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 Year 17 of Corporate Brand Research on Unique Organising Purpose (UOP)

Highlights from First 17 years:

If the corporate brand organisation is mapped as a system of productive and demanding relationships spinning round its UOP, then purpose will be lost every quarter unless a context-specific metric representing the deepest value multiplying purpose we want to serve has the same organisation-wide attention as making quarterly numbers.

Should there be any conflict between the most context specific metric and taking money out of the last quarter that is the most vital information of a forward innovation challenge that the Boardroom can get. Not monitoring this information is to be certain of compounding unseen wealth (as intangible valuation crisis experts call it), to be extremely risky to any partner (indeed a criterion for not partnering you), ultimately where a brand's promise deviates from earning trust and goodwill.

When a cancerous cell of lost purpose enters into an organisational system, it always costs far more to cure this later than earlier; moreover at a certain stage the downward exponential takes over and the true purpose can never be recovered. (source tracking implosion of dozens of multibillion dollar corporations   since Maxwell on - local note in the 1980s I was a director of a company that was taken over by Maxwell; as the only vote against I left the same week; within 12 quarters the Maxwell empire had vanished and the captain had jumped ship .For this reason, I started chartering research of UP 17 years ago.

Mathematically have found that all standard brand valuation algorithms are not context specific enough to ensure governance of purpose. If these valuation algorithms are being used as part of the negotiation process of selling a company then it is a case of buyer beware; if these algorithms are being used to steward a company, sustainability investors should short it.

In 17 years of research, the simplest corporate brand purpose question charters have found to date is to empower all employees to debate the transparency question: what would the world uniquely miss tomorrow if our organisational system ceased to exist (probe by each productive and demanding coordinate whose quality of pairwise tensions explain how healthy or ill your company's future goodwill is compounding). 

A best for the world game for our networking century

The World Economist invites you to transparently construct the rules of the game of globalisation and sustainability. The rule selections made by the first networked generation 1984-2024 determines consequences for all future generations. Along with any mathematical rules (R), transparency asks us to list assumptions (A). In trying to map a minimal simple set of rules, we delight in open questions, debates, benchmarks. Our senior economist has  been rehearsing with us the rules and assumptions for 24 years now since writing this death of distance (now aka in USA as World is Flat) Future History.

Assumption 1:  In designing globalisation, we need to encourage everyone to interact in a way that includes integration of every local society's sustainability.  Incidentally, this is natures rule and technically Darwin was wrong: when we ask any biologist today they can show us:  nature's survival of the fittest values the connections between cooperation and competition not just one loop round DNA's double helix.

Rule 1  We make A1 because the first rule of system theory is whatever is excluded from a system's governing map (and measurements that everyone exchanges valuation around) is not just left out: over time exclusion (externalisation) will compound destruction. 
Suppose the globalisation our networks search/interact exclude the right to life from any children born in one or more places. Then the globalisation our evoltuin constituted will compound destruction of these childrens' lives, and this badwill design will spread like a cancer destroying more and more childrens' lives and families and communities. PeaceCentury begins with valuing all children's lifetime exponentially wholly and as increasingly interconnecting. If you ask everyone you know, who were the 100 most trusted people of all the world's history - at least one of Einstein, Gandhi or Montessori may appear in your rankings. They would all support the view of children we have tried to state though your searches will find much more passionate, diverse and practical ways of exploring this rule's systemisation than we can hope to summarise 

Back in 1984, we were extremely cautious about prescribing best. Apart from reconciling a very few common sense rules, our Scottish internationalist and family-loving intent was to let each community tap into the maximum of its diversity to iteratively select good enough pathways forward. Like google's vision 1 2 founding values for sustainability investment, we would concur that simplicity of contextual good begins by declaring the transparent commitment to interact no evil. As far as we can see and map:  starting with the idea of not destroying the right of any child or any future generation's sustainability is the most common value that unites human beings and cultural views across the world. Certainly all major faiths connect it if you search why the rule of relationship reciprocity is commonly agreed to be the golden rule, As far as the particular segment "businessmen" of humanity goes, guidemaker networks advocate that you search the views of Chairman Ray Anderson of Interface (video link, other links 1 2). For over 10 years now he has explicitly integrated the right to future life into his business model. He calls this purpose Mount Sustainability. He agrees it takes a few years to systemise this. But it becomes clear that it compounding sustainability and compounding profitability go hand in hand from all the experiences of Ray Anderson's Interface Corporation and an increasing network  of organisations that are building a zero waste carpeting industry connecting Ray Anderson's minimal map of sustainability, as well as the annual american guide of 50 bets places to work which has taken the unprecedented step of voting in a carpet manufacture - rat's Interface Corporation - into the top 50 organisational systems to work around.  

