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A presentation of the future strategic options available to both Tesla and Chevy Volt, using the Holistic Business Model, as published in the book, Reengineering Strategies & Tactics. Note, correction that GM will be investing an $449 million not $1.4 billion I had stated in the video.

In Part 1, I show the strategic structural positions Tesla & Chevy Volt occupy. In Part 2, I show the future strategic options available to both, and potential mistakes they could be making.

If after reviewing the videos you would like to a similar 1/2 day review of your business, please do contact me.

A presentation of the future strategic options available to both Tesla and Chevy Volt, using the Holistic Business Model, as published in the book, Reengineering Strategies & Tactics. Note, correction that GM will be investing an $449 million not $1.4 billion I had stated in the video.

In Part 1, I show the strategic structural positions Tesla & Chevy Volt occupy. In Part 2, I show the future strategic options available to both, and potential mistakes they could be making.

If after reviewing the videos you would like to a similar 1/2 day review of your business, please do contact me.

I am very pleased to announce the publication of my book “Reengineering Strategies & Tactics”.

The book is based on more than 2 decades in manufacturing & management consulting, and presents the new business model, the Holistic Business Model, that ties together operations, revenue generation and business strategy. It also enables one to do strategy sensitivity analysis, and much more. Watch the video. Buy the book & enjoy rethinking & re-strategizing your company.

I might add that this is much better than anything you can get out of McKinsey, Boston Consulting Group, Booz Allen Hamilton or Bain Capital.

The book details are:

Book details are:
Title: Reengineering Strategies & Tactics
Sub Title: Know Your Company’s and Your Competitors’ Strategies and Tactics Using Public Information
Publisher: Universal Publishers
Date: July, 2014
Pages: 315
ISBN-10: 1627340157
ISBN-13: 9781627340151

Publisher’s Link: http://www.universal-publishers.com/book.php?method=ISBN&book=1627340157

1st 25 pages(free): http://www.bookpump.com/upb/pdf-b/7340157b.pdf

Synopsys:
The Holistic Business Model identifies, in a structured manner, the 48 structural positions and 32 strategies your company can effect, resulting in 2 million variations in your company’s strategic environment. This complexity is handled by three layers, consisting of the Operations Layer, the Revenue Transaction Layer and the Business Management Layer.

Strategy is the migration from one structural position to another in the Business Management Layer. Therefore, the Model prevents investors, business owners and corporate managers from making incorrect moves, while both, enabling them to see their future options, and enhancing the quality of their management decisions.

The Operations Layer explains why lean manufacturing (JIT and Kanbans) works when it does, when it does not, and the important considerations when setting up a manufacturing operation using lessons learned from the semiconductor and Fast Moving Consumer Goods industries. The Revenue Transaction Layer identifies how your company generates its revenue.

Based on 20+ years in manufacturing and management consulting in multinational, large, medium & small companies, Solomon invented the Holistic Business Model that only requires public information to determine your company’s and your competitors’ strategies. Four case studies are presented: a manufacturing operation, a home builder, a non-profit and a sea port.

Most of you will know that in December 2012, I wrote 4 blog posts here at the Lifeboat Foundation, explaining why Spaceport Colorado will be an enormous success. The blog posts are:

The Fabulous Spaceport Colorado (Part 1)

The Fabulous Spaceport Colorado (Part 2)

The Fabulous Spaceport Colorado (Part 3)

The Fabulous Spaceport Colorado (Part 4)

Here is the reason why I was able to do this. I spent many decades working in manufacturing companies and management consulting firms. I am now sharing this experience in a book titled “Reengineering Strategies & Tactics”. The book presents a new business model, the Holistic Business Model, that allows one to infer private information from public data.

If you have read the book, I would appreciate your feedback.

Book details are:
Title: Reengineering Strategies & Tactics
Sub Title: Know Your Company’s and Your Competitors’ Strategies and Tactics Using Public Information
Publisher: Universal Publishers
Date: July, 2014
Pages: 315
ISBN-10: 1627340157
ISBN-13: 9781627340151

Publisher’s Link: http://www.universal-publishers.com/book.php?method=ISBN&book=1627340157
1st 25 pages(free): http://www.bookpump.com/upb/pdf-b/7340157b.pdf

Synopsis:
The Holistic Business Model identifies, in a structured manner, the 48 structural positions and 32 strategies your company can effect, resulting in 2 million variations in your company’s strategic environment. This complexity is handled by three layers, consisting of the Operations Layer, the Revenue Transaction Layer and the Business Management Layer.

