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sz5_JER_fuller_-_croatian_interview-300x199To think about the existential prospects that lie ahead for Humanity 2.0, or Homo futura, imagine yourself in 1900 faced with two investment opportunities for the future of personal human transport: on the one hand, a specially bred – that is, genetically modified – horse; on the other, a mass-produced automobile. Which prospect would you pursue?

The horse has been long a reliable mode of transport, whose strengths and weaknesses are well known. A faster horse may require greater skill to handle and more feed that produces more manure. But your society is already equipped to deal with those consequences. In contrast, the automobile is a new technology, albeit one that has already shown that it can equal and even surpass the horse in terms of speed and durability under a variety of conditions. However, the automobile brings its own distinctive cost-benefit calculus, as its future improvement would very likely involve both greater enclosure of the traveller and greater pollution of the environment. In the long term, the traveller’s relationship to nature would probably need to change quite drastically for the automobile to become dominant.

It is too bad that the state of genetic knowledge was not sufficiently advanced in 1900 to turn this into a real choice. Instead the horse easily appeared a less attractive long-term bet, as it was generally presumed that the upper limits of the creature’s performance had been already reached. In that case, the indefinite continuation of horse-drawn personal transport could only be defended by those who had a principled objection to mechanical transport, a position perhaps grounded in a nostalgic view of humanity’s oneness with nature. But even these people could not deny the proven effectiveness of ships and trains as machines of mass conveyance. In short, the horse was doomed. The market for personal transport underwent what Joseph Schumpeter called ‘creative destruction’. Henry Ford effectively made it worthwhile for consumers to reorganize their value priorities in a way that quickly resulted in the automobile, rather than the horse, setting the standard of personal transport.

The twenty-first century may offer us a choice rather like that of our hypothetical 1900 decision between horse and car. But now the choice would be between two different ways of continuing the human condition – alternative vehicles, as it were, to convey our existence. One involves genetically modifying ourselves and the other involves transcending the bodies of our birth altogether. These two options represent the two rather opposing directions in which contemporary transhumanism is heading.

In most general terms, ‘transhumanism’ says that the indefinite projection of our most distinctly human qualities is worth pursuing as a value in its own right – even if that means radically altering our material nature. This definition of transhumanism captures by implication all of those who might be against such a movement, not least those – typically ‘Greens’ – who believe that humanity’s current global crises stem from our attempts to minimize if not deny our commonality with the rest of nature.

The word ‘transhumanism’ was coined by Julian Huxley, a founder of the dominant research paradigm in biology today, which integrates Darwin’s account of natural history with the experimental principles of modern lab-based genetics. Huxley, following the lead of his grandfather, Thomas Henry Huxley, believed that Darwin fundamentally challenged anyone who wanted to uphold the superiority of Homo sapiens as a species. After all, the workings of natural selection suggest that all forms of life are limited by their largely innate capacities to adapt to a changing environment. In the end, any given species – including humans — should expect extinction, not immortality. From that standpoint, all the promises made by Christianity and Islam of an eternal ‘afterlife’ looked empty. Nevertheless, the Huxleys believed that there was something fundamentally correct about these religious intuitions.

Thomas Henry Huxley opposed those who held that ethics could be straightforwardly inferred from evolutionary history. On the contrary, he argued, we humans are unique in our capacity to push back, and ideally reverse, natural selection. He had in mind modern developments in law and medicine that effectively institutionalise forms of life that take humanity far from its Darwinian default settings. Thus, our conception of justice is more complex than ‘an eye for an eye’ and our interest in health goes beyond simply enabling people to cope with whatever life throws in their way. In this respect, modern society has been built to promote a progressive world-view, in which death becomes the ultimate enemy — not the ultimate resolution — of life.

Julian Huxley, equipped with a better scientific understanding, went one step further to argue that Homo sapiens is the only species equipped to comprehend the entire evolutionary process, in which case we incur a unique moral obligation to administer and direct its future course. This is the context in which ‘transhumanism’ was coined.

