Lifeboat Foundation: Safeguarding Humanity
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Category: ethics

What follows is my position piece for London’s FutureFest 2013, the website for which no longer exists.

Medicine is a very ancient practice. In fact, it is so ancient that it may have become obsolete. Medicine aims to restore the mind and body to their natural state relative to an individual’s stage in the life cycle. The idea has been to live as well as possible but also die well when the time came. The sense of what is ‘natural’ was tied to statistically normal ways of living in particular cultures. Past conceptions of health dictated future medical practice. In this respect, medical practitioners may have been wise but they certainly were not progressive.

However, this began to change in the mid-19th century when the great medical experimenter, Claude Bernard, began to champion the idea that medicine should be about the indefinite delaying, if not outright overcoming, of death. Bernard saw organisms as perpetual motion machines in an endless struggle to bring order to an environment that always threatens to consume them. That ‘order’ consists in sustaining the conditions needed to maintain an organism’s indefinite existence. Toward this end, Bernard enthusiastically used animals as living laboratories for testing his various hypotheses.

Historians identify Bernard’s sensibility with the advent of ‘modern medicine’, an increasingly high-tech and aspirational enterprise, dedicated to extending the full panoply of human capacities indefinitely. On this view, scientific training trumps practitioner experience, radically invasive and reconstructive procedures become the norm, and death on a physician’s watch is taken to be the ultimate failure. Humanity 2.0 takes this way of thinking to the next level, which involves the abolition of medicine itself. But what exactly would that mean – and what would replace it?

The short answer is bioengineering, the leading edge of which is ‘synthetic biology’. The molecular revolution in the life sciences, which began in earnest with the discovery of DNA’s function in 1953, came about when scientists trained in physics and chemistry entered biology. What is sometimes called ‘genomic medicine’ now promises to bring an engineer’s eye to improving the human condition without presuming any limits to what might count as optimal performance. In that case, ‘standards’ do not refer to some natural norm of health, but to features of an organism’s design that enable its parts to be ‘interoperable’ in service of its life processes.

In this brave new ‘post-medical’ world, there is always room for improvement and, in that sense, everyone may be seen as ‘underperforming’ if not outright disabled. The prospect suggests a series of questions for both the individual and society: (1) Which dimensions of the human condition are worth extending – and how far should we go? (2) Can we afford to allow everyone a free choice in the matter, given the likely skew of the risky decisions that people might take? (3) How shall these improvements be implemented? While bioengineering is popularly associated with nano-interventions inside the body, of course similarly targeted interventions can be made outside the body, or indeed many bodies, to produce ‘smart habitats’ that channel and reinforce desirable emergent traits and behaviours that may even leave long-term genetic traces.

However these questions are answered, it is clear that people will be encouraged, if not legally required, to learn more about how their minds and bodies work. At the same time, there will no longer be any pressure to place one’s fate in the hands of a physician, who instead will function as a paid consultant on a need-to-know and take-it-or-leave-it basis. People will take greater responsibility for the regular maintenance and upgrading of their minds and bodies – and society will learn to tolerate the diversity of human conditions that will result from this newfound sense of autonomy.

In 1906 the great American pragmatist philosopher William James delivered a public lecture entitled, ‘The Moral Equivalent of War’. James imagined a point in the foreseeable future when states would rationally decide against military options to resolve their differences. While he welcomed this prospect, he also believed that the abolition of warfare would remove an important pretext for people to think beyond their own individual survival and toward some greater end, perhaps one that others might end up enjoying more fully. What then might replace war’s altruistic side?

It is telling that the most famous political speech to adopt James’ title was US President Jimmy Carter’s 1977 call for national energy independence in response to the Arab oil embargo. Carter characterised the battle ahead as really about America’s own ignorance and complacency rather than some Middle Eastern foe. While Carter’s critics pounced on his trademark moralism, they should have looked instead to his training as a nuclear scientist. Historically speaking, nothing can beat a science-led agenda to inspire a long-term, focused shift in a population’s default behaviours. Louis Pasteur perhaps first exploited this point by declaring war on the germs that he had shown lay behind not only human and animal disease but also France’s failing wine and silk industries. Moreover, Richard Nixon’s ‘war on cancer’, first declared in 1971, continues to be prosecuted on the terrain of genomic medicine, even though arguably a much greater impact on the human condition could have been achieved by equipping the ongoing ‘war on poverty’ with comparable resources and resoluteness.

Science’s ability to step in as war’s moral equivalent has less to do with whatever personal authority scientists command than with the universal scope of scientific knowledge claims. Even if today’s science is bound to be superseded, its import potentially bears on everyone’s life. Once that point is understood, it is easy to see how each person could be personally invested in advancing the cause of scientific research. In the heyday of the welfare state, that point was generally understood. Thus, in The Gift Relationship, perhaps the most influential work in British social policy of the past fifty years, Richard Titmuss argued, by analogy with voluntary blood donation, that citizens have a duty to participate as research subjects, but not because of the unlikely event that they might directly benefit from their particular experiment. Rather, citizens should participate because they would have already benefitted from experiments involving their fellow citizens and will continue to benefit similarly in the future.

However, this neat fit between science and altruism has been undermined over the past quarter-century on two main fronts. One stems from the legacy of Nazi Germany, where the duty to participate in research was turned into a vehicle to punish undesirables by studying their behaviour under various ‘extreme conditions’. Indicative of the horrific nature of this research is that even today few are willing to discuss any scientifically interesting results that might have come from it. Indeed, the pendulum has swung the other way. Elaborate research ethics codes enforced by professional scientific bodies and university ‘institutional review boards’ protect both scientist and subject in ways that arguably discourage either from having much to do with the other. Even defenders of today’s ethical guidelines generally concede that had such codes been in place over the past two centuries, science would have progressed at a much slower pace.

The other and more current challenge to the idea that citizens have a duty to participate in research comes from the increasing privatisation of science. If a state today were to require citizen participation in drug trials, as it might jury duty or military service, the most likely beneficiary would be a transnational pharmaceutical firm capable of quickly exploiting the findings for profitable products. What may be needed, then, is not a duty but a right to participate in science. This proposal, advanced by Sarah Chan at the University of Manchester’s Institute for Bioethics, looks like a slight shift in legal language. But it is the difference between science appearing as an obligation and an opportunity for the ordinary citizen. In the latter case, one does not simply wait for scientists to invite willing subjects. Rather, potential subjects are invited to organize themselves and lobby the research community with their specific concerns. In our recent book, The Proactionary Imperative, Veronika Lipinska and I propose the concept of ‘hedgenetics’ to capture just this prospect for those who share socially relevant genetic traits. It may mean that scientists no longer exert final control over their research agenda, but the benefit is that they can be assured of steady public support for their work.

Getting Apple, Microsoft and Fortune-500s to Uninterruptedly Buy From You!

0 FORESIGHT

Apple, Berkshire Hathaway Corporation, Mitsubishi Motors, Honda, Daimler-Chrysler’s Mercedes-Benz, Toyota, Royal Dutch Shell Oil Company, Google, Xerox, Exxon-Mobil, Boeing, Amazon, Procter & Gamble, NASA and DARPA, Lockheed Martin, RAND Corporation and HUDSON Institute, Northrop Grumman Corporation, GEICO, Microsoft, etc.

FOREWORD:

You are going to need to prepare thyself breathtakingly. You will need a Brioni suit and a silk tie and understand, later on below this material, how to get lucky via Rampant Rocket Science.

FIRST. You fully study the corporation’s story and current culture and lexicon. You always study about their own problem-solving methodologies, proprietary or otherwise.

SECOND. You fully study the corporation’s financial and legal and compliance and tax standing.

THIRD. If the corporation is publicly traded, you strongly look into this.

FOURTH. You fully study the corporation’s industry and all of its competitors.

FIFTH. If the industry to which belongs the designated corporation is facing an extraordinary unforeseen wicked challenge, make a long executive presentation for the middle-management executives and the supervisory-level staff, fully acknowledging the details of said challenge and suggesting, as per authoritative authors in the subject matter, a well-organized myriad of viable fundamental solutions.

At all times, you are to make this executive presentation like a presentation to a sacred university professor and classroom, hence an institutional one only, and not a marketing one at all, as you objective is to break the ice and establish a Golden Bridge of Communication and Mutual Trust with your targeted corporate client, ONLY through meaningfulness, utility, relevance, and purposefulness.

In no slide you would mention your name, but in your solemn business cards.

Throughout this executive presentation, you will NEVER be addressing any theme natural to your Core Business’ Products and/or Services, but in your solemn business cards.

AN EXTRAORDINARY UNFORESEEN WICKED CHALLENGE, SOLVED, AND BANKED ON.

I will give you a real-life example of an extraordinary unforeseen wicked challenge. I had a new company, acting as a Health Maintenance Organization (HMO).

I was looking for institutional clients, both from the private sector and public sector. Every time I had a conversation with a prospective client, he would ask about my prior clients and ask,

“…Andres, are you going to run an experiment with my company and its employees without firm grounds …”

Then, I paid huge attention to Mr. Jim Rhon (ISBN: 978–0983841593), and his wise sentence, “…you become [professionally and business] attractive [to the many clients in the marketplace], I then found a turnaround, perhaps a breakthrough.

As an HMO I was competing with Insurance Companies that were, at the time, presenting universal insolvency in paying healthcare claims to those insurance employees covered by and through the employer’s payroll.

