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Category: big data – Page 9

Preamble: Bitcoin 1.0 is currency — the deployment of cryptocurrencies in applications related to cash such as currency transfer, remittance, and digital payment systems. Bitcoin 2.0 is contracts — the whole slate of economic, market, and financial applications using the blockchain that are more extensive than simple cash transactions like stocks, bonds, futures, loans, mortgages, titles, smart property, and smart contracts

Bitcoin 3.0 is blockchain applications beyond currency, finance, and markets, particularly in the areas of government, health, science, literacy, culture, and art.

Read the article here » http://ieet.org/index.php/IEET/more/swan20141110

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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TWENTY “WHITE SWAN BOOK” COMMANDMENTS OF RESILIENCY … http://www.linkedin.com/today/post/article/20140728221803&#4…resilience

The Scottish government has announced funding for a initiative to reduce the cost of offshore wind energy. http://www.bbc.com/news/uk-scotland-highlands-islands-28279336

WORLD ORDER IS RIGHT NOW CHANGING BEYOND EXPONENTIALLY, DEEPLY CHANGING MANY, MANY THINGS, INCLUDING THE PAUSING OF THE TECHNOLOGICAL SINGULARITY. LET US GET CONCERNED AND OPERATIONAL ABOUT THIS FOOLISH PRESENT!

Mapping the Spread of Drought Across the U.S. http://nyti.ms/1rZ27S9

Designing nanoparticles that can deliver drugs more easily http://www.kurzweilai.net/designing-nanoparticles-that-can-d…ore-easily

Social by the numbers: An interview with Sandy Pentland http://dupress.com/articles/sandy-pentland-mit-interview/

Building ‘invisible’ materials with light http://phys.org/news/2014-07-invisible-materials.html

The prettiest science experiments of the year according to Princeton http://sploid.gizmodo.com/these-are-some-of-the-coolest-look…+caseychan

Driverless cars, sexy robots, and flying trucks – this is the future http://rbth.com/science_and_tech/2014/07/16/driverless_cars_…38243.html)

Gold Bugs Meet Bitcoin Believers to Supplant the Dollar http://www.bloomberg.com/news/2014-07-28/gold-bugs-m…ollar.html

Qblinks — Smartphone Remote Notification and Control https://www.kickstarter.com/projects/myqblinks/qblinks-smart…nd-control

Startups Are Finally Hacking Healthcare http://techcrunch.com/2014/07/26/startups-are-finally-hackin…cial_share

Can you learn in your sleep? http://www.bbc.com/future/story/20140721-how-to-learn-while-you-sleep

REUTERS: West agrees wider Russia sanctions as Kiev says forces near crash site http://www.reuters.com/article/2014/07/28/us-ukraine-crisis-…1Z20140728

REUTERS: Israel strikes house of Hamas Gaza leader, digs in for long fight http://www.reuters.com/article/2014/07/29/us-mideast-gaza-idUSKBN0FV04A20140729

Lifeboat Foundation Worldwide Ambassador White Swan Update and Published Amazon Author by Andres Agostini at www.amazon.com/author/agostini AND www.linkedin.com/in/andresagostini

AN ACTUAL EXCHANGE BETWEEN THE ROYAL DUTCH SHELL WORLDWIDE CEO AND THE ROYAL DUTCH SHELL WORLDWIDE CHIEF STRATEGIST!

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AN ACTUAL EXCHANGE BETWEEN THE ROYAL DUTCH SHELL WORLDWIDE CEO AND THE ROYAL DUTCH SHELL WORLDWIDE CHIEF STRATEGIST!

QUESTION: HOW CAN WE ILLUSTRATE MR. ANDRES AGOSTINI’S CONCURRENT COORDINATED CONVERGENT SYSTEMS THINKING (CCCST): ARTICULATED UNDER INTELLIGENCE AUGMENTATION AND AMPLIFICATION (IAA) VIA ASIN: B00KNL02ZE ANSWER: BY PAYING ATTENTION TO AN INDOORS INTERVIEW BY THE ROYAL DUTCH SHELL HERE:

Many world-class zillion-dollars corporations go to huge unknown distances to make a difference in sustaining and guaranteeing their For-Lucre Competitive Advantage. Shell, as many others are a good example of this, through many, many decades to date. I was fully trained and thoroughly indoctrinated by Shell to this end a long time ago while I keep always researching their latest canonical milestones. However, my ongoing research considers and analyzes the findings of many other zillion-dollar corporations beyond, by far, those of Royal Dutch Shell.

Governments, governmental agencies, political bodies, universities (including those into strong R&D&I), as well as a myriad of other companies, supranationals and NGOs, DO NOT EVER ATTEMPT TO DO THIS. THEY THINK THAT SEEKING KNOWLEDGE THIS WAY IS A CLEAR SIGN OF INSANITY.

Nothing, and nothing at all, will preclude Shell and other Fortune-7 Corporations to seek out and seize boundaryless knowledge.

