Toggle light / dark theme

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.

By Greg Scoblete — Real Clear Technology

We worry about robots.

Hardly a day goes by where we’re not reminded about how robots are taking our jobs and hollowing out the middle class. The worry is so acute that economists are busy devising new social contracts to cope with a potentially enormous class of obsolete humans.

Documentarian James Barrat, author of Our Final Invention: Artificial Intelligence and the End of the Human Era, is worried about robots too. Only he’s not worried about them taking our jobs. He’s worried about them exterminating the human race.

I’ll repeat that: In 267 brisk pages, Barrat lays out just how the artificial intelligence (AI) that companies like Google and governments like our own are racing to perfect could — indeed, likely will — advance to the point where it will literally destroy all human life on Earth. Not put it out of work. Not meld with it in a utopian fusion. Destroy it.

Read more

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)

DEEPEST

“…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…”

Read the entire piece at http://lnkd.in/bYP2nDC

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.

https://www.youtube.com/watch?v=OLftXInDxhM

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)

Transformative and Integrative Risk Management
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.

This is an excerpt from, “…The Future of Scientific Management, Today…” that discusses state-of-the-art management theories and practices. To read the entire piece, just click the link at the end of article.

CONCLUSION

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).

Both 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…”

THE METHOD

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.

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. TAIRM is the optimal mode to do advanced strategic planning and execution (performing).

TAIRM (Transformative and Integrative Risk Management) 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.

EFFORT

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…”

9.- 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…”

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 …”

The entire document is available at http://lnkd.in/bYP2nDC

3j0evbm2zqijaw_small

Originally posted via The Advanced Apes

Through my writings I have tried to communicate ideas related to how unique our intelligence is and how it is continuing to evolve. Intelligence is the most bizarre of biological adaptations. It appears to be an adaptation of infinite reach. Whereas organisms can only be so fast and efficient when it comes to running, swimming, flying, or any other evolved skill; it appears as though the same finite limits are not applicable to intelligence.

What does this mean for our lives in the 21st century?

First, we must be prepared to accept that the 21st century will not be anything like the 20th. All too often I encounter people who extrapolate expected change for the 21st century that mirrors the pace of change humanity experienced in the 20th. This will simply not be the case. Just as cosmologists are well aware of the bizarre increased acceleration of the expansion of the universe; so evolutionary theorists are well aware of the increased pace of techno-cultural change. This acceleration shows no signs of slowing down; and few models that incorporate technological evolution predict that it will.

The result of this increased pace of change will likely not just be quantitative. The change will be qualitative as well. This means that communication and transportation capabilities will not just become faster. They will become meaningfully different in a way that would be difficult for contemporary humans to understand. And it is in the strange world of qualitative evolutionary change that I will focus on two major processes currently predicted to occur by most futurists.

Qualitative evolutionary change produces interesting differences in experience. Often times this change is referred to as a “metasystem transition”. A metasystem transition occurs when a group of subsystems coordinate their goals and intents in order to solve more problems than the constituent systems. There have been a few notable metasystem transitions in the history of biological evolution:

  • Transition from non-life to life
  • Transition from single-celled life to multi-celled life
  • Transition from decentralized nervous system to centralized brains
  • Transition from communication to complex language and self-awareness

All these transitions share the characteristics described of subsystems coordinating to form a larger system that solve more problems than they could do individually. All transitions increased the rate of change in the universe (i.e., reduction of entropy production). The qualitative nature of the change is important to understand, and may best be explored through a thought experiment.

Imagine you are a single-celled organism on the early Earth. You exist within a planetary network of single-celled life of considerable variety, all adapted to different primordial chemical niches. This has been the nature of the planet for well over 2 billion years. Then, some single-cells start to accumulate in denser and denser agglomerations. One of the cells comes up to you and says:

I think we are merging together. I think the remainder of our days will be spent in some larger system that we can’t really conceive. We will each become adapted for a different specific purpose to aid the new higher collective.

Surely that cell would be seen as deranged. Yet, as the agglomerations of single-cells became denser, formerly autonomous individual cells start to rely more and more on each other to exploit previously unattainable resources. As the process accelerates this integrated network forms something novel, and more complex than had previously ever existed: the first multicellular organisms.

