Come the man come the hour- with the Enron trial and debates around Mr Skilling and his alumni at Enron, Andersen and McKinsey to link but three, it seemed time for KMEurope - Beyond's main knowledge of management weblog - to ask you to help us by nominating case openings through which we can see the networks of Messrs DeSkilling

The first badwilled one I accidentally started mapping began in 1998:

Case 3 Mr Maxwell

Ironically for a mathematician, whose only work is to try to help people and organsiations value deep trust and action learnings multipiers for sustaining human progress -peoples economics mapped through the exponential wealth our open human collaborations can compound and network, my worst ever career move began in 1988-1989. This was when:-

I joined a big 5 accountant because foolishly I believed they want to build on my experience of modelling local markets worldwide, the leadership (future history ) scenarios of networking and globalisation models that my father and I co-authored on a 1984 future history to 2020, and the entrreneurial revolution circles we have been hosting, 2006 being the 30th birthday party circles of my dad's publication of Entrepreneurial Revolution in The Economist.
I had left a company I loved working for doing deep market modelling work in over 30 countries the day Robert Maxwell bought a controlling share in it. A few weeks earlier after the youthful exuberance 8 years of working night and day on jobs that at the timed seemed to be about helping to innovate stuff people urgently needed, I had been promoted as a director of the company I left but I was unaware that French law permitted 2 boards one of whome did the Maxwell deal before I even heard of it. So I needed a new job and innocently assumed that globalsiation accounting for markets might be important for mathematical transparency especillay knowing how revolutionary service and network economy scenarios looked liked being. I was about my fifth day in this Big 5 accountant as senior consultant for valuing intangibles of brand amd markets, that I got a very ominous signal. I had been invited as part of my first 10 days initiation to have a cup of tea with the senior partner of our division. There jutting out of the front of his desk was a framed letter from Robert Maxwell: I recommmend Big 5 firm XXX because they always do exactly what I tell them to do.

Of course at the time, all I knew I disliked was the sort of ruin of deeply contextual market research (which needed a lot of iteratuive human questioning and not just number crunching to get at any expoentail dynamic more interactive than linera separation). This ruin of the mathematics of hi-trust market relationship info was coming in because collecting more and more data was the big money spinner the more the data collection companies and computer salesfolk teamed up. A couple of years later Max jumped off his yacht when it was found that he had doubly gambled - both doing a sort of CEO's Nick Leeson or covering one bad bet with another over a compound period of time and by playing with the company's pension funds. It amazes me that given such a clear early warning case of what can go wrong with global auditing when it is subservient to the big boss client, that for almost a decade and a half now pensioners rights haven got better in most democratic countries, nor has governance of intangibles valuation judged by transparent mathematical maps of what future exponentials global market sectors are compounding. But then Macs like I are just humble mathematicians -seeking to value space, resolve conflicts befopre they destroy trust and deeply purposeful relationship systems, and empower people who have a deep passion for contextual knowledge and helping others to web a difference around it can ask open questions without fear or favour - not a smart Max

I guess this is not just my cv but archetypal of any transparency mapmaker: if you know of project work for Macs not Max, our webs and networks love to hear from you at wcbn007@easynet.co.uk
Chris Macrae , World Class Business/Brand Networks posted by macrae.nets, 3:54 PM  permalink   

Is the time ripe for these brands to viralise openly?

Web2.1 -if I understand it correctly - is the people striking back- everything the web could have been communalised to do if dotcoms hadn't been misdirected by people whose greed toppled love of sustainably real communal application. If you know my dad and I's 1984 future history on networks - see eg http://deathofdistance.blogspot.com - you'll know how we don't much care for people who messed up the greatest people's learning media ever. The summary of what the web can do is well chartered here http://ninenow.blogspot.com/1999/12/learning-networks-open-mentors.html

So why Brainjams? I know there are all sorts of blogwalks, but they tend to be the hi-tech talking to the hi-tech, or the conventional blogger to blogger. Brainjams specifically tries to bridge the hi-tech and those with a communal need who are not hi-tech (not knowing of a blog is cool). Unlike other West coast open space events, its planning to take the Californian belief in Web2.1 to chalenging places - in choopsing an East Coast coordinate it started today with Washington DC!
http://www.brainjams.org/docs/BrainJamsJournal30Jan2006.pdf
Brainjams will also collaborate with just about any movement that believes in web2.1 - so what have we people got to lose? posted by macrae.nets, 11:40 PM  permalink   

Since it is the New Year, there will be changes ahead for the Beyond Branding Blog.
   In mid-2005, Johnnie Moore, who deserves credit for setting up and continuing this blog in its early days, planned to close the BBB down. Most of us had gone on to our own blogs (listed at right), and it was only the industriousness of Chris Macrae (who, incidentally, also has his own blogs, from those who will have been following his posts) that kept this one current.
   And then I stepped in. I had actually begun coming here in the early days—August 2003—posting maybe one item a quarter. But from last May, I became a regular. I look back and call it “my turn”, and through that period saw this blog rise in popularity. It is in the top 10 in Google for the search branding. It also rose incredibly at Blogshares with the number of incoming and outgoing links—a sign that something was right here. Unwittingly, I frustrated Johnnie’s plans.
   However, as regular readers know, in January 2006, I asked if I should branch off on to my own blog. The responses were positive. And, after chatting to Johnnie about it, we decided that one win–win was to aggregate blogs from the BB writers you like, so you still get the best of Beyond Branding wisdom, and we don’t have to cross-post. Why not use technology to help us—provided it doesn’t hurt our brand, correct?
   The archives will still be here, and this page will still be updated as long as we work on our own blogs—which means regularly. And come on, we know you’ve missed the regular posts of Johnnie Moore and Tim Kitchin. We also know you’ve taken the time to go to their sites—so by putting them all together in a feed, you will now get your dose of all the Beyond Branding co-authors who have agreed to be part of the revised blog.
   We won’t switch off the juice right now. I think we need a chance to say where we’ll blog regularly from now on—and most of you know where I have gone to (jackyan.com/blog). But we do hope you’ll stay with us as the changes are implemented shortly. posted by Jack Yan, 2:00 PM  permalink   

