December 28, 2007
Andres Agostini's ‘This-I-Believe Official Web AndresAgostini@gmail.com),
Arlington, Virginia, USA.
FIRST PART - KEY VIDEOS BY ANDY:
HOW TO ACCESS SUCCESS BY ANDRES AGOSTINI!
http://www.youtube.com/watch?v=awgjIyvuIGM
EXTREMELY SECRETIVE SUCCESS PRECEPTS BY ANDRES AGOSTINI
http://www.youtube.com/watch?v=G15sSPduitM
BEYOND BOUNDARYLESS SUCCESS EXHIBIT BY ANDRES AGOSTINI!
http://www.youtube.com/watch?v=5IKs2xEdF_8
ANDRES AGOSTINI'S "TRANSFORMATIVE RISK MANAGEMENT", USA
http://www.youtube.com/watch?v=-sN7gJAU2no
ANDRES AGOSTINI'S "TRANSFORMATIVE RISK MANAGEMENT", USA
http://www.youtube.com/watch?v=zqCJjgzaoeY
BREAHTHROUGH IDEAS TO FUEL SUPER-THINKING TO MAXIMUM SUCCESS
http://www.youtube.com/watch?v=naIriKmDQNc
ANDRES AGOSTINI ON SUPERSUCCESS / RISK MANAGEMENT....
http://www.youtube.com/watch?v=N83YH1-2eq0
SECOND PART:
December 23, 2007
Andres Agostini's ‘This-I-Believe Official Web
Site’ (AndresAgostini@gmail.com),
Arlington, Virginia, USA.
NOTA BENE_1:
“He that will not apply remedies must expect new evils; for time is the greatest innovator.”
-Sir Francis Bacon (*)
(*) A "killer" to "common sense" activist. A blessing to rampantly unconventional- wisdom practitioner.
NOTA BENE_2:
"EVERYTHING IS RELATED WITH EVERYTHING ELSE."
Andres Agostini's This-I-Believe Official Web Site!
(AndresAgostini@gmail.com),
Arlington, Virginia, USA.
Andres Agostini
AndresAgostini@gmail.com
www.andresagostini.blogspot.com/
www.andybelieves.blogspot.com/
Arlington, VA 2222, USA
NOTE:
This is the “Andres Agostini on This I Believe! (AATIB)”
official site.
Published on December 16, 2007
Arlington, Virginia 22222, USA
Andres Agostini is a Researching Analyst & Consultant & Management Practitioner. Topics subjects of study and practice and survey are Science, Technology, Corporate Strategy, Business, Management, “Transformative Risk Management”, and Professional Futurology. He has 28 years of professional experience, dealing with complex business settings.
Via this Web site, Andres Agostini shares his thoughts, ideas, reflections, and suggestion with total independence of thinking and without mental reservations.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) # 1 :
Many people ask you often about the leadership traits for the times. It’s fun and sometimes worrisome the great lack of understanding. There are many features the leaders must have. But, now, let’s recall that CHANGE HAS CHANGED ABOVE AND BEYOND DRAMATICALLY….So, if the would-be leader’s ethos is committed to “those good all days” and, from the psychologically standpoint, he/she has a psycho-static mind, he/she won’t be able to make it now and never ever….If the prospect leader is not psycho-kinetically endowed and self-driven/self-energized to aim strongly at the closest position to capture the “totality of knowledge” (omniscience), he/she will not ever make it….WHY? BECAUSE: At interplay there are many driven forces in chaotic, fluid intersections. Complexity is raising beyond and over complexity. Dynamics now run fluid and complex, very complex, throughout many seemingly incompatible contexts….Many of them are extremely subtle and difficult to “sense.” A Century-21 leader cannot successfully inspire anyone into imagined futures to conquer the past if his/her overwhelming objective is the past times….One that thinks that the PAST is a SCRIPT to the FUTURE. One that believes that this FUTURE is not what it used to be. One who cannot see the FUTURE different as a GIFT from Community, Society, Government, Employers. No way, FUTURE is now an extremely difficult conquest, one that is progressively practiced and amplified every second, 24/7….History has a plethora of good examples of men and women that were extraordinary in their life times, to whom we must remained grateful. BUT NOW THE GAME CHANGED BEYOND BELIEFS AND DOES NOT STOP CHANGING YOCTOSECOND TO YOCTOSECOND (One septillionth [10-24] of a second). The power of simplicity will stay true only when one grasps extreme depths/scopes/magnitudes the POWER OF COMPLEXITY….Mr. Steve Ballmer, Microsoft CEO, once indicated that he did not know about a successful business that was not stemming out of complex frameworks. Corporations, nations, supra-national organizations and NGOs require much more than “visionaries.” The referred to “game” is within its instantaneous and erratic cycles redefining, redefining, and redefining the world. Andres Agostini. Published on November 03, 2007. Arlington, Virginia 22222, USA.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) # 2 :
The past has stopped being the script of the future. I wonder what actuaries and statisticians are doing about it these days. What is the name of their NEW LINE OF PRACTICE as of today? For centuries at Lloyd’s of London the rule was to project the one-year future period based on the previous three years. Projecting the unprojectable? Just might as well. Unfortunately, in an explosively, non-linear (with the non-linearity in over-discontinuous amplification) world this is now beyond impossible. You cannot arrive at new place TODAY with a medieval map. These times are not those they used to be and never will be. So many driving forces are intersecting, superposing and conflicting, engendering subtle and no so-subtle driving forces (for real). Hence, CHANGED-BASED CHANGE will be quantum-ly mutating and transmutating. It is time to ignore whether or not the World will be redefined while we are riding many “SWIRLING OCEANS” already without paying much attention. Have one seen everywhere, every time, PERPETUAL NOVELTY? Once and for all, PAST has not will ever again be THE GUIDING LIGHT TO THE ON-GOING, UPCOMING FUTURE (an extreme process with pervasive sub-possesses). Immediate PAST is just a tiny measure of how DRAMATIC change has been and will always since some years now. CHANGE will enslave you if you do not pay attention and thus get prepared by LATEST STANDARDS. If CHANGE makes things chaotic, one still has the civil liberty to mindful discern whether or not do something about it, literally applying advanced risk management (surviving) or not (not wishing to survive). In the mean time, FUTURE also guards the promise of better times if you truly want to, that is, if you get ultimately prepared for the omnimode-ly “unthinkable.” FUTURE equates to PROGRESS. FUTURE has never been anyone’s entitlement, but a PERPETUAL REAL-TIME CONQUEST (yoctosecond to yoctosecond, One septillionth [10-24[ of a second). Now the CONQUEST of the FUTURE to REDEFINE the as-of-now PRESENT is the MAXIMUM CHALLENGE POSED TO HUMANDKIND. Some say that this epoch is for those endowed with psychokinetic minds, those who embrace the future, change, chaos, risks unconditionally and enthusiastically. I just might agree with this statement if I may exercise my freedom of speech. What would the educated and empowered, but with a psycho-stagnated mind, will do?
For the “crying” one, everything has changed. It has changed (i) CHANGE, (ii) Time, (iii) Politics/Geopolitics, (iv) Science and technology (applied), (v) Economy, (vi) Environment (amplest meaning), (vii) Zeitgeist (spirit of times), (viii) Weltstanchaung (conception of the world), (ix) Zeitgeist-Weltstanchaung’s Prolific Interaction, etc. So there is no need to worry, since NOW, —and everyday forever (kind of...)—there will be a different world, clearly if one looks into the sub-atomic granularity of (zillion) details. Unless you are a historian, there is no need to speak of PAST, PRESENT, FUTURE, JUST TALK ABOUT THE ENDLESSLY PERENNIAL PROGRESSION. Let’s learn a difficult lesson easily NOW. Published on November 05, 2007. Arlington, Virginia 22222, USA.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) # 3:
“It doesn’t matter anymore where you come from or how your current present is impacted or benefited by the increasing chaos. Instead, what is now relevant is for you to envision the future’s broad scope and its corresponding, blurring and flowing building-blocks as they get substantiated from interconnecting ‘what is’ with ‘what might be’ as they become intertwined.”
