Knowledge Management

What We Can Learn from Medical Technology Industry About Reliable AI

It is quite rare for my two main areas of consultancy – knowledge management and computerised system validation in the pharmaceutical sector – to overlap, but when it comes to AI…

Whilst many companies are still experimenting with prototypes, the medical sector has already established a strict framework for the safe use of these technologies: Good Machine Learning Practice (GMLP).
These ten principles, developed by leading regulatory bodies such as the FDA (US Food and Drug Administration) and the IMDRF (International Medical Device Regulators Forum), provide a blueprint for robust and trustworthy AI systems, not only in the regulated field of medical technology.

Here are the key GMLP principles:

  1. Interdisciplinary teams rather than siloed solutions
    An AI model is only as good as the understanding of its intended purpose. GMLP requires experts from various disciplines to collaborate throughout the entire lifecycle. Engineers, data specialists and the actual end-users must work together to define the clinical or business benefits the AI is intended to deliver, as well as the risks involved.
  2. Sound software engineering and security
    AI is software – and should be treated as such. This means consistently applying best practices in software engineering, cybersecurity and risk management. A methodical design process ensures that decisions are traceable and that the integrity and authenticity of the data are maintained.
  3. Data quality and representativeness
    A common mistake in AI projects is a ‘bias’ in the data. GMLP stipulates that datasets must reflect the actual target population. If, for example, only data from a specific user group is used, the model will fail in the real world. Careful data governance is key here.
  4. Strict separation of training and test data
    To objectively evaluate a model’s performance, the training and test datasets must be strictly independent of one another. This prevents ‘label leakage’ – a phenomenon whereby the model ‘guesses’ the outcome based on hidden clues in the training data, rather than learning genuine patterns. Only through independent testing can it be demonstrated that the AI also works with new, unknown data.
  5. Suitability of reference standards
    Use of the best available (clinical) methods for generating reference data
  6. Tailored model design
    The model design must be suited to the available data and the intended use in order to minimise risks such as overfitting
  7. Focus on human-AI interaction
    In practice, AI rarely operates entirely independently. GMLP therefore focuses on the interaction between humans and machines. It is essential to ensure that users can interpret the AI’s outputs correctly and that no dangerous over-reliance on the system develops. Transparency and clear information about the system’s limitations are essential for this.
  8. (Clinically) Relevant test conditions
    Testing is carried out under conditions that simulate real-world clinical use
  9. Clear user information
    Users are provided with transparent information about the system’s capabilities, limitations and updates/re-training.
  10. Control does not stop after roll-out
    An ML model is not a static product. GMLP requires continuous monitoring of performance in real-world use (‘post-market monitoring’). This allows performance declines caused by changing data patterns (dataset drift) to be detected at an early stage and risks associated with retraining the model to be managed.

At first glance, applying these principles may seem like a lot of work. However, it is just necessary if we should build trust in AI, isn’t it? And for me the main message is: „It is the controlled data quality, stupid“.

The parable of the learning flock of sheep

In my lectures on knowledge management, I have always enjoyed using the story of the learning flock of sheep – based on David Hutchens‘ story Outlearning the Wolves – to develop the characteristics of a learning organisation together with my students. Now my daughter Pauline has made a video out of it – without any AI, which I think makes it all the more beautiful.
Enjoy (duration 5’34 min.).

A German version is also available.

simply explained: Learning Organisation

In what is now the eighth episode of my short series on basic terms and concepts in knowledge management, I take a look at the so-called learning organisation: How does organisational learning differ from individual and collective learning? How does organisational learning manifest itself? What do single-loop, double-loop and deutero learning have to do with it? What are the five disciplines of the learning organisation according to Senge? And finally, what is absorptive and dissemination capacity all about?

Enjoy! (Duration 4’47 min.)
As always, my thanks go to Pauline Tempel for the successful visual implementation!