Across many industries, the most-important employers’ employees were getting unnecessarily ill and even dying as the insurance companies were not paying for their “covered” medical expenses.

Accordingly, I decided to make myself the ultimate master in Public and Private Insurance Systems and Beyond and in any organizational device, paying (indemnity payments) for healthcare claims.

AND TO ILLUSTRATE THE PRACTICAL NOTION OF THE “…ULTIMATE MATTER…,” NAPOLEON BONAPARTE OBSERVED:

Napoleon Bonaparte asserted, “…I have only one counsel for you ― be master [.…] No longer it is question simply of education, NOW IT BECOMES A MATTER OF ACQUIRING [HARD] SCIENCE …” Brackets are of the author.

END OF NAPOLEON’S THOUGHT.

I took several airplanes and went up and researched everything by the World Health Organization, the private and public sectors of the U.S., Canada, U.K., and some Scandinavian countries.

As a little part of that, I litmus-test every upside and downside by every Social Security program and Healthcare Safety Net System.

As I saw and understood everything under the Sky, I made myself a world-class erudite on the subject. So, I started sending FEDEX letters to the Chief Public Affairs Offices of the largest prospective clients I want for my tiny company.

These prospective largest clients have to be big in order to have a sufficient knowledge level to transcend the old-snailed insurance company notion.

I gave them a breathtaking academic business presentation, covering every Macro Aspect through every Nano Aspect, through facilitating, step-by-step plausible solutions for each one of them.

ITEM “A” (WITHIN THE “FIFTH” NUMBER).- At the end of each business presentation, they could not believe the sophistication level of my rendition.

In fact, several stated, “…Mr. Agostini, your [pro bono] presentation and academic lecture we must pay well to you…”

ITEM “B” (WITHIN THE “FIFTH” NUMBER).- Out of each ten prospective clients and because of the preceding business presentation, I got eight (8) huge clients.

ITEM “C” (WITHIN THE “FIFTH” NUMBER).- You cannot believe the level of “…courtesy extension …” they gave me once I had completed my business presentation.

Each attendee got a white envelope with CDs and organized printed materials, accounting to over 400 top-notch researched bibliographical references, those bibliographical references that at the onset underpinned my business presentation into business making.

I gave them, each, ten (2) extra packages for all of the authorities, including, in some cases, employers’ union top representatives. Ten (10) extra packages to Chief PR Officer for all of the c-level authorities.

Ergo, now, you have to pick an extremely wicked problem for your designated prospective client, it could be one outside of the client’s core business, and adapt my account above to your own reality in dealing with said perspective client.

Use these techniques and you will be impressed. Please remember to dress up extremely well and proper.

COMMENTARY TO FIFTH. Why does it have to be a long executive presentation? I will respond through Napoleon Bonaparte’s best practices, best practices to seizing success continually.

Every time a General (Manager) under his Command would give him a one-page letter (memo, slide), Napoleon would say to his General in question,

“…General (Manager), you are to wage [to launch] a grave military campaigns [a complicated business initiative] full of mechanics, dynamics and details … Subsequently, I want to KNOW everything at all in advance, every detail at all, large or tiny or fuzzy, in order for me to issue my most-detailed commanding plans for your campaign victory [that is: your triumph in the corporate theater of operations in the global marketplace]…”

To further underpin the Napoleonic motion above, William Gates III (Bill Gates), through his book Business @ the Speed of Thought: Succeeding in the Digital Economy (ISBN: 978–0446525688), makes the case not for the relevance of “…details…”, but for the «sine qua non» vitality of “…The Granularity of Details …”

Frequently, Napoleon would dishonorably discharge this General (Manager) or have his head role for incompetence, incompetence is another word for people with a Mind “Engaged” in worshiping The Least Mental Effort, thus repudiating the “extra mile” effort.

There is too much noise about employees complaining about their bosses, but not about competent bosses complaining about their mediocre employes.

Clearly, Napoleon, during his life time and early on, heavily warns against Corporate America CEOs wanting JUST a 1-page memo delivered via email.

SIXTH. Then, you call the prospective corporate client’s P.R. person Or Communications officer and tell them about what you would like to do.

You send a letter with a summary of your presentation via FEDEX. They will give you a time and board room for your presentation, to be received by the corporation’s middle-level and supervisory-level management workers.

SEVENTH. Once you drive you car to the corporation’s office, pay extreme attention to (first) the lower-level security personnel, (second) the front-desk receptionist, and, if possible, and (third) to the great janitorial staff.

Get extremely respectful with them and treat them as the Chairman and become a bit friendly as you try to get the company’s organizational ethos by and through the lower-level security personnel, the front-desk receptionist, and the great janitorial staff.

Listen and mind-record their word types and wording construes most carefully.

In my case, by observing the front-desk receptionist for ten (10) minutes, I can tell you exactly what type of corporate culture there is about I am coping with, much more importantly than those confidential underground reports by Wall Street Bankers and Traders.

EIGHT. Before starting the executive presentation, say to the audience that you would like to introduce yourself to each one of them and shake their hands, to bring about much more psychological proximity and fore-acceptance.

Then, explain the order of your executive presentation. Second, with great care, deliver the presentation without attacking people, institutions, or even ideas.

Use, with extreme care and utility, their parlance and corporate culture at all times while you get, from A to Z, very solemnly.

Once you have thoroughly and calmly finished your executive presentation, use the Lee Iaccoca’s golden rule and state,

“ …Okay, we have completed this executive presentation and through it we saw this, that, x, y, z,…” in a summarized way.

Give them now boundaryless time and psychological space to ask you zillion questions — weird, stupid, or savvy — in the Q-and-A.

Ascertain to respond fully, accurately, on the point and with NONE MANIPULATION at all.

Take each of this business presentation an occasion to give extreme accuracy and examples of what you mean through said no-manipulation and accuracy.

In fact, tell them, AT ALL TIMES, the truths and solutions, as per your deepest and most updated research, that they did not know about it. In doing this, be extremely solemn and on the point with kindness and respect.

If there is something that you do not know, tell them, research the answer fully, and get back with the answer via a FEDEX-ed hard-copy.

Once you have responded all of the questions, give them an exact copy of the Executive Presentation, with the additional attachment of the authoritative literature you used in your evidence-based research.

Do this in hard-copy only and put it a nice white envelope. You give one package to each attendee and give the P.R. Manager three or four more for the CEO and the Board Members.

NINE. If you followed through to ULTIMATE PERFECTION, points #1 through #8, step by step, you will see them ask you something along these lines,

“…Okay, Mr. _X_, we like you evidence-based research and executive presentation and wonder who in the marketplace could offer these solutions to us …”

Without being or sounding desperate, you will say quickly and softly, “… Our Company can fully take care of those for you …”

And the idea now is that you go from a Pro Bono Executive Presentation into a formal for-business conversation with your prospective corporate client.

As the formal conversation begins, as per my long experience, tell them kindly that in parallel you want to soon fulfill the corporation’s Guidelines entirely to become a Registered Contractor as per your company’s Lines of Professional Practice.

If you want to do this procedure with, say, Apple Inc., pay attention to the following:

Register with the Supplier (Contractor) Information Database at https://www.apple.com/procurement/

AND ALSO:

http://www.apple.com/supplier-responsibility/

AS WELL:

http://images.apple.com/supplier-responsibility/pdf/Apple_SR_2014_Progress_Report.pdf

Also in parallel, ask the mid-level managers that you are formally talking to that you would like to gain more organizational familiarity by doing incommensurable listening and some small talk with lower-level employees, including the lower-level security and janitorial staff.

Put in writing, to the PR executive, a detailed overview and hand to him or her personally.

Sometimes these folks know the corporation better than the CEO. At all times and by now, be beyond ready to be called upon to meet the Chairman, CEO, or other Board Members.

THEN, FOLLOW THROUGH THESE PRACTICAL TENETS CONDUCIVE TO OUTRIGHT VICTORY:

(1.- of 20).- If you want to seize the undivided attention of top executives at Los Alamos National Laboratory and Procter & Gamble, TALK TO THEM THROUGH THE NOTIONS OF AND BY Process Re-engineering.

(2.- of 20).- If you want to seize the undivided attention of top executives at GE, TALK TO THEM THROUGH THE NOTIONS OF AND BY Six Sigma, and Peter F. Drucker’s Management by Objective (MBO). While you are with them, remember to commend on the Jack Welch’ and Jeff Immelt’s master lectures at GE’s Crotonville.

(3.- of 20).- If you want to seize the undivided attention of top executives at RAND Corporation and HUDSON Institute, TALK TO THEM THROUGH THE NOTIONS OF AND BY Herman Khan’s (Dr. Strangeloves’) Scenario Methodology.

(4.- of 20).- If you want to seize the undivided attention of top executives at Mitsubishi Motors and Honda and Daimler-Chrysler’s Mercedes-Benz and Maytag, TALK TO THEM THROUGH THE NOTIONS OF AND BY Kaizen.

(5.- of 20).- If you want to seize the undivided attention of top executives at NASA and DARPA and the Industrial-Military Complex, TALK TO THEM THROUGH THE NOTIONS OF AND BY Systems Approach with the Perspective of Applied Non-Theological Omniscience.

And, also, Want to get funded by DARPA? How? The pathway is extremely easy and promissory. Just give them an unimpeachable real-life demonstration of how to “violate” the Universe’s Laws of Physics correctly and frequently, for Life!

(6.- of 20).- If you want to seize the undivided attention of top executives at Lockheed Martin, TALK TO THEM THROUGH THE NOTIONS OF AND BY Mean, Agile, Lean, Six Sigma, and Skunk Works.