All of my assertions are backed by most-updated brick-and-mortar books and manuals. I can give you a brief general idea, but my time and researched proprietary findings are extremely expensive for me to tell you about where to find those contents.

The combined knowledge of my research is a part of an infinitely larger ongoing proprietary research effort by me. Through many, many years, these books and manuals and handbooks have been physically published but you did not found out then. But many publications were only found through proprietary literature only.

When you want to access proprietary literature, you handsomely pay for it. Otherwise, it is impossible to gain access to that.

Everything I have or have had, I capitalistically paid for CASH AND IN FULL. If you are a commie, this is not for you or any other forms of hippies and chronies.

FOR INSTANCE:

Star Trek’s Captain Spock told James T. Kirk: “… Jim, the problem with you is that you always proceed from false assumptions … And being a Volcan and thus different from you, I have no ego to bruise …”

LET US NOW GET BACK TO OUR REAL-LIFE EXCHANGE AS PER ROYAL DUTCH SHELL:

Royal Dutch Shell Worldwide CEO: “…Okay, How is the strategic planning going along for the forthcoming year? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Very well, sir…We are introducing some novelties to our corporation-wide strategic planning, strategizing and strategic execution …!…”

Royal Dutch Shell Worldwide CEO: “…Can you give me some specifics? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Well, sir, our most unconventional and heterodox thinking and strategizing have always gone to a far-fetched fringe, spurting twilight-zones mind-sets while ridiculing the minimal and precarious notion of so-called ‘out-of-the-box’ thinking … So, this year we have a roaster of out-of-this-world people to interview in order to underpin our strategy and outsmart Exxon-Mobil and the like in the process. All of the interviews will be heavily documented for continuous close examination …”

Royal Dutch Shell Worldwide CEO: “…Excellent, I really like you rationale…Who is your first person to interview? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Thank you. The first one will be a Maharishi, the so-called ‘Great Seer’ …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “… Drashtara, Sanskrit for the Techno-Harbinger …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “…The Awaken Ones …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “… Auspiciousness, a female spiritual leader of great audiences in the East and West …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “… A Catholic Bishop…”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “…A Tel-avid Rabbi …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “… A Lama …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “ … An Ayatollah …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “…A Witch…”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Chief Worldwide Strategist: “…A Saucerer…”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who is next in your list?…”

Royal Dutch Shell Worldwide CEO: “…You list is nice but a bit too conventional for my profitable ambitions. What are you exactly going to do about it to fundamentally solve your shortcomings? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Sir, we are going to interview, as well, many other thought leaders, including many purposeful mentally-ill ponderers!…”

Royal Dutch Shell Worldwide CEO: “…Like whom? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Sir, a Schizophrenic …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… One person undergoing Clinical Delusional Disorder …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… Someone into Clinical Hallucinations …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…Someone into Clinical Histrionic or Narcissistic …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Guru from India …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Yogi from India …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… An Oracle from the Tibet …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Kabbalah Mystic …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “…Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Witch …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Brazilian Shaman …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… A Brazilian Shaman…”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Saucerer …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Savant…”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Knowledgist …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Beggar …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Homeless …”

Royal Dutch Shell Worldwide CEO: “… What will you ask her? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask her open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Gigolo …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Wizard …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Magician …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…A Autistic …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “…One undergoing Asperger’s …”

Royal Dutch Shell Worldwide CEO: “… What will you ask him? …”

Royal Dutch Shell Chief Worldwide Strategist: “…We will ask him open-ended questions without constraints of time: a) How do you see the world? b) What are humans missing? c) How can we make life better for all? d) If you were the U.N. Secretary General, What would you change in the civilization?…”

Royal Dutch Shell Worldwide CEO: “… Excellent, Who else? …”

Royal Dutch Shell Chief Worldwide Strategist: “… Every Student proactive in most-recondite Ivy-League own on-site Secret Societies … Several Prostitutes and several Tarot-card Readers, Soothsayers, Divinators, Foretellers, Predictioneers, Futilitarians, Hunches-tellers, First-Guessers, Second-Guessers, Fortunetellers, Prophets, Presagers, Premonitionists, Dictators, Anarchists, among many other savants.

Now, you can understand why people of The Netherlands OUTSMART MOTHER NATURE and are so intelligent, shrewd and mordant, as well as victorious, ready to “kill” petroleum as source of energy and impose Energy “X”.

Many, many zillion-dollars-corporations RELENTLESSLY exercise their Intellects and Strategies BY INCESSANTLY SEEKING OMNISCIENCE IN IGNORED FLANKS AND NOVEL QUADRANTS AND SPHERES. AND THROUGH THE PRECEDING, THEY MERIT AND DESERVE TO OUT-RULE THE WORLD, THE PRESENT AND THE FUTURE.

NOTHING, AND NOTHING AT ALL, WILL PRECLUDE SHELL AND OTHER FORTUNE-7 CORPORATIONS TO SEEK OUT AND SEIZE BOUNDARYLESS KNOWLEDGE.