Strategy is the migration from one structural position to another in the Business Management Layer. Therefore, the Model prevents investors, business owners and corporate managers from making incorrect moves, while both, enabling them to see their future options, and enhancing the quality of their management decisions.

The Operations Layer explains why lean manufacturing (JIT and Kanbans) works when it does, when it does not, and the important considerations when setting up a manufacturing operation using lessons learned from the semiconductor and Fast Moving Consumer Goods industries. The Revenue Transaction Layer identifies how your company generates its revenue.

Based on 20+ years in manufacturing and management consulting in multinational, large, medium & small companies, Solomon invented the Holistic Business Model that only requires public information to determine your company’s and your competitors’ strategies. Four case studies are presented: a manufacturing operation, a home builder, a non-profit and a sea port.

The Xodus One Foundation will be conducting workshops on Gravity Modification, based on Ben Solomon’s 12-year study titled “An Introduction to Gravity Modification” and other later peer reviewed papers. And has been vetted by the Foundation’s Chief Science Office, Dr. Andrew Beckwith.

This thought provoking & bleeding edge physics/technology workshop will assists attendees to understand how the future of propulsion technology is changing. And therefore, adjust their corporate programs to expect these future technologies and research programs.

Note, my peer reviewed paper “New Evidence, Conditions, Instruments & Experiments for Gravitational Theories”, Journal of Modern Physics, Volume 4, Number 8A, August 2013 (Special Issue on Gravitation, Astrophysics and Cosmology) has as of August 05, 2014, had 3,482 downloads since publication August 27, 2013. This paper details the issues with contemporary physics that has hampered the discovery of gravity modification physics and proposes possible solutions.

————————————————————————————————

FAQ:
1. Types of Workshops:: There are 2 types, the Short 1-day and the Long 2-day.
2. Who Should Attend: Engineers, Physicists & Corporate Managers responsible for propulsion research programs.
3. Workshop Fees: See respective brochures, below. Workshop fees are tax deductible.
4. Workshop Payment: Uses secure Amazon Payments. If you don’t have an account please sign up a head of time, prior to making tax deductible workshop fee payments.
5. Seating: On a First Come First Served basis, based on payment dates. In the event of overbooking, later registrants will placed in the next business day workshops. If you are attending the Long workshop, please confirm seating dates before finalizing travel arrangements.
6. Future Schedule: Link to Future Schedule
7. Some Comments: Thorough, Well Thought Out, Brilliant …

————————————————————————————————

Short Workshop:
Type: This is a 1-day workshop.
Brochure: Link to brochure.
Location: Webcast
Workshop Date: August 20, 2014. Future dates to be determined.
Pay By Date: August 13, 2014. Future dates to be determined
Payment: Use donate button below to make $100 payment via Amazon Payments

————————————————————————————————

Long Workshop:
Type: This is a 2-day workshop, still under development:
Brochure: See tentative brochure.
Location: 1624 Market St., #202, Denver, CO 80202.
Workshop Date: To Be Determined
Pay By Date: To Be Determined
Payment: Payment button coming soon.

————————————————————————————————

Joann Muller - Forbes


It’s a basic tenet of mass production: Making things in batches is the most efficient way to manufacture anything. So why, then, is lean manufacturing evangelist Ted Duclos arguing that America can revitalize its manufacturing base by making things one at a time?

“It’s counterintuitive in the minds of many,” admits Duclos, president of Michigan-based Freudenberg-NOK Sealing Technologies (a joint venture between Germany’s Freudenberg and Japan’s NOK). Having obsessively thought for years about how to improve manufacturing processes, he’s convinced he’s on to something big.

Read more

. @hjbentham . @clubofinfo . @dissidentvoice_ .#tech .#gmo .#ethics . @ieet .

