small language models | Competivation
Development of AI technologies

Development of AI technologies

There is a large discrepancy between the current importance of the topic of artificial intelligence and the AI expertise of most people. This widespread know-how gap ranges from students and teachers to managers and politicians. It therefore seems important to look at the development and current status of AI technologies, which were created almost 70 years ago, something that many people are unaware of.

This new blog post is the continuation of our series on competitive advantage with knowledge-based artificial intelligence. In it, I outline the roots of AI technologies and explain the hype and disillusionment with large language models.

 

Training offensive based on the AI Act

The European Union’s AI Act requires companies to provide their employees with practical know-how on how AI works and how it can be used, as well as the opportunities and limitations of the technology. This EU Regulation 2024/1689 came into force in Germany on February 2, 2025.1 Specific training modules may be necessary for individual user groups, such as IT, legal, HR and operational units, which must be tailored to the existing level of knowledge. Furthermore, it seems sensible to adapt the teaching of AI know-how to the respective situation of the company. One place to start is with knowledge of the development of artificial intelligence (AI) and its various technologies

 

From symbolic AI and neural networks to „AI winters“

Artificial intelligence has experienced a series of ups and downs in its long development history. In the computer sciences of the 1950s, two approaches emerged in the attempt to develop machines that mimic human intelligence:2

  • Symbolic AI is based on programmable rules and a systematic logic with the aim of representing knowledge and deriving conclusions. The aim is to represent a real-world problem programming symbols and their relationships.
  • Inspired by the networking of the brain, neural networks aim to simulate learning processes by using connections between artificial neurons. This method relies on data-driven machine learning to find patterns and correlations.

The Dartmouth summer research project initiated by scientists such as John McCarthy and Marvin Minsky in 1956, which focused on symbolic AI, is regarded as the birth of artificial intelligence. This forms the basis for expert systems that attempt to translate rules and decision-making chains into computer code . However, its advocates underestimated the complexity of the brain, which led to the first „AI winter“ in the 1970s.

The first neural network was designed by psychologist Frank Rosenblatt, who was not present at Dartmouth, in 1956. Inspired by Rosenblatt’s work, physiologist, cognitive psychologist and computer scientist Geoffrey Hinton developed a multilayer neural network and an algorithm at the University of Toronto in 1986 that enabled the system to learn from its calculation errors. This method of backpropagation led to a refinement of the answers. It was the breakthrough for neural networks. However, the computing power was not sufficient for large amounts of data and a second „AI winter“ occurred before the turn of the millennium.

 

Deep learning

An improvement in hardware was achieved with the super-fast chips of the graphics processing units (GPU), which the US semiconductor manufacturer Nvidia initially developed for video games and later used to train multi-layer neural networks. Improved methods of image recognition that used small errors to recognize patterns (Convolutional Neural Network CNN) were then decisive. In 2015, Hinton and his colleagues coined the term deep learning for deeper models with more neuron layers.

 

Transformer architecture

In 2013, important impulses for Natural Language Processing (NLP) came from a Google team that trained a neural network in such a way that the proximity of words within a space reflects their semantic relationship. The team taught its word embedding system (word2vec) to predict the missing word in a sentence. A further development published in 2017 was called the Google Transformer architecture. The basic principle is to find out which words are most important in a sentence (self-attention) and thus „transform“ a text into a summary.

In 2019, OpenAI published its GPT-2 model, which had been trained on 40 gigabytes (eight million websites) with 1.5 billion parameters and should therefore be able to predict the most likely next word in a sequence. GPT stands for Generative Pre-Trained Transformer. On November 30, 2022, OpenAI launched its chatbot ChatGPT to the public. Following a prompt, the chatbot produces longer texts from different fields of knowledge, but is prone to errors (hallucinates). Foundation models that form a training foundation for specific applications and are based on Internet content are known as large language models (LLMs).

This development of artificial intelligence is summarized in the following figure. AI is a generic term for various technologies that describes an extension of aspects of learning and intelligence by a machine.

Lernprozess Innovationsstrategie

With an AI that combines neural networks with the Monte Carlo Tree Research (MCTR) method, DeepMind, a company acquired by Google, has not only managed to defeat one of the world’s best players in the Asian board game Go since 2015, but also to predict the folding of 200 million proteins. This shows that an AI that works according to the principle of reinforcement learning both increases productivity and expands specific knowledge and the resulting skills. When generative AI (GenAI) is applied, this results in new perspectives for knowledge work in companies. With the help of knowledge-specific (domain-specific) GenAI, the European economy, with its high proportion of highly specialized companies, has new opportunities to differentiate itself from the competition.

