Day 2 Highlights of the 19th International Conference on Knowledge Management (ICKM) - Kent State Ohio

The 19th International Conference on Knowledge Management (ICKM), Day 2, was an intellectually stimulating experience. From keynote speakers addressing sociodemographics and knowledge sharing to in-depth discussions on AI's impact, the day was packed with valuable insights into how KM can continue evolving in a rapidly changing world as well as more laughter and smiles as we all knew the journey of our face to face interaction was coming to a close.

1. Keynote by Dr. Amy Rosellini - "Sociodemographics and Knowledge Sharing in the Age of Artificial Intelligence.”

Dr. Amy R. kicked off the day with an impactful session on "Sociodemographics and Knowledge Sharing in the Age of Artificial Intelligence", focusing on her research into Pre-Kindergarten Enrollment. She explored how AI is being strategically employed to reduce educational disparities, particularly in underserved communities. By collaborating with Groundwork DFW, her project demonstrated the power of AI-driven automation to streamline enrolment processes, with a spotlight on North Texas, an area marked by significant educational inequities.

What stood out in her presentation was the seamless integration of AI and human-centred approaches. While AI can handle the complexities of automating applications, optimising transportation routes, and improving communication, hiring community members as trusted communicators played an equally crucial role. This human element addressed the challenges of mistrust and misinformation within these communities, highlighting that technology alone cannot solve deeply rooted social issues. Instead, AI complements human efforts, enhancing processes while respecting the need for genuine connections.

Her approach exemplifies something that we at Acies Innovations embody, i.e. how AI and KM can work together for the common good. AI facilitates efficient data management and process optimisation, while Knowledge Management ensures that critical contextual knowledge—like understanding community trust issues and past social dynamics—is effectively leveraged. This synergy between AI and KM is essential for addressing social challenges holistically, ensuring that technological advancements do not overlook the human aspect of progress.

By focusing on social good, Dr Rosellini's work demonstrates that AI, when paired with KM, has the potential to create equitable and sustainable change—ensuring that underserved populations are not left behind but rather empowered through thoughtful, inclusive strategies., where educational disparities are stark. Her emphasis on hiring community members to build trust is a powerful lesson in applying AI to solve real-world problems without losing sight of human connection from the ground up.

2. Brandon Ng - AI in Education. Practice-Oriented Training with the Human Centricity Perspective

In the afternoon session, Brandon Ng from the National University of Singapore directed attention towards the future of education and the transformative role AI can play within it. His presentation provided a comprehensive view of how AI can be integrated into curricula to craft personalised learning experiences, particularly focusing on skills development and technical expertise. Brandon’s candid discussion offered a glimpse into how AI-powered tools can enhance education but with a balanced emphasis on the critical role humans must continue to play.

My key takeaways from his session were:

• Prompt Engineering and AI Hallucinations. He introduced prompt engineering as the "art of communicating with generative LLMs" such as ChatGPT and Gemini. He highlighted potential pitfalls like AI hallucinations, where the models generate inaccurate or misleading information. This underscores the importance of refining how educators and students interact with AI to ensure clarity and reliability.
• Generative AI in Learning. Brandon shared how tools like ChatGPT and Copilot can support coding, data modelling, and the creation of interactive teaching materials, offering more dynamic and engaging learning experiences. He showed how AI-driven platforms can shift traditional teaching methods into more interactive, collaborative formats, promoting practical learning that aligns with real-world applications.
• Human Oversight and Ethical Concerns. While the opportunities AI offers are vast, i like how Brandon stressed the vital role of human oversight. He emphasised the need for ethics in AI, especially in safeguarding the authenticity of student work and maintaining high ethical standards in the use of AI within educational settings. The delicate balance between AI automation and human judgement ensures that quality and integrity are upheld.

One of the standout moments in the presentation was his illustration of how generative AI can assist in content creation. He demonstrated how he used ChatGPT to convert a 33-slide lecture deck into a 23-minute podcast, exemplifying the efficiency AI can bring to educational content generation. This blend of technology and education can potentially redefine how educational resources are developed and disseminated. this has huge potential in the teaching world and in corporate training as well.