But even accepting humanity’s sense of cosmic responsibility still leaves us with many questions about how to proceed. Julian Huxley was himself a eugenicist who helped several biologists working in Nazi Germany, including the great ethologist Konrad Lorenz, to avoid charges of ‘crimes against humanity’ at the Nuremberg Trials. Huxley was also the principal author of UNESCO’s 1950 ‘Statement on Race’, which argued that the idea of fixed racial distinctions lacks a firm foundation in biological science. Taken together, these interventions suggest a deep acceptance of humanity’s adaptability and plasticity, in which the future should not be seen as a simple repetition of the past. Huxley supported eugenics not to reinforce long-standing racial prejudice but, on the contrary, to experiment with humanity’s untapped potential to surpass its current levels of achievement.

Whatever one makes of Huxley’s own enthusiasm for eugenics, which remained up to his death in 1975, it is clear that his existential horizons were rather limited by the standards of today’s transhumanists. For Huxley, humanity’s room for manoeuvre, while considerable, was ultimately confined to our evolutionary heritage in carbon. He envisaged altering and otherwise enhancing our genetic capacities, but not uploading our minds into silicon chips that would allow us to be resurrected as freestanding avatars. In this respect, Huxley is like our hypothetical 1900 entrepreneur investing in the idea of a genetically modified horse as the future of personal transport.

This means that the Henry Fords of our transhuman future are those who see our carbon-based bodies simply platforms for the realization of a set of ‘functionalities’ that may be more powerfully and more efficiently realized in another medium altogether. The original Henry Ford reckoned that while people may find it nice to be one with nature, at the end of the day what really mattered was how to get where you want to go as quickly as possible. Similarly, today’s silicon-based transhumanists regard our genetically endowed bodies as simply means to ends that in the future may be performed more effectively by some other means.

To be sure, relatively few share Ray Kurzweil’s dream that by 2050 human consciousness will be successfully uploaded into a computer that enables us to conceptualise and experience the world as if we were still carbon-based creatures. Nevertheless, as the saying goes, people are already ‘voting with their feet’. The amount of quality time spent on the internet suggests that people are beginning to locate the meaning of their lives more in virtual than actual reality. Of course, that tendency by itself does not guarantee that we shall realize Kurzweil’s dream. But it does provide an incentive for investment into research that might eventually realize it. The power of faith to overcome material obstacles should never be underestimated, especially when the believers are armed with science.

The ease with which Homo sapiens has managed to remake itself and the physical environment over a few thousand years – in many cases, undoing the work of billions of years of evolution – has been a source of great fear, but also of great hope. That hope involves a vision of human history in which after emerging as a distinct branch of the tree of life, our biology serves as a platform for launching a range of technologies that extend our natural capacities and with which we eventually merge to constitute the executive control centre of an ever expanding portion of the universe.

This is a world that Darwin did not envisage because, like so many other 19th century biologists, he could not imagine that the basic elements of life were governed by mathematical principles, let alone a ‘genetic code’. Indeed, Darwin’s contemporary, the man who we now consider the father of modern genetics, Gregor Mendel, was largely ignored in his lifetime precisely because he claimed to have found such principles. However, the molecular revolution in genetics that began in earnest with the discovery of DNA’s function in 1953 has increasingly brought together the expertises of computer scientists and molecular geneticists in quite literal projects of ‘bioengineering’, whereby life is built according to a mathematically specified plan from basic materials.

Regardless of whether humanity continues to believe that its progress is ultimately circumscribed by its biology, transhumanism’s own progress in the general culture may be measured by the extent to which ‘nature’ is seen not as imposing a limit on the human will, but rather as raw material, untapped potential or even capital that we might leverage into new and improved states of being. To be sure, there is no reason to think that such beliefs are self-fulfilling but they do foster a climate in which people are willing to take more risks with themselves, other people and the world at large.

Further Reading

Church, G. and Regis, F. (2012). Regenesis: How Synthetic Biology Will Reinvent Nature and Ourselves. New York: Basic Books.

Fuller, S. (2011). Humanity 2.0: What It Means to Be Human Past, Present and Future. London: Palgrave Macmillan.

Fuller, S. (2013). Preparing for Life in Humanity 2.0. London: Palgrave Macmillan.

