I just completed an extensive e-book for customers and prospective customers, which should be of interest to all senior management teams in all sectors as the content impacts every aspect of individual and corporate performance.
Ascension to a Higher Level of Performance
The Kyield OS: A Unified AI System Read More
A new video on Kyield Enterprise discussing the adaptive nature of the system with data tailored to each entity on a continuous basis. Read More
A very interesting development occurred on the way to the neural network economy: The interests of the software vendor and the customer diverged, circled back and then collided, leaving many executives stunned and confused.
The business model in the early years of software was relatively simple. Whether an individual or enterprise, if the customer didn’t adopt the proprietary standard that provided interoperability, the customer was left behind and couldn’t compete. This was a no brainer—we all adopted. By winning the proprietary standard in any given software segment, market leaders were able to deliver amazing improvements in productivity at relatively low cost while maintaining some of the highest profit margins in the history of business. This model worked remarkably well for a generation, but as is often the case technology evolved more rapidly than business models and incumbent cultures could adapt, so incumbents relied on lock-in tactics to protect the corporation, profit, jobs, and in some cases perhaps national trade……. Read More
On analyzing technology and software patents…..One of the most destructive messages our culture broadcasts is that anything that cannot be reduced to 140 characters shouldn’t move forward. If that were true, most important technology companies wouldn’t exist……. Many large software companies, software developers, venture capitalists, and academics have publicly denounced intellectual property rights for software and processes. While each of the common arguments have valid points, and I do believe we need foundational reform in IP, part of which is reflected in Kyield, I see a much higher probability of technical innovation providing solutions to these challenges than our current political system. Read More
My key patent for Kyield was issued today by the USPTO as scheduled earlier this month.
Title: Modular system for optimizing knowledge yield in the digital workplace
Abstract: A networked computer system, architecture, and method are provided for optimizing human and intellectual capital in the digital workplace environment.
To view our press release go here
To view the actual patent go here
I will post an article when time allows on the importance of this technology and IP, and perhaps one on the experience with the patent system. Thanks, MM Read More
The word disruption has multiple meanings in global business with the most commonly used definition some variation of “the act of interrupting continuity”. Within the context of logistics, supply chain, manufacturing, IT, and other business operations, disruption is obviously an experience managers work diligently to avoid. A good example of a recent operational disruption was caused by the Sendai quake and tsunami, a natural disaster which was unpreventable, but predictable and therefore can be mitigated with careful risk management planning.
In the context of innovation, however, and long-term economic survival, disruption can be paradoxical when “the act of interrupting continuity” of tightly controlled markets, stale products, and outdated business models is not an evil, but rather can be a savior to businesses, ecosystems, and economies, preventing eventual operational disruption, or as we’ve seen in many cases—complete failure. Read More
The low cost of replication in digitization of products has long been known to be seriously disruptive in the music and publishing industries. However, the conflict between low cost replication of business software and customer differentiation relative to the broader economy is not generally well understood, although vitally important. Read More
If the financial crisis confirmed anything, it is that the majority of humans are followers, not leaders, and that leaders throughout our society have yet to capture the significance of technology to their members and organizations.
One of the primary causal factors cited by thought leaders in studying crises is poor leadership, to include those who accept misaligned or conflicted interests. When we see “skimming off the top” in others we label it corruption, yet few see it in themselves at all, or choose to ignore it, resulting in the same outcome. While balance is obviously needed for survival—indeed managing that balance well is key for modern leaders, when we over-emphasize short-term profits, we then elevate the influence and power of those who are skilled at winning very short-term battles, rather than long-term wars. I have personally experienced that strategy in organizations and observed it in many others; it doesn’t end well. Read More
A 2 min elevator pitch on enterprise semantics for semanticweb.com Read More
A topic of considerable discussion, debate, and thought for a great many of us long before a series of ever larger crises, the Santa Fe Institute (SFI) chose the theme of complexity in regulation for their annual meeting, which just concluded. I was fortunate enough to attend last year’s 25th anniversary meeting at SFI, but this year I was only able to view the final full day via webcast, which was excellent. Prior to sharing my thoughts on the important topic of simplifying regulation in a future post, which will be covered more extensively in my book in progress, I want to focus a bit on SFI.
The official SFI about page can be found here, although having written many of these descriptions myself; I’ve yet to write or read one that captures the essence of the organization, people, or contributions, so please allow the liberty of a few additional lines in first person.
I have been following SFI regularly for 15 years, and since moving to Santa Fe nearly two years ago have had many interactions. SFI essentially pioneered complexity as a discipline, but is also a proponent of what I now refer to in my own work as a mega disciplinary approach to truth seeking, without which frankly many researchers and their cultures can become blinded.
One of several strengths of SFI is their ability to draw from a very broad universe of scholars, each of whom is a leading expert in a specific discipline, but also shares an interest in both complexity theory—which affects everything else, as well as the need to work across disciplines in order to learn from each.
The intimate size and environment of SFI is I believe why so many leading scholars contribute and engage. After living in Santa Fe, visiting the campus and attending multiple events, with a great many exchanges with larger institutions, I can certainly understand the appeal for permanent faculty, visiting scholars, post docs, and business network members. Read More