(7.- of 20).- If you want to seize the undivided attention of top executives at Toyota, TALK TO THEM THROUGH THE NOTIONS OF AND BY Toyota Production System (methodology). Please remember: TPS is also known as “…Thinking People System…” (ISBN: 978–0071392310).

(8.- of 20).- If you want to seize the undivided attention of top executives at Royal Dutch Shell, TALK TO THEM THROUGH THE NOTIONS OF AND BY Pierre Wack’s Scenario Methodology (http://www.economist.com/node/12000502).

While at it and with them, pay colossal tribute to Royal Dutch Shell Group Planning by Pierre Wack, Ted Newland, and Peter Schwartz.

(9.- of 20).- If you want to seize the undivided attention of top executives at Mayo Clinic, TALK TO THEM THROUGH THE NOTIONS OF AND BY Dr. Joseph Juran’s (Total Quality Assurance) Prescription (ISBN: 978–0787900960).

Also remember to conjointly speak, at all times, of efficiency, productivity, and ROI as it stems in the incessant real-time reckoning of man-hours per patient cured and healed, transforming the dying into well-being people.

To this end, you might wish to peruse this great title: The Essential Drucker: The Best of Sixty Years of Peter Drucker’s Essential Writings on Management by Peter F. Drucker (ISBN: 978–0061345012).

(10.- of 20).- If you want to seize the undivided attention of top executives at Google, TALK TO THEM THROUGH THE NOTIONS OF AND BY Strong Quantum Supercomputing and Human-Death Reverse-Engineering, as well as utterly Curing Human Death.

Google will attained this canonical milestone through Calico (The name Calico is shorthand for California Life Company). Calico is an independent R&D biotechnology company established in 2013 by Google Inc., whose goal is to preemptively tackle the process of aging.

More specifically, Calico’s plan is to use advanced technology to increase understanding of the biology that controls lifespan, and to use that knowledge to increase longevity and cure human death.

Google’s electric driver-less car, among other amenities, will be achieved by a moon-shooting subsidiary, meaning “…Google Extreme,…” seriously known as: Google X and his Chief Scientist Officer to “…change the World,…” Dr. Astro Teller.

(11.- of 20).- If you want to seize the undivided attention of top executives at Xerox, TALK TO THEM THROUGH THE NOTIONS OF AND BY PARC (Palo Alto Research Center Incorporated).

(12.- of 20).- If you want to seize the undivided attention of top executives at Rockefeller’s ExxonMobil, TALK TO THEM THROUGH THE NOTIONS OF AND BY Efficiency and Productivity as well as the notions of and by Return On Investment (ROI) per Petroleum Barrel produced (outputted), and Project Management.

(13.- of 20).- If you want to seize the undivided attention of top executives at Boeing, TALK TO THEM THROUGH THE NOTIONS OF AND BY Aerospace Engineering, Avionics, Systems Engineering, Reliability Engineering, Safety Engineering, Industrial Engineering, and Mechanical Engineering.

(14.- of 20).- If you want to seize the undivided attention of top executives at SETI (Search for Extra-Terrestrial Intelligence), TALK TO THEM THROUGH THE NOTIONS OF AND BY Super-intelligence entrenched, in “… plain sight…,” in the covert «…ad infinitum …» realm of Dark Energy and Dark Matter.

(15.- of 20).- If you want to seize the undivided attention of top executives at Loyd’s of London, GEICO, Swiss RE, Munich RE, and Allianz, TALK TO THEM THROUGH THE NOTIONS OF AND BY Minimax, Statistics, Actuarial Science, Predictive Analytics, and Systems Engineering.

(16.- of 20).- If you want to seize the undivided attention of top executives at Amazon, TALK TO THEM THROUGH THE NOTIONS OF AND BY Low-Cost And High-End Online Commerce, Content Creation, Hi-Tech, Cloud Computing, Quadcopters (Commercial Flying Drones), and Eternal Staggering Innovation. Don’t forget to mention the artificial sage, namely the “… Mechanical Turk …”

(17.- of 20).- If you want to seize the undivided attention of top executives at Northrop Grumman Corporation, TALK TO THEM THROUGH THE NOTIONS OF AND BY State of the Art: Quality, Continuous Improvement, Customer Satisfaction, Leadership (Man-Management and Statesmanship), Integrity, People, Suppliers, Sound Business Management, “…Best in Class…” Products and Services, and how to preemptively countermeasure Chinese penetrations and otherwise of both commercial and government networks in the United States.

(18.- of 20).- Then, you want to do business with the Oracle of Omaha’s Berkshire Hathaway Inc. Right? You want to get his undivided attention to offer him your professional services and seize him as your cash-paying institutional client.

If this is the case, you need to send a shrewd clear-eyed missive to Warren E. Buffett’s Mr. Charlie Munger, Business Magnate and Vice-Chairman of Berkshire Hathaway Corporation and Warren’s second best friend, after Bill Gates, number one.

You use the best stationary (at least 25% made of cotton) you can use and your proposal is to be sent, under the most expensive priority, via FEDEX, with a white envelope, to:

The Most Honorable Mr. Charlie Munger
Vice-Chairman
Berkshire Hathaway Corporation
3555 Farnam Street
Suite 1440
Omaha, NE 68131
(402) 393‑7255 (double check)

Through that letter, you mention seven lines of the wisdom you have gotten from Warren’ and Bill’s favorite book lists, book by book, as follows:

Business Adventures: Twelve Classic Tales from the World of Wall Street by John Brooks
ISBN: 978–1497644892

Essays In Persuasion by John Maynard Keynes
ISBN: 978–1441492265

The Theory of Investment Value by John Burr Williams
ISBN: 978–0870341267

The Intelligent Investor: The Definitive Book on Value Investing. A Book of Practical Counsel (Revised Edition… by Benjamin Graham, Jason Zweig
ISBN: 978–0060555665

The General Theory Of Employment, Interest, And Money by John Maynard Keynes
ISBN: 978–1467934923

The People v. Clarence Darrow: The Bribery Trial of America’s Greatest Lawyer by Geoffrey Cowan
ISBN: 978–0812963618

A Piece of the Action: How the Middle Class Joined the Money Class by Joe Nocera
ISBN: 978–1476744896

Money Masters of Our Time by John Train
ISBN: 978–0887309700

Paths to Wealth Through Common Stocks by Philip A. Fisher and Kenneth L. Fisher
ISBN-13: 978–0470139493

The Science of Hitting by Ted Williams, John Underwood and Robert Cup
ISBN: 978–0671621032

Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company by Andrew S. Grove
ISBN: 978–0385483827

The New Quotable Einstein by Alice Calaprice, Freeman Dyson and Albert Einstein
ISBN: 978–0691120751

The Farmer from Merna: A Biography of George J. Mecherle and a History of the State Farm Insurance Companies of… by Karl Schriftgiesser
ISBN: 978–0812984347

THEN:

Remember to mention, in a thoughtful and smart way, your admiration for the United States, the Free Enterprise, Omaha, the Cheeseburger, GEICO, Babe Ruth (the Bambino), and Warren’s massive ironclad pecuniary contribution to Bill & Melinda Gates Foundation, as well as the opportunities that this non-for-profit non-governmental organization offers, with the express end to solve intractable problems in the developing world.

(19.- of 20).- If you want to seize the undivided attention of top executives at Microsoft Corporation, TALK TO THEM THROUGH THE NOTIONS OF AND BY Bill Gates. Don’t tall to them about their omnipresent products and services. To this company particles and sub-particles count so much. Why? Because Microsoft is the granularity-of-detail multinational.

And Microsoft is accustomed to make baby steps at light-speed frequently, all of the time, hugely adhering to the practical implications of the Japanese Kaizen philosophy.

IF YOU COULD EXPRESS YOUR IDEAS IN ADVANCED COMPUTER PROGRAM CODING EXPRESSIONS, YOU WILL HAVE, AT THE OUTSET, THE BATTLE WON AT A PROPORTION OF 81%.

Tell them that the advice by Bill below, mired in Microsoft, has changed your life.

ENSUING:

ADVICE ONE
“… Success is a lousy teacher. It seduces smart people into thinking they can’t lose …”

ADVICE TWO
“… It’s fine to celebrate success but it is more important to heed the lessons of failure …”

ADVICE THREE
“… As we look ahead into the next century, leaders will be those who empower others …”

ADVICE FOUR
“… I believe in innovation and that the way you get innovation is you fund research and you learn the basic facts …”

ADVICE FIVE
“… You may have heard of Black Friday and Cyber Monday. There’s another day you might want to know about: Giving Tuesday. The idea is pretty straightforward. On the Tuesday after Thanksgiving, shoppers take a break from their gift-buying and donate what they can to charity …”

ADVICE SIX
“… Information technology and business are becoming inextricably interwoven. I don’t think anybody can talk meaningfully about one without the talking about the other …”

ADVICE SEVEN
“… The way to be successful in the software world is to come up with breakthrough software, and so whether it’s Microsoft Office or Windows, its pushing that forward. New ideas, surprising the marketplace, so good engineering and good business are one in the same …”

Absorb the preceding and incorporate those in your lexicon to them.