The success of AI in education, much like Knowledge Management, depends heavily on people. While AI brings efficiency, speed, and scalability, it is humans who guide its ethical use and responsible integration. In the same way KM relies on human judgement to contextualise and validate knowledge, AI in education must be human-led to ensure that the knowledge shared through AI is accurate, ethical, and in line with educational values. Educators, much like KM professionals, are the ethical gatekeepers who ensure that AI is used as a tool for empowerment, not exploitation.

In the pursuit of social good, AI and KM share a common mission: to leverage technology in a way that serves people, rather than replacing them. In education, this means ensuring that AI supports and enhances human learning, fostering an environment where diverse perspectives are acknowledged, and where equitable access to knowledge is ensured for all learners. AI, when governed by ethical principles and human oversight, can be a powerful force for social good in education, just as it is in knowledge management.

3. Dr Annie Green - The Cognitive Enterprise: The Way it Works!

Dr. Annie Green 's presentation on "The Cognitive Enterprise: The Way it Works!" illuminated the powerful intersection of neuroscience, knowledge management (KM), and artificial intelligence (AI). Her vision of the Cognitive Enterprise underscored how technology, especially AI, acts as a mega enabler within KM, amplifying the potential of quality knowledge to drive strategic and operational success.

Over the past two days, I used Otter.ai to record the conversation and capture the salient points, freeing myself to focus entirely on the discussion. I have always used this during client conversations (with their permission of course) This tool allowed me to rekindle my thought process after the session, as I could review AI-generated transcriptions. This practical example highlighted how AI can enhance our learning experience, letting us absorb information more deeply, and pay full attention to the client, while AI captures key insights seamlessly.

My key takeaways from her session were:

Quality Knowledge. The Core of the Cognitive Enterprise she stressed that quality knowledge is the foundation of a cognitive enterprise, acting as a key driver of value creation. Quality knowledge starts with accurate operational data, structured to ensure clarity, relevancy, and actionability. Her emphasis on refining knowledge sources was pivotal, ensuring that only validated and pertinent information is utilised to inform decision-making, thus improving organisational performance and adaptability.

Knowledge as the Value-Creation Engine of an Enterprise. Dr Green reiterated that knowledge is not just an organisational asset but the engine through which value is created and sustained. A major point was the need to make tacit and unconscious knowledge explicit, so it can be systematically utilised across the enterprise. She emphasised the construction of structured knowledge databases tied to key performance metrics—such as customer satisfaction and employee competence—integrating knowledge management as a key enabler for organisational competitiveness.

My Artificial Enterprise (MAE). A Vision for Future Enterprises Dr Green introduced My Artificial Enterprise (MAE) (copyright) as a model for future organisations powered by augmented intelligence. MAE is designed to not only capture knowledge but also process it, refine it, and transform it into actionable insights through AI systems. She demonstrated how MAE integrates human intellect with AI to optimise business processes, enhance customer engagement, and boost operational efficiency. This model provides a framework for how organisations can structure themselves to fully benefit from the seamless integration of AI and KM.

Technology. A Mega Enabler in Knowledge Management. Dr Green's presentation reinforced the concept that technology, and specifically AI, is the ultimate enabler within KM. Through AI, organisations are able to scale KM practices, ensuring the efficient handling of large volumes of information while making better-informed decisions. In my own experience during the session, using Otter.ai was a perfect example of how technology can be employed to capture knowledge in real-time, allowing me to focus entirely on the presentation while the AI ensured that key insights weren’t missed. This approach to knowledge capture allows individuals to actively engage in the present moment, with the confidence that the AI is recording and organising information for future use. The fusion of AI and KM truly transforms knowledge from a static resource into a dynamic asset that drives innovation and growth.

Dr Green’s insights challenged us to rethink traditional approaches to KM and see how technology is not only a tool but a critical enabler for building smarter, more agile, and responsive organisations. She left the us with a clear message: in the cognitive enterprise, AI and KM must work hand-in-hand to unlock the full potential of human and artificial intelligence, ensuring organisations remain competitive and resilient in an ever-changing environment.

4. Rajesh Singh Dhillon - Co-Producing Knowledge for the Common Good, Strategies for Inclusive and Equitable Knowledge Management

Finally, I had the privilege of presenting “Co-Producing Knowledge for the Common Good, Strategies for Inclusive and Equitable Knowledge Management”. A paper co-written by and I. The presentation highlighted the essential role that diversity, equity, and inclusion (DEI) play within Knowledge Management frameworks, illustrating how organisations can thrive by embedding DEI into their knowledge-sharing practices. Drawing on the metaphor of a jungle, I compared thriving ecosystems to successful organisations—both flourish through diverse relationships and balanced interactions. Similarly, organisations benefit immensely when inclusive knowledge-sharing environments are cultivated, allowing diverse perspectives and ideas to flow freely.