Fuller, S. and Lipinska, V. (2014). The Proactionary Imperative: A Foundation for Transhumanism. London: Palgrave Macmillan.

More, M. and Vita-More, N., eds. (2013). The Transhumanist Reader. London: Wiley-Blackwell.

Transleadership! By Mr. Andres Agostini

TRANSLEADERSHIP
This is an excerpt from the conclusion section of, “…Transleadership!…” that discusses some management, leadership and futurism theories and practices and strategies.

To read the entire piece, just click the link at the end of article:

EXCERPT. Ensuing:

(…SUMMATION OF WHAT A TRANSLEADERSHIP LEADER DOES AND IS …)

# 1 – Is An Actionable Statesman.

# 2 – Thoroughly moral and ethical in deed and spontaneously projected example.

# 3 – Happily located and navigating through Century 21.

# 4 – By far, focused on solid and increasing education and perpetual mind expansion, chiefly those acquired by solving truly complex problems systematically.

# 5 – Self-Pedagogue forever. Teaches to self-tech to his / her crew for Life.

# 6 – Leads, Co-Leads, Follows, Co-Follows, Executes, Co-Executes, Builds, Co-Builds, Envisions, Co-Envisions, Paves and Co-Paves Never-Thought-Of Pathways.

# 7 – Intuitive, Counterintuitive, and seamlessly blends both of the above.

# 8 – Takes all – encompassing curiosity as it is operated in real time – beyond known and unknown extremes.

# 9 – Makes every mistake – own or that of the competitor – into his / her won victory.

# 10 – Doesn’t care how fluid and amorphous the limits, contexts and the dynamics of his / her blurred theater of operations are.

# 11 – Can strategize and prevail through many operational frameworks at once without getting bewildered.

# 12 – Challenges every assumption, doctrine and dogma ruthlessly and relentlessly, beginning with his / her own ones.

# 13 – Learns something practical, meaningful, and decisively productive every day.

# 14 – Heightens crew’s sense of urgency and of focus.

# 15 – Re-adapts and re-invents resiliently and effortlessly regardless of whatever constraints and increasing pressures stemming from the frame of reference.

# 16 – Operates multidimensionally and cross-functionally.

# 17 – Constantly and boldly sets pre-conditions to maximize the likelihood of his / her triumphs.

# 18 – Always selects and develops his / her leadership constituency.

# 19 – Creates and applies his / her own – along with that of the team – body of knowledge.

# 20 – Does never ever institute “best practices,” but UNIQUE, premium-graded approaches.

# 21 – Carries on much swifter that “life cycles” intrinsic to products, services, challenges, and complex problem solving.

# 22 – Does not get concerned about his / her adversaries since the uniqueness and ever-upgrading quality of tactics, strategies and stratagems as applied.

# 23 – Harmonizes issues immediately.

# 24 – His / her leadership is always (and robustly so) linked to concrete and unambiguous objective and goals.

# 25 – Always updates his methods, approaches, techniques, tactics, strategies, especially using those that are extraneous to so-called and already disrupted “history.” (Which one, that wrote by winners or that stated by losers or that always failing to have sufficient objectivity?)

# 26 – Continuously learns lessons – and improves those – both from incurred mistakes and from captured successes.

# 27 – Extracts information and knowledge – to be shared and brainstormed with the crew – out of everything done, thought, as well as to be executed regardless of the incumbent.

# 28 – Wins only based on merit, principle, legitimacy and lawfulness.

# 29 – Strategizes the granularity of detail of everything. There is no such a thing as a leader that is not a strategist and visionary.

# 30 – Embraces leading-edge (even weird) science and its stemming technological derivatives immediately.

# 31 – Enjoys phenomena and prevails as he / she navigates through said phenomena.

# 32 – Is never commonsensical and always challenging long-held assumptions as he / she institutes the most unorthodox and exuberant novel practices (lavishly so).

# 33 – De-tools, tools, re-tools the amplification of the individual and collective intelligence within his / her crew.

# 34 – Instills how to operate autonomously and jointly – in pursuit of the same goals and objectives – to his / her followers and co-leaders.