ALSO EXPRESS TO MICROSOFT EXECS THAT YOU REALLY APPRECIATE THEIR PHILOSOPHY WHEN THE OBSERVE:

“ … Our strategy: High-value activities enabled by a family of devices and services [….] To increase innovation, capability, efficiency and speed we further sharpened our strategy, and in July 2013 we announced we are rallying behind a single strategy as One Microsoft. We declared that Microsoft’s focus going forward will be to create a family of devices and services for individuals and businesses that empower people around the globe at home, at work and on the go, for the activities they value most. [….] Over time, our focus on high-value activities will generate amazing innovation and new areas of growth. What is a high-value activity? Think of the experiences people have every day that are most important to them — from communicating with a family member and researching a term paper to having serious fun and expressing ideas. In a business setting, high-value activities include experiences such as conducting meetings with colleagues in multiple locations, gaining insight from massive amounts of data and information, and interacting with customers [….] MOVING FORWARD. With the decisions we’ve made this year, the strategy we’ve put in place, the organization we’ve designed, the world-class talent we have, and the devices and services we are creating, we are well-positioned to deliver growth and world-changing technology long into the future [….] We have seen incredible results in the past decade — delivering more than $200 billion in operating profit [….] Microsoft is now your ‘devices and services’ company…”

Bill Gates is no more the Microsoft chairman, but his influence on this firm is, at all times, huge. Using the words of the books below, speak to Microsoft also quoting:

Business @ the Speed of Thought: Succeeding in the Digital Economy (ISBN: 978–0446525688)

The Road Ahead: Completely Revised and Up-to-Date by Bill Gates, Nathan Myhrvold and Peter Rinearson
ISBN: 978–0140260403

Business Adventures: Twelve Classic Tales from the World of Wall Street by John Brooks
ISBN-13: 978–1497644892

Stress Test: Reflections on Financial Crises by Timothy F. Geithner
ISBN-13: 978–0804138598

The Bully Pulpit: Theodore Roosevelt, William Howard Taft, and the Golden Age of Journalism by Doris Kearns Goodwin
ISBN-13: 978–1416547877

The Rosie Project: A Novel, by Graeme Simsion.
ISBN-13: 978–1476729091

The Sixth Extinction: An Unnatural History by Elizabeth Kolbert
ISBN-13: 978–0805092998

Reinventing American Health Care: How the Affordable Care Act will Improve our Terribly Complex, Blatantly Unjust… by Ezekiel Emanuel

IN YOUR DEALINGS WITH MICROSOFT, PAY, AS WELL, TRIBUTE TO MR. PAUL GARDNER ALLEN.

And to this end, beyond Paul’s greatest philanthropic activities, remember this, too:

Idea Man: A Memoir by the Co-founder of Microsoft by Paul Allen (ISBN: 978–1591845379).

AFTER ALL, do not get yourself confounded, Microsoft is not just a super-advanced hi-tech, but a formidable player into Strong Artificial Intelligence with a plausible sweet tooth, in due time, for Quantum Supercomputing.

FINAL CONSIDERATIONS ON MICROSOFT TO KEEP IN MIND. PAY HEED TO THESE CRUCIAL RANDOM TEXTS:

TEXT ONE.
”… As the boss (Bill Gates) of Microsoft, the world’s most successful software company, I played a large part in the birth of the Information Age. In this book I explain the idea of a digital nervous system—the use of information technology to satisfy people’s needs at work and at home … ”

TEXT TWO.
“… In 1999 Bill Gates wrote a prophetic book titled ‘…Business @ The Speed of Thought: Using a Digital Nervous System,…: where he stated in the very first chapter: ‘…I have a simple but strong belief. The most meaningful way to differentiate your company from your competition, the best way to put distance between you and the crowd, is to do an outstanding job with information. How you gather, manage and use information will determine whether you win or lose… The relentless onward march of advanced digital technology in dentistry is a fact of life in managing a dental practice,
and it is undeniably true that how we ‘…gather, manage and use information will determine whether you win or lose…’.…”

TEXT THREE.
“…I [Bill Gates] work in the software industry, where change is the norm. A popular software title…gets upgraded every year or two with major new features and continuous refinements [Kaizen]. We listen to customer feedback and study new technology opportunities to determine the improvements to make …” Brackets of and by the author.

TEXT FOUR.
“…The most important part of my [Bill Gates’] work as chairman is recognizing [sea-changes] and articulating the opportunities they present to each person in the company. We then empower employees with as much information and as many productivity tools as possible, so they can achieve results within the framework of that vision …” Brackets of and by unknown author.

TEXT FIVE.
“ … Microsoft, gives readers a fascinating insight into how personal computers are in the future going to change our lives still further and how the Internet will continue to evolve. Optimistic and enthusiastic, Bill Gates takes the reader into a world of the near future. This is a world where less paper is used [a digitized one], where teachers share their work and reach more students, where businesses hold meetings across the world without anyone leaving their offices, and where someone’s house can recognize them and choose their favorite music as they enter …”

AND REMEMBER, BOTH NOKIA AND SKYPE BELONG TO MICROSOFT.

LET THE MICROSOFT EXECUTIVES, THAT YOUR LIFE WAS NEVER THE SAME AND GOT TRANSFORMED BY READING THIS BY BILL:

“ … I wrote my first program for a computer when I was thirteen years old. A program tells a computer to do something. My program told the computer to play a game. This computer was very big and very slow. It didn’t even have a computer screen. But I thought it was wonderful. I was just a kid, but the computer did everything I told it to do. And even today, that’s what I love about computers. When I write a good program, it always works perfectly, every time …”

(20.- of 20).- If you want to seize the undivided attention of top executives at APPLE INC., TALK TO THEM THROUGH THE NOTIONS OF AND BY industrial design with applied fine arts, engineering, novelty, and rampant perfectionism, with the utter purpose to achieve grandiose products and high-end services, as well as the wisdom below.

I am going to share with you the wisest tidbits by apple founder, with the utter objective to convey you from a deeper understanding into doing some serious business with this great American global corporation. Pay attention; You have been warned!

Remember that Apple is hugely into a purposeful dynamic narrative with its many customers and hence into outright storytelling.

ENSUING:

WISE TIDBITS BEGIN NOW:

“ … Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma — which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition.__[.…]__ Everyone here has the sense that right now is one of those moments when we are influencing the future.__[.…]__For the past 33 years, I have looked in the mirror every morning and asked myself: ‘If today were the last day of my life, would I want to do what I am about to do today?’ And whenever the answer has been ‘No’ for too many days in a row, I know I need to change something.__[.…]__You can’t connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something — your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.__[.…]__Innovation distinguishes between a leader and a follower.__[.…]__My favorite things in life don’t cost any money. It’s really clear that the most precious resource we all have is time.__[.…]__Be a yardstick of quality. Some people aren’t used to an environment where excellence is expected.__[.…]__Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it.__[.…]__Design is not just what it looks like and feels like. Design is how it works.__[.…]__That’s been one of my mantras — focus and simplicity. Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it’s worth it in the end because once you get there, you can move mountains.__[.…]__ Creativity is just connecting things. When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something. It seemed obvious to them after a while. That’s because they were able to connect experiences they’ve had and synthesize new things.__[.…]__ Sometimes when you innovate, you make mistakes. It is best to admit them quickly, and get on with improving your other innovations.__[.…]__Design is a funny word. Some people think design means how it looks. But of course, if you dig deeper, it’s really how it works.__[.…]__Technology is nothing. What’s important is that you have a faith in people, that they’re basically good and smart, and if you give them tools, they’ll do wonderful things with them.__[.…]__Stay hungry, stay foolish.__[.…]__Computers themselves, and software yet to be developed, will revolutionize the way we learn.__[.…]__Design is the fundamental soul of a man-made creation that ends up expressing itself in successive outer layers of the product or service. The iMac is not just the color or translucence or the shape of the shell. The essence of the iMac is to be the finest possible consumer computer in which each element plays together.__[.…]__The over-all point is that new technology will not necessarily replace old technology, but it will date it. By definition. Eventually, it will replace it. But it’s like people who had black-and-white TVs when color came out. They eventually decided whether or not the new technology was worth the investment.__[.…]__I have a great respect for incremental improvement, and I’ve done that sort of thing in my life, but I’ve always been attracted to the more revolutionary changes. I don’t know why. Because they’re harder. They’re much more stressful emotionally. And you usually go through a period where everybody tells you that you’ve completely failed.__[.…]__If you haven’t found it yet, keep looking. Don’t settle …”

WISE TIDBITS END NOW.

Check some of the fundamental of their organizational ethos and values:

SOME ORGANIZATIONAL ETHOS AND VALUES BEGIN:

WE BELIEVE EDUCATION CAN EMPOWER WORKERS AND IMPROVE LIVES.

Because education is a great equalizer, we’re investing heavily in helping workers throughout our supply chain learn new skills and better understand their rights. In 2013, more than 280,000 people at 18 supplier sites took courses in a range of subjects through our free education and development program. In addition, our suppliers trained more than 1.5 million workers on their rights, bringing the total number trained since 2007 to 3.8 million.

WE’VE STRENGTHENED OUR PROGRAMS TO HELP SUPPLIERS PROTECT STUDENT INTERNS AND OTHER AT-RISK WORKERS. We’re continuing our efforts to end excessive work hours. In 2013, our suppliers achieved an average of 95 percent compliance with our maximum 60-hour workweek. We’re driving responsible sourcing of minerals, and we’ve publicly released a list of smelters and refiners in our supply chain to promote transparency.

