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Applied Omniscience in Transformative and Integrative Risk Management! By Mr. Andres Agostini
This is an excerpt from the presentation, “…Applied Omniscience in Transformative and Integrative Risk 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/dUstZEk
Posted in big data, biological, bitcoin, business, complex systems, cyborgs, economics, education, energy, engineering, environmental, ethics, existential risks, finance, futurism, government, health, information science, philosophy, physics, robotics/AI, science, scientific freedom, security, singularity, supercomputing, sustainability, transhumanism, transparency
Womb-to-Tomb Management! By Mr. Andres Agostini
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
Posted in big data, biological, bionic, bioprinting, biotech/medical, bitcoin, business, chemistry, complex systems, cyborgs, economics, education, energy, engineering, environmental, ethics, existential risks, finance, food, futurism, genetics, geopolitics, government, health, information science, life extension, military, philosophy, physics, robotics/AI, science, scientific freedom, security, singularity, space, supercomputing, sustainability, transhumanism, transparency, transportation
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:
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…”
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. 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.
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 …”
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
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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…”
”…#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 Avi Roy, University of Buckingham and Anders Sandberg, University of Oxford
Benjamin Franklin said two things are certain in life: death and taxes. Another one we could add to this list is that on any given news website and in almost all print media there will be articles about health and nutrition that are complete garbage.
Some articles that run under the health and nutrition “news” heading are thought provoking, well researched and unbiased, but unfortunately not all. And to help you traverse this maze – alongside an excellent article about 20 tips for interpreting scientific claims – we will look at seven clichés of improper or misguided reporting.
If you spot any of these clichés in an article, we humbly suggest that you switch to reading LOLCats, which will be more entertaining and maybe more informative too.
Why?: In science we never prove something, we can only improve our confidence in a hypothesis or find flaws with it.
Details: Sometimes it is possible to disprove something confidently, but that mainly works in domains like physics. Medicine is notoriously messy because it deals with changeable, complex and individual bodies. There are potential exceptions to nearly anything, and the link between two things is generally statistical, rather than clear-cut “if X then Y” relationships.
Health and nutrition is even worse because it deals with how we interact with our equally messy environment. We know about most of the big contributory causes of bad health such as starvation, disease, parasites and poisoning so arguably many new findings are smaller refinements that are hard to pick out from the “noise” of individual variation and habits. We know plenty of things, just beware of absolute certainty.
Takeaway: Discount the findings of any health or nutrition article with “scientists prove that…” by 80%.
Why?: There are no good or bad substances. Even water can kill you if you drink too much of it.
Details: There are a surprising number of things associated with slightly increased or decreased risks of getting cancer. We tend to think of things as pure/good/healthy or impure/evil/harmful, but in practice there’s no distinction. Many medications are poisonous, but they are helpful because they are more poisonous to infections or cancer cells than to the rest of the body.
Sometimes it’s the dose that makes the poison. So sleeping a lot or a little is associated with higher mortality (even when you control for depression and sickness, which of course also affect how much you want or can sleep). There can also be trade-offs between risks and benefits. Moderate alcohol intake can be good for heart health (in middle aged men, at least), but it increases the risk of pancreatic cancer and accidents. Whether something is good for you may depend on who you are, what you do and other risk factors.
Takeaway: As Oscar Wilde said, “everything in moderation, including moderation”; it is probably better to eat a diverse diet than to try to only eat “good” things.
Why?: There are no “natural” or magic cures for cancer, diabetes or any diseases of ageing.
Details: If these “natural products” actually worked, people consuming them would rarely, if ever, get the diseases of old age and die. The longest mean health and life spans of any sizeable population are in developed countries, and they are mainly attributable to antibiotics, vaccinations, reduction in smoking, improved sanitation, and public healthcare infrastructure. We don’t have artificial “silver bullets” either.
The reason is that most of these conditions are very complex and don’t have neat causes that can be fixed easily. Science is certainly working hard on the problem, but progress is generally piecemeal.
Takeaway: We already have many drugs that were extracted from natural things or are based on them. When the Cochrane collaboration, an international network of thousands of researchers and organisations, compiles the results of large human trials involving natural products, then it is time to take notice.
Why?: No single gene causes a behaviour trait or, except in rare cases, a complex disease.
