Vice Admiral Phil Wisecup (Ret.) USN Appointed to Kyield Board of Directors

It is truly an honor to share our recent announcement and welcome Vice Admiral Phil Wisecup USN (Ret.) to our board of directors. Phil joins Dr. Robert Neilson who is now special advisor to the board. As their bios only partially reflect, Phil and Rob are exceptional additions to Kyield’s leadership. Read More

Why every company needs a new type of operating system enhanced with artificial intelligence

Even though some companies may seem well positioned, the fundamental economic and business environment is rapidly changing. To the best of my awareness, survival from this point forward will essentially require a strong AI OS for the super majority of organizations. Read More

New E-Book: Ascension to a Higher Level of Performance

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

Discover Kyield on the voyage to CALO (continuously adaptive learning organization)

Consider that learning algorithms are very likely (or soon will be) improving the intelligence quotient and operational efficiency of your chief competitors at an extremely rapid rate. Read More

Yield Management of Knowledge for Industry + FAQs

I decided to share this slightly edited version of a diagram that was part of a presentation we recently completed for an industry leading organization. Based on feedback this may be the most easily understandable graphic we’ve produced to date in communicating the Kyield enterprise system. As part of the same project we published a new FAQs page on our web site that may be of interest. Most of my writing over the past several months has been in private tailored papers and presentations related to our pilot and partner programs. Read More

Five Essential Steps For Strategic (adaptive) Enterprise Computing

Given the spin surrounding big data, duopoly deflection campaigns from incumbents, and a culture of entitlement across the enterprise software ecosystem, the following 5 briefs are offered to provide clarity for improving strategic computing outcomes. Read More

Legacy of the Tōhoku earthquake: Moral imperative to prevent a future Fukushima crisis

An article in the New York Times reminds us once again that without a carefully crafted and highly disciplined governance architecture in place, perceived misalignment of personal interests between individuals and organizations across cultural ecosystems can lead to catastrophic decisions………While not unexpected by those who study crises, rather yet another case where brave individuals raised red flags only to be shouted down by the crowd, the article does provide instructive granularity that should guide senior executives, directors, and policy makers in planning organizational models and enterprise systems. (click to continue to article) Read More

Press release on our enterprise pilot program

We decided to expand our reach on our enterprise pilot program through the electronic PR system so I issued the following BusinessWire release today:

Kyield Announces Pilot Program for Advanced Analytics and Big Data with New Revolutionary BI Platform Read More

Strategic IT Alignment in 2012: Leverage Semantics and Avoid the Caretaker

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