tag:blogger.com,1999:blog-24176552263554544242024-03-13T12:10:07.541-07:00The GLIA RevolutionGlia--Our Mission:
Designing, Developing, Delivering The Future of Regional Auto Transportation Solutions and ExperiencesGregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.comBlogger21125tag:blogger.com,1999:blog-2417655226355454424.post-21066375924296671552019-06-06T09:06:00.000-07:002019-11-22T14:23:30.897-08:00<div dir="ltr" style="line-height: 1.38; margin-bottom: 3pt; margin-top: 0pt; text-align: center;">
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre;">Ecosystems:</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: italic; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre;">The Future Of Business and Society</span></div>
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<span style="background-color: transparent; color: #274e13; font-family: "arial"; font-size: small; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre;">Founding a design firm and community: </span></h3>
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<span style="background-color: transparent; color: #274e13; font-family: "arial"; font-size: small; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre;"> To be the premier designer, developer, management and governance of strategic </span></h3>
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<span style="background-color: transparent; color: #274e13; font-family: "arial"; font-size: small; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre;"> civic ecosystems as a business model. </span></h3>
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<span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-size: small; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre;">This paper serves as a brief introduction to the core concepts behind this business venture. </span></h3>
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<span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-size: small; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre;">The SmartSwarms Business Design & Development System is a result of over twenty years of study and research into an ecosystem approach to the organization and distribution of resources in a networked economy. The SmartSwarms System uses the collective, collaborative intelligence of a strategic stakeholder community in a continuous design process for the development of products and services. Beginning with a focus on the city's transportation systems. This represents a transformational shift in economics, the relationship between business and society, and the citizen's role in the design and development of their city's critical digitally enhanced infrastructure. </span></h3>
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<span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-size: small; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre;">This paper is intended for those with a keen interest with the SmartSwarms Business Design & Development model as the design firm for the future of urban mobility as a career, and/or as a prime community member. This is for people who want to shape the future and make history. </span></h3>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">Economic Ecosystems are an evolutionary advance in how we think about business, society, and its relationship with the citizen consumer. Here are three recent papers from highly renowned institutions that signify the relevance of this shift. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">Here's what the London Business School Review has to </span><a href="https://www.london.edu/lbsr/on-ecosystems-and-egos" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">say about ecosystems</span></a><span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">:</span></div>
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<span style="background-color: transparent; color: #2d2d2d; font-family: "montserrat" , sans-serif; font-style: italic; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">Ecosystems are not a fad or a sexy buzzword. They reflect a true paradigm shift in business. They are a genuinely new organisational form: fluid networks of organisations combining to deliver bundles of products and services in new and unfamiliar ways. And just like the step from single- to multi-cell organisms in nature, they represent a profound evolutionary shift.</span></div>
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<span style="background-color: transparent; color: #2d2d2d; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">This, from the </span><a href="https://www.weforum.org/" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">World Economic Forum</span></a><span style="background-color: transparent; color: #2d2d2d; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">:</span></div>
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<span style="background-color: transparent; color: #2d2d2d; font-family: "montserrat" , sans-serif; font-style: italic; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">Platforms and ecosystems represent </span><span style="background-color: transparent; color: #2d2d2d; font-family: "montserrat" , sans-serif; font-style: italic; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre;">a new way of organizing that can yield significant benefits for society</span><span style="background-color: transparent; color: #2d2d2d; font-family: "montserrat" , sans-serif; font-style: italic; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">. New products and services create citizen value, while new operating models achieve public objectives, from urban regeneration to the development of clean mobility to healthcare improvements. Most saliently, digital ecosystems have the ability to help redefine the boundaries between the public and private spheres, creating new models of “invisible infrastructure” while allowing entrepreneurs to provide the “scaffolding” for new products and services. The true potential of such collaboration will be realized if the technological, operating and regulatory innovations proceed in lockstep, rather than in isolation.</span></div>
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<span style="background-color: transparent; color: #2d2d2d; font-family: "montserrat" , sans-serif; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">--</span><a href="http://www3.weforum.org/docs/WEF_Digital_Platforms_and_Ecosystems_2019.pdf" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "montserrat" , sans-serif; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">Platforms and Ecosystems: Enabling the Digital Economy</span></a></div>
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<span style="background-color: white; color: #333333; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">Lastly, from </span><a href="https://www.mckinsey.com/" style="text-decoration: none;"><span style="background-color: white; color: #1155cc; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">McKinsey&Co</span></a></div>
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<span style="background-color: white; color: #333333; font-family: "calibri" , sans-serif; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">We describe the coming transformation as mobility’s Second Great Inflection Point, because it has the potential to be as profound as the one that put horses to pasture and revolutionized industries and societies worldwide.</span><span style="background-color: white; color: #333333; font-family: "calibri" , sans-serif; font-style: italic; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre;"> A defining characteristic of the new world taking shape is that the automotive industry, which has operated for more than a century alongside but decidedly disconnected from other components of what transportation has come to mean, will blend into a more interconnected, customer-centric ecosystem</span><span style="background-color: white; color: #333333; font-family: "calibri" , sans-serif; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">. That shift boosts the odds that the momentous changes afoot will affect your business, even if the closest you currently get to a car is your morning commute.</span></div>
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<a href="https://www.mckinsey.com/industries/automotive-and-assembly/our-insights/reimagining-mobility-a-ceos-guide?cid=mobility-eml-alt-mcq-mck&hlkid=0943476879bd40e0a1a36b51d82281b1&hctky=3154676&hdpid=5eee025c-6344-4921-bc04-4adb8d41557d" style="text-decoration: none;"><span style="background-color: white; color: #1155cc; font-family: "calibri" , sans-serif; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">Reimagining the mobility ecosystem: A CEO`s Guide. --McKinsey Insights</span></a></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: small; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">Unprecedented Opportunity</span></h2>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">No matter where you are in your career, moving into the growing field of ecosystem design and management is the smart move. This </span><span style="background-color: transparent; color: black; font-family: "arial"; font-style: italic; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre;">is </span><span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">the future of business and society, and our intention is the be the global leader in the design and development, and the management and governance of social-business ecosystems. For highly ambitious people, who want to make a real difference in this world, you will find few better opportunities than this one. This is so much more than any start-up you have ever heard of, this is about shaping the future of cities at a systematic level. This is changing the course of history!</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">We are going to be the world's premier Design, Development, Management and Governance firm for urban mobility ecosystems. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: small; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">It Starts With Community</span></h2>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">At the heart of this model is community. For a mobility ecosystem, this means a community comprised of members from the relevant private sector, members from the public sector, and members from civic society, what will come to be known as the Three Legged Stakeholder Model. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">As technology continues to evolve, conversely, it is no longer considered a differentiator. Relationships are now the foundation of business. This is particularly important when designing the future of our transportation systems, and essentially so when it comes to data privacy and data ownership. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">Relatedly, when it comes to the design and development of Artificial Intelligence, a user based community is critical. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">With a strong multi-stakeholder community, anything is possible!</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: small; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">Community as the Foundation for a User Based Approach to Designing Our Transportation Ecosystem. </span></h2>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">One of the earliest characteristics of the internet and networks, was this allowed for a very different relationship between people and information. This enables a radically different approach to the design and development of services, and correspondingly, radical new business models. This is not a matter of choice. If we are going to reach the potential of digital transformation, this </span><span style="background-color: transparent; color: black; font-family: "arial"; font-style: italic; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre;">will </span><span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">require radical new business models, and organizational designs and structures, in conjunction with culture.</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">This approach draws from two distinct and related disciplines:</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">User Based Design (or User Centred Design)</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">Design Thinking. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">One of the distinguishing features of digital transformation is mass customization. By its very nature, customization is a result of the user--that is, the customer!--being involved to some degree in the design process. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">When it comes to designing our mobility ecosystems, where we want to both dramatically reduce the costs and impacts of traffic on cities and its citizens, while at the same time increasing the satisfaction and value of the personal transportation experience, there is no better way than to start with a Three Legged Stakeholder Community. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">This is a process that ensures engagement and buy-in across the stakeholders, ensures a much greater transparency, and ensures a strategic coherence across the ecosystem.</span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">More so, a user based, stakeholder approach to the design and development of our transportation systems ensures we fully explore what is possible. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: small; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">Platform Based Ecosystem Orchestration</span></h2>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">To put it simply, platform based ecosystem orchestration is the next generation of markets. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">It is important for cities and citizens to understand that there can be no one company that can adequately provide the future of urban personal transportation. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">The chaos of traffic and congestion, and the enormous costs that this inflicts of our cities and citizens is the result of a market based approach. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">Ecosystem Orchestration is the best way to organize the future of urban mobility. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">We can not solve for the complexity of today's challenges with yesterday's tools. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">We have the technology, we have the knowledge. It is now up to pioneering citizens and professionals to bring their collective abilities together to design and develop tomorrow's business models and systems and infrastructure. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">I believe there is no greater opportunity to transform business, society, and our cities than this, and that the SmartSwarms Business Design & Development System is the best way to enable this transformation. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">If you are a professional looking for the challenge of a lifetime, join me in founding this venture. For those who catch on, you will blow past every expectation you had for the heights of your career. </span></div>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">If you are a citizen who is passionate about the future of our cities, and want to play a pioneering role in shaping that future, join us in the ongoing design process. For the civic citizen, there is no greater exercise of civic duty than contributing to the design of its future. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">Together, we </span><span style="background-color: transparent; color: black; font-family: "arial"; font-style: italic; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre;">will make history. </span></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: small; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre;">Resources:</span></h2>
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<a href="http://www3.weforum.org/docs/WEF_Digital_Platforms_and_Ecosystems_2019.pdf" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">Platforms and Ecosystems: Enabling the Digital Economy</span></a></div>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<a href="https://www.london.edu/lbsr" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">London Business School Review</span></a></div>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<a href="https://www.mckinsey.com/featured-insights" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">McKinsey Insights</span></a></div>
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<a href="https://www.amazon.ca/Revolutionizing-Innovation-Users-Communities-Open/dp/0262029774/ref=sr_1_1?keywords=revolutionizing+innovation&qid=1559673631&s=gateway&sr=8-1" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">Revolutionizing Innovation: Users, Community, and Open Innovation</span></a></div>
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<a href="https://www.amazon.ca/Platform-Ecosystems-Aligning-Architecture-Governance-ebook/dp/B00GUKSJMK/ref=sr_1_2?crid=3K1IO9YU0508U&keywords=platform+ecosystems&qid=1559676207&s=gateway&sprefix=platform+eco%2Caps%2C217&sr=8-2" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">Platform Ecosystems: Aligning Architecture, Governance and Strategy</span></a></div>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<a href="https://medium.com/lightshed/whats-next-for-design-thinking-d44bebbb7649" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">What Is Next For Design Thinking</span></a></div>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<a href="https://www.amazon.ca/Orchestrating-Transformation-Performance-Connected-Approach/dp/1945010037/ref=sr_1_1?crid=20KJ7ZTA1AW0S&keywords=orchestrating+transformation&qid=1559676490&s=gateway&sprefix=orchestrating+%2Caps%2C214&sr=8-1" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">Orchestrating Transformation: How To Delivery Winning Performance with a Connected Approach to Change</span></a></div>
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<a href="https://www.amazon.ca/Design-Thinking-Strategic-Innovation-Business/dp/1118620127/ref=sr_1_1?crid=3F429QYGEVHX1&keywords=design+thinking+for+strategic+innovation&qid=1559676834&s=gateway&sprefix=design+thinking+for+strategic+%2Caps%2C224&sr=8-1" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">Design Thinking for Strategic Innovation</span></a></div>
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<a href="https://www.amazon.ca/Strategy-Networked-World-Rafael-Ramirez/dp/1783269928/ref=sr_1_1?keywords=strategy+for+a+networked+world&qid=1559677426&s=gateway&sr=8-1" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">Strategy For A Networked World</span></a></div>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<a href="https://sloanreview.mit.edu/projects/accelerating-digital-innovation-inside-and-out/?gclid=EAIaIQobChMIyZacsvzU4gIV0tTeCh2BtwHgEAEYASAAEgLXF_D_BwE" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">Accelerating Digital Innovation Inside and Out: Agile Teams, Ecosystems, and Ethics</span></a></div>
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<a href="https://www.amazon.ca/Cascades-Create-Movement-Drives-Transformational/dp/1260454010/ref=sr_1_1?crid=2J3IRQLVM6MH4&keywords=cascades+greg+satell&qid=1559677556&s=gateway&sprefix=cascades%2Caps%2C286&sr=8-1" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre;">Cascades: How To Create A Movement That Drives Transformational Change</span></a></div>
<br />Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-59255563095436864142018-12-28T10:35:00.000-08:002018-12-28T10:35:24.683-08:00The Crossroads<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://cdn-images-1.medium.com/max/2000/1*NygK8IMEdbsRiSWDcR7Mwg.jpeg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" data-original-height="450" data-original-width="800" height="225" src="https://cdn-images-1.medium.com/max/2000/1*NygK8IMEdbsRiSWDcR7Mwg.jpeg" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Robert Johnson, waiting for the Devil. </td></tr>
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<h2 style="text-align: center;">
The Crossroads</h2>
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<span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 16px; text-align: left;">When you are </span><b style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 16px; text-align: left;">standing</b><span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 16px; text-align: left;"> at a </span><b style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 16px; text-align: left;">crossroads</b><span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 16px; text-align: left;"> in your life, realise that the greatest block that you can put in front of your Self is the idea that there is a right choice. </span></div>
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<span style="background-color: white; text-align: left;"><span style="color: #222222; font-family: arial, sans-serif;">The definition of insanity is doing the same thing over and over again and expecting a different result.</span></span></div>
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Economic Ecologies, and Other Random Musings</h3>
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So here we are, at The Crossroads. One path is towards (what we will generally call) Digital Ecosystems, the other path being (generally) Industrial Chains. Is there a "right choice"? This depends on how much stock one (Self?) puts into strategy. Strategy is tightly bound with world views, and its close cousin, mental models. Strategy is the difference between luck and brains. If one were to dig into the research, we would be surprised to discover that more businesses, be that the business of you, or large scale corporations, rely more on luck than brains. Which is to say, doing things you've always done with some kind of belief that this will work out. Which is to say, fate over strategy. </div>
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Strategy begins with having a deep <i>understanding </i>about the environment in which your business pertains to operate within, with a framework for how you're going to create value within that environment, for whom, and some sort of reciprocation from which a profit is derived. </div>
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Herein lies the problem. Strategy requires thinking and communication, both of which require collective intelligence, design thinking, and a framework for development. </div>
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However, the cult of business worships individualism and strong, decisive leadership, which tends towards hierarchical organisations. </div>
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What strategy requires, and what business cult tendencies gravitate towards are not compatible. </div>
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If we wanted to boil this down to a couple of simple words, I will nominate <b><i>Ego Gratification. </i></b></div>
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If we were to devote the necessary time into evolutionary psychology, we would be somewhat amused, and mildly horrified, to learn the difference between us, and say apes, is very little. </div>
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Which, roughly translated, is that the vast majority of chiefs running businesses as the agency for others would prefer to operate on the "gut instincts" of their, um, human nature--which often gets spectacularly rewarded!! (even as the length of tenure continues to shorten)--than to engage in the humility of real strategic thinking. The evidence is overwhelming in that this is a recipe for failure, or at best, treading water. The evidence is overwhelming that the vast majority of businesses are treading water, and/or are sinking. </div>
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To wit, change is diabolically hard. Emphasis <b><i>diabolical. </i></b> </div>
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Wait, What About Economic Ecologies??</h3>
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We'll get to this. For now, we need to keep two things in mind. Ecologies are complex. Economics (the big E Economics) has for the better part of two centuries, hitched its wagon to mechanical physics. </div>
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Hopefully you understand the two notions of complexity and mechanics are incompatible. </div>
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It's Complicated</h3>
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Here's the thing (as a colleague habitually prefaced his opinions with), if we had to say one grand (positive) thing about our twentieth century , it is that we mastered the complicated. Mechanics are complicated. Mechanical systems are complicated. Given our human ingenuity, give us some (okay, lots) of computing power, we can solve the complicated. This ability has put men on the moon (it's more complex as to why no women made it to the moon, but I digress) and given us spectacular gains in standards of living. (never mind that pesky gap in wealth distribution).</div>
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The best and the brightest (okay, white males of privileged backgrounds) rose to the top of the food chains by their mastery, their <i>expertise </i>of the complicated. </div>
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That we can put men on the moon, robotics on Mars, but yet get bitch-slapped by the common cold is a warning. I'll let you figure that out. </div>
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However. </div>
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The mastery of the complicated is seeing ever decreasing returns and margins. Put another way, Complicated Mastery is now a commodity. Put yet another way, you've been commoditised. Sorry. </div>
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This trend serves as the introduction for a term I'm sure you've heard of, that is going to kill us (well, you. hopefully not me)--The Innovator's Dilemma. </div>
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The Innovator's Dilemma is when you've been commoditised (or possibly disrupted if we really want to go all Clayton Christensen on your ass), but your ego defences (your ego has prevented you from even possibly understanding ego defences) is preventing you from understanding what you do not know about what you do not know. </div>
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You might have to read that last line several times.</div>
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Your self worth (and marketable value) is tied to what you Do Know, and probably even blinded you to your falling market value (macro=organisation, micro=you). Your only buffer at this point is so many businesses are caught in the Innovator's Dilemma trap, they just keep recycling the same basic formula hoping for better results (and passing this off as strategy, only because the Board itself doesn't know any different). Which means they can keep recycling you. </div>
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I'll leave it for you to decide if you're on one of those rat wheel things so often lampooned in business cartoons, or if you are stuck in a Dilbert comic strip. I guess if you're still making your mortgage and and Mercedes payments, and your kids are in the right schools, its a bit of a tie at the moment. Hopefully you can retire soon. </div>