Details: When a single gene mutation causes something, we call it a monogenic disease. Monogenic diseases include cystic fibrosis, Huntington’s disease and sickle-cell anemia. Complex behavioural traits and diseases of ageing are polygenic and multi-factorial disorders, which depend on both genes and environment. No one gene causes you to be happy, sad or diabetic.
The same applies for brain areas and neurotransmitters: serotonin is involved in mood regulation, but it is also involved in regulating gut movement (90% of it is in the intestines). Adding more serotonin is unlikely to help either function. If you get happy by eating chocolate, it could be because you enjoy the taste and may not be due to chemical reactions within the brain.
Takeaway: If you truly want to find reasons for your traits or propensity towards a complex disease, why not compile a detailed family history?
Why?: Unfortunately, there is no fountain of youth or elixir of life.
Details: Articles that state eating something or doing something can help you live longer generally make their case using a long-lived or comparatively healthy population such as Japan. In these populations, the effects of eating or doing something can be explained by their homogenous genetics and environment. Even so, these people still live the normal maximum human lifespan, which is about 100 years.
Science has figured out a lot about how ageing works, and some researchers work on slowing it down. However, there is still a vast step from what works on a small lab animal to a useful pill for humans. Stay tuned.
Takeaway: If you want to live longer, don’t smoke, take recommended vaccinations, exercise and just try to enjoy life.
Why?: Science, unlike religion, doesn’t work based on authority. Don’t assume that an experiment is well constructed and executed because it’s from an elite university.
Details: Less elite universities can of course do bad research but “brand names” apply in academia as they do elsewhere. Some universities have or can afford bigger press teams than others. Journalists are trained to provide accurate, nuanced and unbiased analyses to the public. This is regularly practised in the political domain with reports on political scandals and other investigative journalism. We need the same for science.
Takeaway: Would you still read this article if the research was performed at the University of Never-heard-of-them in Where-in-the-world-is-this city?
Why?: In science, laboratory results seldom make simple stories. This is especially true when dealing with biology.
Details: It’s easy to believe a good story, such as how diet habits like those of your ancient ancestors are healthier for you or that women think in a certain way because they were gatherers rather than hunters. It sounds plausible. Unfortunately, sounding plausible often has almost nothing to do with actually being true.
Takeaway: If you come across a neat little just-so story, it is likely over-simplified and stripped of its contextual underpinning, or just plain wrong.
Our aim isn’t to undermine the value of science but to become more critical reporters and readers. The list is by no means exhaustive and if you feel we have missed an important cliché, please comment below, email or tweet us. In the meantime remember, if you want to live longer, have fun and do nothing.
The authors do not work for, consult to, own shares in or receive funding from any company or organisation that would benefit from this article. They also have no relevant affiliations.
This article was originally published at The Conversation.
Read the original article.
EXCERPT
To further underpin this statement, I will share Peter Drucker’s quote, “…The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic…” And also that of Dr. Stephen Covey, “…Again, yesterday holds tomorrow hostage .… Memory is past. It is finite. Vision is future. It is infinite. Vision is greater than history…” And that of Sir Francis Bacon, “… He that will not apply new remedies must expect new evils, for time is the greatest innovator …”
And that of London Business School Professor Gary Hamel, PhD., “…You cannot get to a new place with an old map…” And that of Alvin Toffler, “…The future always comes too fast and in the wrong order…”
View the entire presentation at http://lnkd.in/dP2PmCP
Supermanagement! by Mr. Andres Agostini (Excerpt)
“…What distinguishes our age from every other is not the world-flattening impact of communications, not the economic ascendance of China and India, not the degradation of our climate, and not the resurgence of ancient religious animosities. Rather, it is a frantically accelerating pace of change…”
Read the entire piece at http://lnkd.in/bYP2nDC
Posted in business, climatology, complex systems, cosmology, counterterrorism, cybercrime/malcode, defense, economics, education, engineering, ethics, existential risks, finance, futurism, nanotechnology, physics, policy, robotics/AI, science, singularity, supercomputing, sustainability, transparency
(Excerpt)
Beyond the managerial challenges (downside risks) presented by the exponential technologies as it is understood in the Technological Singularity and its inherent futuristic forces impacting the present and the future now, there are also some grave global risks that many forms of management have to tackle with immediately.