25 years after my father's survey in The Economist on how service economy organisations need to empower co-working teams to sustain the greatest service quality, the results are in. SW Airlines beat all companies as a sustainability investment (100 fold returns over a generation) because it empowered its employees to nurture their familes as well as deliver great service. The entrepreneurially  energising vision that sustained SW:  our customers in the SW corner  states of USA depend for their livelihoods on friendly, timely good value airline connections. First get:  true  employee sustainability systemised around 3-win of what employees value lifelong, what empowers individual & group productivity 365/24/7; SW then connected employee actions with learning from best customers defined as:  who is  in tune with what societies want our airline to sustainably improve next. SW trust-flowed its brand was mapped with 11 more 10-win service leaders' sustainability stories at the inaugural Organisational Democracy celebration hosted by Traci Fenton of worldblu.com. Why not value true goodwill - use maps to expose less human companies spiralloing as 10-losers wherever managers are chained by industrial  age accounting that rules people as costs to cut, while machines and lifeless stocks are booked in as investments? Congratulations Traci- and your benchmark networks - empowering employees to make a difference.

Is there a missing maths that connects all 3 of these

Yes the clues to it come from Norman Macrae’s  entrepreneurial revolution trilogy published in The Economist 1976-1984

Revolutionary in that the map or maths fit systems connections not separation of parts; a system gravitates around its deepest purpose, relationship flows, the compound exponential rising or falling that any system model is spiralling (virtuously or viciously)

1976 revolution 1 – go as micro as you can to get the deepest innovation and way of resolving what cannot  interactions be seen with more aggregated views

1982 empower and replicate franchise bottom and side not juts top-down

1984 Boundary connections no externalising; make the most of collaboration and competition not just one; understand for example that true learning multiplies value in use instead of being consumed up as long as it flows actionable always round

See goodwill as whole; stop adding what needs to be mapped as value multipliers ; understand different risk decisions get seen longer ahead such as there is no way back in a transparent world from misinforming people which has put sustainability of human lives at risk just to turn a one quarter profit

How nature integrates

How networks connect as systems

How to value people more than machines

How to trust-flow

Sustainability Systems are as simple as a good enough MAP

Think of a good road map: a lot of maths went into making its connections true, but its value comes from usability by everyone

Its not evident to us why so many 20th century corporation s were satisfied with organigrams that were full of holes and disconnects, but its clear that whether network knowledge makes the valuation difference such goverance systems are now a huge disadvantage

We need to teach children all round the world to see system wholes not parts, cross-cultural safety not coflict barriers. Fortunately, all the most vital differences of ssyetm truth worlds are illustrated by maps:

.holonic: every system contains micro systems and is part of more macro systems and interfaces across other domains - so do maps

 .nature and tru mathematicians (eg Einistein) integrates the globe by including the most micro and diverse details up ; every sustainability crisis of globalisation will need the same micro to inter to macro collaboration not just global top-down command and control   

Source WEF: Interview with Hector Ruiz, Chairman and Chief Executive Officer, AMD

Economics: New Drivers
1. The theme of the Annual Meeting is "Shaping the Global Agenda: The Shifting Power Equation". Be it in geopolitics from west to east, the rapid rise of certain emerging market economies, or in business with the shift from producers to consumers, what is the primary shift in power that is having the most impact on your industry and the world?

There have actually been four major power shifts in the IT industry during the past few years.  These include a vastly increased and more influential role for customers, greater and more meaningful opportunities in high-growth markets, the mandate for power-efficient computing, and the moral imperative to apply all of our knowledge and technology toward medical research and healthcare.

