Heretic Team Glue

Posted on July 6, 2010 by petervan

Last week we had a great team off-site.

We arrived late afternoon in the fantastic location of Chateau de la Poste, close to Namur, Belgium. Built in 1895, the Château de la Poste was the residence, for more than forty years, of Princess Clementine, daughter of King Léopold II. It later was sold to the postal services, who used it as a vacation resort for the children of the employees of the Belgian Post (times have changed). It recently was refurbished completely by a French wine maker, and it houses now a wonderful hotel, meeting centre and quality restaurant.

The amazing landscape, the silence and the soft welcome on the summer terrace set us all in the right mood. We all felt our physical and mental muscles relaxing, winding down.

Don’t know where I read it anymore, but I recently found a quote: “If you are not able anymore to take some time out for an off-site team gathering, you’re cooked”

For once, we did NOT have a packed agenda, and plenty of time for real Quality Time Sessions.

We even made an acronym for it (QTS) to joke a bit with the “acronymitis” of the lean methodology.

More seriously, we invented QTS because we felt that the pure lean method was too much focused on a problem-mindset, and not enough on an opportunity-mindset, opportunities to develop some deeper quality thinking on subjects relevant to our business and team.

One of the items on the agenda was about “how to tell bad news”. In the subsequent discussion, one team member reflected on some sort of “fear” and “If I do this, then this and that may happen, and then…” thinking. Being in the acronym mode, we had a good discussion on

FEAR = Fantasy Experienced As Real

and how such behavior leads to blocking, status-quo situations.

Almost “emergent by design” our team culture principles unfolded, and we articulated them along the themes of “old” and “new” game.

Old game = fear, tricks, manipulation, raising stinky fish, machiavelism, creating and maintaining negative energy in general

New game = solution oriented, integrity and authenticity, fast correction (like Guy Kawasaki used to say”churn baby churn” a variation on the famous 1976 disco song “Disco Inferno” by the The Tramps), the holy fire, positive energy, who is the owner of the idea, who cares ? It’s about focusing on believers, and investing heavily in those VIP followers that will help us create a viral innovation infection/storm, like a raging holy fire that cannot be stopped anymore. Burn baby Burn…

We replaced “raising stinky fish” by regular update and feedback sessions, focusing on polishing rough idea diamonds, focusing on what works vs. what does not work, focusing solutions vs. problems.

If you think deeply about it, all this is about

the major cultural shift

from pushing towards pulling your ideas,

it’s about a strengths based society and team,

it’s about connecting ideas

and excel in making them real.

Another correction we made to lean was our understanding of a skills matrix.

We were very inspired by Venessa Miemis’ blog post “Framework for a Strengths Based Society” that included following diagram.

We decided to add these skills to our existing lean skills matrix that was too focused on identifying and solving problems and tools mastery. “We are not the tools, the builders are us” is another quote from one of Venessa’s presentations.

The subtle nuance is that we did NOT implement these skills as comparative/ competitive skills of different team members but

in terms of personal areas of

strength and potential

for each team member individually.

Our little team is SWIFT’s “Innovation Team”. Some time ago, we shared the details of the mission here and in summary it goes like this:

Build the Skills , Tools , Processes, Metrics , Values , Network , required to support collaborative innovation and transform SWIFT in an agile company, able to succeed in a changing environment.

I often make reflections on how real our innovation work really is. And although we are having lots of fun and some sizeable impact on how the company little by little opens up for innovative behavior, I always seem to be in search for that little extra in life and work.

Too many of our innovation experiments and proof-of-concepts remain just that: proof-of-concepts and prototypes. They never get into production. Worse, some outcome are just ‘filed vertically” or even never get the any executive attention.

I would like to hear from other innovators what is the secret sauce to get beyond the prototype stage. Because staying in prototype stage sometimes makes me wonder if I am in some sort of “busyness” therapy.

And I have come at an age where I cannot content myself with busyness.

I could sit here till my pension, having a good pay, and living honestly speaking in a quite luxurious working environment. But I am in search for more. I am in search for

meaning and significance

With the couple of years still to go, I still have the arrogant (?) ambition that I want to leave a legacy. On a personal level in my family. On a professional level that my passing in this company has substantially changed something. It’s about a deep sense of motivation, beyond pay and perks.

There is something heroic, even heretic about all this. That’s why the title of this post is Heretic Team Glue.

See full size image

Heretics are the ones that were expulsed from the Catholic Church because they did not follow the rules and challenged faith and established dogmas.

There are several dictionary definitions of “heretic”. The one I have in mind here is “anyone who does not conform to an established attitude,doctrine, or principle”.

I think we in our team are all some sort of heretics in the castle. It’s something very special in our team, that creates a very strong bonding.

At times it even has some masochistic flavor. Why on earth do we keep on trying again and again ? Even if the odds are against us. Why are we prepared to go time after time through the innovation pains over and over again ?

I truly believe it is because we do it for the right reason. Not for the pay. Not for the glory.

Because we believe there is a chance

we can succeed

And believe we can create a tribe of followers in the same belief. It’s for some of us the only reason why we stay !

Are the above reflections caused by my age and my 3/4 life contemplations ? Don’t think so. We invited some GEN-Y colleagues to join our off-site. And see: they too are driven by honesty, they too want promises to be kept, they too look for meaning and fulfillment in their lives.

But it was shocking to hear how some of them have been seduced to join a company based on huge expectations and promises that they would work soon for 3 years in the US, and have rapid accelerated career paths, and deep young graduate immersion programs. It’s unacceptable to make such promises if you know you can’t realize them.

And this is their first contact with corporate life !

How can we ever correct this ? How on earth can we regain the trust of these young people ? Our generation has planted the seeds of suspicion in these long lives. Big mistake.

Me too I have been mislead several times in my life, and I recognize the power-less emotion of trust that was betrayed. Lessons of life ? Normal life injuries ? The way it is ? Why do we need to accept that ? Why do we repeat the same errors over and over again ? Sooner or later, these young people will present us the invoice.

These folks actually think. Think deeply. Some GEN-Y people are for example insulted when calling them “GEN-Y”. Because they see themselves as individual human beings, with their own identities and values systems, not prepared to be tagged as a category. And they have great ideas. We organized some sort of Innotribe Lab with them: more than 20 ideas on how to improve quality of work came out. I am honored that I can channel these ideas into the People & Culture “movement” team of the company.

Last but not least, we had a great discussion about “reverse mentorship”.