The difference between living as an autonomous single-cell is not just quantitative (i.e., being able to exploit more resources) but also qualitative (i.e., shift from complete autonomy to being one small part of an integrated whole). Such a shift is difficult to conceive of before it actually becomes a new normative layer of complexity within the universe.

Another example of such a transition that may require less imagination is the transition to complex language and self-awareness. Language is certainly the most important phenomena that separates our species from the rest of the biosphere. It allows us to engage in a new evolution, technocultural evolution, which is essentially a new normative layer of complexity in the universe as well. For this transition, the qualitative leap is also important to understand. If you were an australopithecine, your mode of communication would not necessarily be that much more efficient than that of any modern day great ape. Like all other organisms, your mind would be essentially isolated. Your deepest thoughts, feelings, and emotions could not fully be expressed and understood by other minds within your species. Furthermore, an entire range of thought would be completely unimaginable to you. Anything abstract would not be communicable. You could communicate that you were hungry; but you could not communicate about what you thought of particular foods (for example). Language changed all that; it unleashed a new thought frontier. Not only was it now possible to exchange ideas at a faster rate, but the range of ideas that could be thought of, also increased.

And so after that digression we come to the main point: the metasystem transition of the 21st century. What will it be? There are two dominant, non-mutually exclusive, frameworks for imagining this transition: technological singularity and the global brain.

The technological singularity is essentially a point in time when the actual agent of techno-cultural change; itself changes. At the moment the modern human mind is the agent of change. But artificial intelligence is likely to emerge this century. And building a truly artificial intelligence may be the last machine we (i.e., biological humans) invent.

The second framework is the global brain. The global brain is the idea that a collective planetary intelligence is emerging from the Internet, created by increasingly dense information pathways. This would essentially give the Earth an actual sensing centralized nervous system, and its evolution would mirror, in a sense, the evolution of the brain in organisms, and the development of higher-level consciousness in modern humans.

In a sense, both processes could be seen as the phenomena that will continue to enable trends identified by global brain theorist Francis Heylighen:

The flows of matter, energy, and information that circulate across the globe become ever larger, faster and broader in reach, thanks to increasingly powerful technologies for transport and communication, which open up ever-larger markets and forums for the exchange of goods and services.

Some view the technological singularity and global brain as competing futurist hypotheses. However, I see them as deeply symbiotic phenomena. If the metaphor of a global brain is apt, at the moment the internet forms a type of primitive and passive intelligence. However, as the internet starts to form an ever greater role in human life, and as all human minds gravitate towards communicating and interacting in this medium, the internet should start to become an intelligent mediator of human interaction. Heylighen explains how this should be achieved:

the intelligent web draws on the experience and knowledge of its users collectively, as externalized in the “trace” of preferences that they leave on the paths they have traveled.

This is essentially how the brain organizes itself, by recognizing the shapes, emotions, and movements of individual neurons, and then connecting them to communicate a “global picture”, or an individual consciousness.

The technological singularity naturally fits within this evolution. The biological human brain can only connect so deeply with the Internet. We must externalize our experience with the Internet in (increasingly small) devices like laptops, smart phones, etc. However, artificial intelligence and biological intelligence enhanced with nanotechnology could form quite a deeper connection with the Internet. Such a development could, in theory, create an all-encompassing information processing system. Our minds (largely “artificial”) would form the neurons of the system, but a decentralized order would emerge from these dynamic interactions. This would be quite analogous to the way higher-level complexity has emerged in the past.

So what does this mean for you? Well many futurists debate the likely timing of this transition, but there is currently a median convergence prediction of between 2040–2050. As we approach this era we should suspect many fundamental things about our current institutions to change profoundly. There will also be several new ethical issues that arise, including issues of individual privacy, and government and corporate control. All issues that deserve a separate post.

Fundamentally this also means that your consciousness and your nature will change considerably throughout this century. The thought my sound bizarre and even frightening, but only if you believe that human intelligence and nature are static and unchanging. The reality is that human intelligence and nature are an ever evolving process. The only difference in this transition is that you will actually be conscious of the evolution itself.

Consciousness has never experienced a metasystem transition (since the last metasystem transition was towards higher-level consciousness!). So in a sense, a post-human world can still include your consciousness. It will just be a new and different consciousness. I think it is best to think about it as the emergence of something new and more complex, as opposed to the death or end of something. For the first time, evolution will have woken up.