 

Nobel Prizes for AI researchers

The 2024 Nobel Prizes in Physics went to John Hopfield and Geoffrey Hinton, who conduct research into machine learning and artificial neural networks. One half of the 2024 Nobel Prize in Chemistry went to Demis Hassabis and John Jumper, who work at Google subsidiary DeepMind, for their AI-based prediction of complex protein structures. This makes it clear that there are serious changes in technology and innovation management in the creation of new knowledge.

 

Hype and disillusionment with large language models

Large language models (LLMs) are currently going through a hype cycle. The technological trigger was the chatbot ChatGPT developed by Open AI in November 2022. Large language models based on the Transformer technology presented by Google researchers in 2017 had been around for some time. But ChatGPT reached the masses and had 100 million users after two months.

The peak of exaggerated expectations was demonstrated by a gigantic investment bubble in the race for AI supremacy by large digital companies and start-ups.

The valley of disappointment manifested itself in the unfulfilled management illusion that the high investments would also lead to profitable applications and the resulting stock market illusion.3

Lernprozess Innovationsstrategie

One possible path to enlightenment could come from cost-effective small language models with industry-, company- and process-specific applications.

Whether, when and how exactly a plateau in productivity will be reached with knowledge-based AI is not yet entirely clear. However, we assume that this will result in opportunities for the European economy. AI providers should exploit these opportunities together with users.

 

Advantages of small and specific AI models

Large language models strive to cover as many areas as possible and are primarily trained with data from the internet. This is not only time-, cost- and energy-intensive, but the marginal benefit of additional data decreases. For specialized tasks, the performance of large language models can even deteriorate over time.(4)

Small language models do not have these disadvantages. Their training is based on industry-, company- and process-specific data. The Berlin start-up Xayn, for example, specializes in law firms and legal departments. There are several approaches to training, e.g.

– a Retrieval Augmented Generation (RAG): This involves the coupling of a large language model to internal databases
– Continuous pre-training in the form of domain-specific models and
– training of own models with complete control over the data used.

Start-ups from the USA, such as Databricks, offer their customers the joint development of company-specific AI models. The costs for training these customized models are significantly lower than those for training GPT-4, for example, which amount to almost 80 million dollars. The training is based on individual company data.5 One potential risk is becoming dependent on service providers. The alternative is therefore to empower your own employees. The basis for this is an AI human reource strategy for the company.

When it comes to industry-specific AI solutions, cooperation between established companies and start-ups can be successful.6 The Berlin start-up Linetweet, for example, focuses on AI tools for store management in the retail sector. Linetweet already won the optician chain Fielmann in 2019 with a tool for digital appointment scheduling. This tool was developed further together. Today, Store AI automatically adjusts the schedules in Fielmann stores based on company-specific data, thereby increasing store productivity. So far, Linetweet is wholly owned by the two founders. This example shows the potential of combining the industry-specific knowledge of established companies with the AI expertise of start-ups.

At present, many companies are still focusing on individual processes in their AI applications. The really big breakthrough of AI will probably only come with an integrated view of strategies and business processes.7 These are the topics of our next blog posts.

 

Conclusion

  • The basis for generative AI with large language models is formed by neural networks, the development of which began many decades ago
  • Nobel Prize-winning AI researchers have changed technology and innovation management
  • After the hype phase triggered by ChatGPT, a certain disillusionment is emerging in large language models
  • Knowledge-based AI has a number of advantages that European companies should explore.

 

Literature

[1] Obmann, C., What bosses and employees need to know about AI now. In: Handelsblatt, February 17, 2025, p. 32-33

[2] Meckel, M., Steinacker, L., Alles überall auf einmal – Wie Künstliche Intelligenz unsere Welt verändert und was wir dabei gewinnen können, Rowohlt 2024

[3] Holtermann, F., Holzki, L., de Souza Soares, A.P., The great crisis of meaning. In: Handelsblatt, August 9/10/11, 2024, pp. 46-51

[4] Bomke, L., Holzki, L., Which AI counts for the economy. In: Handelsblatt, September 23, 2024, p. 20-23

[5] Bomke, L., Kerkmann, C., Scheuer, S., Corporate AI becomes affordable. In: Handelsblatt, May 3 / 4 / 5, 2024, p. 30

[6] Bomke, L., Retailers reorganize their stores with AI. In: Handelsblatt, January 2, 2025, p. 32

[7] Servatius, H.G., Competitive advantages with a knowledge-specific AI. In: Competivation Blog, February 11, 2025

Competitive advantages with knowledge-based AI

Competitive advantages with knowledge-based AI

In the past, there has probably never been a battle for competitive advantage that has been as dynamic as the current race in the field of artificial intelligence (AI). New opportunities are arising for Europe with knowledge-specific (domain-specific) AI. These opportunities build on the traditional strengths of the „old continent“. In order to catch up, it seems necessary to take a closer look at the topic of knowledge and its long history of development.