Writing this intro in 2006:

WCBN
I now know of World Class Brands as the last of 3 open debating networks that I have been associated with. It started with my 1991 publication of World Class Brands. I believe this was the first whole book on brands but it was also a future transformation book. As my whole professional career has been connected by an obscene fascination (Johny von Neumann's trem for what a mathematician's lifetime compass of revolution should be - his was collaborative computing as we discovered in my dad's biography of this MVP of mathematics and market games) with maps as a way of sharing connections between 2 or more people with big budgets to govern -and all who may get stuck between them -I wanted to start guiding and being guided to how different the leadership of global or corporate brand architecture practices would be from budgeting for a different brand for every country and new product. I had spent the 1980s researching how uneconomic a new brand for every new product had become for the world's largest multinational brand owners. Our database (using one of the earliest database softwares Express) connected almost every major brand owner of the 80s; and my own project work took us to 25 countries. We got to the embarassing stage of predicting that 90% of new product launches couldn't achieve what their whole NPD process had invested in becasue the company wanted double the share that crowded markets would permit, absent of a revolutionary innovation. Embarassing because before we had the databank, we were paid to manage simulated test marlet surveys, but now we knew we didnt even need to do most of them! Our market models were licensed for worldwide use outside of USA from an MIT professor.

By 1996, I now had many years of experience in how numbers spreadsheeting - learnt at one of the master of such onbfuscation of markets' voices - Coopers & Lybrand - and had taken ove true customer research. So I needed a second book Brand Chartering if any networks were to grow round brand scripts connecting learning organisation and living system. This genre proved to be quite challenging requiring as it did that both the ad agency and the leadership teams connected with all disciplines in the way they communicated service of the brand and vision for their sector's future. The world class brand trilogy has been completed by various co-authored books, one of which is Beyond-Branding.

I still use WCBN in my email but in other respects the network has branched through about 15 names. Before we called ourselves BB or Medinge , we were Chief Brand Officer Association or Brand Chartering or Marketing Electornic Learning NETwork - the latter being how I pasted up the 1996 book Brand Chartering on a web, so I could discuss almost any quiz and answer section of the book with almost any discipline. That worked well until the 3 Bradford Business School professors (including the school's head from whom I learnt about the risks of system theory) who had supported the MELNET web all left, and the web was melted over night by a new brigade

DOD
The Second Network circles I populate -let's call it DoD for "Death of Distance" - began back in 1984 (when my father from The Economist and I co-authored a future history book timelining the s altterantive states -very goodwilled or very badwwiled) of the world to 20204) or 1973 (when i worked for 3 years as a development officer in the UK's national development programme for computer assietd learning). The book was on networking economics and the societal chalenge of transparently connecting 2 million global villages before rivalries between nations or superpowerful specualtors blew us up. Neither fanciful if you understand living systems theiry nor if you understand one defintion of networks as systems*systemes, nor fanciful if you know that my father listened to leaders from more big countries or big corporations between 1950-1980s than just about anyone -including a group who wanted secnarios scripted for the 3rd world war - another one of the future histories my dad helped to wordsmith as well as map how to prevent). DOD newswires keep you up to date with personally interesting stuff such as:
-how to use email to find your best mentors through life & help others likewise
-how to correspond for a global vilage, city or country by co-editing a timeless blog format
-how we need to chnage the curriculum the world ove for 9-13 year old girls including my American daugther
-what the 2 biggest innovation challenges of 2006 in my world are - and how to play a game of snap in case you and one of my big 2 connects (the future of the world's public media sector and the future of photosynthetic energy which we have been scripting since 1984 and keeping an ey out fro who will brang it to worldiwde market safely in time -including unlucky first attempts -Kuwait was just investing in it when saddam started the first gulf war! - how time warps futures!) . Of course I am interested in surveying everyone's biggest 2 - mail me at wcbn007@easynet.co.uk if you are

ER
The third network circles I now need to populate are celebrating their 30th birthday in 1976, which was the year my dad's survey launched Entrepreneurial Revolution in The Economist. This network gives us permission to chnage economics: the main chore of 2005-2010 as predicted by network 2 and our 1984 book's summary here. In my next post in this section I will turn to an opening brief on what is 1-2-3 Entrepreneurial, Revolution, Brand Leadership. By open brief, I mean something that is 90% on target but need iteratively re-editing with you if you have a context which you passioately want to aplly these 3 terms to in oredr to see the future of your context clearly enough to faciliate goodwilled leadership decsions as well hi-trust productive and demanding relationshiops all around it. posted by macrae.nets, 12:48 PM  permalink   

1984 timeline for milennium 3 by Norman & Chris Macrae
(source The 2024 Report, a future history of becoming netwirks & integrating global locally)

CHANGING ECONOMICS 2005-2010

The introduction of the international Centrobank was the last great act of government before government grew much less important. It was not a conception of policy-making governments at all, but emerged from the first computerised town meeting of the world.