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Because...</div>
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It's Complex. Actually. </h3>
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Here's the good news!!! There's a boatload of gold for solving (sic) in the world of complex!! And we're talking monopolies here!! We're actually talking so much f**king gold, your boat will sink under the weight!! I'll order you a martini. Double, shaken (vodka, not gin). </div>
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Here's the bad news. You're clueless in this world. It gets worse. You're worse than clueless, you're damaging. Right. I'll get you another martini. </div>
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Oh, and by the way, that fork in the crossroads? That iconic re-enactment of Robert Johnson standing there, waiting for the Devil? That somewhat palpable salve of possible choice? As in maybe there isn't a right or wrong choice? Digital or Industrial? </div>
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I hate (I lie, I <i>love)</i> to popgun the pseudo-guru-babble, but that train has left the station. </div>
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The world in which your value resides is going to be eaten by platform based ecosystems. And I'll bet dollars to donuts you barely have the foggiest notion of what that means. </div>
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I'll cut to the chase. If you don't know how you are going to create and bring value to the ecosystem where your business is tenuously residing, you're either dead or dying. </div>
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No business is immune. None. Don't kid yourself. </div>
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That gold? That can only be had through platform based ecosystem orchestration. If you don't <i style="font-weight: bold;">understand </i>what that <i><b>means</b></i>, at best you're an instrument in somebody else's orchestra (platform), which means you get to survive well enough to tread water. </div>
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At worse? You're the wildebeest about to cross the crocodile infested waters desperately hoping to get to that economic ecology on the <i>other </i>side of the river. Crossing the chasm is an understatement. </div>
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Platform based ecosystems are the next generation of <i style="font-weight: bold;">markets </i>that are 100% customer centric. That is, increasingly customised offerings supplied through a market meshed of third party vendors (read: instruments).</div>
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The gold, as it were, lies in the <b><i>Mastering of</i></b> <i style="font-weight: bold;">Ecosystem Orchestration, </i>which is to say, mastering complexity and the new world of (digital) strategy. </div>
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It bears repeating, your ego is a detriment here. Your swash-buckling individualism and gut instincts are damaging. Like cancer damaging. Sorry. I'd offer you another martini but you would probably puke it back up onto my shiny white Puma runners. </div>
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Economic Ecologies: The Next Generation. </h3>
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The economics of now are based on the science of biology and biological <i style="font-weight: bold;">systems </i>(complexity), <i style="font-weight: bold;">NOT </i>the science of mechanics and mechanical systems (complicated). </div>
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We understand our economic environments as highly complex, interdependent ecosystems. We will manage, and Not Control these systems through much more advanced management systems that are based on the science of collective intelligence, augmented with artificial intelligence, using design thinking, and the resultant advanced models of development (innovation, in the old industrial language). </div>
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Ecosystem orchestration is a vastly different set of skills and proficiencies than that of the commanding controls of an industrial economic business model. </div>
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The future that we are irreversibly in <b><i>is</i></b> a competition between <i style="font-weight: bold;">ecosystems </i>of which individual business species are a part of. It is vital to your future that you understand at a very deep level how your business is going to contribute to the health of your ecosystem. You know, your strategy. </div>
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Even if you are not the orchestrator, there's decent margins to be had by being an invaluable collaborator in the ecosystem. </div>
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To do that, you <i style="font-weight: bold;">have </i>to accept the two premises fore-shadowed in quotes that opened this little post. The option of that fork in the road is an illusion, and that doing the same thing over and over again expecting (better) different results is insanity, and eventually fatal. </div>
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Can you change? You tell me. But do know this. Those (including me) who are seeking a mastery of ecosystem orchestration will ruthlessly weed you out if you do not. We <b><i>can not</i></b> afford cancerous behaviours in our systems. </div>
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If you chose change, start with your ego. It may have gotten you to here, but it will not get you to there. </div>
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<b>~~GDE</b></div>
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Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-33655789135459556812017-07-06T08:54:00.001-07:002017-07-06T08:54:27.161-07:00The Return of the Generalist<img alt="Image result for electricity consumers" height="273" src="data:image/jpeg;base64,/9j/4AAQSkZJRgABAQAAAQABAAD/2wCEAAkGBxITEhUSExMWFhUXFxcYFhgXGBcYGRgYFxcXGBgVGBgYHSggGBolGxcVIjEiJSkrLi4uFx8zODMtNygtLisBCgoKDg0OGhAQGislHyUvLS0rLS0tLS0tLS0tLS0tLS0tLS0tLS0tLS0tLS0tLS0tLS0tLS0tLS0tLS0tLS0tN//AABEIAJMBVgMBIgACEQEDEQH/xAAbAAABBQEBAAAAAAAAAAAAAAAAAQMEBQYCB//EAEAQAAEDAgQDBQUGBAUEAwAAAAEAAhEDIQQSMUEFUWEGInGBkRMyobHwI0JiwdHhFFKS8TNyc4KiBxWywhckk//EABkBAAMBAQEAAAAAAAAAAAAAAAACAwEEBf/EACgRAAICAgIBAwQCAwAAAAAAAAABAhEDIRIxQRMiUQQyM3Gh0UJhgf/aAAwDAQACEQMRAD8A8pQkSpCgIQhAAhCEACVIhACoSLmq+ASg0iY+r931UQJXGTK6YPqYTIm2dUx4ecqVRHL/AIvv6Fc0mHafJw+RTp/FHhUbH/IJhRX9Ynk4ZHeThYpqq7nPn7w8DunHmBuByPeYfA7KNUO3w19Chghtx+v1XOe0JHFcpTRUoSBdBAHbCN485Kl06lOLmj/up1B8WiU1h2PPuiof8ro/JWtGjiQJyYyObXF49MqZIwZoNFsgbJ3oV3Md4Zask+Si410uMzm5PaKdT+ptneJUmrWBJD3MJ3bXo5Hf107+pCh1zA0LRsJFSn/tO3xQwIrz4+ev7rgro/X7LlKad0nQQeqtlTtUypWnwWVZt0TGuCn8MDqdQVGDvRuqvD4hjdTPhdWVHjMe7SnxIHzVEkhG2x+kwse+pF3TPmq00yFOfxxxEGkz+sKDiMY0/cLfQj4LZUwi2hEJtlYHddqLKp2KhIlQaCEIQAIQkQAqEiEACEIQBwhIlQAIQhAAlSJUACEIQAKDjqsnLyUqvUyiVXhhNytRkjloUmkw8neTQU01nh5kqTRpj+Vp8HkFMIOhjdyyeVRhZ/yCddTLRPeaOYIq0/1C7biHN+9UYOTwKrPjsuS8e8Ghv46Jt/uplMYRXiL2A5tuw+I2UZ/1y8lIrO3tf7zbA/5m7KM8/X6JGMhopF2BKXLaT5LLNo5a1OsPkuQ+bbLsYdzrxZY2aoljgeKFhH2jwPw5fzaVft7aZY9nVxGl/aNouE9AADHmsvQ4W92gcfJPVOCVGi7XjxaVl/7Y6Xikat/aqnXbkrMpVZ3jI7yDpE+ay/FcCxrppy2fun+5B9VW1sMQuW1nC145FMpSfmxHFfFHLguU866ZK2xaBEpXhchAD9L62+KkU8v4PRzyozPqf0Uyjm2z+UMHqtQrHPr/AAVGqx+H0cxSi07/ABrpqq0/i8ntemAgu+v7qZhMRNjqolQfWi5pvggpGMmW6EjTIlKlKAhCEACEIQAIQhAAhCEGDaEiVACoSJZQAIQhACoASJZQBCxz7xyUMuJUyrh3PdA/srHC8LYGhxBcSSB5alY5qK2aoOT0UrKLjslOHd/KVoKGGYXAOEDot9wf/p5h67A+liO9yIBHgRqtTk+gcIrtnktHE1GaEjodPQqSysHXjK7m38wt52u7GVaDS402uZ/MzTzGoWBrUIMsMHl+iVTfTVGvGu07OXi/XmNCo7lLjO0kDvD3hz6hRyPXbqtTsVxoXDMlwHO3hNklfvPMC02HIBO4dxaWu5FSMLQJBIGpn9pWOVDKOjuhhcgkjvG/gP1T9FP445nNdYAtAAHSyjhg5lTTvbLUlpGh4Txd9BwLYd4hbXC9vqbm5a1Bp8IPwK8vewzN12HPH3j5wVVZKJPEmabtUcHiO9SGQ8tPRYbFYI/p+6sv4ojWPJMVahclcr2Mo6plGTBXThvsp+Nw0szjYgHz0PwKi4QZnZeYIHjFvimTtWTcadHOKEON568+qaaF268eA+CGtWitHTPqNU+2Nw3/AHkn4BMN+v7qTQcNjB/AzMfUpoiscY8bGn5USVxVLfwf/m5qmNa87Yg+bWpKtGoB7tf1a5OIVVQfQMhMlSawvfX8TcpUdwSsYssI6WhPKJgHWI6qWkKIEIQg0EJEIAVIhCABKkQgBtKkQgwVCRKgASpFKwuAe++g5nTy5rLSNojJ7DYZ7zDWk9dh4lXFHA0mbZzzdp6fqpBxJ00HIWScr6N4/JEZwwsbMgldPcTTi3cNotrqnnGd0rabSCz+bTnI59FKSLQaGMa2nkplhlxb3xydv5LvhvE6lNwcwub1TZwxANuidbS0EafHotjLiuxpJSLzG9uq5pOa+HWgErzms687q6xtMiRGuyqMTRM2TqfLsnwUehqlVIcHDUa9QioyS6Dpp4nQBdYSg57soF4PkOZ5BXWEwzWCRd2pdHyGya0mZVkWhw6wNSR+Ea+fJWLqndygADYcvr80043vdMuq3CVKzG6LNuED6WZsF7SZA/l1DgPUKO3DtLrNgLvB0KmYFgM7ELX4Ls6+vDsha773I846rfTaN5pmWp0RyXFeg3YHxmQvRMV2YrAU20mWyNEaAP1c46S79lVYrgxI+07rz3QMpiZ1zC2XqeqzddG/9MHWw5hHsIF/rrCs8TTObIB7si28G5TmEwZcftBlaPAE9LpZaQyKbFUXU6bgTOeIA/CZk/W6omjK8kaTZamrVBcd2k6dFnuI0Mj3N8wfwxZNjYuTeyNlSJ4tsmY+v1TrZNoB9clKw8nTOejO6PVR2N/uU9npj3i53QaJ4kmTP4du9OmP9Sv+hXLqDNmUP9tYg/EpqljKQ0oT43Tv/cqe+Fb9eSe0ZTI1dp5PA6OFQKE4fX7KfUr4d33HUz0UepSm7Tm+aGYgwDrkdFPVXh3Q4K0U2UiCEIQMCEIQAISIQAqEiVADaEiVBgJQkVlwrDCQ52uw/NLJ0jUrY9w7hn3niTy2Hir1mHJbIaSOeg8uaVrqdNmcjMTZjZsSNXO5gaAKNUxr3mXkkchYDp0C5OcpvR1KCihkuGnxRQwr3u7rZTmFIc8CwE+QWy4PiKFOxgkb7eS68UU+zmyNoz2G7M4h1wxSMT2crhoaacQZkC69KwHFqMDLCsqeOY7WF0PEmiCyNHlFThD6TJcCSbAWzTvI5JuWMZ3m326RvzBXqfEuE06o9o0Q5sOnqvMu1DHU3PcWw0gnmCQLSuLPhfg7MOZeTI49gDjv+cqEzCZo62Uc4t5Jvqr/AIXQd7PO7U2b0bufO/kkpxQ3JSZGwuHFNha3eMxOpjQeHTzTFcwr1rQG5iATfIDcCLF7huZEAaWM6Xz2MrOc4lxkk76nxWRk2zZJJEeq4wnsDSlwBTQJnTXRP0MOdV1QZzyPTOzlCi1okiVt8BiaYADdV4vgHP0E26wFNw/Gq7Hy13O35K6miLge208WCdEVadN7SCAR9WWA7O9pqpo4itUaPsqQ53c50DzULDdvBJDjBg+RF/yKLQU/A/2r4A65pd3wC80xdJ7HHPrzK9Pf2pY9vedMi11gO0zw58hLKK7RsZPyVVOoNNt0uOoh7YtmE5Tzn7pTDRKsgwELmnrZeO9FA9kM+vqVFbBMGw1/dT+NsLYdsf8Ay+pVbSOaOcQtgtWEmroGsLjyCk0sO2YFz1TLnRYJWOOq12CSRt+B9h6tcf4rWCPrRW3Fv+nTmsBFdhgeBKy2A4jUAEOcLc1IrcSe6znE+cplw8oz3lRjuFFhyEzH1ZVWJwL2d4ac1pcPRdVfGYSdMxiY6noE9Tw4f7SwHdAtcF+0Kcsii9DrHyWzGZpvuFaNMiVHx+DLTmAsTB8U7SEAeCraZFKjtCEINBCEIAEIQgAQhCAG0qRCDDuk2TCt6cAEzcAW+uSr8FTUvLadpjx5qM3eisFSssDjTUDZPutDBazWgfMm56pIzWFm/E9Sl4PhWVC4OfkhhcJ3Lb5fMIa6Cpxq6RR3VkihVpsMH+6mYPF0Y7x8IMfNUDrkucfLc9ApOEwT6zg2mwucdgJ+h1TPIoq2LxssxVcD3XHyKm0e0FamQ0Ozc5+S449gqWGfkp6tDWyDM1APtHDmAbePgrjs12Yqlzatam72bRnJIuct4jX+yfH9SpVuhJYqL3iXab+HpUmvs97c7xyGwKyvaTtE3E0slNuZzrAC58gqLtDxE4ms6oZGY90cmizR05qfwrEMpU+43vulpeRfmQOQVfVUnRP0mlZmRwj2mKpYZkguytcTziXnyAd6LRcfLG1nUmGGNOUHk1oufgmuEd2tUqjVjYB6vMT8D6qHxJ5NRziSSTvc+a58srOjHChWYrM7kLZfAWA9FCrYSKhc6wmbXJBT+HYM4A06dBKsXYRria9QkU2NGeLFxmG028ieewaTtCg5cSlWUVctzd0QNkzi3OBAadttvFP0IeXOsIuG+PLwUWq8u7o2OkXPVX5NKiXFNnNOrUn3neAJCl4evWB7pJjouqGGywTqQr7szwd9ao+JLWZS/KATLrBoBIGxv08AkealdjLEaOiC3hdWRBq1aTPENZnPxKwWKwX2wDXHvOi4j3rG/n8V6nxThz/4alQYx4LS5/2hb3nOIAAItYAi/MLEYrAB9WoKTyQy4luV3d5t2vKZ51JpRYscVJ2ZnFEtMNBAFiJm41XBeXHp8loeM02Z6hgAklzSOTu8JG9iFQGic0b9LjyTeo7M9PR3YAp2lVtE7KQ8U3hsd118w6gajxVcxpDoP0EvKzXGiVWoCpTe065e7/mBBHwlZvBMuQbEgjz5LU4I3HiQqnHYHLUcdpked00ZdoJR3ZXijzT9CkFLbTztMe8PUj9UxGV1wVvIKH6WWbz5KY4NGgPmVZcL4Q0jM4D3ZMmGidDI8RZW+I4RRhsPZygOzGI948hokWVXQzgzL0azgZAG4uPzU1tPLSYb94knaFJx2Bp0arm5va5To0QDHMqLXxDo2k69GjRqOPLaByS0LW4e2qwgGDtPNZ+rSc0lrhBGy0GEJaE/XYysIeL7Hcft0VF7ST2ZZCl4/h7qRvduzhp+xUNUTsR6FQkQtAVIhCAFQkQgBtKkQgwnYeplHknv4mXNMS0fd6BRWaIaVLjZbk0iwOKcXl+7jJiw52U1lF5YKpIyF+Q8wQAdOUH4KlzKbhcQQ0tmxI+HySSTS0bF32T6OHzvsLbDWy9F7J8Cr0KdWsxhB9nqZD2AXc1rYuTaCeSynYzEMp1RUqNc4Nu0NiM20zsvasPXLqFSo2C4gEWt08oXn5ZOU+D6Kt8VaPEqeb27cQ7RjgWt/wApsL6/mZXoOC4zTeyz8rpzawZOoPRZ3jtKm/7Rrg14F2FwgG5MDUzzCoqVP2pI0tY9VH8qtnRVaGO0jaRxDzSPczTA0mP1lNiiHUpBv7WLae4E3WwxE85j0T9Bk4c/6sn+hehCuK30c0uyVwvh32LyYzF402AtfzcFTYnDHM4zBBJW+4dwepRw1drwA4ik6MzbN7zr3sbaG6zeMwgc3NpJ1/JQ9T3dlY7Rn6Dyw5oGm+l07xWsXUA2bB0x1Iifh807XpiQBsVzxEAUjO8D4qnezH8GaD9xYjXqrDDUrzzUXDYXM6wtMLS8P4dJAP1CfJNISEbHMNgA/K7cCXDmBf68VZcK4vVpVnPayGuEFlwCNieut1NocNeWmG3cRboO8T/4+qs6NB0NGVu401jcrgyZEtdnVFD2J7XZqeYUnAiBfLE7O6Hu8lkv+4kPq1I71WZ5AuJJjpdbGlwAPa6GkGWmB4Ov4XUGr2ecDcWSwzRg7QrgnoxvFqZPsiBd1Nvqyaf/AKAqmq0yG5gLtN5kT0kEH0K3fFOEsFNjnF0Nc5tvxAOA+DlleJuGjRDRp56rrhlcmqEcEkyuwU1HMEw5zg0HqTAnzIuu3UzBkQ6mYPQEkEHwMeqhvcWuaB929ues+Ks8RiDUfUqgQKriY6lwdfquh3dkROB0C95Aumu00tc0Efd+RIVlw95YZEA2mLSbCyY7S0vaVmGzZZMnQSZTJrsWn0ZSDMgwp1CvVzBsm9zMet1HfSvAPmpZwzwGvM5TaddNlakyW10a7s+A+mGZoPtCDaYEGHj1jyC2+E7NCo8FxJaGxYZQbC8De2qwvY/HUmk+0dfYG3xXo9LtOxuHFZotmLHdLSFuPFG7syWSVEX/AOPqf8x1lVXFP+nZjuOVkO3VLd0KXQ7Y0nffC61GJyuUjzjF8Iq0e64FMUgBr6L03FY6hVnNCw/HcO1jzk93bqoZYrwXxy+SvbTzS03B1BWc4nw80zIuw6dOhWnp1yAbZgbX1EaQeijVoe0iLGxC5FJpnQ4poyRQnsXQLHEeh5hMrpTsgCEIWmAhCEANoSIQBIYbJWOXFI2SJBx1xuU/h9RKjNPqpOGbJASy6Nj2aPhTiHDL6/p9br1TsZxLMTSee64ZYmwka9LyvK8Jii2GkS3kduoOyv8AguMcx2Zp8BuvPyryjrStUaPtBwV9KoQG5i6QJE7g5h1j5qpZwZ1Mio4ZWNmRuSbADnK9B4XxanXo5q8Ny2Dpgnw3PJK/hVCsWkVdJIBESNN40IUfTlftar+QWWvu7PIsfhXy4kQdrG5JuB4ShtAsw5/1BP8AQV6xiOC4JhaajwYkxa5WX7VNpuAFGmGUwZkG5IBufrZVjzXYc4y6RzwXGVH4WqQ9zjSbSALgCQCXjKZHeFyL7KhrFpY5pgODpAAsZEOFtIsfVSOzvEHh76BPcqNLfFzbt/P1UKuMtUECYM3uLc+iSUUPDVlbWwzQ6xmNoUbiAzMDQNStE7h4a4vLmjNTFRoE3DrEDkQZEcwq+nRzWAvfy/RPHImjHHZV4fDBmgudStZ2Y4dnqMbrOgPx0VM/ClpbmIynkdputLhMW2i9tWi0hmjZMklsZjGoFwlm2zVpUbw9n6brZ4eBBgRc66LlvB6bL1HNhuwWep9pXvd3mjUuHMzt0AlMjjPvZwBDSe9m73QRqVzTUU74fyJGM/MjRHjDWuy0xA0aABLjb15eadrcZoOs+n3rSD9eKxXGcfTe1jqbhJsQGlpbF7km/kq6hi35tM0C3LnfzWRllf8AVD+jDs0XavF0XMe0AMgNLQJu4E8uhK81rUC8kAaAm52FyZV1xXiEjO9wLyfcy2jmTt5KjxeMBMFuXYAbdSd10YoyXYNJKiixFEhxbIEZnCRrMWUrhUkEH3RfzOny+ClYzD52e0GrR6hLgR9lJ3PyXY5e0jWybw3Ae0kmzWlpc7ZoLsvxmyqe0x/+zkicjWgjrc/mFueB4QtwwBH+LWY43+5Rbng8pLx6hY5zy6rVxJykEPgOiKh2AB5CPRThP3GtWqKX2RsXCJuOonkrGhxDuGnHdP5brnG1nVQ0lrQ5oDZaIMNFg4TBjnEpujQETeYvbddMcnyTcPgkYbFtGaRoLiPL81tOCYhtXA4gAHuOa/ycP2WYw8Mw7yGgms8skiYaxoJInQy9votZ2I4TUZSqGrDGVqWVubUme67Lrlg6oWdQfudCyxNrRkWOoO98loab2vH9/mo1Ph1SoXGgC4NaXGNmiTJ20CvOL8GNMtnK5riWl7ZAk3vIGlj5LrDYisMLUw9KmBGZ1RwgOLWkEgnkLjwKm87kriU9FLspqHEaxGZzpAI12/ayv8JwutVbTeTmo1Dlc5neNNxtD26i8eSzVDC9YlWfCOLVsHUzUn2IGZp38QdUZHPj7XsWKV7HKlM4as6jXbIBg9QdHNPxBSjBD2pptdOYTTOztwDyJ08Vqu0NBnEMIMaHhtZmZpYQBmLQCWgm5MAuHivPxiYgjUEfAyIUscnNX58jKkN8cwstkai/luPJUC1GKiXDUTI/yuuPgVmarYJHIrrwt1TI5Vs4QhCuSBCEIAaQhC0Byi6D4p17VGUui7MIOyRjIVlHfQa/spVAZTIM6XHhomscDmjYAQPzUulRc2BsYjziAoSlqyyjstsFiy8sDwAG5iTuYE3Wz4d2ZqeybWI94ZrGwBG/wWHwxIzd0E2EC+/Rabs3xd4dka8hpAlhMgx90ToP1UlKKW+ijUmbfhdJgpBpbIIu46zrvoE1Txwayo3M4mzWGCBk19dVYYKvSqi1jEx+kaqThMLTc/SQLLJ4MSTkpCepK6aM63DOdRzuFs3dnmZlZ/H4z7s90HXn0W74zWpNEGo0NYIDdyVjeJ4NtUtbTuZMZRNyLTHVcEcnud9HVHasz9bEkVGuZq1wI8RB81dcVoNtVZ7lQAs6TOZvkQR5Kn4vgjRJYTLh8Oit+y+FdWw9Wm61NkPa+3ceSAWQYnNy5jqrNLjyQrbTLLiuCpMaDTEN9nTJuZeXCYvpeSR+FZo4V4MEFokT56LT1mFtNvtKeQNFNsEbkSXEnndPdm+He2a8ue3MC0Nnlu6PvWsB1UIzcbaG0oqygo8MdIOUlugMK3ocLtY6iPCfku8bxR1FzmNLiA0xnADhGotoCo3CeMmSHR0uQCfH1XVgzxauZOeN/wCJKocNqMmIIDh46TZSWB7wWFku1NrAePOU4f4h5ztDdT3d40N/BXOHoke8yLagzJt+6xfUY7pMHBrszgw9Id2rTg7SPmuXimzvMAA3AGoV9jcEwm5vGnLks3xYBjhqPFdOqtUTVvRWcVwwL8zRNp8Asu/ASCSf26lXvEuJE5r3NiQIsNAuOzj6ZqOp1TDKjS0nYHVp9UuST48kbBU6KnBnuETzH14qRTwcMbGl7KM+llcfEhazgeADw11yRFtifu/mfJSnKlbKJEx9Atw1FsgBjajqht9nTcSHkgm7sogDm4LGU2YWqPa1sQ5kEgUhTLnZZ7uUyGARqLaLvtfUaKgYx2cAXtEOnvDqJGvjCpTlygDVbCFrkTk/BO7Q4unVe32LMjGMbTaYAc4NHvvixcTJ9FF4cxxdBXDGqz4Xhs9RjRbM4D1MSq9KjC64hSDWsp5PdYDMWzVO/wDIt9FqMB2gNOnT9rSJqBuUG2UtGhG4WZxdV1R5qT9mXyBOw0tyiE6MQ4vLnEmAI6DpZcWSKkzpS1RZcRqfxBDTpqG/iJ1PxVjxzstT9lSe2GFzYfM3cN45rPYKs4OsT3tYm97DroF6NUHt8CALFtrmDOgv1SwVWl8aEySpr9nldTg4bma5wzi4ZBJc3cttdZTFPOaL25/Jek4rhNWsxkQHMcQHkxPQEbA/msVxbD+zqZXFr3NJBIgg+Y1jmuj6fPyVPsTJBeAPEAcCyhfO3EF8c2lkA+RkKvx9DLluO+3NHLvObB62nwIXeLw3smtOaXObLmj7oce60nckQfNc0HNcxxquPd0AgmSO6BvFjPgF0RVbRN/AzTcIM6ggeVx+iqscO+esK1ZR7ocN5nxCqsee95fmVbG9k8nRHQkQrkQQhCAGkqEIAE5QcQ4Ec0IWPo1FrxBogHyT9FxIvf7OfMBCFyS6R1R7ZKp1TlA5gzYSdNTqp3AqhDnQSIuI56fKyVC5cn2M6I/cj2bsRhWDDEhomXddHOA18E7lAD3j3i0knrdIhcmT8cCK/JI82x7y4kkk3Ku+xjj7YDYySPBtkIT5Pxl2UPGmh1YzeXmeveU2i8tp5ASGl75A0sICRCyT9iNRL7QVXP8AbFxJh9IDoC2oCPgPjzKrKTy1tiRf8gkQqYtxEeix49eo6f5GHzyi6rKLQMlvrMUqFCPkq+kbHhDBDeuaVo8I8kXSIXI+2Sy9FZ2k/wAJx0IkiLXAJBssRWql4aXnMet+aRC6fpm+RsftKItBeZHP6hJg2jOPM+iEL0vBLyLiBNQztl+Ur0LADIMIG2DiwnqS8tPwAQhQy/ajZdnlnFxFR8c1AahC6YdCyHyLN+t/itN2SotLqjou2i9zehiJ+JQhZk6CI5QbbwFlOotAqOEfRCRC4Z9HUWuHoNbVygWLojXYc/mtXxFoZhm5REubPXvdUIWQ7l+jnydx/ZgePYl+as3McodAAMAX2GywVU3KELq+mXYZOiFiHmE23QoQu5HOPNqGGjx+arsb7yEJodiz6GEIQrEgQhCAP//Z" 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<span style="font-size: large;">Specialisation is stifling innovation.</span><br />
<span style="font-size: large;"><br /></span>
So says this report from the World Economic Forum, <a href="https://www.weforum.org/agenda/2017/05/why-experts-have-killed-innovation/">Innovation is dying, and experts are to blame</a>.<br />
<br />
As a life long generalist, this is music to my ears, as <i style="font-weight: bold;">I've </i>felt stifled because my game plans and avenues to unique value creation on predicated on specialisation.<br />
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The solution to our lost innovative capacity might therefore be relatively simple.</div>
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Instead of focusing on hiring specialists or experts in a particular field, we should hire generalists of a broad mind, capable of thinking outside the box. Hiring independent innovators outside of institutional structures <a href="https://law.yale.edu/system/files/documents/pdf/Sokoloff.pdf" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border-bottom: 1px solid rgb(213, 224, 232); box-sizing: border-box; color: #005c9c; line-height: 1.125; text-decoration-line: none; transition: all 0.15s ease-out;">might be one way</a> of protecting them from the pressures of specialisation.</div>
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Funding and grants should also be less tied to how much someone has specialised, and more to how inventive or creative they actually are. Our system should move more towards this kind of merit-based ideal, rather than focusing on expertise and certification.</div>
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Beyond this, businesses can consider challenging staff with lateral thinking. The key is to push staff beyond their narrow jobs and into new fields and endeavours that challenge them to think in new ways. Younger workers in particular should play a greater role in contributing to the ideas, products and inventions of a company, rather than being excluded until they have gained the relevant degrees or qualifications.</div>
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I second this recommendation!Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-41718613970951387122016-05-25T09:57:00.000-07:002016-05-27T11:34:00.806-07:00Teaming For Audacious Innovation: The Future of Urban Auto Transportation. <div class="separator" style="clear: both; text-align: center;">
<a href="https://1.bp.blogspot.com/-TIP3OZQplOM/V0XWRHcA8CI/AAAAAAAAQFE/VLiRU3WZfVAFTSnhxMSbeQ5x4ehhK88CACLcB/s1600/Blockchain.jpe" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="239" src="https://1.bp.blogspot.com/-TIP3OZQplOM/V0XWRHcA8CI/AAAAAAAAQFE/VLiRU3WZfVAFTSnhxMSbeQ5x4ehhK88CACLcB/s320/Blockchain.jpe" width="320" /></a></div>
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<h2 style="text-align: center;">
Glia Ecosystems</h2>
<h3 style="text-align: center;">
Designing, Developing, Delivering The Future of Urban Auto Transportation</h3>
<h3 style="text-align: center;">
"3Ding" The Future</h3>
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<span id="docs-internal-guid-c07f4229-e8d1-aceb-1f0c-b90afe8a3f90"></span><br />
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<span id="docs-internal-guid-c07f4229-e8d1-aceb-1f0c-b90afe8a3f90"><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">As you are reading this, I know you are already </span><span style="font-family: "arial"; font-size: 14.6667px; font-style: italic; vertical-align: baseline; white-space: pre-wrap;">nearly</span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"> as excited as I am, about the journey we are embarking on together. Together as a team, we’ll become even more excited about the challenges and prospects this journey represents. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">As a team--a </span><span style="font-family: "arial"; font-size: 14.6667px; font-style: italic; vertical-align: baseline; white-space: pre-wrap;">team </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">of teams!--we are collectively “designing, developing and delivering” one of the most advanced organizations of the 21st century, an organization whose purpose is to bring to society the future of urban auto transportation. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">The value we will co-create for citizens, cities, and the auto ecosystem will be the greatest transformation the world has ever seen. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">That is really something to get excited about! </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">Building a platform that can attract and orchestrate an ecosystem of vendors and brands, from very big, to very small, that can continuously “Design, Develop, and Deliver” the future of urban auto transportation, while creating win-win-win value for the platform participants, our host cities, and our consumers, will be nearly impossibly hard. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">That degree of difficulty--which is really only an artificial obstacle--and our ability to blow past that, is our competitive advantage. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">It is important for us to understand, that while technologies and its advancements are crucial pieces of the puzzle to our business, a puzzle that will continually morph, these technologies only form the substrate to our business. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">Our business is people, and the society we are embedded in. </span></span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">To overcome the challenges inherent in our journey, to create the satisfying wins along the way, it will be a matter greatly as to how well we can come together, function and </span><span style="font-family: "arial"; font-size: 14.6667px; font-style: italic; vertical-align: baseline; white-space: pre-wrap;">perform</span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"> as a team, the </span><span style="font-family: "arial"; font-size: 14.6667px; font-style: italic; font-weight: 700; vertical-align: baseline; white-space: pre-wrap;">Core Team</span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">, that will make the difference. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">Here are two things we know for sure:</span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; font-style: italic; font-weight: 700; vertical-align: baseline; white-space: pre-wrap;">1)--The auto industry is going to go through radical transformation. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; font-style: italic; font-weight: 700; vertical-align: baseline; white-space: pre-wrap;">2)--We know how to design, develop and grow the organization that will facilitate that transformation. </span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">Those are two knowns we can be assured of that we can hang our hats on. </span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">How much of the value of this transformation that will be created overall, that </span><span style="font-family: "arial"; font-size: 14.6667px; font-style: italic; vertical-align: baseline; white-space: pre-wrap;">we</span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"> can create, that </span><span style="font-family: "arial"; font-size: 14.6667px; font-style: italic; vertical-align: baseline; white-space: pre-wrap;">we </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">can capture, that is entirely up to us. </span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">With this broad understanding, let’s look at some of the most important skills and things we need to continually excel at.</span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">Learning to learn, communicating and dialogue, leadership and personal development, team building, network orchestration, and continuously developing these skills in others.</span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">In concert, these skills, and we as people, will continually create the environment where other can excel at developing our collective purpose. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">Abilities are the talents we individually bring, be that coding, marketing, product development, engineering, etcetera. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">The skills that we value are what will elevate us to the top of our game, and to the top of our field. </span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">Particular to our organization, is a system I developed called </span><span style="font-family: "arial"; font-size: 14.6667px; font-weight: 700; vertical-align: baseline; white-space: pre-wrap;">Smart Swarms Systems (3S)</span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">. It exists now only as an abstraction, as due to its nature, we have to learn, develop and grow that system together.</span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; font-style: italic; font-weight: 700; vertical-align: baseline; white-space: pre-wrap;">3S </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">will be a highly refined form of collective intelligence. It is vital to value creation and network orchestration in ecosystems, and as practitioners and nodes (think neurons in the brain) in this system (this </span><span style="font-family: "arial"; font-size: 14.6667px; font-style: italic; vertical-align: baseline; white-space: pre-wrap;">hive mind </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">we could say), excelling at using it, and contributing to it, will form a core competency across the Glia Ecosystem, that others will find difficult to match. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">The </span><span style="font-family: "arial"; font-size: 14.6667px; font-style: italic; font-weight: 700; vertical-align: baseline; white-space: pre-wrap;">3S </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">is critical for creating bonds and information & knowledge value flows throughout the ecosystem, for making smart decisions at all points, for swiftly moving ideas to creation and production (in conjunction with the best known principles and practices of productive innovation), for organization and orchestration of value, for organizational balance of individual and group identity, for understanding the business and competitive environment. </span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">Most importantly, when coupled with data technology, the data flows will allow us to develop real time mapping of the Glia Ecosystem, that will be a vital tool for transparency and visualizing value creation flows, and trouble spots within the ecosystem. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">The other half to our core values and collective wisdom, is truly, deeply understanding the very nature of social business ecosystems, why they represent the future of business organization, and that of value creation and harvesting. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">Our dedication to the skills, values, and systems is what will make Glia Ecosystems the standard by which all others are measured. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">Nothing energizes me more in the morning than that of the thought of working with you, with us, and our open ended opportunity to create the future. </span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">If I can instil that in you, and we in everyone that joins our organization, our purpose, our lives will define what it means to be wealthy in the 21st century. </span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">
If this is the challenge and opportunity you have been looking for, contact me now, and lets find out if you have what it takes to be part of this team.