As part of our series on AI as a tool for strategies, this new blog post follows on from my explanation of strategic learning loops. First of all, it deals with the combination of knowledge management and AI technologies in the context of the fifth development stage of connective strategic management.

 

Battle for leadership in AI

The five companies with the highest market capitalization worldwide (as of December 2024) are Apple, Nvidia, Microsoft, Amazon and Alphabet. Artificial intelligence is an important value driver. Apple is worth 3.7 trillion euros. All 40 DAX companies together are only worth 1.9 trillion euros.1

At the end of January 2025, the Chinese start-up Deepseek surprised the global public with a new AI language model that is said to be able to compete with the best models from Western tech giants, but requires less computing power and costs less. The news triggered a slide in US technology stocks. In the meantime, share price losses amounted to one trillion US dollars. The company, founded by Liang Wenfeng in 2023, relies on open source, i.e. the software is freely available to others. It is also said to have been trained without high-tech chips. This raises the question of whether the billions invested by US companies are really necessary. Deepseek’s good price-performance ratio is probably the result of a combination of different approaches, e.g. the composition of many small expert models, of which only the relevant ones are activated.2 For European AI providers with less capital strength, this development may represent an opportunity.

 

Competitive advantages with AI from Europe

When it comes to artificial intelligence, Europe faces the task of catching up and reducing its dependence on large tech companies. It is also important to secure critical infrastructures and protect the intellectual property of organizations based here. This is particularly important for the many hidden champions and their outstanding expertise in specialist areas. After the hype and some disillusionment with large language models, new opportunities are now emerging for an AI strategy that builds on the strengths of the European economy. Knowledge-specific (domain-specific) artificial intelligence plays an important role in this , providing competitive advantages for many small and medium-sized companies. The Heidelberg-based start-up AlephAlpha has developed a new approach to this.

The advantage for companies is that they can design and operate language models with their own knowledge. Today’s models are based on the transformer architecture and a tokenizer that recognizes language patterns. For this purpose, large volumes of text are analyzed and broken down into individual components (text segmentation). AlephAlpha’s T-Free approach and its AI model Pharia work differently. T-Free stands for tokenizer-free and continuously processes groups of three adjacent characters. This makes it easier to adapt to other languages and terminologies. Together with the semiconductor manufacturer AMD and the Finnish start-up SiloAI, which was acquired by AMD, AlephAlpha has found a way to train industry- and company-specific terms („languages“) with significantly improved performance using T-Free. The approach also helps to increase AI sovereignty(3).

A consortium of companies, universities and supercomputing centers is currently developing an AI for Europe. Peter Sarlin from SiloAI sees the new Open Europe LLM project as a „moonshot“. Participants from Germany include AlephAlpha and the Fraunhofer Institute for Intelligent Analysis and Information Systems (IAIS). Both the code and the research will be published as open source. The European Commission is to provide up to 54 million euros over the next three years. In international comparison, this sum is relatively small. However, a European AI that becomes a public good will significantly increase sovereignty(4).

According to experts, Europe has the opportunity to gain a competitive edge in artificial intelligence if it succeeds in combining the following four success factors:5

  1. Improved cooperation between politics, science, business and society
  2. a focus on knowledge-specific AI applications
  3. pooling resources to overcome disadvantages of scale and
  4. the creation of trustworthy AI as a differentiating feature.

Such a combination requires connective strategic AI management. While French President Emmanuel Macron wants to invest 150 billion euros in European AI start-ups, the topic of artificial intelligence is unfortunately barely mentioned in the German parliamentary election campaign.

Lernprozess Innovationsstrategie

In the following, I would like to outline how knowledge management can be successfully combined with AI technologies.

 

Combining knowledge management with AI technologies

The collaboration between humans and AI works in a similar way to pole vaulting. The pole is a tool that enhances the jumper’s abilities if they master the tool.