ONLY SOURCE: Andres Agostini’s own Book:

Concurrent Coordinated Convergent Systems Thinking (CCCST): Articulated under Intelligence Augmentation and Amplification (IAA)
ASIN: B00KNL02ZE
http://amzn.to/1owe52O

By Mr. Andres Agostini
www.linkedin.com/in/andresagostini

Oil Refineries that has continuously benefited from Mr. Andres Agostini’s White Swan Transformative and Integrative Risk Management. The White Swan Idea is at https://lifeboat.com/blog/2014/04/white-swan

Through five and half years, the White Swan Book’s Author Andres Agostini concurrently managed the risks of the world’s number 1 and the world’s number 3 Oil Refineries. There is a sample of installations of these two refineries.

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The White Swan Idea is at https://lifeboat.com/blog/2014/04/white-swan

Oil and Gas Tankers (maritime vessels) that has continuously benefited from Mr. Andres Agostini’s White Swan Transformative and Integrative Risk Management. The White Swan Idea is at https://lifeboat.com/blog/2014/04/white-swan

Through five and half years, the White Swan Book Author Andres Agostini concurrently managed the risks of ten (10) oil and gas tankers (maritime vessels). There is a sample of five (5) vessels here.

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The White Swan Idea is at https://lifeboat.com/blog/2014/04/white-swan

The Lifeboat Foundation Worldwide Ambassador Mr. Andres Agostini’s own White Swan Randomness Versus Pseudo-Ramdoness, Countermeassuring Every Unthinkable Black Swan, at https://lifeboat.com/blog/2014/04/white-swan

Randomness Versus Pseudo-Randomness

Randomness.— (Randomness means lack of pattern or predictability in events. Randomness suggests a non-order or non-coherence in a sequence of symbols or steps, such that there is no intelligible pattern or combination, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Pseudo-Randomness.— (Pseudo-Randomness means quasi-lacking of pattern or quasi-predictability in events. Pseudo-Randomness suggests a quasi-non-order or quasi-non-coherence in a sequence of symbols or steps, such that there is no intelligible pattern or combination, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

The Lifeboat Foundation Worldwide Ambassador Mr. Andres Agostini’s own White Swan Dictionary, Countermeassuring Every Unthinkable Black Swan, at https://lifeboat.com/blog/2014/04/white-swan

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WHITE SWAN — UNABRIDGED DICTIONARY

Altogetherness.— Altogetherness is the quality of conforming to the ability to investigate with all or everything included.

A Posteriori.— “ … A Posteriori indicates the demonstration that entails the ascendance of the effect to the cause, or the properties of the essence of something [….] After examining the matter that is dealt with [….] Derived by or designating the process of reasoning from facts or particulars to general principles or from effects to causes; inductive; empirical [….] Knowable from experience [….] relating to or involving inductive reasoning from particular facts or effects to a general principle [….] derived from or requiring evidence for its validation or support; empirical; open to revision [….] from particular instances to a general principle or law; based on observation or experiment [….] not existing in the mind prior to or apart from experience [….] the process of reasoning from effect to cause, based upon observation …”

A Priori.— “ … A Priori comprises that proceeds from a known or assumed cause to a necessarily related effect; deductive [….] Derived by or designating the process of reasoning without reference to particular facts or experience [….] Knowable without appeal to particular experience [….] Made before or without examination; not supported by factual study [….] relating to or involving deductive reasoning from a general principle to the expected facts or effects [….] to be true independently of or in advance of experience of the subject matter; requiring no evidence for its validation or support [….] existing in the mind independent of experience [….] conceived beforehand …”

Blitzkrieg.— “ … Blitzkrieg is a German MEME for war-waging White Swan Corporate Strategy conducted against competitors and with great speed and force; specifically: a violent techno-surprise offensive by massed brick-and-mortar forces and through digitized ground and World-Wide Web forces in close beyond-perfection coordination …”

Change .— “… Change is to transfer from (one conveyance) to another and/or to undergo transformation or transition and/or to go from one phase to another and/or the act, process, or result of altering or modifying and/or the replacing of one thing for another; substitution and/or a transformation or transition from one state, condition, or phase to another and/or to make or become different and/or a variation, deviation, or modification and/or anything that is or may be substituted for something else and/or to transform and/or to transfer from one (conveyance) to another and/or to pass gradually into and/or to pass from one phase to another and/or the act of changing or the result of being changed and/or a transformation or modification and/or the substitution of one thing for another and/or the process of becoming different and/or impermanence and/or biological metamorphosis …”

Closenessfulness.— (Closenessfulness is the quality of conforming to the ability to see immediate and near-term foreseeable futures and likely prospects).