</span><span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">Yours truly, </span></div>
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<span style="font-family: "arial"; font-size: 14.6667px; vertical-align: baseline; white-space: pre-wrap;">Gregory D. Esau</span></div>
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Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-50654734114682074802016-02-01T14:51:00.000-08:002016-03-09T11:23:35.244-08:00Glia as a Platform--The Basics<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://2.bp.blogspot.com/-dvSBclyemhM/Vq_g0aUiRhI/AAAAAAAAPko/jkPNWt7h0qc/s1600/neuralnetworkartificial.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="220" src="https://2.bp.blogspot.com/-dvSBclyemhM/Vq_g0aUiRhI/AAAAAAAAPko/jkPNWt7h0qc/s400/neuralnetworkartificial.jpg" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Artificial Neural Networks</td></tr>
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<span style="font-family: "arial"; font-size: 21.3333px; line-height: 1.38; white-space: pre-wrap;">What is Glia?</span></h2>
<b id="docs-internal-guid-8638d924-9efe-d686-1255-2bf4b60be7c0" style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Glia is a distributed </span><a href="http://thegliarevolution.blogspot.ca/2015/12/from-firms-to-platforms.html" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">platform</span></a><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> concept designed to bring public and private enterprise along with citizens and public/private business leaders, along with knowledge networks together to “design, develop and deliver the future of urban auto transportation”. </span><br />
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">These vested parties and stakeholders are the 'social business ecosystem', with Glia as its 'Organizational Operating System'.</span><br />
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The Glia architecture places the power hubs of urban auto transportation system within the cities themselves, to the benefit of their local business people, and citizens. </span><br />
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The platform allows cities worldwide to 'plug into' the system, allowing networks of scale.</span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Glia is a business and organizational model that enables a distributed approach to Transportation as a Service (TaaS), and for orchestrating the complexity of third party vendors, the public sector, along with empowered individuals for the design, development and delivery of such a service. </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The name Glia comes from a neurological cell dubbed the “social glue”, an ideal name for social networks with a purpose. What started as a terrific, smart and engaged group of people on the interest based social network, </span><a href="https://en.wikipedia.org/wiki/Google%2B" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">Google Plus</span></a><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">, who were looking for ways to develop a social platform to create socially beneficial businesses, products and services, Glia has evolved to focus on the future of our urban auto transportation. </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">More than just a platform, it is an economic philosophy to harmonize society and business, and the development of people for what some are calling the </span><a href="http://www.weforum.org/agenda/2016/01/the-fourth-industrial-revolution-what-it-means-and-how-to-respond" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">Fourth Industrial Revolution</span></a></div>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 21.333333333333332px; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Why Do We Need Such A Platform?</span><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 21.333333333333332px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> </span></h2>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">A well designed and populated platform allows anyone with a vested interest to contribute to the process of value creation. Platforms have the ability to attract the wide and diverse knowledge and expertise necessary to solve complex problems, and co-develop the kinds of innovation needed for new value creation.</span></div>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">When it comes to something as complex as auto transportation as a service, where a large variety of public and private stakeholders are involved, we can bring all of them together in an online space, to share knowledge and insights, collaborate, co-design, and </span><a href="https://en.wikipedia.org/wiki/Imagineer" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">imagineer</span></a><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> the future of urban transportation. </span></div>
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<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Platforms, and the social-business ecosystems they develop, also distribute risk and reward, making for robust and resilient businesses, that are highly adaptive to the ever shifting and evolving economic landscape. Because of their community driven nature, these platforms are much more sensitive to local economies over that of the corporate models. </span></div>
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<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The key to platform performance is its ability to attract and aggregate networks of knowledge and skills. Geography or singular business units are no barriers to these networks, and as platforms expand from city to city, the sharing and creative capacity grows </span><a href="http://www.exponentialorgs.com/" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">exponentially</span></a><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">.</span></div>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Deep pools of the necessary knowledge, know how and expertise can form into clusters, furthering the ability of the platform to high performance.</span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">A strong sense of community, ownership, and vested interest often becomes a defining aspect of the well designed platform.</span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">As such, this gives cities and their citizens a way to be part of the leadership and development over our transportation future that we might not have otherwise. Furthermore, this allows the evolution of co-ownership business models, where cities and their citizens can have an ownership stake in what the famed consulting firm McKinsey and Company describes as:</span><a href="http://www.mckinsey.com/insights/high_tech_telecoms_internet/Disruptive_trends_that_will_transform_the_auto_industry?cid=other-eml-alt-mip-mck-oth-1601" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;"> Driven by shared mobility, connectivity services, and feature upgrades, new business models could expand automotive revenue pools by about 30 percent, adding up to $1.5 trillion.</span></a></div>
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<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">We all know how important continual innovation and applied innovation is to the future prosperity of society and business. Well designed platforms with a cultivation of an open source problem solving culture can provide the optimal environment for continually applied innovation for a wide and deep pool of value creation. </span></div>
<h2 dir="ltr" style="line-height: 1.38; margin-bottom: 6pt; margin-top: 18pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Our cities and their citizens should be able to contribute and share in this massive pool of value creation.</span></h2>
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<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 21.333333333333332px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 21.333333333333332px; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Why is This Important?</span></h2>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The most significant issue here is the generation of personal and collective data that is becoming the most valuable resource in this “fourth industrial revolution” and who owns and controls that data. </span></div>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Of equal importance, is who is going to own and manage the future of urban transportation. </span></div>
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<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">We believe in creating and developing the models that allow all vested stakeholders to extract the most value from the data, while at the same time guarding the privacy concerns of people and businesses is paramount. </span></div>
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<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 16pt; margin-top: 0pt;">
<span style="background-color: transparent; color: #666666; font-family: "arial"; font-size: 16px; font-style: italic; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Conflict of Interest</span></div>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Many of the current big players that are already shaping our transportation future are public companies listed on the stock exchanges, and are therefore obliged to their shareholders. The tech companies of Silicon Valley, while creating an enormous amount of innovation and value over the last decades, also adhere to a more libertarian philosophy that may also conflict with the best interests of cities and citizens. </span></div>
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<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">It doesn't have to be this way. The window is open for developing our future in a way that benefits the public and private enterprises, our cities, and their citizens. </span></div>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">As Jenny Lindqvist, Global Head of Intelligent Transport Systems, Ericsson, said at a recent </span><a href="http://www.newcitiesfoundation.org/about/" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">New Cities Foundation</span></a><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> conference on our </span><a href="http://www.newcitiesfoundation.org/blog-our-urban-mobility-future/" style="text-decoration: none;"><span style="background-color: transparent; color: #1155cc; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">Urban Mobility Future</span></a><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">, “We need to work towards building an ecosystem rather than an ego-system,” </span></div>
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<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">By this she means we need to put the health of the overall (transportation) system over that of the individual need for control and profit maximization. </span></div>
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<br />
<h2 dir="ltr" style="line-height: 1.38; margin-bottom: 6pt; margin-top: 18pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 21.333333333333332px; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The Future of Urban Auto Transportation?</span></h2>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Imagine a future where upwards of 80% of the cars are gone from the road, where private ownership of a car is now rare, and most of us subscribe to a “transportation service” (Transportation as a Service--TaaS). </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">What would that be like? </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Owning and operating a vehicle is most people’s second biggest expense, and not a particularly good investment. </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The promise of TaaS, is to bring us more convenience, while lowering our transportation costs. Our liability exposure also decreases. </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">For cities, the shift is absolutely profound. This will change how transportation infrastructure is needed, how it’s developed, and how highways, roads and streets are designed and maintained, and dramatically changes our city environments to becoming much more people centric. </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Imagine the health and well being of our cities and citizens with such a dramatic reduction in vehicles clogging our streets, and the resources spent to accommodate them. Owning and operating a vehicle is often a stressful, and costly endeavour. The future of auto transportation can bring people the choice to free themselves from this burden. </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Other issues at stake are things like public and private parking (and the revenues they generate), traffic fines and enforcement, insurance and liability, who owns and operates the vehicles of the TaaS, who supplies the rider experiences and value added services, and so forth. </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<h2 dir="ltr" style="line-height: 1.38; margin-bottom: 6pt; margin-top: 18pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 21.333333333333332px; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The Sharing Economy</span></h2>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The Fourth Industrial Revolution is more than just breath-taking technological change and advancement. It’s also about new economic models and opportunities. </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The opportunity here is to development new ownership-stakeholder models that can both generate wealth creation, </span><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: italic; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">and </span><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">distribute wealth generation. </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Much has been said and written on how technology and capitalism are “destroying jobs” and “concentrating wealth”. </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">However, these same technologies can also create new business models and ownership stakes. A new kind of “networked capitalism”, that blurs the line between the worker and the owner, facilitating the mechanisms of wealth creation and distribution. </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">For futurists, these social and technological trends can lead to either a utopia or a distopia. While hopefully the extreme scenarios are limited in odds, today we can also make choices and conscientious efforts to work towards shared prosperity rather than wealth concentration. </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">For the Glia platform, our culture and philosophy is geared towards shared prosperity. Join us in helping us all get there!</span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<h2 dir="ltr" style="line-height: 1.38; margin-bottom: 6pt; margin-top: 18pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 21.333333333333332px; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">About Me</span></h2>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 16px; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Gregory D Esau</span></div>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 16px; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">CEO & Founder Glia Social Business Ecosystems</span></div>
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 16px; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Developer of SmartSwarms Organizational Intelligence</span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Since the early 1990’s, I have been passionately engaged in learning about the evolution of distributed economic and business models, and acquiring the knowledge and knowledge networks, so as to apply these models to business and social challenges and opportunities. </span><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span><span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">I have used my thirty years of business experience in the highly competitive, challenging, and rewarding world of custom home construction, and general construction, to further hone my applicable skills and knowledge, so I can provide the leadership, guidance and business experience to value creation in the 21st century.</span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">This passionate pursuit, combined with my work history, has led me to developing a broad knowledge base, a broad knowledge network, and the skills that enables me to “orchestrate” the building and development of distributed business organizational systems, the leadership and coaching required for such systems, and to oversee and guide the necessary technical, business and social development. </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Based on my continual research, along with strong evidence, I believe it will be the kinds of systems and models I advocate that will give society and business the best odds of a strong, sustainable distributed economic prosperity, and broad social well being. </span></div>
<b style="font-weight: normal;"><br /></b>
<br />
<div dir="ltr" style="line-height: 1.38; margin-bottom: 0pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-family: "arial"; font-size: 14.666666666666666px; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">In the May 15, 2013 Provincial Election, I ran for the Green Party in the Vancouver Kingsway riding, under the slogan of “A Vote For Me, Is A Vote For We”.</span></div>
<br />Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-20478254848082016602016-01-08T13:09:00.001-08:002016-01-08T13:09:38.858-08:00Building for Our Business, Building for Our Society<div class="separator" style="clear: both; text-align: center;">
<a href="http://3.bp.blogspot.com/-OaxJdlNmLBY/VnmBtd1uj8I/AAAAAAAAPcE/2vQRwzBrXO0/s1600/does-natural-gas-cng-have-a-place-in-future-of-automobiles-tech-geek-environment-cars-2014-600x280.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="185" src="http://3.bp.blogspot.com/-OaxJdlNmLBY/VnmBtd1uj8I/AAAAAAAAPcE/2vQRwzBrXO0/s400/does-natural-gas-cng-have-a-place-in-future-of-automobiles-tech-geek-environment-cars-2014-600x280.jpg" width="400" /></a></div>
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"If you are interested in building a business to make money, forget it, you won't. If you are interested in building a business to make a contribution to society, then let's talk." VC legend Arthur Rock.<br />
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More Than A Business</h4>
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What we see in the picture above is business and society at odds. The auto industry, whose business model is predicated on selling units, needs to sell <i style="font-weight: bold;">more </i>units. Cities and regions, however, need <i style="font-weight: bold;">less </i>cars, as billions upon billions of dollars are already being spent on infrastructure to handle the increases that benefit the auto industry, but costs citizens and society in many ways. </div>
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For the co-creating the future of regional auto transportation, the auto industry and cities are <b><i>at odds. </i></b><br />
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We are going to need much more than business as usual if we are going to design, develop and delivers the right buffet for choices for the consumer, that leaves them better of than they are now, cities better off than they are now, and the various players from the auto industry better off than they are now.<br />
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An Investment in We</h4>
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According to a July 20 2015 paper from Barclays, <a href="http://orfe.princeton.edu/~alaink/SmartDrivingCars/PDFs/Brian_Johnson_DisruptiveMobility.072015.pdf">Disruptive Mobility</a>, it's possible we could see a <a href="http://blogs.wsj.com/corporate-intelligence/2015/05/20/barclays-sees-autonomous-cars-reducing-new-vehicle-sales-by-40-as-world-shares-vehicles/">40% reduction in new vehicle sales</a>.<br />
There are two basic forces driving that forecast: the driverless auto, and platform ride-share companies like Uber and Lyft.<br />
The problem with those models, from our point of view, is the profits (and job losses) go to Silicon Valley and Wall St.<br />
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While some believe it is a foregone conclusion that these tech giants have already won territory for the future of our auto-transportation, we believe differently.<br />
Uber, Lyft, and Google may be making all the headlines right now, but boiling up from the surface are the technology enabled social movements that make it possible for our cities and their people to by the majority stakeholders in the future of our auto transportation future.<br />
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In <a href="http://www.shareable.net/blog/owning-is-the-new-sharing">Owning is the New Sharing</a>, <span style="background-color: white; color: #48413c; font-family: 'Proxima Nova Condensed', Helmet, Freesans, sans-serif; font-size: 16px; line-height: 22.4px;"> </span><span style="font-family: inherit;"><a href="http://about.me/antonin.leonard" style="background-color: white; box-sizing: border-box; color: #0694d3; font-size: 16px; line-height: 22.4px; text-decoration: none;">Antonin Léonard</a><span style="background-color: white; color: #48413c; font-size: 16px; line-height: 22.4px;">, co-founder of the Paris-based network </span><a href="http://ouishare.net/" style="background-color: white; box-sizing: border-box; color: #0694d3; font-size: 16px; line-height: 22.4px; text-decoration: none;">OuiShare</a>, thinks there has t be a better way:</span><br />
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<span style="background-color: white; color: #48413c; font-size: 16px; line-height: 22.4px;"><span style="font-family: inherit;">“Society needs a new narrative about the world,” Léonard thinks, “and that narrative has to be different from the one Uber is offering.”</span></span></blockquote>
I agree wholeheartedly. Community ownership of transportation (and other services) is more than just a new business model, it is about what kind of economics models with which we want to shape our future societies. <br />
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Furthermore, these are no longer abstract theories, as the New Zealand based social enterprise network <a href="http://www.shareable.net/blog/enspiral-changing-the-way-social-entrepreneurs-do-business">Enspiral</a> can attest to.<br />
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However, this is only the beginning. the blockchain, with people like those behind <a class="g-profile" href="https://plus.google.com/112222107871954080534" target="_blank">+Ethereum</a> leading the way, community ownership will be empowered in much more robust ways. The blockchain technology is now where the internet was circa 1992 (approx) before Tim Berners-Lee gave us the WWW. This opens the door for an even further evolution of social-business models that can replace <a href="https://medium.com/backchannel/can-an-arcane-crypto-ledger-replace-uber-spotify-and-airbnb-f8ce3846d84a#.ysbs3zfgp">Uber, Spotify and AirBnB</a>.<br />
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Fellow collaborators in this future, the good people at the <a href="http://www.enliveningedge.org/">Enlivening Edge</a>, are seeing it the same way, as explored by Stefan Groendenal in <a href="http://www.enliveningedge.org/tools-practices/decentralized-autonomous-transportation-networks/">Decentalized Autonomous Transportation Networks</a>, and <a href="http://www.enliveningedge.org/columns/reinventing-road-transportation-systems/">Reinventing Road Transportation Systems</a>.<br />
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And this is just a snapshot of the social-ownership models and movements that are brewing.<br />
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<a class="g-profile" href="https://plus.google.com/113281182431789566323" target="_blank">+John Hagel</a> , of <a href="http://www2.deloitte.com/us/en/pages/center-for-the-edge/solutions/about-center-for-the-edge.html">Deloitte's Center For The Edge</a>, in his most recent paper <a href="http://dupress.com/articles/future-transportation-technology-mobility-ecosystems/">Capturing value in the evolving mobility ecosystem</a>, explores the potential even more deeply, rising the concept of the trusted advisor.<br />
Trust is the key term here, as in order to fully realize the benefits of future of transportation, the question of who owns the data, and how private and portable is your data is going to be central to all models and businesses.<br />
More so:<br />
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<span style="background-color: white; color: #373737; line-height: 45.54px;"><span style="font-family: inherit;">The developer of such a horizontal OS platform would benefit from powerful network effects. The more participants that adopt this operating system, and the more products available on the platform, the more valuable that platform becomes. In the PC industry, this has become a key source of both value creation and value capture: While the rest of the industry fragments around more diverse product offerings, the providers of the OS platform tend to consolidate, giving them an advantaged position in an increasingly diverse ecosystem.</span></span></blockquote>
I believe strongly that it is crucial as citizens, communities and cities, that we maintain a majority stakeholder role, and not Wall St or Silicon Valley.<br />
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Insurance is a form of distributed resilience, and even here we see the field is moving rapidly to fulfil the needs of our new models, as <a href="https://www.linkedin.com/in/collinthompson?trk=pulse-det-athr_prof-art_hdr">Collin Thompson </a> (LinkedIn profile) digs into in his well crafted piece <a href="https://www.linkedin.com/pulse/insurance-blockchain-sharing-economy-re-imagining-p2p-collin-thompson">Insurance, The Blockchain, and The Sharing Economy: Re-Imagining InsuranceTech with P2P Social Insurance Networks on the Blockchain</a>.<br />
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Again, this is a mere snapshot of the brainpower and investments being made in the fundamentals necessary for a peer-to-peer community ownership structure.<br />
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<h4>
Where Do We Start?</h4>
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In the Glia Model, I am proposing to find twelve (give or take) cities, in both North America and Europe, to join into a pilot program to develop the models, platforms and talent networks and vendor ecosystems. It's possible each city might develop a slightly different model, depending on their own needs and culture. What's important is we share what we learn, and co-develop the necessary resilient networks.<br />
In the last five years, I've developed an impressive network of people and knowledge necessary to "designing, developing, and delivering" these advanced models and platforms, but it will be the "<i style="font-weight: bold;">Gravity" </i>we create by binding together that will attract the next phase of necessary resources, like financial, intellectual, and social capital.<br />
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My vision is to get each of the city-nodes of the greater network to each develop their own "Smart Capital" crowd-funded backers (we'll be using <a href="https://www.frontfundr.com/">FrontFundr</a> here in Vancouver), and in tandem to bring in the social capital that can get the public bodies of each city to be on board.<br />
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Collectively, we can become a powerful force that can shape the economic and transportation future of our cities, and ensure that it is the cities and its citizen that reap the rewards. </div>
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<br />Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-64937403460325272032015-12-28T07:32:00.001-08:002015-12-28T07:32:22.173-08:00The Future of Auto Transportation<div class="separator" style="clear: both; text-align: center;">
<a href="http://3.bp.blogspot.com/-9onXgTTnd4M/VoFUc0MyfiI/AAAAAAAAPds/CbRIUv4hwQw/s1600/download.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="263" src="http://3.bp.blogspot.com/-9onXgTTnd4M/VoFUc0MyfiI/AAAAAAAAPds/CbRIUv4hwQw/s400/download.jpg" width="400" /></a></div>
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Big news over the past week concerning the future of auto transportation with <a href="https://www.yahoo.com/autos/google-pairs-with-ford-to-1326344237400118.html">Google and Ford pairing up</a>.<br />
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<span style="font-family: inherit;">According to three sources familiar with the plans, the partnership is set to be announced by Ford at the <a href="http://www.cesweb.org/" rel="nofollow" style="background-color: transparent; color: #5571ff; text-decoration: none;" target="_blank">Consumer Electronics Show</a> in January. By pairing with Google, Ford gets a massive boost in self-driving software development; while the automaker has been experimenting with its own systems for years, it only revealed plans this month to begin testing on public streets in California. Google has 53 test vehicles on the road in California and Texas, with 1.3 million miles logged in autonomous driving. </span></div>
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<span style="font-family: inherit;">By pairing with Ford, the search-engine giant avoids spending billions of dollars and several years that building its own automotive manufacturing expertise would require. Earlier this year, Google co-founder <a href="https://plus.google.com/+SergeyBrin/about" rel="nofollow" style="background-color: transparent; color: #5571ff; text-decoration: none;" target="_blank">Sergey Brin</a> said the company was looking for manufacturing partners that would use the company’s self-driving system, which it believes could someday eliminate the roughly 33,000 annual deaths on U.S. roads.</span></div>
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This is terrific news, as it is indicative of the kinds of partnerships needed to create the supply ecosystem for the future of transportation, and the speed at which this is happening.<br />
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We continuing our work to pull together all the stakeholders from public and private sectors so as we can all work together to orchestrate the design, develop and delivery of the best possible transportation solutions and experiences for urban regions and their constituents.Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-16739159619417566132015-12-12T13:59:00.000-08:002017-11-07T08:37:44.281-08:00From Firms--To Platforms<div class="separator" style="clear: both; text-align: center;">
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The Evolution of How We Organize Production and Distribution</h3>
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Technology and the culture of work is rapidly evolving to allow us to organize our work and our production much, <i style="font-weight: bold;">much </i>differently than was the norm during much of the twentieth century. It is becoming a growing consensus that much of the world's production will shift to platforms in the coming decades.<br />
This is a continuation in my ongoing series for orienting the builders, backers and connectors that will belong to the Glia Revolution of the Future of Regional Auto Transportation.<br />
This post looks at platforms as the new organizational structure.<br />
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What Is A Platform?</h4>
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At its simplest, a platform is <a href="http://thecge.net/category/research/the-emerging-platform-economy/">digital medium which lets others connect to it</a>. Uber, Lyft, AirBnB, Amazon, are some examples, there are many more that are allowing a high scalability, and meritocratic approach to getting things done, that also removes the bureaucracy and hierarchy that is crippling many firms, and their necessary ability to adapt and innovate. </div>
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As Lee McCabe, the new head of travel and education strategy for Facebook puts it, in this <a href="http://www.mckinsey.com/insights/travel_transportation/Facebook_and_the_future_of_travel?cid=other-eml-alt-mip-mck-oth-1512">excellent interview with McKinsey & Company</a>:<br />