By 2005 the gap in income and expectations between the rich and poor nations was recognised to be man's most dangerous problem. Internet linked television channels in sixty-eight countries invited their viewers to participate in a computerised conference about it, in the form of a series of weekly programmes. Recommendations tapped in by viewers were tried out on a computer model of the world economy. If recommendations were shown by the model to be likely to make the world economic situation worse, they were to be discarded. If recommendations were reported by the model to make the economic situation in poor countries better, they were retained for 'ongoing computer analysis' in the next programme.

In 2024 it is easy to see this as a forerunner of the TeleComp conferences which play so large a part in our lives today, both as pastime and principal innovative device in business. But the truth of this 2005 breakthrough tends to irk the highbrow. It succeeded because it was initially a rather downmarket network television programme. About 400 million people watched the first programme, and 3 million individuals or groups tapped in suggestions. Around 99 per cent of these were rejected by the computer as likely to increase the unhappiness of mankind. It became known that the rejects included suggestions submitted by the World Council of Churches and by many other pressure groups. This still left 31,000 suggestions that were accepted by the computer as worthy of ongoing analysis. As these were honed, and details were added to the most interesting, an exciting consensus began to emerge. Later programmes were watched by nearly a billion people as it became recognised that something important was being born.

How to do this in 2006

A) London needs all media experts to argue the greatest future vision of public braodcasting so that the BBC as world's largest public broadcaset and service can provide a colaboration lead

B) Economics needs tio be reframed for 2 million global villages to openly network sustainbility around not a few superpowers to specualte with. The daft udea that open networking of 6 bilion being capability to make a difference will depress anyone apart from robber barons needs expelling. Replacing dirty energy with photosynthetic energy can do this

C) UK as world' s largest Kindgom needs to celebrate its Queens wisdom every day of the year with a different women's leadership and collaboration story supporting the Commonwealth's Future History Catalogue of : Green is the New Red, White & Blue

Please tell me at wcbn007@easynet.co.uk - subject 2006 Our Worldwide Future - what you would like to see at D) and out of which city wil we find a network village ready to Just do it?

---

The 2024 Report: a future history of the next 40 years" (Macrae & macrae, 1984)
It was the first book to:
provide readers with a brainstorming journey of what people in an internetworking world might do
predict that a new economy would emerge with revolutionary new productivity and social benefits enjoyed by all who interacted in a net-connected world
Our 1984 scenario of an internetworking world
Changing communications, and what makes people distant, bossy, etc
Changing national politics
Changing economics
Changing employment posted by macrae.nets, 3:43 PM  permalink   

seeing the 21st century from different dates and system perspectives

Queen Elizabeth 2 end of 3rd millennium's first half decade (to 2005)
Is humanity turning on itself?
Christmas Day 2005 broadcast to Britain and Friends of Commonwealth posted by macrae.nets, 3:39 PM  permalink   

1-2-3 Entrepreneurial Revolution & Brand Economy Leadership

What does Revolution mean?

R1 we aim to map transparently how a system whole revolves over time (around its contextual gravity or purpose) as well as interface with other wholes ; what facilitation is needed for wholes to change the way we expect. Other largely synonymous vocabulary for revolution :
Spin – virtuous or vicious
System uptilting or downtilting the future
Compounding exponential upcurve ( goodwill, positive value multiplication for all connected by system through time) or downcurve ( badwill, value destruction for all)

R2 Three fundamental patterns of system revolution:

R2.1 while the system is alive it is always spinning towards either sustainable growth or self-destruction (much of this spin can be tracked ahead of time because it depends on quality of investments in relationships already made)

R2.2 because of tensions between relationship coordinates the natural state of systems is to degrade unless they are proactively stewarded (ie audited ahead of time for next conflicts or disconnects) so that leadership interventions revolving this future potential to degrade are made just in time and thus at lowest cost to multiplying the system’s valuetrue

R 2.3 Because of R2.1 and R2.2 – true governance of wholes leads to different potential consequences than governance by parts. As economies develop, they become more systemic as well as more deeply contextually and impacted by human beings desires to make a difference. The service economy is fundamentally more systemic than the machine economy. A networked global and local economy (which means that ssytames8systemks*systems… are at least as important for sustained economic success as separate organisations. Mathematically, the most disastrous thing a 21st C democracy could do is assume that accounting by parts that was perfect as a monopoly standard at the start of the 20th Century would be suitable as the only need of quarterly governance in the 21st C. This would be as dumbing down to the future innovation potentials of human growth as insisting that relativity theory had no place alongside Newtownian mechanics. We have not yet freed ourselves from that global risk as we have seen with hundreds of corporate implosions and the troubles that transparency crises of Big 5 firms including the zeroisation of Amdersen’s value and eg recent troubles at KPMG.

E1 What does Entrepreneurial mean? Preneurial means take back assets (or change constitutional rules) in a fair way to the future’s greater advantage and development of peoples. Most of us would agree that if slavery exists somewhere , taking back the ownership of people if freeing them is essential for human progress. The same issue can apply to taking back land , natural resource, machines if we want to empower service economies or to sustain networked ones.