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) # 4 (Agostini Precept #2700):
“Don’t slow the growth of technology, speed the growth of foresight.”
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) # 5 (Agostini Precept #2699):
“Out-think your society, globally speaking.”
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) # 6 (Agostini Precept #2698):
“We are not less human for being made of molecules.”
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) # 7 (Agostini Precept 2697):
“Honor and cherish human initiative, creativity, and passion.”
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) # 8 (Agostini Precept 2696):
Shape, sculpt and construct your mind.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #9 (Agostini Precept 2695):
Commit to the absurd.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #10 (Agostini Precept 2694):
Get mnemonic, analytic, creative, conversational. Surf the walk.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #11 (Agostini Precept 2693):
Associate two items in order to enable the brain to re-create a third image in the future.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #12 (Agostini Precept 2692):
Form an on-going record, revealing trends and patterns to be assimilated into yourself.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #12 (Agostini Precept 2691):
Encourage comprehensive and focused, deep thinking at all stages.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #13 (Agostini Precept 2690):
Overview, Preview, Inview, and Review.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #14 (Agostini Precept 2689):
Increase your brain’s hunger for knowledge until all disciplines are found to relate to all others.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #15 (Agostini Precept 2688):
Sense the scale with depth, seeking cognitive amplification.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #17 (Agostini Precept 2687):
Study the science of art. Study the art of science.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #18 (Agostini Precept 2686):
Decohere your cohesiveness, lose, tight, and in reversal non-stop.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #19 (Agostini Precept 2685):
Compute the uncomputable.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #20 (Agostini Precept 2684):
Recall that the distinction between visible information and invisible information depends on who is looking.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #21 (Agostini Precept 2683):
Err ruthlessly. Document, learn, adapt.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #22 (Agostini Precept 2682):
Transgrade the coin-tossing ‘heads or tails.’
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #23 (Agostini Precept 2681):
Don’t loose sight of your greatest sense op optimism about the future and your draconian conviction that you can change it for the better.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #24 (Agostini Precept 2680):
Learn from disasters and act on (passing up) those lessons.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #25 (Agostini Precept 2679):
Increase your brain’s hunger for scientific knowledge until all disciplines are found to relate to all others.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #26 (Agostini Precept 2678):
Encourage comprehensive and focused, deep, para-thinking at all stages.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #27 (Agostini Precept 2677):
Get into (a) joint creativity, (b) combined recall, (c) group problem-solving and analysis, (d) group project management (including ‘matrix management’), e) group training and education (à la Napoleon).
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #28 (Agostini Precept 2676):
Use interchangeable shapes and codes. Connect everything with everything else.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #29 (Agostini Precept 2675):
Respond to an object which appeals to the senses of sight, touch, hearing, smell and taste.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #30 (Agostini Precept 2674):
Respond to an emotionally appealing object.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #31 (Agostini Precept 2673):
Respond to an aesthetically appealing object.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #32 (Agostini Precept 2672):
Reverse pre-existing concepts, via disrupting dogmas through long pondering.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #33 (Agostini Precept 2671):
Rearrange and link pre-existing concepts.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #34 (Agostini Precept 2670):
Adjust conceptual position.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #35 (Agostini Precept 2669):
Magnify and use dimension.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #36 (Agostini Precept 2668):
Combine unusual elements and approaches.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #37 (Agostini Precept 2667):
Use different shapes in creative thinking.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #38 (Agostini Precept 2666):
Use different colors in creative thinking.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #39 (Agostini Precept 2665):
Associate new and unique ideas with pre-existing ones.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #40 (Agostini Precept 2664):
Reconsider stupid or absurd ideas. The less conventional an idea, the better it often turns out to be.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #41 (Agostini Precept 2663):
Bridge the randomized with the pseudo-randomized through serendipity (channeled with indirection and direction).
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #42 (Agostini Precept 2664):
Plan and act creatively.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #43 (Agostini Precept 2663):
Capture and develop flickering flashes of discerning insight when they occur.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #44 (Agostini Precept 2662):
Create new conceptual frameworks within which previous ideas can be reorganized.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #45 (Agostini Precept 2661):
Generate ideas that result in specific action being taken, or physical reality being (re-) created or changed.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #46 (Agostini Precept 2660):
Create the mind of previous assumptions about the subject, thus providing space for new creative thought.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #47 (Agostini Precept 2659):
Explore all creative possibilities of a given subject.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #48 (Agostini Precept 2658):
Develop your powers of classification, categorization, incisiveness and clarity.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #49 (Agostini Precept 2657):
Choose some absurd objects in order to boost your imagination, memory and creative thinking abilities all at the same time.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #50 (Agostini Precept 2656):
Flagrantly commit to the absurd.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #51 (Agostini Precept 2655):
Fail magnificently and graciously.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #52 (Agostini Precept 2654):
Increase massively your mental precision, creativity, power and freedom.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #53 (Agostini Precept 2653):
Gather the greatest number of associations to key concepts.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #54 (Agostini Precept 2652):
Picture mentally. Draw experientially. Succeed through endless experimentation.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #55 (Agostini Precept 2651):
Give yourself a sense of excitement and discovery as you explore this new universe or sub-universe or multiverse or sub-multiverse.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #56 (Agostini Precept 2650):
Raise significantly the standard (demolish it) of many of your (classy) intellectual skills and intelligences.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #57 (Agostini Precept 2649):
Become responsible for—in a hurry—nurturing your own gifts in an unconditionally loving ways.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #58 (Agostini Precept 2648):
Look around the garden through the eyes of Shakespeare and empathy of all time.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #59 (Agostini Precept 2647):
Turn aside from the inessential that bring about the inconsequential.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #60 (Agostini Precept 2646):
Shift back and forth from combinatory play—imaginative free association—to logic and careful analysis. Understand the importance of letting the mind go outside traditional constraints. Get your mind beyond the redtaped boxes.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #61 (Agostini Precept 2645):
Do no Machiavelli. Get, instead, much more into Galileo.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #62 (Agostini Precept 2644):
Move from associational play to more conventional analysis, the essential feature in productive thought. Play freely and unconventionally with an idea and only then begin the analysis, in a secondary stage, when the mentioned associative play is sufficiently established.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #63 (Agostini Precept 2643):
Harness the insights he would developed during your periods of creative daydreaming and put them to work.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #64 (Agostini Precept 2642):
Get inspired by watching, childlike-ly and playfully, with a sense of openness and wonder.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #65 (Agostini Precept 2641):
Institute creative daydreaming.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #66 (Agostini Precept 2640):
Combine the curiosity and sensibility and fineness of the young child with the methods and programs of the mature adult.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #67 (Agostini Precept 2639):
Emphasize the role of visual imagination in the learning process.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #68 (Agostini Precept 2638):
Teach so you may learn.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #69 (Agostini Precept 2637):
Experience service to others as a source of joy.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #70 (Agostini Precept 2636):
Loot at the universe3 without preconception.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #71 (Agostini Precept 2635):
Discipline yourself to overcoming prejudices and preconceptions while thinking independently.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #72 (Agostini Precept 2634):
Become a wild watcher of everything (visible or not) under the sun.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #73 (Agostini Precept 2633):
In addition to developing observational, organizational, and memory skills, you’ll learn how to better perceive the world with the childlike openness and passion that was the secret of Darwin’s genius.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #74 (Agostini Precept 2632):
Pay the highest premium for you own edu8cation, NOW.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #75 (Agostini Precept 2631):
Cultivate your Darwinian openness and observational powers.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #76 (Agostini Precept 2630):
Devote your daily life to big-picture thinking.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #77 (Agostini Precept 2629):
Create a nifty illusion while appealing to grandiose existential questions about consciousness.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #78 (Agostini Precept 2628):
Have a deep love for truth greater than you need to be right.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #79 (Agostini Precept 2627):
Think inductively, studying species and details until patterns emerge.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #80 (Agostini Precept 2626):
See change as a promise, embrace chaos creatively. Make the best out of the impossible with grace. Recognize that the present creates the future. And welcome the unknown and subtle. Be self-reflective and seek the truth, however uncomfortable it may be.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #81 (Agostini Precept 2625):
Institute the Genius Dream Team organically.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #82 (Agostini Precept 2624):
Do not follow blindly the lead of other people.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #83 (Agostini Precept 2623):
Accept freshly evidence and refute old certainties, allocated under the compound term ‘common wisdom.’