Complexity Science .— “ … Complexity Science is the systematic study of the nature and behavior of the material and physical universe, based on observation, experiment, and measurement, and the formulation of laws to describe these facts in general terms with the utter purpose of instituting the perusal of the phenomena which emerge from a collection of interacting objects [….] Complexity expresses a condition of numerous elements in a system and numerous forms of relationships among the elements [….] The use of the term complex is often confused with the term complicated. In today’s systems, this is the difference between myriad connecting ‘stovepipes’ and effective ‘integrated’ solutions. This means that complex is the opposite of independent, while complicated is the opposite of simple [….] While this has led some fields to come up with specific definitions of complexity, there is a more recent movement to regroup observations from different fields to study complexity in itself, whether it appears in anthills, human brains, or stock markets. One such interdisciplinary group of fields is relational order theories …”

Counter-closenessfulness.— (Counter-closenessfulness is the quality of conforming to the ability to see alternate immediate and near-term foreseeable futures and likely prospects).

Counter-DoctorStangelovesness.— (Counter-DoctorStangelovesness is the quality of conforming to the ability to investigate, through alternate military strategy and practical systems theory as they are instituted in corporate theater of operations, as claims of management phenomena with potential corporate for-lucre application, such as ‘remote viewing’ through scenario-planning methodology ‘unthinkables’, the purported ability to physically ‘see’ unknown events, sites, or information from a great temporal distance, including those of the environment, industries and specially those of direct and indirect competitors to said corporations. Taken by Applied Thinkers and Savvy Corporation by and beyond the prescription of the RAND Corporation and the Hudson Institute).

Counter-farsightfulness.— (Counter-farsightfulness is the quality of conforming to the ability to see alternate foreseeable futures and likely prospects).

Counter-foresightfulness.— (Counter-foresightfulness is the quality of conforming to the alternate perception of the significance and nature of events before they have occurred).

Counter-hindsightfulness.— (Counter-hindsightfulness is the quality of conforming to an alternate perception of the significance and nature of events after they have occurred).

Counter-insightfulness.— (Counter-insightfulness is the quality of conforming to the ability to engage the alternate acute observation and deduction, penetration, discernment, perception and understanding of a specific cause and effect in a specific context).

Counter-intuitvenessfulness.— (Counter-intuitvenessfulness is the quality of conforming to the ability to perceiving alternate intuitive knowledge).

Counter-Stargatenessfulness.— (Counter-Stargatenessfulness is the quality of conforming to the ability to investigate alternate claims of psychic phenomena with potential corporate for-lucre application, such as ‘remote viewing’, the purported ability to psychically ‘see’ events, sites, or information from a great distance, including those of the environment, industries and specially those of direct and indirect competitors. Taken by Applied Thinkers and Visionary Corporation by the U.S. Federal Government’ and the U.S. Defense Intelligence Agency’s Stargate Project).

DoctorStangelovesness.— (DoctorStangelovesness is the quality of conforming to the ability to investigate, through military strategy and practical systems theory as they are instituted in corporate theater of operations, as claims of management phenomena with potential corporate for-lucre application, such as ‘remote viewing’ through scenario-planning methodology ‘unthinkables’, the purported ability to physically ‘see’ unknown events, sites, or information from a great temporal distance, including those of the environment, industries and specially those of direct and indirect competitors to said corporations. Taken by Applied Thinkers and Savvy Corporation by and beyond the prescription of the RAND Corporation and the Hudson Institute).

Dynamic Driving Forces .— “…Dynamic Driving Forces are forces outside the firm (external factors) that trigger the change of strategy in an organization. Industry conditions change because important forces (the most dominant ones that have the biggest influence on what kinds of changes will take place in the industry’s structure and competitive environment) are driving industry participants (competitors, customers, or suppliers) to alter their actions, and thus the driving forces in an industry are the major underlying causes of changing industry and competitive conditions. Driving forces analysis has two steps: identifying what the driving forces are and assessing the impact they will have on the industry .… The Most Common Dynamic Driving Forces include: 1. The Internet and new e-commerce opportunities and threats it breeds in the industry; 2. Increasing globalization of the industry; 3. Changes in the long-run industry growth rate; 4. Changes in who buys the products and how they use it. 5. Product innovation; 6. Technological change; 7. Market innovation; 8. Entry or exit of major firms; 9. Diffusion of technical know-how across more companies and more countries; 10. Changes in cost and efficiency. 11. Growing buyer for preferences for differentiated products instead of a commodity product (or for a more standardized product instead of strongly differentiated products); 12. Regulatory influences and government policy changes; 13. Changing societal concerns, attitudes, and lifestyles; 14. Reductions in uncertainty and business risk … Other dynamic driving forces include geologic, climatological, political, geopolitical, demographic, social, ethical, economic, technological, financial, legal and environmental forces, among others …”

Dynamics.— “…Dynamics is a branch of mechanics that deals with forces and their relation primarily to the motion but sometimes also to the equilibrium of bodies …. an underlying cause of change or growth …. a pattern or process of change, growth, or activity *population dynamics* …”

Far-fetched.— “ … Far-fetched is improbable in nature; unlikely. But given the emergent as-of-now nature of the Omniverse, far-fetched is omniverseral nature’s most probable and so probable to tectonically reform our cosmovisions, in front and beyond our smartest observations, and other constellations believed indisputable by our folly human assumptions …”

Farsightfulness.— (Farsightfulness is the quality of conforming to the ability to see the foreseeable futures and likely prospects).

