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The Conceptual Age

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Introduction The Conceptual Age
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Section A Left-Brain Right Brain
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The Conceptual Age
Logical and Precise, left-brain thinking gave us
the Information Age. Now comes the Conceptual
Age ruled by artistry, empathy and emotion.
What courses are available today that teach me
how to prepare for the future?
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Massive Change
Why? The world continues to change. We are
experiencing a Seismic Global Shift Massive
Change
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Massive Change
80 of technology we will use in our day-to-day
lives in just 10 years has not even been invented
yet! Individuals job security will be based
upon learning, changing, and accepting
uncertainty. Paradoxically, what adults fear the
worst! Organizations longevity will depend on
agility and the ability to un-learn old ways as
quicklyas learning new ways. The agile
organization.
Loyalty is the absence of a better value
alternative.Dave Nichol, creator, Presidents
Choice Products
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History and Change
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The Conceptual Age
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The Conceptual Age
Information is at the ROOT of power. Information
alone is not enough. Power is derived from
turning INFORMATION into KNOWLEDGE, knowledge
into WISDOM, then ACTING upon that wisdom to
create VALUE. Example who would you rather hire
as a bicycle courier? 1. A scientist with a
Ph.D. that can explain to you in a 100 page
scientific paper how to ride a bicycle along with
a history of the courier industry and current
reports on competitor market cap, etc., BUT has
never rode a bicycle in his life. or 2. A man
who knows how to ride a bicycle.
More information is created every 6 months, than
since the beginning of mankind.
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Section B Organizational Challenges
You cannot read your way into physical fitness.
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The Conceptual Age

• Questions
• Amid rapid change, what value do rigid job
  descriptions have?
• What will possibly offer an organization the
  right strategies?
• What new skills will an organizations people
  need to learn to thrive in the Conceptual Age?
• What new knowledge must be acquired?
• Amid rapid change, how can organizations attract
  and retain the best people?

The significant problems we face cannot be
solved at the same level of thinking we were at
when we created them. Albert Einstein - Physicist
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The Conceptual Age

• Todays Organizational Challenges
• Automation / Computer Automation
• Outsourcing
• The China Price
• Internet Time
• Global Communications
• Sharing of Knowledge
• Knowledge and Continuous Learning.
• Information Monopolies
• Micropayments
• Abundance

The art of progress is to preserve order amid
change and change amid order. A.N. Whitehead -
Mathematician
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• 1. Automation / Computer Automation
• Technology is now performing many of the
  information related tasks performed by humans
  (knowledge workers).
• Programming
• Engineering
• Law
• Tax
• Accounting and Financial Services
• Banking and Bill Payments
• A person just needs to type in these Keywords
  into Google to see what software applications are
  now doing the work of humans.
• Any knowledge task that is routine and repetitive
  can be replaced by a computer. Examples ATM
  machines, bill payments, research.

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• 2. Outsourcing
• Knowledge based jobs can be outsourced to Asia
  and Eastern Europe for 5 to 30 a day compared
  to 150 to 350 dollars a day in North America
  and Europe.
• Examples
• Computer programming.
• Tax returns prepared in Asia.
• Accounting and book keeping.
• Analysis of hospital CAT scans.
• Engineering.
• Document processing.
• Research.
• Trend intelligence
• India is poised to become the largest English
  speaking country in the world. China will become
  number two.
• Any task that can be reduced to a set of rules,
  routines, and instructions is ripe for
  outsourcing.