TO ADDRESS THE SHORTAGE OF QUALIFIED ENVIRONMENT, HEALTH, AND SAFETY (EHS) PERSONNEL, we launched the Apple Supplier EHS Academy — a formal, 18-month program we believe to be one of the most comprehensive EHS training and education programs in any supply chain. In 2013, over 240 factory personnel representing factories with more than 270,000 employees enrolled in this program, which will raise the standard for EHS management in our supply chain.

WE EXPECT OUR SUPPLIERS TO ACT IN ENVIRONMENTALLY RESPONSIBLE WAYS. So we’re working with industry experts to identify high-risk facilities, conduct audits focused on environmental issues, and develop methods to lessen our environmental impact. In addition, we launched a pilot of our Clean Water Program with sites that collectively use over 41 million cubic meters of water per year. We have aggressive goals to reduce freshwater usage by reusing and recycling water within the production process.

OUR SUPPLIER CODE OF CONDUCT WAS ALREADY ONE OF THE TOUGHEST IN THE ELECTRONICS INDUSTRY, but we’ve made it even stronger. And we ensure compliance by conducting hundreds of audits per year worldwide. Our efforts span the entire range of our supply chain — from the manufacturers of tiny components to the facilities that assemble our final products.

GET DETAILED INFORMATION ABOUT OUR 18 FINAL ASSEMBLY FACILITIES. And download a list of our top 200 suppliers, including component providers and others representing at least 97 percent of procurement expenditures for materials, manufacturing, and assembly of our products worldwide in 2013.

SOME ORGANIZATIONAL ETHOS AND VALUES END.

And leading people at Apple Inc. suggest this reading list.

READING LIST BEGINS:

Atlas Shrugged by Ayn Rand and Leonard Peikoff (Aug 1, 1999)
ISBN-13: 978–0452011878

The Innovator’s Dilemma: The Revolutionary Book That Will Change the Way You Do Business by Clayton M. Christensen
ISBN-13: 978–0062060242

Be Here Now by Ram Dass (Oct 12, 1971)
ISBN-13: 978–0517543054

Zen Mind, Beginner’s Mind by Shunryu Suzuki and David Chadwick (Jun 28, 2011)
ISBN-13: 978–1590308493

Autobiography of a Yogi (Self-Realization Fellowship) by Paramahansa Yogananda (Jan 5, 1998)
ISBN-13: 978–0876120798

Diet for a Small Planet (20th Anniversary Edition) by Frances Moore Lappe (May 12, 1985)
ISBN-13: 978–0345321206

Inside the Tornado: Strategies for Developing, Leveraging, and Surviving Hypergrowth Markets (Collins Business… by Geoffrey A. Moore (Dec 14, 2004)
ISBN-13: 978–0060745813

Cutting Through Spiritual Materialism (Shambhala Classics) by Chogyam Trungpa (Oct 22, 2002)
ISBN-13: 978–1570629570

Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company by Andrew S. Grove (Mar 16, 1999)
ISBN-13: 978–0385483827

iWoz: Computer Geek to Cult Icon: How I Invented the Personal Computer, Co-Founded Apple, and Had Fun Doing It… by Steve Wozniak and Gina Smith (Oct 17, 2007)
ISBN-13: 978–0393330434

READING LIST ENDS.

NOW, CONCLUDING THIS WRITING:

N.B. #1: If anything of the Institutions above has a major proprietary Methodology or Problem-Solving Methodology to fundamentally tackle with Issue A, Issue B, and Issue C, and in case that you ALSO have your own major proprietary Methodology or Problem-Solving Methodology to fundamentally tackle with Challenge Alpha, Challenge Beta, and Challenge Gamma — to the greatest competitive advantage of the Institutions above —, DO NOT EVER EVER MAKE DIRECT OR INDIRECT COMPARISSONS.

AND NEVER EVER UNDERMINE OR TALK ABOUT THEIR METHODOLOGIES OR SYSTEMS IN A DISFAVORABLE WAY.

If you have to, go all the way to acknowledge their solution tool-kits frequently and get busied doing yours without offending anyone. Be extremely carefully.

N.B. #2: I know great c-suite consulting incumbents and other professional service providers who want to get the undivided attention of 90% of the CEOs above at once.

The majority of those CEOs are august applied scientists. They are only into applied scientific management. Ergo, they really need to get ready to be multidimensional and cross-functional and multifarious.

There is NEVER EVER an Internet resource, nor an online book or article giving you this most-profound advice.

AND TO CONCLUDE THIS WORK, I WILL TELL YOU NOW SEVERAL THINGS ABOUT “…GOOD LUCK…” AND “…BAD FORTUNE…”

ENSUING:

TO GOOD-LUCK OR NOT TO BAD-LUCK, WHAT IS, AS PER OUTRIGHT ROCKET SCIENCE, THE UNFAILING QUESTION BEYOND SUPERSTITION, IGNORANCE, AND MENTAL LAZINESS?

BAD LUCK?
In outright — most seriously — hard rocket science, there is not Bad Luck, but an unfavorable situation and negative dynamics, whose detailed circumstances are NOT FULLY understood, but with deep and wide knowledge can be transformed to our advantage.

GOOD LUCK?
In outright — most seriously — hard rocket science, there is not Good Luck, but a favorable situation and positive dynamics, whose detailed circumstances are NOT FULLY understood, but with deep and wide knowledge can be transformed to our advantage.

BAD FORTUNE?
In outright — most seriously — hard rocket science, there is not Bad Fortune, but an unfavorable situation and negative dynamics, whose detailed circumstances are NOT FULLY understood, but with deep and wide knowledge can be transformed to our advantage.

GOOD FORTUNE?
In outright — most seriously — hard rocket science, there is not Good Fortune, but a favorable situation and positive dynamics, whose detailed circumstance are NOT FULLY understood, but with deep and wide knowledge can be transformed to our advantage.

UNDERSTANDING BAD LUCK AND BAD FORTUNE?
Accordingly, you can say that Bad Luck and Bad Fortune ARE A FUNCTION OF having an unprepared mind and hence being sputnikked (strategically surprised into immeasurable disruption) by the rigors and rudiments of professional life, hence undergoing one’s own all crucial NEGATIVE disadvantages by carelessness.

UNDERSTANDING GOOD LUCK AND GOOD FORTUNE?
Consequently, you can say that Good Luck and Good Fortune ARE A FUNCTION OF having an industriously prepared mind READY IN REAL-TIME and NEVER EVER being sputnikked. Thus, NEVER EVER strategically surprised into immeasurable disruption, but, on the contrary, into overwhelming Continual Victory and Nonlinear Exponential Growth.

COMMENTARY NUMBER 1:
To underpin the above, let us consider this wise quotation:

“ … ALL OF US WILL NEED MORE THAN LUCK TO SUCCEED AND EXCEL IN THIS NEW, FASTER-PACED WORLD …” (ISBN: 978–1137279552).

COMMENTARY NUMBER 2:
Imagine that you start rowing in one direction. The left behind trail (the past) and the trajectory projected forward (the future), by yourself, of one own rowing effort in order to seize your Continual Success and keep seizing you Continual Success and your Increasing Growth.

Blind followers of Bad Luck and Good Fortune, so called, DO NOT follow strict Science. And Science entails the Great Observance of Laws of Nature and Laws of the Universe, never guesswork!

COMMENTARY NUMBER 3:
Stop the superstition and ignorance, become a master and get over-prepared, by preparing your won self. PREPARATION IS A SINE QUA NON INDISPENSABLY HERE.

Subsequently, practice, practice, and practice your preparation. And always remember:

“… Practice makes perfect …”

Authored By Copyright Mr. Andres Agostini
White Swan Book Author (Source of this Article)

www.LINKEDIN.com/in/andresagostini
www.AMAZON.com/author/agostini
www.appearoo.com/aagostini