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #84 (Agostini Precept 2622):
Be youthfully passionate when scanning around.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #85 (Agostini Precept 2621):
Wonder childlike as you hold a prepared mind. View the world with utmost openness.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #86 (Agostini Precept 2620):
While at the cross-referencing search, translated the learned knowledge into the portfolio of known (or ‘known to be’) inputs.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #87 (Agostini Precept 2619):
Exploit the worldwide Internet as a composite tool between the human and the machine.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #88 (Agostini Precept 2618):
Consolidate, Participate, Initiate, Revolve.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #89 (Agostini Precept 2617):
Don’t stay ahead of the game. Redefine it.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #90 (Agostini Precept 2616):
Leave aside preconceptions and look at what you’re doing with fresh EYES.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #91 (Agostini Precept 2615):
Experiment with observational listening more as you speak less.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #92 (Agostini Precept 2614):
Surround yourself with knowledgeable experts and use their advice successfully.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #93 (Agostini Precept 2613):
Perfect a brilliant eye for talent. Don’t be perfect (static), get perfectionist (highly dynamic), that is, if he7she would like to survive literally.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #94 (Agostini Precept 2612):
Welcome uncertainty; be comfortable with ambiguity as you enjoy the seeds of paradoxes and predicaments.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #95 (Agostini Precept 2611):
Allow your mind to make unfamiliar and little probable connections, perhaps in opposition to beliefs and ethos collectively held.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #96 (Agostini Precept 2610):
Forge ahead in the face of fear and panic.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #97 (Agostini Precept 2609):
See negative events as temporary glitches on the path to inevitable progress.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #98 (Agostini Precept 2608):
Err on the side of optimism to obtain better results.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #99 (Agostini Precept 2607):
View your setbacks in the context of progress to continue in your effort toward success.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #100 (Agostini Precept 2606):
Be sure to manage your perception of time in addition to managing your tasks.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #101 (Agostini Precept 2605):
Expand your perspective by outwitting your particular formation.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #102 (Agostini Precept 2604):
Expand your perspective and pondering by recalling priorities and the fluidity they might get as the technological changes progresses in amplification (over exponentially).
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #103 (Agostini Precept 2603):
Improvise in the tradition of Brunelleschi.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #104 (Agostini Precept 2602):
Think well past the boundaries of what might normally come to mind.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #105 (Agostini Precept 2601):
Expand your perspective by embracing problems.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #106 (Agostini Precept 2600):
Write drunk, revise sober.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #107 (Agostini Precept 2599):
Resolve with pomposity.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #108 (Agostini Precept 2598):
Revoke, Repair or Revolt.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #109 (Agostini Precept 2597):
Take the chance of failure.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #110 (Agostini Precept 2596):
Venture into the unknown.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #111 (Agostini Precept 2595):
Capture knowledge from the future well in advance.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #112 (Agostini Precept 2594):
Twist and turn the creative process to the extremes.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #113 (Agostini Precept 2593):
Illuminate and inform your own introspection to the utmost.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #114 (Agostini Precept 2592):
Glean beyond insightfulness and extract meaningful success stemming from chaotic realms.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #115 (Agostini Precept 2591):
Capture the future a priori. Enhance a posteriori.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #116 (Agostini Precept 2590):
Turn adversity into an un exploited opportunity.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #117 (Agostini Precept 2589):
Make your competitors anachronistic as you speed up your chaotic strategy even further.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #116 (Agostini Precept 2588):
Open up to rigorous scientific inquiry.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #117 (Agostini Precept 2587):
Focus on intense scientific research.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #118 (Agostini Precept 2586):
Operate from and through the machinery of brainy pattern recognition.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #119 (Agostini Precept 2587):
Blitzkrieg mediocrity and competitors.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #120 (Agostini Precept 2586):
Operate from counterfactual reasoning into the battlefield of innovation.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #121 (Agostini Precept 2585):
Apply engineering’s ability to focus and amplify neuronal connections.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #122 (Agostini Precept 2584):
Refine, Improve, Augment, Adjust.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #123 (Agostini Precept 2583):
Understand, Model, Simulate, and Accelerate.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #124 (Agostini Precept 2582):
Comprehend, focus, and enlarge the implications of a subtle observation. Once you understand it, concentrate and concentrate to scale up its powers.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #125 (Agostini Precept 2581):
Recall that common sense is much more than an immense society of hard-earned practical ideas—of multitudes of life-learned rules and tendencies, balances and checks. Common sense is not just one (1), neither is, in any way, simple.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #126 (Agostini Precept 2580):
Keep what’s good. Fix what’s wrong. Unlock great performance.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #125 (Agostini Precept 2579):
Cultivate awareness. Believe in the virtue of change by persuasion (moral-suasion) rather than by primitive coercion. Influence with honor and grace.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #126 (Agostini Precept 2578):
Champion the idea that people will freely follow the leaders who have proven themselves as trusted servants. How do you prove yourself as a trusted servant? You have a dream, you show others the way. You have a sustaining spirit, you listen, you empathize.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #127 (Agostini Precept 2577):
Don’t ever forget the last learned.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #128 (Agostini Precept 2576):
Build brand relevance, organizational ethos and pride, and consumer preference and trust. And the world becomes just a little brighter and better. Stand for something or stand for nothing.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #129 (Agostini Precept 2575):
Figure out when to fight and when to switch sides.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #130 (Agostini Precept 2574):
Remain the secret genius you think you are.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #131 (Agostini Precept 2573):
Stop doing things that hurt; do what you love. Ignore what authority figures tell you. Support, by all means, the rule of law.
ANDRES AGOSTINI ON THIS I BELIEVE!
(AATIB) #132 (Agostini Precept 2572):
Imagine that within a year global competition causes your company to rely on donations to survive. How will you prepare? Will you change at all?