Flawness.— (Flawness is the quality of conforming to maximum error and failure).

Foresightfulness.— (Foresightfulness is the quality of conforming to perception of the significance and nature of events before they have occurred).

Fortuitousness.— (Unexpected and casually happening[s], as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Futilitifulness Thinking.— (Futilitifulness is the quality of conforming to maximum futility).

Future (the ‚) .— “ … The Future is 1) What is yet to come, 2) What can happen or not, 3) The future is a tranquil country, 4) The indefinite time yet to come, 5) Something that will happen in time to come, 6) A prospective or expected condition, 7) Undetermined events that will occur in that time, 8) time that is to be or come hereafter, 9) Something that will exist or happen in time to come, 9) The period of time following the present moment and continuing on indefinitely, 10) The situation or condition of someone or something in the future, 11) One of a plurality of possible future conditions or situations, 12) The time or a period of time following the moment of speaking or writing; time regarded as still to come, 13) The future is what will happen in the time period after the present. Its arrival is considered inevitable due to the existence of time and the laws of physics. Due to the apparent nature of reality and the inevitability of the future, everything that currently exists and will exist can be categorized as either permanent, meaning that it will exist for the whole of the future, or temporary, meaning that it won’t and thus will come to an end. The future and the concept of eternity have been major subjects of philosophy, religion, and science, and defining them non-controversially has consistently eluded the greatest of minds. In the Occidental view, which uses a linear conception of time, the future is the portion of the projected time line that is anticipated to occur. In special relativity, the future is considered absolute future, or the future light cone. 14) The only way you can see the future is if you’re ahead of your own time, 15) Learning how to be ahead of your time, today!, 16) The future is that the future is something that happens to us, not something we create, 17) Our future is determined by the actions of all of us alive today. our choices determine our destiny, 18) The future is a phenomenon that will be completely real someday even though it does not exist today, 19) Future is too important to be lost under the burden of juvenile folly and ignorant superstition, 20) Our intuition about the future is linear, which is hard-wired in our brains, 21) The future is being colonized all the time by people who have the resources, who do spend time thinking about it, planning for it and trying to shape it in their direction, 22) The future is already here; it’s just not evenly distributed, 23) the future is called ‘perhaps,’ which is the only possible thing to call the future. and the important thing is not to allow that to scare you, 24) The future is unsure. that’s the way it should be, 25) The past cannot be changed. The future is yet in your power, 26) The future is the past of to-morrow, 27) The best way to predict the future is to invent it, 28) To be masters of the future is to change the past, 29) The future is extremely important to high morale, to dynamism, to consensus, and in general to help the wheels of society turn smoothly, 30) The past is gone, the future is not to come, and the present becomes the past even while we attempt to define it, 31) The future is not for the fainthearted, 32) The future is not an echo of the past, 33) The future is not a privilege but a perpetual conquest, 34) The future is not what will happen; the future is what is happening, 35) The future is more challenging than playing catch up, 36) The future is not an extrapolation of the past, 37) The future is not something we enter. The future is something we create, 38) The future is an unknown country which requires tough visas for anyone to enter. not all of us will get the chance to visit it, 39) The future is not what is coming at us, but what we are headed for, 40) The future is where I expect to spend the rest of my life, 41) The danger of the future is that men may become robots, 42) The future is the creation of millions of independent economic actors, 43) The future is independent of the past, 44) The future is alive. Like the present, the future is not a single, uniform state but an ongoing process that reflects the plenitude of human life, 45) The future is natural, out of anyone’s control, 46) The future is continually stalking on the present, 47) The future is technocracy in perpetuity, 48) The future is eternally clashing the present, 49) The future is absolute hard science dominance, 50) The future is going to get invented, with you or without you, 51) The future is S-H-A-Z-A-M (“…The wisdom of Solomon, the stamina of Atlas, the power of Zeus, the courage of Achilles, and the speed of Mercury.…” and 52) The future is not something that happens to us, but something we create.

Fuzzy Logic.— (A form of algebra employing a range of values from “true” to “false” that is used in decision-making with imprecise data, as in artificial intelligence systems, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Haphazardness.— (the quality of lacking any predictable order or plan, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Hindsightfulness.— (Hindsightfulness is the quality of conforming to perception of the significance and nature of events after they have occurred).