It’s interesting to note that these shifts in power have led to an intersection of business and social interests in a way not really seen before. 

Business: Leading in a Connected World
5. The Annual Meeting will investigate how business leaders can look at sustainability in a strategic manner – in particular resource management and risk mitigation around the impact of climate change. What are you doing to integrate such elements into your corporate strategy? What types of opportunity do you see arising in your industry from this trend?

We live in an interconnected and interdependent world where the health of the environment directly impacts the global economy and the global business climate. The business community has an obligation to maintain environmental health.

AMD’s annual Global Climate Protection Plan, first published in 2001, addresses our commitment, goals, and strategies for helping to reduce global warming. This plan bridges products, R&D, manufacturing and people. During the last five years we have reduced our company-wide normalized emissions of greenhouse gases by more than 50 percent.  We have taken action to maximize energy efficiency, lower costs and reduce environmental impact through product and technology innovations, facilities design and operations, as well as purchases of renewable energy.

AMD has also long been dedicated to addressing the issue of energy consumption in IT, through our technology and product innovations as well as ongoing efforts to organize and educate the industry on smart energy investments and choices.  Last April, AMD and other technology leaders that usually compete, began the journey to form The Green Grid consortium.  The mission of the group is to assemble all parties interested in lowering the overall consumption of power in datacenters around the globe. We are committed to leading the world to energy-efficient computing in all aspects of the industry. As we go into 2007 and beyond, we will expand these efforts to not only include the enterprise data center, but also the entire range of computing devices from handheld devices to supercomputers.

7. The Annual Meeting programme will consider the influence of communities – in particular the growth in online communities and social networks. How is this phenomenon touching your business? Is it, for example, influencing your approach to identifying and retaining talented people, or the way you approach innovation? How much will business have to adapt to be able to profit from the growth of online communities?

At a high level, anything that drives the use and consumption of computing technology – as the growth in online communities surely does – is good for companies like AMD.

But things start to really get interesting when you dive into the complex social and business constructs of these communities.  One leading example is Second Life, a tremendously popular online society in which people develop a working economy based on entrepreneurship, for example – conducting real estate transactions.  People are making real money in this world.  Imagine the potential benefit here to people living in high-growth markets.  Suddenly, with some basic computing equipment, they have access to a virtual world that could help them transform their lives.  It’s truly an amazing thing.  The benefits to education are also significant.  People can study social and business interactions at a very detailed level and apply what they learn in this virtual world to the real world.

...

 Digital inclusion is a personal passion of mine.  I’ve been inspired by my IT Governor colleagues and friends.  And I’ve also been very fortunate in my life to have had the right kind of guidance and gentle helping hands in my youth.  All of which led AMD to launch our 50x15 Initiative at the Annual Meeting in 2004.  We’ve made wonderful progress on our way to connecting half the world’s population to the Internet by the year 2015.  None of this would have been possible without the involvement and support of the entire World Economic Forum organization and the IT Governors.  And for that, I’m grateful to all of you.

World Economic Forum is committed to improving the state of the world by engaging leaders from the public and private sectors and from wider civil society in partnerships to shape global, regional and industry agendas. In 2005/2006, we made significant strides in these three key areas -latest achievements

