Stan Garfield

Oct 6, 2021

14 min read

Originally published October 6, 2021

Background

Experience

  • George Mason University — Digital Transformation, Data Governance Specialist, 2019–Present
  • Seed First L.L.C. — CEO, Knowledge Strategist/Architect, 2006–Present: Knowledge Assessment, Evaluations, System Architecture, Taxonomy Development and Knowledge Measurements and Indicators.
  • The George Washington University — Assistant Professorial Lecturer, 1990–Present
  • Georgetown University School of Continuing Studies — Program Director, Managing Artificial Intelligence Certificate, 2018–2019
  • Kent State University — Instructor, 2011–2013
  • General Services Administration: PBS — Sr Consultant/KM Strategist, 2006–2007
  • SRA International — Health Systems SBU Process Director, 1997–2002

Education

  • The George Washington University — D.Sc., Knowledge Management and Educational Technology Leadership, 2004
  • George Mason University — MSIS, Information and Systems Engineering and Artificial Intelligence, 1988
  • Virginia Commonwealth University — BS, Biology, 1979

Profiles

Content

  • LinkedIn
  1. Articles
  2. Posts

Articles

  1. Measuring Organization Vitals that are Essential to Sustain the Life of the Organization
  2. Intangible asset knowledge: The conjugality of business intelligence (BI) and business operational data
  3. Intangible assets in plain business language
  4. Business information — A natural path to business intelligence: Knowing what to capture
  5. The starting block: Enterprise (business) intelligence — Evolving towards knowledge valuation
  6. Building blocks to a knowledge valuation system (KVS)
  7. The transformation of business knowledge into intangible assets
  8. A framework of intangible valuation areas (FIVA): Aligning business strategy and intangible assets with Julie J. C. H. Ryan
  9. Prioritization of value drivers of intangible assets for use in enterprise balance scorecard valuation models of information technology (IT) firms
  1. A framework of intangible valuation areas and antecedents with Andreas N. Andreou and Michael Stankosky
  2. VINE Journal of Information and Knowledge Management Systems — Knowledge Valuation Portfolio Editor
  1. Building Artificial Intelligence into a Business
  2. Value Pathways to Strategy Formulation
  3. Artificial Intelligence and Firm Strategy

Enterprise Strategy & Artificial Intelligence Uncovered

  • Customer: The associations (e.g., loyalty, satisfaction, longevity, etc.) an enterprise has built with consumers of its goods and services
  • Competitor: The position (e.g., reputation, market share, name recognition, image) an enterprise has built in the business marketplace
  • Employee: The collective capabilities (e.g., knowledge, skill, competence, know-how) of an enterprise’s employees
  • Information: An enterprise’s ability to collect and disseminate its information and knowledge in the right form to the right people at the right time
  • Partner: the associations (financial, strategic, authority, power) an enterprise has established with external individuals and organizations (e.g., consultants, customers, suppliers, allies, competitors) in pursuit of advantageous outcomes
  • Process: An enterprise’s ability (e.g., policies, procedures, methodologies, techniques) to leverage the ways in which the enterprise operates and creates value for its employees and customers
  • Product/Service: An enterprise’s ability to develop and deliver its offerings (i.e., products and services) that reflects an understanding of market and customer requirements, expectations, and desires
  • Technology: The databases, hardware, and software an enterprise has invested in to support its operations, management, and future growth and renewal
  • Foundation Information: Routine measures such as cash flow and liquidity projections, which, when normal, basically do not tell much; however, when not normal, indicate a problem that needs to be identified.
  • Productivity Information: Measures that deal with performance of key resources. These measures must also include the total-factor productivity, which means that they should provide the value-add of all costs, including the cost of capital.
  • Competence Information: Measures associated with core competencies that link market or customer value with special skills and abilities of the producer or supplier of products and services.
  • Resource-Allocation Information: Measures associated with the allocation of scarce resources, such as capital and performing people.
  • Understand the context of AI, as AI has many guises.
  • Understand the role of the strategy, as it is what is transferred to the essential functions and workforce of the entire enterprise.
  • Have an architecture of the enterprise, which may or may not be a major impact, as enterprises have employed enterprise architecture for years. It would depend on the integrity of the architecture and if it adequately represents the enterprise current state.
  • Engage its leadership and management to ensure it does not work in a vacuum of what it perceives to be the mind of its leadership and management or that it does not build theory void of practical experience.
  • Just like in a healthy human, the mind, brain, and body, interact to enhance functionality in humans. Recognize that the enterprise leadership and management (mind), strategy (brain), and workforce (body), interact to improve the performance of the enterprise.
  • Know that the strategy consolidates, simplifies, and anticipates, as it is the monitoring tool that promotes efficiency and serves a purpose to protect and/or adapt a dynamic living enterprise.
  • Be cognizant of the vulnerability of the data and the algorithms, as their variables and interactions affect the efficacy of the enterprise strategy.
  • Just as the brain’s job is to regulate all stress and return balance to the internal milieu, the enterprise strategy’s job is to regulate all strengths, weaknesses, opportunities, and threats, to sustain or improve the enterprise environment.
  • Understand that the optimum state is to have leadership and management and the workforce to share the same goals and objectives, to communicate well, and to complement each other.

Interviews

Conferences and Presentations

  1. Webinar
  2. PLANT the Right Seeds to GROW: A Harvest of Knowledge
  3. Onsite Event
  4. Summary by Guy St. Clair
  5. Summary by Kent State University
  6. LinkedIn Group
  1. 2010 Planting Seeds to Harvest Knowledge
  2. 2020 A401 — AI Landscape in KM with Tony Rhem
  1. 2021 Reviewers
  2. A Big Thank You to our Amazing 2021 Thailand MIKE Award International Experts

Videos

Books

Editor

  1. Chapter 8: The Organizational Body Gets an Intelligent Brain
  2. Chapter 19: Driving Change Using Knowledge Management — Lessons Learned from an Unidentified Organization
  1. Extract
  2. Chapter 10: The Cognizant Organization
  1. Google Book
  2. Volume 1
  3. Volume 2

Chapter Author