# 35 – Learns from his / her mistakes, but empathizes to learn also from the mistakes of others.

# 36 – Fluidly shares experience and practical knowledge across every incumbent in the crew.

# 37 – Only thinks and performs a la unthinkable thinking.

# 38 – Disrupt the boundaries of unthinkable thinking, always going beyond such boundaries.

# 39 – Transforms new problems and old problems into actionable breakthrough opportunities.

# 40 – In his / her case and exercising this type of leadership, strongly and coherently insists on and applies three aspects: CIVILITY, CIVILITY, CIVILITY!

# 41 – Before chaos, he / she instills more and more chaos – of greater magnitude, scale and speed – to level off and outsmart the frame of reference targeted.

# 42 – Drives OPS with directness and / or indirectness, as well as with the loose/control hybridization mode.

# 43 – Shares of defined values

# 44 – Elicits conceptions of practiced futures to deal with and countermeasure way in advance.

# 45 – Fuses technology innovation with business strategy as a tool for competitive advantage.

# 46 – Conceives early and distinguishes it and exploits it strategic surprises attributable to competitors.

# 47 – Ascertains that there is not a single stone left unturned.

END OF EXCERPT.

Please see the entire presentation at http://lnkd.in/dP2PmCP

Superslide. By Mr. Andres Agostini
SYNAPSE
This is an excerpt from the conclusion section of, “…Superslide (…A Three-Meter Slide).…” that discusses some management and futurism theories and practices. To read the entire piece, just click the link at the end of article:

EXCERPT. Ensuing:

“…Jeff Immelt realizes that the world changes every day and that his job is to keep GE competitive in that changing world. But his ability to take the company where it needs to go is greatly facilitated by the fact that he has a clear understanding of where he is starting…”

“…Stewart’s ranking reflects a massive movement underway to actually measure intellectual capital … The concept is correct and we put Stewart’s work right at the front … to reinforce the importance for companies to continue defining, measuring and improving ways of generating new intellectual capital … Teaching Organizations are the needed response to today’s emphasis on knowledge creation. Today, intellectual assets trump physical assets in nearly every industry.…”

“…Despite the boom and bust of the recent dot-bomb era, there is no question that we are in the early stages of an era in which technology and biotechnology will have inescapable consequences for how businesses are run and organized. The practices, systems, policies and mind-sets that prevailed in the old industrial economy will not do the job. The foregone conclusion of the late 1990s that the old industrial behemoths would be agile start-ups is equally wrong for the times.…”

“…Rather, we now know that the winners of the future will adapt and innovate to exploit emerging technological and social changes. They will be big, fast, and smart. The winners will create value by having a workforce that is more aligned, energized and smarter than their competitors. They will leverage size and act with speed across internal and external organizational boundaries.…”

END OF EXCERPT.

Please see the entire presentation at http://lnkd.in/dGjf3mm

Trends Vs. Dynamic Driving Forces! By Mr. Andres Agostini

1

(Trends Vs. Dynamic Driving Forces, A Clarity-Driven Pathway Before A Universal Management and Scientific Blunder!).

This is an excerpt from the conclusion section of, “…Trends Vs. Dynamic Driving Forces…” that discusses some management and futurism theories and practices. To read the entire piece, just click the link at the end of article:

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EXCERPT. Ensuing:

“…If you like where events seem to be headed, you may want to take timely action to preserve their positive trajectory. If you do not like where they appear to be going, you will have to develop and implement policies to change their trajectory…”

3
Futurology is the “…study or forecasting of potential developments, as in science, technology, and society, using current conditions and trends as a point of departure…”

4
“…The goal here [in the beginning of the third millennium] is to understand the enablers [the driving forces out of which some futurists comfortably depict so-called ‘trends’] for change [potential upsides] as well as the barriers [imminent downsides]…”

5
“…The law is recognizing the trend toward complexity of life and the inability of the average person to recognize and overcome risks associated with it … Whereas our forefathers could knowingly inspect the horseshoes a blacksmith nailed on their horses’ hoofs, the average person today cannot knowledgeably inspect a microwave oven or a car’s automatic transmission.…”

6
”…Welcome to the New Future. How are you going to cope with the most challenging business changes you have ever faced? What are the top trends you must know about today? How can you better plan for the future? The Institute for Global Futures provides an analysis of the top trends, scenarios and strategies that will shape the future of your enterprise. Whether that future is one minute or one year from today you need to be prepared to face the future challenges and risks.…”

7
END OF EXCERPT.

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Please see the entire presentation at http://lnkd.in/dC5qvcb

Superintelligence! By Mr. Andres Agostini
BRAIN0

This is an excerpt from the conclusion section of, “…Superintelligence…” that discusses some management theories and practices. To read the entire piece, just click the link at the end of article:
BRAIN
EXCERPT.