SECOND PART:
FORMAL ANDY’S BLOGGING ON MANAGEMENT AND BUSINESS AND PROCESS, SO FORTH (mostly out of Tom Peter’s)
QUESTIONING THE VALUE OF “VAST”
SEPTEMBER 4, 2005 05:36 PM
I really endorse the idea of a shift towards self-sufficiency, sustainability, and a more holistic lifestyle in general. I am fully aware of business (economies) life cycles; what is born will die (clearly, unless biotechnology and nanotechnology get it its way). What worries me the most is the lack of greater (formal and informal) “private and systems of solidarities” (e.g. insurers, re-insurers). They cannot pay for an incurred “loss” if there are not (i) Capitalistic firms (frictionless-ly) and (ii) if Solidarity is not brought into action (pragmatic solidarity to make the core business get the “financials” soundly). I really support these values. How do WE, as an example, build infrastructures (tangible and intangible ones) for almost 7 billon demanding souls? Here’s, to me, the “catch.” Maybe a “Catch 22.” I believe we must apply the best of values, the highest of ethics, but we also need that the developing world to get entrepreneurially rolling to have the “purchasing empowerment” to interrelate with the rest of the “already-spinning” world.
Otherwise, and truly respecting everyone’s POVs, I don’t know how we will get it right. YOU CAN BUY “MATERIAL THINGS” AND AT THE SAME TIME YOU MUST (NOTE THE WORDS “YOU MUST”) ENRICH YOURSELF INTELLECTUALLY AND SPIRITUALLY. Evidently, just buying “stuff,” without the CONCURRENTLY ENHANCEMENT OF THE INTELLECT AND THE SPIRIT, WILL BREED —NOT SO METAPHORICALLY SPEAKING— “BRAINLESS CONSUMERS.” This must change. It’s absolutely necessary for most everyone to get “advanced risk management” empowerment. You may have the idea (US$1) and the plan (US$ 1 MN), but you have to have the risk management capabilities plus the entrepreneurial ability (US$ 1 BN). It’s not only because the “ups and downs” of global economy; also because of those “ups and downs” from global climate, global ecosystems, global politics, global societies that rest on the pervasive concerns (“life/death” environments) of the “un-incorporated.”
To “reimagine” is not to get stalled; it is about getting better and better at manufacturing (tangibles and intangibles) and simultaneously becoming aware about how to get/provide the preconditions (the fittest possible framework) for others to responsibly take part in the “better sides” of globalization with sustainability and adaptability. Any betterment of the mind and the spirit WITHOUT WORLDWIDE SOLLDARITY WILL PRECLUDE THE VIABILLTY OF THIS CIVILLZATION.
Posted by Andres Agostini at September 4, 2005 05:36 PM
MBWA REDUX
SEPTEMBER 10, 2005 10:39 AM
Yes, there is an unbearable problem with the lack of MBWA (Managing By Wandering Around) implementation. Corporations and academies “tooled” the minds of workers and students, respectively, from the “abstract” and in accordance with a Jurassic common sense. I see many CEOs lost in their “systems of beliefs and values” (?). The tsunami of technological and societal change —seemingly— ¡s way too much for them, not to mention the transformations stemming from the environment, among others. They are “grabbing the past” (missing the present and hence the future) as they un-heartedly reiterate everywhere: “...think in the unthinkable...be entrepreneurial...”
Many of these “past grabbers” (PGs) do a great deal of “slogan preaching” about the importance they consider the “intellectual capital” has, but, in actuality, DO THEY REALLY CARE ABOUT THE PEOPLE? Very few do, most don’t. Absolutely everyone must walk the “freelance” pathway. PGs are too busy understanding the hearing-impairing noise from the “swirl of change,” similar to an ongoing Cambrian Explosion. They just don’t get it and there is not much time to explain it thoroughly.
As it has been said, WILL YOU PAUSE WHILE CHINA, INDIA, RUSSIA (PROBABLY) AND OTHERS ARE 100% OVER ACTIVE? They all want to “conquer” the global economy as some ill-theoreticians (PGs) fail to take into account NOW the thinkable and the unthinkable at the same time (simultaneously). You can manage “Mean and Lean,” but you can never “underplay” the legitimate expectations of your “team.” Yes, that “team” which represents the “boat that most everyone has to board” and with said «sprit de corps». Say what? What team? What team work? What «sprit de corps»? Then, many of these “past grabbers” (PGs) lack ethics and values (not the recursive search for “unprecedented profits,” namely “economic value”). Lack of ethics and values, with absence of MBWA (to name one), can disrupt a whole civilization. If to this we add, “I don’t care about the fate of my employees, associates or clients...,” the volume of the “noise” will go beyond the most creative imagination.
It’s difficult. Most everyone (not to say everybody) has to be his/her own “employer and employee.” Extremely difficult, but never impossible. If the “past grabbers” (PGs) are ruling out their “intellectual capital” constituency (brainy workforce), they will commit a bigger crime by and against themselves. As damage is self-inflected onto themselves by these “evangelizers of the alleged entrepreneurial spirit,” the over-dynamics of the “RISING ECONOMIES” will not stop, in fact it might even get much more accelerated. This is the real deal. What is the name of the game? RESPONSE: “Zero-sum frame of reference, collectively put in action in the battlefield.” I wonder, What do they mean to “gain” for themselves? It’s a sine qua non to de-flaw the flawed immediately. In the mean time (yoctosecond to yoctosecond), the managerial “revolt” of ideas will come from the “bottom-up” into a more horizontal, HIGHLY AMORPHOUS, BLURRED framework.
The Web, on the other side, offers nearly unlimited opportunities to access contacts and knowledge, hopefully business as well. I have the hypothesis that, because of the GREATER CONNECTIVITY AND INTERACTIVITY we now have, the optimum will be amplified into the best, as the flawed will be amplified into the worst. I would imagine that the most convenient for everyone’s best interest is to leverage his / her “personal capital” (education, training, business relationships) via the Internet to the utmost. In addition, imagination and creativity — in all fields of knowledge— have never been as vital to each and every one of us as in the current times. I am not sure if the type of imagination and creativity required NOW by business and management has any past precedent. The term “precedent” will have to be, by the way, redefined. We need badly a brand-new word.
WHAT TO DO (ATTEMPT)? One just might: (i) Create intuitively, (u) Create insightfully (intuitively + discerningly), (iii) Create counter-intuitively, (iv) Create based on forward-thinking, (y) Create based on go-against thinking, (vi) Scan around without intent, (vii) Diversify his / her curiosity, and (viii) Merge the seven practices aforementioned. Practice serendipity à la new millennium. Create pre-conditions to exacerbate your serendipitous practices to fall into a zone of a not yet identified knowledge (perhaps, a “breakthrough”). Meeting the unknown is finding new knowledge in due time in a flank not under our watch (yet). We need to pay attention, both to small changes and their patterns as well as to trends. One needs to become SPECIALIST IN GENERALLTY, another expression for “grasping” and “commanding” the interdisciplinary (hidden) aspects of business within a cross-functional, multidimensional mindset and a restless spirit. Be rampantly creative. Search to learn the un-learnable. A place to pick up —at least— an invaluable “piece of knowledge.” Iterate the learning and the picking up.
One will need to go from being a pragmatic Re-imaginelogist to a practical Re-imagineer (a Re-imagine activist). One will need to literally love ambiguity. Resist and resist; adapt, adapt, and re-adapt, FOREVER. Raise the ante. Get the lucrative risk. De-peril the dangers. Up the “gaining facet” (upside). Outsource the hazardous dimension (downside). WHAT TO DO WITH ONE’S CURIOSITY? RESPONSE: ASCERTAIN YOU’RE THE MOST CURIOUS PERSON IN YOUR BUSINESS. Speaking of curiosity and as per Stephen Hawking (may wish to bear this in me), “My goal is simple. It is a complete understanding of the universe, why it is as it is and why it exists at all.” Let’s not forget about MBWA.
Posted by Andres Agostini at September 10, 2005 10:39 AM
LEADERSHIP?