Since giving my support to the May 24 march against Monsanto, I have taken the time to review some of the more unusual opinions in the debate over genetically-modified organisms (GMOs). The enthusiasts for technological development as a means of eliminating scarcity and disparity view GMOs favorably. These enthusiasts include Ramez Naam, whose book The Infinite Resource (2013) argues for human ingenuity as a sufficient force to overcome all resources shortages.
On the other end of the spectrum, alarmists like Daniel Estulin and William Engdahl argue that GMOs are actually part of a deliberate plot to burden poor nations and reduce their populations by creating illness and infertility. Such fringe figures in the alter-globalization movement regard big pharmaceutical companies, chemical companies and agri-giants as involved in a conspiracy to create a docile and dependent population. Are the opinions of either Naam or Estulin well-informed, or are they both too sensational?
Most commentators on the GMO controversy, unfortunately, seem to lean towards either the enthusiast or alarmist categories as described. Reason is often lacking on both sides, as people either blindly leap onto the GMO bandwagon as something tantamount to human progress, or they reject all biotechnology as evil by renewing the fallacy that unnatural actions are necessarily bad. The only thing both sides seem to have in common is their resistance to the Malthusian Club of Rome’s insinuations that overpopulation has to be rolled back to save the Earth’s resources.
Ramez Naam persuades us that the fire of human intellect can overcome our limited resources and allow tens of billions of people to exist on our planet without consuming all natural resources. Estulin and Engdahl reject the Club of Rome on the basis that resource limitations do not really exist and the analysis of the Club of Rome is simply aimed at justifying control of the Earth’s resources by the cherished few “elites”.
The truth rests somewhere between what the alarmist fringe critics of GMOs and the techno-progressive enthusiasts are trying to tell us. To be truthful, there is a serious controversy involving GMOs, but it is no outlandish conspiracy in any sense. It is merely an extension of the problem of greed that has burdened mankind for as long as feudal lords or capitalists have been privileged to put their selfish interests above the common good. The problem with GMOs is neither the nature of GM technology, nor something mysterious that takes place in the process of genetic modification. It is the nature of the businesses tasked with running this industry.
Whether or not certain GMOs on the market today actually cause cancer and infertility is irrelevant to the real debate. The problem is that we can guarantee that the companies engineering these organisms do not care if they cause health problems. They are only interested in downplaying or blocking bad news, and putting out constant marketing and good news about themselves. Typical of any fiercely monopolistic firm, this is not an honest relationship with the public, and corresponds to the prevailing belief in profit as the exclusive priority. For their game to be worth playing, they have to put increasing yields, shelf life and resistance to pathogens above anything else when designing crops. They have no choice than to do this, from their perspective, because the alternative is to allow themselves to be outperformed by their rivals.
The fact that corporations put their own profit above health is a systemic issue in the world economy, and it is already known to the majority of consumers. We face it every day. Most of the fast food served by multinational fast food companies is accepted to be unhealthy, so the claim that giant food companies have little interest in our health is not a conspiracy theory. It is only a rational suspicion that the agricultural producers of seeds will also put profit over the long-term health of consumers and the interests of local farmers.
In theory, genetic modification could lead not only to higher yields but healthier food. Unfortunately, the businesses involved only really care about beating competition and becoming the best supplier. This behavior poisons everything, perhaps literally, now that these companies have been entrusted to define the toxicity in crops as a defense against pests. What we can learn from this that the problem is not GMOs per se, but the aggressive greed of the corporations who desire the oligopoly on food production via GM technology.
The public harm caused by giant firms, especially when they practice their ability to lobby the state itself, already runs very deep in most facets of life. The more significant the tools made available to such firms, the greater the potential for harm. Even if specific specimens are not harmful and can be proven completely benign, the fact is that GMOs open up an unacceptable avenue for unprecedented harm and malignant corporate interests invading people’s innards. It is this, rather than the whole science of genetic modification, that should be opposed and protested against.
Genetic modification and synthetic biology do not need to be new instruments of oligopoly and monopoly. There is a benign alternative to foolishly entrusting the mastery and ownership of living organisms to greedy multinational leviathans. We can look into “biohacking”, as popularized by science and technology enthusiasts who favor the empowerment of individuals and small businesses rather than corporations. There is a strong nod in this direction in J. Craig Venter’s book, Life at the Speed of Light (2013), in which he envisages living organisms being quickly customized and modified by lone individuals with the technology of synthetic biology. Such a development would transform society for the better, eliminating any need to trust an unsympathetic and self-interested corporation like Monsanto.
DIY genetic engineering is already possible. DIY means the product will be entirely disinfected from corporate greed, and adhere to your own specifications. They would not be able to put their profit above your health, because they would not get the chance. With this, biohackers can already genetically modify organisms for their own benefit. The extent to which farmers can begin to modify their own crops using comparable technology is not yet clear, but the development nevertheless represents an extraordinary possibility.
What if farmers and consumers could decide genetically modify their own food? In that case, it would not be the profit-oriented poison that is being consumed at so many different levels as a result of corporate greed. Crops would be modified only insofar as the modification will meet the farmer’s own needs, and all the technology for this process could be open-source. This hypothetical struggle for DIY genetic engineering rather than corporate genetic engineering would be comparable to the open-source and piracy battles already raging over digital technology.
Of course, some new hazards could still conceivably emerge from DIY genetic modification, if the technology for it should become ubiquitous. However, the only risk would be from individual farmers rather than unaccountable corporations. This way, we would be moving away from giving irresponsible and vicious companies the ability to threaten health. Instead, we would be moving towards giving back individuals more control over their own diets. Of course, abuse would still occur, but it would not have global consequences or frighten millions of people in the way that current genetic engineering does.
In sum, there is no reason to complain that genetic modification is perilous in its own right. However, there is always peril in giving a great social responsibility to a profit-hungry corporation. In much the same way that large firms have captured the state machinery of our liberal democratic states to serve their greedy interests, we should expect them to be subverting health and the public good for profit.
The complex dilemma over GMOs requires not an anti-scientific or neo-Luddite reaction, but an acknowledgement that intertwined monopolistic, statist and hegemonic ambitions lead to the retardation of technology rather than progress. I have made this very case in an essay at the techno-politics magazine ClubOfINFO, and I consider it to be an important detail to keep in mind as the GMO controversy rages.