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3. The China Price 200 million people in China
earn less that 1.00 per day. Even today. In
China, English is taught from Grade 1 to Grade
12, College and University. The Chinese are
voracious consumers of information and
knowledge. The success of the global shipping
container system means that manufacturing can
be located anywhere. China is building 100 new
container ports! There can only be one
lowest-cost producer in any industry. Everyone
else must compete on value. No manufacturing
industry is immune from over-seas competitive
pressures.
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4. Internet Time A music concert today can sell
out in less than 10 minutes (30,000
seats). Strategic planning beyond 2 years is no
longer viable. A brand new manufacturing facility
costing 120 million and 2 years to build never
operated their industry changed so rapidly the
factory was no longer viable. eBay, started in a
living room in 1995, is now considered main
stream. Market Cap 16.76 billion USD. Yahoo,
started in 1994 and is now considered main
stream. Market Cap 19.64 B USD. Google,
started in 1995. Market Cap 109.91 billion
USD. Netscape started in 1994. Market share
90. Sold to AOL in 1998. Market share less
than 2. Ford Motor Company founded in 1903.
Market Cap 6.95 billion USD. General Motors
founded 1899. Market Cap 2.05 Billion USD.
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5. Global Communications More than 4 billion
mobile phones are used worldwide. Mobile phones
are merging with the Internet via IP and VoIP. It
is possible to use your mobile phone as a credit
card. In 10 years (the same time as Yahoo, Google
and eBay grew) individual mobile phones will have
as much computing power as todays personal
computer. Collectively (via peer-to-peer
networking) mobile phones will have as much power
as a supercomputer. It 10 years, wireless
communications will be as robust and ubiquitous
as lines. 1 billion people on earth have yet to
make a personal telephone call.
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6. Information and Knowledge More information
is created every six months, than since the
beginning of mankind. Knowledge workers are
drowning in information. 50 of managers
frequently cannot cope with the volume of
information they receive. 43 of important
decisions are delayed due to too much
information. Knowledge is only valuable if it can
be turned into wisdom and acting
upon. Information and knowledge will become more
widely shared used and adopted by billions in an
open-source environment. There will still be a
role for global clearing houses or exchanges
to store, coordinate, and analyze information.
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The Internet is creating a Tidal Wave of Positive
and Negative Change.
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7. Information Monopolies Any industry or
profession based upon specialized information
(ie accounting, law, research, education)
information monopolies are vulnerable to
automation and free dissemination via the
web. Anyone can become a publisher text, data,
voice, video, graphics and sell their wares (or
give it away) on the web. Information loses value
with time. The most valuable information will be
the newest. (Internet Time). When people Connect,
Communicate, Contribute and Collaborate over the
Web and mobile phones, they create new
information value. Those people and organizations
that learn how to acquire, store, manage,
transform, and re-transmit information will be
future leaders.
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8. Micropayments Micropayments of pennies and
fractions of pennies will destroy industries and
create new ones. Information can now be valued
and sold globally. Cell phones will be able to
process micropayments on a peer-to-peer basis
without the use of credit cards or the banking
system. The value of information will be based
upon popularity, timeliness, and usefulness. The
amount of information available globally will
explode, because even poor people in Asia will be
able to afford information, knowledge and
learning.
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9. Abundance The baby-boomer generation is in
the process of inheriting trillions of dollars
from their parents. Examine any typical North
American, European or Japanese household look in
the refrigerator, the bathroom medicine cabinet,
the living room, the closets. We essentially have
everything we need. In fact, the self-storage
industry in North America is generates twice the
revenue as the motion picture industry. How are
the boomers going to spend their trillions? They
will reward any industry / business that has what
they want, at the right time, for the right price.
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10. Crime, Malware and Fraud As the globe
becomes more connected, open and sharing, crime
will increase. 15 million Americans have
experienced some form of Identity Theft. In 10
years, fingerprint and thumbprint readers will
become ubiquitous. Tens of millions of
surveillance cameras will routinely record and
track our daily movements and behaviors. There
are more than 280,000 known computer viruses and
malware programs. Computer viruses and Trojans
have been known to infect 60,000 computers per
hour. It is estimated that PC Viruses and
malware cost businesses approximately 55 Billion
in damages in 2003.
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The Conceptual Age

• Todays Opportunities
• Non-routine work
• Knowledge into Wisdom into Action
• Premium on emotional content
• Collaboration
• Baby Boomers

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1. Non-Routine Work Create. Plan. Design. Analyz
e. Collaborate. Negotiate. The Art of the
Deal. Sales Marketing. Do something global
competitors cant do cheaper.
75 of workers say they do not like their job.
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2. Knowledge into Wisdom into Value
Creation Datamining and Analysis Trend
Intelligence Social Networks Information
Exchanges Teaching and Coaching
The eye cannot see itself.
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3. Premium on Emotional Content A result of
over-abundance and pursuit of life-meaning. Examp
les Lowest cost producer of razors 29 cents.
Profit margin 5. Designer brand of razor
endorsed by celebrity 19.95. Profit margin
40. Left brain analysis electrical lighting is
ubiquitous and superior technology. It is the
obvious choice. Why then do North Americans
spend 2 billion a year on candles?
We do not see the world as it is, we see it as we
are. Stephen Covey - Author
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4. Collaboration Open-source systems and
markets become more viable because of ubiquitous
communication systems and standards (ie English
language, VoIP). Stock exchanges, eBay, FaceBook
and the Linux software all represent open-source
collaborations. Peer-to-peer networks made
possible via IP enabled mobile phones will allow
any person to share information and knowledge,
and transact (micropayments) freely. Ad hoc
collaborations will form, evolve and die within
moments, or persist for years. Paradox it may
prove to be more valuable to cooperate with your
competition than compete against them. That is
what Google, Microsoft and Yahoo are discovering
through the exchange of ads.
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5. Baby Boomers and Gen-Xers. Inheriting
trillions of dollars. Looking for life-meaning
and emotional content. Travel and
destination. Safety and security. Internet and
technology savvy. Self-identity through
life-style and possessions. Job satisfaction.
Life is a grindstone. Whether it grinds us down
or polishes us up depends on you. L. Thomas
Holdcraft - Artist
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Section C Success Suggestions
There are three kinds of organizations -- those
that run into brick walls -- those that see the
brick walls coming and swerve to avoid them --
and those that are out in front and are busy
building brick walls for their competitors. James
Champy - Author
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• Paradoxes of Success
• A paradox is an apparent contradiction.
• To create security we must accept the insecurity
  that uncertainty brings.
• To feel comfortable about our future, we must
  accept the discomfort of learning new skills and
  paradigms.
• Stability of market share or peace-of-mind only
  comes from changing.
• The more tightly leaders cling to control, the
  more out-of-control their organizations will be.
• The more power leaders delegate, the more power
  they will have.
• Past situations that once created security, now
  create insecurity.