Instead of older experienced professionals mentoring new young people joining the company, why not letting young people mentor the already older – sometimes (mis)formatted – generation, and teach them how to use new technologies and apply 21st value systems ?

We had a fierce debate: how can one say that the young generation is the future, and five minutes later challenge reverse mentorship by not accepting that one can learn an awful lot from these fresh and well trained minds.

Maybe that’s where my future is ? In being mentored by a GEN-Y ? It will ask of course an attitude of

vulnerability

It’s also part of a give-ànd-take culture that includes transparency and openness. Especially give. Like a gift, where you don’t expect something in return.

When is the last time you made a Gift ?

How can we create an environment where we encourage learning from each other (in normal and reverse mentoring mode) ? An environment where we celebrate confidence building on your own rhythm, dare to be vulnerable, asking for feedback that is clarifying, supporting, challenging.

I am convinced I can learn something from every human being. Especially young people who have a renewed and fresh sense of civic responsibility, transparency, honesty, openness.

I have committed to take the challenge and invite one of our GEN-Y’s to monitor me during 6 months and give me feedback on my behavior and to keep me honest.

So that I walk the talk. Every manager should do this.

Social Currency: My Personal Identity

Posted on July 4, 2010 by petervan

Recently came across this great site by Dan Robles.

One of his latest posts Will Social Capitalism Replace Market Capitalism? (Parts 1&2) included great video material on how social currency can change industries.

His forecasting example is the airline industry. And it’s even not so far fetched. What if you could “Time-Share” seats in private jets ?

It’s easy to think how this social currency model would apply to any other business and radically innovate by creative destruction.

It’s a very novel way to show how a number of trends come together:

The influence of gaming theories and practices in new business models
The value and tradability of my personal information
The power shift from Push to Pull that is so well described in John Hagel’s latest book “The Power of Pull” (I repeat it, in my opinion THE business book of 2010)

By the way, we recently had a face to face meeting with John exploring the possibility to have him with us at Innotribe at Sibos in Amsterdam, 25-29 October 2010.

We have asked John to consider a talk in our Innotribe Opening Keynotes, and to be part of our special Innotribe Lab on The long now in Financial Services.

To come back to the subject of the power of identity, I’d like to spend a bit more time on the tradability of my personal information.

The essence of the story is that some parts of my personal data have value and can be traded under the user’s control to get a better service.

It opens questions to:

How tradable is my personal identity ?
How tradable is my digital footprint ?
How tradable are my on and off-line relationships ?

I have been immersed in “personal digital identity” the last couple of weeks. Recently i attended the EEMA’s The European e-Identity Management Conference in London.

The week after i was the “tour guide” for a "Digital Identity Tour” we organized with some colleagues on the West-Coast”. I am preparing a set of blog posts on these conferences and 1-1 conversations with thought leaders in e-Identity space.

In this blog i will just simplify my summary thoughts with the statement that e-identity is much, much more that a certificate on a smart-card, or for sake of the argument any other form factor.

We are witnessing a power-shift:

In stead of the government (or the bank, or any other service offering entity) creating digital identities to give more value to the citizen, we see the emergence of identities created by the user to give greater value to the government (or the bank, or any other service offering entity)

We have to carefully think this through, as identity – and relations between and with persons – is really a complex animal.

Have a look at this fantastic 210+ slides presentation “The Real Life Social Network V2” by a Google analyst @Padday aka Paul Adams, working for the UX team at Google. The essence of his story is that there is nothing such as a generic “Friends”. You have all sorts of friends and different depths in relations. Whether those relations are between people-people or people-companies.

It’s a great story, and all slides are annotated. As a teaser, here are his 3 summarizing slides:

It’s interesting how the words identity, privacy, care, relationships, collaboration, strong/week ties, Klout, etc are now all coming together. As a matter of fact, these are all attributes that make us truly human.

As a sherry on today’s cake, i’d like to link you once more to Venassa Miemis site “Emergent by Design” and the great recent blog post on Guidelines for Group Collaboration and Emergence, that is building on both her previous work on “Strenghts Based Society”, “”Skills for a 21st century connected world”, and her work on the open source collaborative tool “Junto”.

As we are preparing Innotribe at Sibos, i had the pleasure to talk to Venassa during a Skype session. We are discussing her participation at several levels of our Innotribe Program.

It is great to see how these novel ideas become “totally” relevant when you start thinking about their value for a “community” like SWIFT and an innitiative like Innotribe where “Enabling Collaborative Innovation” is our “Leifmotto”.

From the conversation with Venassa, i can tell you she “totally” got it, and she is preparing some material and levels of interactivity for Sibos that you even never dreamed of.

We are now 16 weeks from Sibos. The idea is to begin hosting a junto every week, invite different thinkers to discuss the future of money, record all conversations and develop a presentation based on them, but also make the videos available for the attendees of the conference to be able to watch whenever they want to see what those conversations were like.

If we think about the Long Now, will there still be currency as we know it? Or will social currency become central to our trade? And what impact does that have on banks ? Should be have personal data stores where we deposit our digital footprint and open personal accounts and do payments for services from there?

Feel free to jump in.

Purpose Maximizers and Candies

Posted on May 15, 2010 by petervan

What is it that motivates people to come to work, be happy and do a great job ?

I am a bit bored these days with all sort of “manifestos” and all sorts of “Power of Now”, “Power of Push”, Power of Why”, “Power of…”

What about candies ?

If you company is looking into people and culture, here are 3 candies that could give you the answer to the question of motivation and happy people.

Candy #1

Start treating people like people

might be a good start

And find some good motivators. Here is a nice 10 min video scribe of Dan Pink’s presentation of his book “Drive” that is all about what REALLY motivates people ?

It’s really worth spending the 10 min video to understand why incentives that work in production environments don’t work in creative environments, and even have counterproductive effects.

It is the same as applying Lean efficiency programs that were designed for production environments, and applying them blindly to white collar creative and innovation environments. Nobody in his right mind would do this of course.

In essence motivators for creative workers are fundamentally different than classic bonus based motivators.

Candy #2

Create a culture of true personal leadership

My colleague Mela found the following interesting post on the Change This site.

I found this site last week, and if you follow my tweets @petervan you already knew about this site 😉

There is an interesting part about the difference between Systems Thinking, the linear engineering type of approach – where we treat people as individual components whose behaviors need to be analyzed and fixed – also called “Tamed Problems “, and “Wicked Problems”- where we have to look at the CONTEXT where the people live in.