Inflection point .— “…Inflection point is a moment of dramatic change, especially in the development of a company, industry, or market … And/or a time of significant change in a situation; a turning point … A moment of dramatic change, especially in the development of a company, industry, or market … A point on a chart that marks the beginning of a significant move, either up or down … An event that results in a significant change in the progress of a company, industry, sector, economy or geopolitical situation. An inflection point can be considered a turning point after which a dramatic change, with either positive or negative results, is expected to result. Companies, industries, sectors and economies are dynamic and constantly evolving. Inflection points are more significant than the small day-to-day progress that is made and the effects of the change are often well-known and widespread … Andy Grove, Intel’s co-founder, described a strategic inflection point as ‘…an event that changes the way we think and act …’ … What Intel’s Grove calls ‘…strategic inflection point …, Andres terms « … Sputnik Moment inflection point … » … Inflection points can be a result of action taken by a company, or through actions taken by another entity, that has a direct impact on the company. Regulatory changes, for instance, could lead to an inflection point for a corporation that was previously held back by regulatory compliance issues. Inflection points in technology include the advent of the Internet and smart phones. Politically, an inflection point can be illustrated by the fall of the Berlin Wall or the fall of Communism in Poland and other Eastern Bloc countries …”

Insightfulness.— (Insightfulness is the quality of conforming to the ability to engage the acute observation and deduction, penetration, discernment, perception and understanding of a specific cause and effect in a specific context).

Intuitvenessfulness.— (Intuitvenessfulness is the quality of conforming to the ability to perceiving intuitive knowledge).

Litmus Test.— “… Litmus Test is a critical indication of future success or failure …”

Minimax.— “… Minimax is a decision rule used in decision theory, game theory, statistics and philosophy for minimizing the possible loss for a worst case (maximum loss) scenario. Alternatively, it can be thought of as maximizing the minimum gain (maximin or MaxMin). Originally formulated for two-player zero-sum game theory, covering both the cases where players take alternate moves and those where they make simultaneous moves, it has also been extended to more complex games and to general decision making in the presence of uncertainty …. In the theory of simultaneous games, a minimax strategy is a mixed strategy which is part of the solution to a zero-sum game. In zero-sum games, the minimax solution is the same as the Nash equilibrium …”

Mishaps.— (an unknown and unpredictable phenomenon that causes an event to result one way rather than another, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Mistakenness .— (Mistakenness is the quality of conforming to maximum mistake and an unintentional act, omission).

Narrow-mindedness.— (Narrow-mindedness is the quality of conforming to unresponsive to new ideas).

Normalness.— (Normalness is the quality of conforming to maximum normal quality or normal condition).

Omniscience .— “… Applied non-theological omniscience consists of having total knowledge; knowing everything, having infinite knowledge, the current state of knowledge, the ability to know anything that one chooses to know and can be known and actually knowing everything that can be known. Synonyms to omniscience include panshopy, polyhistory and all-knowingness.…”

Open-mindedness.— (Open-mindedness is the quality of conforming to receptiveness to new ideas).

Prospective.— “ … Prospective comprises something that is likely or expected to happen [….] that looks forward to the future [….] that it is anticipated or likely to happen [….] of or in the future [….] potential, likely, or expected [….] yet to be or coming [….] of or concerned with or related to the future Set of analyzes and studies developed with the utter end of exploring or foretelling the future, regarding a determined subject matter …”.

Pseudo-fortuitousness.— (quasi-unexpected and quasi-casually happening[s], as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Pseudo-Fuzzy Logic.— (A form of algebra employing a range of values from quasi-“true” to quasi-“false” that is used in decision-making with quasi-imprecise data, as in artificial intelligence systems, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Pseudo-Haphazardness.— (the quality of quasi-lacking any predictable order or plan, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Pseudo-Mishaps.— (a quasi-unknown and quasi-unpredictable phenomenon that causes an event to result one way rather than another, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Pseudoserendipity.— Pseudoserendipity means PURPOSEFULLY CREATING the constant preconditions and conditions to seize “fortuitous happenstance” and/or “pleasant surprise” and/or “always making discoveries, by accidents and sagacity, of things which they were not in quest of”. And also entails unexpected positive and beneficial accident(s) [….] the art of finding something unintended [….] the common experience of observing unexpected, anomalous and strategic data and events, which are transformed into the instance and context to develop a new theory or to complement an existing theory [….] And the faculty of making fortunate Technological Breakthroughs and Scientific Discoveries And Innovation Developments by accident, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles and tangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits and planes [….] Somewhat Expected Accidental Beneficial Discoveries in Science, Technology, Strategy, Business and Management …”

Pseudo-Randomness.— (Pseudo-Randomness means quasi-lacking of pattern or quasi-predictability in events. Pseudo-Randomness suggests a quasi-non-order or quasi-non-coherence in a sequence of symbols or steps, such that there is no intelligible pattern or combination, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Pseudo-recusriveness.— (quasi-pertaining to or using a rule or procedure that can be applied repeatedly, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Qualitative Analysis.— “…Qualitative Analysis refers to the skills, technologies, applications and practices for continuous iterative exploration and investigation of past business performance to gain insight and drive business, risk and futures planning. Qualitative Analysis focuses on developing new insights and understanding of sustainable business performance based on narrative data …”