A mans reach should exceed his grasp. Robert
Browning - Poet
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The Learning Paradox Wisdom comes from Good
Judgment. Good Judgment comes from
Experience. Experience comes from
Mistakes. Mistakes come from Bad
Judgment. Ancient Chinese Proverb
How an organization reveals, heals and deals with
mistakes demonstrates their ability to compete
effectively.
True wisdom involves the head, the heart, and the
hand. Thomas Berry - Theologian
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Success Strategies for Individuals The ability
to learn continually. (Including the ability to
un-learn). The ability to change. Ability to
cope with uncertainty.
The secret of success lies in the ability of
confronting the barriers in our minds that stop
us from learning and changing.
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Success Strategies for Organizations The ability
to learn continually. (Including the ability to
un-learn). to learn faster than your
competition transforming knowledge into
wisdom into action into value The ability to
change. to destroy what does not work, and
reinforce what does . to continuously adapt,
adopt and evolve Ability to cope with
uncertainty. acceptance of the discomfort of
change
Our aim must be to make our successive mistakes
as quickly as possible. Karl Popper - Philosopher
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Success Strategies for Organizations Paradigms
are ways of perceiving. They govern our attitudes
and actions. In todays business world, paradigms
are constantly shifting. Sometimes the change is
imperceptibly slow, but sometimes sudden. The
only secure individuals and organizations are
those with the ability to anticipate and discern
paradigm shifts. Paradigm shifters are market
makers. Leaders create their own paradigms
consistent with their vision, and shift existing
paradigms keep their organizations in a
leadership position.
Bottlenecks are always at the top of the
bottle. Lou Pritchett
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Success Strategies for Organizations 90 of Sun
Microsystems Inc. revenue comes from products
services introduced in the last 18
months. Return on Investment (ROI) Right Brain
Value Harder Long term security
Effective Invisible Anticipate Left Brain
Costs Easier Short term security
Efficient Visible Control
Human relationships are the key to all
commerce. Robyn Allan, Management Consultant
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Most CEO's feel that growth will to come from
innovation. Therefore, creating a climate or
environment inside their businesses that
stimulates, encourages and rewards innovation is
really critical. Linda S. Sanford Senior
Vice President IBM. Linda Sanford on
continuous change First, focus on business
processes - what to do and how to do it. Second
focus on technology as an enabler of those
process changes to make you more flexible and
responsive. The third is culture, meaning the
people side of the business. Quite honestly, that
is the most difficult. It affects the rate and
pace at which any company transforms itself. When
I spend time with clients, sharing ideas about
transformation, we spend 90 percent of our time
on culture change.
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CREDITS and REFERENCES 1. Revenge of the Right
Brain Article Daniel H. Pink NEUROSCIENCE Wired
Magazine, February 2005 2. Massive Change Book
- Bruce Mau Institute without Boundaries ISBN
0714844012 3. Good to Great Book Jim Collins
ISBN0066620996 4. The Dictionary of the Future
Book Faith Popcorn ISBN 0786866578 5. Blindsided
Book Jim Harris ISBN 1841122424 6. IBM Case
Study Interview WILLIAM J. HOLSTEIN - ARMCHAIR
MBA - Jan 2, 2005 New York Times 7. The Paradox
Principles Book MIT Change Integration
Team 8. The Learning Paradox Book Jim Harris
ISBN 1841121894 9. Paradigm Dissonance A
Significant Factor in Design and Business
Problems Article Jason Withrow and Mark Geljon
Boxes Arrows Online Article http//www.boxesand
arrows.com
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