SEPTEMBER 11, 2005 06:56 PM
A dexterous leader knows how to converse with the team through his style, his voice, and his manner. Additionally, he communicates nonverbally what he believes and how he lives. Both capability and personality are evident. Consequently, he makes achievement easy for others. Under his oversight, the members of the team can bring together and combine their efforts. “Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.” —Peter F. Drucker
Nowadays complexities require of a set of very unique attributes. I call the empowered with these attributes “TransLeader.” The forthcoming is Part 2. I will here venture some ideas, principles or tenets or precepts (label it as you wish) that a corporate manager (leadership exerciser) may wish to consider. These are ideas to be applied by business settings (here “creative tension” has been invited to exercise maximum mind expansion). Between one idea and the other, the reader is the only one who makes the connection. Some of them is to be understood metaphorically ones, others are literarily.
NOTA BENE: This is a call for business imagination. As follows:
SUCCESS PRINCIPLE / TENET # 26 - (metaphoric ideas for updated management practitioners)
Don’t worry about being surprised by the unexpectable. Just carry on expecting the unexpectable, regardless of the implicated chaos. Create instability as the essence of your strategy. Keep in mind: a more volatile external environment requires a less stable internal world. Seek out substitutes and opportunities to increase productivity by measuring the mass used in your business today, and getting it to decrease every year. Respond with more rapid and varied adaptation.
SUCCESS PRINCIPLE / TENET # 27 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Conduct thousands of tests of products, prices, features, packages, marketing channels, credit policies, account management, customer service, collections, and retention. Make informed but subjective judgments. Push ahead before the competition could catch up. Seize the opportunity—even when not really prepared.
SUCCESS PRINCIPLE / TENET # 28 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Empower talented people. Accelerate talented people very quickly, because that’s where you get the value. Place bets on future values. Cross boundaries, change jobs, and form new teams to meet evolving needs. Align with the business. Use good economic judgment. Be flexible. And be empathetic to your colleagues.
SUCCESS PRINCIPLE / TENET # 29 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
It’s okay to break the rules in the right way. Going around doing randomly disconnected things. Develop all the peripheral relationships you need to be effective organizationally. Manage the connections rather than the structure. Also know how to hybridize.
SUCCESS PRINCIPLE / TENET # 30 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Reach out to others with corresponding roles across the organization to learn and share ideas. Move around and support your colleagues when needed. Enable innovation by bringing DIVERSE elements together. Without these kinds of connections, DIVERSITY has little inherent value.
SUCCESS PRINCIPLE / TENET # 31 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Empower others and yourself by the whole chaotic percolation of ideas at the bottom of the organization. Bear in mind: Empirical evidence, based on small tests, always carried the day. Attract very bright people with initial proof of concept, then plug them into your organizational structure.
SUCCESS PRINCIPLE / TENET # 32 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Maintain common interfaces and cross-functional capabilities that allow work to flow and value chains to talk to teach other. Harvest the idea, then propagate it wildly before the mimicry of competition sets in.
SUCCESS PRINCIPLE / TENET # 33 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Employ diversification to spread their risks. Be willing to take the risk of shaping the future according to your own design. Nothing ventured, nothing gained, but don put all your eggs in one basket. Beware of this: Discontinuities, irregularities, and volatilities seem to be proliferating. Remember: Without risks, life poses no mystery.
SUCCESS PRINCIPLE / TENET # 34 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Seed, select, amplify, and destabilize the situation are the two management ideas for accelerated evolution. Don’t expect a perfect feedback system in a volatile environment. Don’t be excellent at doing; be excellent at changing, too.
Dwight D. Eisenhower, speaking of leadership, said: “The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.”
Posted by Andres Agostini at September 11, 2005 06:56 PM
SALLY HELGESEN …
SEPTEMBER 12, 2005 12:29 PM
Any car manufacturer today must pay attention to the granularity of details. Zillion details. In learning a lesson from the Japanese, they may just have to assimilate a key feature. The feature of being grandiosely minimalist to have the empowering capability to work out any nano-detail (macro-flaw), regardless of its size. Getting the inspiration and the OUTCOMES from MBWA (Managing By Wandering Around) and remembering “A Passion for Excellence”? The zeitgeist (the spirit of the time) has changed the weltanschauung (worldview). Many people —allegedly empowered with the highest education— speak about, as an example, the chaos. They, nonetheless, don’t know how to tackle it as a practical manner. They entertain the idea in theirs minds and the more the idea gets entertained, the most become in dire straits, the ‘supposed-to-be’ incumbent or the ‘alleged’ practitioners.
Many have the intellectual capital but a great percentage doesn’t wish to make that specific resource productive and competitive. Almost as if they were expecting someone else to make the effort on their behalf so that they can “collect” the fruits later on. Fully empowered with knowledge, expertise, dexterities, experience but WITHOUT A TASK-ORIENTED SOUL? How many characters like these does one know? Many, too many! A great number of them in key tenures at important corporations. Regardless of the intellectual capital and their desired not to make a progress, HAVE YOU SEEN THEIR FACES WHEN AN OUTSIDER COMES ALONG WITH A BETTER AND BIGGER (IN-DETAIL) PLAN?
Incidentally, What if Xerox Palo Alto Research Center (PARC), Bell Labs, Los Alamos Laboratories and other R&D plus Centers for Business Innovation will grow, as an illustration, green, premium gasoline (with out the petroleum industry) from molecules and bacteria by applying nanotechnology and biotechnology? HAVE YOU THOUGHT OUT A SCENARIO OF LAB-MADE GASOLLNE TO AUTOMOBILES WITHOUT THE PETROLEUM INDUSTRY? Don’t they already make some sort of alcohol or diesel (motor fuel) out com crops in the U.S.? I know there are so many alternative fuels (nitrogen cells, gas, biomass, hybrids) and sources of energy. I have read these great organizations —along with many other— will make the new technological wave in 9 to 10 years, making the “Molecular Technology” be a reality as Meyer, Davis and Davis tell us.
These authors (Meyer, Davis and Davis) in “IT’S ALLVE” tell us that some scientists are growing com plants? What do they not harvest? Com. WHAT DO THEY HARVEST? AFFIRMATIVE RESPONSE: PLASTIC-BASED POLYMER. Will this have an impact on carmakers themselves? I wonder. Consistently, I wish to share a Dr. Richard P. Feynman’s thought: “We are at the very beginning of time for the human race. It is not unreasonable that we grapple with problems. But there are tens of thousands of years in the future. Our responsibility is to do what we can, learn what we can, improve the solutions, and pass them on.”
THE UPCOMING IS PART 3. I will here continue to venture some ideas, principles or tenets (label it as you wish) that a corporate manager (trans-leadership exerciser) may wish to consider. These are ideas to be applied by business settings (here “creative tension” has been invited to exercise mind expansion). Between one idea and the other, the reader is the only one who makes the connection. Some are to be understood metaphorically ones, others are literarily. NOTA BENE: This is a call of business re-imagination. As follows:
SUCCESS PRINCIPLE / TENET # 35 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Explore the extremes, where nonlinear effects kick in. Sometimes, the extremes contain pleasant, nonlinear surprises. Imagine things that engender loyalty towards your organization. Through experimentation with detailed measurements and discipline and logical analysis, you find profitable innovations.
SUCCESS PRINCIPLE / TENET # 36 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Test things at the bottom of the organization that lead to big insights. Test, experiment, measure, and optimize. Institute hard-core analytic optimization. Architect your entire infrastructure to operate in real time. Let your account-management programs to be driven by experimentation.
SUCCESS PRINCIPLE / TENET # 37 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Dream up programs that might be of value to customers, and then test them. A successful test often triggers other behaviors, and you should follow these with more new offers. Shift to roll-out, because ah of a sudden your competition get a preponderance of one product of my organization that they’ve never seen before.