How do I exercise my mind? What types of thinking modes I daily use?

BRAIN31. “Einsteinian Gedanke” Thinking
2. “Post Mortem” Thinking
3. “Pre Mortem” Thinking
4. “Short-Term and Long-Term” Thinking
5. “Terra Incognita” Thinking
6. “A Cappella” Thinking
7. “À la Quantum Mechanics” Thinking
8. “A Posteriori” Thinking
9. “A Priori” Thinking
10. “Against Fashionable” Thinking
11. “Against Inexpensive” Thinking
12. “Against Sloppy, Emotional” Thinking
13. “Against the whole cliche of the moment” Thinking
14. “Alpha and Omega” Thinking
15. “Applied Omniscience Knowledge” Thinking
16. “Continuous Improvement and Innovation” Thinking
17. “Edisonian Research” Thinking
18. “Over-Hauled Re-Engineering” Thinking
19. “Primum nocere” Thinking
20. “Primum non nocere” Thinking
21. “Rara Avis” Thinking
22. “Support Learning and Change” Thinking
23. A Radical yet Rigorous Strong-Sense and Critico-Creative
24. Aggregated Thinking
25. Alternatives-Exploring Thinking
26. Black-and-White Thinking
27. Bottom-Up Thinking
28. Cognitive Thinking
29. Composite Thinking
30. Compounded Thinking
31. Comprehensive Thinking
32. Cosmological Thinking
33. Counter-Cognitive Thinking
34. Counter-envisioning Thinking
35. Countering Thinking
36. Counter-intuitive Thinking
37. Counter-Intuitiveness Thinking
38. Countermeassuring Thinking
39. Counter-seeing Thinking
40. Cradle-to-grave Thinking
41. Cross-functional Thinking
42. Cross-pollinated Thinking
43. Cross-Referenced Thinking
44. Cybered Thinking
45. Cyber-Enabled Thinking
46. Deep Thinking
47. Dense Thinking
48. Discontinuous-Progression Thinking
49. Discoverer’s Thinking
50. Early-On Thinking
51. Easternized Thinking
52. Ecological Thinking
53. Engineering Thinking
54. Entomological Thinking
55. Epicentric Thinking
56. Epidemiological Thinking
57. Ex-ante Thinking
58. Exploratory Thinking
59. Exuberant Thinking
60. Factory Thinking
61. Forensic Thinking
62. Forethought Thinking
63. Forward Thinking
64. Futures Thinking
65. Futures Thinking
66. Fuzzy-Logic Thinking
67. Generative Thinking
68. Gestalt Thinking
69. Governed Thinking
70. GPS Thinking
71. Gray-areas Thinking
72. Harmonic Thinking
73. Helicopter Thinking
74. Heterodox Thinking
75. Heterodox Thinking
76. Hindsight Thinking
77. Holistic Thinking
78. Holistic Thinking
79. Horse-Seeing Thinking
80. Hyper-Geometrical Thinking
81. Illogicality Thinking
82. In-Advance Thinking
83. In-Parallel Thinking
84. In-Series Thinking
85. Inside-out Thinking
86. Integrative and Transformative Thinking
87. Interconnected Thinking
88. Interdependency Thinking
89. Interdisciplinary Thinking
90. Internetted Thinking
91. Interrelated Thinking
92. Inventor’s Thinking
93. Inward-Looking Thinking
94. Macro Thinking
95. Macroscopic Thinking
96. Metaphorical Thinking
97. Microscopic Thinking
98. Multidimensional Thinking
99. Multifaceted Thinking
100. Multilevel Thinking
101. Multi-Level Thinking
102. Multi-Perspective Thinking
103. Multi-Range Thinking
104. Multi-tasking Thinking
105. Mystified Thinking
106. Naturalist Thinking
107. Networked Thinking
108. Nonlinear Thinking
109. Non-Status Quo Thinking
110. Nuanced Thinking
111. Old-guard Thinking
112. Open Thinking
113. Orthodox Thinking
114. Outward-Looking Thinking
115. Parenthetic Thinking
116. Peripheral Thinking
117. Pluri-Filter Thinking
118. Pluri-Intent Thinking
119. Pre-“Post Mortem” Thinking
120. Preemptive Thinking
121. Pre-Forensic Thinking
122. Preter-Naturalist Thinking
123. Pseudo-Serendipitous Thinking
124. Qualitative Thinking
125. Quantitative Thinking
126. Radar Thinking
127. Radiant Thinking Irradiantly
128. Re-Engineering Thinking
129. Scenario-Method Thinking
130. Semi-Covert Thinking
131. Semigoverned Thinking
132. Semigoverned Thinking
133. Semipredictable Thinking
134. Semipredictable Thinking
135. Sonar Thinking
136. Sonar Thinking
137. Spacewalk Thinking
138. Spacewalk Thinking
139. Specificity Thinking
140. Specificity Thinking
141. Strategic Thinking
142. Strategic Thinking
143. Submarine Thinking
144. Submarine Thinking
145. Surprise-Free Thinking
146. Surprise-Free Thinking
147. Synergistic Thinking
148. Synergistic Thinking
149. Systems Thinking
150. Systems Thinking
151. Systemwide Thinking
152. Systemwide Thinking
153. Telescopic Thinking
154. Telescopic Thinking
155. Through-Paradoxes Thinking
156. Through-Paradoxes Thinking
157. Throughput Thinking
158. Throughput Thinking
159. Top-down Thinking
160. Top-down Thinking
161. Trans-Contextual Thinking
162. Trans-Contextual Thinking
163. Un-Commonsensical Thinking
164. Un-Commonsensical Thinking
165. Unconventional Thinking
166. Unconventional Thinking
167. Unconventionally-Uncommon Thinking
168. Unconventionally-Uncommon Thinking
169. Un-daydreamed-of Thinking
170. Un-Daydreamed-of Thinking
171. Undreamed-of Thinking
172. Undreamed-of Thinking
173. Unorthodox Thinking
174. Unthinkable Thinking
175. Upside-down Thinking
176. Vanguard Thinking
177. Vertical-lateral-+Thinking
178. Weird Science’s Thinking
179. Weirdo’s Thinking
180. Westernized Thinking
181. Wholeness Thinking
182. Womb-to-tomb Thinking