Later, the author writes about “emergent properties” in nature, and then uses this as a metaphor for the emergent properties in the relationship leader – person being led.

In dictatorships, the emergent property of people being led is fear and lack of freedom.
When the individual is in the position to choose it’s leader, then the emergent property of people being led is freedom.

Many other things emerge when people can vote: innovation, wealth, power, competitive advantage, a free media, the attraction of talent and so on.

The important point here is that real freedom brings real success. Shared systems matter more than shared culture.

The most interesting part is in the section about emerging properties in the workplace and where he notes that in the dictatorship metaphor, the emergent property of the boss is power.

Dr. Harvey A. Hornstein, a retired professor at Columbia University and the author of the book “Brutal Bosses and their Prey”. Dr. Hornstein found that while bosses used power in expected ways like putting down threatening subordinates or making them scapegoats, their main reason for abusing power was far more monstrous. Managers abused their subordinates for the fun of it, for the sheer pleasure of exercising power

Wow ! Nobody would want to work for a boss like this. But many people don’t have the choice, especially in the current economic climate where a having a job is priority #1 for most people. Frequent readers of this post know that i claim you always have a choice, but maybe i am reasoning from a luxury position, and the folks getting fired as part of all sorts of efficiency programs think very differently. I see so many good people go, and not finding something decent on the marketplace. Some recruiters told me they have piles of high-potential CV’s on their desk, and they expect a massive exodus once the economy picks up again.

Dr. Hornstein’s “scapegoating” reminds me of my Leading by Bing training, where in the “Who am i in a group" section, we learned the hard way that also a group goes through maturation stages. One important stage is when a group gets into scapegoating. Every group does in its lifecycle. The maturation comes when somebody in the group stands up – takes his personal leadership – and says we had enough scapegoating.

So Candy #2 is really about creating a culture of true personal leadership, not the leadership of a boss commanding his staff, but the personal leadership as the personal courage and to stand up, stick out your neck, daring to say the things as they are, and not making the story “better” as it moves up the corporate hierarchy. In essence caused by the phenomenon of Groupthink.

Groupthink is a phenomenon in which a group of people — however smart — ends up making poor decisions by disregarding facts, just to maintain consensus

To prevent groupthink, James Surowiecki says in his book that the best way for a group to be smart is for each person to think and act independently.

Every company executive

and at least every level-1

should take

a deep leading by being training

to discover the best and the purpose in

themselves

and making their people and companies better

Talking about “better”, candy #3 is about “betterness” for the company as a whole

Candy #3

Create a culture of true corporate leadership

It all boils down to having companies that make our world better. Umair Hague did once again a fantastic post this week on why Betterness is good for you and your company.

He’s telling us to do betterness instead of business, pursue awesomeness instead of innovation — and maximize good, instead of quarterly profits.

The tectonic shift to social investing going mainstream is going to amplify the effects above as it gathers strength. It will ensure that every marginal bit of good creates even more shareholder value — and every marginal bit of bad destroys even more. It’s nothing less than the retuning of the global economic engine itself.

And he concludes:

Good, the evidence suggests, is the very opposite of Utopian idealism. The real utopia? That was the one economists, bankers, and titans of industry promised: in a world of perfect markets and infinite leverage, companies who blindly maximized profit would lead everyone, ineluctably, to unstoppable prosperity. It didn’t work out that way. Just ask Wall Street, Big Food, Big Media, Detroit, Greece, Spain, Dubai, or anyone from the American homeowner to the Chinese migrant worker. Today’s real idealism is this: pretending that business as usual is good enough for companies, countries, the world, or the future. It isn’t.

It’s time to get real: good is as sharp as a razor, as hard as a hammer blow. That’s what decades of research suggest. That’s why companies as different as Google, Wal-Mart, Pepsi, Lego, Starbucks, Nestle, Apple, Patagonia, Timberland, GE, Tata, are all, in their own ways, taking steps small and large towards it — and why customers, governments, and investors are joining hands with them on the way.

Welcome to 21st century business

It’s a movement to do meaningful stuff

Will be interesting to read Umair Hague’s upcoming book.

Maybe we should invite him to Sibos. The program has just been made available here. And our impressive Innotribe @ Sibos 2010 program can be found here.

As you will notice, the Innotribe sessions are coming from many sources of our company and industry. Indeed, since our first Innotribe @ Sibos in 2009 we have come a long way: from an event-in-the-event mainly driven by technology into something that is now fully part of the overall Sibos program and with contributions from many many different business and even social areas.

I have seen there is session on Doing good is good for Business, with following description:

Corporate Social Responsibility (CSR) is much more than just embracing the ‘green’ agenda. How can smart CSR strategies contribute directly or indirectly on how we manage our planet’s resources and – at the same time – have a direct and positive impact on your bottom-line? In this pragmatic session, with the help of a leading academic and representatives from financial institutions who have already benefitted from CSR, we’ll examine how ‘doing good’ is equally good for business.

All this is very relevant for Innovation. What motivates people to keep coming up with new ideas during their free time ?

It will be very interesting to see how unions will react when they discover there are other things in life than paid hours for people to feel motivated, engaged and innovative. I am preparing another post on the relation between innovation and unions. Stay tuned

Precision Information Environments

Posted on May 13, 2010 by petervan

Stumbled upon this very well made video (make sure you look at the annotated version of it).

Found via Brainpickings. Great example on how many emerging technologies and concepts — including ubiquitous displays, crowdsourcing, pervasive sensor networks and adaptive user interfaces come together.

When you look at this, think iPAD 2.0, think Identity 3.0, think your office of tomorrow.

Becoming Better Builders

Posted on May 9, 2010 by petervan

This is about an amazing idea of a 23-year young big thinker who created a fantastic community on-line and almost by accident stumbled upon a new platform for on-line communication that could change our world.

I stumbled upon this absolutely great video of a speech given by Vanessa Miemis in NYC during the Social Business Edge Conference on 19 April 2010.

I am a big fan of Mrs. Miemis and fervent reader of her blog “Emergent by Design”.

It’s the first time I see and hear her speak. It’s adds a different dimension. It’s a different type of engagement, and that different type of engagement is exactly what “Junto” is a about: a conversational platform between “real” people (see later on this blog).

She has roughly 4 supporting slides, and talks from the heart, with only a small sheet of paper with probably a couple of keywords and key statements. That’s how really super keynoters do their thing.