E2 What do Entrepreneurial Revolution leaders do:
They understand the above ideas well enough to help facilitate:
Both the transformation dynamics implied by system and entrepreneurial

Finding space for owners and deep inventors to see how much more value the higher order system can compound even as it means restructuring ownership

They work with future historians on deep context scenarios because timing is crucial. Both having the time to prepare for change of opinions and not leaving it later than is economically the most advantageous time before conflicts compound cancerously in the system making transformation ever more costly or ultimately impossible without total destruction of the old system and all the human consequences that will involve.

It is now 30 years since we have been hosting Entrepreneurial Revolution roundtables which began with Norman Macrae’s publication of the Entrepreneurial revolution survey in The Economist of 1976. This began a trilogy of meta-scenarios:
Part2 – Intrapreneurial Now, published in The Economist 1982 – applied ER to the context of all service economies

Part 3 published as a book in 5 languages in 1984-1986 (The 2024 Report or 2025,2026 depending on pu8blication date) provided a 40 year timeline for iterative revolutions of a 21st C of networks in various senses and sustaining the transparency of 2 million global villages so that all 6 billion people could harmonise productivities and demands to their hearts contents by making the most of the connections we can all serve, be and learn if we wish to engage in higher order development of humanity rather than lower. Being networked (with degrees of separation ever reducing) guarantees one future certainty that is not something that some nations can contract in or out of: there is no middle road –all cultures of the emerging 21st century will develop harmoniously or in mutual self-destruction - just as there is not system that does not revolve. This is how we timelined the challenge 2005-2010 back in 1984. To get towards harmonising 2 million global villages we need 30000 projects which all human beings can win from knowing of and selectively engaging prototyping and open sourcing.

BEL What does brand leadership mean if we accept the innovation challenges that ER puts in front of us.

Together with any other words that connect with the greatest purpose an organisational system of productive and demanding relationships can integrate such as knowledge, learning, how we measure connections as well as each other, it means wanting to see a second system of governance applied alongside tangible accounting , at the same cycling frequency but designed around the following opposites to the 20th century accounting monopoly:
Future tracking of exponentials, not historic reporting of separate quarters

While system not parts in the way that it models

Internalising externalities of a global sector requiring cooperation and transparency around greatest risks of responsibilities that a specific sector has most impact on either in terms of sustaining nature’s globe or in terms of crossing digital divides so that no community of people is marginalised

It means valuing reality-making beyond image-making. For example it cannot be economic for a global brand to budget a billion a year on image-making and nothing on reality futurising.

It means that leaders must openly animate debates on conflicts ahead of time rather than reactively deal with conflicts behind closed doors when the system is already spinning more vicious consequences to life than needs be.

You can see how trust-flow, transparency and sustainability come together in governance of this second kind here. Moreover, we can provide you with a simple means to traffic light or colour code governance systems that professional or other forum claim to be offering. In implementing such a system 2 different routes need to be played rather like great films need producers and directors. Someone needs to love the purpose so much that humility isn’t an issue- everyone is gravitated to wanting to pursue that whole purpose. The humble one is the facilitator of all the conversations that need to be had as disciplines and professions connect what the measurements had previously separated but doing this I n real time so that the organisation sustains enough cashflow to transform up through states of systemic health. In the 1980s, American companies benchmarked Total Quality when they realised their system quickly needed to go from beginner quality to much more integrated quality on physical defects from many in a billion to one in a billion. The good news ins that human relationship integrity never need to be that precise. The bad news is that thing quality is nothing to do with the human relations connectivity transparency that brands now need to live and learn if they are to sustain presence in global and local markets. Many of the 20th Century’s most famous brands have by our 30 year old monitoring standards left this transformation incredibly late. What this means is that the first wave of tomorrows company global brands should expect to collaborate and achieve extraordinary gains. It is absolutely possible to multiply 100 time shareholder returns over the next generation if societal ones are multiplied 1000 times. But many more of last century’s moist famous brands look as if they will drown in non-transparent leadership- or a muddle of never being humble about Big Hairy Audacious goals whilst always giving people time and open space top transform

REBEL, Global Change Village 1, London posted by macrae.nets, 3:30 PM  permalink   

1-2-3 Entrepreneurial Revolution & Brand Economy Leadership

What does Revolution mean?

R1 we aim to map transparently how a system whole revolves over time (around its contextual gravity or purpose) as well as interface with other wholes ; what facilitation is needed for wholes to change the way we expect. Other largely synonymous vocabulary for revolution :
Spin – virtuous or vicious
System uptilting or downtilting the future
Compounding exponential upcurve ( goodwill, positive value multiplication for all connected by system through time) or downcurve ( badwill, value destruction for all)

R2 Three fundamental patterns of system revolution:

R2.1 while the system is alive it is always spinning towards either sustainable growth or self-destruction (much of this spin can be tracked ahead of time because it depends on quality of investments in relationships already made)

R2.2 because of tensions between relationship coordinates the natural state of systems is to degrade unless they are proactively stewarded (ie audited ahead of time for next conflicts or disconnects) so that leadership interventions revolving this future potential to degrade are made just in time and thus at lowest cost to multiplying the system’s valuetrue

R 2.3 Because of R2.1 and R2.2 – true governance of wholes leads to different potential consequences than governance by parts. As economies develop, they become more systemic as well as more deeply contextually and impacted by human beings desires to make a difference. The service economy is fundamentally more systemic than the machine economy. A networked global and local economy (which means that ssytames8systemks*systems… are at least as important for sustained economic success as separate organisations. Mathematically, the most disastrous thing a 21st C democracy could do is assume that accounting by parts that was perfect as a monopoly standard at the start of the 20th Century would be suitable as the only need of quarterly governance in the 21st C. This would be as dumbing down to the future innovation potentials of human growth as insisting that relativity theory had no place alongside Newtownian mechanics. We have not yet freed ourselves from that global risk as we have seen with hundreds of corporate implosions and the troubles that transparency crises of Big 5 firms including the zeroisation of Amdersen’s value and eg recent troubles at KPMG.