Forecast to knowledge – recording of WMOOC live session available online

Another recording of a live session of our Knowledge Management MOOC (WMOOC) 2025 is now online. The only one in English at this year’s course. With this live session, we left behind the boundaries of the organization we usually operate within and looked at our topic of KM from a (global) political perspective. It was extremely interesting and stimulating. Thank you very much, Yannick! (Duration 43’40 Min.)

WMOOC Live Sessions in der nächsten Woche

WMOOC Live Sessions in der nächsten Woche
WMOOC

Da wir die Live Session der letzten Woche krankheitsbedingt verschieben mussten, gibt es in dieser Woche gleich zwei Sessions:

Thema 1: From Forecast to Expertise mit Yannick Vogt (Bakboka AG), die Session ist in englischer Sprache.
Yannick ist Mitgründer der Bakboka AG in Zürich, die zukünftige Ereignisse mithilfe einer Expertengemeinschaft antizipiert und dafür die Beobachtungen, Analysen und Prognosen von Experten nutzt, um Veränderungen in fragilen Ländern und Schwellenmärkten zu erkennen. Yannick, der aktuell in Kenia lebt, wird darüber berichten, warum es schwierig ist dieses expert knowledge zu interpretieren und wie der Weg von “Rohdaten” über eine interpretierte Analyse hin zu Wissen führt, auf dessen Grundlage Entscheidungen getroffen werden können.
Termin: Mittwoch, 3. Dezember, 17 Uhr 

Thema 2 (verschoben von 27.11.): The Art of Unlearning: Warum Organisationen nicht nur Wissen aufbauen, sondern auch bewusst Überholtes loslassen müssen mit  Janine Bauer (Transformation Mindset), die Session ist in deutscher Sprache.
Janine ist UNLearning Facilitator und Digital Learning Manager und reflektiert gemeinsam mit uns die Rolle von Unlearning im Wissensmanagement: Was macht Loslassen so schwer – individuell und organisatorisch? Wie kann Unlearning im Alltag und in der Organisation gelebt werden?
Termin: Donnerstag, 4. Dezember, 16 Uhr

Wie immer stehen die Live Sessions allen Interessierten offen, auch denen die (noch) nicht für den WMOOC registriert sind. Bei Interesse bitte einfach bei mir melden, dann schicke ich die Einwahldaten zu. Oder am besten gleich für den WMOOC Newsletter anmelden!

Anatomy of an AI System

Hand on heart: How often when you use the convenience of an AI do you think about the enormous effort behind it?

The AI Anatomy Map is an exploded view diagram that combines and visualizes three central, extractive processes that are required to run a large-scale artificial intelligence system: material resources, human labor, and data using Amazon’s Echo as example. It is worth a deep dive:

Go to the original website to see the picture in full scale.

The role of KM when it comes to innovation

The role of KM when it comes to innovation
Bild erstellt mit Microsoft Copilot

Last week I attended a really inspiring talk held by Patrick Cohendet (HEC Montreal), organized by the Research Network of the KMGN: Knowledge Based Approaches to The Firm: An Idea-Driven Perspective.

What I really liked and what was an excellent food for thought was the conception of Knowledge Management as a bridging funtion between the Generating of (many) Ideas and the Innovation Management. Knowledge Management facilitates the evaluation and filtering of ideas by ensuring that during this process relevant knowledge is available and efficiently used:
„[…] an idea needs to be equipped with various bodies of knowledge in order to become commercially viable. After the initial spark, the “social and cognitive construction of the idea” phase becomes crucial in the ideation journey. The goal is to provide the idea with enough knowledge to form an internally consistent set of concepts and ultimately make it commercially viable.“ (Patrick Cohendet)

So, the question is not – as often asked for in organizations – to clearly distinguish between KM on the one and Innovation Management on the other side. On the contrary, KM is at the very basis and an essential prerequisite for a successful Innovation Management, isn’t it? Always felt, now well explained. Thank you, Patrick!