Lifeboat Foundation

Thousands of people die every year due to drunk driving. It’s a statistic that’s both appalling and frightening. We all like to party, but then when the party’s over, many still refuse to recognize the danger they not only put themselves in, but others as well when they choose to drive while mentally impaired. Thankfully a lot of potential situations are averted every year as well due to taxi services, or even friends willing to drive them home.

Today, however, we live in a very sensor-oriented society. Our phones have sensors. Our homes have sensors. Our tablets have sensors. Our cars have sensors. Take Tesla Motors as an example. They have sensors by their doors which detects whether or not the right driver is approaching the vehicle. If it detects its correct driver, then it’ll extrude the door handle out, ready to be open. If you’re not the correct driver, however, like someone trying to hijack the vehicle, then the door handle will not pop out for you. Sorry.

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EXCERPT

To further underpin this statement, I will share Peter Drucker’s quote, “…The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic…” And also that of Dr. Stephen Covey, “…Again, yesterday holds tomorrow hostage .… Memory is past. It is finite. Vision is future. It is infinite. Vision is greater than history…” And that of Sir Francis Bacon, “… He that will not apply new remedies must expect new evils, for time is the greatest innovator …”

And that of London Business School Professor Gary Hamel, PhD., “…You cannot get to a new place with an old map…” And that of Alvin Toffler, “…The future always comes too fast and in the wrong order…”

View the entire presentation at http://lnkd.in/dP2PmCP

Supermanagement! by Mr. Andres Agostini (Excerpt)

“…What distinguishes our age from every other is not the world-flattening impact of communications, not the economic ascendance of China and India, not the degradation of our climate, and not the resurgence of ancient religious animosities. Rather, it is a frantically accelerating pace of change…”

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Procreative sexual activity has been at the heart of the evolutionary process for millions of years. Until recently, the situation was simple: a male and a female had sexual intercourse in order to produce offspring and thus ensure survival. But, in humans, there are certain signs that something profound may be happening, signs which may be pointing to the beginning of Radical Life Extension. I argue that reproduction is a tactic used by natural evolution in order to increase complexity and thus, survival. Reproduction equals aging. But, as we now may have the capability to increase complexity through technology, the reproduction stratagem may be downgraded and thus aging will also decrease.

Here, the term ‘Radical Life Extension’ specifically means the abolition of aging. Without the process of aging, however it is defined, people will not suffer age-related degenerative conditions, and they will not die of old age. Therefore, the terms ‘Radical Life Extension’,’ Indefinite Lifespans’, and ‘cure of age-related diseases’, all convey the same meaning: a life without aging. It is important to emphasize that I consider the process of aging to be directly related to that of reproduction. I argue that the process of reproduction is necessarily implicated in the process of aging (in other words, aging happens because we need to reproduce), as explained in my argument number 3 below.

In this context, I would also like to remark that by ‘reproduction’ I specifically refer to sexual (i.e. genetic) reproduction. Evolution may still continue to use (or begin to use) other forms of reproduction such as memetic reproduction and reproduction of noemes.

The main thrust of my discussion is that we are now beginning to witness the first tentative steps leading away from the significance of procreative sexual intercourse and towards the global emergence of other, sustained, non-procreative sexual preferences.

Continue reading “Sexuality, Evolution and the Abolition of Aging” »

The Lifeboat community doesn’t need me to tell them that a growing number of scientists are dedicating their time and energy into research that could radically alter the human aging trajectory. As a result we could be on the verge of the end of aging. But from an anthropological and evolutionary perspective, humans have always had the desire to end aging. Most human culture groups on the planet did this by inventing some belief structure incorporating eternal consciousness. In my mind this is a logical consequence of A) realizing you are going to die and B) not knowing how to prevent that tragedy. So from that perspective, I wanted to create a video that contextualized the modern scientific belief in radical life extension with the religious/mythological beliefs of our ancestors.

And if you loved the video, please consider subscribing to The Advanced Apes on YouTube! I’ll be releasing a new video bi-weekly!

(Excerpt)

Beyond the managerial challenges (downside risks) presented by the exponential technologies as it is understood in the Technological Singularity and its inherent futuristic forces impacting the present and the future now, there are also some grave global risks that many forms of management have to tackle with immediately.

