Exploring the Frontier of Knowledge Management with GPTs: A Global Roundtable Insight I had the privilege of leading today an enlightening Knowledge Management Global Network roundtable event, focusing on the transformative potential of GPTs visinaring the future of knowledge work and knowledge management. Joined by esteemed experts from across the globe—including Ron Young, David Gurteen, Obhi Chatterjee, dragan petrov, and Larriza Thurler—we delved into how GPTs can revolutionize both our professional and personal knowledge-based tasks. At the heart of GPTs lie three core components: instructions, data, and knowledge. When synergized, they unlock extraordinary capabilities, guiding us through complex processes, surfacing new information, collecting data, and offering recommendations on how to proceed. This technology stands not just as a complement to human effort but as a systematic enhancer of our cognitive processes, sharpening our insights and enabling more organized, efficient thought. Our discussions spanned a wide array of applications, from generating market materials from transcripts to aiding in decision-making processes. The versatility of GPTs promises advancements in addressing cognitive biases, enhancing knowledge retention, and much more. Yet, with great potential comes great responsibility. The experts and attendees alike voiced concerns over selecting appropriate GPTs from the GPT store, the importance of developing private GPTs with care, and the need for cautious, responsible implementation taking all business aspects into consideration (ethics, data authentication, etc.). We are on the cusp of a knowledge revolution, fueled by advancements in General AI and, specifically, GPTs. While the path forward is vast and uncharted, our roundtable has confirmed that we are indeed embarking on a transformative journey—a journey towards a future where knowledge and understanding are more accessible and actionable than ever before. Let us embrace this journey with open minds and a commitment to responsible innovation. The future of knowledge management is bright, and together, we can shape it for the better. Thank you Annie Green for together leading these KMGN series. Previous Item Next Item

Enhancing the Effectiveness of Co-creation Since time immemorial, human beings have engaged in communication, forging connections, fostering collaboration, and even partaking in co-creation. Given this historical backdrop, one might assume that we have mastered the art of co-creation. Yet, all too often, reality paints a different picture. Why is this so? The dawn of the digital era and its subsequent connectivity, paradoxically, often hamper genuine communication owing to language barriers, virtual meetings, accents, and so forth. Moreover, individuals often grapple with forging connections, respect, and trust with outsiders, those with whom we do not regularly interact, be they customers or people from other units or organizations. In other cases, collaboration is hampered by an imbalance between short-term and long-term agendas. This litany of reasons, or dare I say, excuses, elucidates why co-creation often fails to reach its full potential. So, how can we amplify the impact of co-creation? Madanmohan Rao, during the course on New Collaboration organized by the Knowledge Management Global Network, proposed some thought-provoking insights on this subject. There are five areas of focus that we can cultivate to enhance the effect of co-creation: Activities: Endeavor to foster frequent activities and ensure that the level of participation is optimal. Process: Streamline and improve collaboration. Seek methods to refine the ideation process. People: Ascertain that those involved continually acquire new skills and knowledge. This will not only heighten their engagement but will also enrich the co-creation process. Project: Ensure that tangible deliverables are produced, whether products, services, or other forms of commodities, as a result of the co-creation process. Culture: Commit to nurturing an open-minded, proactive, and resilient culture. Does this seem overwhelming? Start by addressing the two areas where you perceive the most substantial gaps. With this focus, remarkable co-creation should naturally and swiftly follow. Previous Item Next Item

Value At first, we were taught that value equals benefits. We translated it into functions we provide in a product, service, or relationship. Years passed, and the equation changed, adding the cost to the value. Something is valuable to me, depending on what I have to pay, whether money, time, or any other effort. It didn't change the basic idea, however, it added a level of cleverness. Yes, efforts matter to the value itself and cannot be separated. These years, again, the equation is refined. Instead of speaking of benefits and what we provide, one should think about outcomes solely from the user or customer's perspective- what's in it for them. What do they get? That is the base for design thinking, digital transformation, and almost every new updated, relevant business model. I want to claim that there is a place for another level of refinement. When we think about the outcome, let us divide it into two, separating the functional and emotional outcomes. Why? Because the emotional outcome turns out to be more essential and significant, turning, many times to be a differentiator between the leading solution and all others. Such may do with how easy it is to consume a service, how independent the customer feels, how satisfied or he is when exposing the knowledge we offer, and how innovative it makes her feel using it. The emotional outcome is relevant to KM activities, as well as to any other product or service. So from today, when you define and suggest any solution and think about the value, think about a triangle-based value model: cost, functional outcome, and emotional outcome. One more step to leveraged KM solutions. Previous Item Next Item