By Harry J. Bentham - More articles by Harry J. Bentham

Originally published at Dissident Voice on 23 June 2014

AN ACTUAL EXCHANGE BETWEEN THE ROYAL DUTCH SHELL WORLDWIDE CEO AND THE ROYAL DUTCH SHELL WORLDWIDE CHIEF STRATEGIST!

037

AN ACTUAL EXCHANGE BETWEEN THE ROYAL DUTCH SHELL WORLDWIDE CEO AND THE ROYAL DUTCH SHELL WORLDWIDE CHIEF STRATEGIST!

QUESTION: HOW CAN WE ILLUSTRATE MR. ANDRES AGOSTINI’S CONCURRENT COORDINATED CONVERGENT SYSTEMS THINKING (CCCST): ARTICULATED UNDER INTELLIGENCE AUGMENTATION AND AMPLIFICATION (IAA) VIA ASIN: B00KNL02ZE ANSWER: BY PAYING ATTENTION TO AN INDOORS INTERVIEW BY THE ROYAL DUTCH SHELL HERE:

Many world-class zillion-dollars corporations go to huge unknown distances to make a difference in sustaining and guaranteeing their For-Lucre Competitive Advantage. Shell, as many others are a good example of this, through many, many decades to date. I was fully trained and thoroughly indoctrinated by Shell to this end a long time ago while I keep always researching their latest canonical milestones. However, my ongoing research considers and analyzes the findings of many other zillion-dollar corporations beyond, by far, those of Royal Dutch Shell.

Governments, governmental agencies, political bodies, universities (including those into strong R&D&I), as well as a myriad of other companies, supranationals and NGOs, DO NOT EVER ATTEMPT TO DO THIS. THEY THINK THAT SEEKING KNOWLEDGE THIS WAY IS A CLEAR SIGN OF INSANITY.

Nothing, and nothing at all, will preclude Shell and other Fortune-7 Corporations to seek out and seize boundaryless knowledge.

All of my assertions are backed by most-updated brick-and-mortar books and manuals. I can give you a brief general idea, but my time and researched proprietary findings are extremely expensive for me to tell you about where to find those contents.

The combined knowledge of my research is a part of an infinitely larger ongoing proprietary research effort by me. Through many, many years, these books and manuals and handbooks have been physically published but you did not found out then. But many publications were only found through proprietary literature only.

When you want to access proprietary literature, you handsomely pay for it. Otherwise, it is impossible to gain access to that.

Everything I have or have had, I capitalistically paid for CASH AND IN FULL. If you are a commie, this is not for you or any other forms of hippies and chronies.

