Each of these international enterprises were leaders in organizational transformation with large companies and distributed consulting centers in the USA and the UK with clients in America, Europe and Asia.
I was by early training and working experience a CPA, System Analyst for IBM and executive of manufacturing and computer programming companies.
While business enterprise was my chosen field, I became disillusioned with the what was not occurring that should have been. The starting place, it seemed to me, was communication. That opened many fields of inquiry for me and I spent the next decade exploring these with the best thinkers I could find – and I found many wonderful mentors in many interesting fields.
The result is best told by Don Lavoie, Professor of Economics, who provided a guest lecturer position for me at George Mason University on Organizational Learning who wrote as a forward to my book “The Intelligence Advantage”: “This manuscript was very exciting to me. Though it uses Austrian economics, hermeneutics, complexity theory, and several fairly advanced and difficult scholarly approaches, it reads like a popular management book. Indeed it almost hides its erudition. A reader, who didn’t know the literature the author draws from, might not suspect that he is basing the arguments on a vast and very difficult literature. The manuscript has a lively, down-to-earth style and is addressed to managers. I am normally dubious about management consultants but this guy knows his stuff. He consistently gets the philosophy right, even whuile rendering it understandable to laymen.”
While I am grateful and humbled by his assessment of my book, I am much more fulfilled by the difference to individual and corporate life that has occurred from applying the principles behind the book to my own consulting practices.
I took a sabbatical for the past few years and immersed myself in the hyperexponential growth of knowledge and technology that is in its early stages. The point of this immersion was to explore what it implied for methods of organization for an entrepreneurial enterprise.
This is what my latest book is about. The requirements for enterprise are far beyond what are commonly seen. Minor adjustments to ways of organizing won’t do the trick. Major disruption and changes without a solid understanding of the nature of complex adaptive systems won’t do the trick. Imagining that self-organization will somehow occur naturally will lead to certain failure. Many of these approaches got it half right That is, they realize that linear, hierarchical organization is not working. The answers are very human and very simple – but required a great deal of work to sufficiently understand your own enterprise and business model to create the needed self-organization along with the equally needed structures.
In all of my consulting work, I demand that my client commit to the development of themselves along with their enterprise. I hope that you are one of those.
- Scottish Enlightenment
- American history
- Language and social development
- Accumulation of knowledge
- Distributed knowledge
- Nature of Reality
- Emergent evolution