@AndresAgostini

Via @ClubOfINFO.
Julian Assange’s 2014 book When Google Met WikiLeaks consists of essays authored by Assange and, more significantly, the transcript of a discussion between Assange and Google’s Eric Schmidt and Jared Cohen.
As should be of greatest interest to technology enthusiasts, we revisit some of the uplifting ideas from Assange’s philosophy that I picked out from among the otherwise dystopian high-tech future predicted in Cypherpunks (2012). Assange sees the Internet as “transitioning from an apathetic communications medium into a demos – a people” defined by shared culture, values and aspirations (p. 10). This idea, in particular, I can identify with.
Assange’s description of how digital communication is “non-linear” and compromises traditional power relations is excellent. He notes that relations defined by physical resources and technology (unlike information), however, continue to be static (p. 67). I highlight this as important for the following reason. It profoundly strengthens the hypothesis that state power will also eventually recede and collapse in the physical world, with the spread of personal factories and personal enhancement technologies (analogous to personal computers) like 3-d printers and synthetic life-forms, as explained in my own techno-liberation thesis and in the work of theorists like Yannick Rumpala.
When Google Met Wikileaks tells, better than any other text, the story of the clash of philosophies between Google and WikiLeaks – despite Google’s Eric Schmidt assuring Assange that he is “sympathetic to you, obviously”. Specifically, Assange draws our attention to the worryingly close relationship between Google and the militarized US police state in the post-9/11 era. Fittingly, large portions of the book (p. 10–16, 205–220) are devoted to giving Assange’s account of the now exposed world-molesting US regime’s war on WikiLeaks and its cowardly attempts to stifle transparency and accountability.
The publication of When Google Met WikiLeaks is really a reaction to Google chairman Eric Schmidt’s 2013 book The New Digital Age (2013), co-authored with Google Ideas director Jared Cohen. Unfortunately, I have not studied that book, although I intend to pen a fitting enough review for it in due course to follow on from this review. It is safe to say that Assange’s own review in the New York Times in 2013 was quite crushing enough. However, nothing could be more devastating to its pro-US thesis than the revelations of widespread illegal domestic spying exposed by Edward Snowden, which shook the US and the entire world shortly after The New Digital Age’s very release.
Assange’s review of The New Digital Age is reprinted in his book (p. 53–60). In it, he describes how Schmidt and Cohen are in fact little better than State Department cronies (p. 22–25, 32, 37–42), who first met in Iraq and were “excited that consumer technology was transforming a society flattened by United States military occupation”. In turn, Assange’s review flattens both of these apologists and their feeble pretense to be liberating the world, tearing their book apart as a “love song” to a regime, which deliberately ignores the regime’s own disgraceful record of human rights abuses and tries to conflate US aggression with free market forces (p. 201–203).
Cohen and Schmidt, Assange tells us, are hypocrites, feigning concerns about authoritarian abuses that they secretly knew to be happening in their own country with Google’s full knowledge and collaboration, yet did nothing about (p. 58, 203). Assange describes the book, authored by Google’s best, as a shoddily researched, sycophantic dance of affection for US foreign policy, mocking the parade of praise it received from some of the greatest villains and war criminals still at large today, from Madeleine Albright to Tony Blair. The authors, Assange claims, are hardly sympathetic to the democratic internet, as they “insinuate that politically motivated direct action on the internet lies on the terrorist spectrum” (p. 200).
As with Cypherpunks, most of Assange’s book consists of a transcript based on a recording that can be found at WikiLeaks, and in drafting this review I listened to the recording rather than reading the transcript in the book. The conversation moves in what I thought to be three stages, the first addressing how WikiLeaks operates and the kind of politically beneficial journalism promoted by WikiLeaks. The second stage of the conversation addresses the good that WikiLeaks believes it has achieved politically, with Assange claiming credit for a series of events that led to the Arab Spring and key government resignations.
When we get to the third stage of the conversation, something of a clash becomes evident between the Google chairman and WikiLeaks editor-in-chief, as Schmidt and Cohen begin to posit hypothetical scenarios in which WikiLeaks could potentially cause harm. The disagreement evident in this part of the discussion is apparently shown in Schmidt and Cohen’s book: they alleged that “Assange, specifically” (or any other editor) lacks sufficient moral authority to decide what to publish. Instead, we find special pleading from Schmidt and Cohen for the state: while regime control over information in other countries is bad, US regime control over information is good (p. 196).
According to the special pleading of Google’s top executives, only one regime – the US government and its secret military courts – has sufficient moral authority to make decisions about whether a disclosure is harmful or not. Assange points out that Google’s brightest seem eager to avoid explaining why this one regime should have such privilege, and others should not. He writes that Schmidt and Cohen “will tell you that open-mindedness is a virtue, but all perspectives that challenge the exceptionalist drive at the heart of American foreign policy will remain invisible to them” (p. 35).
Assange makes a compelling argument that Google is not immune to the coercive power of the state in which it operates. We need to stop mindlessly chanting “Google is different. Google is visionary. Google is the future. Google is more than just a company. Google gives back to the community. Google is a force for good” (p. 36). It’s time to tell it how it is, and Assange knows just how to say it.
Google is becoming a force for bad, and is little different from any other massive corporation led by ageing cronies of the narrow-minded state that has perpetrated the worst outrages against the open and democratic internet. Google “Ideas” are myopic, close-minded, and nationalist (p. 26), and the corporate-state cronies who think them up have no intention to reduce the number of murdered journalists, torture chambers and rape rooms in the world or criticize the regime under which they live. Google’s politics are about keeping things exactly as they are, and there is nothing progressive about that vision.
To conclude with what was perhaps the strongest point in the book, Assange quotes NYT columnist Tom Friedman. We are warned by Friedman as early as 1999 that Silicon Valley is led less now by the mercurial “hidden hand” of the market than the “hidden fist” of the US state. Assange argues, further, that the close relations between Silicon Valley and the regime in Washington indicate Silicon Valley is now like a “velvet glove” on the “hidden fist” of the regime (p. 43). Similarly, Assange warns those of us of a libertarian persuasion that the danger posed by the state has two horns – one government, the other corporate – and that limiting our attacks to one of them means getting gored on the other. Despite its positive public image, Google’s (and possibly also Facebook’s) ties with the US state for the purpose of monitoring the US pubic deserve a strong public backlash.
By Harry J. Bentham – More articles by Harry J. Bentham
Originally published at h+ Magazine on 18 September 2014

Question: A Counterpoint to the Technological Singularity?

0 wildest

Douglas Hofstadter, a professor of cognitive science at Indiana University, indicated about The Singularity is Near Book (ISBN: 978–0143037880),

“ … A very bizarre mixture of ideas that are solid and good with ideas that are crazy. It’s as if you took a lot of very good food and some dog excrement and blended it all up so that you can’t possibly figure out what’s good or bad …”

AND FOR INSTANCE:

“… Technology is the savior for everything. That’s the point of this course. Technology is accelerating, everything is going to be good, technology is your friend … I think that’s a load of crap …” By Dr. Jonathan White

Back to the White Swan hardcore:

That discourse can be entertained at a forthcoming Renaissance, not now. Going against this idea will be outrageously counterproductive to ascertain the non-annihilation of Earth’s locals.

People who destroy, eternally beforehand, outrageous Black Swans, engaging into super-natural and preter-natural preparations for known and unknown Outliers, thus observing — in all practicality — the successful and prevailing White Swan and Transformative and Integrative Risk Management interdisciplinary problem-solving methodology, include:

(1.-) Sir Martin Rees PhD (cosmologist and astrophysicist), Astronomer Royal, Cambridge University Professor and former Royal Society President.

(2.-) Dr. Stephen William Hawking CH CBE FRS FRSA is an English theoretical physicist, cosmologist, author and Director of Research at the Centre for Theoretical Cosmology within the University of Cambridge. Formerly: Lucasian Professor of Mathematics at the University of Cambridge.

(3.-) Prof. Nick Bostrom Ph.D. is a Swedish philosopher at St. Cross College, University of Oxford known for his work on existential risk, the anthropic principle, human enhancement ethics, the reversal test, and consequentialism. He holds a PhD from the London School of Economics (2000). He is the founding director of both The Future of Humanity Institute and the Oxford Martin Programme on the Impacts of Future Technology as part of the Oxford Martin School at Oxford University.

(4.-) The US National Intelligence Council (NIC) [.…] The National Intelligence Council supports the Director of National Intelligence in his role as head of the Intelligence Community (IC) and is the IC’s center for long-term strategic analysis [.…] Since its establishment in 1979, the NIC has served as a bridge between the intelligence and policy communities, a source of deep substantive expertise on intelligence issues, and a facilitator of Intelligence Community collaboration and outreach [.…] The NIC’s National Intelligence Officers — drawn from government, academia, and the private sector—are the Intelligence Community’s senior experts on a range of regional and functional issues.

(5.-) U.S. Homeland Security’s FEMA (Federal Emergency Management Agency).

(6.-) The CIA or any other U.S. Government agencies.

(7.-) Stanford Research Institute (now SRI International).

(8.-) GBN (Global Business Network).

(9.-) Royal Dutch Shell.

(10.-) British Doomsday Preppers.

(11.-) Canadian Doomsday Preppers.

(12.-) Australian Doomsday Preppers

(13.-) American Doomsday Preppers.

(14.-) Disruptional Singularity Book (ASIN: B00KQOEYLG).

(15.-) Scientific Prophets of Doom at https://www.youtube.com/watch?v=9bUe2-7jjtY

White Swans are always getting prepared for Unknown and Known Outliers, and MOST FLUIDLY changing the theater of operation by permanently updating and upgrading the designated preparations.

Authored By Copyright Mr. Andres Agostini
White Swan Book Author
www.linkedin.com/in/andresagostini
www.amazon.com/author/Agostini

Among transhumanists, Nick Bostrom is well-known for promoting the idea of ‘existential risks’, potential harms which, were they come to pass, would annihilate the human condition altogether. Their probability may be relatively small, but the expected magnitude of their effects are so great, so Bostrom claims, that it is rational to devote some significant resources to safeguarding against them. (Indeed, there are now institutes for the study of existential risks on both sides of the Atlantic.) Moreover, because existential risks are intimately tied to the advancement of science and technology, their probability is likely to grow in the coming years.

Contrary to expectations, Bostrom is much less concerned with ecological suicide from humanity’s excessive carbon emissions than with the emergence of a superior brand of artificial intelligence – a ‘superintelligence’. This creature would be a human artefact, or at least descended from one. However, its self-programming capacity would have run amok in positive feedback, resulting in a maniacal, even self-destructive mission to rearrange the world in the image of its objectives. Such a superintelligence may appear to be quite ruthless in its dealings with humans, but that would only reflect the obstacles that we place, perhaps unwittingly, in the way of the realization of its objectives. Thus, this being would not conform to the science fiction stereotype of robots deliberately revolting against creators who are now seen as their inferiors.

I must confess that I find this conceptualisation of ‘existential risk’ rather un-transhumanist in spirit. Bostrom treats risk as a threat rather than as an opportunity. His risk horizon is precautionary rather than proactionary: He focuses on preventing the worst consequences rather than considering the prospects that are opened up by whatever radical changes might be inflicted by the superintelligence. This may be because in Bostrom’s key thought experiment, the superintelligence turns out to be the ultimate paper-clip collecting machine that ends up subsuming the entire planet to its task, destroying humanity along the way, almost as an afterthought.