E1 What does Entrepreneurial mean? Preneurial means take back assets (or change constitutional rules) in a fair way to the future’s greater advantage and development of peoples. Most of us would agree that if slavery exists somewhere , taking back the ownership of people if freeing them is essential for human progress. The same issue can apply to taking back land , natural resource, machines if we want to empower service economies or to sustain networked ones.

E2 What do Entrepreneurial Revolution leaders do:
They understand the above ideas well enough to help facilitate:
Both the transformation dynamics implied by system and entrepreneurial

Finding space for owners and deep inventors to see how much more value the higher order system can compound even as it means restructuring ownership

They work with future historians on deep context scenarios because timing is crucial. Both having the time to prepare for change of opinions and not leaving it later than is economically the most advantageous time before conflicts compound cancerously in the system making transformation ever more costly or ultimately impossible without total destruction of the old system and all the human consequences that will involve.

It is now 30 years since we have been hosting Entrepreneurial Revolution roundtables which began with Norman Macrae’s publication of the Entrepreneurial revolution survey in The Economist of 1976. This began a trilogy of meta-scenarios:
Part2 – Intrapreneurial Now, published in The Economist 1982 – applied ER to the context of all service economies

Part 3 published as a book in 5 languages in 1984-1986 (The 2024 Report or 2025,2026 depending on pu8blication date) provided a 40 year timeline for iterative revolutions of a 21st C of networks in various senses and sustaining the transparency of 2 million global villages so that all 6 billion people could harmonise productivities and demands to their hearts contents by making the most of the connections we can all serve, be and learn if we wish to engage in higher order development of humanity rather than lower. Being networked (with degrees of separation ever reducing) guarantees one future certainty that is not something that some nations can contract in or out of: there is no middle road –all cultures of the emerging 21st century will develop harmoniously or in mutual self-destruction - just as there is not system that does not revolve. This is how we timelined the challenge 2005-2010 back in 1984. To get towards harmonising 2 million global villages we need 30000 projects which all human beings can win from knowing of and selectively engaging prototyping and open sourcing.

BEL What does brand leadership mean if we accept the innovation challenges that ER puts in front of us.

Together with any other words that connect with the greatest purpose an organisational system of productive and demanding relationships can integrate such as knowledge, learning, how we measure connections as well as each other, it means wanting to see a second system of governance applied alongside tangible accounting , at the same cycling frequency but designed around the following opposites to the 20th century accounting monopoly:
Future tracking of exponentials, not historic reporting of separate quarters

While system not parts in the way that it models

Internalising externalities of a global sector requiring cooperation and transparency around greatest risks of responsibilities that a specific sector has most impact on either in terms of sustaining nature’s globe or in terms of crossing digital divides so that no community of people is marginalised

It means valuing reality-making beyond image-making. For example it cannot be economic for a global brand to budget a billion a year on image-making and nothing on reality futurising.

It means that leaders must openly animate debates on conflicts ahead of time rather than reactively deal with conflicts behind closed doors when the system is already spinning more vicious consequences to life than needs be.

You can see how trust-flow, transparency and sustainability come together in governance of this second kind here. Moreover, we can provide you with a simple means to traffic light or colour code governance systems that professional or other forum claim to be offering. In implementing such a system 2 different routes need to be played rather like great films need producers and directors. Someone needs to love the purpose so much that humility isn’t an issue- everyone is gravitated to wanting to pursue that whole purpose. The humble one is the facilitator of all the conversations that need to be had as disciplines and professions connect what the measurements had previously separated but doing this I n real time so that the organisation sustains enough cashflow to transform up through states of systemic health. In the 1980s, American companies benchmarked Total Quality when they realised their system quickly needed to go from beginner quality to much more integrated quality on physical defects from many in a billion to one in a billion. The good news ins that human relationship integrity never need to be that precise. The bad news is that thing quality is nothing to do with the human relations connectivity transparency that brands now need to live and learn if they are to sustain presence in global and local markets. Many of the 20th Century’s most famous brands have by our 30 year old monitoring standards left this transformation incredibly late. What this means is that the first wave of tomorrows company global brands should expect to collaborate and achieve extraordinary gains. It is absolutely possible to multiply 100 time shareholder returns over the next generation if societal ones are multiplied 1000 times. But many more of last century’s moist famous brands look as if they will drown in non-transparent leadership- or a muddle of never being humble about Big Hairy Audacious goals whilst always giving people time and open space top transform

REBEL, Global Change Village 1, London posted by macrae.nets, 3:30 PM  permalink   

Why should the Chinese have all the fun in branding years (do we all want to go to the dogs this year?) Take another look. 2006, mathematically speaking is about 2% of the lifetime resources of all people living on this world. My question (let's get better next year if its too sudden to answer for 2006): what's the greatest brand of the year we could all demand?