END OF EXCERPT.

Please see the full presentation at http://goo.gl/8fdwUP

The Future of Management Wargaming, Now! By Mr. Andres Agostini

This is an excerpt from the conclusion section of, “…The Future of Management Wargaming , Now…!” that discusses some management theories and practices. To read the entire piece, just click the link at the end of article:

In addition to being aware and adaptable and resilient before the driving forces reshaping the current present and the as-of-now future, there are some extra management suggestions that I concurrently practice:

a) “…human knowledge is doubling every ten years [as per the 1998 standards]…”

b) "...computer power is doubling every eighteen months. the internet is doubling every year. the number of dna sequences we can analyze is doubling every two years…”

c) “…beginning with the amount of knowledge in the known world at the time of Christ, studies have estimated that the first doubling of that knowledge took place about 1700 A.D. the second doubling occurred around the year 1900. it is estimated today that the world’s knowledge base will double again by 2010 and again after that by 2013…”

The Future of Skunkworks Management, Now! By Mr. Andres Agostini
SIMPLICITY
This is an excerpt from the conclusion section of, “…The Future of Skunkworks Management, Now!…” that discusses some management theories and practices and strategies. To view the entire piece, just click the link at the end of this post:
SOLUTION
Peter Drucker asserted, “…In a few hundred years, when the story of our [current] time is written from a long-term perspective, it is likely that the most important event those historians will see is not technology, not the Internet, not e-commerce [not so-called ‘social media’]. IT is an unprecedented change in the human condition. For the first time ─ literally ─ substantial and growing numbers of people have choices. for the first time, they will have to manage themselves. And society is totally unprepared for it…”
SYSTEM
Please see the full presentation at http://goo.gl/FnJOlg

