ERIC TSUI: It has been reported in the Daily Mail
that a Hong Kong based Japanese venture capital company called
Deep Knowledge recently appointed a robot called
Vital to sit on it's board of directors to predict investment trends.
Vital has the same right and privileges as other board members in the company,
but it is the first robot in the world to be appointed to this position.
SPEAKER 1: Wow, Professor, I thought that robots were only
known for speed and accuracy, not this type of work.
If we cannot make decisions as fast and as intelligent as a robot,
does that mean that we won't have jobs when we graduate in the future?
Professor, how can we deal with such a challenge?
ERIC TSUI: That's a great question.
This is innovation.
It's accelerating all over the world.
We need to understand the underlying factors that lead to these changes.
We've just witnessed the beginning of a lawless revolution.
In the past decade, we have had the information revolution,
but that is still about automation, regardless of whether that
is in an office or in a factory.
Information is often structured, informative,
and can be processed by rules and formulas.
Knowledge, on the other hand, is often unstructured, scattered, implicit,
and embedded in actions people take.
We know fairly well how to manage information,
but we are still learning how to manage and create
knowledge, which is considered to be the principal resources
for future organizations.
Thanks to the printing invention, information
has spread extensively worldwide.
People have access to information in the form of, for example,
books, magazines, papers, et cetera.
With the use of computers, a huge amount of information
can be processed, even when the volume is growing exponentially.
However, such processing is limited to only static and explicit knowledge.
Over the years, although various ICT tools
have been developed to store, organize, and reuse information,
we still need human brain to integrate and make
sense of such information in order to create value.
The more brains we can connect, the more powerful our decisions
and resulting actions can be.
As a transdisciplinary field, knowledge management
is not just concerned with preserving past knowledge, but also
the social and technological processes involved in generating and creating
new knowledge.
Such processes are often associated with rapid generations
of a huge amount of data.
That is why we also need to understand big data
and to recognize it normally resides in a cloud environment.
Research services from IDC has projected by 2020,
the size of the digital universe will reach 40 zetabytes.
The sources will be websites, weblogs, census, and social media.
Big data will challenge the way we generate new knowledge,
the way that we identify causal relationships,
and teach us how to dispense with acceptance and use approximations.
The massive amount of data connections, structured, and unstructured
information and knowledge in the cloud has offered us
new paradigms for decision making.
For example, if we can analyze for cause and effect,
we can discover hidden knowledge in relationships,
and we can execute quick decisions with approximated data.
These paradigms and more will have a profound effect on the way
that we think and make sense of the world.
SPEAKER 2: Wow.
You mean the robot Vital has [INAUDIBLE] all this intelligence
and has access to all of the data it needs to draw on.
That's why it can make fast, accurate, and intelligent decisions.
ERIC TSUI: If you want to know more about knowledge management, knowledge
revolution, open link data, big data, as well as cloud services,
sign up for this course.
We use many examples and cover many applications and case studies.
These you will find very interesting.
SPEAKER 2: Professor, but I do not have a computing backgrounds.
Can I still take this course?
Will I understand what it is about?
ERIC TSUI: Well, don't worry.
This course is not designed just for IT professionals.
We deliver all concept at the business and application levels.
In fact, in the course, we have an overview and introduction
to skills and knowledge required for knowledge workers
in designing new and innovative business services.
These are the learning outcomes.
Number one, understand the road of knowledge management practitioners
in creating value.
Number two, be familiar with the techniques
and tools for capturing, processing, classifying, and organizing knowledge.
Number three, appreciate how to analyze large quantities of knowledge
using analytics.
Number four, grasp the role of social media and technologies
in innovating new business services.
And finally, number five, apply the principles you
have learned to company-based business project.
This course will be delivered by the following four specialists.
Come join us and start a knowledge revolution yourself.