OK I dont have a sexy title for wanting 2006 of be the year of transparency of economics, leadership and governance. Perhaps you can re-edit this script to be a more popular concept - as what we do know is that everyone's lifestyle interacts with planting this everywhere that people go to school - my 9 year old, the CEOs to be of the world's 1000 largest coms or govs, or anyone else whose integral power over what you have the freeom and happiness to network governs you and me and 5,999,999,998 beings. Ho! systems theory tells us we are all connected. Networked theory says we are multiplying system*system - connectivity squared, cubed...so this is rather an innovative revolution crisis. Not one for any communicator to play ostrich in the sand with or my gamebox is better than yours.

Will 2006 be seen as the year Transparency Economics Came out to Shine?

Queen Elizabeth 2 and the goodwill folks that circulate around the London village of ecosaintjames hope so. After all, the Queen used her end of 2005 tv broadcast to nation and commonwealth to ask : Is humanity globally turning on itself?

I have been re-reading 30 years of scripts that merged from publication of Entrepreneurial Revolution in The Economist of 1976 and 22 years of future history debates on the innovation revolution of networking which readers of the book I co-authored in 1984 have kindly shared with us. To this I have connected the two emerging fields of KM which appeal most simply to me as a mathematician: value exchange theory (typical coordinate Verna Allee) and transparency of corporate governance (typical coordinates Doug Macnamara and Don Tapscott )

What I get is the following one-page script for open debate. If anyone here is interested in exploring its connections systemically with everything else they believe in, please get in touch so we can work out the how’s and where’s of open sourcing. Chris Macrae wcbn007@easynet.co.uk

DEATH BY BUBBLING aka Transparency Economics : Are You Truly Interested in Value Exchange Theory (VET)?

VET maps all human enterprise, trade and institutional governance as integrating around molecules of interactive exchange. Each molecule is designed to be transparent as a system of productive and demanding human relationships spinning around core purpose (or gravitational context). The systemically tense nature of each molecule is such that its exponential trajectory can only lead by compounding growth or destruction of value multiplication for all sides through time.

Transparency of 21st Century organisational governance around a networked globe demands that we can all ask to see what the health of every molecule is. This gives leaders and people of goodwill time to intervene by curing unhealthy molecules or reconfiguring their interactions in innovative ways. The great mathematical mistake 1 2 (and destruction of transparency) is to govern any relationship molecule as if one side can win through time while others lose. That always causes bubbles which destroy economic (market) truth by costing more to put right than not have bubbled in the first place. Our history tells us that some bubbles have depressingly ruled for very long time periods like slavery, apartheids, chaining future generations after a war to a future with no fair access to resources, collapsing a once great civilisation or deep culture so peoples of a place enter into a dark age persisting over many generations.

Transparency is not just talking about codes of humanity or ethics. Market bubbles are the consequence of failing to wholly govern in a way that detects emerging conflicts before they compound. The kindest description of a bubble is that the assumptions of an economics framework were not met. In service or learning networked economies, bubbles are cancerous to people’s life work and to communities of people themselves. As we integrate a global world of societies, bubbling with life’s waves also means destabilising nature or being related to the root cause of terror and other plagues. Such loss of transparency will put the survival of our species at question - within two or three generations according to the fittest mathematicians’ models. Bubbles invest money and societies in ways that are blind to the greatest innovation gateways to higher order harmony we could all be connecting sustainability upwards such as the networking technology which is the greatest connectivity revolution the human race has ever played with. This includes future history mapping of more specific goals for each decade of century 21 such as the deep consensus of economists of the 1980s that this present decade would be the one where photosynthetic energy was born as abundant solution to the pollution of being tied only to carbon-emitting energies.

If you are not interested in the transparency of economics and simply seeing valuetrue mapping of exchange molecules, you are not interested in the future history of life in a networking world. And if too many people in power turn a blind eye to this now, it will be the tipping point of our species. The first time humanity as a whole sacrificed true learning and evolution the way nature plays. The cost of that will be more than 20th Century economists knew how to calculate or manage.

Chris Macrae wcbn007@easynet.co.ukOur economists invite you to open plan 30th birthday parties of Entreprenurial Revolution http://entrepreneurialrevolution.blogspot.com/ posted by macrae.nets, 12:43 PM  permalink   

To be less amazed, think through these loops:
how long has the average adult been on email

trust me, each grade's elevation of practice means doing something (to what the mass commercially (ie socially controlling) media deliberately and confusingly tends to call privacy) the opposite way round than you did it at a lower grade

as you go up the grades, you are linking email with every other way you network in real life

I'll give an example below. But with 2 big virtual communities I used to know going dark this week, let me say I see no loss. Virtual communities are pretty poisonous unless whomever owns them loves them and understands 12th grade emailing. The very few communities like that we don't talk about until we know who's who.

The rest of virtual communities - the bigger they get- reduce email competence and/or the positive relationship goodwills of all to lower common denominator levels. This still leaves the question - how the heck do we scale word of net before humanity turns on itself forever?. Perhaps only open source projects of deeply needed real impact (not just more virtual software) will prove the pudding

The following is taken on the intentionally rough how to network notes we compile at the transparency community of valuetrue.com where not knowing someone's grade can be very dangerous indeed for whole networks and not just whether they stay alive on computer screens.