Gamification Yes- gamification is sexy. We really like it when we are exposed to gamification (in the right balance) in the workplace. Many of us, however, feel less happy when we are requested to plan and embed a game in next week’s meeting. It indeed may be stressful to prepare a proper game that will both be enjoyable and serve a defined objective. Today, in the Knowledge Management Global Network new collaboration, we discussed gamification, and even more specifically, one type of gamification- adding games to boost the connection between stakeholders. Paul Dedkov led the discussion, sharing his two decades of experience. Three words, that’s all we have to remember: Challenge, Feedback, and Reward. If we understand and implement these three- we crack and win it! Challenge: When planning a game, we must design the difficulty level, increasing it for those expert players. Think of the game flow. If it is too easy- people will feel bored; however, if it is over complicated- we lose them as well. Feedback: Verify that you have ways to feedback to the players on their progress and success. Reward: Soft. Seek ways to see that people feel pride in winning, for example, expressing belonging, etc. Seek joy, which can be obtained through, for example, a funny process. When we plan the challenge, feedback, and reward, it will help if we understand the users' archetype- are they friendly? Are they fighters? Are they hunters? Or are they game collectors? One tip I want to add to make it even easier and more successful: Focus on the strategy, as explained above, however, implement using digital game generators such as genia.ly or wordwall.net. It will provide you with endless ideas for games, and the level of the product will be upgraded. Significantly. Have fun! Previous Item Next Item

Mindflex: The Power of Flexible Thinking in Collaboration The term mindflex stands as an abbreviation for mind+flexibility. Why should our mind benefit from being more flexible? We look at our minds as fabulous machines, and for a good reason. They hold our values, beliefs, and attitudes. They also control our memory (data, information, and knowledge) and guide our understanding. However, in real life, there are situations where conflicts occur between two interests (what will benefit me more- standing in for my values or my convenience); sometimes conflicts arise between values or attitudes, etc. The ability to bridge these and hold parallel thinking, preferring the "and" on the "or", both patterns can exist together, dramatically improving the decisions we make and how we feel. My main takeaways: Mindflex is not only between you and me. It also improves the "me and me". It changes how we used to think about finding compromises, to finding new ways where both interests are achieved with no need for compromising. Mindflex catalyzes collaboration; however, collaboration also catalyzes mindflex, as it gives us the dimension of critical thinking, opening us to new directions. Thank you, Arthur Shelley, for being so enthusiastic about this topic and for sharing it through the 4th session of Knowledge Management Global Network 's course. Previous Item Next Item

Do we still need Knowledge Managers in the era of AI? AI is shaking the foundations of Knowledge Management. Tasks we once owned - storing, classifying, connecting, even summarizing - can be automated, often done better by AI agents. Sense-making, decision-making, and facilitation (such as lessons learned) will rest with knowledge workers themselves, supported by AI. So what remains for us? I believe the future role of KM is less about execution, and more about: Architecting hashtag#ecosystems at the strategic level - setting the frameworks, flows, and governance that make knowledge usable and sustainable. Guarding ethics and transparency - establishing principles and guardrails so knowledge use remains fair and responsible. Integrating across silos - keeping the big picture connected, so knowledge becomes true organizational intelligence. Not part of the daily loop anymore, but rather like doctors - not in every home, yet called in when the need is real and critical. Yes, a new era is waiting just around the corner. Let’s be brave enough to step into it. Previous Item Next Item