In this video she talks in an almost shy way about what drives her, and makes one after the other bold statement about the way this society does (not) work anymore.

The story is in essence about

the old game and the new game

As my friend, coach and mentor Andre Pelgrims used to say:

our (mental) software has evolved, but our hardware did not (our value systems, our hierarchies, our corporate models)

Vanessa’s speech in in 3 chapters:

We are shaped by our tools
We learn by modeling behavior
We align around a shared vision

I was mainly blown away by the section on Modeling behavior, some elements in the vision alignment, and definitely by her description of Junto.

Modeling behavior

Some real deep thinking here:

This is how children learn. It makes interactions transparent

Encourage a culture of collaboration, there is a certain type of behavior that we are modeling, and one that is based on a value system that is predominantly different than the one that exists in society and business today.

And its difficult to expect a paradigm shift when the current model rewards selfishness, and hording of information and exploitative behavior.

This virtual space is actually like some kind of training ground to build trust and to have a different behavior where the outcome is more than the zero-sum (in the existing model)

We align around a shared vision

There is this new way. For the greater good. A new global conversation and collaboration platform. that would sit on top of the web and that would accelerate the rate of taking an idea to action. And we are calling it JUNTO.

Enter Junto’s vision: a 3D space, where it’s live-streaming video, with video streams of us human beings.

It’s actually you,

who you really are

On top of that a profile system, automatically generated by the conversations you are having. It’s a different kind of transparency on who your really are. On top of this this reputation system that would be build into these trust networks, and virtual currencies, … and it goes on.

It’s like 5 people having a public conversation about a topic that interests them, and 500 people sitting in the back-channel. It’s all open source. They don’t want to monetize the tool.

They co-create value

by what they do with each other

It’s sounds a lot like our “enabling collaborative innovation” theme of Innotribe. It sounds a lot like the “advancing critical dialogue” tag-line of Sibos.

I truly believe that this tool could bee the basis from which a new global economy and a new global society can emerge from.

Wouldn’t it be cool to address this a a theme at Sibos. In front of 8,000 bankers ? Wouldn’t it be cool to experiment with Junto – yes, live i mean – during Innotribe at Sibos ? We plan other cool remote interactive stuff anyway this year. Just have to keep you curious here, as we have not yet fully worked out the concept, but if we pull it off, it will be really cool. Sort of first off.

Her final idea to consider:

Technology is the tool, but not the builder. We are the builders.

I challenge you and ask how we get better use to tools to connect and to inspire, so that collectively we can become better builders.

I need to discuss with the Sibos team, but I’d like to invite Vanessa to our Innotribe @ Sibos 2010 in Amsterdam to be part of the keynotes on “the big tectonic shifts” and in our Gen-Y stream.

Let’s Prepare the Future !

Posted on May 4, 2010 by petervan

This article is a cross-post of an essay that i prepared for The Fifth Conference and that was published this week.

The Fifth Conference is a forum for vision. Part publisher and part conference, The Fifth Conference tackles the ‘big issues’, the factors that drive our future. Think ten, twenty, even fifty years ahead and try to imagine how we will live and work. What will this world look like? How will we have solved the economic, social and environmental challenges that we confront today? To answer those questions we talk to entrepreneurs, policy makers and experts. We analyse the facts, the forecasts and the arguments. And most importantly, we collect vision.

As mentioned in my previous blog post “No more collateral damage”, this is so close to my idea of the Think Tank for Long Term Future that it was for me a no-brainer to passionately accept the invitation of Frank Boermeester (co-founder of The Fifth Conference) to draft an essay on Technology, with a focus on Technology Readiness in our region, and being conscientious aware of the “understream” that is driving all the changes and evolutions in Growth, Mobility, Green, Technology, Health. So here is the article:

Over the past 20 years we have witnessed a fantastic growth in and wealth of technologies. ICT technologies have started permeating our daily lives. Medical science and biotechnologies have increased longevity significantly. Other technologies (Nanotechnology, AI, Robotics, etc.) have kick-started.

However, in the last couple of years, we have witnessed the breakdown of a number of core systems:

Our worldwide financial system is going through a “meltdown”. The old game of greed is being replaced by an all important requirement: trust.
Ecological, ethnological and demographical shocks (see also Geert Noels, author of Econoshock) are turning our systems upside-down: Green and Energy conservation thinking are now the mainstream.

The East-West shock: economic power is shifting from the Western world to the new economies of APAC and BRIC+ countries.
New forms of communication via the internet (blogs, wikis, social networks such as Facebook, Twitter, Netlog, etc.) propose a new paradigm in respect to privacy.

All these fundamental changes give us feelings of discomfort, disorientation, confusion and loss of control. Although our “collective intelligence” indicates that our old models do not apply anymore, our “hardware” seems not to have caught on. We have not adapted the way we are organized hierarchically; how we look at governance. Our traditional ‘system thinking’ got stuck and did not follow our ‘collective intelligence’.

On the other hand a new set of systems and tools are emerging:

Barack Obama describes it as the ‘audacity of hope’; innovators, planners, academics and authors are referring to ‘dreamtelligence’ as a new, vital, and visionary way to use play, fantasy, dream-thinking and innovation to kick-start ideas and stimulate community engagement.
A fantastic call for and revival of authenticity for ourselves and our leaders. Furthermore, having true leaders; with charisma, the power to attract, integrity and authenticity.
The Net-Generation (now young adults, 15-30 years old) have grown up as ‘digital natives’. They will be tomorrow’s leaders. What THEY think will co-form our future. The future will not be invented by today’s generation. This Net-Generation lives differently. They are “wired” differently. For them multitasking (multi-window chatting, gaming at the same time as listening to music, looking up information on the internet, being mobile, etc.) is very common. They also think differently (deeper and more authentically), and have a very strong sense of the common good and of collective and civic responsibility.

Our technological revolution has just started. To illustrate:

Today our technologists are capable of crafting a human ear in their labs. We are now in a position to create and grow cells, tissues and even bodies.
Artificial Intelligence is back: by 2030 our computers will be able to think, be self-learning, self-healing – some will even be able to have a consciousness.
Self-learning robots will soon be mainstream technology. Mercedes and BMW already have cars in the pipeline for 2012 that can drive entirely automatically, better than a human counterpart.
The emergence of Google brings forth the concept of the “Global Brain”. The internet today is already a tremendous source of information. Today’s search experience will pale in comparison to the mechanisms we’ll have in 20 years. All knowledge will be available anywhere, anytime, wirelessly via brain-implants.
Social networking is already revolutionizing the way people and companies are communicating. It is interesting to note that these technologies let us evolve from a system-to-system communication paradigm towards a human-to-human one.
Today you can order your personal DNA genome sequence in the USA for only $399. The company doing this is a Google backed start-up. Think of DNA in the ‘cloud’, with DNA comparisons between ancestors, relationships, etc …
Brain-wave helmets and chip-implants will give humans better sensory perception. By 2030 we will see the emergence of “super-humans”. In such a dramatically changed context, what will make us “human”?