Somewhere around the 8th grade (much sooner if you were in a ninenow school) , you need to start serius practice as a cafe host

A one hour cafe invites a roundtable of people to come and join in only if they are urgently concerned by the same specific challenge. Once you are at 12th grade as a cafe host, anyone famous for humanity visiting your town and relevant to your learning should be a target of your networks' and your own cafe hosting capability

It takes practice, but remember it also tests out how supportative all you co-mentoring peers and networks are. So its a practice that win-wins all around the network of 12th grader alumni

Here's an example: suppose I know the man who has done more across the South American continent than any other to share actions people can take to keep water clean and free as a human right, and that he's visiting London where my home networks happen to intersect. For example this man encouraged the Catholic Church to make 2004 the year of water in Brazil and animated water conversations through its 7000 local parishes. Or he can tell you how 80000 children of the river basins of Foz (the world's largest dam) are assembling the most interesting curriculum on water for every grade from 1 to 40!, its waves, its nature, how all health is sustained by its cleanliness, how its system knows no boundaries that men or nations set, how water networks! So I ask myself and my co-mentors and all the networks we link through who are the 10 people most interested in the future of water who might want to meet this man in a one hour cafe. We send them invitations. From those who do not reply, we find out may be they weren't that deeply interested anyhow. From those who say great but not at that hour, we say well let's connect you to our S.American friend by email. And among those who come to the cafe, we hope to find one projjevct that unites London as a premier knowledge collaboration city around the world and with Brazil in particular.

So that's what you can do if you practice 12th grade email and cafes. If this sounds interesting, I am always here to swap notes - chris macrae wcbn007@easynet.co.uk

Incidentally if you re-read the cafe description until you are confident enough to just do it your way, its very good news for the peoples economics. It puts all productivity back to the people who are closest to context. This is why our traffic light rankings for better governance models work for trust(intangibles)*transparency*sustainability by insisting that we map how people are the central value multiplier not branded corporations not top boardrooms - all people who have spent their lives getting on an experience curve that makes a difference. This has always been the service economy revolution at least in te 30 years that economists have been studying entreprenurial revolution. And if organisation's managers do not look te idea of empowering intrapreneurs then it is high time penioners to be and others whose best interest is to invest long, boot them out because they are being robbed of the 100 fold return to investment that comes if you all invest purposefully for as generation on something that truly is humanly worthwhile connecting every trusting relationship round. posted by macrae.nets, 3:18 PM  permalink   

Let us assume there are some save the world inventions out there - in fact one reason why I have spent much of the last 12 years getting to know 10000 netizens is so that I hear of early clues of such

None of these inventions saves the world by itself- but if one of them that is unknown today is known by all 6 billion people in 3 years time and is open sourced for almost at cost-of-make use, then its brand will unite peoples in wondering why isnt more stuff co-created like this; and perhaps that will enable us to see that the people's cultures are not at war with each other- the badwill war is with a few million villains (each perfect for a James B ond script) who'd make the rest of us puppets

The good news question most relevant to any Beyond-Brander is: how does one market one of these save the world products? The best idea I have heard do far comes from Barbados. Carnivalise it. (one of those 10 minutes of insight between 3 people discussing what moduoles to put into a sustainability MBA- when you learn about carnivals in Barbados at the same time as how do you restore community for kids in places where HIV has irradicated all parents, you know that mass media is a very wasteful way to communalise breakthrough stuff)

Say its coming to your town if you'll parade and co-create it; embibe in with your own cultural mages by all means; see how much people enjoy teamwork if they know they also have a permanent and open social stake in it. See what difference people make when you liberate their productivity around a transparently worthwhile revolution. See this as the most communal event staged in your place in living memory. Enjoy the collaboration. See the need being met in almost a miraculous way.

One of the 2 million global villages we see leading a wave or two: ecosaintjames is working on one such product. After London-wide networking debates across the 5 key villages of being the world's first collaboration knowledge city London 3.79 million marks out of world's 20.3 million marks we know how to carnivalise it round the four corners of the British isles. How do we find a chief carnivalising officer in other places is something we need to find out begore Mr Gore comes to London town in March. And who will watch the CCO's back in each country given the history of taking this product to market has already seen some very evil attempts to snuff it. posted by macrae.nets, 2:00 PM  permalink   

It may sound like hyperbole, but I agree with Jack that any phrase we bloggers can connect around in the genre of the "peoples globalization", the "peoples world", the "peoples politics", the "peoples economics" can help us collaborate in humanity's last call. In fact, in mapping 200 networks that vow to collaborate for humanity : almost everyone has adopted one of these labels:
the peoples world intends to go where Google won't eg in China; te epoples photosynthesis intends to put clean energy back where it should be for this century as measured by this economist's 1984 script

across dozens more verifiable exponential scripts of what future ups or downs will compound: the peoples economics continues the 30 year crisis investigation my family has been helping people question (see more on exponentials below),

the peoples politics at http://www.simpol.org lets anyone discuss what we as 6 billion people will never harmonise if our only political rulers are hell bent on their own 4 year terms and those within superpowered national boundaries (no much of good when networks are already the number 1 system and denying this make a Bin Laden in the mountains of Afghnaistan technically a more expert player than all the thousand most powerful leaders in Washington DC or any city you choose to name)...