I am reminded of a story of 3 lawyers trained at the Bar of London : one was Mahatma Gandhi, another grandfather, another uncle. 007 is centenary year of Mahatma’s Satyagraha -dramatise peaceful truth. In 1880s it was hugely innovative for an Indian to go train at Bar of London. But it had not empowered Gandhi to do much in his first 15 years as a barrister. Then whilst travelling First Class on a train in S Africa, he was thrown off the train for having the "wrong" skin. From that moment on Gandhi knew that changing the law peacefully was the greatest innovation ever sought. By the 1930s, my grandad was near the head of the British Raj judiciary in Bombay and there are court proceedings on record where his duty was to send Gandhi to prison for causing unrest through peace protests. 15 years later my grandad was converted: he was writing the constitutional law for India's In dependence mediated between Gandhi and the British Secretary of State for India. I knew my uncle who was a Queen's Council much better than grandad. His "hobby" was to compile a quantum databank on fair rewards for people who suffered horrific lifetime injuries. By making these benchmarks clear and fair to all sides as every case developed, the English legal system has not yet become the peak ambulance chasing lottery that the US now has insuring healthcare. However, my uncle's last major act was to lead a rebellion that ending in the "sacking" of a Lord Chancellor who made errors with compound arithmetic and then refused to correct the erroneous legal precedents he was setting. If you believe as WorldEconomist has debated since 1984 that the next decade integrates more change than the world has ever seen before then it would be illogical not to expect that economics and laws will also need changing. We invite you to explore what constructs can help every culture and every peoples in mapping futures that compound goodwill for all, and not the loss of sustainability of all our children's

I have been making some guide notes from my father whose economics surveys and leaders at The Economist of the 1950s to 1980s focused especially on two Q&A lenses:

a) systematic entrepreneurship : of which the 3*greatgrandmasters were Scot's Adam Smith (theory) and James Wilson (practice) the 1843 founder of The Economist, as well as arguably JB Say (theorist)  who founded the term - transform market's value exchange systematically to take (preneur) between (entre) assets - so that all involved in the productivities and dmeands of a transparent marketplace can sustain ever greater value multipliers of health and wealth http://www.normanmacrae.com

 b) future histories, based on understanding the long-term conflicts within and across societies as well as who know had the greatest lifelong learning curves to evolve higher quality and lower cost  http://futurehistory.jp  http://changeworld.net

I think that from the 200+ years since the term entrepreneur emerged, we are now in a pretty hi-trust position to map the top 10 flow lessons that anyone systemising entrepreneurship should help all connected to Q&A around the gravity of individual systems and through the boundaries of networks mapped as system*system*system including the triangularisation which mathematically defines systems as spiralling micro to inter to macro

1 Simply mapped : it was always the future view of the entrepreneurial school of economics that healthy lifetimes and transparent societies compound strong economies not vice versa. You can see this in the entrepreneurial revolution trilogy my father published in The Economist between 1976 and 1984 -eg http://www.normanmacrae.com/intrapreneur.html

2 Unlike those who specialise in economics of big gets bigger, entrepreneurs always spiralled around the triangle micro to inter to macro , http://futurehistorian.tv/

 NOT macro to inter to micro. It wasnt particularly popular with big business when my father reported in part 1 Entrepreneurial Revolution : almost all breakthrough innovations for humanity began with one inventor's lifelong explorer's gravity or a small social innovation network who loved this explorer's human inspiration. The only innovations big corporations came up with were patented processes not original solutions that make the difference of the world as better place for all to be. The article on Pilkington Glass' innovation of plate glass rejoices in :

We are Pilkington's Glass, and if we can beat plate glass by developing float glass, then every motor car in the world will pay us a royalty, so we will research the last three problems in the way of float glass..

Nobody should underestimate the excitement among a tiny group of researchers when a big firm's opportunity presents itself. Sir Alastair Pilkington  described how his research group into float glass was kept small to maintain total secrecy, so that experiments progressed for seven years before competitors knew of them; how team members, after working impossibly long hours, were carried away on stretchers suffering from heat exhaustion; how 100,000 tons of float glass were made and broken before the great day which produced the first bit they could sell. But, as Jack Kilby says: each invention presents a profile of opportunities and requirements, while each company has its own profile of what constitutes to it an acceptable product. The probability that these two profiles, will coincide is not high. The result is that many big companies' brilliant researchers are, in conditions of great secrecy, in their seventh consecutive year of smashing unusable float glass.

CITIZEN NETS AS CHANGE WORLD ENTREPRENEURS 

2a Around 1980, the rich world had already changed over to being more a service economy than one where machine investments differentiated advantage. This required the end of top-down only management as well as more investment in people - something which to this day the mathematics of tangible accounting rules against - machines can be booked in as an investment; people are costs to cut. Blindingly wrong maths to monopolise governance budgets by.