Qualt.— “…A qualt is brand of systems engineering who applies mathematical and ESPECIALLY non-mathematical models of uncertainty to financial and ESPECIALLY non-financial data and complex industrial operations. And a person who also studies the errors, the flaws and the limits of these qualitative models, understanding that there is a point of (i) inflection and (ii) Event horizon, in anything pursued by the for-lucre corporations …. A qualt has a combined background of advanced management, extreme project management (Agile) and systems engineering. A qualt spreads the usage of most-advanced business analytics and transformative and integrative risk management …. Whether he or she acknowledges it or not, the qualt is extremely AWARE of the many critical short-comings of many quantitative strategies and works hard at it advance to eliminate every form of downside through qualitative strategies …. For instance, qualts know that “…systemic risks …” are direct brainchildren of (a) Ignorance, (b) Manipulation, © Greed and (d) Corruption [….] Systems engineering, hugely embraced by Qualts, is an interdisciplinary field of engineering that focuses on how to design and manage complex engineering projects over their life cycles. Issues such as reliability, logistics, coordination of different teams (requirements management), evaluation measurements, and other disciplines become more difficult when dealing with large or complex projects. Systems engineering deals with work-processes, optimization methods, and risk management tools in such projects. It overlaps technical and human-centered disciplines such as control engineering, industrial engineering, organizational studies, and project management. Systems Engineering ensures that all likely aspects of a project or system are considered, and integrated into a whole. White Swans are the brainchildren of Qualts …”

Quantitative Analysis.— “ … Quantitative Analysis refers to the skills, technologies, applications and practices for continuous iterative exploration and investigation of past business performance to gain insight and drive business, risk and futures planning. Quantitative Analysis focuses on developing new insights and understanding of sustainable business performance based on numerical data, narrative data, alphanumerical data and statistical methods …”

Quant.— “ … A quant is brand of industrial scientist and engineers who applies mathematical model of uncertainty to financial and/or socioeconomic data and complex financial instruments. And a person who also studies the flaws and the limits of these models, understanding that there is a point of breakdown …. A quant has a combined background of applied mathematics, engineering and statistics. A quant spreads the usage of artificial intelligence in today’s markets …. Whether he or she acknowledges it or not, the quant is extremely AWARE of the many critical short-comings of many quantitative strategies (as he is never interested in qualitative analytics), such as their tendency to lead to crowded trades and their underestimation of the likelihood of chaotic, volatile moves in the markets …. Along with Central Bank chairpersons and world’s finance ministers, quants are the first ones to “…elicit…” that the global economy is being “ …affected…” by “ …systemic risks…”, that systemic risk turbo-charged by several corrupted politicians, manipulative economists and beautiful quants that never understand what the tangible corporate theater of operations is [….] Industrial engineering, partly used by so-called Quants, is a branch of engineering dealing with the optimization of complex processes or systems. It is concerned with the development, improvement, implementation and evaluation of integrated systems of people, money, knowledge, information, equipment, energy, materials, analysis and synthesis, as well as the mathematical, physical and social sciences together with the principles and methods of engineering design to specify, predict, and evaluate the results to be obtained from such systems or processes. Its underlying concepts overlap considerably with certain business-oriented disciplines such as operations management. Black Swans are the brainchildren of quants …”

Randomness.— (Randomness means lack of pattern or predictability in events. Randomness suggests a non-order or non-coherence in a sequence of symbols or steps, such that there is no intelligible pattern or combination, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Recursiveness.— (pertaining to or using a rule or procedure that can be applied repeatedly, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits.

Retrospective.— “ … Retrospective comprises something that is looking back on, contemplating, or directed to the past [….] looking or directed backward [….] Applying to or influencing the past; retroactive [….] looking or directed backwards, esp in time; characterized by retrospection …. applying to the past; retroactive [….] directed to the past; contemplative of past situations, events, etc. [….] looking or directed backward [….] review, revision, another look, reassessment, fresh look, second look, reconsideration, re-evaluation, re-examination [….] Considering a past event or development [….] Something that is chronologically presented pertaining to business tasks, with the utter object to show the trajectory of said business tasks …”

Risk .— “… The quantitative or qualitative expression of possible loss that considers both the probability that an event will occur and the consequences of that event … and/or the likeliness of injury, harm, damage, disruption or loss multiplied by its potential magnitude …”

Serendipity.— Serendipity means a “fortuitous happenstance” and/or “pleasant surprise” and/or “always making discoveries, by accidents and sagacity, of things which they were not in quest of”. And also entails unexpected positive and beneficial accident(s) [….] And the art of finding something unintended [….] the common experience of observing unexpected, anomalous and strategic data and events, which are transformed into the instance and context to develop a new theory or to complement an existing theory [….] And the faculty of making fortunate Technological Breakthroughs and Scientific Discoveries And Innovation Developments by accident, as a result of corporate manager’s perpetual MOST-RECURSIVE search for lucrative intangibles and tangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and © forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) unrealized orbits and planes [….] Unexpected Accidental Beneficial Discoveries in Science, Technology, Strategy, Business and Management …”