however I disagree with statements like that of Jan 27's post: "in the 1990s we were all optimistic"; anyone who has spent a little while developing a systemic -wholes before parts questioning view of what networks will do over the last 25 years has known that they are the ultimate transport and communications revolution, one waving so fast that they make the industrial revolution look like a ripple; anyone who has dippen into the history on our race has seen that revolutions do not gurrantee an optimistic outcome, they put us at a crisis poing that may exponentially uptilt or downtilt. We are literally engaged in a bet that NOW involves the WHOLE of 6 billion peoples because networks are marrying all the systems that the 20th C kept separate - to the extent that only a small percentage of people are aware of this emerging crisis - of quarter of a century's brewing - is the extent to which the media -particularly public media like the BBC has failed to serve the world not because journalists have lots the wish to question but because the Blairband thinks its owns the right to dictate the BBC. Tony this is treason to the hundreds of billions of pounds all British people have invested- of whom you are only one have invested in this world service. Please admit your error and let the BBC be free to cover peoples stories from every view not some maddening one dimensional lens of left and right.

it is this generation -like it not me & you - in fact the next 5 years of me and you (give or take a blip) that is undertaking mankind's final examination as Buckmister Fuller branded it over 25 years ago. If we fail this does not mean that 2012 is the last year, but it does mean that the 21st Century is the last one to sustain billions of beings. This is the only certainty I ever want to persuade you off taking some time out to know where you are at. Everything else is a question that comes down to practice and governing 1 2 system revolution - will we use networks to openly collaborate, or blacken more and more superpowering apartheids; big brothers with the wrong professional advisers pied pipering away trust and societal sustainability at ever longitude and latitude. Please just do anything, but don't do nothing as the tsunami of globalization waves all of us as one humankind, standing or falling together

EXPONENTIALS
THE CRISIS TODAY'S GENERATION WAVES Since 1984 anyone who has interacted with our stories 1 2 3 has come to know why globalisation of networks will turn humanity in a wave of unprecedented revolutionary consequences. Which of 2 ways -empowering or destroying trust and society - is the 64 trillion dollar question? The opportunity for all 6 billion people to influence the exponential out comes remains open for a few more years.

OPEN SOURCE : THE GOODWILL INITIATIVE Exponentials & the Peoples Economics welcome you to our open source initiative. Our goodwill collaboration is concerned with mapping trust-flow and transparency of governance and valuing sustainability of people’s lifetime work and investments. You can join 2 levels of initiative

1 The organisational system empowers or destroys productive & demanding human relationships. WHICH future is surrounding the organisation that matters most to you?

2 The global market sector empowers or destroys productive & demanding societal relationships at every locality. It does this by multiplying together organisational systems in networks of the empowering or destroying type. WHICH future is surrounding global market sectors with most impact on communities you live in?

To join email wcbn007@easynet.co.uk putting 007 in the subject line and telling us of a context you want help in mapping first, or join in editing global village weblogs below.

---

30 PRENEURIAL YEARS OF CHANGING TRANSPARENCY OF ECONOMICS -Freedom of access to being productive; happiness demands communal sustainability World Class Business Network (WCBN) emerged from readership circles (and context-specific collaboration cafés) arising out of the following works over the last 30 years

1976 Entrepreneurial Revolution, Norman Macrae , The Economist 1976

1984 The 2024 Report – a future history of networking’s death of distance timeline whether globalization empowers or destroys social and human relationships, by Norman and Chris Macrae published in 5 languages

1991-2004 A trilogy of books valuing purpose, branding, learning systems and leadership purpose co-authored by Chris Macrae

The Biography of John von Neumann by Norman Macrae Our vision of transparently connecting together 2 million global villages waves through the meta-disciplinary practices of the most open leaders, mathematicians, system mappers, conflict resolution facilitators, preneurs, community networkers and future history journalists.

There are many ways you can help correspond cross-culturally and around practical missions – see how we all co-edit timeless weblog examples at project30000 or Club of Village, City, Country.
Yours aye, Chris & Norman Macrae

posted by macrae.nets, 12:19 PM  permalink   

Cross-posted from Jack Yan: The Persuader Blog

Simon Anholt has probably become the most high-profile co-author of Beyond Branding. In the latest Time he is quoted in ‘No More Heroes’, a piece on the public’s disappearing trust in political leaders:

Simon Anholt, an international consultant who advises political leaders on ways to improve their nations’ brand images, thinks the answer lies in moving away from the current obsession with polls and focus groups. “Most governments provide second-rate customer service rather than leadership,” he says. “Governments are popular when they have real problems and deal with them well.”

   The article is noteworthy for this other matter, in my view:

So what’s the solution? Transparency and a willingness to listen and adapt and help. While November’s unrest and arson attacks affected many suburbs around Paris, the town of Issy-les-Moulineaux to the south of the French capital was largely spared. There, Mayor André Santini has bet heavily on technology infrastructure in a successful bid to attract international firms such as Hewlett-Packard and Cisco Systems. He’s also used technology to interact more openly with Issy’s 63,000 residents. Issy was the first French town to start an Internet-based local TV service, and last December it held an online election for councilors for Issy’s four districts. Candidates campaigned via their own blog pages and discussed issues with voters through the town’s website. Such measures have bolstered Santini’s local support: he won a landslide victory in the last municipal elections.

   I’m awaiting the first nation that can implement this level of trust and transparency. I suggested it to New Zealand’s Prime Minister, but she passed the matter on to one of her Cabinet members and I never heard more. The United States has the infrastructure, though I doubt it’d be courageous enough. The Swiss are the most likely, in my book, with their binding referenda—but it would be perfect to see it done in a larger nation. posted by Jack Yan, 9:36 AM  permalink   

Cross-posted from Jack Yan: The Persuader Blog

In the 1990s, we were all optimistic about globalization—and in my case, it was about how the internet