SUCCESS PRINCIPLE / TENET # 38 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Have a free flow of resources to where the value is. Rather than penalizing people who fail, praise them for their commitment and intentions. Reinforce the tolerance of risk and failure. Revise your best practices. Observe, orient, decide, act. First to fight now means first to learn.
SUCCESS PRINCIPLE / TENET # 39 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Fly great distances, meet new people, and encounter new ideas. Have a freedom of thought, the passion for experimentation, and the desire to imagine your future. Believe in not commonly believed opinions.
SUCCESS PRINCIPLE / TENET # 40 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
It’s about getting more from less. That’s the true road to wealth. Focus on changes, challenges, and opportunities. Earn more while spending less. Reach a higher level of output. Pursue profit maximization. Remain competitive. Adapt to revolutionary innovations in technology and business efficiency the soonest. Craft value creating relationships. Establish guidelines, offer insight, and provide inspiration. Identify, analyze, and maximize your learning opportunities.
SUCCESS PRINCIPLE / TENET # 42 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Evaluate, identify, select, negotiate, manage, turn around, govern, implement, anticipate, and ensure success. Generate immediate cost savings. Realize a cash infusion from the sale of assets. Relieve the burden of staffing.
SUCCESS PRINCIPLE / TENET # 43 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Be freer to direct your attention to the more strategic aspects of your job. Keep your logic compelling.
SUCCESS PRINCIPLE / TENET # 44 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Destabilize in order to live closer to the edge of chaos. This means being agile enough to change as the environment does, but not so fluid as to lose its defining structure. Walk the walk as well as talking the talk of the Adaptive Enterprise.
SUCCESS PRINCIPLE / TENET # 45 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
A lesson: The word adaptation describes the interaction between an organism and its environment.
SUCCESS PRINCIPLE / TENET # 46 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
TO BEAR IN MIND! But one thing an evolutionary and ecological perspective tells us for sure: If several major forces are at work, they will not progress in separate straight lines —they will interact chaotically, creating unforeseen changes.
SUCCESS PRINCIPLE / TENET # 47 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Be willing to adapt very quickly, to pounce on an opportunity when you see it, to change the organization, to think about new developments, and to be always very open to any change in any direction.
SUCCESS PRINCIPLE / TENET # 48 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
You have to be the equivalent of selective forces in nature, which calls for a willingness to let people in the organization to explore, to flourish and develop.
SUCCESS PRINCIPLE / TENET # 49 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Separate to promote independence, selfish thinking, and local solutions. Learn from each other’s mistakes and successes, and you’ll get better and be able to operate at a much more accelerated pace, based upon the knowledge that has been transferred.
SUCCESS PRINCIPLE / TENET # 50 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Get your organization into a massive amount of knowledge and experience that creates a great breeding stock for subsequent ventures.
SUCCESS PRINCIPLE / TENET # 51 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Explore continually evolving technology and applications, while also creating different units to exploit commercial opportunities not always closely related to the founding capabilities.
SUCCESS PRINCIPLE / TENET # 52 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Replenish customers on demand. Take the client as an agent, and create an agent-based point of view.
PS: Tom, thank you for your work. In the positive side and in my case, it is impossible not to get my minded over stimulated while reading you. Beyond that, you communicate to make the reader wish more (to research without limits). Thanks.
Posted by Andres Agostini at September 12, 2005 12:29 PM
STUFFED!
SEPTEMBER 14, 2005 01:47 PM
If they just didn’t get the MBWA (Managing by Wandering Around) way of ‘thinking and acting before’ and if they don’t wish to get on the ‘RE-IMAGINE approach’, AMONG MANY OTHERS, they just might desire to read some words of good judgment. Dakota tribal wisdom —as an example— says that when you discover you’re on a dead horse (worn-out weltanschauung), the best strategy is to dismount (to admit that creatively rethinking through your business is your next approach to get a new, practical mindset).
A part of the Re-Imagine methodology (I also call it “TransLeadership”) is to get your intangibles and tangibles —as per your core-business— to (be):
1.- Servitize.
2.- Productize.
3.- Webify.
4.- Outsource (strategically “cross” sourcing).
5.- Relate your core business to “molutech” (molecular technology).
NOTE 1: Surf dogmas; evade sectarian doctrines.
GE’s “workout,” incidentally, had four primary goals (in case a reader is interested):
A.- To build trust.
B.- To empower employees.
C.- To eliminate unnecessary work.
D.- To create a new paradigm for GE, a “boundaryless” organization.
THEN, GE’s “workout” must be upped to next (illogical) logical step, which adds zillion serendipitous/pseudo- serendipitous actions to enhance such a “workout,” adapting it to your specific framework.
NOTE 2: “…to a level of process excellence that will produce (as per GE’s product standards) fewer than four defects per million operations…” — Jack Welch (1998).
NOTE 3: “…PROBABLE IMPOSSIBILLITES are to be preferred (NOW) to improbable possibilities….” E Aristotle.
NOTE 4: “If all forms of arts aspire to be like musical forms of science aspire to be like mathematical.” —George Santayana.
COMMENTARY ON NOTE 4: To be creative in the battlefield TODAY will require the concurrent application of science (based in silico, multidimensional mathematics), and arts plus political intelligence.
WHAT TO ATTEMPT TO BE SUCCESSFULLY CREATIVE?
I.- Plan and execute many “futures” (plausible ones not). Engage in serious, actionable scenario planning.
II.- Empower your team and yourself with ADVANCED RISK MANAGEMENT. This is a sine qua non.
III.- While bearing in mind the aforementioned “I” and “II,” take SERENDIPITY into your daily Creativity Agenda. Learn from mistake. Learn from failure. Lear from the magnitude of effort deployed to make serendipity around the fastest and the most fruitful. Learn from your own experiments “PATTERNS.” Learn from your industries trends. Learn about other industry’s trends. Learn from the as-of-now society trends. LEARN THE UNLEARNABLE.
THINK AND ACT UNSYMMETRICAL. Place narrative and numerical data into a data-mine system. Transform data into information. Convert information into knowledge and then into profit. The imminent is Part 5. I will here keep on to venture some ideas, principles or tenets (label it as you wish) that a corporate manager (trans-leadership exerciser) may wish to consider. These are ideas to be applied by business settings (here “creative tension” has been invited to exercise mind expansion). Between one idea and the other, the reader is the only one who makes the connection. Some are to be understood metaphorically ones, others are literarily.
NOTA BENE: THIS IS A CALL OF BUSINESS RE-MAKING (EXTREME MAKEOVER). AS FOLLOWS:
SUCCESS PRINCIPLE / TENET # 77 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Seek the hidden. De-learn the learned. Make the covert overt. Implement ipso facto.
SUCCESS PRINCIPLE / TENET # 78 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
De-peril your risks. Empower your financial risks to work for you. Hire them; get resigned from your bricks-and-mortars (a future not plausible).
SUCCESS PRINCIPLE / TENET # 79 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Plan, lead, and manage.
SUCCESS PRINCIPLE / TENET # 80 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Understand your business depth today. Develop better ways to service your enterprise in the future.
SUCCESS PRINCIPLE / TENET # 81 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Before “outsourcing,” NOW ‘Worldwide Sourcing’ or ‘Competitive Sourcing’.
SUCCESS PRINCIPLE / TENET # 82 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Have fewer staff and run a lean operation. Favor those who leverage third-party relationships that don’t tie up capital and consume resources.
