Showing posts from October, 2006

Toffler and the Revolutionary wealth

In the analysis of the strategic political changes (like "will the USA still lead the world; what do we have to think about the european model etc.), I've been amazed by the wrong opinion they have from the European continent. Being a convinced European myself, I can't understand that American authors still have a such a wrong perception of this political project. They are putting in evidence that European bureaucracy, poor innovative research programmes, local nationalisms and aging population are not helping to transform our economies in a knowledge economy (which is, by the way, the revolutionary wealth). They're right. For some of their points, but not all of them. Not being precise in their descriptions, making parallels in their reflections make that they follow the 'arrogant American' attitude, telling to the planet how goes the world and what to think about it. This is, at least in my point of view, a major mistake. But, of course, it's only a humbl

A good reading

I bought in NY the latest opus of Alvin and Heidi Toffler ( Revolutionary wealth ) this summer. The book and deductions are in line of what they produced before ( Future shock and the third wave ) - evaluating the concept of 'prosumer' (all the people doing or performing an act without any monetary counterpart). It has all to do with intangible assets, evaluation methods in practice within institutions (like schools and universities) and about the future of the 'knowledge economy'. A good sociological insight of the new management issues and trends.

Haeckel (IX) - conclusion of his article

Knowing why makes it possible to know earlier and respond faster. When everyone knows why, it is because leaders have become good architects who articulate and propagate their intent as system context, rather than as an action plan. It is because leaders have declared a context that makes unambiguous to everyone the raison d'être of the organization, what roles they play in achieving it, and the boundaries of acceptable behavior in it. It is also because individuals are supported by role-specific technology solutions that help them know earlier the meaning of what is happening now. Then speed and agility can be exploited to produce coherent and profitable bottom-up responses to the opportunities and threats of the present. Then an organization can systematically exhibit the sense and respond behavior that is a survival competence for on demand businesses.