These grave global risks have nothing to do with advanced science or technology. Many of these hazards stem from nature and some are, as well, man made.

For instance, these grave global risks ─ embodying the Disruptional Singularity ─ are geological, climatological, political, geopolitical, demographic, social, economic, financial, legal and environmental, among others. The Disruptional Singularity’s major risks are gravely threatening us right now, not later.

Read the full document at http://lnkd.in/bYP2nDC

The Future of Scientific Management, Today! (Excerpt)

Andres Agostini was asked this question:

Mr. David Shaw’s question, “…Andres, from your work on the future which management skills need to be developed? Classically the management role is about planning, organizing, leading and controlling. With the changes coming in the future what’s your view on how this management mix needs to change and adapt?…” Question was posited on an Internet Forum, formulated by Mr. David Shaw (Peterborough, United Kingdom) on October 09, 2013.

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Futurewise Success Tenets

“Futurewise Success Tenets” here is an excerpt from, “The Future of Scientific Management, Today”. To read the entire piece, just click the link at the end of article. As follows:

(1) Picture mentally, radiantly. (2) Draw outside the canvas. (3) Color outside the vectors. (4) Sketch sinuously. (5) Far-sight beyond the mind’s intangible exoskeleton. (6) Abduct indiscernible falsifiable convictions. (7) Reverse-engineering a gene and a bacterium or, better yet, the lucrative genome. (8) Guillotine the over-weighted status quo. (9) Learn how to add up ─ in your own brainy mind ─ colors, dimensions, aromas, encryptions, enigmas, phenomena, geometrical and amorphous in-motion shapes, methods, techniques, codes, written lines, symbols, contexts, locus, venues, semantic terms, magnitudes, longitudes, processes, tweets, “…knowledge-laden…” hunches and omniscient bliss, so forth. (10) Project your wisdom’s wealth onto communities of timeless-connected wikis. (11) Cryogenize the infamous illiterate by own choice and reincarnate ASAP (multiverse teleporting out of a warped / wormed passage) Da Vinci, Bacon, Newton, Goethe, Bonaparte, Edison, Franklyn, Churchill, Einstein, and Feynman. (12) Organize relationships into voluntary associations that are mutually beneficial and accountable for contributing productively to the surrounding community. (13) Practice the central rule of good strategy, which is to know and remain true to your core business and invest for leadership and R&D+Innovation. (14) Kaisen, SixSigma, Lean, LeanSigma, “…Reliability Engineer…” (the latter as solely conceived and developed by Procter & Gamble and Los Alamos National Laboratories) it all unthinkably and thoroughly by recombinant, a là Einstein Gedanke-motorized judgment (that is to say: Einsteinian Gedanke [“…thought experiments…”]. (15) Provide a road-map / blueprint for drastically compressing (‘crashing’) the time’s ‘reticules’ it will take you to get on the top of your tenure, nonetheless of your organizational level. (16) With the required knowledge and relationships embedded in organizations, create support for, and carry out transformational initiatives. (17) Offer a tested pathway for addressing the linked challenges of personal transition and organizational transformation that confront leaders in the first few months in a new tenure. (18) Foster momentum by creating virtuous cycles that build credibility and by avoiding getting caught in vicious cycles that harm credibility. (19) Institute coalitions that translate into swifter organizational adjustments to the inevitable streams of change in personnel and environment. (20) Mobilize and align the overriding energy of many others in your organization, knowing that the “…wisdom of crowds…” is upfront and outright rubbish. (21) Step outside the boundaries of the framework’s system when seeking a problem’s solution. (22) Within zillion tiny bets, raise the ante and capture the documented learning through frenzy execution. (23) “…Moonshine…” and “…Skunks-work…” and “…Re-Imagineering…” all, holding in your mind the motion-picture image that, regardless of the relevance of “…inputs…” and “…outputs,…”, entails that the highest relevance is within the sophistication within the THROUGHPUT.….. (69) Figure out exactly which neurons to make synapses with. (70) Wire up synapses the soonest…”

Read the full material at http://lnkd.in/bYP2nDC

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