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<span style="color: #333333; font-family: "georgia" , "times new roman" , serif; font-size: 12.992px; line-height: 17.929px;">Well, first I should say that I understand it’s not easy. It won’t happen overnight. For the first time, technological capability is <b>actually exceeding organizational capability</b>. Companies now have the technological capabilities required to take better advantage of big data, which really just means better targeting. <b>But organizationally it’s challenging because most traditional players are siloed. And then there’s the issue of data science. If a big travel company—an airline or a cruise company or a hotel—doesn’t have a really good data-science department, it’s missing out.</b></span></blockquote>
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<span style="color: #333333; font-family: "georgia" , "times new roman" , serif; font-size: 12.992px; line-height: 17.929px;">If you look at a typical OTA, it has a pretty clean organizational structure. There’s one department looking at supply data and one department looking at demand. These two departments work together very closely, and mobile is now the backdrop for everything they do. The groups talk to each other every day, and they are constantly looking to decrease friction. But in typical travel suppliers, there’s far more ambiguity in the organizational structure. They often have multiple brands, and those brands are split into different regions, and those regions have different departments. Sometimes there are several people with the same title—head of commerce or head of mobile, for instance. It can become ambiguous and cumbersome. So a clean organizational structure is paramount. You need to be able to move fast and build things and move things around because the mobile environment itself is fast.</span></blockquote>
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McCabe is comparing the difference between the speed and agility of the platform enabled OTA (online travel agencies) and that of the traditional structure of old travel companies.<br />
Platform based organization are bred to cross-fertilize knowledge and data, to be <b>learning platforms, </b>whereas the culture of too many old style firms, is that of hoarding and politics around knowledge, information and data.<br />
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In a business landscape where the ability to use mobile and apps to compete, it's increasingly difficult for these old organizational structures and cultures to compete with the agility of platform driven business models.<br />
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Acclaimed complexity and organizational theorist <a class="g-profile" href="https://plus.google.com/101615346615061055011" target="_blank">+Esko Kilpi</a> , in a Medium post from last summer, <a href="https://medium.com/@EskoKilpi/from-firms-to-platforms-to-commons-ba8c8f0bec13#.i1xeokvax">From Firms, To Platforms, To Commons</a>, writes:<br />
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<span style="background-color: white; color: rgba(0 , 0 , 0 , 0.8); font-family: , "georgia" , "cambria" , "times new roman" , "times" , serif; letter-spacing: -0.063px; line-height: 33.18px;">Work systems differ in the degree to which their components are loosely or tightly coupled. Coupling is a measure of the degree to which communication and power relation between the components are predetermined and fixed or not. Hierarchies and processes were based on tight couplings. The new post-industrial platforms are based on loose couplings following the logic of the Internet. Some people will work on one platform every now and then, while others will work simultaneously and continuously on many different platforms. The worker makes the decision about where, with whom and how much to work. The old dichotomy of employers and employees is a thing of the past</span><span style="background-color: white; color: rgba(0 , 0 , 0 , 0.8); font-family: , "georgia" , "cambria" , "times new roman" , "times" , serif; font-size: 21px; letter-spacing: -0.063px; line-height: 33.18px;">.</span></blockquote>
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<span style="font-family: inherit;">This allows a much different, more rapid approach to problem solving and value creation, with leaner transaction costs, than that of the bureaucratic firm. </span><br />
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<span style="font-family: inherit;">Looking further still, into a seminal post, <a href="http://meedabyte.com/2015/06/19/the-hacker-ethic-of-work/">The Hacker Ethic of Work</a>, we get an ever deepening look at the "case for non-bureaucratic organizations:</span><br />
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<span style="font-family: inherit;"><span style="background-color: white; color: #333333; font-family: "helvetica neue" , "helvetica" , "arial" , sans-serif; font-size: 15px; line-height: 21px;">Clear signs tell us that, today, organizations that embraced a post-industrial transformation and defeated the bureaucracy and rigidity of linear business models are the masters of the market. According to Javi Creus (the passage is taken from </span><a href="http://pentagrowth.com/" style="background-color: white; border: 0px; color: #9595c6; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 15px; line-height: 21px; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;"><em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">PentaGrowth</em></a><span style="background-color: white; color: #333333; font-family: "helvetica neue" , "helvetica" , "arial" , sans-serif; font-size: 15px; line-height: 21px;"> report) these companies </span><em style="background-color: white; border: 0px; color: #333333; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 15px; line-height: 21px; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">“integrate more resources from different origins in their processes, they take better advantage of their users’ capacities, and share tools and resources to enable others to develop their own businesses and lifestyles”</em><span style="background-color: white; color: #333333; font-family: "helvetica neue" , "helvetica" , "arial" , sans-serif; font-size: 15px; line-height: 21px;"> and </span><em style="background-color: white; border: 0px; color: #333333; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; font-size: 15px; line-height: 21px; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">“the value of these organisations is not their volume, but the amplified view of what is available for them […] their advantage is based on scope, not on scale and […] generate value beyond what they need to capture in order to sustain and evolve”.</em></span></blockquote>
This also hints at my own <b>Smart Swarms </b>approach to orchestrating value creation, as innovation, team work, and customer experiences.<br />
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"Design Thinking" is baked into the networks DNA, better clarified here from the same article:<br />
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In the first place, the hacker attitude should be applied to the discovery and understanding of the market. In this sense, companies must be very careful not to fall into the trap of the protection of competitive advantages and incremental innovation. These safe havens cannot last long at today: it will be more important to focus efforts on continually creating tangible value for users. As the <a href="http://theleanstartup.com/book" style="border: 0px; color: #9595c6; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;">“Lean Startup”</a> method can provide a good starting point, “<a href="http://www.amazon.com/Four-Steps-Epiphany-Steve-Blank/dp/0989200507" style="border: 0px; color: #9595c6; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;">The Four Steps to The</a> <a href="http://www.amazon.com/Four-Steps-Epiphany-Steve-Blank/dp/0989200507" style="border: 0px; color: #9595c6; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;">Epiphany</a>“- the seminal book from <strong style="border: 0px; font-family: inherit; font-style: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Steve Blank</strong> which is a bible for frugal and effective entrepreneurs – provides guidance for the so-called <a href="http://h/" style="border: 0px; color: #9595c6; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;">“Customer Development”</a> process, that wikipedia effectively defines as: “a scientific approach that can be applied by startups and entrepreneurs to improve their products success by developing a better understanding of their consumers. Primary to the concept is a balanced relationship between developing a product and understanding the customer”</blockquote>
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A complement of the customer driven innovation point of view can come then from Design Thinking: an approach that is aimed at designing products and innovations around problems and needs of real people <a href="http://meedabyte.com/2013/08/09/a-systematization-of-methodologies-in-startup-thinking/" style="border: 0px; color: #9595c6; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;">(here</a>an old post in which I tried to clarify how Design Thinking and Lean approaches such as Customer Development can coexist).</div>
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Such an approach will increase the ability of the company to design and truly understand the needs and objectives of users and, ultimately, will help companies design services that are more meaningful, appreciated and adopted.</div>
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Within the context of re-inventing how we "supply transportation" to cities and regions, and moving away from the culture of mass production fueled traffic congestion, the platforms and culture, bringing together the complex array of technology, data and services, becomes all the more important.<br />
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<a class="g-profile" href="https://plus.google.com/111878686748554260578" target="_blank">+Rawn Shah</a> , writing in his Forbes Magazine article, <a href="http://www.forbes.com/sites/rawnshah/2015/09/09/moving-from-mass-production-supply-chains-to-market-networks/2/">Moving From Mass Production Supply Chains To Market Networks</a>, observes that:<br />
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<span style="background-color: white; font-family: "georgia" , "times new roman" , "times" , serif; font-size: 17.6px; line-height: 24.64px;">The successful future organization is one that excels in its strategic capability to orchestrate networks or ecosystems, whenever needed around the context of a job to be done, and to deliver sustainable value creation for all partners involved. On the micro scale, this is the capability to build dynamic teams that collaborate as needed around a job activity or project. On the macro scale, it is about many individuals and organizations partnering to solve large-scale problems in dynamic multi-stakeholder ecosystems.</span></blockquote>
Which is as perfect a description of the Glia mission as there is!<br />
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<span style="font-family: inherit;"><br /></span>
<span style="font-family: inherit;"><a class="g-profile" href="https://plus.google.com/113281182431789566323" target="_blank">+John Hagel</a> , Co-Chairman of <a href="http://www2.deloitte.com/us/en/pages/center-for-the-edge/topics/center-for-the-edge.html">Deloitte's Center for the Edge</a>, writes in this recent Wall Street Journal article, <a href="http://deloitte.wsj.com/cio/2015/12/10/manufacturers-reassess-role-in-value-chain/?platform=hootsuite">Manufacturers Reassess Role In Value Chain</a>:</span><br />
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<blockquote class="tr_bq">
<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: 13px; line-height: 19.5px;">Some manufacturers are rethinking products as platforms, with each platform the center of an ecosystem in which third-party partners can build modular add-ons. Platforms are often thought of as software, such as computer operating systems, but platforms can also encompass nondigital objects, such as thriving aftermarkets that exist to customize and personalize automobiles for both utility and aesthetics.</span></blockquote>
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This is all the more important, as the automobile continually evolves into autonomous operation, a complex compilation of hardware, software, design and data, to become a component in Transportation as a Service, rather than that of an end unit in mass production sales.<br />
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As Glia, and our mission to "Design, Develop and Deliver The Future of Regional Auto Transportation, building from the 'ground up' off of a platform, to organize the third party partners in our transportation ecosystem become the only logical, and business wise way to start and grow our social-business venture. </div>
Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-71302779188805470442015-12-10T07:41:00.000-08:002015-12-14T09:52:31.149-08:00Orchestrating and Leading the Future of Regional Auto Transportation<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="http://4.bp.blogspot.com/-wFYq4Ktgl_I/VmmafuHpwLI/AAAAAAAAPYM/pcSXlSUbrss/s1600/theconnectedcar.jpe" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="190" src="http://4.bp.blogspot.com/-wFYq4Ktgl_I/VmmafuHpwLI/AAAAAAAAPYM/pcSXlSUbrss/s400/theconnectedcar.jpe" width="400" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">The Future is Auto Transportation Ecosystem Solutions<br />
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<span style="font-family: arial, tahoma, helvetica, freesans, sans-serif; font-size: medium;"><span style="line-height: 18.48px;"><b><i>The Glia Transportation Revolution</i></b></span></span></div>
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<span style="font-family: arial, tahoma, helvetica, freesans, sans-serif;"><span style="font-size: x-small; line-height: 18.48px;"><b><br /></b></span></span></div>
<div style="background-color: white; color: #222222; font-family: arial, sans-serif; font-weight: normal;">
<span style="font-family: arial, tahoma, helvetica, freesans, sans-serif;"><span style="line-height: 18.48px;"><b><span style="font-size: small;">Our Mission</span></b></span></span></div>
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<span style="font-family: arial, tahoma, helvetica, freesans, sans-serif; font-size: small;"><span style="line-height: 18.48px;">To design, develop, and deliver the solutions and experiences of the future of regional auto transportation.</span></span></div>
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<span style="font-family: arial, tahoma, helvetica, freesans, sans-serif; font-size: small;"><span style="line-height: 18.48px;"><br /></span></span></div>
<div style="background-color: white; color: #222222; font-family: arial, sans-serif; font-weight: normal;">
<span style="font-family: arial, tahoma, helvetica, freesans, sans-serif; font-size: small;"><span style="line-height: 18.48px;"><b>Our Vision</b></span></span></div>
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<span style="font-size: small;"><br /></span></div>
<div style="background-color: white; color: #222222; font-family: arial, sans-serif; font-weight: normal;">
<span style="font-size: small;">As a society, we are at a turning point for our future. We believe it is crucial for the health and vitality of our cities--humanity's greatest creation!--that we move beyond the constraints of the 20th century economic models and means of production in order to create and develop a new era of distributed wealth and prosperity.</span></div>
<div style="background-color: white; color: #222222; font-family: arial, sans-serif; font-weight: normal;">
<span style="font-size: small;">As Glia,. our collective purpose is to be the premier organizational platform in bringing together the multitude of skill and passion that exists across the variety of public and private sectors, and together with our regional stakeholders, co-create the elegant solutions and experiences for the individual and the collective transportation needs of our cities and regions. </span></div>
<div style="background-color: white; color: #222222; font-family: arial, sans-serif; font-weight: normal;">
<span style="font-size: small;">Our passion leads us to provide more than the future of our transportation needs, we want to collectively provide the inspiration and show the way on how the private and public sectors can work together to create a beautiful and distributed economic future. </span></div>
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<div style="background-color: white; color: #222222; font-family: arial, sans-serif; font-weight: normal;">
<b><span style="font-size: small;">Our Business Synopsis</span></b></div>
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<div style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 12.8px; text-align: start;">
<span style="font-family: "arial" , "tahoma" , "helvetica" , "freesans" , sans-serif;"><span style="font-size: small; line-height: 18.48px;">This is currently a two trillion dollar business (the auto industry) that is unquestionably going to go through a tectonic shift. There is a tremendous economic and social gain to be had in providing cities and regions with the platforms, business models, expertise and vision in creating the future of auto transportation. </span></span></div>
<ul style="background-color: white; color: #222222; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 13.2px; line-height: 18.48px; margin: 0.5em 0px; padding: 0px 2.5em; text-align: start;">
<li style="margin: 0px 0px 0.25em; padding: 0px;"><span style="font-size: small;">The past cannot build the future (the Innovators Dilemma)</span></li>
<li style="margin: 0px 0px 0.25em; padding: 0px;"><span style="font-size: small;">Technology is rapidly evolving to deliver personalized hardware/software products and experiences, at a "network scale" for affordable costs. </span></li>
<li style="margin: 0px 0px 0.25em; padding: 0px;"><span style="font-size: small;">The consumer is evolving rapidly to expect these services and products. </span></li>
<li style="margin: 0px 0px 0.25em; padding: 0px;"><span style="font-size: small;">The very nature of the individually owned auto as transportation is changing. </span></li>
<li style="margin: 0px 0px 0.25em; padding: 0px;"><span style="font-size: small;">The mass production and growth sales of the auto legacy model, is creating ever i<b>ncreasing congestion and infrastructure costs for cities and regions. </b></span></li>
<li style="margin: 0px 0px 0.25em; padding: 0px;"><span style="font-size: small;">The traditional auto industry's growth model, and the needs of cities/regions and their citizens <b>are at odds.</b></span></li>
<li style="margin: 0px 0px 0.25em; padding: 0px;"><span style="font-size: small;">Organizational and business models are rapidly evolving and emerging, that when combined with evolving technologies and consumer trends and needs, allows for a much different framework for the auto industry, and its relationship to needs of consumers and city-regions. </span></li>
<li style="margin: 0px 0px 0.25em; padding: 0px;"><span style="font-size: small;">These new models should be predicated on providing <b>"auto transportation solutions and experiences" rather than gross sales of individual units.</b></span></li>
<li style="margin: 0px 0px 0.25em; padding: 0px;"><span style="font-size: small;">The necessary ecosystem exists to provide the new model for personalized transportation solutions and experiences, but it needs to "Gravitate" around a new platform model</span></li>
<li style="margin: 0px 0px 0.25em; padding: 0px;"><span style="font-size: small;">Cities and regions can be at the forefront of developing the platforms and "gravitational pull".</span></li>
<li style="margin: 0px 0px 0.25em; padding: 0px;"><span style="font-size: small;">Glia is to provide the "operating system", expertise, leadership and vision for the platforms and ecosystems. </span></li>
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</tbody></table>
<br />Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-86494493364528399852015-12-03T12:15:00.001-08:002015-12-03T12:15:36.583-08:00Envisioning How We Organize For The Future of Transportation<div class="separator" style="clear: both; text-align: center;">
<a href="http://4.bp.blogspot.com/-ysbF2yi3teA/VmChMUor70I/AAAAAAAAPWw/b9LNZO1ODI4/s1600/01_2015_isabella_mader-300x250%2B%25281%2529.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://4.bp.blogspot.com/-ysbF2yi3teA/VmChMUor70I/AAAAAAAAPWw/b9LNZO1ODI4/s1600/01_2015_isabella_mader-300x250%2B%25281%2529.jpg" /></a></div>
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From the Drucker Society Europe Blog, <a href="http://www.druckerforum.org/blog/?p=1097">The Moment of Truth</a>, by Isabella Mader. </div>
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While a Glia platform for the Future of Regional Auto Transportation may not operate as described in Mader's blogpost, what we can take away from this for our purposes is that we have now recognized ways to radically re-imagine and design our organizations. This is part of what we called "Network Capitalism", as a next generation of capitalism, and how we create and distribute wealth, and how platform organized ecosystems can solve problems and create value in ways the traditional public corporation can not. </div>
Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-7403080737813595312015-12-01T10:26:00.001-08:002015-12-01T10:26:27.325-08:00Blockchain and the Smart Contract<div class="separator" style="clear: both; text-align: center;">
<a href="http://4.bp.blogspot.com/-o_mIG5en6H0/Vl3lHuseftI/AAAAAAAAPV8/tAQqyaEHx2E/s1600/Blockchain.jpe" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://4.bp.blogspot.com/-o_mIG5en6H0/Vl3lHuseftI/AAAAAAAAPV8/tAQqyaEHx2E/s1600/Blockchain.jpe" /></a></div>
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<h3>
Blockchain and the Smart Contract</h3>
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A neat piece on how IBM is developing their <a href="http://receivingpayments.date/ibm-developing-blockchain-without-bitcoin-for-record-keeping-and-smart-contracts-_-bitcoin-magazine">own version</a> of the blockchain, and smart contracts. </div>
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<blockquote class="tr_bq">
<span style="background-color: white; color: #555555; font-family: Arial, Helvetica, sans-serif; font-size: 13px; line-height: 20px;">Smart contracts are computer programs that can automatically execute the terms of a contract. In 2001, legendary cryptographer Nick Szabo spoke of smart contracts that solved the problem of trust by being self-executing, and having property embedded with information about who owns it. <b>For example, the key to a car might operate only if the car has been paid for according to the terms of a contract.</b> Now, Szabo expects emerging “Bitcoin 2.0” smart contracts platforms like Ethereum to have a disruptive impact on financial and legal systems, comparable to that of Bitcoin itself. “[E]ventually more so, since Ethereum’s more flexible and general language can facilitate a much wider variety of commercial and other formal relationships,” said Szabo.</span></blockquote>
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This is just a glimmer of how the blockchain will be an important building block to the future of auto transportation as we're envisioning.Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-1066572421082441332015-11-18T12:45:00.001-08:002016-03-09T13:07:18.534-08:00The Auto Transportation Revolution<div class="separator" style="clear: both; text-align: center;">
<a href="http://4.bp.blogspot.com/-ODKrSdbTGOQ/Vjo6kuz355I/AAAAAAAAPQU/CfoHIMAX7RE/s1600/intersection_large.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="170" src="https://4.bp.blogspot.com/-ODKrSdbTGOQ/Vjo6kuz355I/AAAAAAAAPQU/CfoHIMAX7RE/s320/intersection_large.png" width="320" /></a></div>
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<div style="text-align: center;">
<h3>
<span style="color: #660000; font-size: large;"><b>Orchestrating the Auto Transportation Revolution</b></span></h3>
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<span style="color: #660000; font-size: large;"><b><i>The Opportunity for Re-Imagining Auto Transportation Solutions</i></b></span></h3>
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<span style="color: #660000; font-size: large;"><b><br /></b></span></div>
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<span style="font-family: inherit;">I am writing this for those angels, backers and builders who will come together to help launch the Glia Auto Ecosystem Platform, whose purpose is to shape, develop and build the auto transportation future for cities and regions. </span><br />
<span style="font-family: inherit;"><br /></span>
<span style="font-family: inherit;">My goal for this post is to cover five key points of understanding for those interested in forming the core team that will orchestrate the Auto Transportation Revolution. I do not want to leave any doubt that this is an opportunity of a life time. I will not be able to overstate this, and that I am looking for those with the "right stuff" that have what it takes to capitalize on this opportunity. </span></div>
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<ul>
<li>that a revolution in the auto transportation industry is well under way</li>
<li>the trends and technologies that are driving and shaping this revolution</li>
<li>the key organizational principles and technologies that will organize this revolution</li>
<li>some of the key stakeholders that should have ownership of this revolution</li>
<li>there is an enormous window of opportunity in orchestrating this revolution</li>
</ul>
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<div style="text-align: left;">
</div>
<h3>
The Revolution in Transportation</h3>
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The current auto industry is a two <i>trillion </i>dollar business, with the production of 66 million vehicles per year, employs upwards of close to 60 million people directly and indirectly, and whose basic modus operandi has changed remarkably little over the last 100 years. (<a href="http://www.asymco.com/2015/02/23/the-entrants-guide-to-the-automobile-industry/">The Entrant's Guide To The Automobile Industry</a>). </div>
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But as was the buzz at this past Frankfurt Auto Show, there was an unmistakable <a href="http://www.businessinsider.com/a-sense-of-disruption-is-hanging-over-the-frankfurt-auto-show-2015-9">sense of disruption</a>, with even GM CEO Mary Barra recognizing that <a href="http://www.technombob.com/frenemies-google-apple-and-the-car-companies-1916469"> “we will see more change in the industry in the next five to ten years than we have in the last 50.”</a></div>
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The gales of Joseph Schumpeter's <a href="http://economics.mit.edu/files/1785">"creative destruction"</a> are taking on ever increasing force. </div>
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While much has been made of Apple's entry into the auto world with its <a href="http://www.theglobeandmail.com/report-on-business/international-business/us-business/apples-drive-for-world-auto-dominance/article23570080/">Project Titan</a>, and Google with its <a href="http://www.reuters.com/article/2014/06/30/us-google-detroit-insight-idUSKBN0F50C320140630#o3tKlPYEszqXbX0W.97">self driving car</a>--and these two entrants certainly will push the needle--the forces are much greater, and much more subtle than that of Silicon Valley's interest. And more so than <a href="http://www.businessinsider.com.au/my-visit-with-elon-musk-at-spacex-v2-2015-5">Elon Musk</a> and <a href="http://www.businessinsider.com.au/how-tesla-will-change-the-world-2015-6">Tesla</a>. To be sure, there are enough critics saying that none of these will be able to seriously disrupt the auto industry, but much of that criticism lacks an understanding of the bigger picture, and the other forces at work. </div>
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<br /></div>
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For that, we need to dig deeper, much deeper. While my expertise is more around the organizational architecture that binds together ecosystems, platforms, stakeholders and customers, along with the leadership and performance culture such systems require, I will reference here <a href="https://www.enterpriseirregulars.com/author/evangelos-simoudis/">Evangolos Simoudis</a> from the excellent group of minds at <a href="https://www.enterpriseirregulars.com/">Enterprise Irregulars</a>.</div>
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Evangolos's three part series here in <a href="https://www.enterpriseirregulars.com/88016/innovation-driven-disruption-automotive-value-chain-part-1/">part one</a>, <a href="https://www.enterpriseirregulars.com/100181/innovation-driven-disruption-automotive-value-chain-part-2/">part two</a>, and <a href="https://www.enterpriseirregulars.com/101595/innovation-driven-disruption-automotive-value-chain-part-3/">part three</a> does an excellent job giving a broad and deeper look at where the industry stands today, why it is being shaken up, and where things could be going. This isn't exhaustive, by any means, but does help to give our mental models a much better framework from which to evaluate the state of play. Horace Dediu, whom I've already referenced above, adds a bit more in his follow up post, <a href="http://www.asymco.com/2015/09/22/soft-underbelly/">Soft Underbelly</a>.</div>
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<br /></div>
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It is in this paragraph that we get deeper clues as to where things are heading: </div>
<blockquote class="tr_bq">
<span style="background-color: white; color: #333333; font-family: "arial" , "verdana" , sans-serif; font-size: 12px; line-height: 20px;">The fact is that engineering cars is actually fairly easy. Building them is the hard part and the costs of engineering new models that are cited as so extraordinary are because most of the effort is in </span><em style="background-color: white; color: #333333; font-family: Arial, Verdana, sans-serif; font-size: 12px; line-height: 20px; margin: 0px; outline: none; padding: 0px;">engineering for production</em><span style="background-color: white; color: #333333; font-family: "arial" , "verdana" , sans-serif; font-size: 12px; line-height: 20px;">(The maxim is that it’s far harder to make a Ford than a Ferrari). You can see this in the proliferation of “boutique” supercars which have hyper performance but low volumes. McLaren, Bugatti, Pagani and dozens of others are all recent hypercars which show the power of engineering and design without worrying about volumes.</span></blockquote>
The key here is the difference between mass production, and more custom production. And it is the means and location of production that can, and will, become another significant factor in revolutionizing the auto transportation industry. More on this as we progress.<br />
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We can't go any further here without mentioning Uber, which has its sights on more than just disrupting the taxi industry, and is representative of the <a href="http://www.strategy-business.com/blog/Making-Peace-with-the-Sharing-Economy?gko=b502b">sharing economy</a>, and the changing habits of how people conceive of getting from A-to-B, and that of vehicular ownership. Likewise with <a href="https://en.wikipedia.org/wiki/Carsharing">car sharing companies and business models</a> like Zipcar, and too many others to list here.<br />
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There are two other fundamental movements afoot that are part of this radical remaking of the business and culture of auto transportation, and that is the rise of the autonomous vehicle, and 3D printing/network scale custom localized manufacturing. <a href="https://localmotors.com/">Local Motors</a> has been pushing the envelope on bringing 3D printed cars to the <a href="https://all3dp.com/lm3d-buy-your-own-3d-printed-car-for-53000/">market</a>. Local Motors is more than just another car manufacturer, but it is also at the vanguard of new business models, and in making production local. We'll look more closely at local manufacturing and 3D printing later.<br />