SUCCESS PRINCIPLE / TENET # 83 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Strategically enhance your organization’s core competencies. Address any outstanding issue with your employees, unions, and the community. Find the lowest total cost or best value.
SUCCESS PRINCIPLE / TENET # 84 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Recognize impact on internal operations. Capture the big picture.
SUCCESS PRINCIPLE / TENET # 85 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Track benefits, realize quick wins, and motivate critical stakeholders to remain committed.
SUCCESS PRINCIPLE / TENET # 86 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Early anticipation of changes can drastically reduce the time and cost of addressing them. Seek the quick win
(that long forgotten in an ignored —but mission-critical— flank).
SUCCESS PRINCIPLE / TENET # 87 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Research assiduously which of the available external market capabilities fit best with your strategic objectives.
SUCCESS PRINCIPLE / TENET # 88 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Articulate these management principles more precisely, implement them more systematically, and rely less on the intuition of a few gifted leaders. Don’t write strategy, GROW IT. Don’t think in terms of maximizing your share of the market but of maximizing your share of experience. Build an innovation laboratory capable of creating a steady stream of the new ideas to stay ahead of the competition.
SUCCESS PRINCIPLE / TENET # 89 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Differentiate or die. Be mindful that improvisation is too important to be left to the fortuitous. Consider that life is sustainable through the unperceived and those universal laws that are unknown to us. Continuity is over-dead; it hasn’t yet reincarnated. History will be reshaped by the sudden and sharp change, namely “frenzy volatility.”
SUCCESS PRINCIPLE / TENET # 90 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Launch your employees with confidence into a somewhat chaotic environment, knowing that they will direct themselves toward optimal performance to success. Instill in the staff a loose, self-organizing culture—in search of new opportunities. Motivate and develop others to learn to change to prevail. Sharing ideas, “…an eye is not an eye because you see it; an eye is an eye because it sees you…” —Antonio Machado.
Posted by Andres Agostini at September 14, 2005 01:47 PM
COMMENTS: BEST FIRST JOB
JANUARY 13, 2006 11:05
My first job was at a mortgage bank. I then had to make a detailed “data base” of ah loans granted for this end since the bank got incorporated. My boss back then was respectful and supportive. It was a good opportunity to get started in the practical matters in times when your actual experience (to be applied) is minimal. With this job as with any other job, I have encountered a great opportunity to learn as I get paid. Regardless if you work for an employer or on your own, any professional responsibility is a major opportunity to enhance your professional abilities. Any way, in life you develop new dexterities and skills as your professional life gets more complex. And due to the nature of technological change as it increases at a quantum rate today, one is exposed to many industries and hence to many different ways to re-imagine not quick fixes but fundamental solutions to ever-increasing, intertwined, intricate problems posed by this business world of “ours.”
The first job is the step you make when you go from theory to the real world for the first time. It offers you the possibility to have a solid job as a reference on your résumé so you’re not perceived as a “rookie” forever. Some would say that it does not matter how expert one is, because one is always learning (and de-learning the old and re-learning the new) so he is a rookie even when he gets closer to retirement. This first job is a milestone that allows you to walk a long ascending pathway full of obstacles. “Obstacles” is another word for enhancement opportunities of dexterities and skills. When your skills and dexterities get enhanced —thanks to that first job—your portfolio of advancement options gets broader.
I have the strong opinion that being exposed to many professional responsibilities gets you the largest vista. It somehow gets you into the infancy of “systems thinking.” Without the “first job” and the updating of oneself is not possible to get so globally sophisticated. Without global sophistication one gets precluded from the (global) economy. One has now to think “beyond beyond.” A great deal of “future practicing” and foresight enactment to improve your scenario planning will not suffice. One needs to be working every second on his “personal capital” for good.
Posted by Andres Agostini at January 13, 2006 11:05
SOLUTION TO MY SOLUTION ISSUE, PLEASE!
JANUARY 13, 2006 03:34
Thank you for posting this interesting subject matter and inquiring on it. Yes, it seems that when one has an already “packaged” (defined/designed) product/service to a client, he/she may say “this is too good to be true.” Without the provider’s violating its copyright and trademarks, it has been proven useful to get the product closer to the client’s ethos and ethnology. This—by no means—will represent any damage either to the client or to the provider. First and foremost, the solution must be defined by a major discussion (friendly and professional conversation at once) between the client and the “provider.” Who can provide the “solution” must pay huge attention to a number of things ([1]details and [2] the granularity of details from the “systems” stance), (a) What the client is saying, (b) What the client is saying between lines, (c) What the client is not saying but as per the provider is crucial to get to the solution, (d) What the client might inadvertently, un-deliberately be distorting in the “core message,” (e) If the client is exuding some type of fear.
The provider, in my opinion, must also pay attention to (i) connotations, (u) semantics, and (iii) contexts. These three aspects are increasingly important as technology growth is more “rampant” and as (would-be) “collaborative” environments are more diverse and dynamic. Any noise must be identified and taken away from THE TRUE, UNAMBIGUQUS SIGNAL(S). Often the client’s message can be a problem if it is cumbersome. Occasionally it is superficially awkward but sufficiently daring for the provider to have a migraine. One has to understand the culture of the organization. Regardless of the culture of the organizations, each one has his/her own personal cosmology without a fail. Both must be respected and considered at the same time to succeed. But one must also understand the “psychology” of the client’s official making the request. Sometimes the provider is using “analog words” (similar parlance) as those of the client. The client gets, anyway, so angry and sometimes offended because the provider didn’t use the exact words he/she likes or prefers the most. The more complex the topic under discussion —regardless of your “educating” the client—the better off the provider will be if he/she tries to explain the solution with the client’s vocabulary.
For providers this might prove to be challenging. But any provider must “bridge any gap” between its product/service and the client’s requirement. It is good to pay maximum attention to the “body language” of the client’s official as well. Having “ice-breaking” dialogues in other settings outside the formal “business-like” one is often crucial to understand (empathy) the person. Facilitating a client a “business-based breakfast” has offered me an “extraordinary clue” to get back to the business-like setting with a greater understanding of what the client’s official is trying to tell (request/expect from me). Whenever possible, it is key to ask questions about the requirement/expectations to the people under and above the client’s official to try to gain a more illuminating (discerned) insight. Anyway, to me a “solution” is in no way a “quick fix” but a “fundamental, optimum solution.”
A more fundamental solution is even a more holistic one, especially when it is practiced/rendered systematically. Some people mistakenly associate “solutions” (optimum) to “quick fixes” (sub-optimum). Every company not only has its own culture. It also posses a “defined glossary,” by means of which they interrelate within and beyond the organization’s boundaries. If a provider can use this defined glossary, the psychological connection will be better. In advance, the provider can tell the client that —as metaphor(s) or a “clean cut” communicational resource—and in order to be more effective, he/she will use some of the company’s language with great respect. This can save time, money, headaches, and clients. Quite often—as of these current times impose— is becoming almost impossible not to see someone “engaging in a confrontational debate.” I would do always my best to make it an amicable, “fluid” dialogue to get the win/win (optimum) results in due place and timely.
Posted by Andres Agostini at January 13, 2006 03:34
SCALE LIMITS? “BUILT TO LAST”?
JANUARY 14, 2006 05:21 PM
This has been a generalized issue for a long time, organizational “Scale Limits,” especially since enterprises went global indeed. I believe some new criteria have not been instituted, because some universal laws are yet unknown to us (up to now). Nonetheless, there is some interesting data. Lord John Browne, group chief executive of British Petroleum, an applied physicist, structured BP as an atomic system with its stemming sub-atomic systems. What Browne did is to me quite some novelty to consider. Incidentally, he is also a “non-executive director of the Intel Corporation.” To make a point on the “Scale Limits” and as per the book “Presence,” “... Not many people realize it, but VISA INTEMATIONAL IS ARGUABLY THE LARGEST BUSINESS IN THE WORLD, WITH OVER $ 3 TRILLLON IN TRANSACTIONS AND A MARKET VALUE APPROACHING A TRILLLON.