FOR INSTANCE:

Star Trek’s Captain Spock told James T. Kirk: “… Jim, the problem with you is that you always proceed from false assumptions … And being a Volcan and thus different from you, I have no ego to bruise …”

LET US NOW GET BACK TO OUR REAL-LIFE EXCHANGE AS PER ROYAL DUTCH SHELL:

Royal Dutch Shell Worldwide CEO: “…Okay, How is the strategic planning going along for the forthcoming year? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Very well, sir…We are introducing some novelties to our corporation-wide strategic planning, strategizing and strategic execution …!…”

Royal Dutch Shell Worldwide CEO: “…Can you give me some specifics? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Well, sir, our most unconventional and heterodox thinking and strategizing have always gone to a far-fetched fringe, spurting twilight-zones mind-sets while ridiculing the minimal and precarious notion of so-called ‘out-of-the-box’ thinking … So, this year we have a roaster of out-of-this-world people to interview in order to underpin our strategy and outsmart Exxon-Mobil and the like in the process. All of the interviews will be heavily documented for continuous close examination …”

Royal Dutch Shell Worldwide CEO: “…Excellent, I really like you rationale…Who is your first person to interview? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Thank you. The first one will be a Maharishi, the so-called ‘Great Seer’ …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “… Drashtara, Sanskrit for the Techno-Harbinger …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “…The Awaken Ones …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “… Auspiciousness, a female spiritual leader of great audiences in the East and West …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “… A Catholic Bishop…”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “…A Tel-avid Rabbi …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “… A Lama …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “ … An Ayatollah …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “…A Witch…”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “…A Saucerer…”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Worldwide CEO: “…You list is nice but a bit too conventional for my profitable ambitions. What are you exactly going to do about it to fundamentally solve your shortcomings? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Sir, we are going to interview, as well, many other thought leaders, including many purposeful mentally-ill ponderers!…”

Royal Dutch Shell Worldwide CEO: “…Like whom? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Sir, a Schizophrenic …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… One person undergoing Clinical Delusional Disorder …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… Someone into Clinical Hallucinations …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Someone into Clinical Histrionic or Narcissistic …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Guru from India …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Yogi from India …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… An Oracle from the Tibet …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Kabbalah Mystic …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Witch …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Brazilian Shaman …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Brazilian Shaman…”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Saucerer …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Savant…”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Knowledgist …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Beggar …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Homeless …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Gigolo …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Wizard …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Magician …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Autistic …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…One undergoing Asperger’s …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… Every Student proactive in most-recondite Ivy-League own on-site Secret Societies … Several Prostitutes and several Tarot-card Readers, Soothsayers, Divinators, Foretellers, Predictioneers, Futilitarians, Hunches-tellers, First-Guessers, Second-Guessers, Fortunetellers, Prophets, Presagers, Premonitionists, Dictators, Anarchists, among many other savants.

Now, you can understand why people of The Netherlands OUTSMART MOTHER NATURE and are so intelligent, shrewd and mordant, as well as victorious, ready to “kill” petroleum as source of energy and impose Energy “X”.

Many, many zillion-dollars-corporations RELENTLESSLY exercise their Intellects and Strategies BY INCESSANTLY SEEKING OMNISCIENCE IN IGNORED FLANKS AND NOVEL QUADRANTS AND SPHERES. AND THROUGH THE PRECEDING, THEY MERIT AND DESERVE TO OUT-RULE THE WORLD, THE PRESENT AND THE FUTURE.

NOTHING, AND NOTHING AT ALL, WILL PRECLUDE SHELL AND OTHER FORTUNE-7 CORPORATIONS TO SEEK OUT AND SEIZE BOUNDARYLESS KNOWLEDGE.

ONLY SOURCE: Andres Agostini’s own Book:

Concurrent Coordinated Convergent Systems Thinking (CCCST): Articulated under Intelligence Augmentation and Amplification (IAA)
ASIN: B00KNL02ZE
http://amzn.to/1owe52O

By Mr. Andres Agostini
www.linkedin.com/in/andresagostini

E.Q.-Focused Nations (suboptimal) Versus I.Q.-Centric Countries (optimal)

047

1.- E.Q.-Focused Nations argue that the millenarian applied terms such as: Prudence, Tact, Sincerity, Kindness and Unambiguous Language DO NOT SUFFICE and hence they need to invent a marketeer’s stunt: Emotional Intelligence. I.Q.-Centric Countries argue that the millenarian applied terms are beyond utility and desirability and that stunts are to social-engineer and brain-wash the weak: Ergo, all of these are optimal: Prudence, Tact, Sincerity, Kindness and Unambiguous Language, as well as plain-vanilla Psychology 101.