A lot of these future scenarios are described by Ray Kurzweil’s “Singularity” concept. This is the moment when man and machine truly blend. Kurzweil claims this will happen around the year 2030.

And the pace of all these technological innovations is just increasing exponentially. In the next 20 years we will witness technological breakthroughs tenfold those of the same previous span of time.

All this evolution calls for a re-thinking of our value-compass for the future: We must carefully re- think how all this will influence the way we will work and live. What sort of quality of life should we aim for? What will be the socio-economic impact of all this? How will we want education to be structured? What areas of society will we still want (and be able to) influence?

How are we going to ensure that the

Technical and Value ‘Readiness’

of our region

are competitive in this new era?

Will we lead the change, as opposed to being mediocre followers? I believe it is time for action.

I believe The Fifth Conference and its organic network of inspiring leaders has deep within itself the embryo for a sort of “think-tank/foundation” addressing the long term future:

A movement and an energy

that prepares our Net-Generation

for the next 20 years,

with an emphasis on

our technical and value readiness

A place where “smart people” can meet. Where experts from different technological domains share their insights for 2030, cross-pollinating each other’s disciplines. Indeed, “savants” from different contexts & worldviews can act as our “eyes” and offer a perspective on how we will live and work in 2030.

How our education is best organized will also be addressed. We will investigate what our ideal value kit for that era should be, beyond traditional corporate culture. Moreover, with a culture of sharing and exploring – where we live committed to teams, groups, communities, regions and countries –a deep respect for the participating individual humanistic identities will nevertheless be maintained.

We don’t have to wait until our politicians have made up their minds as to whether or not they should invest more in innovation.

We can do this ourselves

I cannot accept that it would not be possible to raise private funding for such an organization/movement/tribe.

The resulting new models and scenarios will demand speed, creativity, dynamism, perseverance, courage, knowledge and working together in a multi-cultural context. This new society makes a plea for the respect for individuality, freedom, mobility and quality of life.

This paradigm is all about designing, exploring and organizing change, learning and fine-tuning as we go. Giving guidance to teams, organizations and leaders on how to surf these waves is part and parcel with this. Missing the first technology wave of speed and creativity will result in loss of economic relevance. Missing the wave of the new value kit will result in losing our Net-Generation; our brains for the future.

This is about preparing ourselves and our region for 2030.

Who wants to join the tribe? Who is a believer? Let’s debate this idea on- and off-line for a couple of weeks. If there is enough interest, let’s meet and make this happen.

Get a Life and Get Alive

Posted on May 2, 2010 by petervan

It’s quite some time ago i did a post with brand new content. It’s partly because i also have a family and a job, but mainly because i only feel the urge to blog when i have real content to contribute.

These days i also share an awful lot via twitter: that’s where the day-to-day action is. So if you are interested in my lens on technology and values for the 21st century, you can also follow we on twitter @petervan . There is an almost daily stream of tweets on these subjects.

I “reserve” the blog to share some more elaborated thoughts on stuff that keeps me going or that touches me one way or another way emotionally, in the way i am.

This time, the post is about

People, Culture, Excitement and

Sculptural Integrity

And I’d like to share what happens if you truly stand for who you are and have the courage to stand up and stick out your neck.

The title of this post is of course a word-spiel on get-a-life and get alive. The discussion was part of an off-site recently attended in the wonderful city of Barcelona.

It was about 20 years ago i was in Barcelona, and the only thing i remembered were the ‘”Ramblas” and the “Plaza de Espagna”. Given my education as an architect (non many people know this ;-), i of course knew that Barcelona was the city of the Sagrada Familia of Gaudi.

The off-site was facilitated by Dan Newman and his team from The Value Web.

The off-site was our reflection moment about our company for the next 5 years.

Dan really “got me” with his opening speech: he used two words that deeply resonated very strong with me – at an emotional level.

The architect aims for

“Sculptural Integrity”

Especially in sculpting the old with the new. Old game and new game. And that the old and the new should be connected by more than just a link or a tunnel. That the end-result should show a deep sense of unity. And that this “sculptural integrity” and other architectural thoughts were the also the basis of facilitation work and techniques of the Value Web, because that was also how group dynamics could be looked upon.

The words entered by body and mind, as they reminded me of a piece of my true self and my youth 30 years ago when i was making drawings and sketches myself of the most bizarre and bold architectural designs.

Dan mentioned also a book: “The Timeless Way of Building” by Christopher Alexander.

The real and ultimate question in this book is:

What is it that makes a building “work” ?

When you see something that works, you just know it. And it’s something that has a timeless quality.

I was intrigued by the subject, and kept researching, and quickly discovered the site of Tomorrow Makers.

And especially the blog post titled “Happiness Pandemic (HP101) Hits Worldwide”. Just read and internalize the first two bullets:

The tendency to let yourself be guided by intuition instead of acting under pressure of fear, forced ideas and pre-conditioned behavior.

A total loss of interest in: – judging others, convicting yourself and preoccupation with things that create conflict.

During the off-site, Dan did something else that was brilliant. He took us out of the hotel into the city. In our case we went to the CosmoCaixa Barcelona, the Museum of Science.

Besides being a perfect metaphor for blending old and new with “sculptural integrity”, it also put all of us in a different context and mindset to look in quite different and innovative ways to our off-site subject.

I don’t know what happened exactly, but when we returned to the conference hotel, we were looking for topics likes

space

freedom

excitement

playfulness

culture

people

At a certain moment, we could form a small group of people, sort of a tribe around a subject that was not yet addressed.

I put the word “excitement” on a post-it, and look: 10 min later, we had 7 or so colleagues interested in discussing the subject.

I asked a simple question: “how excited do you get by the work done so far at this off-site” and rate it on a scale of 1-10. To my astonishment, the average rating was 3.