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It is impossible to overstate how much autonomous, self driving transportation is going to change how people move about. Nor that what was not long ago more the stuff of science fiction, is now the stuff of the present. We won't get into into why Google is a major investor and developer of the technology, but let's be assured they are not doing it as a high school science project, and perhaps why former Hyundai America CEO and President, <a href="https://www.linkedin.com/in/john-krafcik-341118a">John Krafcik</a> is now is now CEO of Self-Driving Cars, Google. Tesla already has on the roads cars with highly advanced <a href="http://www.wired.com/2015/10/tesla-self-driving-over-air-update-live/">driver assist technology</a>, self driving Daimler transport trucks have been <a href="http://www.ft.com/cms/s/0/c97d6f44-f371-11e4-8141-00144feab7de.html#axzz3qYeRqooI">approved in Nevada</a>, and China's self driving buses highlights <a href="http://www.wired.com/2015/10/chinas-self-driving-bus-shows-autonomous-techs-real-potential/">autonomous techs real potential</a>.<br />
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Autonomous vehicles on their own are exciting enough, but not on its own enough to revolutionize an industry, it is when combined with the ubiquitous mobile phone, and big data, we get a <a href="http://dupress.com/articles/future-of-mobility-transportation-technology/?id=gx:2sm:3gp:4dup1374:5eng:6dup:20151007141100:fom&linkId=17738529">fundamental shift</a>.<br />
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This isn't a treatise on the trends and vectors reshaping an industry, but rather enough to impress upon you that this is a vast convergence of trends and technologies, from different players with a lot at stake.<br />
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With that in mind, let's look further at some of the other macro trends involved.<br />
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<h3>
Converging Trends and Technologies</h3>
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It's difficult, if not impossible to understand where the future is going without having a basic understanding of business ecosystems. I covered this somewhat in a previous post here <a href="https://www.blogger.com/blogger.g?blogID=2417655226355454424#editor/target=post;postID=2621188200817568346;onPublishedMenu=allposts;onClosedMenu=allposts;postNum=6;src=postname">The Future is Social Business Ecosystems</a>, and Deloitte does their usually great job of the business end with <a href="http://dupress.com/articles/supply-chains-to-value-webs-business-trends/">Supply Chains to Value Webs</a> and <a href="http://dupress.com/articles/business-ecosystems-come-of-age-business-trends/">Business ecosystems come of age</a>. MITSloan explores further yet in <a href="http://sloanreview.mit.edu/article/thriving-in-an-increasingly-digital-ecosystem/?social_token=57a5ef93ad1f057e25773e855d40c632&utm_source=twitter&utm_medium=social&utm_campaign=sm-direct">Thriving In An Increasingly Digital Ecosystem</a>.</div>
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What does this mean? In very short, the business and customer value is being created further and further away from the C-Suite. </div>
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This is profound for several reasons, not the least of which is the future of the C-Suite, and that of the legacy organization. No less an industry giant as General Electric recognizes this, which I summarized in a Google+ post last spring <a href="https://plus.google.com/+GregoryEsau/posts/3Lv9BV435Lw">The Tower of Power</a>. </div>
Greg Satell, one of my favourite explorers in how <a href="http://www.digitaltonto.com/">digital trends</a> are shaping our future, covers well one my favourite books on operating in more decentralized, complex business environment, <a href="http://mcchrystalgroup.com/teamofteams/">Team of Teams</a>, In his recent post, <a href="http://www.digitaltonto.com/2015/you-dont-need-the-best-people-you-need-the-best-teams/">We Don’t Need The Best People, We Need The Best Teams</a>, Greg pulls together how we think of productivity needs to change in order to be more adaptive in how we create value, and more so in a business world more dominated by ecosystems than that of the traditional stacked business.<br />
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As a long time researcher of these trends, I recently have concluded that <b style="color: #222222; font-family: arial, sans-serif; font-size: 12.8px;">Distributed Intelligence and Functional Know How are </b><span style="color: #222222; font-family: "arial" , sans-serif; font-size: 12.8px;">now the prime proficiency that organizations must master.</span><br />
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"This is the fundamental basis of the SmartSwarms Networked Intelligence Management System. Strategy and know-how are no longer the domain of the C-Suite, and for that matter this centralized intelligence approach is now the main barrier to new growth and generation of value. <a href="http://www.exponentialorgs.com/" style="color: #1155cc;" target="_blank">Exponential Organizations</a> are one such "future of organization", and at some point in the next ten years, give or take, the legacy organization will not be able to adapt fast enough to keep up. The know how for car development and manufacturing is well established and "out there", it is the old industrial era models that are retarding this know how from flourishing." </div>
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<span style="font-family: inherit;">This is what makes Uber so effective. But it is also much more than that, it is how companies like Uber are proving that platforms are the new way to organize work and talent. These <a href="https://medium.com/@congbo/the-current-model-of-management-is-holding-customers-and-employees-hostage-and-the-company-back-1bc9e757d718#.p5vmqcejh">autonomous teams of talent</a> do not need to respond to the chain of command, which is what stifles large organizations to be truly innovative and adaptive. Legacy models, which describes all the car manufacturers, habitually want to centralize control and decision making. As Robin Chase, one of the Founders of ZipCar writes, <a href="https://medium.com/the-wtf-economy/everything-that-can-become-a-platform-will-become-a-platform-216bcfb89855#.8921uym6w">Institutions have internalized lessons that no longer apply, and continue to rely on strategies that no longer make sense.</a> </span></div>
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<span style="font-family: inherit;">Long time inspiration of this decentralized movement, and co-author of <a href="http://www2.deloitte.com/us/en/pages/center-for-the-edge/articles/power-of-pull.html">The Power of Pull</a>, John Hagel, further defines <a href="http://dupress.com/articles/platform-strategy-new-level-business-trends/">The Power of Platforms</a>. </span></div>
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<span style="font-family: inherit;">What has this got to do with the auto industry? The car as we know it is increasingly a product of the manufacturer's ecosystem. We talked about some of the tech giants earlier that are looking for a piece of the auto industry pie, but as I noted then, this trend is much more subtle than that. Dozens of tech startups are <a href="https://www.cbinsights.com/blog/startups-drive-auto-industry-disruption/">Unbundling The Car</a>. Recently appointed CTO of General Motors, Jon Lauckner, recognizes that the necessary innovation isn't going to come from within, but from <a href="http://www.forbes.com/sites/joannmuller/2013/01/13/how-gm-lost-and-found-the-path-to-innovation/">start up enterprises</a>. His position is </span><span style="background-color: white; line-height: 24.64px;"><span style="font-family: "times" , "times new roman" , serif;">“We no longer rely solely on our <b>in-house expertise</b>, which is a big change from where we’ve been in the past,”.</span></span></div>
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<span style="background-color: white; line-height: 24.64px;"><span style="font-family: "times" , "times new roman" , serif;"><a href="http://www.magna.com/">Magna</a> the autoparts giant, is by no means standing still and has made <a href="http://www.magna.com/innovation">innovation</a> a core part of it's value added strategy to parts supply, and doesn't answer to any one company. </span></span></div>
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<span style="background-color: white; line-height: 24.64px;"><span style="font-family: "times" , "times new roman" , serif;">Are we starting to see a pattern here? </span></span></div>
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<span style="background-color: white; line-height: 24.64px;"><span style="font-family: "times" , "times new roman" , serif;">The legacy style business model and means of organization is not where the industry needs to be in 5-10-15 years. That command and control bureaucracy is the auto industry's biggest anchor. And there is very little to indicate that the industry will be able to change and adapt. </span></span></div>
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<span style="background-color: white; line-height: 24.64px;"><span style="font-family: "times" , "times new roman" , serif;">As Gillian Tett writes in <a href="http://www.ft.com/intl/cms/s/0/ac89e9cc-4a55-11e5-b558-8a9722977189.html">The Silo Effect</a>, "</span></span><span style="font-family: "times" , "times new roman" , serif;"><span style="background-color: #fff1e0; line-height: 22px;">Organising companies into discrete divisions makes responsibilities clearer — but it also leads to bureaucratic rivalry, corporate infighting, and the left hand not knowing what the right hand is doing. In short, the miracle of the division of labour can all too easily degenerate into the nightmare of </span><em class="" style="background-color: #fff1e0; line-height: 22px;">The Silo Effect</em><span style="background-color: #fff1e0; line-height: 22px;">."</span></span><br />
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<span style="font-family: "times" , "times new roman" , serif;"><span style="background-color: #fff1e0;"><span style="line-height: 22px;">This report, from the consulting firm </span><a href="http://www.boozallen.com/" style="line-height: 22px;">Booze, Allen &Hamilton</a><span style="line-height: 22px;">, </span><a href="http://www.boozallen.com/media/file/Challeng.pdf" style="line-height: 22px;">Challenges Facing The Global Auto Industry</a><span style="line-height: 22px;">, is particularly insightful, broaching the possibility of purely platform driven companies emerging to deliver the final product. As mentioned earlier, the know how and do how for designing, creating and building the vehicle is a domain that is no longer central to the industry giants. The main gist here is that the status quo is either going to go through another massive consolidation (which will leave them no better prepared for the meta-trends), or disintegrate into ecosystem based platforms, with the brand name being the basic remnant from the 20th century legacy models. </span></span></span></div>
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<span style="font-family: "times" , "times new roman" , serif;"><span style="background-color: #fff1e0; line-height: 22px;">New York based venture capitalist, <a href="http://www.venrock.com/teammember/david-pakman/">David Packman</a>, with his excellent analysis in a recent Medium article, <a href="https://medium.com/backchannel/the-auto-industry-won-t-create-the-future-ba1867c9f0d7">The Auto Industry Won't Create The Future</a>, opened by saying "</span></span><span style="background-color: white; color: rgba(0 , 0 , 0 , 0.8); font-family: , "georgia" , "cambria" , "times new roman" , "times" , serif; letter-spacing: -0.063px; line-height: 33.18px;"><span style="font-size: x-small;">I believe this inevitable transition creates a very clear set of vectors for disruption of the traditional automotive industry and, like other industries transformed by technology (newspapers, travel agents, the music industry, traditional retail, etc.), many new winners are likely to emerge. Let’s examine why." </span></span></div>
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<span style="background-color: white;"><span style="font-family: "times" , "times new roman" , serif;"><span style="line-height: 24.64px;">Another ground breaking technology coming of age is </span></span><a href="http://dupress.com/articles/internet-of-things-supply-chain-management/?id=gx:2sm:3gp:4dup1159:5eng:6dup:20151001141500:dr17&linkId=17504541" style="font-family: Times, 'Times New Roman', serif; line-height: 24.64px;">The Internet of Things</a> (IoT)<span style="font-family: "times" , "times new roman" , serif;"><span style="line-height: 24.64px;">. This technology, or technological system, I am happy to report, is already well adapted by companies like GM and Whirlpool. But that is only the beginning of the story. Auto makers will by no means have a proprietary lock on this technology. What the IoT enables is a scale of efficiency for business ecosystems, and networked style organizations (more on these next). In other words, this enables much different ways of organizing the components that go into the making of a vehicle, which is to say how you organize the eco-system that actually makes all the components that go into a vehicle. This will be an integral feature of how vehicles will become "smart". </span></span></span><br />
<span style="font-family: "times" , "times new roman" , serif;"><span style="background-color: white; line-height: 24.64px;"><br /></span></span>
<span style="font-family: "times" , "times new roman" , serif;"><span style="background-color: white; line-height: 24.64px;">Another technology that <i style="font-weight: bold;">will </i>have a significant impact on how business is organized is the <b>blockchain. </b>I mention it here, as this disruptive technology will also have implications for Internet of Things. IBM, already a leader in the IoT, is likewise moving quickly on the blockchain, as explained here in <a href="http://www.ibmbigdatahub.com/blog/what-blockchain-and-what-does-it-have-do-internet-things">what is blockchain, and what does it have to do with the Internet of Things?</a>. </span></span><br />
<span style="font-family: "times" , "times new roman" , serif;"><span style="background-color: white; line-height: 24.64px;">It is noteworthy to mention that virtually every major bank is investing in the blockchain, which can most simply be described as a distributed, public ledger hosted on a peer network of computers. </span></span><br />
<span style="font-family: "times" , "times new roman" , serif;"><span style="background-color: white; line-height: 24.64px;">We will touch more towards the end on the blockchain as to how it relates re-organizing the future of auto-transportation. </span></span><br />
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This <a href="http://public.dhe.ibm.com/common/ssi/ecm/gb/en/gbe03620usen/GBE03620USEN.PDF">IBM Report</a> is an excellent over-view of the potential behind IoT and Blockchain combined.<br />
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For a comprehensive report, that outlines the six "mega-trends" I have touched upon here, <a href="http://www3.weforum.org/docs/WEF_GAC15_Technological_Tipping_Points_report_2015.pdf">Deep Shift</a>, from the World Economic Forum is an excellent overview.<br />
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<span style="background-color: white; font-family: "times" , "times new roman" , serif; line-height: 24.64px;">To sum up here, what we are seeing is an unmistakable tectonic shift in how the nature of auto transportation can be organized, and owned. </span><br />
<span style="background-color: white; font-family: "times" , "times new roman" , serif; line-height: 24.64px;">The growing consensus is the legacy models of the 20th century auto industry players are ill suited for this shift. Again, this is something General Motors CEO Mary Barra recognizes, <a href="http://www.businessinsider.com.au/general-motors-ceo-mary-barra-were-going-to-disrupt-ourselves-we-are-disrupting-ourselves-were-not-trying-to-preserve-a-model-of-yesterday-2015-10">"We're going to disrupt ourselves, we are disrupting ourselves, we're not trying to preserve a model of yesterday"</a>. Time will tell if the industry can "disrupt itself". </span><br />
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<span style="background-color: white; font-family: "times" , "times new roman" , serif; line-height: 24.64px;"><span style="font-family: "times new roman"; line-height: normal;">The auto industry's expertise is in mass manufacturing and push sales, a model that will increasingly become irrelevant due to the continuing fragmentation of sales base. </span></span><br />
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Key Principles, Trends and Technologies For Organizing This Auto Transportation Revolution</h3>
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This is a conceptually difficult concept to transcribe and describe on paper, which in my experience is why so many business that know a different organizational structure is necessary, but find it exceedingly challenging to do so. </div>
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In our case here, once we understand all the knowledge necessary for the design and manufacturing of the auto exists <i>within</i> the auto-industry eco-system, and <i style="font-weight: bold;">not </i>within legacy model, we can begin to conceive of business and organizational models that will replace the old organization, which has not changed appreciably since Alfred Sloan designed it in the 1920's.<br />
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However, before we go too far, we have to have a basic understanding of just where auto transportation might be in 10 years.<br />
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Autonomous Vehicles</h4>
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To say the now inevitable shift towards the self driving car changes "everything", is to understate just how much personal transportation can and will change. </div>
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For starters, we will need <a href="http://www.wired.com/2015/03/the-economic-impact-of-autonomous-vehicles/">fewer cars</a>. For cities, this will mean far fewer parking spaces, and eventually no longer a need for street parking (which also means a loss of revenue). Parking garages will become wasted spaces, while opening up a wide variety of opportunities for their re-purposing. </div>
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The biggest gain we can conceive of is commuting. This is a massive opportunity in value creation and cost savings in transportation and infrastructure. </div>
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This also opens up the opportunity for a paradigm shift in the nature of car ownership. </div>
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Software, Hardware, and Big Data</h4>
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That auto vehicle will become a product and service that is combination of software, hardware and big data. This is already so, but that will accelerate dramatically, particularly when combined with artificial intelligence. (you can see Mercedes Benz's vision for such vehicles <a href="https://www.mercedes-benz.com/en/mercedes-benz/innovation/autonomous-driving/">here</a>)</div>
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Imagine swarms of self driving cars attending to most of our urban transportation needs, where our smartphones organize our trips, and ride payment is through cryptocurrencies (such as <a href="http://bitcoinx.io/news/articles/circle-ceo-jeremy-allaire-talks-bitcoin-and-the-future-of-payments/">Bitcoin</a>), you'll start to get a pretty good idea of where this is all heading. </div>
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Mass Customization</h4>
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<a href="https://en.wikipedia.org/wiki/Mass_customization">Mass customization</a> is another trend that is a convergence of technological progress, data, and cultural norms and expectations. For the Glia Model, we refer to this mass customization as "networked scale custom local production". </div>
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As I hinted at above, as 3D printing matures, along with advanced, ubiquitous robotics, localized custom manufacturing becomes possible. When we look at this within the greater context of the <a href="http://dupress.com/articles/future-of-manufacturing-industry/">future of manufacturing</a>, we can begin to conceptualize a future where we move from "off shoring" jobs, to <a href="http://www.industryweek.com/blog/near-sourcing-one-way-save-time-and-money">"near sourcing"</a> jobs. This becomes more important when put together with the trends of robotics and automation continually <a href="http://www.theguardian.com/technology/2015/sep/06/will-robots-create-destroy-jobs">replace the current workforce</a> (we need to be clear this also includes "white collar" workers), and the growing crisis of not enough skilled workers for the kind of economy we are heading towards. </div>
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It is in my very strong opinion, for cities to maintain a vital economic base, localized manufacturing and the creation of the next generation of highly skilled workforce becomes urgently necessary.<br />
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Pertaining to changing consumer demands, this report from IBM, <a href="ftp://ftp.software.ibm.com/software/plm/de/challenges_automotive.pdf">Challenges for the auto industry in an on demand environment</a>, states "Consumers no longer accept <b>standardized products, </b>but want products that satisfy their <b>individual requirements</b>".<br />
This is a very difficult arena to compete in for an industry built around the tenets of 20th century mass manufacturing.<br />
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The case I have been building here is as such:<br />
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<li>Technology is rapidly evolving to deliver personalized hardware/software products and experiences, at a "network scale" for affordable costs. </li>
<li>The consumer is evolving rapidly to expect these services and products. </li>
<li>The very nature of the individually owned auto as transportation is changing. </li>
<li>The mass production and growth sales of the auto legacy is creating ever increasing congestion and infrastructure costs for cities and regions. </li>
<li>The traditional auto industry's growth model, and the needs of cities/regions and their citizens are at odds.</li>
<li>Organizational and business models are rapidly evolving and emerging, that when combined with evolving technologies and consumer trends and needs, allows for a much different framework for the auto industry, and its relationship to needs of consumers and city-regions. </li>
<li>These new models should be predicated on providing "auto transportation solutions and experiences" rather than gross sales of individual units.</li>
<li>The ecosystem exists to provide the new model for personalized transportation solutions and experiences, but it needs to "Gravitate" around a new platform model</li>
<li>Cities and regions can be at the forefront of developing the platforms and "gravitational pull".</li>
<li>Glia is to provide the "operating system", expertise, leadership and vision for the platforms and ecosystems. </li>
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Four Distinctive Markets</h4>
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Based on my owns observations of these trends over the last 5-6 years, I envision three opportunity markets.</div>
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<li>The Commuter Market</li>
<li>The Family Market</li>
<li>The Contractor/Professional Work Vehicle Market</li>
<li>The Luxury Experience Market</li>
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As has been said of Wayne Gretzky, the key to his play-making genius was his vision and understanding of where the puck was going to be, rather than where it is was at the moment. </div>
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To successfully transition the revolution in auto transportation, it will be in intimately understanding where it will be in ten years, and aligning the auto-ecosystem towards these targets. </div>
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Again, it is in my very strong professional opinion the current auto industry structure is comically ill-suited to hit these targets, and for that matter, represent a significant barrier. This is not to say the auto brands cannot play a significant role in the co-creation of our regional transportation future, but what I am emphasizing they <i style="font-weight: bold;">cannot </i>lead our regional transportation solutions future with the <i style="font-weight: bold;">best interests of our regions </i>in mind. I believe the local auto dealership ecosystem is better poised to be part and parcel of the regional interests. The corporate model is legally committed to the needs and whims of its shareholders, a legal commitment that has repeatedly put it at odds with consumers and societal stakeholders alike. </div>
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Which leads us to...</div>
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Who Owns The Revolution? Key Stakeholders</h3>
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The technological progress that is shaping our collective futures is awesome in the very sense of the word. However, you do not have to study these technological trends for long to get a keen picture of impeding utopia or distopia. All the progress in the world will be for naught if it does not improve the welfare of the citizens of society. </div>
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This is unquestionably a watershed moment for business and society, and who owns, and who benefits in our future.</div>
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This is much, much more than the future of our auto transportation, this is about the future of our societies, and our economic organization. </div>
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The Glia "Operating System" was conceptualized and designed on the premise of shared ownership, what we termed "networked capitalism", a capitalism where the local populace and stakeholders have an ownership in the means of production, and to shape our own transportation solutions.<br />
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We want to tap into the expertise and vested passion of our local businesses in the auto industry, such as auto dealerships, the capacity of our local telecommunications businesses, along with our knowledge within the public enterprise, and the hive of local entrepreneurs to form the hubs that keeps the designing, development and delivery of the future of urban transportation where it belongs--In Our Cities.<br />
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Not Wall Street, Not Silicon Valley.<br />
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We will of course work with technology providers of all shapes and sizes, but with the primacy of keeping the terms in favour of the wants and needs to local businesses, the city, and its citizens. </div>
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As a student and observer of "Wall Street" and "Silicon Valley" capitalism for over thirty years, I have no doubt that neither of these centres of gravity can hold our best interests in mind, and develop the future we deserve. They are incontrovertibly locked into a system that will give us the future that best enriches the few, rather than that of enriching the many. </div>
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Personal Data</h4>
We would be dramatically remiss if I didn't bring data and its ownership into the equation. With data already considered as the <a href="http://dupress.com/articles/data-as-the-new-currency/">new currency</a>, along with privacy and security issues, who owns the data that the platforms generate is no trivial matter, and one on which our future prosperity and quality of life hinges.<br />
For the kinds of revolutionary transportation networks to work efficiently and seamlessly for the consumer, such a system will rely on enormous amounts of personal data, along with Trust and Identity mechanisms that enable the smooth functioning of a largely autonomous transportation system.<br />
It is essential in my opinion that the cities and regions have a significant stakehold in the platforms, rather than rely on third party platforms such as Uber, Google, etc. </div>
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A rapidly emerging technology known as <a href="http://www.economist.com/news/leaders/21677198-technology-behind-bitcoin-could-transform-how-economy-works-trust-machine">blockchain</a> will prove to be the most important technology development of this century. (<a href="https://blog.ethereum.org/2014/05/06/daos-dacs-das-and-more-an-incomplete-terminology-guide/">here</a>, <a href="https://medium.com/@ConsenSys/programmable-blockchains-in-context-ethereum-s-future-cd8451eb421e#.la8dqklry">here</a>, and <a href="http://www.slideshare.net/lablogga/the-crypto-enlightenment-social-theory-of-blockchains">here</a> will give you a primer taste of the tremendous potential of this technology).<br />
Not only will the blockchain fundamentally transform accounting and legal contracts, and dramatically reduce <a href="https://www.barclayscorporate.com/content/dam/corppublic/corporate/Documents/insight/blockchain_understanding_the_potential.pdf?utm_content=buffereec71&utm_medium=social&utm_source=plus.google.com&utm_campaign=buffer">transaction costs while increasing trust</a>, it enables us to build much different types of organizations, ones that can tie together the power of networked business ecosystems, with that of the good of society and distributed ownership. In context of personal data issues, along with trust and identity, well designed use of the blockchain technology becomes essential.<br />
For the purpose of building the kind of organization that will bring the future of transportation to cities and regions, I refer to "high prime minister" of venture capital firms, Kleiner Perkins, who recently <a href="http://www.kpcb.com/blog/our-focus-areas-block-chain-technology">wrote</a>, "<span style="background-color: white; color: #423e38; font-family: , sans-serif; line-height: 30px;"><span style="font-size: x-small;">Our leading thesis is this: the most valuable companies being built in this space will use block chains as a deliberate architectural choice in their stack, but in a way that’s invisible to end consumers. As far as consumers are concerned, these will be services that are cheaper, faster, and more secure than ever before."</span></span></div>
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For the economic health and vitality of the city and its region, this is a tremendously powerful development. <br />
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The Window of Opportunity</h3>
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I will bring this to a close by making the most important point of all. This is not just a business concept and proposal for which I seek your financial backing and intellectual capital. This is much more, this is an <b>unprecedented opportunity </b>to shape our future. </div>
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That window is open NOW. It will not remain open for long. I can not express it loud enough the urgency with we must move forward<b> . </b></div>
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With your backing and support, we can begin immediately at getting to work on developing and building our own auto transportation solutions, and significantly shape our economic future and prosperity. </div>
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Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-88343774995891942322014-11-10T08:54:00.000-08:002014-11-10T08:54:02.884-08:00Seeking Regional and Businessan Orchestrators!<div class="separator" style="clear: both; text-align: center;">