But is this really a good starting point for thinking about existential risk? Much more likely than total human annihilation is that a substantial portion of humanity – but not everyone – is eliminated. (Certainly this captures the worst case scenarios surrounding climate change.) The Cold War remains the gold standard for this line of thought. In the US, the RAND Corporation’s chief analyst, Herman Kahn — the model for Stanley Kubrick’s Dr Strangelove – routinely, if not casually, tossed off scenarios of how, say, a US-USSR nuclear confrontation would serve to increase the tolerance for human biological diversity, due to the resulting proliferation of genetic mutations. Put in more general terms, a severe social disruption provides a unique opportunity for pursuing ideals that might otherwise be thwarted by a ‘business as usual’ policy orientation.

Here it is worth recalling that the Cold War succeeded on its own terms: None of the worst case scenarios were ever realized, even though many people were mentally prepared to make the most of the projected adversities. This is one way to think about how the internet itself arose, courtesy the US Defense Department’s interest in maintaining scientific communications in the face of attack. In other words, rather than trying to prevent every possible catastrophe, the way to deal with ‘unknown unknowns’ is to imagine that some of them have already come to pass and redesign the world accordingly so that you can carry on regardless. Thus, Herman Kahn’s projection of a thermonuclear future provided grounds in the 1960s for the promotion of, say, racially mixed marriages, disability-friendly environments, and the ‘do more with less’ mentality that came to characterize the ecology movement.

Kahn was a true proactionary thinker. For him, the threat of global nuclear war raised Joseph Schumpeter’s idea of ‘creative destruction’ to a higher plane, inspiring social innovations that would be otherwise difficult to achieve by conventional politics. Historians have long noted that modern warfare has promoted spikes in innovation that in times of peace are then subject to diffusion, as the relevant industries redeploy for civilian purposes. We might think of this tendency, in mechanical terms, as system ‘overdesign’ (i.e. preparing for the worst but benefitting even if the worst doesn’t happen) or, more organically, as a vaccine that converts a potential liability into an actual benefit.

In either case, existential risk is regarded in broadly positive terms, specifically as an unprecedented opportunity to extend the range of human capability, even under radically changed circumstances. This sense of ‘antifragility’, as the great ‘black swan’ detector Nicholas Taleb would put it, is the hallmark of our ‘risk intelligence’, the phrase that the British philosopher Dylan Evans has coined for a demonstrated capacity that people have to make step change improvements in their lives in the face of radical uncertainty. From this standpoint, Bostrom’s superintelligence concept severely underestimates the adaptive capacity of human intelligence.

Perhaps the best way to see just how much Bostrom shortchanges humanity is to note that his crucial thought experiment requires a strong ontological distinction between humans and superintelligent artefacts. Where are the cyborgs in this doomsday scenario? Reading Bostrom reminds me that science fiction did indeed make progress in the twentieth century, from the world of Karl Čapek’s Rossum’s Universal Robots in 1920 to the much subtler blending of human and computer futures in the works of William Gibson and others in more recent times.

Bostrom’s superintelligence scenario began to be handled in more sophisticated fashion after the end of the First World War, popularly under the guise of ‘runaway technology’, a topic that received its canonical formulation in Langdon Winner’s 1977 Autonomous Technology: Technics out of Control, a classic in the field of science and technology of studies. Back then the main problem with superintelligent machines was that they would ‘dehumanize’ us, less because they might dominate us but more because we might become like them – perhaps because we feel that we have invested our best qualities in them, very much like Ludwig Feuerbach’s aetiology of the Judaeo-Christian God. Marxists gave the term ‘alienation’ a popular spin to capture this sentiment in the 1960s.

Nowadays, of course, matters have been complicated by the prospect of human and machine identities merging together. This goes beyond simply implanting silicon chips in one’s brain. Rather, it involves the complex migration and enhancement of human selves in cyberspace. (Sherry Turkle has been the premier ethnographer of this process in children.) That such developments are even possible points to a prospect that Bostrom refuses to consider, namely, that to be ‘human’ is to be only contingently located in the body of Homo sapiens. The name of our species – Homo sapiens – already gives away the game, because our distinguishing feature (so claimed Linnaeus) had nothing to do with our physical morphology but with the character of our minds. And might not such a ‘sapient’ mind better exist somewhere other than in the upright ape from which we have descended?

The prospects for transhumanism hang on the answer to this question. Aubrey de Grey’s indefinite life extension project is about Homo sapiens in its normal biological form. In contrast, Ray Kurzweil’s ‘singularity’ talk of uploading our consciousness into indefinitely powerful computers suggests a complete abandonment of the ordinary human body. The lesson taught by Langdon Winner’s historical account is that our primary existential risk does not come from alien annihilation but from what social psychologists call ‘adaptive preference formation’. In other words, we come to want the sort of world that we think is most likely, simply because that offers us the greatest sense of security. Thus, the history of technology is full of cases in which humans have radically changed their lives to adjust to an innovation whose benefits they reckon outweigh the costs, even when both remain fundamentally incalculable. Success in the face such ‘existential risk’ is then largely a matter of whether people – perhaps of the following generation – have made the value shifts necessary to see the changes as positive overall. But of course, it does not follow that those who fail to survive the transition or have acquired their values before this transition would draw a similar conclusion.

As the old social bonds unravel, philosopher and member of the Lifeboat Foundation’s advisory board Professor Steve Fuller asks: can we balance free expression against security?

justice

Justice has been always about modes of interconnectivity. Retributive justice – ‘eye for an eye’ stuff – recalls an age when kinship was how we related to each other. In the modern era, courtesy of the nation-state, bonds have been forged in terms of common laws, common language, common education, common roads, etc. The internet, understood as a global information and communication infrastructure, is both enhancing and replacing these bonds, resulting in new senses of what counts as ‘mine’, ‘yours’, ‘theirs’ and ‘ours’ – the building blocks of a just society…

Read the full article at IAI.TV

Getting Sexy and the Undivided Attention of Your Fortune-500 Client CEOs! (Excerpt from the White Swan book) By Andres Agostini at www.linkedin.com/in/andresagostini

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(1.- of 17 ).- If you want to seize the undivided attention of top executives at Los Alamos National Laboratory and Procter & Gamble, talk to them through the notions of and by Process Re-engineering.

(2.- of 17 ).- If you want to seize the undivided attention of top executives at GE, talk to them through the notions of and by Six Sigma, and Peter F. Drucker’s Management by Objective (MBO). While you are with them, remember to commend on the Jack Welch’ and Jeff Immelt’s master lectures at GE’s Crotonville.

(3.- of 17 ).- If you want to seize the undivided attention of top executives at RAND Corporation and HUDSON Institute, talk to them through the notions of and by Herman Khan’s (Dr. Strangeloves’) Scenario Methodology.

(4.- of 17 ).- If you want to seize the undivided attention of top executives at Mitsubishi Motors and Honda and Daimler-Chrysler’s Mercedes-Benz, talk to them through the notions of and by Kaisen.

(5.- of 17 ).- If you want to seize the undivided attention of top executives at NASA and DARPA and the Industrial-Military Complex, talk to them through the notions of and by Systems Approach with the Perspective of Applied Non-Theological Omniscience. And, also, want to get funded by DARPA? How? The pathway is extremely easy and promissory. Just give them an unimpeachable real-life demonstration of how to “violate” the Laws of Physics correctly and frequently, for Life!

(6.- of 17 ).- If you want to seize the undivided attention of top executives at Lockheed Martin, talk to them through the notions of and by Lean, Six Sigma and Skunk Works.

(7.- of 17 ).- If you want to seize the undivided attention of top executives at Toyota, talk to them through the notions of and by Toyota Production System (methodology).

(8.- of 17 ).- If you want to seize the undivided attention of top executives at Royal Dutch Shell, talk to them through the notions of and by Pierre Wack’s Scenario Methodology.

(9.- of 17 ).- If you want to seize the undivided attention of top executives at Mayo Clinic, talk to them through the notions of and by Dr. Joseph Juran’s (Total Quality Assurance) Prescription (ISBN: 978–0787900960). Also remember to conjointly speak, at all times, of efficiency, productivity, and ROI as it stems in the incessant real-time reckoning of man-hours per patient cured and healed. To this end, you might wish to peruse this great title: The Essential Drucker: The Best of Sixty Years of Peter Drucker’s Essential Writings on Management by Peter F. Drucker (ISBN: 978–0061345012).

(10.- of 17 ).- If you want to seize the undivided attention of top executives at Google, talk to them through the notions of and by Strong Quantum Supercomputing and Reversing of Human Death.

(11.- of 17 ).- If you want to seize the undivided attention of top executives at Xerox, talk to them through the notions of and by PARC (Palo Alto Research Center Incorporated).

(12.- of 17 ).- If you want to seize the undivided attention of top executives at ExxonMobil, talk to them through the notions of and by Efficiency and Productivity as well as Return On Investment (ROI) per Petroleum Barrel produced (outputted), and Project Management.

(13.- of 17 ).- If you want to seize the undivided attention of top executives at Boeing, talk to them through the notions of and by Aerospace Engineering, Avionics, Systems Engineering, Reliability Engineering, Safety Engineering, Industrial Engineering, and Mechanical Engineering.