So we then looked for the root-cause of this score. A lot had to do with company culture, but also by the need for a new vocabulary, and not just words, but a vocabulary that was inspired by the value set that is needed for the 21st century.

In a follow-up session on people and culture this topic re-appeared in full force.

Although initially we were looking at symptoms and superficial quick fixes, it suddenly dawned to us that

the real root cause was about

the openness of

our minds, hearts, and minds.

I have used the following slide many times in my postings.

In black the old game: full of macho behavior and Machiavellian attitudes and states of mind.

In white the new game. With true, genuine interest in the other and the true self – not based on tricks or quick fixes.

The discussions on these topics were deep and full of enthusiasm. We were looking at talent development, both the professional skills ànd the Personal Development side of it.

And i keep on fighting that “Personal Development” is NOT about “soft” skills.

It’s really about having and keeping

cutting-edge “good” people

on board

and nurturing them so that they can function optimally in today’s highly connected networked society.

You need to “train” and get exposed to a number of essential hard skills and values for the 21st century.

In this context, i get very inspired by the work of Vanessa Miemis, a Gen-Y student with a fantastic blog “Emergent by Design”. Look for example at her latest blog entry “Essential Skills for 21st Century Survival: Part-3 Network Weaving”

Or the post “Framework for a Strengths Based Society”

Do you feel how powerful this is ?

“Strengths Based Society”

Should we not invite her to Sibos ? To be part of Innotribe at Sibos. As part of our “Gen-Y meet Bankers” Face-to-Face interactive workshop ? Maybe with the help of some strong Gen-Y-power, we will be able to keep the sharpness of our ideas and dreams.

Because at the end of the off-site, each team had to boil it down its ideas to a pitch of 5 minutes and I was surprised to witness how in this pitching work, we lost quite some of the “cutting" edge”. Also surprised on how fear creeps in when people are volunteered to deliver the pitch to the executives.

And a strange behavior of watering down the message, and even scratching the most provocative words in the end deliverable.

We seem to have lost

our desire for

boldness

We also “frame” too conservatively. So, in order not to loose some of these more provocative statements, here are some examples:

In 5 years time, 10% of our workforce should be Generation-Y folks
By 2015, our company should be in the Top-10 of best companies to work for in the financial industry. Worldwide.
Gen-Y should drive the composition of the Leadership council of the future
90% of the people in the 2015 leaders team should be new. Only 10% of today’s group should be the same
Doing things 10,000 time better rather than twice as good
“Do no evil” is not good enough anymore. “Great to Good” is the new paradigm.
“Get-a-Life and Get Alive !” Was the original title of our pitch. Somebody changed the title to the more boring “people and values for 2015”
Chief Corporate Activist
About framing: from “our company is 37 years old, are we in a mid-life crisis” to “our company is 37 years old, we are just-born, who do we want to feel “right” or “it works” in 500 years from now?”

At this moment, I decided to have a short break in my blogging activity, and go for my Sunday trip to the bakery. I bumped into a friend, who shared me a wonderful story about going for your dreams.

The story was basically about context. Of not waiting to be called. Of doing what you intuitively know is right. What works. In his case it was about seeing a wonderful motorbike, feeling it was just designed perfectly, and following your intuition and impulse and buying the motorbike. It happened to be a Can-Am Spyder Roadster. This was not just about buying something desirable. It was a story about contextual living. About flow. About following your compass. And not delaying your dreams till when you’re dead.

The story reminded me of the book “Zen and the Art of Motorcycle Maintenance”

You can find “flow” is everything you do. From the most banal activities like cleaning or motorbike maintenance to writing an inspiring blog and making a pitch that makes others dream and wanting to go after their dream.

When i started this blog in April 2009, i wanted it to be in line with my purpose in life “Inspire other people to dream” – and execute their dreams. I hope i have not disappointed you so far.

Last week, somebody said i should start writing a book. Maybe i will do that. Maybe using the funding model experimented by Stowe Boyd fro writing his report on Social Architecture: Microstreams In Business.

Last week, somebody gave me the greatest compliment somebody can give to a man of the 21st century:

“you have the most feminine mindset

of all the men i ever met”

Let’s eradicate the macho culture of judging, being cynical, and control freaks.

Let’s build a culture based on open mind, open heart and open will.

Are you also fed-up waiting on the side-line and do you feel the hunger to join me on the drawing board to help us sketch the “sculptural integrity” required for the 21st century ?

Then please use abundantly the comments feature of this blog.

Doing what you want to do, not waiting to be called. Stand-up and stand as you are. In your true self. Without fear. Living your dreams.

Get-a-Life !

Get ALIVE !

If you feel energized by this blog, you can get an extra doze at following previous posts:

No more collateral damage

Who am i really ?

Great to Good: New Value Kit

Broken Will

Our company is infected

Brand, Workforce and Innovation

Maslow for Stakeholder Relations

Posted on February 21, 2010 by petervan

If you have any role in Stakeholder Relations (in some companies this is called “PR” and/or “Investor Relations” and/or “HR”), i can recommend reading Chip Conley’s book “Peak: How Great Companies Get Their Mojo from Maslow”

Conley, the CEO and founder of Joie de Vivre Hospitality, turned to psychologist Abraham Maslow’s iconic Hierarchy of Needs. This book explores how Conley’s company "the second largest boutique hotelier in the world" overcame the storm that hit the travel industry by applying Maslow’s theory to what Conley identifies as the key Relationship Truths in business with Employees, Customers and Investors.

To be honest, the essence of the book is in the first chapter. The other chapters are endless variations and illustrations of the same with rather simplistic, naive, and even romantic examples.

For those not-familiar with the work of Abraham Maslow:

Maslow studied mentally healthy individuals instead of people with serious psychological issues. This enabled him to discover that people experience “peak experiences,”high points in life, when the individual is harmony with himself and his surroundings. A visual aid Maslow created to explain his theory, which he called the Hierarchy of Needs, is a pyramid depicting the levels of human needs, psychological and physical. When a human being ascends the steps of the pyramid he reaches self actualization.

Maslow for dummies is summarized in the table below (all tables below come from Chip Conley’s “Peak” book).

In his book “Peak”, Chip Conley applies this hierarchy of needs to the three main groups of Stakeholders for any company:

Employees
Customers
Investors

Conley may be over-simplifying, as he reduces Maslow’s five layers to three.

But in the end, i found this an interesting way to assess and improves a company’s stakeholder relations.