<a href="http://1.bp.blogspot.com/-0ZdpCJNS2og/VF_QMlux00I/AAAAAAAAKvU/Sg2MNnMQi8M/s1600/Orchestra1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://1.bp.blogspot.com/-0ZdpCJNS2og/VF_QMlux00I/AAAAAAAAKvU/Sg2MNnMQi8M/s1600/Orchestra1.jpg" height="195" width="320" /></a></div>
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<h2 style="text-align: center;">
Seeking Regional and Business Orchestrators</h2>
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If you have</div>
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<li>an entrepreneurial mindset</li>
<li>are a natural leader </li>
<li>have a keen understanding of the challenges businesses and the workforce face in today's rapidly evolving economic environment</li>
<li><i>a</i><i>nd </i>you understand that the old business models and organizational systems are not suited to flourish in that environment </li>
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Glia, the <b>Social Business Ecosystem</b> may be the ideal opportunity for you.</div>
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If the thought of becoming a key player of a team building a global organization is what inspires you, and you have what it takes to orchestrate value in an ecosystem of businesses and free agent talent, I am looking for those remarkable people who want to fulfill their true potential, and go beyond the ordinary. </div>
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This is what I am looking for in these key, leadership positions:</h4>
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--understand what business ecosystems are</div>
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--basic understanding of the Exponential Organization</div>
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--proven ability, or remarkable potential at building on ideas</div>
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--well rounded, well read on business and society</div>
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--broad understanding of technology, business, environment and social issues</div>
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--a creative synthesizer</div>
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--good at networking</div>
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--excellent social media presence. </div>
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--brings out the best in people</div>
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--infectious energy, a curious mind</div>
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Creating The Future</h4>
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Successful candidates will become key players in building the team that continually bring in the talent and businesses into the Glia Ecosystem, along with the necessary resources to make Glia a world leader in Social Business Ecosystems. This starts with seeding a small, select set of cities, creating a networked culture that will grow into a global, networked organization. </div>
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As a team, we're driven by the purpose of providing the leadership the world needs right now, and the ability of a networked organization that can create value in addressing the smallest, and biggest challenges facing business and society today. </div>
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This is a ground floor opportunity to get in at the beginning of leading in creating the future of how we organize people and business. </div>
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Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-18994315856006947652014-11-07T15:23:00.000-08:002015-11-18T16:37:07.649-08:00The Exponential Organization<div class="separator" style="clear: both; text-align: center;">
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Network Effects</h2>
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Well, isn't this exciting! </div>
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Our design for Glia, a social-business ecosystem, which is inherently networked, takes advantage of network effects, and for exponential growth and value creation. Now we have more evidence as to why this is the organizational model of the future. </div>
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In their new book, <a href="http://www.exponentialorgs.com/">The Exponential Organization</a>, Salim Ismail, Michael S Malone, and Yuri van Geest, make one of the best cases yet as to why the industrial era, command and control bounded organizational model will not survive in this century. </div>
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<span style="background-color: white; color: #545454; font-family: "arial" , sans-serif; font-size: x-small; line-height: 18.2000007629395px;">"</span><span style="background-color: white; color: #545454; font-family: "arial" , sans-serif; font-size: x-small; font-weight: bold; line-height: 18.2000007629395px;">Any company designed for success in the 20th century is doomed to failure in the 21st</span><span style="background-color: white; color: #545454; font-family: "arial" , sans-serif; font-size: x-small; line-height: 18.2000007629395px;">.” - David S. Rose</span></blockquote>
Which has been my mantra for this entire century.<br />
As I made the case in my previous post, the data is irrefutable, most businesses are flatlined, or have caught a wave not of their making. As more entrepreneurial leaders move to the networked model and its exponential effects, the pressures on the old world business models is going to increase.<br />
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This is why we designed Glia as an ecosystem, businesses in the mature phases of their lifespan can become part of the ecosystem, and make a relatively controlled adaptation of a networked architecture best suited for their business. It is appearing more and more this isn't just a way to find new growth, but also a matter of survival.<br />
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This post <a href="http://www.futuristgerd.com/2014/08/14/a-new-must-read-book-exponential-organizations-salim-ismail-yuri-van-geest-mike-malone/">here</a> does a terrific job of pulling together a lot of the themes and charts onto one page.<br />
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Before we get too excited, I think it's important to make a distinction between a well designed networked organization and its ecosystems, and that of the collaborative economy, and the businesses that has spawned. In this terrific piece, <a href="http://magazine.ouishare.net/2014/10/the-quest-for-new-values-1/">The Mock Trial of the Collaborative Economy</a>, one of the most insightful writers of this generation, Diana Filippova sets her keen mind on much of what has gone wrong, errors the next generation of models must avoid. Filippova hits it as I do, the necessity of distribution being baked into the model's DNA:<br />
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<span style="color: #4c4a4a; font-family: "verdana" , "geneva" , sans-serif; font-size: 16px; line-height: 24.1600608825684px;">Why? A great number of challenges we are facing today are not economic. There are two of them that I believe are critical: </span><strong style="box-sizing: border-box; color: #4c4a4a; font-family: Verdana, Geneva, sans-serif; font-size: 16px; line-height: 24.1600608825684px;">the future of work and the distribution of value created</strong><span style="color: #4c4a4a; font-family: "verdana" , "geneva" , sans-serif; font-size: 16px; line-height: 24.1600608825684px;">. As I will argue in the second part of this series, collaborative practices and models could not properly solve these challenges all by themselves, at least not in a way that our societies would deem sustainable and fair. For sustainability and fairness are the result of a choice and are based on values. The collaborative economy may be still a convenient term to describe practices and models, but it does not say anything about our values and principles, which should be considered from political, social, cultural and philosophical standpoints.</span></blockquote>
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I remain unwavering in my belief that we can be at the beginning of one of the greatest eras of wealth creation in human history, one that can distribute the wealth as never before. But to achieve that we must take enormous care and thought into the design of these new systems and models, and have the leadership and culture that understands that in these models, your must feed and nourish all the points in the network.<br />
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<br />Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-26211882008175683462014-10-20T15:26:00.001-07:002014-10-21T16:06:50.413-07:00The Future is Social Business EcoSystems<div class="separator" style="clear: both; text-align: center;">
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<span style="color: #660000;">The Future is Social-Business EcoSystems</span></h2>
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<span style="color: #274e13;">Building the Case for the Glia Design</span></h3>
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Context</h3>
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Breaking from the pack isn't easy. Yet, as this <a href="http://www.mckinsey.com/insights/strategy/the_strategic_yardstick_you_cant_afford_to_ignore">comprehensive study</a> from McKinsey and Company shows, most companies are mired in being just average. </div>
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<span style="color: #333333; font-family: Georgia, 'Times New Roman', serif; font-size: 13px; line-height: 17.9289608001709px;">For example, we saw that the corporate world, like the world beyond it, has a relatively small number of elites and that, just as society grapples with the contemporary challenge of limited social mobility, many companies seem stuck in their strategic “class.” Escaping the gravity of the corporate middle class, indeed, requires businesses to expand or reinvent themselves unusually rapidly, often in the context of an industry whose overall performance is improving.</span></blockquote>
What are the implications for being in the middle pack?<br />
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<li style="cursor: default; margin: 0px 0px 12px; padding: 0px;">If you’re in the middle, you mostly face a battle of inches. A fortunate few companies will ride a favorable industry trend. But for the most part, it will take substantial strategic or operational shifts to escape the gravity of market forces. The odds are against you, which elevates the importance of looking at strategy with a high degree of rigor.</li>
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Another trend to consider here is the lifespan of companies is <a href="http://www.innosight.com/innovation-resources/strategy-innovation/upload/creative-destruction-whips-through-corporate-america_final2012.pdf">shrinking</a>.<br />
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Ultimately, the challenge faced by all companies is to grow at or above the pace of their industry without losing control of their operations. The Innosight study shows that very few companies achieve this goal.</blockquote>
Encouraging? Hardly. What's happening? That technology is disrupting business models is hardly news. That "digitization" <a href="http://www.strategy-business.com/article/m00021?gko=7a1a5">is impacting strategy</a> is also not news. Awareness, or ignorance, of the depth and nature of economic environment shouldn't be the problem. So what is?<br />
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Leadership</h3>
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Or, rather, a lack of leadership. Leadership isn't a title on a door. It isn't authority. It isn't management. It isn't being the head of a company or division. These positions are in abundance. Leadership, however, is not. And all the fads around leadership today are more <a href="http://www.forbes.com/sites/panosmourdoukoutas/2014/10/18/two-convenient-myths-about-leadership/">myth than reality. </a></div>
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<span style="background-color: white; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 27px;">There is little doubt that many of the problems afflicting modern society are traceable to an extraordinary dearth of leadership. In politics, business, education and a myriad of other fields, we are continuously reminded of the inadequacies of those in charge.</span></blockquote>
The challenges don't stop there. The university system that served the industrial era economy reasonably well, does not serve an economic landscape that is much different from the previous few hundred years. What we have now is an education system <a href="http://www.wired.com/2014/10/on-learning-by-doing/">training kids for a world than no longer exists. </a><br />
What about the employee base companies do have to work with? They're <a href="http://www.forbes.com/sites/joshbersin/2014/03/15/why-companies-fail-to-engage-todays-workforce-the-overwhelmed-employee/">mostly not engaged with their work. </a><br />
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For businesses today, leadership is about moving out from the morass of mass mediocrity to a world that gets the most from its talent base, it's people assets, and delights its customers.<br />
This is what is required of leadership today--to guide stakeholders, assets, people and customers from the mountain peak it is currently on, down the slope and through the valley of death, and then create the more prosperous mountain <i>peaks </i>on the other side. Most everything else is mere shuffling of deckchairs on sinking ships.<br />
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The Mountain Peaks of Prosperity are Thick with Rainforests</h3>
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More so than ever before, businesses are the function of ecosystems. Understanding even that is a big step forward. Nurturing the ecosystem upon which the business depends is a bigger step yet. Leading the way towards seeding and growing <i style="font-weight: bold;">rainforests </i>is what any responsible leader should be striving towards. Rich, diverse, well conceived and executed social business ecosystems are where the "gold" lies, the future 'engines' of prosperity. </div>
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This isn't a trendy metaphor, but rather a much deeper, richer understanding of how the world is, and how economies function, and their role in a prosperous society. </div>
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<a class="g-profile" href="https://plus.google.com/110409303843109622161" target="_blank">+Jennifer Sertl</a> , one of my trusted sources with her finger on the pulse of business today, returning recently from the <a href="http://en.wikipedia.org/wiki/Sibos_(conference)">Sibos conference</a>, brought these insights from the thought leaders in the finance industry. The financial industry. Not academia. Not flowery optimistic change agents. The financial industry. Let me highlight a few key paragraphs from Jennifer's recent <a href="https://www.linkedin.com/pulse/article/20141017215103-407402-leadership-lessons-from-sibos-discernment-connectivity-proximity?trk=hb_ntf_MEGAPHONE_ARTICLE_POST">LinkedIn post on the conference</a>:</div>
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<span style="background-color: white; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px;">Swift has an internal innovation lab called </span><a href="http://%20http//innotribe.com/" rel="nofollow" style="background-color: white; border: 0px; box-sizing: border-box; color: #7b539d; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank">Innotribe</a><span style="background-color: white; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px;">, which is a group of individuals who travel globally to collect innovative thinkers to bring to Sibos to help bridge the gap between protection and innovation. Two speakers in particular made it very clear that competitive advantage today requires individuals build robust relationships across business sectors. </span><a href="http://www.peterhinssen.com/" rel="nofollow" style="background-color: white; border: 0px; box-sizing: border-box; color: #7b539d; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank">Peter Hinssen</a><span style="background-color: white; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px;"> asserts,“</span><strong style="background-color: white; border: 0px; box-sizing: border-box; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><em style="border: 0px; box-sizing: border-box; font-family: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">if you understand networks, you will understand the future</em></strong><span style="background-color: white; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px;">.” Things are more relational and less hierarchical. There is too much to know and individuals can no longer be single point sources. Those who will have the best sense of reality are those who live and foster relationships in robust networks. So many people like to be with individuals that are similar in lifestyle and expression. Yet, navigating complexity requires people to be more interested in what they have to learn from one another than what it is that they have in common. Similarly </span><a href="http://www.annbadillo.com/leadership/" rel="nofollow" style="background-color: white; border: 0px; box-sizing: border-box; color: #7b539d; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank">Ann Badillo</a><span style="background-color: white; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px;"> urges that rather than think of a network as a community, think of it “as a rainforest.” She says,“w</span><strong style="background-color: white; border: 0px; box-sizing: border-box; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><em style="border: 0px; box-sizing: border-box; font-family: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">e need to go beyond building networks to building eco-systems</em></strong><span style="background-color: white; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px;">.” This requires a much more robust inclusive design around friends, clients, customers, shareholders.</span></blockquote>
This may be the best paragraph I've read yet summing up the reasons to move towards a vastly different way of thinking of the business entity and it's place in the socio-economic environment.<br />
Sertl goes on to say:<br />
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<span style="background-color: white; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px;">Sustainable innovation and entrepreneurial growth come from ecosystems, not mere assets. Ecosystems are environments designed from the bottom-up to foster serendipitous interactions. The ecosystems are nurtured by several key cultural traits: connectivity, diversity of ideas and talents, deep levels of trust, motivations that rise above short-term zero-sum calculation, and cultural norms that encourage dreaming, risk-taking, and paying it forward.</span></blockquote>
Every single point there is bang on, and can't be separated from the other. This isn't some kind of piecemeal strategy. It's all in, or all out. The losers will be those that could only ever dip their toes in the water, that never dove in and learned how to swim in the new environment. The leaders will be those that inspire all involved to dive in, learn to swim, and learn to synthesize and synchronize.<br />
If you're thinking to yourself that a lot of the culture and culturally rewarded behaviours of today's organization are ill-suited to the new environment, you're absolutely right. Leaders will know how to either sort them out, and rid the organization of the ill-suited, or inspire their charges to embrace the new world, and how to thrive in it. The knowledge needed to thrive in these new environments abound.<br />
In closing, Sertl nicely circles the square with this quote:<br />
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<span style="background-color: white; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px;">Penny Hembrow, VP of Global Banking at </span><a href="http://www.cgi.com/en" rel="nofollow" style="background-color: white; border: 0px; box-sizing: border-box; color: #7b539d; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><strong style="border: 0px; box-sizing: border-box; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">CGI Group, Inc</strong>.</a><span style="background-color: white; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px;"> was an exhibitor at Sibos. When asked about today’s competitive advantage and navigating complexity, she gave a large smile and let out a sigh, “</span><strong style="background-color: white; border: 0px; box-sizing: border-box; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">At the end of the day we must never forget that consulting at its best no matter what you do is about problem solving</strong><em style="background-color: white; border: 0px; box-sizing: border-box; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">.</em><span style="background-color: white; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px;">” One of the biggest challenges we have right now is how to be globally minded yet serve our local communities. We have to toggle all the time between global and local. We might have large global networks, but at the end of the day most transactions are really made in person face to face. Even though it might be difficult, one has to find a way to have one foot planted in the macro and one planted in office in the life of the person you are serving. Hembrow refers to this as “</span><strong style="background-color: white; border: 0px; box-sizing: border-box; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">t<em style="border: 0px; box-sizing: border-box; font-family: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">he art of proximity - bringing global relevance at a macro level to the front door of the person you are serving</em></strong><span style="background-color: white; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; line-height: 24px;">.”</span></blockquote>
What does this mean? A continued move <i>away </i>from competing on price, and mass production, and towards competing on value and value creation. Which means more and more a world of customization. What does this mean for management? (yes, Virginia, management still matters) That managers are gardeners, who nurture, nourish and feed their ecosystem. Is that being taught at business schools? Probably not. But that is where the followers are, not the leaders.<br />
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In my next post I will explore with you what are the necessary design characteristics of a healthy social business ecosystem. <br />
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Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-23275069325406324742014-10-14T10:01:00.000-07:002014-10-14T10:01:40.679-07:00<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; margin-right: 1em; text-align: left;"><tbody>
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<span style="color: #38761d; font-family: Arial, Helvetica, sans-serif;"><b>The Glia Social Business EcoSystem Map</b></span></h3>
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<span style="color: #990000; font-family: Arial, Helvetica, sans-serif;"><b>Seeding the Glia EcoSystem</b></span></h2>
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<span style="font-family: Arial, Helvetica, sans-serif;">Lead Guide and Orchestrator</span></h3>
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<span style="font-family: Georgia, Times New Roman, serif;">Hello, my name is</span><span style="font-family: Arial, Helvetica, sans-serif;"> Gregory D Esau, your lead guide and orchestrator towards value creation in the Glia Social Business EcoSystem. The 'map' you see above, is our coarse grain macro-view of what our ecosystem will roughly look like. Over time, we will continually refine and define this map, your place in it. How to make it work for you, how we use it to help create value for yourself and our customer network. How we'll track and visualize different value flows that are essential to a healthy thriving eco-system, eventually giving us an entirely new way to "see" and value our socio-economic life and activities. Redefining how we create and distribute wealth in business and society. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">The world needs an economic revolution, our collective drive, passion and mission is to lead and set the bar as to how economic life functions and flows. Now, and into the future. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">The Seeds for Success</span></h3>
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<span style="font-family: Arial, Helvetica, sans-serif;">Thinking of a healthy social business ecosystem, such as the Glia design, as a garden is no mere metaphor. This visualization and the mind set that goes with it is critical to the success of the ecosystem. Even more so, is how we seed, nurture and grow a social business ecosystem, especially one designed to deliver a range of high value products and services to our customer network. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">There are seven keystone 'species' needed that meshed together ensure the best chance for seeds of our success. It's important to note, that the success or failure of an ecosystem like Glia depends on all the species to understand one another, and pull together to grow the system, and find, develop and create the value and wealth inherent in such a system. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Investors</b></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Investors can come from within the ranks of the keystone species, indeed, it's vital those that commit to the system are investor/stakeholders. It cannot be stated enough the design of the Glia system depends on the distributed ownership of the system. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Investment can also come from outside the system. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">These two basic categories can be thought of as vested investors, and passive investors. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">The vested investors, believe passionately in what we're working to build together, and therefore also invest time and expertise in understanding the system so as to best contribute. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">The passive investors will be those that believe in our economic philosophy, but for reasons unique to each, can't contribute currently as builders and developers. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Knowledge and Intellectual Capital</b></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">In the many years I have been pulling together the knowledge for developing the Glia EcoSystem two things have impressed me. How many different knowledge pieces to this puzzle that exit, and the different ways they can be combined to create unique value. Very much like a brain and mind, the more knowledge nodes in the system, the more expansive it's capabilities. Especially when we combine Social and Business, and within the context of increasing scales of customization.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Like every species in the system, Glia cannot thrive without a healthy network of knowledge nodes in it's brain!</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">As we further our understanding of the system, we will continually break this down into contextually specific types of knowledge, expertise, etc</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Builders and Developers</b></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">The design for the Glia EcoSystem as it scales will require a robust platform and network that can serve both the social world and business world. Of critical importance to the system and our mission, we as a whole need to own this platform and network. In the lessons learned from the new social network, Ello, there's a strong market for a network that differentiates itself from those that are ad supported or "free" for the right to user data. There's also a strong reaction as to how it's financed, with a lot of healthy skepticism towards venture capital. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">For Glia, we must have ownership over our data, our platforms, and network. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Attracting the talent to such a model and system as Glia is critical, as we'll need to find that sweet spot between open source and more closed corporate model. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Talent Market </b></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">All businesses need talent to function. The old industrial model and concepts of "labour" and "management" break down in the needs of business and society in the 21st Century. One of the biggest shifts Glia will create is changing the perception, relationship and functionality of talent pool and the needs of business and society, In very short, a healthy thriving social business ecosystem needs a healthy, thriving talent market. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Business--Products and Services</b></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">A look at the map gives us some idea of the types of businesses we want to attract into our system. Our long-term goal is to provide everything the value-centric consumer needs from cradle to grave. Our philosophy helps further refine what kind of businesses we want to cultivate--we do not compete on price. Competing on price is a losers game. This commoditization of labour and product, where ruthless cutting of costs towards the "lowest price" is the only way to "win" has been devastating for business and society. This principle is the most fundamental reason for the mass transfer of wealth over the last 30-40 years. This competing on price destroys and corrupts the soul of society, and business. The practice will no doubt persist, but not within the Glia EcoSystem.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Our Consumers</b></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Our reason for being. The social in social-business. In speaking to our consumers, how successful Glia can be in being a thriving ecosystem, how well we can reshape our socio-economic future depends on enough consumers who understand the need for shopping on value, and not on price. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>The Orchestrators</b></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">These are the master synthesis masters who can "read" the system, connect the dots among business, talent, technology and talent in unique ways to create unique value between business and consumer. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Context</b></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Evidence continues to mount that the old business models and old organizational models are too static, too inflexible and too tied to an outdated economic business philosophy to keep up with the needs of society, Such trends as artificial intelligent automation, Bitcoin/blockchain technology, the internet of things, 3D printing, institute stagnation, cloud technologies, distorted wealth creation and distribution, social networked media and even the specter of a 'jobless' future are not indicative that these old industrial models are up to the needs of business and society moving forward. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Seeing our economies as ecosystems, creating the ways to measure the value flows in our economic systems, values beyond the simplistic measures of profit and productivity, of GDP, so we have the visual maps so as all of us can see the health of the system, and understand what makes a healthy system, a healthy society. Where the needs of society and business are in synch, and one feeds the other. Where we all value all of the keystone species in the system, where we all learn how to be gardeners in the system. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">I also need to mention "innovation" at this point. Innovation isn't a strategy, it isn't a department, it even isn't "cross functional teams" (although that is a step in the right direction!). You can't "plan" innovation. It's often "seeing" what others can't see. It's serendipity. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Glia as a platform, combined with how we'll use visual social graphics to see the network, is designed to foster the environments where innovation can occur. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Separately, we can likely continue on the path we're on. But when we have all the tools, all the knowledge, all the technology, and most importantly, the <i style="font-weight: bold;">need </i>for revolutionary change, why would we choose to stay on the wrong path? </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Using our media, our <i style="font-weight: bold;">social </i>media and networks, we can work to bring together all the necessary "species" to populate and grow the Glia Social Business EcoSystem. Not quite "crowdsourced", but what I call "SmartSwarms". Those of us who have a vested interest in growing the system, and enough of an understanding to find what we need, to qualify what we need, the pioneers we need to grow. And to understand we all win in the process. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Seeding Cities</b></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Unquestionably, this is a big shift. It's important to connect this to community, and the business communities. To give us the best chance of success, seeding Glia in cities is the best way to make this happen. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">As a resident in beautiful <b>Vancouver B.C. Canada, </b>this is one city we'll seed. Which other cities we'll seed will be dependent on finding the <b>Core Nucleus </b>of <b>Orchestrators </b>for any one particular city. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">This also highlights how we can take knowledge and know how that is globally distributed, and apply it in physical communities. The map we see above can both be a global representation of Glia EcoSystem, and can also be overlayed any one particular city. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>What is Next?</b></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">As Lead Guide and Chief Orchestrator, it is my job to attract and connect this to people and businesses that fit into the above species categories. Social media and our social networks will be our main conduit for the macro system. Google Plus and it's Hang On Air broadcasting (in conjunction with YouTube) abilities allows an amazing ability to connect this to people worldwide, and my own back yard.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Likewise, for the training and orientation for how to grow and thrive on the Glia System, this capability will be invaluable to giving the pioneers the best possible odds of success, and also for connecting with our customer base. </span></div>