When IT Meets Knowledge Management: The Six Faces of GenAI Adoption When organizations say they’re “implementing Generative AI,” they may be referring to very different things. From a Knowledge Management perspective, we typically encounter six main categories, and in each, our role as KM professionals changes. Enhanced Software Tools: Familiar platforms we already use (document management, search engines, customer service systems, development tools) now come with AI-powered upgrades. Here, IT leads, and KM supports integration and purposeful use. AI-Specific Tools: New solutions like ChatGPT, Gemini, Claude, GAMA, Midjourney, or chatbot management systems built on organizational content. Again, IT leads and KM ensures responsible and relevant application. Automation Agents (RPA-like): AI agents that automate repetitive tasks. IT drives efficiency; KM ensures that what’s being automated reflects accurate, current, and meaningful knowledge processes. These first three categories are technology-driven, typically led by IT teams. But in the next three, KM steps into the spotlight. Data-Based AI Agents: Agents trained on structured and unstructured information repositories to retrieve and provide answers. IT usually leads the technical setup, while KM ensures content quality, metadata accuracy, context alignment, and prompt optimization. The smarter the data, the smarter the agent. AI Adoption & Learning: Guiding employees and teams to use AI effectively in their day-to-day knowledge work. KM professionals, with their deep understanding of human, organizational, and learning dynamics, bridge people and machines — ensuring adoption with purpose, trust, and insight. Knowledge-Based Intelligent Agents – The next level. These agents don’t just retrieve information — they think with it. Built from expert insights and organizational logic, they represent how professionals analyze, reason, and decide. Developing them requires capturing true knowledge, structuring tacit expertise, and translating it into machine-understandable reasoning. This is where KM’s distinctive value becomes strategic. As Knowledge Managers, we are not just supporting AI adoption, we are shaping it. By structuring knowledge, connecting people and technology, and embedding intelligence into processes, we turn AI from a tool into a trusted partner in organizational knowledge. P.S. And if you’d like to see how it actually works in practice, feel free to reach out. Previous Item Next Item

Embracing the AI Revolution: Transforming Knowledge Work - TOGETHER! 2023 was a revolutionary year for us as KMers. Month after month, sometimes week after week, we were amazed by the new capabilities of Generative AI. We kept reminding ourselves that it’s only a tool, yet we sensed—and later understood—that, like the Internet, Generative AI is much more than just a tool. Both are Game Changers. Moving forward alone is rarely wise, especially when the revolution is profound. So late last year, I called on organizations and software vendors to join me in a coalition to explore the possibilities of revolutionary knowledge work in the age of Generative AI. It took time to gather relevant participants who were willing to think together, experiment on an organizational level, and share their results and learnings with everyone. We prioritized three key topics: Decision-making processes Locating experts Working with files In May 2024, we completed our work and had initial, applicable ideas that we experimented with. We are excited to share them with everyone and invite the community to help turn these dreams into reality. In the coming weeks, we will share posts on each of these topics, all hashtagged AI Coalition. Stay tuned! Last but not least, I want to thank our team leaders and members from all over the world, including Susan Montgomery Montogromy from Mott MacDonald (USA), Maytal Rubinstein, and Maya Shaked from Siemens (Israel), Dragan Petrov from QME (Romania), Michael Greenhow from Ondexx (Canada), and ROM Global representatives Kristina Mirchuk (Spain), Larriza Thurler (Brazil), Alex Bennet (Alex & David Bennet- USA), Israel Fischer (Israel), and me. Cheers! With ongoing collaborations like Knowledge Management Global Network and ROM Global AI Coalition, we are on the right path to achieving knowledge-based prosperity in organizations and life. Previous Item Next Item

Generative AI and Tacit Knowledge - Strangers or Friends? Today, in our Knowledge Management Global Network course on leveraging the value creation of tacit knowledge, we delved into the intersection of knowledge and tacit knowledge within Generative AI and its practical implications. To make a long story short, Generative AI can exhibit knowledge and even deep knowledge. But can we address it as tacit knowledge? The current definitions and attributes must be updated if we want a definitive answer. For more details ("light" theory), check out this video . As for the practical usage of Generative AI to leverage business value, we identified 8 categories of usage: Consulting Generative AI to tap into our unconscious Embedding the usage of Generative AI in all stages of brainstorming sessions Utilizing Generative AI to synthesize content and derive new understandings, exploring known and new topics Designing Generative AI Knowledge-Driven Intelligent Agents to assist in performing KM activities that require high levels of tacit knowledge (like knowledge retention and lessons learned) Utilizing Generative AI to assist in pattern recognition Using AI in data analysis activities (both insights highlighting and visualization) Utilizing Generative AI in Social Network Analysis (SNA) Freeing up our time and attention by performing routine work, allowing us to human-leverage the value creation of tacit knowledge We are certainly in a new era. Those of us who are quick and intelligent enough to augment human advantages with machine ones will lead the next generation of knowledge management. Previous Item Next Item