1. Employee pyramid

Chris Conley basically says that most companies offer a salary and perks in compensation for the employee’s time. Fewer companies succeed in giving true recognition to their staff, and only a very few know that their company should shape the conditions for the employee to find meaning in his work.

2. Customer pyramid

The same principles apply to the customer pyramid. At the top, the customer is truly delighted. Not because you got a “”license to operate” (btw the minimum level pursued in the Lean “Kano” model, but because you address unrecognized needs. You will NOT identify those unrecognized needs through customer surveys, consultations or market research. And the risk exists - if your organization has been “leaned” to offer in a scalable way the “license to kill” satisfaction – that you won’t have any resources left to try to “create evangelism” by your customers.

3. Investor Pyramid

When we look at the relation with the investors, most companies are transaction oriented in their Shareholder’s Relations: when they assess the relation, they ask whether the Board member gets regular and sufficient information or whether the dining and site-seeing arrangements are to everybody’s satisfaction. However, the ultimate nirvana in Investor relations is that your investors are PROUD of being your investor. This is much more than “being treated well”. It’s much more that just being a happy shareholder, or somebody who would recommend doing business with you.

Reaching the top-levels for each of the three categories of stakeholders is already an unreachable dream for many organizations.

However, shareholder relations should aim for an even higher goal.

Anybody who has been reading Maslow, should be familiar with Richard Barrett. Chip Conley missed that opportunity. One of the best books to get familiar with the thinking of Barrett, i can recommend “Building a Values-Driven Organization: A Whole System Approach to Cultural Transformation”.

In essence Barrett is saying that Maslow levels focus on our personal self-interest – meeting the needs of the ego.

Beyond Maslow’s level-5 (transformation/self-actualization), Barrettt sees 3 higher levels:

Level-6: Internal Cohesion: this is about finding personal meaning in existence
Level-7: Making a Difference: about making a positive difference in the world
Level-8: Service: leading a life of self-less service

Barrett’s levels beyond transformation are about being ego-less, at the service of others.

The fears of the ego lead us to believe that we do not have enough of what we need. Consequently, we are never fully happy because we do not have enough money, we do not have enough love, and we do not have enough respect.

In this situation, we lead a dependency-based existence.

What if we would apply these upper-levels from Barrett to our Stakeholders Relations ambitions ?

Do you have the courage to assess your stakeholder relations based on the Maslow of the Barrett models ?
What would you change in your shareholder relations if you would just aim for one higher level then where you are today ?

It’s becoming a trend/pattern: today’s business is not anymore about transactional and technical readiness.

The more important under stream is to develop and execute a solid stakeholders architecture. It’s about an openness and transparency. Often Social Media tools are used to support such strategy and ambition. But they are just tools. They are worthless and only become “tricks for the quick fix” in the absence of a genuine stakeholders architecture.

Execution on this is what you could call innovation in stakeholder relations

In the end, our new-game economy is about doing good, giving meaning, and realizing your relationships.

In the end, its all a matter of

ambition

The level of ambition will define how innovative your company wants to be.

No ambitions leads to no innovation or incremental improvements at best.

Ambition will force you to look into other corners, will let you discover how you truly can redefine your marketplace and change the game.

Ambition will lead to radical innovation: in your products, services, and in your stakeholder relations.

So, what’s your ambition ?

No more collateral damage

Posted on February 20, 2010 by petervan

There was this week a really interesting article in Trends Magazine about “The Blue Economy”, about a guy called Gunter Pauli, and his ZERI foundation.

I started googling this stuff, and was amazed about what i found.

Apparently, Gunter Pauli is busy doing what he does for quite some time, as can be seen in the Fastcompany article dating back 1993 !

Surprise, surprise: Gunter is from Flanders, Belgium. He was co-founder of Ecover. In 1991, Pauli launched the concept of zero waste and zero emissions for industry through the clustering of activities at his detergent factory in Belgium.

Gunter Pauli is Member of the Club of Rome, a Fellow of the World Academy of Arts and Sciences, a Creative Fellow of the Club of Budapest and a long term advisor to the Japanese Government and the United Nations. He is professor at the Politecnico di Torino in charge of “systems design” at the Faculty of Architecture and the School of Design.

“The Blue Economy” is introduced as:

a new business model to inspire entrepreneurs to shape a new economy based on competitive innovations, creating JOBS and SOCIAL CAPITAL”

“The Blue Economy: Cultivating a New Business Model for a Time of Crisis” is based on the new book “The Blue Economy: 10 years, 100 Innovations. 100 Million Jobs”, published by Paradigm Publications (New Mexico, USA) with the support of UNEP and IUCN.

I could not yet find the book on Amazon, but the paper that was input to the Club of Rome can be downloaded here.

From the intro:

The form of capitalism that has dominated world societies is entirely disconnected from peoples’ real needs. Some two billion people struggle to get by on less than two dollars a day, lacking access to food, water, health, and energy, the most basic requirements for survival. Over 25% of the world’s youth are unemployed. Yet one billion of us are over nourished and swim in 400 million tons of electronic waste with higher metal concentrations than the ores extracted from the earth. Conservatively, the top 70% of the world’s wealth is concentrated in the top 10% of the population.

Fortunately, times are changing. This book is about that change. As the second decade of the 21st century sets the stage for a new economy, the core question we answer is, “What is the business
framework we really need?”

And the Zero Emissions Research & Initiatives (ZERI) is introduced as:

a global network of creative minds seeking solutions to world challenges. The common vision shared by the members of the ZERI family is to view waste as resource and seek solutions using nature’s design principles as inspiration.

I continued clicking through the different ZERI sites, and was thrilled by the ZERI Education Initiative:

The opening song is

“I want to live in a better world”

This is about an innovative learning project for children, developed by Gunter Pauli and a team from ZERI Network of scientists, scholars, pedagogues and artists.

It’s about learning children to ask the right questions.

It’s about teaching children

the 5 intelligences

Academic Knowledge
Emotional Intelligence
Artistic Expression
Eco-Literacy
Capacity to implement change

Apparently Pauli and friends published a whole series of books “Gunter’s Fables”. And yes, you can buy them at Amazon 😉

Also check-out this fantastic talk "How Can We Use Finite Resources To Propel Ourselves In The Future?" of TEDxTokyo 2009, held on May 22 at National Museum of Emerging Science and Innovation.

It all makes me think very much about the book “Cradle to Cradle” by William McDonough (Author), Michael Braungart (Author), a book that was a real eye-opener for me at the time, and a book that i already mentioned several times in this blog.

