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Superintelligence! By Mr. Andres Agostini
BRAIN0

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

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

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

END OF EXCERPT.

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

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

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

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

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

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

d) “…knowledge is doubling by every fourteen months…”

e) “…more than the doubling of computational power [is taking place] every year…”

f) “…The flattening of the world is going to be hugely disruptive to both traditional and developed societies. The weak will fall further behind faster. The traditional will feel the force of modernization much more profoundly. The new will get turned into old quicker. The developed will be challenged by the underdeveloped much more profoundly. I worry, because so much political stability is built on economic stability, and economic stability is not going to be a feature of the flat world. Add it all up and you can see that the disruptions and going to come faster and harder. No one is immune ─ not me, not you, not Microsoft. WE ARE ENTERING AN ERA OF CREATIVE DESTRUCTION ON STEROIDS. Dealing with flatism is going to be a challenge of a whole new dimension even if your country has a strategy. But if you don’t have a strategy at all, well, again, you’ve warned…”

DYNAMICS

Accordingly, Andres likewise indicates, “…Transformative and Integrative Risk Management (TAIRM) is also implemented in order to prevent technological surprises to the savvy organization seeking this advice and service by TAIRM, but also to create disruptively technological surprises (managerial ‘…Sputnik Moments…’) for the enterprise’s competitors…”

Please see the full presentation at http://goo.gl/SUg18r and at http://goo.gl/8fdwUP

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

The science-fiction-like world of 3D printing is starting to get some very real attention from Wall Street. This week Jefferies initiated coverage on the sector with “buy” ratings on three of its five major players – 3D Systems, Stratasys, and ExOne – and “holds” on the other two, Arcam and voxeljet. These companies could revolutionize mass manufacturing, Jefferies says, and could even get competition from a bellwether of the traditional printing industry: Hewlett Packard.

In a comprehensive, 97-page research note, Jefferies analyst Peter Misek writes that while 3D printing has been around since the 1980′s, a confluence of factors ranging from improvements in printer speeds to a greater availability of software that produces the digital designs used to create 3D printouts have brought the sector into the mainstream, and it will only continue its climb in years to come.

“Our base scenario envisions an eventual expansion of consumer 3D printers from its hobbyist base into a prototyping tool for ‘creative consumers’ and for home printing of toys to become mainstream,” Misek writes, defining ‘creative consumers’ as those who might favor the craft site Etsy. He says that 3D printing could eventually take a $12.5 billion chunk out of the $22 billion U.S. toy market for its ability to recreate action figures, building sets, craft supplies and more. While some companies insist this development is around the corner — 3D Systems is trying to get a $500 consumer 3D printer on the market in time for the 2014 holiday season — Misek thinks such products won’t debut until 2015 or 2016 at the earliest.

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By WILLIAM ALDEN

Jeremy Allaire, the founder of Circle Internet Financial, a start-up in Boston that seeks to be a payment-processing system for Bitcoin.

A venture capitalist, a former regulator, a lawyer and a pair of entrepreneurs — Bitcoin evangelists all — gathered on Tuesday in the private dining room of an upscale Manhattan restaurant to discuss their vision of a world in which the currency plays a role in mainstream finance.

It may be a far-fetched notion — Bitcoin, despite the attention it has received in recent months, is still largely a plaything for speculators online, with stomach-turning price swings — but it is one that these men have bet millions of dollars can be achieved.

“The rising value of Bitcoin is a put option, or a bet, that Bitcoin gets adopted as a medium of exchange,” said Jeremy Allaire, the founder of Circle Internet Financial, a start-up in Boston that seeks to be a payment-processing system for Bitcoin. Mr. Allaire, who sponsored the gathering, said he had a modest position in Bitcoin, which he did not disclose.

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Applied Omniscience in Transformative and Integrative Risk Management! By Mr. Andres Agostini
OMNISCIENCE
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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

TAIRM underpins sensible business prosperity and sustainable growth and progress.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

AGE       AGE         AGE
Consequently, Dr. Gary Hamel, PhD. indicates, “…What distinguishes our age from every other is not the world-flattening impact of communications, not the economic ascendance of China and India, not the degradation of our climate, and not the resurgence of ancient religious animosities. RATHER, IT IS A FRANTICALLY ACCELERATING PACE OF CHANGE…”

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

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

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

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

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

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

By BRIAN COHEN

Thanksgiving day, while many of us were eating turkey, The United States Patent and Trademark Office (USPTO) published JPMorgan Chase’s (Chase) patent application 20130317984, “Method and system for processing internet payments using the electronic funds transfer network.” The application was filed with the USPTO on August 5th, 2013.

Without mentioning Bitcoin or cryptocurrencies at all for that matter, Chase appears to be building a competing centralized network to Bitcoin. The application defines the problems that legacy banking has with online transactions and then provides a detailed explanation how Chase will address these problems with this new technology. The application states that Chase’s technology is a “new paradigm.” Moreover that it permits the creation of “virtual cash” (also referred to as “web cash”) with a “real-time digital exchange of value.”

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