measuring the value of KnowledgeBusiness Intelligence, 1998, Leif Edvinsons Intellectual Capital ). Two points: some Americans and North- Europeans know the value (and the price!) of knowledge. French and probably others have to put into practice the concept of intangible value.
  12. 12. KAM 2006 Eunika Mercier-Laurent Are there accepted theoretical models for KM? Theoretical models have to be improved through experience. Practical applications could be an excellent field of research investigations. Many of theoretical models are not useful, because of the lack of understanding the complex reality.
  13. 13. KAM 2006 Eunika Mercier-Laurent More questions Is KM changing the way of thinking and working ? What are new values pointed by KM ? Did KM amplify our innovative capability? Did KM influence/improve the sustainability of persons, organizations, countries and planet ?
  14. 14. KAM 2006 Eunika Mercier-Laurent KM Millesime 2006 ? Planetary movement and networks KM = attitudes Holistic 3D KM Knowledge Economy : Kcity real and virtual (Helsinki 2003) KCities, KRegions, KWorld Monterrey 2003 Collective E100 book Knowledge Economy Intelligent devices with AI inside Context : mondialization, culture mix, challenges for society and planet
  15. 15. KAM 2006 Eunika Mercier-Laurent AI Whats next ?
  16. 16. KAM 2006 Eunika Mercier-Laurent Future of AI my dreams Discover our brain capacity (more challenge for AI) Better use of computer capacity (K thinking approach) More collective and multi-domain intelligence (1+1=11) instead of competition Intuitive software
  17. 17. KAM 2006 Eunika Mercier-Laurent Future of AI (& KM) my vision/dream human knowledge cultivators work in perfect synergy with artificial knowledge processors computers (device). They learn from each other. Computers help people by performing the tasks difficult or impossible for human to do in the world where the biological, social and machine components are well balanced, are sustainable indefinitely without destroying the environment, and enhance the human condition.
  18. 18. KAM 2006 Eunika Mercier-Laurent Today and future needs : Safety of persons and systems (cryptography identity management ? intrusion detection, security at home, security of Information Systems), Health, human spare parts Sustainability Services social (loneliness, handicapped, unemployed), trust Future of AI (& KM) ProblemProblem drivendriven researchresearch Today problems are complex challenge : find balanced solution
  19. 19. KAM 2006 Eunika Mercier-Laurent Future of AI (& KM) ProblemProblem drivendriven researchresearch H & C Learning (3W access to K), interactive, with RV, collaboratif learning by playing Ecosystems rediscovery (ancestral knowledge rediscovering instead of inventing new pesticides and artificial fertilisers) RICH Imagination training, interactive games, influence on (bad) comportement ? Intelligent car or new way to move ? intelligent house (recognition of visitors, management of vital fonctions, household appliances, equipment for handicapps..)
  20. 20. KAM 2006 Eunika Mercier-Laurent Future of AI (& KM) my vision (holistic) 3 levels of needs: Individual machine as an amplifier of human capacity and intelligence Organizational Society
  21. 21. KAM 2006 Eunika Mercier-Laurent Future of AI (& KM) Individual level Human-machine collaboration and learning, but what kind of Machine ? Computer ? Device ?
  22. 22. KAM 2006 Eunika Mercier-Laurent Future of AI (& KM) Individual level Intelligent assistant able to Find relevant information and knowledge on demand and push Understand documents/emails, make un abstract Manage my documents, files, emails using my logic NL dialog and RT translation Provide an intelligent tool for illustrations Optimize a travel reservation (global access). access and intelligent navigation in the world knowledge bases (k-based design) Recognize visitors, automatic vacuum cleaner, advice
  23. 23. KAM 2006 Eunika Mercier-Laurent Future of AI (& KM) Entreprise/Organizational level Computers are considered as a source of K are involved in the extended enterprise innovation process nurished by the organized and optimized K flow
  24. 24. KAM 2006 Eunika Mercier-Laurent Future of AI (& KM) Entreprise/Organizational level The same capacity as for individual + Effective management Innovation process (from idea to success) Sharing the learned knowledge relevant to a given point- of-view with relevant people-computers Effective management of intellectual capital, determining who knows what, who needs to know what, and how to learn what is needed
  25. 25. KAM 2006 Eunika Mercier-Laurent Future of AI (& KM) Entreprise/Organizational level Support tools for business intelligence: for finding, checking and sharing knowledge Automated patent similarity determination Automated tools for pattern discovery and knowledge acquisition both at the individual and collective levels Tool for summarizing and generalizing experiences of the company Decision support for all professionals : diagnostic, configuration, problem solving, process control Management of global security
  26. 26. KAM 2006 Eunika Mercier-Laurent Future of AI (& KM) Society Intelligent e-gouvernement Intelligent e-services (administration, tourism, RT education, call centers) Knowledge towns/regions/society Entertainment (intelligent games, travel guide, VR visit of monuments with interaction (touch, smell) Intelligent bank World bank of knowledge and experience
  27. 27. KAM 2006 Eunika Mercier-Laurent FiveFive GenerationsGenerations ofof ManagmentManagment StylesStyles InnovationInnovation StrategyStrategy for The Knowledgefor The Knowledge EconomyEconomy Debra M. Amidon 1997 BHDebra M. Amidon 1997 BH 1st Technology as the Asset 2nd Project as the Asset 3rd Enterprise as the Asset 4th Customer as the Asset 5th Knowledge as the Asset Core Strategy Core Strategy Change Factors Change Factors PerformancePerformance StructureStructure PeoplePeople R&D in Isolation R&D in Isolation Unpredictable Serendipity Unpredictable Serendipity R&D as Overhead R&D as Overhead Hierarchical; Functionally- Driven Hierarchical; Functionally- Driven We/They Competition We/They Competition Link to Business Link to Business Inter- dependence Inter- dependence Cost-Sharing Cost-Sharing Matrix Matrix Proactive Cooperation Proactive Cooperation Technology/ Business Integration Technology/ Business Integration Systematic R&D Management Systematic R&D Management Balancing Risk/Reward Balancing Risk/Reward Distributed Coordination Distributed Coordination Structured Collaboration Structured Collaboration Integration With Customer R&D Integration With Customer R&D Accelerated Discontinuous Global Change Accelerated Discontinuous Global Change Productivity Paradox Productivity Paradox Multi-Dimensional Communities of Practice Multi-Dimensional Communities of Practice Focus on Values and Capability Focus on Values and Capability Collaborative Innovation System Collaborative Innovation System Kaleidoscopic Dynamics Kaleidoscopic Dynamics Intellectual Capacity/ Impact Intellectual Capacity/ Impact Symbiotic Networks Symbiotic Networks Self-Managing Knowledge Workers Self-Managing Knowledge Workers ProcessProcess TechnologyTechnology Minimal Communication Minimal Communication Embryonic Embryonic Project-to- Project Basis Project-to- Project Basis Data-Based Data-Based Purposeful R&D/Portfolio Purposeful R&D/Portfolio Information- Based Information- Based Feedback Loops and information persistence Feedback Loops and information persistence IT as a Competitive Weapon IT as a Competitive Weapon Cross-Boundary Learning and Knowledge Flow Cross-Boundary Learning and Knowledge Flow Intelligent Knowledge Processors Intelligent Knowledge Processors Customer Retention Customer Satisfaction Customer Success
  28. 28. KAM 2006 Eunika Mercier-Laurent Future of KM ? New education for (ELKM) New devices (intelligent assistants of humans) Multidisciplinary applied research 3G Knowledge Economy (competitivity poles or Knowledge Zones ?) Sustainability, prosperity Are you ready to innovate our Future together ?