“Let the future emerge” is the tagline for this blog. And things seem to emerge with an astounding sense for synchronicity. Just last week, i discovered The Fifth Conference.

The Fifth Conference is a forum for vision. Part publisher and part conference, The Fifth Conference tackles the ‘big issues’, the factors that drive our future. Think ten, twenty, even fifty years ahead and try to imagine how we will live and work. What will this world look like? How will we have solved the economic, social and environmental challenges that we confront today? To answer those questions we talk to entrepreneurs, policy makers and experts. We analyse the facts, the forecasts and the arguments. And most importantly, we collect vision.

It is so close to my idea of the Think Tank for Long Term Future !

So, last week, i had a chat with Frank Boermeester, co-founder of The Fifth Conference.

Lots of synergies!

Frank invited me to draft an essay on Technology, with a focus on Technology Readiness in our region, for the next publication. Will certainly do so, and cross-post on this blog.

However, as we were chatting, we suddenly became aware of

the “understream”

that is driving all the changes and evolutions in Growth, Mobility, Green, Technology, Health.

Its about the theme of Cradle-to-Cradle that “reducing waste” is not good enough anymore, we need to “add value”. Its about the notion that Google’s “Don’t do evil” is not good enough anymore, and we need to “Do Good”.

It’s about what keeps Gunter Pauli going, and what he refers to in his video as

“no more

collateral damage”

And not anymore

and yes, create a sustainable society.

See also some related blog posts on this site on:

Thought experiment: who am i really ?

Posted on February 17, 2010 by petervan

About a year ago, I did my “coming-out” of the Leading by Being program. That program led to the start of this blog in April 2009.

Leading by Being is in essence a deep search for yourself and how you function in groups and in the world in general. It’s trying to answer the question “Who am I ?”.

Read that again:

“Who am i REALLY ?”

A couple of weeks, i “lost” my right foot – luckily only temporarily. Reflecting a bit during my extra free time sitting in my sofa with my right leg in the air, i started doing the following thought experiment:

What if i would loose not only my foot but everything ?

My job, my lovely wife and daughter, my family, my friends,…

Would that change who i am ?

And more related to this blog:

Would i write about the same things

in my blog as today ?

And if about the same things,

would i write about them

with the same intensity ?

The answer for me is yes.

Yes, i would write about different things
Yes, i would write about the same things but with a different intensity

What different things ?

Probably much much more about the realness of innovation.
Probably more on the themes like “Sex, Money, Happiness, and Death”
Probably more about ethics and ethical reboot
Probably more about meaning
Probably more about Love/Hate relationships
Probably more about digital identity. Not so much as a technology, but more as a philosophical aspiration
Probably more about soft things like poetry, romance, melancholy, more introspecting
Probably about my daughter and my wife. Without compromising them.
Probably about some nice sentences i read in novels.
Probably some writing of my own. As in my very first post:

I want to be playful like the birds,

showing little tricks,

challenge and pursue

but not limited

by any form of danger

In essence, it’s about a free mind.

What different intensity ?

I would be more radical on the innovation themes. Yes, even more radical 😉 I feel i still withhold, because of – real or imaginary ? – fear for reactions of my employer.

I would set-up the Think Tank Long Term Future on my own. With less dependency on others. Going my own way. I would look at setting up a open innovation web-site with online fund raising.

All the above is basically struggling with the fear of

“how naked do i dare to go ?”

There seems to be an interesting book on this topic: “Getting Naked: A Business Fable About Shedding The Three Fears That Sabotage Client Loyalty” by by Patrick M. Lencioni (Author)

“Naked” is a term that refers to the idea of being vulnerable with clients, being completely open and honest with no sense of pretense or cover. The book looks at 3 basic and well-known fears:

1) Fear of Losing the Business – No service provider wants to lose clients or revenue. Interestingly, it is this very notion that prevents many service providers from having the difficult conversations that actually build greater loyalty and trust. Clients want to know that their service providers are more interested in helping succeed in business than protecting their revenue source.

2) Fear of Being Embarrassed – This fear is rooted in pride. No one likes to publicly make mistakes, endure scrutiny or be embarrassed. Naked service providers are willing to ask questions and make suggestions even if those questions and suggestions turn out to be laughably wrong. Clients trust naked service providers because they know that they will not hold back their ideas, hide their mistakes, or edit themselves to save face.

3) Fear of Being Inferior – Similar to the previous fear, this one is rooted in ego. Fear of being inferior is not about being intellectually wrong (as in Fear of being Embarrassed) it is about preserving social standing with the client. Naked service providers are able to overcome the need to feel important in the eyes of their client and basically do whatever a client needs to help the client improve – even if that calls for the service provider to be overlooked or temporarily looked down upon.

The last one is in my opinion also related to your relation with your employer and how prepared you are to stick out your neck, and to evangelize your ideas, because you have a genuine desire to make your employer succeed and improve.

The worst than could happen is when your employer gives you a negative appraisal for sticking out your neck, or pushing change too hard. Especially if you are part of the innovation team. Though everybody in the company has creative juices and is an innovator.

And what do you do when this happens ? What do you do when you discover that the innovation your company proclaims is not real ? What do you do when you find out or get confirmed it’s all a big illusion ?

How much do you once again want to compromise your own authenticity and just go on ? Or are you prepared to go through the resistance of big changes and boldly daring to pursue your own dreams as suggested in Seth Godin’s Linchpin ?

Or how long are you prepared to you hide in your own shadows and have your will broken ?

In Leading by Being, one of the exercises was to think about one of your “shadow”-sides, some negative something about yourself, something that you would not like others to identify you with, such as being arrogant or manipulative or … and then the do a play-role yourself “playing” / “acting” that shadow role for 3 hours. It’s pretty confrontational !

What if i would start blogging under an alias

to express those shadow thoughts ?

It’s an interesting thought experiment that helps you assess how Trapped or Free your are in your worldviews.

Yes, i am still trapped

But much less then a year ago

What would you like me to explore further ? What different things would you like most ? Where would you like to see a different intensity ?

Let me know. Give me clarifying, supportive and challenging feedback.

Petervan Studios

Artistic Interventions – Interruptions – Provocations

Category Archives: Think Tank

Heretic Team Glue

Purpose Maximizers and Candies

Precision Information Environments

Let’s Prepare the Future !

Get a Life and Get Alive

No more collateral damage

Thought experiment: who am i really ?

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