(14.- of 17 ).- If you want to seize the undivided attention of top executives at SETI (Search for ExtraTerrestrial Intelligence), talk to them through the notions of and by Superintelligence entrenched, in “plain sight,” in the covert realm of Dark Energy and Dark Matter.

(15.- of 17 ).- If you want to seize the undivided attention of top executives at Loyd’s of London, Swiss RE, Munich RE, and Allianz, talk to them through the notions of and by Minimax, Statistics, Actuarial Science, Predictive Analytics, and Systems Engineering.

(16.- of 17 ).- If you want to seize the undivided attention of top executives at Amazon, talk to them through the notions of and by Low-Cost And High-End Online Commerce, Content Creation, Hi-Tech, Quadcopters (Commercial Flying Drones) and Eternal Staggering Innovation. Don’t forget to mention the Mechanical Turk.

(17.- of 17 ).- If you want to seize the undivided attention of top executives at Northrop Grumman Corporation, talk to them through the notions of and by State of the Art: Quality, Continuous Improvement, Customer Satisfaction, Leadership (Man Management), Integrity, People, Suppliers, Sound Business Management, “Best in Class” Products and Services, and how to preemptively countermeasure Chinese penetrations and otherwise of both commercial and government networks in the United States.

NOTE: I know great consulting incumbents and other professional service providers who want to get the undivided attention of 90% of the CEOs above at once. Ergo, they really need to get ready to be multidimensional and cross-functional. There is no Internet resource, nor an online book or article giving you this most-profound advice, never ever. TO DO THIS, YOU NEVER NEED SO-CALLED “LEADERSHIP,” BUT I.Q.-CENTRIC STATESMANSHIP OR MAN-MANAGEMENT.

By Mr. Andres Agostini
Author of the White Swan Book
www.linkedin.com/in/andresagostini

.@hjbentham . @clubofinfo. @dissidentvoice_ . @ieet. #scifi. #philosophy. #ethics.
Literature has served an indispensable purpose in exploring ethical and political themes. This remains true of sci-fi and fantasy, even if there is such a thing as reading too much politics into fictional work or over-analyzing.


Since Maquis Books published The Traveller and Pandemonium, a novel authored by me from 2011–2014, I have been responding as insightfully as possible to reviews and also discussing the book’s political and philosophical themes wherever I can. Set in a fictional alien world, much of this book’s 24 chapters are politically themed on the all too real human weakness of infighting and resorting to hardline, extremist and even messianic plans when faced with a desperate situation.

The story tells about human cultures battling to survive in a deadly alien ecosystem. There the human race, rather than keeping animals in cages, must keep their own habitats in cages as protection from the world outside. The human characters of the story live out a primitive existence not typical of science-fiction, mainly aiming at their own survival. Technological progress is nonexistent, as all human efforts have been redirected to self-defense against the threat of the alien predators.

Even though The Traveller and Pandemonium depicts humanity facing a common alien foe, the various struggling human factions still fail to cooperate. In fact, they turn ever more hostilely on each other even as the alien planet’s predators continue to close in on the last remaining human states. At the time the story is set, the human civilization on the planet is facing imminent extinction from its own infighting and extremism, as well as the aggressive native plant and animal life of the planet.

The more sinister of the factions, known as the Cult, preaches the pseudo-religious doctrine that survival on the alien world will only be possible through infusions of alien hormones and the rehabilitation of humanity to coexist with the creatures of the planet at a biological level. However, there are censored side effects of the infusions that factor into the plot, and the Cult is known for its murderous opposition to anyone who opposes its vision.

The only alternative seems to be a second faction, but it is equally violent, and comes under the leadership of an organization who call themselves the Inquisitors. In their doctrine, humans must continue to isolate themselves from the alien life of the planet, but this should extend to exterminating the alien life and the aforementioned Cult that advocates humans transmuting themselves to live safely on the planet.

I believe that this aspect of the story, a battle between two militant philosophies, serves well to capture the kind of tension and violent irrationality that can engulf humanity in the face of existential risks. There is no reason to believe that hypothetical existential risks to humanity such as a deadly asteroid impact, an extraterrestrial threat, runaway global warming, alien contact or a devastating virus would unite the planet, and there is every reason to believe that it would divide the planet. It is often the case that the more argument there is for authority and submission to a grand plan in order to survive, the greater the differences of opinion and the greater the potential for divergence and conflict.

 Social habits, politics, beliefs and even the cultural trappings of the different human cultures clinging to the alien planet are fully represented in the book. In all, the story has had significant time and care put into refining it to create a compelling and believable depiction of life in an inhospitable parallel world, and readers remarked in reviews that it is a “masterclass in world-building”.

 The central character of the story, nicknamed the Traveler, together with his companion, do not really subscribe to either of the extremist philosophies battling over humanity’s fate on the alien planet, but their ideas may be equally strange. Instead, they reject the alien world in which they live. With an almost religious naïveté, they are searching for a “better place”. It is through this part of the plot that the concepts of religious faith and hope are visited. Of course, at all times the reader knows they are right – there is a “better place” only not the religious kind. Ultimately, the quest is for Earth, although the characters have never heard of such a place and have only inferred that it might somehow exist and represent an escape from the hostile planet where they were born.

 Reviewers have acknowledged that by inverting the relationship of humanity and nature so that nature is on the advance and humans are receding and diminishing in the setting of this science-fiction novel, a unique and compelling setting is created. I believe the story offers my best exploration of a number of political and ethical themes, such as how people feel pressured to choose between hardline factions in times of extreme desperation and in the face of existential threats. Science fiction is a worthy medium in which to express and explore not only the future, but some of the most troubling political and philosophical scenarios that have plagued humanity’s past.

By Harry J. Bentham - More articles by Harry J. Bentham

Originally published at Dissident Voice on 9 July 2014

E.Q.-Focused Nations (suboptimal) Versus I.Q.-Centric Countries (optimal)

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1.- E.Q.-Focused Nations argue that the millenarian applied terms such as: Prudence, Tact, Sincerity, Kindness and Unambiguous Language DO NOT SUFFICE and hence they need to invent a marketeer’s stunt: Emotional Intelligence. I.Q.-Centric Countries argue that the millenarian applied terms are beyond utility and desirability and that stunts are to social-engineer and brain-wash the weak: Ergo, all of these are optimal: Prudence, Tact, Sincerity, Kindness and Unambiguous Language, as well as plain-vanilla Psychology 101.

2.- E.Q.-Focused Nations are mired with universal corruption, both in private and public office. I.Q.-Centric Countries are mired with transparency, accountability and reliability, as well as collective integrity and ethics.

3.- E.Q.-Focused Nations are flooded with structural unemployment. I.Q.-Centric Countries are flooded with fundamental employment and hiring even not only nationals but also international talents.

4.- E.Q.-Focused Nations are waging military campaigns and violence internationally, always attempting to IMPOSE HARD AND HARSH AND FOCEFUL POWER. I.Q.-Centric Countries are at Peace with all of the Nations of the world and ONLY believe in Diplomacy and its Concurrent Soft Power.

5.- E.Q.-Focused Nations are too quick, too ready and too constant to DESTROY THEIR OWN ECONOMIES while turning their great nations into seventh-level nations of the world. I.Q.-Centric Countries are ALWAYS CONSTRUCTING GREATER OWN ECONOMIES WHILE MAKING THEIR NATIONS MORE APPEALING TO FOREIGNERS, INCLUDING FOREIGN INVESTORS, TO DO BUSINESS WITH.

6.- E.Q.-Focused Nations are ALWAYS expecting major Domestic Terrorism Attacks and Huge Disruption to Public Services and Infrastructure through Cyber attacks, while they attract Immense Industrial Espionage. I.Q.-Centric Countries are NOT WORRY AT ALL about being attacked in any form at all, but focused on how to become world’s largest manufacturers of Tangible Goods that are both desired by Rich and Poor Countries.

7.- E.Q.-Focused Nations HAVE INVESTED LARGELY IN MAKING TOO MANY LOCAL AND GEOPOLITICAL ENEMIES around the Globe. I.Q.-Centric Countries HAVE ZERO DOMESTIC AND INTERNATIONAL ENEMIES WHILE ONLY PROFITING FROM FRIENDLY CLIENTS AROUND THE GALAXY. I.Q.-Centric Countries’ friendliness is taken incessantly to the banks.

8.- E.Q.-Focused Nations are bathed with CIVILIAN PROTESTS, including Anarchists and Anti-Systems and Anti-Establishments, in a permanent context of Social and Political Unrest. I.Q.-Centric Countries have ZERO CIVILIAN PROTESTS while enjoying and profiting from an Emotionally-Even Most Talented Population, while thoroughly employed into Rule the World through Economic and Peaceful Conquests.

9.- E.Q.-Focused Nations have HUGE BANKRUPTCY DIVIDES between those Leaning to the Left and those Leaning to the Right. I.Q.-Centric Countries FIND HUGE LUCRE IN EXPLOITING THE INTELLECTUAL CAPITAL OF BOTH THE “LEFT” AND THE “RIGHT,” OPERATING FROM WITHIN THE EXACT “CENTER” WHILE LEVERAGING UP THE INDIVIDUAL AND COLLECTIVE WEALTH OF EVERY CITIZEN.

10.- E.Q.-Focused Nations DO NOT SPEAK GERMAN. I.Q.-Centric Countries ONLY SPEAK GERMAN.

By Mr. Andres Agostini

www.linkedin.com/in/andresagostini