2.- E.Q.-Focused Nations are mired with universal corruption, both in private and public office. I.Q.-Centric Countries are mired with transparency, accountability and reliability, as well as collective integrity and ethics.

3.- E.Q.-Focused Nations are flooded with structural unemployment. I.Q.-Centric Countries are flooded with fundamental employment and hiring even not only nationals but also international talents.

4.- E.Q.-Focused Nations are waging military campaigns and violence internationally, always attempting to IMPOSE HARD AND HARSH AND FOCEFUL POWER. I.Q.-Centric Countries are at Peace with all of the Nations of the world and ONLY believe in Diplomacy and its Concurrent Soft Power.

5.- E.Q.-Focused Nations are too quick, too ready and too constant to DESTROY THEIR OWN ECONOMIES while turning their great nations into seventh-level nations of the world. I.Q.-Centric Countries are ALWAYS CONSTRUCTING GREATER OWN ECONOMIES WHILE MAKING THEIR NATIONS MORE APPEALING TO FOREIGNERS, INCLUDING FOREIGN INVESTORS, TO DO BUSINESS WITH.

6.- E.Q.-Focused Nations are ALWAYS expecting major Domestic Terrorism Attacks and Huge Disruption to Public Services and Infrastructure through Cyber attacks, while they attract Immense Industrial Espionage. I.Q.-Centric Countries are NOT WORRY AT ALL about being attacked in any form at all, but focused on how to become world’s largest manufacturers of Tangible Goods that are both desired by Rich and Poor Countries.

7.- E.Q.-Focused Nations HAVE INVESTED LARGELY IN MAKING TOO MANY LOCAL AND GEOPOLITICAL ENEMIES around the Globe. I.Q.-Centric Countries HAVE ZERO DOMESTIC AND INTERNATIONAL ENEMIES WHILE ONLY PROFITING FROM FRIENDLY CLIENTS AROUND THE GALAXY. I.Q.-Centric Countries’ friendliness is taken incessantly to the banks.

8.- E.Q.-Focused Nations are bathed with CIVILIAN PROTESTS, including Anarchists and Anti-Systems and Anti-Establishments, in a permanent context of Social and Political Unrest. I.Q.-Centric Countries have ZERO CIVILIAN PROTESTS while enjoying and profiting from an Emotionally-Even Most Talented Population, while thoroughly employed into Rule the World through Economic and Peaceful Conquests.

9.- E.Q.-Focused Nations have HUGE BANKRUPTCY DIVIDES between those Leaning to the Left and those Leaning to the Right. I.Q.-Centric Countries FIND HUGE LUCRE IN EXPLOITING THE INTELLECTUAL CAPITAL OF BOTH THE “LEFT” AND THE “RIGHT,” OPERATING FROM WITHIN THE EXACT “CENTER” WHILE LEVERAGING UP THE INDIVIDUAL AND COLLECTIVE WEALTH OF EVERY CITIZEN.

10.- E.Q.-Focused Nations DO NOT SPEAK GERMAN. I.Q.-Centric Countries ONLY SPEAK GERMAN.

By Mr. Andres Agostini

www.linkedin.com/in/andresagostini

Where are the real-world proven-track records of and by the White Swan Author, Mr. Andres Agostini?

a from Profitable Challenges

What are four (4) solid real-life examples that the White Swan Author has risk-managed? Andres has many letterhead testimonials about those. See the ensuing:

1.- World-class Petroleum Refineries whose risks that Andres has managed are available at https://lifeboat.com/blog/2014/05/white-swan-oil-refineries

2.- World-class Oil and Gas Tankers (maritime vessels) whose risks that Andres has managed are available at https://lifeboat.com/blog/2014/05/white-swan-oil-gas-tankers

3.- World-class Petroleum installations, equipments and hardware whose risks that Andres has managed are available at https://lifeboat.com/blog/2014/05/white-swan-petroleum-installations

4.- Toyota and Mitsubishi Motors factories and installations whose risks that Andres has managed are available at https://lifeboat.com/blog/2014/05/white-swan-cars