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<br />Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-53589432957601979792014-08-08T09:55:00.001-07:002014-08-08T10:18:08.361-07:00The Glia Revolution<div class="separator" style="clear: both; text-align: center;">
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<span style="font-size: large;"><b>Do You Have What it Take To Seed and Lead a Revolution? </b></span><br />
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Today marks a new beginning. For Glia. For SmartSwarm Management and Consulting. For you, for me, for society, business and our relationship with our planet.<br />
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For too long business, society, our workforce, our creative class, our quest for profits and return on investment, and our planet have been at odds. <br />
For too long our old means and methods of organizing have benefited too few, squandered the passion and abilities of too many, concentrated power too tightly, and is holding back the huge potential we've yet to realize as people and society.<br />
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No more!<br />
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Glia is a social business network for an eco-system platform that brings together the businesses, the leaders in a new wave of management and leadership systems, the entrepreneurs and creative class, the next generation workforce, the change agents of the investment class, high value consumers, and the citizens of this world that want to drive change, and build the future that is bright for all of us.<br />
A network whose purpose is to ensure the well being of all its members.<br />
A network whose purpose is to reimagine, reinvent, rebuild and revolutionize our way of life.<br />
A network that inspires us to constant improvement, to helping others, to grow, to achieve, to give back. To seed, grow, nurture a sustainable ecosystem.<br />
A network dedicated to value co-creation.<br />
A social business network owned and operated by it's members, for its members.<br />
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Make no mistake, this is going to take an enormous effort and commitment from a dedicated group of pioneers that will make up this revolutionary organizing system and culture.<br />
To get there we're going to need to harness and orchestrate a wide range of technology, engenuity, spirit, knowledge and collaboration. And to let go of outdated principles and practices.<br />
We'll need the concerted efforts of builders and renovators, change agents and creatives, know how and do how, and the thousands that can do all the little things that form that foundation upon which all this grows.<br />
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For the people with the talent, ability, drive and desire that want to be part of seeding and growing this system, it is the opportunity of a life time. And you are the people I need to find as soon as possible.<br />
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<br />Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-56626239495350297912014-03-24T13:53:00.000-07:002014-03-24T13:53:03.202-07:00Almost Everything You Wanted to Know About Glia* *(But Were Afraid To Ask)<div class="separator" style="clear: both; text-align: center;">
<a href="http://1.bp.blogspot.com/-u8B5BuxGG1A/UzCbCpCO80I/AAAAAAAAGIo/FXqBYQZRl7U/s1600/NetworksofPractice.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://1.bp.blogspot.com/-u8B5BuxGG1A/UzCbCpCO80I/AAAAAAAAGIo/FXqBYQZRl7U/s1600/NetworksofPractice.jpg" height="266" width="320" /></a></div>
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<b>Glia</b><br /><i>Almost Everything You Wanted To Know*</i><br />(<i>*But Were Afraid To Ask</i>)<br /><a class="ot-hashtag aaTEdf" href="https://plus.google.com/s/%23Glia" rel="nofollow" style="-webkit-transition: color 0.218s; color: #427fed; cursor: pointer; font-weight: bold; text-decoration: none; transition: color 0.218s;">#Glia</a> <a class="ot-hashtag aaTEdf" href="https://plus.google.com/s/%23SmartSwarms" rel="nofollow" style="-webkit-transition: color 0.218s; color: #427fed; cursor: pointer; font-weight: bold; text-decoration: none; transition: color 0.218s;">#SmartSwarms</a> <a class="ot-hashtag aaTEdf" href="https://plus.google.com/s/%23organizationalOS" rel="nofollow" style="-webkit-transition: color 0.218s; color: #427fed; cursor: pointer; font-weight: bold; text-decoration: none; transition: color 0.218s;">#organizationalOS</a> <br /><br /> This won't be a definitive guide, but it will (hopefully) give all of us a much better understanding than we previously had.<br />This is a Beta Version, and not ready for mass downloading.<br /><br /><b>Glia The Socio-Economic Revolution</b><br />This basic need for radical change has been my driving force since the 1980's. When I first came to the interwebs, that was and is my sole and soul purpose for being there (or is that here?)<br />Our model and system places foundational philosophical emphasis on value creation as a means to creating wealth, and on wealth distribution. A critical difference is the distribution is done through investing in people, and giving people every opportunity to succeed. <br />In our language, "wealth" is a mosaic of knowledge and know how, do how, emotional intelligence, service leadership, empowerment and engagement, empathy, caring and giving, critical and creative thinking, learning, networking and financial.<br /><br /><b>Glia:The Social Business Network</b><br />One of the purposes here is to have this massively scaled culture that finally does away with the false dichotomy of the needs of society, and the needs of business. This is, and should be a symbiotic relationship. That so called "capitalism" and capitalists have used the slavish and selfish pursuit of profits over people and planet does not mean in order to create wealth, we have to place one over the other. Somehow 250 years of market enterprises have missed the lessons of Adam Smith's "Moral Sentiments".<br />While the point isn't a "numbers" game, I think we can have 500 million plus "unique" Glia-ites on our platform in five years, give or take. Why? Because there are at least that many of us out there, and we need our own network, our own home, our own unique way to connect. This number is a mix of business and society (to over simplify it)<br /><b>Plus</b>!!<br />This is critical to understand. All of our people will have an ownership in our network. There are a lot of reasons for this (not the least of which is just one way we distribute wealth) but the most important, most crucial, most critical is:<br /><b>We Want To Own Our Own Data</b><br /><br /><b>Glia the Organizational Operating System</b><br />The simplest way to explain this, is that most organizations run some form of institutionalized form of organizing principles based on 200 year old models. Mechanization was a core philosophy, with command and control taken from the military. Worse, it still assumes economics that are equally outdated. It's been tweaked to somehow limp (well, rent seeking and other strong arm corruption and protectionism practices mostly) into this century, but it is at best a decrepit system.<br /><b>Glia</b> is base on living systems (nature, life), and the ever growing body of knowledge and know how that have sprung up around that guiding principle. What stops this vastly superior way of organizing is the power vested in the old systems, which is why many will die on the vine, unable to adapt.<br /><b>Glia</b> is for the 10% of businesses that are courageous enough to make the switch, and who want to be the true leaders of products and services for a sustainable prosperous society. Being harmonious with planet and nature is literally a <i>natural</i> extension of this 21st century business.<br /><br /><b>The Glia OS</b> is an exotic blend of philosophy, culture, economics, knowledge, expertise, know how and evolving technologies, along with social platforms, apps, data and data visualization, intermixed with business and community. It's difficult to explain, but not impossible. I am not only getting better at it, but with some additional resources will be able to make fun material to make it pretty simple to understand and employ.<br />Sooner rather than later I hope to have the Social Network Visualization to be able to "see" what the network 'looks' like, and so everyone can also see the creation and flow of wealth.<br />It will be designed to encourage transparency, inform us how we need to "invest our wealth" to keep the system healthy (this is the ultimate manifestation of "*What is is, is up to us*", and to greatly discourage the hoarding of wealth.<br />This data visualization tool, which will in time be available to view on any device, with macro and micro zoom features (think Google Earth), will be the coolest, best aspect of this whole system.<br />If the system gets gamed, it will be no ones fault except for the collective actions of 500,000,000 (plus) people and businesses. I am betting our future that we won't mess it up.<br /><br /><b>Applying and Growing Glia</b><br /><br />Getting started was <b><i>always</i></b> the tricky part, and I finally have the whole thing tweaked enough, along with enough key folks who understand the system well enough, <i>and</i> with enough reputation, to seed and grow it in cities first where we can most immediately begin the co-creation of value.<br />While it is beyond the scope of this post to explain how we do that, Glia is a system to find the right talent, skills and execution to apply to the context of any business's needs, for now, and more importantly, to guide growth through an enormously tumultuous time. In short, to lead and create the future, not follow it. It is a towering challenge with exponentially growing rewards.<br />As we will come to be known for: <b>We Are The Curve</b>. I take that seriously, and so should you.<br /><br /><b>Our Economic Model</b><br />Revenues and remuneration<br />Um, yes. Some day soon I really really want to have the visuals for this, but we're short of that as yet. We're getting pretty good at explaining it, but it takes about a hour or so.<br />Why? Because it <b><i>is</i></b> a very complex system, with economics, distribution, and technology involved, and the philosophy of value creation. It is designed to be fair and transparent, reward creation and effort, creativity and innovation, and many many etceteras, while at the same time making it exceedingly difficult to game and hack.<br />Plus, it can <i>only</i> be grown organically, via high value social networks, value creation, and relationships.<br /><br /><b>Smart Swarm Management and Consulting</b><br />The, um, wetware for applying the Glia OS with businesses, people, organizations and society.<br />More here: <a class="ot-anchor aaTEdf" href="https://plus.google.com/u/0/+GregoryEsau/posts/V6pS25BABRc" rel="nofollow" style="-webkit-transition: color 0.218s; color: #427fed; cursor: pointer; text-decoration: none; transition: color 0.218s;" target="_blank">https://plus.google.com/u/0/+GregoryEsau/posts/V6pS25BABRc</a><br /><br /><b>Vancouver, Canada--Our First Pilot City</b><br />We'll start here, work some of the start up bugs out, raise operating capital, bring on our stakeholder investors (this will be the best investment you will make. Period), and begin asap to co-create value with clients.<br />Early on, for a variety of home grown reasons, we will be targeting these sectors:<br />--Home Construction (it's my field, and man is it rype for radical disruption and innovation!!)<br />--Restaurants (as someone who has spent tens of thousands of $$$ eating out, I know we can make a big impact here)<br />--Retail (this has to evolve)<br />--Entrepreneurialism (for those that truly understand the whole Glia package, this is a no brainer)<br />--Software, Gaming, Data Visualization, App development (this is rype for co-evolution)<br />--Advertising, marketing, social media (this will rapidly and spectacularly evolve due to our system, model, and collective purpose)<br />--small business<br />--Big Business<br /><br />Depending on how quickly we can attract top talent and smart co-investment capital, my goal is to then seed 5-12 cities in North America, Australia and Europe in 12 months time.<br />By year 2020, we want to be "downloaded" by 100 cities worldwide, and by thousands of businesses, creating a dynamic evolving ecosystem of citizens, netizens, conscientious consumers and businesses that provide for the kinds of products and services, and the kinds of <b><i>PEOPLE</i></b> that can deliver what will be<b>Mass Customization</b> that as holistic self guided system, will be the kind of sustainable socio-economic system the world needs.<br /><br /><b>This Is Where We Are Going</b>, and I only want to co-create with the dynamic, driven kind of people who want to dedicate themselves to getting us all there.<br />For the right leaders, right people, the right teams, and the right SmartSwarms of knowledge, know how and do how, this will be the most exhilarating, rewarding, challenging and exciting period of your life.<br /><br />This all starts: <b>Today</b><br /><br /><span class="proflinkWrapper"><span class="proflinkPrefix" style="-webkit-transition: color 0.218s; color: #427fed; transition: color 0.218s;">+</span><a class="proflink aaTEdf" href="https://plus.google.com/118166938243063618199" oid="118166938243063618199" style="-webkit-transition: color 0.218s; color: #427fed; cursor: pointer; font-weight: bold; text-decoration: none; transition: color 0.218s;">John Foster</a></span> , <span class="proflinkWrapper"><span class="proflinkPrefix" style="-webkit-transition: color 0.218s; color: #427fed; transition: color 0.218s;">+</span><a class="proflink aaTEdf" href="https://plus.google.com/114753362567304164432" oid="114753362567304164432" style="-webkit-transition: color 0.218s; color: #427fed; cursor: pointer; font-weight: bold; text-decoration: none; transition: color 0.218s;">CJ Dulberger</a></span> , <span class="proflinkWrapper"><span class="proflinkPrefix" style="-webkit-transition: color 0.218s; color: #427fed; transition: color 0.218s;">+</span><a class="proflink aaTEdf" href="https://plus.google.com/104424338679069151673" oid="104424338679069151673" style="-webkit-transition: color 0.218s; color: #427fed; cursor: pointer; font-weight: bold; text-decoration: none; transition: color 0.218s;">Andrew Carpenter</a></span> , <span class="proflinkWrapper"><span class="proflinkPrefix" style="-webkit-transition: color 0.218s; color: #427fed; transition: color 0.218s;">+</span><a class="proflink aaTEdf" href="https://plus.google.com/101010252943098026073" oid="101010252943098026073" style="-webkit-transition: color 0.218s; color: #427fed; cursor: pointer; font-weight: bold; text-decoration: none; transition: color 0.218s;">John Kellden</a></span> , <span class="proflinkWrapper"><span class="proflinkPrefix" style="-webkit-transition: color 0.218s; color: #427fed; transition: color 0.218s;">+</span><a class="proflink aaTEdf" href="https://plus.google.com/100382758901355515850" oid="100382758901355515850" style="-webkit-transition: color 0.218s; color: #427fed; cursor: pointer; font-weight: bold; text-decoration: none; transition: color 0.218s;">Jeff Jockisch</a></span> , <span class="proflinkWrapper"><span class="proflinkPrefix" style="-webkit-transition: color 0.218s; color: #427fed; transition: color 0.218s;">+</span><a class="proflink aaTEdf" href="https://plus.google.com/106489213738169001058" oid="106489213738169001058" style="-webkit-transition: color 0.218s; color: #427fed; cursor: pointer; font-weight: bold; text-decoration: none; transition: color 0.218s;">Jeffrey J Davis</a></span> , <span class="proflinkWrapper"><span class="proflinkPrefix" style="-webkit-transition: color 0.218s; color: #427fed; transition: color 0.218s;">+</span><a class="proflink aaTEdf" href="https://plus.google.com/114775869285833699322" oid="114775869285833699322" style="-webkit-transition: color 0.218s; color: #427fed; cursor: pointer; font-weight: bold; text-decoration: none; transition: color 0.218s;">Jeneva Ray</a></span> <span class="proflinkWrapper"><span class="proflinkPrefix" style="-webkit-transition: color 0.218s; color: #427fed; transition: color 0.218s;">+</span><a class="proflink aaTEdf" href="https://plus.google.com/113281182431789566323" oid="113281182431789566323" style="-webkit-transition: color 0.218s; color: #427fed; cursor: pointer; font-weight: bold; text-decoration: none; transition: color 0.218s;">John Hagel</a></span> , <span class="proflinkWrapper"><span class="proflinkPrefix" style="-webkit-transition: color 0.218s; color: #427fed; transition: color 0.218s;">+</span><a class="proflink aaTEdf" href="https://plus.google.com/101844248571144042569" oid="101844248571144042569" style="-webkit-transition: color 0.218s; color: #427fed; cursor: pointer; font-weight: bold; text-decoration: none; transition: color 0.218s;">John Blossom</a></span> , <span class="proflinkWrapper"><span class="proflinkPrefix" style="-webkit-transition: color 0.218s; color: #427fed; transition: color 0.218s;">+</span><a class="proflink aaTEdf" href="https://plus.google.com/107624559327351970888" oid="107624559327351970888" style="-webkit-transition: color 0.218s; color: #427fed; cursor: pointer; font-weight: bold; text-decoration: none; transition: color 0.218s;">Ray Hiltz</a></span><br /><br />For the growing Glia Core, our purpose is straight forward--use the Glia OS to co-create the future our world needs.<br />If we don't do it, somebody else will, and they will probably fuck it up. Personally, I like our odds better.<br /><br />My focus is going to keep seeding the idea in G+ to attract talent and grow interest, more importantly find the right core of people in Vancouver who will be instrumental in taking the social business system to its outmost potential. I refuse to settle for anything less. </div>
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Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-87771044669686898222014-02-25T12:08:00.000-08:002014-02-26T19:27:37.033-08:00<div class="separator" style="clear: both; text-align: center;">
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<span style="color: #38761d; font-size: large;"><b>Being An Orchestrator of Value</b></span></div>
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<span style="color: #38761d;"><b><i>The Art and Practice of the Glia Operating System</i></b></span><br />
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<b>Creating Value With Networks of Practice--The Basics</b></div>
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I may be biased, but I think this is the most exciting position in the Glia OS! The Orchestrator of Value (OoV) can be practised and expressed in so many ways, and anybody with a burning desire to find and create value can strive to be an OoV. It's an incredible role, as it brings together so many unique talents. More exciting yet, is what we as OoVs can create and grow together. </div>
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Lets look at a few ways you can develop your role in the Glia eco-system. </div>
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<b>Regional Galaxies</b></div>
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This is very well suited to those who are 'super' connectors, or very well connected within their city and region. I love the opportunities available here, as one can connect to the multitude of industry and businesses, big or small, that exist within all city-regions. The potential here is enormous!</div>
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<b>Business Clusters </b></div>
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This is very well suited to those who are well connected within particular industries and businesses. There can be little doubt that all businesses and industries need to transition and transform to remain alive, functional, and growing. The possibilities are nearly endless!</div>
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<b>Knowledge Clusters</b></div>
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These are the more specific clusters of knowledge that are critical to understand and enable execution across a staggering array of needs for meeting the necessary transformations of the global and local economic environments. These include cloud computing, mobile, big data, leadership (leading in a networked world), social media, the evolution of HR, the workforce of the future, the future of management, sales, marketing, social technologies, to name some of the knowledge crucial to the survival of business enterprises in the years and decades ahead. </div>
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The role of a OoV in these fields clearly is an important part of any team. </div>
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<b>Capital Clusters</b></div>
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While we do have a range of understanding as to what "capital" is in the 21st century, networked organization, here we refer to financial capital. </div>
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This is an important role, as it entails having a broad over-view of what is happening in the entire Glia Eco-System, a intimate knowledge and sense of what needs to be seeded and nourished, with a reputation and network within external capital resource pools, and an ability to connect the value of Glia to that capital. </div>
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Those are four, and necessary examples of the more macro roles within Glia. Lets look at some of the skills necessary to shine in these roles. </div>
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<b>A Passion for Positive Change</b></div>
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This is the one trait that all OoV within Glia have to possess. A passion for transforming society, transforming business, and a passion for aligning these interests for a healthier, sustainable prosperous future for people and planet. </div>
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<b>Networks of Practice</b></div>
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To truly orchestrate value, the OoV will have had cultivated a resource rich network of practice. This is the network of knowledge, skills, leadership, know-how, can-doers, and collective spirit from an ever evolving range of clusters to focus on the understanding, solving, and value creation for any one particular client, suite of clients, and/or business clusters. It is within these Networks of Practice that we "Smart Swarm" our connective perspectives and knowledge, for the entire process of finding and building clients, opportunities, right on through to the spectacularly satisfied client. </div>
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<b>Leading in Networks</b></div>
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It is more than that Glia itself is a meta-network, but rather that having and using NoP is going to keep evolving into the key way of getting things done in the highly transitional world of the 21st century. Authority, command and control, and other vestiges of industrial era of leadership will <b>not</b> be the way to lead in a networked world. In this world, you need to be able to <i> attract </i>resources rather than commandeer them, you need to inspire all those you connect with to aspire to be their best, you have to excel at creating wealth and more importantly, distributing wealth. You must empower those in your network, rather than have power over.<br />
You'll also be a natural connector. More that just knowing lots of people, or having a big network, it is the ability to connect ideas across multiple platforms and disciplines. (See more in this HBR post: <a href="http://blogs.hbr.org/2009/11/power-to-the-connectors/">http://blogs.hbr.org/2009/11/power-to-the-connectors/</a>)</div>
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These and other leadership traits will not just ensure your continued ability to thrive in the Glia OS and Eco-System, they also ensure all within the entire Glia Networks thrives and grows. </div>
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I honestly believe there is no greater opportunity than there is to lead as a OoV within the Glia system. </div>
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<b>Creative and Critical Thinking</b></div>
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This is an accumulation of many skills. The ability to truly listen, and see, in order to fully understand those whom we want to create solutions for, likewise those within your NoP and closer team who will design and deliver. Real innovation happens in the space between society needs, business needs, client needs, and a NoP's desire. </div>
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Letting go of ego, also is important to really seeing and rallying your own thoughts, and those you interact with. </div>
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We will look at the value and necessity of having a "smart room" within the Glia system in another post, for now it is suffice to say you always want to surround yourself with the 'smartest' people you can. </div>
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<b>Buy In and Contributing to the Glia Philosophy. </b></div>
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The basis of philosophy as the great philosopher of our time, Danniel C. Dennett says, is to "stand under", meaning to always fully strive to understand. A continual process of learning and unlearning. Rooting out biases and blindspots. </div>
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Hopefully this is enough to fill you with a better understanding of what it takes for you to be a OoV with Glia, and an increase sense of the amazing opportunity that this can be for you, and for you to have a real impact on the quality of our future!<br />
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For some of deeper underlying foundations of this role:<br />
<a href="http://www.amazon.com/The-Smart-Swarm-Efficiently-Communicate/dp/B008VJZLQ0">http://www.amazon.com/The-Smart-Swarm-Efficiently-Communicate/dp/B008VJZLQ0</a><br />
<a href="http://www.amazon.com/Superconnect-Harnessing-Power-Networks-Strength/dp/039307160X">http://www.amazon.com/Superconnect-Harnessing-Power-Networks-Strength/dp/039307160X</a><br />
<a href="http://www.amazon.com/Social-Physics-Spread%C2%97The-Lessons-Science/dp/1594205655">http://www.amazon.com/Social-Physics-Spread%C2%97The-Lessons-Science/dp/1594205655</a><br />
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Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-27780527514065952912014-02-18T17:52:00.003-08:002014-02-24T11:43:21.428-08:00Glia--The Organizational Operating System for the Social Business. <div class="separator" style="clear: both; text-align: center;">
<a href="http://4.bp.blogspot.com/-_Ktg1oc3csw/UwOXu8cYWyI/AAAAAAAAFe8/iHLFyD-NTiM/s1600/Glia1.0.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://4.bp.blogspot.com/-_Ktg1oc3csw/UwOXu8cYWyI/AAAAAAAAFe8/iHLFyD-NTiM/s1600/Glia1.0.jpg" height="212" width="320" /></a></div>
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<span style="color: #274e13; font-size: large;"><b>The World's Great Social Businesses Run on Glia</b></span></div>
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This statement isn't true yet, however this is our mission. A process of taking businesses or even government agencies from Organization 1.0 Industrial Model, to Organizational 2.0 Digital Connective Model. The age of mechanics, to the age of biology. Mechanical systems, to living systems. From cowboy capitalism to conscious, distributive capitalism. </div>
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Industrial and American style capitalism gave rise to spectacular gains in productivity and standards of living. However, it is also reaching choke points of diminishing returns and stifled innovation. Capitalism is admirable for it's wealth creation, and much to be desired for it's wealth distribution. </div>
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We do not need an exhaustive indictment of the myriad hybrids of capitalism that brought civilization through the past 150 years. It is not so much they failed, it is that we are capable of so much more. Glia, as an operating system, is for those that know that, sense that, that have an underlying passion to explore and develop this vast reserve of untapped potential in humanity. Those of us that can <i>feel </i>the tension between an old system that has run its course, and a new system that is waiting unfurl, grow and proliferate. </div>
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<b>The Nature of Social Business</b></div>
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There are many definitions of 'social business'. Whether it's the latest marketing jargon (too often), or an attempt to label something more meaningful, we need to have an basis of what it is that 'social business' is trying to cure. </div>
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It is uncontroversial to say that the needs of business and the needs of society are all too often at odds. This false dichotomy needlessly costs both society and business billions, if not trillions in waste. </div>
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In the Glia system, social and business interests are aligned, as each needs a healthy other to prosper in the long term. This begins with the acknowledgement of that reality (in biology, it is known as symbiosis) , and bakes this shift in how we view business and society as co-creators right into the Glia DNA. This cultural mindset opens the doors to much broader ranges of innovative opportunities, and the nature of how we create, how we market and sell, and how we distribute resources of all kinds. It changes the nature of why and how we invest. </div>