Why DEI is Essential in Knowledge Management

In the context of KM, DEI is not just a matter of representation or meeting quotas; it is about creating resilient, innovative, and equitable structures that empower all individuals within an organisation to share, access, and transfer knowledge. Knowledge sharing depends on trust, collaboration, and engagement, and these are only fostered in environments where diversity is not just acknowledged, but celebrated, and where equity and inclusion ensure that everyone’s knowledge is valued equally. DEI brings a richness of perspectives and experiences that strengthens decision-making and enriches the knowledge base, driving innovation and operational resilience.

The Five Pillars of Operationalising DEI in KM

During the presentation, I outlined the five pillars that form the foundation of operationalising DEI within KM frameworks:

1. Awareness and Inclusion. Ensuring that every individual in the organisation is aware of the value of diverse perspectives and that inclusion is woven into the organisational culture.
2. Diversity Representation. Actively ensuring that the organisation reflects a broad range of experiences, backgrounds, and viewpoints, particularly in knowledge-sharing roles.
3. Access. Creating knowledge-sharing platforms that are accessible to all employees, breaking down barriers to equitable participation and ensuring that all voices are heard.
4. Collaboration and Psychological Safety. Fostering an environment where employees feel safe to share their knowledge and ideas without fear of judgment, which is essential for effective collaboration and innovation.
5. Measurement and Accountability. Tracking and measuring the impact of DEI initiatives within KM, ensuring that progress is consistently evaluated and aligned with strategic objectives.

KM as an Enabler for DEI

KM plays a pivotal role in enabling DEI initiatives by acting as a platform for inclusive knowledge-sharing. KM systems should be designed to integrate diverse perspectives, ensuring that knowledge transfer is not dominated by a single group but reflects the collective intelligence of the entire organisation. By doing so, organisations can create equitable knowledge ecosystems where contributions from all employees—regardless of background—are valued and leveraged for the common good.

KM also acts as a bridge between DEI goals and operational success, enabling organisations to tap into the full potential of their workforce. With custom Key Performance Indicators , organisations can track the participation rates of diverse groups in knowledge-sharing activities, ensuring that inclusion is not only encouraged but also monitored and continuously improved.

Strategic Integration of DEI and KM

To ensure long-term success, DEI must be fully integrated into KM strategies, aligning diversity with knowledge-sharing practices to drive innovation and operational excellence. My presentation offered a call to action for organisations to embrace strategic DEI-KM integration, which involves:

• Embedding DEI principles into daily KM practices to foster equitable knowledge transfer.
• Measuring impact beyond metrics, focusing on the tangible results of DEI initiatives in enhancing collaboration and innovation.
• Building a culture of agility and adaptability that embraces diversity as a strength, and ensures accountability and transparency in how DEI and KM are integrated.

By co-producing knowledge through DEI and KM, organisations create an environment where knowledge is not only shared but co-created, driving the common good and ensuring resilience in an increasingly complex and interconnected world.

KM deserves a seat at the BIG table.

In conclusion, Day 2 of ICKM 2024 underscored the importance of human-centered AI and the integration of inclusive KM practices as essential components for the future of organisational success. These insights will deeply continue to influence how we at Acies Innovations continue to support organisations in using KM, not merely as a support function, but as a key driver of strategic value.

Beyond the valuable presentations and discussions, the face-to-face interactions with professionals from across sectors—whether in KM, HR, education, or humanitarian work—serve as powerful reminders of the impact that such conferences can have on individuals and organisations alike. The connections made, the knowledge exchanged, and the collaborative spirit fostered in person are irreplaceable. It is through these direct encounters that we enrich our understanding and broaden our perspectives, laying the groundwork for continued growth and innovation within our fields.

Unfortunately, KM conferences have seen a declining participation rate in recent years, yet these events are the backbone and bedrock of the KM community. We must not lose sight of their value. It is time to return to these gatherings with renewed vigour, recognising that KM deserves a seat at the BIG table. Knowledge management should be seen not as a supporting player, but as an integral part of organisational strategy—driving innovation, resilience, and long-term success.