Dont forget 'Organisational Culture' which revolves around 'People'. There must be a people centred strategy towards knowledge or intelligence creation. The organisational culture must be conducive.

Technology is another component. We are now moving towards Artificial Intelligence.

Thank you professor Suknunan very much for your response. According to your answer, I have added the cultural investment component to my work and I am also adding help to emotional capital and organizational culture.

Organizational intelligence refers to an organisation's collective intelligence and capabilities to gather, process, interpret, and use information effectively for decision-making and problem-solving. Several key components contribute to the development of organizational intelligence. Here are the main components:

By integrating these components effectively, organizations can enhance their organizational intelligence, enabling them to make more informed decisions, identify opportunities, mitigate risks, and adapt to changing environments

hello, thanks due to perfect describe.

Farshideh Fathi Hafshejani,

Treat the organization as a single living organism. It needs to know itself, its capabilities and resources and weaknesses. It needs a complete model and map of the "industry" or "industries" it is involved with. It needs to be continually aware of its clients, members, customers, stakeholders, all its business processes, its internet footprint.

Most organizations still use accounting systems and human memorization for all decision making. The use outdated and ill-maintained automated processes.

I have worked in "competitive intelligence" and "business intelligence" and "intelligence gathering and analysis". I have worked with artificial intelligence and global collaborative intelligence. When you start listing where an organization "knows things" the list eventually covers "all human knowledge". And there are literally tools to work at that scale now for everything your organization might want to do.

I have spent the last 25 years looking at all organizations use of the Internet and human knowledge, after 25 years working mostly United States federal agencies, international agencies and NGOs, large corporations, large nonprofits and groups trying to solve global issues.

If you have a corporation or government using old accounting methods, and all decisions and issues are tracked by humans, it will almost always fail. Because its "intelligence" is implemented by frail humans and by paper methods. In bandwidth terms corporations might store a lot of electronic data, but have the intelligence of a cockroach. For emergencies, or rapid growth, or to solve global scale problems, mostly those are the ones who die off, not even bought out.

I have spent much of the last few months each day having long conversations with Chat GPT 4. I recommend no one use it for anything where human life, any legal transaction, any financial transaction is involved. It cannot trace where its information comes from, it makes mistakes in simple arithmetic and logic and memory - because it is just creating most probably word sequences. It has no real training one would expect from a 16 year old child, The child learns to do arithmetic, check its own work, cite sources and verify before speaking. A human child learns rules for using symbolic and numeric mathematics and models. A human child learns the basics of the world and how geometric objects and systems are related and connected.

I set up the Famine Early Warning System in 1985-1988 for USAID and the US State Department. It is an open lossless complete peer network where ALL real time information related to the potential for famine is gathered, analyzed and shared globally with the groups who are affected and need to act or be prepared.

Those kinds of systems made of intelligent, multidisciplinary (sociology, anthropology, statistics, cartography, farming, nutrition, medical research, medical care, emergency managements, meteorology, satellite remote sensing, geographic information systems, mathematics, statistics, modeling and simulation, and many more.) staff and collaborators require "expert workstations" where each human has everything they need to do their job readily t hand, and where everyone can see and check and learn each others job. Redundancy, a flexible and responsive network that checks and checks and tests and verifies and builds alternatives. You nee that level of urgency and determinations. Caring helps, but "everyone do the best they can".

I know how to build intelligent and responsive, sustainable and caring systems. But a lot depends on what you have to work with. I have gone though about 18,000 global scale, cross cutting issues in the last 25 years. I work about 120 hours a week, so that is larger than clock time. Those topics are things like "poverty", "fair education for all", "global climate change, sea level rise", "solar system colonization".

If your "organization" is a few hundred humans, you can do some things to help them work more effectively. But if your organization is a global collaboration with tens of millions of humans contributing ideas, methods, data, resources, time to check and record specific things - that is larger with more pieces but the same. The whole has to be completely self aware (every human and AI or computer algorithm has to be able to see the whole of what the organization is doing. And the organization needs to have a complete and current and correct model of everything.

You did not say what you want to do. That is the best way to start. I cannot see your picture as I write. But you are probable several decades younger than me. You are going to live a long time. If you get more efficient as you get older and wiser, you will find that things that took a year ten years ago, you can do in a week. Things that took ten years you can do in a month, And the pace and resources of the whole human species now, is mostly available to many.

I had to do 50 years plans for all countries in the world. I set up the central database of all economic, social and financial data from all countries and taught how to use that. As you tackle more difficult problems affecting more humans and related species -- your will find you sense of "intelligence" sufficient for the problem - will change.

I think fact intelligence or skill intelligence is much less important than "caring, communication, careful record keeping, knowing every person and wanting every person to be able to live a life with dignity and purpose.

When I was on the Board of a federal credit union i promoted simple rules. "A member is a member" - treat everyone alike. Do not waste energy and time maintaining many layer and categories and artificial classification. One human category is much easier to maintain and always works.

"Once a member, always a member". However fleeting, treat each person met with dignity and respect. If they work with you, or buy from you, or join you, or help you - keep them in mind the rest of the life of the organization.

Richard Collins, The Internet Foundation

hello, good time dear Richard Collins. Thank you so much for taking the time to write me your valuable experiences. I was so happy to meet a researcher who specializes in online education. You are unique.

Farshideh Fathi Hafshejani