The use of AI changes people’s knowledge work in the following three dimensions:

  1. Time savings through automation of routine activities
  2. Expanding skills in processing both data-intensive and unstructured tasks and
  3. individualized learning for the further development of human skills.

The potential of AI as a tool lies in the interaction of these dimensions.

Lernprozess Innovationsstrategie

With the combination of knowledge management and AI technologies, a new way of achieving competitive advantages is now emerging. The starting point is the activation of companies‘ specific knowledge and skills. Added to this is the use of the potential of AI to expand competencies and thus to differentiate themselves from the competition. The third and decisive point is the systematic improvement of skills that combine knowledge and AI. This requires targeted training and further education.

For Jeanette zu Fürstenberg, Head of Europe at the US investment company General Catalyst, the opportunities for the European economy lie in combining the big data and knowledge of established companies with AI technologies(6).

In the following, I would like to explain the connection between knowledge management and artificial intelligence and discuss the implications for strategic management in this and the next blog posts.

Lernprozess Innovationsstrategie

Knowledge for innovative business models has a long history of development from ancient Greece to today’s knowledge society. In the 1990s, the conviction prevailed that the creation of new knowledge is an important source of competitive advantage. However, this hype surrounding knowledge management was followed by disillusionment. At the same time, US start-ups succeeded in linking knowledge-based value creation and value enhancement with digital business models.

The development of AI technologies has progressed from symbolic AI and neural networks to generative AI (GenAI). In 2024, four AI researchers were awarded Nobel Prizes. But the hype surrounding large language models is turning into disillusionment. Small language models have a number of advantages. They are cheaper and easier to adapt to specific applications. Here, too, the question arises as to how the dangers of AI can be contained.

The combination of these two topics leads to the realization that knowledge-specific AI is an important process and design element in strategies. A distinction can be made between the corporate strategy level and the functional strategy level. AI is a new tool for supporting strategy processes and the collaboration of strategy teams. In addition, AI enables the design of innovative products, services and business models. At the functional level, AI makes important contributions to increasing the productivity of connected business processes. In addition, AI-supported, agile performance management leads to better complexity management than traditional approaches.

Since knowledge management forms a basis for the use of AI technologies, I would first like to outline the development of the topic of knowledge from ancient Greece to the knowledge society.

 

From ancient Greece to the knowledge society

In ancient Greece in the 3rd century BC, the philosopher Plato and his student Aristotle discussed the question of whether deductive or empirical theories of knowledge lead to the acquisition of knowledge.

At the beginning of the modern era, Rene Descartes (1596-1650) propagated a separation between the subject of knowledge and the object of knowledge. This so-called Cartesian division was to occupy science for a long time to come.

The German philosopher Immanuel Kant (1724-1804) attempted a synthesis. Logical thinking and experience work together.

Lernprozess Innovationsstrategie

At the beginning of the twentieth century, American pragmatism, with representatives such as William James, was concerned with the relationship between knowledge and action.

In 1969, Peter Drucker coined the concept of a knowledge society characterized by knowledge work and knowledge workers(7.

The work of Chris Argyris and Donald Schön on single loop and double loop learning,8 which formed the basis for the concept of a learning organization, has been of great practical relevance since the late 1970s.

Surprisingly, the topic of knowledge did not play a decisive role in the resource-oriented view of strategic management that emerged in the early 1990s.

From today’s perspective, we define knowledge as a resource and the result of learning processes that people create in exchange with teams, organizations and artificial intelligence.

 

Creation of new knowledge as a source of competitive advantage

The concept of implicit or tacit knowledge, which the natural scientist and philosopher Michael Polanyi coined back in the 1950s, is important for the creation of new knowledge.9 In the case of tacit knowledge, someone knows how to do something, but their knowledge is implicit in their skills. It is difficult to document verbally or in writing in the form of explicit knowledge.

In the mid-1990s, Japanese scientists Nonaka and Takeuchi described how new knowledge as a source of competitive advantage arises from the following four forms of knowledge exchange:(10

  1. From implicit to implicit (socialization)
  2. from implicit to explicit (externalization)
  3. from explicit to explicit (combination) and
  4. from explicit to implicit (internalization).

These forms of knowledge exchange are crucial to the success of hidden champions. The combination of knowledge, skills and action has a long tradition there. The creation of new knowledge, the development of skills and their implementation in practical action often take place in learning processes in which – similar to sport – demonstration and imitation play an important role. These learning processes can be documented and scaled using videos, for example.