2b In our 1984 conclusion to ER we looked ahead to the sustainabilitty networking generation 1984-2024. As grandmaster theorist Einstein (accompanied by grandmaster practitioner Gandhi) had first asked the most interesting question to start this unprecedented human relations communications revolution with is : will this generation's rush to worldwide connectivity sustain or set in motion irreverisble loss of sustainability? Back in 1984 one goal our future maps set : 30000 vital social projects to be identified for interlocal replication - all over the world of deepest human needs by 2010. WE identified 7 crises each flowing into each other; each wholly capable of globalising the end of the human species before Century 22. Any questions before our next 8 lessons review these crisis compasses (including what was recently reported by HM Treasury as the biggest failure of markets ever) and ask for ideas on how to popularise world changer guides up down and through them all?

 chris.macrae@yahoo.co.uk us tel 301 881 1655

To Co-Editor Alan M.

From 007

 Is there a way to start the book's proposal with some edited version of the rough text I have put above the line, with your text following below the line?

 HOW BAD NEWS CAN TURN INTO GOOD LEADERSHIP MAPS

Man Discovers the Precipice of Compounding Evil

Until 2006, designing an organisational system –or a global market sector - to compound  risks sounded illogical to increasing networks of people, but nonetheless most nation’s laws permitted it. Moreover, due to old machine-age assumptions having got embedded both in quarterly spreadsheet accounting and macro economics models, many of the world’s largest organisations bubbled up with  higher valuations the more non-transparently they compounded risks beyond their own boundaries of responsibility -ones they had often paid lawyers or other hard professions to erect.

Sustainability Investment: The Exponential Consequences of Gathering Storms

In 2006, two landmark proclamations changed worldwide understanding of this dismal state of affairs with regards to one of the world’s largest global markets. 21 American business and scientific leaders, known as the Gathering Storm task force demanded that President Bush declare in his January 2006 State of the Union Address that America needed to end its addiction to petroleum economics. By October, on the other side of the Atlantic Her Majesty Treasury’s Chief Economist reported that future-true exponentials analysis revealed the greatest market breakdown ever.  The state of climate had reached such a level of compound risk that it would now be prudent to invest 1% of national economies in wholly new ways in order that 20% of future economic value could be rescued in time.

GOOD NEWS LEADERSHIP

Truth does not have to be inconvenient if we recognise that networks are changing all our value exchange environments and urgently correct the system failures of the greatest mathematical mistake ever made. Now that peoples of every culture share a rising global awareness that compounding external risks is not a valuable model for the global petrochemical industry, it is worth openly exploring  how can it be valuable for any global market sector to compound risk.  Let us start with the other biggest ones that impact the sustainability of human lives such as – water, health, arms, financial services, agriculture, public services and so on. There is good news in all of this provided everyone and every community and every country confronts the actuality that we have been designing organisational systems blind of a map that compounds sustainable growth on all sides.

THIS BOOK INVITES YOU TO JOIN  HI-TRUST ENTREPRENEURIAL GUIDES TO THE TRUTH'S WEALTHY FUTURES

President Bush’s Gathering Strom analysts referred to scenarios involving the greatest change mankind has ever encountered in less than a generation – worldwide death of distance due to networking technologies. Hi-trust and collaboration entrepreneur roundtables have been rehearsing these scenarios since 1984. Their timelines have been predicting that the greatest transformation in economics would be needed from 2005 and before 2015. This book introduces The Map that has emerged from this groundwork which goes back to The Entrepreneurial Revolution trilogy whose fist wave was published in The Economist of  1976 and whose third wave was published in different languages from 1984. You can verify the future history archives, gratis of one of the world’s senior economists:  http://www.normanmacrae.com/netfuture.html

From Death of Distance’s original questioning of will the networking revolution sustain a best for the world 21^st century?  we  now invite all with the courage to connect in being change makers help open sourcing the missing map for every market sector compass of productive and demanding human relationship systems. To enjoy this book you do not need any mathematical genius but you will need to love diversity of context grounded details. Those who simply grasp how open value multiplication is different from boxed in value addition will wave the joy of change leadership wherever they flow the new action learnings