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<b>Glia--An Economic Philosophy</b></div>
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There is much to be gained, and much to be discarding regarding the body of economic work to date. Things like risk, moral hazard, the principle-agency problem, incentives, behavioural economics are just a very few examples of bodies of knowledge that need to be woven into any evolving economic system. In the rush to throw the baby out with the bathwater, too many proposals and concepts ignore (at their peril) the many lessons learned from the study of economic activity to date, much of it is hard earned wisdom. </div>
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In the Glia System, the emphasis is on the capacity to synthesize working knowledge into contextually specific circumstances. We all have our biases, and belief systems, within which lies knowledge and wisdom, yet also lies blindspots, confirmation biases, resting on our embedded expertise (which may not have kept up with the times!) that serve to roadblock creative solutions and necessary innovation. </div>
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Our biological tendency to hoard is also a detriment to our more prosperous future, and this is evident in the outdated organizational pyramids where the hoarding of knowledge as a means to advancement and higher earnings. This may benefit the individual, but it is enormously costly to the organization as a whole. </div>
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A <b>we </b>instead of <b>me </b>philosophy brings a radical change in culture and how we identify, that frees up crucial resources of knowledge and abilities. </div>
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When extended beyond the boundaries of the enterprise, the positive effects are exponential (an excellent example in practice can be found <a href="http://www.ey.com/Publication/vwLUAssets/Americas_Corporate_Responsibility_Fellows_program_case_study/$FILE/Americas%20Corporate%20Responsibility%20Fellows%20program%20case%20study_CV0071.pdf">here</a>). </div>
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A shift in how we think of, practice, and <i>measure </i>our economic activities can have profound affects, that greatly benefit business and society as a whole. </div>
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The emphasis on knowledge distribution, resource distribution, wealth distribution with the Glia System is a powerful <i>accelerant and fuel </i>for creating more knowledge, more resources, and more wealth. The incentives remain for the most talented, skilled, and driven among us, to produce their greatest work, while at the same time that energy makes all of those around them better. This is what creates the best teams in sports and in life. </div>
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A bibliography for this philosophy can be put together, for now, these two books capture it more than adequately:</div>
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<a href="http://books.google.ca/books/about/The_Origin_of_Wealth.html?id=eUoolrxSFy0C&redir_esc=y">The Origins of Wealth</a>, the best book I have read for advancing a new economic philosophy and reality. </div>
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<a href="http://books.google.ca/books?id=GKWFaSTLQM8C&printsec=frontcover&dq=The+new+leadership+of+ecology&hl=en&sa=X&ei=5ccDU-PwPJTnoASbgYHgCA&ved=0CD8Q6AEwAA#v=onepage&q=The%20new%20leadership%20of%20ecology&f=false">The New Ecology of Leadership</a>, one of the better books I have read at grounding an ecological understanding of economics with business realities. </div>
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<b>Glia--An Organizational Operating System</b></div>
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A macro reality all businesses face is that it is becoming increasingly rare for an individual firm to create value on it's own. Furthermore, the commoditization of knowledge and systems, means competing on <i>price </i>is a loser's game. In the past, the traditional "economies of scale" of the industrial era made sense, but now the many firms that cling to that model struggle even stay <i>average. </i>(This look at 14 years of data, via McKinsey & Company is most revealing in this regard: <a href="http://www.mckinsey.com/insights/strategy/the_strategic_yardstick_you_cant_afford_to_ignore?cid=strategy-eml-alt-mkq-mck-oth-1310">The strategic yardstick you can't afford to ignore</a>). </div>
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With the gales of disruption also blowing from all directions, and the lifespan of businesses decreasing by the year, it is past due to adopt an operating system designed to survive, thrive and excel in the 21st Century. </div>
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For the well informed, it has become increasingly clear a new organizational operating system was needed. There has been a tremendous amount of advances over the last 15-20 years, with various levels of adoption. Still, the older models persist. We could quite possibly refer to this what Clay Christensen calls <a href="http://books.google.ca/books/about/The_Innovator_s_Dilemma.html?id=SIexi_qgq2gC">The Innovator's Dilemma</a>. It is what I call the walk through the valley of death, the very real metaphorical journey from one fitness peak, through the valley, and to scale the much more fertile peak on the other side. </div>
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The rewards on the other 'mountain peak' (or <a href="http://wiki.hsdinstitute.org/fitness_landscapes">fitness landscapes</a> for a broader understanding) will be substantial--for the types of social businesses that can network together and lead the way. Glia is the operating system best suited to get them there. </div>
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Let's take a closer look at how and why we can weave together the networks of practice, with a different model of financial partnerships, incentives and stakeholders, to create such a system.</div>
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<b>Visualizing the Glia Organizational System</b></div>
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Visualizing something before it is built is a challenge, especially so with a network of business clusters, Regional Galaxies, free agent nodes, knowledge clusters, capital nodes and the digital citizen. </div>
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The picture that opens this post perhaps helps. Keeping in mind, organizational systems that thrive in the future will mimic biology. The underlying logic here is pretty straightforward--evolution <i style="font-weight: bold;">is </i>all about resource creation and allocation. In other words, economics. We've taken economic thought seriously for about 250 years, evolution has been at it for 3 billion years, give or take. Let's score this one to evolution. </div>
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While not limited to mimicking the brain and mind, our very name suggests we borrow from it heavily. For networks, it is the ultimate model. Key point--no executive leader or control. However, let's not stray too far into that point for now. </div>
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Let's look at a few of the terminologies mentioned. These will evolve, and develop more complex lattices, but for seeding purposes, these will suffice. </div>
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<span style="color: #cc0000;"><b>Business Clusters</b> </span>The basic unit of the business organization. Specializes to some degree in a product or services, and/or a suite thereof. Will be some kind of hybrid of command and control, hierarchy, and knowledge, talent, task and knowledge distribution. Can range from the very small to the very big. </div>
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<span style="color: red;"><b>Regional Galaxies</b> </span>Geographically concentrated 'nodes' of strategically meshed Business Clusters, Free Agents, Knowledge Clusters, Capital Nodes and Digital Citizens. </div>
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<span style="color: #cc0000;"><b>Knowledge Clusters</b> </span>Tight and loose associations of specialized knowledge, skills, talent, etc. Can range from highly specialized, to more generalized knowledge. Distinguished by reputation. Valued for transitional qualities, and ability to synthesize knowledge into solutions within a wide range of social-business contexts.</div>
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<span style="color: #cc0000;"><b>Free Agents</b> </span>Individual contractors. This will not be without some controversy and transition, and is probably the most radical transformation of the 'work' force. However, in the old capitalist system this form of structure can be exceedingly difficult and hard to maintain, within the Glia System, this will give the individual much more security, growth opportunity, and sense of value and engagement, for the Business Clusters, this gives them the flexibility they need to continually adapt in a highly disruptive environment. </div>
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<span style="color: red;"><b>Capital Nodes/Clusters</b> </span>These people will contain many elements of the knowledge clusters, but with expertise in finance and connected to, or with, financial capital. What is also referred to in Glia terminology as "Smart Capital" or "Smart Investors". Similar to the VCs of more traditional forms of capitalization, or other financial institutes, but with philosophical alignment, longterm oriented, and investment of expertise, knowledge, mentoring, nurturing of the projects they're vested in. </div>
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<span style="color: #cc0000;"><b>The Digital Citizen</b> </span>Last, but not least, the digital citizen. Not just comfortable in the online world, they shape the online world. One foot in the physical world, one foot in the digital world, and wanting the best of both. More global in perspective, and primed for a revolution in how we organize our world. </div>
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That is all exist is obvious enough. That we formally organize them, create a financial model that creates the incentives to help all others in these nodes <i style="font-weight: bold;">grow, </i>and by extension to strategically share resources with the resulting value and wealth creation being shared, with a culture that thrives on how we shape, share, and make use of our knowledge, productivity, and skills to continually make all the better off is quite another matter. </div>
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It should be mentioned that this isn't about where we <i>were, </i>where we <i>are, </i>but where we are <b><i>going. </i></b></div>
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Rather than trying to explain further here how this system will work, in future posts and hangouts will be exploring how we will be applying this to existing businesses, and how we will be growing Regional or City Galaxies to apply the principles and practices of the Glia System to help businesses grow. Practice is so much better than preaching! </div>
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As we proceed with the principles and practices, it will become more obvious of how, what and why we need to <i style="font-weight: bold;">map</i> and visualize the 'capital' flows within Glia. Capital in this context of wisdom, knowledge, information, data, execution, productivity, finances, along with ecological considerations. In other words, how we <i style="font-weight: bold;">network, </i>and why we <i style="font-weight: bold;">network. </i>This is also in keeping with our dedication to radical transparency. </div>
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We will be starting small, but in time, we will be able to bring more and more of the benefits of the large scale organization to that of small business, and the benefits of small business to that of the larger organizations. This continually expanding web of products and services using the Glia OS will come to symbolize trust and value, transparency and mutual respect, and the kind of economic transactions that ensure a sustainable future for people and planet. </div>
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<b>Creating Value, and a Dedication to Excellence</b></div>
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Culture eats strategy for breakfast. I say this, because I think most business want, at some level, to create value, to dedicate themselves to excellence. Their problems lie in the embedded culture, and the old systems that got them there. This is the essence of why 75-80% of all change initiative fail. </div>
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The adoption of the Glia OS, however, allows for a fresh start. For businesses at the earlier stages of the growth cycles, this is the time to institute these values from the beginning. For the businesses at the later stages of growth, the adaptation of the Glia OS by design brings fresh life into old systems. </div>
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This is because adapting the Glia OS is about much more than any one business. It is about being part of a powerful trend of transforming society and the <i>nature </i>of through our actions. </div>
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This necessarily means the new styles of leadership for the socially networked, and social media world. </div>
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The <i>creation </i>of value is something a lot more nuanced than perhaps can be fully appreciated here. It starts, however, with the premise of non-zero sum relationships. Many transactions more closely resemble zero sum transactions, where one party has to lose or give something, for the other party to win or gain something. This is based on the old economic paradigm of scarcity. </div>
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The new paradigm and cultural mindset is that of non zero sum, and the paradigm of abundance. In this transaction, both parties gain, both parties win. </div>
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This is the fundamental basis of healthy relationships, healthy sustainable transactions, and relationship 'marketing'. Trust is build, as both parties function on the ideal that both will gain from the transaction, the relationship, rather than that of one where one is trying to take or gain advantage over the other. </div>
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Dedication to excellence is important in this kind of continual relationship, so each party can trust the other is doing their best to improve their end of the bargain. This trust can quickly break down when one feels the other is "free riding" on the efforts of the other. Dedication to excellence is not about ability. It is about a dedication to growth and self-improvement <i>regardless </i>of ability. This cultural stance, well researched in <a href="http://www.triballeadership.net/book">Tribal Leadership</a>, can do wonders (literally!) to the circulation of knowledge, know how, experience and execution to the world, institutions, and businesses of all shapes and sizes so desperately need. This leads to a mutual respect that can transcend all manners of soci-economic stratas. </div>
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This dedication to value creation via networks of practice, and dedication to excellence is an enormously empowering combination. We naturally react against entitlement, authority over, and those that don't pull their weight according to their ability. These are cancerous qualities that have rotted out many an organization or social group. </div>
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<b>Networks of Practice</b></div>
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Networks of practice have long existed, how they are organized, recognized, and valued has changed over the years. </div>
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In these opening decades of the 21st century, we have seen the rise of two meta trends. Social networks and media, and social technologies. Both radically change how information and transactions work. The implications are profound. </div>
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Few businesses and societies will go untouched. </div>
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We're in the very early stages here. Networks of practice of highly fluid combinations of high trust exchanges of knowledge and experience, will radically shape how we learn, how we 'see' the world, how we 'build' our world. There is a paradox here. Knowledge has never been more freely available. For that matter, the trend has been, and will be the commodization of knowledge. (This has been controversially understood as the "death of expertise". This <a href="http://thefederalist.com/2014/01/17/the-death-of-expertise/">essay </a> from The Federalist misundertands the problem, but any further exploration is for another day/post) </div>
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Successful networks of practice will be those that are able to combine big data, very high trust, high learning environments (individuals come to learn and teach), cultivate leaders, connectors and execution, develop "smart rooms", and learn the art of practice of "smart swarming". This, in conjunction with "socializing" knowledge and reputation throughout the other social networks (Facebook, Google Plus, LinkedIn, Twitter [etc], in the digital domains, the private social networks run by most larger businesses, and that of our more traditional local social networks. </div>
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Such networks of practice will be proactive in the kinds of technologies they adapt, or create, to continually improve their functionality. </div>
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It is my learned opinion that these networks of practice will be <i style="font-weight: bold;">the </i>key differentiator moving forward. </div>
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Why? </div>
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<b>Mass Customization</b></div>
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Is the answer to why. The twentieth century was about mass production. The twenty-first century will be about mass customization. Something I have been mildly obsessed with ever since reading Kevin Kelly's <a href="http://books.google.ca/books/about/Out_of_Control.html?id=EGqaAAAAIAAJ&redir_esc=y">Out of Control</a>, back in 1997 or so. (If you want to find the seeds of Glia, they're in that book)</div>
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Mass customization will hinge on three things: Data. Trust. Relationships. Data is in ridiculous abundance. </div>
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Trust, relationships, not so much. </div>
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Successful networks of practice will be obsessed with trust, and relationships. </div>
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Mass customization will play out among business to consumer, with a web of business for business (the recently released book <a href="http://www.tsia.com/research/books-by-tsia/b4b.html">B4B</a> is excellent for getting a very full look at this next wave of business relationships). </div>
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Delivering the degrees of customization the digital citizen, and the modern business will come to <i>expect </i>will take an eco-system of networks of practice, and a wide range of industry. It remains to be seen on how open this ecosystem will be, or whether it will be walled gardens, like Apple. </div>
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Trust and customer relationship will be the final arbitrator. </div>
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Glia was conceived of and designed for this world. Which means we will be putting a lot of emphasis on finding and growing with the kinds of people that want this world, will thrive in this world. </div>
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This overview is intended for those with the interest and ability to seed and grow Glia. </div>
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My next post will be focused on how and where we'll start, followed closely on the growing and developing of city based Galaxies. </div>
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Thanks for reading, and we will see you again soon. </div>
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Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0tag:blogger.com,1999:blog-2417655226355454424.post-9617059033109503742013-05-02T08:38:00.000-07:002013-05-02T08:49:16.130-07:00The GLIA Revolution--A New Beginning<div class="separator" style="clear: both; text-align: center;">
<a href="http://4.bp.blogspot.com/-Ftg_JfImKHc/UYKKzb2l-kI/AAAAAAAACls/3TxvHoh15Sw/s1600/manifesto.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="203" src="http://4.bp.blogspot.com/-Ftg_JfImKHc/UYKKzb2l-kI/AAAAAAAACls/3TxvHoh15Sw/s320/manifesto.png" width="320" /></a></div>
We are at a transitional point in human history. After a spectacular 200 year run, the Industrial Revolution is running out of steam. Along with all the institutions and theory that supported the mechanical age. Characterized more now by entrenched bureaucracy, rampant greed, wealth and power concentrations, corruption, centralized authority over capital flows, incompetent political oversight, overzealous security, ideological divides, erosion of ethical standards, and a continual decoupling of the skills we have rather than the skills we need, while macro factors such as climate change, growing population, and demographic shifts hover over an entire planet, for a growing number of us, it is obvious the organizational models that got us here, are completely inadequate for civil society in the 21st century.<br />
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Change Management is not the answer. It doesn't work, it hasn't worked, it is not going to work. We need more than change, we need a revolution.<br />
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GLIA is an Operating System for such a whole scale revolution. An OS for a new beginning. GLIA was conceived and developed to address the shortcomings of the industrial era organizational models, and to fully take advantage of the enormous opportunities that lie ahead.<br />
With our rich pools of social and intellectual capital, and the networks that connect this capital, we have everything it takes to rapidly seed and grow this next era of the social-business enterprise.<br />
GLIA is a system that connects this knowledge and capital into the products and services the socially conscious sustainable citizen needs for a healthy and prosperous life.<br />
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<span style="font-size: large;"><b>Key Characteristics</b></span></div>
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--Glia is an Organizational Operating System</div>
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--a synthesis of biological modeling, human development, organizational theory, complex adaptive systems, networks, pull learning, cloud technologies, mobile computing, managerial theories, social technologies and social networks, social media. (a biblography will be forthcoming)</div>
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--as a organizational model and operating system, it is highly agile and adaptive. </div>
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--leadership in networks</div>
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--the "one percent" and stakeholder ownership model</div>
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--valuing social, intellectual, ecological and financial capital</div>
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--the purposeful creation and <i style="font-weight: bold;">distribution </i>of social, intellectual, ecological and financial capital</div>
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--decentralized. No centre. </div>
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--high trust, highly connective social-business network of the Glia Stakeholders</div>
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-->stakeholders being: customers, businesses, production people, leaders, investors (investors being of social, intellectual/knowledge, ecological and financial capital), supply web, technology vendors, research and development, incubators, digital citizens. </div>
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--an entire eco-system of products and services a healthy, productive, secure, free, sustainable person and their chosen lifestyle would require in the 21st century. This can and will cover everything from handcrafted locally made goods, and foodstuffs, to the most advanced technological, transportation, health and learning services. </div>
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--to disrupt and replace the unsustainable remnants of the industrial era, and the incumbents that want to retain the power and wealth that goes with it. </div>
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--a deep regarded consciousness of the health of our customers, their support systems and their ecological environment .</div>
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--the intellectual and spiritual buy in of the "one percent" model and how it creates <i style="font-weight: bold;">and </i>distributes the four core sources of capital. We are a movement that will change how the world experiences and views its socio-economic life. </div>
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As such, Glia is an EcoSystem of Companies. The Glia Group of Companies. </div>
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<b>This is a big hill, and we are at the beginning. </b></div>
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To be sure, this is an enormous challenge. With such lofty challenges come enormous opportunity. Glia is for two types of people.</div>
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--Those that know deep in their hearts and minds that "business as usual" is more likely than not a near fatal choice of path for humanity, and our fellow species. </div>
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--Those that want to pioneer, that want to face head on the challenges society faces, and share in the rewards of what we believe to be an era of unprecedented opportunity of continually solving those challenges. That want to be part of developing and distributing the next generations of social-business organizational models and operating systems. </div>
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<b>Phase One--Forming the Glia Nucleus</b></div>
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Like all living systems, the future of Glia and its ability to realize its potential, and more importantly, our potential, depends greatly on the nucleus that is formed now. </div>
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We need now a further definition of who and what the Glia Nucleus requires. </div>
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1) Business Entrepreneurs. Those that want to build the kinds of businesses that will provide the products and services needed for a vibrant, healthy, 21st century citizen, <i style="font-weight: bold;">and </i>have those be the building blocks for the next generation of socially conscious capitalism. </div>
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These may already being operating, or be start-up entrepreneurs. </div>
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Where ever the business is in, in its lifecycle, complete buy in to the Glia OS and philosophy is a must. </div>
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2) Operating System Orchestrators. Those that are part of an ongoing web of orchestrators that learn and appliy the Glia OS to the social-business enterprises in the Glia Ecosystem. </div>
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3) Community and Network Developers and Managers. Community development and management is unquestionably one of the core functionalities of the 21st digital networked world. With Glia's roots in the Google Plus network, and community, this is a natural for the next phases. </div>
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4) Mavens, Connectors and Salespeople. Those special types of people that can connect and build relationships between Glia, and the world out there. </div>
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5) Social Technology. What will be the backbone upon which Glia runs, Glia requires a pretty advanced group of people who can build and manage this backbone. </div>
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6) Financial Operations. We have what we believe is a pretty advanced, and very cool model for wealth distribution. That is, how we divide the pie the eco-system creates. As such, we need people that have a solid understanding of finance, yet with the open mindedness and desire to develop the Glia OS "One Percent Stakeholder" model. </div>
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7) Stakeholders. The first wave of investors. Glia is not for the traditional venture capitalist. Nor is it quite for the kickstarter crowd-funding style investor either (although individual start-ups within the ecosystem can go the crowdfunding route).</div>
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What we are looking at is a $1,000 dollar stakeholder investment. This can be thought of as a 'share', but will be different than the corporate shareholder model. The B-Corporation is possible, but I am not entirely clear on this. </div>
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<b><span style="color: #cc0000;">What I am completely convinced of, this will be the best $1,000 dollar investment anybody could make. It is much much more than a financial investment, it <i>is </i>an investment in our socio-economic future, and how we organize and operate our future. </span></b></div>
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<b>Initial Combustion</b></div>
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Finding and launching the nucleus. We need the combined operating capital of all the seven components. </div>
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While I firmly believe that being part of this nucleus is very attractive, it will not be for everybody. This is going to be challenging, and it will be unquestionable a big stretch for all involved. </div>
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Learning and executing the Glia OS is going to take a lot of learning, it is going to take making mistakes, it is going be letting the business leaders a lot of room to run, and it is going to take a concerted effort by the OS orchestrators to keep up. </div>
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For the nucleus, this will be one of most invigorating and exciting times of our lives. We're seeding and growing a global enterprise that will reshape how we organize our socio-economic environment. </div>
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This is going to take real leadership, a new evolution in leadership. Learning, mentoring, creating and doing all at the same time. We will be doing this because the world needs us, and needs Glia <b><i>now. </i></b></div>
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We can form some of the early 'gases' on our social networks, but to get to combustion, I believe we will have to gather in a central place. To keep this simple, we will make that place Vancouver. </div>
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When? Summer at the latest. We have no time to lose! </div>
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In our next post, I will connect us to some of the social and intellectual capital Glia has attracted so far. </div>
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To close, I believe with an absolute certainty we have all the pieces to this next evolutionary development of our socio-economic future available. We only need now the will, the desire, to organize and distribute it. </div>
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<br />Gregory D Esauhttp://www.blogger.com/profile/02607707320686320325noreply@blogger.com0