Scientific Futuring.— “…Scientific Futuring is in place to develop a scientific method for studying the future. Scientific Futuring comprises: 1) an inductive process consisting of a number of accurate observations which have been consolidated, or generalized, into empirical laws or statements of underlying relationships between key variables and 2) A deductive, intuitive process by which the scientific “investigator” places his observations into a larger system of thought, or theory based on fundamental axioms. Scientific Futuring is instituted with the purpose of seizing knowledge of effects through causes. This method of Scientific Futuring, made up of a process employing the classical scientific steps of induction and deduction, and reinforced by additional steps of contextualization and evolutionization, is a battle-plan for study of tomorrow’s evolving world…”

Stargatenessfulness.— (Stargatenessfulness is the quality of conforming to the ability to investigate claims of psychic phenomena with potential corporate for-lucre application, such as ‘remote viewing’, the purported ability to psychically ‘see’ events, sites, or information from a great distance, including those of the environment, industries and specially those of direct and indirect competitors. Taken by Applied Thinkers and Visionary Corporation by the U.S. Federal Government’ and the U.S. Defense Intelligence Agency’s Stargate Project).

System .— “…System comprises the whole compounded of several parts, members elements, components and subsystems, a group of interacting, interrelated, or interdependent elements forming a complex whole, an organized set of interrelated ideas or principles, a naturally occurring group of objects or phenomena, a condition of harmonious and orderly interaction, and an organized and coordinated method; a procedure. System is a set of interacting or interdependent components forming an integrated whole or a set of elements (often called ‘components’) and dynamic relationships which are different from relationships of the set or its elements to other elements or sets. Systems unite and put together elements, components and subsystems toward the entire whole…”

Technology.— “… Technology is instituted in order to solve practical problems (both mild and complex ones) ─ especially in industry, commerce, economy, science, technology, society, and politics (including geopolitics) ─, the methodical practical application of the scientific method, mathematical principles, practical sciences and material used to achieve a commercial or industrial objective and beyond, as well as to achieve practical ends such as the design, manufacture, and operation of efficient and economical structures, machines, processes, and systems …. The profession of and/or the work performed by any engineer …” If you want a briefer definition, please see this: ” … the methodical and systematic application of science in order to solve practical problems …”

Theater of Operation.— “… Theater of Operation is hereby included to mean the four-dimensional coordinate system and beyond it, in which organization’s physical (tangible) and non-physical (intangible) events are located …”

The Eureka Moment.— “ … The Eureka Moment, also known as the ‘…Aha! Moment …’, refers to the common human experience of suddenly understanding a previously incomprehensible problem or concept. The Eureka effect is named after the myth that the Greek polymath Archimedes, having discovered how to measure the volume of an irregular object, leaped out of a public bath, and ran home naked shouting ‘eureka’ (I found it) …”

The Sputnik Moment.— “ … The Sputnik Moment is a point in time in which a country or a society or even a corporation, realizes that it needs to catch up with the apparent technological and scientific gap that exists between it and some other superpower and/or global competitors, increasing its investment efforts into education and innovative R&D&I …”

Transformative and Integrative Risk Management.— “…Transformative and Integrative Risk Management comprises of all activities and initiatives required to seize the optimum degree of risk elimination, mitigation, modulation or control within the constraints of operational effectiveness, time, and cost, attained through the specific application of management, scientific, engineering and mathematical principles throughout all phases of system operation.”

Transformative and Integrative Risk Management.— “Transformative and Integrative Risk Management comprises of all activities and initiatives required to seize the optimum degree of risk elimination, mitigation, modulation or control within the constraints of operational effectiveness, time, and cost, attained through the specific application of management, scientific, engineering and mathematical principles throughout all phases of system operation.”

Troublesomeness.— Troublesomeness is the quality of conforming to the ability to cause trouble, annoyance, or difficulty; vexation.

Un-reconnoiterable Cues.— (Un-reconnoiterable cues refers to un-explorable cues).

Wild Card.— “ … A wild card is a future development or event with a relatively low probability of occurrence but a likely high impact on the conduct of business …”

Shaunacy Ferro — Fast Company


Time line

The terrorist attacks of September 11, 2001, forever changed the course of world history. More than a decade later, the scope of their impact is still evolving. American troops are still stationed in Afghanistan. Ground Zero workers are still filing for compensation for 9/11-related illnesses.

How exactly to incorporate this unfolding aftermath of the event is one of the major challenges facing the National September 11 Memorial Museum, which opens to the public on May 21. Local Projects, the studio behind the museum’s exhibit design (and the designers of the Ground Zero memorial’s thoughtful naming scheme), approached the task algorithmically.

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