Yet to many it doesn’t even look like a business. It’s organized as a self-governing network of more than twenty thousand member institutions that are also its owners. It’s governed by a constitution that stipulates how governing boards are elected, the rights and obligations of members, how new members are admitted, and how members can be disqualified. In short, one of the world’s largest corporations operates as a self-governing democracy...The genetic code became Visa’s purpose and principles, its governing ideas, and the core governance processes spelled out in its constitution. The subsequent work of prototyping and institutionalizing took over four years, but in the end Visa International was formed, more or less in its current form....”
I believe it is quite interesting to bear in mind the Visa International case. I don’t see its geometric growth slowing down any soon. In order to address the “scale limits” hurdle(s) very differently, it may be easier to tackle the grave “corporate governance and concurrent risks” à la Visa’s Magna Carta perspective. The “Scale Limits” issue has many angles. Clearly a talented-leadership (shared throughout any organization) will be essential along with STRONG VALUES (applied ones). A remedy to this challenge is to concentrate on deepening a strategic position, rather than broadening and compromising it. One approach is to look for extensions of the strategy that leverage the existing activity system by offering features or services or advantages that competitors would find unattainable or expensive to match on a stand-alone basis.
Put differently, managers can ask themselves which activities, features, or forms of competition are feasible or less costly to them because of supplementary activities that their organization performs. Deepening a strategic position requires making the firm’s activities more unique, strengthening fit, and communicating the strategy per se better to those clients who ought to value it. Leadership vested with strong values will be irrelevant if innovation (creativity) is not thoroughly redefined, instituted and implemented. I am speaking of the type of creativity that transfers breakthroughs through what I would call “BlP” (Business Innovation Processes). I would not recommend anyone wait for the Technological Singularity “just to happen,” acknowledging that everybody has his/her free will to decide whatever.
Do we have in the business environment any pre-Singularity events already signaling us? Are we paying attention to any disconfirming evidence? This is not a happening. This is long-term, on-going, persistent effort that leads to an unimaginable “conquest.” To me we must redefined the term “unprecedented,” since its “core meaning” won’t suffice shortly. Having biotechnology and nanotechnology collaborating with each other and irrupting in our Era, seemingly towards the Convergence of Science as per many respected authors and researchers, What could “MOLUTECH” do to eradicate the organizational “Scale Limits”? What are its opportunities? What are the risks? How do we subtract the risks from the opportunities? I just wonder.
Posted by Andres Agostini at January 14, 2006 05:21 PM
SOLUTIONS TO MY SOLUTION ISSUE, PLEASE! [PART 2]
JANUARY 19, 2006 05:54 PM
When looking at getting a client the right solution, one must appeal to many tools (often concurrently). Storytelling is—without a doubt—one of those efficacious tools as per infinite authors, more so when the story is absolutely accurate. How many times we have seen managers and entrepreneurs and public officials using the baseball parlance to explain a difficult situation. To get the story conveyed is not meant for getting anyone amused Can added value), although sometimes this is impossible to preclude. Maybe a story developed between Madrid and Spain back to the time of World War II might result useful to sample creativity to landing a “solution.” One thing the Spaniards got from the British was the “soccer.” The people of Spain never got a lesson/interest on how to play “cricket.” The latter is a very British sport, extended to some few countries; none of them were “Romanic” countries.
At that time, Spain was immersed in a Civil War. My friend, some more years older than me, had a curiosity for a “weird” subject, namely reinsurance. Reinsurance is “the insurance of insurance,” in exceedingly plain words. Back then, speaking of reinsurance in Madrid was quite a novelty. They knew that there was “something” known as “Lloyd’s of London,” considered (at that time) the epicenter for the seemingly awkward activity. My friend’s father (a visionary) said that he would send him to London to learn about reinsurance. My friend finally went there. When he got the closest to Lloyd’s, he found out that people dealing there was not friendly to “unknown” people. They were extremely specialized and focused only among themselves. He got rejected upfront systematically. No one at Lloyd’s was expecting to deal (“to place reinsurance treaties”) with a foreigner.
My friend did not get discouraged at all. In the mean time, he noted that the British “loved” playing cricket. And then he found out that he liked cricket also. He was getting to like a “foreign sport.” Subsequently, he went to a London bookstore and bought everything he could on cricket and reinsurance. He just wanted to have an awesome grasp/command of this sport. Even more “weirdly,” he noted that many Lloyd’s reinsurance company representatives were attending to a great deal of cricket games. He then decided to become a pundit in two areas, first and foremost in reinsurance (and as per the British standards). Secondly, he wanted to know everything on cricket. Subsequently, he knew that he needed to make a bridge between both. That is, to be able to speak about reinsurance using as many as possible cricket references/metaphors. For the Lloyd’s reinsurance company representatives it was (at least) ridicule to expect to have a foreigner speak about such a complex matter as reinsurance. But, having said foreigner speaking about reinsurance through logical cricket parlance—while making a great deal of sense—made my friend a “British hero.” Then he passed the exam (that of society and that of one elite organization that I highly respect and admire).
Then he became legendary. His personal name got to be a “brand” not only in London, but also in Madrid and in Latin Americas most important capitals. Speaking/dealing about insurance was relatively easy in Spain and Latin America in those days. Speaking (and having the London connections) about reinsurance was so stressful, and perceived as a miracle that would never come true. Let’s remember this era was around the end of WWII. From there on, my friend was a reinsurance “guru” (with truly powerful connections and financial affluence) not only in Spain and Latin America, but also in London and sometimes as well in the U.S. Tom has always spoken about disseminating ideas (through the Internet). I wanted to offer this story as a contribution to his “creativity.”
Posted by Andres Agostini at January 19, 2006 05:54 PM
BEST FOOD-FOR-THOUGHT LINES:
BY PROF. GARY HAMEL, London Business School Professor, and Strategos Chairman/Founder:
I am no longer a captive to history. Whatever I can imagine, I can accomplish.
I am no longer a vassal in a faceless bureaucracy. I am an activist, not a drone.
I am no longer a foot soldier in the march of progress.
I am a Revolutionary!
BY NOBEL PRIZE IN PHYSICS, DR. RICHARD PHILLIPS FEYNMAN, “I was born not knowing and have had only a little time to change that here and there.” - Richard P. Feynman
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__________________
Andres Agostini
Arlington, VA 2222, USA
Andres Agostini is a Researching Analyst & Consultant & Management Practitioner. Topics subjects of study and practice and survey are Science, Technology, Corporate Strategy, Business, Management, “Transformative Risk Management”, and Professional Futurology. He has 28 years of professional experience, dealing with complex business settings.
Via this Web site, Andres Agostini shares his thoughts, ideas, reflections, and suggestion with total independence of thinking and without mental reservations.
Andres Agostini
AndresAgostini@gmail.com
www.AndresAgostini.blogspot.com/
http://www.andybelieves.blogspot.com/
Arlington, VA 2222, USA
NOTE:
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Published on December 23, 2007
Arlington, Virginia 22222, USA
ANDRES AGOSTINI’S LINES OF PRACTICE: Analyst, Researcher, Consultant. / Areas: Systems Safety, Systems Security, Transformative Risk Management, Organizational Strategy, Innovation Management, Performance Enhancement.
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