Womb-to-Tomb Management! By Mr. Andres Agostini
Womb-To-Tomb Management
This is an excerpt from the presentation, “…Womb-to-Tomb Management!…” that discusses some management theories and practices. To read the entire piece, just click the link at the end of article:

Please see the graphic at http://lnkd.in/dbD4G7e

This is an excerpt from the conclusion section of, “…NASA’s Managerial and Leadership Methodology, Now Unveiled!..!” by Mr. Andres Agostini, that discusses some management theories and practices. To read the entire piece, just click the link at the end of this illustrated article and presentation:

superman
In addition to being aware and adaptable and resilient before the driving forces reshaping the current present and the as-of-now future, there are some extra management suggestions that I concurrently practice:

1. Given the vast amount of insidious risks, futures, challenges, principles, processes, contents, practices, tools, techniques, benefits and opportunities, there needs to be a full-bodied practical and applicable methodology (methodologies are utilized and implemented to solve complex problems and to facilitate the decision-making and anticipatory process).

The manager must always address issues with a Panoramic View and must also exercise the envisioning of both the Whole and the Granularity of Details, along with the embedded (corresponding) interrelationships and dynamics (that is, [i] interrelationships and dynamics of the subtle, [ii] interrelationships and dynamics of the overt and [iii] interrelationships and dynamics of the covert).

DETAIL    DETAIL    DETAILBoth dynamic complexity and detail complexity, along with fuzzy logic, must be pervasively considered, as well.

To this end, it is wisely argued, “…You can’t understand the knot without understanding the strands, but in the future, the strands need not remain tied up in the same way as they are today…”

For instance, disparate skills, talents, dexterities and expertise won’t suffice ever. A cohesive and congruent, yet proven methodology (see the one above) must be optimally implemented.

Subsequently, the Chinese proverb indicates, “…Don’t look at the waves but the currents underneath…”

2. One must always be futurewise and technologically fluent. Don’t fight these extreme forces, just use them! One must use counter-intuitiveness (geometrically non-linearly so), insight, hindsight, foresight and far-sight in every day of the present and future (all of this in the most staggeringly exponential mode). To shed some light, I will share two quotes.

The Panchatantra (body of Eastern philosophical knowledge) establishes, “…Knowledge is the true organ of sight, not the eyes.…” And Antonio Machado argues, “… An eye is not an eye because you see it; an eye is an eye because it sees you …”

Managers always need a clear, knowledgeable vision. Did you already connect the dots stemming from the Panchatantra and Machado? Did you already integrate those dots into your big-picture vista?

As side effect, British Prime Minister W. E. Gladstone considered, “…You cannot fight against the future…”

PARALLEL     PARALLEL      PARALLEL
3. In all the Manager does, he / she must observe and apply, at all times, a sine qua non maxim, “…everything is related to everything else…”

4. Always manage as if it were a “project.” Use, at all times, the “…Project Management…” approach.

5. Always use the systems methodology with the applied omniscience perspective.

In this case, David, I mean to assert: The term “Science” equates to about a 90% of “…Exact Sciences…” and to about 10% of “…Social Sciences…” All science must be instituted with the engineering view.

6. Always institute beyond-insurance risk management as you boldly integrate it with your futuring skill / expertise.

BEYOND     BEYOND       BEYOND
7. In my firmest opinion, the following must be complied this way (verbatim): the corporate strategic planning and execution (performing) are a function of a grander application of beyond-insurance risk management. It will never work well the other way around. Transformative and Integrative Risk Management (TAIRM) is the optimal mode to do advanced strategic planning and execution (performing).

TAIRM is not only focused on terminating, mitigating and modulating risks (expenses of treasure and losses of life), but also concentrated on bringing under control fiscally-sound, sustainable organizations and initiatives.