The new collaboration And here we start again a Knowledge Management Global Network course, and this year on the new collaboration. Many people I know asked themselves, some even asking me why? The truth? Don't we know how to collaborate? Don't we even practice it daily? So...yes and no. Yes, we have experience working together; we all have invested thoughts and time in the past years in teamworking, so we now have to work productively through teams. But-No! Working in teams is not collaboration. It is something similar, however, different. Working in teams, everyone has their role and responsibility; people synchronize. Collaboration is a different league. Collaboration involves teamwork; however, thinking and decision-making are also performed together in collaboration. And that is a vast difference (thank you Bernard Marr). What is my main takeaway from the session? Successful collaboration is managed collaboration (Thank you Madanmohan Rao). It enables efficient collaboration. But more important- it enables effective collaboration, having more and better outcomes and turning collaboration into part of our organizational and personal DNA. Previous Item Next Item

Unlocking Generative AI for Real-World Management Success We all know that Generative AI has the potential to revolutionize work across industries, even assisting organizations in their day-to-day operations. Yet, many people struggle to see how it could specifically change their roles. So, how does this influence the way we approach GEN AI education in organizations, particularly 1:1 management training? What have we learned at ROM Global from conducting dozens of management sessions? Starting point: Managers often come with basic knowledge of GEN AI and its potential. However, many hesitate to embrace it fully. While they may not admit it outright, there’s often a reluctance to trust that AI can make decisions as effectively as they can. What’s the breakthrough? We found a significant shift in perception when we asked them to share a delicate or complex management decision. By guiding them to use conversational GEN AI responsibly—offering all relevant details but excluding sensitive information—they witness the magic firsthand. GEN AI's recommendations not only introduce options they hadn’t considered but also provide nuanced solutions that factor in the “softer” aspects of decision-making. Even as knowledge managers, aware that GEN AI is “just” synthesizing the world's knowledge, we are constantly amazed by how accurate and valuable the outcomes are. The blend of human expertise and AI intelligence is a powerful combination. The bottom line: If you want to succeed in real-world GEN AI education, begin with the most challenging decision they face today and let GEN AI take the lead from there. Previous Item Next Item

Communities Of Practice: Unleashing Tacit Knowledge for Business Value Communities of Practice (CoPs) have always been celebrated as a cornerstone of Knowledge Management. In today's Knowledge Management Global Network course on "Leveraging Business Value Creation of Tacit Knowledge," Stan Garfield led the session focusing on Communities of Practice. "Don’t wait for things to happen. Community leaders must help them happen," Stan emphasized. When someone poses a great question, responses often unveil tacit knowledge that the responder might not have even recognized they possessed. Such questions can ignite the minds of all participants, leading to the discovery of valuable tacit knowledge treasures. Strategies to proactively foster this process to enhance business value creation may include: WHO: Encourage individuals with diverse knowledge, experiences, cultures, and roles to join the community. Diversity breeds perspective, generating questions that unearth tacit insights. WHAT 1: Deepen Existing Discussions: As community leaders, we can link to ongoing conversations, posing deeper questions to tap into tacit knowledge. Initiate New Discussions: Share emerging trends, innovative use cases, and articles to spark discussions about their practical applications. WHAT 2: Conduct community meetings or SubjectMatterExpert interviews focused on torytelling or case analysis to share complex problem-solving anddecision-making scenarios. Knowledge Documentation: Lastly, curate and structure the tacit knowledge gathered, transforming it into an easily reusable and accessible resource. CoPs are natural havens for tacit knowledge to surface, yet it's up to the leaders to elevate these opportunities into organizational business assets. 🚀 Previous Item Next Item