Lernprozess Innovationsstrategie

This provides new impulses for the application of knowledge-specific artificial intelligence

 

Hype and disillusionment in knowledge management

In the second half of the 1990s, knowledge management experienced a hype phase, which was followed by disillusionment. The hype was mainly triggered by the book The Knowledge Creating Company by Nonaka and Takeuchi, which deals with knowledge management in Japanese companies.

Ultimately, however, the importance of tacit knowledge has not really been understood „in the West“. The focus of companies and consultants has been on extracting and synthesizing existing explicit knowledge („if HP knew what HP knows…“). This proved to be difficult and costly and contributed to disillusionment in the 2000s.

A pragmatic approach that linked knowledge, skills and action did not play a major role in the publications of the time.

 

Knowledge-based value creation, value enhancement and AI-based business models

Knowledge-based value creation, value enhancement and the connection with digital business models are the subject of our book WissensWert (KnowledgeValue), published in 2001.11 Work on this began in the mid-1990s, inspired by the increasing importance of knowledge management. It followed on from the „reengineering wave“ and IT-based innovations in routine processes. Our initial hypothesis was that knowledge-based value creation and value enhancement with knowledge open up new opportunities for achieving competitive advantages.

At the same time, new digital business models have emerged with internet technologies, initially in online retail (electronic business). Following the collapse of the new economy, start-ups such as Amazon, Google and Facebook have achieved leading market positions and have become the most valuable companies in the world.

Europe has become heavily dependent on digital business models. Looking back, it is astonishing how little people here have noticed that business model innovations based on AI applications have emerged since the turn of the millennium.

In the early 2000s, then Princeton computer science professor Fei-Fei Li began building the largest database in AI research (Computervision, later ImageNet). One user was the online bookseller Amazon. Founded in 1994, the company is regarded as the inventor of AI-based personal product recommendations.12 Since 2003, Amazon has been using the item-to-item collaborative filtering method for this purpose.

Another AI user was Facebook with a social network that uses machine learning to bring people together („matching“) who have things in common. Machine learning models sort personalized advertising according to the highest probability of success, thus establishing innovative business models such as Google’s search engine and its RankBrain algorithm. Spotify’s music streaming business model, Netflix’s video streaming and the short video platform of the Chinese Bytedance subsidiary TikTok are also based on the AI-based principle of personal recommendations.

This means that many people have been in daily contact with AI applications since the turn of the millennium without realizing it. Europe is currently facing the challenge of making better use of the new opportunities offered by AI than in the past.

 

Conclusion

  • In view of the extreme competitive dynamics in artificial intelligence, Europe must catch up and reduce its dependency
  • One way to do this is to combine company-specific knowledge with innovative AI technologies such as the tokenizer-free approach
  • The success of today’s tech giants since the turn of the millennium is based on the creative application of
  • Knowledge-specific artificial intelligence could build on and continue the success story of the European hidden champions.

 

Literature

[1] Sommer U., USA dominates like never before. In: Handelsblatt, December 27/28/29, 2024, p.1, 6-8

[2] Gusbeth, S. et al, Sputnik moment. In: Handelsblatt, January 31, February 1-2, 2025, pp. 50-55

[3] Holzki, L., Up to 400 percent more efficient. In: Handelsblatt, January 22, 2025, p. 23

[4] Holzki, L., 54 million for a European AI. In: Handelsblatt, February 4, 2025, p. 18-19

[5] Bomke, L., Knees, L., Wo Europa Chnacen im KI-Rennen hat. In: Handelsblatt, February 10, 2025, p. 20-21

[6] zu Fürstenberg, J., „We need much more capital that also takes risks“ (Interview), In: Handelsblatt, January 31, February 1-2, 2025, pp. 32-33

[7] Drucker, P.F., The Age of Disconinuity – Guidelines to our Changing Society Butterworth-Heinemann 1969

[8] Argyris, L., Schön, D.A., Organizational Learning – A Theory of Action Perspective, Addison Wesley 1978

[9] Polanyi, M., Implicit Knowledge, Suhrkamp 1985

[10] Nonaka, I., Takeuchi, H., The Knowledge-Creating Company – How Japanese Companies Create the Dynamics of Innovation, Oxford University Press 1995

[11] Palass, B., Servatius, H.G., WissensWert – Mit Knowledge Management erfolgreich im E-Business, Schäffer-Poeschel 2001

[12] Meckel, M., Steinacker, L., Alles überall auf einmal – Wie Künstliche Intelligenz unsere Welt verändert und was wir dabei gewinnen können, Rowohlt 2024

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