These grave global risks have nothing to do with advanced science or technology. Many of these hazards stem from nature and some are, as well, man made.
For instance, these grave global risks ─ embodying the Disruptional Singularity ─ are geological, climatological, political, geopolitical, demographic, social, economic, financial, legal and environmental, among others. The Disruptional Singularity’s major risks are gravely threatening us right now, not later.
Read the full document at http://lnkd.in/bYP2nDC
The Future of Scientific Management, Today! (Excerpt)
Andres Agostini was asked this question:
Mr. David Shaw’s question, “…Andres, from your work on the future which management skills need to be developed? Classically the management role is about planning, organizing, leading and controlling. With the changes coming in the future what’s your view on how this management mix needs to change and adapt?…” Question was posited on an Internet Forum, formulated by Mr. David Shaw (Peterborough, United Kingdom) on October 09, 2013.
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…”
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.
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
Futurewise Success Tenets
“Futurewise Success Tenets” here is an excerpt from, “The Future of Scientific Management, Today”. To read the entire piece, just click the link at the end of article. As follows:
(1) Picture mentally, radiantly. (2) Draw outside the canvas. (3) Color outside the vectors. (4) Sketch sinuously. (5) Far-sight beyond the mind’s intangible exoskeleton. (6) Abduct indiscernible falsifiable convictions. (7) Reverse-engineering a gene and a bacterium or, better yet, the lucrative genome. (8) Guillotine the over-weighted status quo. (9) Learn how to add up ─ in your own brainy mind ─ colors, dimensions, aromas, encryptions, enigmas, phenomena, geometrical and amorphous in-motion shapes, methods, techniques, codes, written lines, symbols, contexts, locus, venues, semantic terms, magnitudes, longitudes, processes, tweets, “…knowledge-laden…” hunches and omniscient bliss, so forth. (10) Project your wisdom’s wealth onto communities of timeless-connected wikis. (11) Cryogenize the infamous illiterate by own choice and reincarnate ASAP (multiverse teleporting out of a warped / wormed passage) Da Vinci, Bacon, Newton, Goethe, Bonaparte, Edison, Franklyn, Churchill, Einstein, and Feynman. (12) Organize relationships into voluntary associations that are mutually beneficial and accountable for contributing productively to the surrounding community. (13) Practice the central rule of good strategy, which is to know and remain true to your core business and invest for leadership and R&D+Innovation. (14) Kaisen, SixSigma, Lean, LeanSigma, “…Reliability Engineer…” (the latter as solely conceived and developed by Procter & Gamble and Los Alamos National Laboratories) it all unthinkably and thoroughly by recombinant, a là Einstein Gedanke-motorized judgment (that is to say: Einsteinian Gedanke [“…thought experiments…”]. (15) Provide a road-map / blueprint for drastically compressing (‘crashing’) the time’s ‘reticules’ it will take you to get on the top of your tenure, nonetheless of your organizational level. (16) With the required knowledge and relationships embedded in organizations, create support for, and carry out transformational initiatives. (17) Offer a tested pathway for addressing the linked challenges of personal transition and organizational transformation that confront leaders in the first few months in a new tenure. (18) Foster momentum by creating virtuous cycles that build credibility and by avoiding getting caught in vicious cycles that harm credibility. (19) Institute coalitions that translate into swifter organizational adjustments to the inevitable streams of change in personnel and environment. (20) Mobilize and align the overriding energy of many others in your organization, knowing that the “…wisdom of crowds…” is upfront and outright rubbish. (21) Step outside the boundaries of the framework’s system when seeking a problem’s solution. (22) Within zillion tiny bets, raise the ante and capture the documented learning through frenzy execution. (23) “…Moonshine…” and “…Skunks-work…” and “…Re-Imagineering…” all, holding in your mind the motion-picture image that, regardless of the relevance of “…inputs…” and “…outputs,…”, entails that the highest relevance is within the sophistication within the THROUGHPUT.….. (69) Figure out exactly which neurons to make synapses with. (70) Wire up synapses the soonest…”
Read the full material at http://lnkd.in/bYP2nDC
Regards,
Mr. Andres Agostini
www.linkedin.com/in/AndresAgostini