TAIRM underpins sensible business prosperity and sustainable growth and progress.

8. I also believe that we must pragmatically apply the scientific method in all we manage to the best of our capacities.

If we are “…MANAGERS…” in a Knowledge Economy and Knowledge Era (not a knowledge-driven eon because of superficial and hollow caprices of the follies and simpletons), we must do therefore extensive and intensive learning and un-learning for Life if we want to succeed and be sustainable.

As a consequence, Dr. Noel M. Tichy, PhD. argues, “…Today, intellectual assets trump physical assets in nearly every industry…”

Consequently, Alvin Toffler indicates, “…In the world of the future, THE NEW ILLITERATE WILL BE THE PERSON WHO HAS NOT LEARNED TO LEARN…”

We don’t need to be scientists to learn some basic principles of advanced science.

Accordingly, Dr. Carl Sagan, PhD. expressed, “…We live in a society exquisitely dependent on science and technology, in which hardly anyone knows about science and technology…” And Edward Teller stated, “…The science of today is the technology of tomorrow …”

And it is also crucial this quotation by Winston Churchill, “…If we are to bring the broad masses of the people in every land to the table of abundance, IT CAN ONLY BE BY THE TIRELESS IMPROVEMENT OF ALL OF OUR MEANS OF TECHNICAL PRODUCTION…”

I am not a scientist but I tirelessly support responsible scientists and science. I like scientific and technological knowledge and methodologies a great deal.

Chiefly, I am a college autodidact made by his own self and engaged into extreme practical and theoretical world-class learning for Life.

APPROACH    APPROACH     APPROACH9. In any management undertaking, and given the universal volatility and rampant and uninterrupted rate of change, one must think and operate in a fluid womb-to-tomb mode.

The manager must think and operate holistically (both systematically and systemically) at all times.

The manager must also be: i) Multidimensional, ii) Interdisciplinary, iii) Multifaceted, iv) Cross-functional, and v) Multitasking.

That is, the manager must now be an expert state-of-the-art generalist and erudite. ERGO, THIS IS THE NEWEST SPECIALIST AND SPECIALIZATION.

Managers must never manage elements, components or subsystems separately or disparately (that is, they mustn’t ever manage in series).

Managers must always manage all of the entire system at the time (that is, managing in parallel or simultaneously the totality of the whole at once).

10. In any profession, beginning with management, one must always and cleverly upgrade his / her learning and education until the last exhale.

An African proverb argues, “…Tomorrow belongs to the people who prepare for it…” And Winston Churchill established, “…The empires of the future are the empires of the mind…” And an ancient Chinese Proverb: “…It is not our feet that move us along — it is our minds…”
DESTINY       DESTINY       DESTINY
And Malcolm X observed, “…The future belongs to those who prepare for it today…” And Leonard I. Sweet considered, “…The future is not something we enter. The future is something we create…”

And finally, James Thomson argued, “…Great trials seem to be a necessary preparation for great duties …”

AGE       AGE         AGE
Consequently, Dr. Gary Hamel, PhD. indicates, “…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…”

Please see the full presentation at http://goo.gl/8fdwUP

This is an excerpt from, “Futuretronium Book” by Mr. Andres Agostini, that discusses some management theories and practices with the future-ready perspective. To read the entire piece, just click the link at the end of article:

“…#1 Futuretronium ® and the administration and application of the scientific method without innuendos and in crescendo as fluid points of inflections ascertain that the morrow is a thing of the past…”

ADVERSARIAL
”…#2 Futuretronium ®, subsequently, there is now and here available the unabridged, authoritative eclictation and elucidation of actionable knowledge from and for the incessantly arrhythmic, abrupt, antagonistic, mordant, caustic, and anarchistic future, as well as the contentious interrelationship between such future and the present…”

“…#3 Futuretronium ®, a radical yet rigorous strong-sense and critico-creative «Futures Thinking», systems approach to quintessential understanding of the complexities, subtleties, and intricacies, as well as the opportunities to be exploited out of the driving forces instilling and inflicting perpetual change into twenty-first century…”

Read the full book at http://lnkd.in/ZxV3Sz to further explore these topics and experience future-ready management practices and theories.