SUPER-MANAGING FUTURES, INNOVATION, PROCESSES,
RISKS, LEADERSHIP, CHALLENGES, SUCCESS, ANALYZES,
DIFFICULTIES, OPPORTUNITIES IN THE TWENTIETH-ONE
CENTURY! BY © 2009 Andres Agostini (Andy) – Arlington,
Virginia, USA at www.AgostiniWorks.blogspot.com,
www.CyberCV.blogspot.com, www.twitter.com/SciCzar

LEADERSHIP FIRST, REGARDLESS!
No optimum management can there exist if first there is not a greater
and universal application of leadership!

PRESENT VERSUS FUTURE!
Evelyn Lindner: “Pessimism is a luxury of good times… In difficult times,
pessimism is a self-fulfilling, self-inflicted death sentence.”
The FUTURE always wishes to readily equip the present with novel
information. Why? Because the FUTURE considers the PRESENT a failed
stated in the realm of time, and does not desire to get implicated with
the downsides of a sub-optimal fellow.

As the FUTURE gives the PRESENT a bad score and becomes judgmental
on it, the PRESENT flagrantly denies and rejects the current existence of
the FUTURE.
As the FUTURE paraphrases Shakespeare’s sentence (fears take away
the good with which we could win) and executes it in the practice, the
PRESENT feels a great animosity against such a maxim and habit.
The forthcoming FUTURES – already scattered among us – has a lot to
offer to the PRESENT, namely an invaluable out-of-this-word-and-time
source of narrative and numerical data (unexplored repository
knowledge waiting to being seized and administered by the PRESENT

and its inhabitants). Can you think of anyone more visionary than the
king in his class, the FUTURE itself?
The PRESENT, unfortunately, is somehow anecdotal while the FUTURE
ruthlessly and relentlessly abides by ever-emerging scientific truths.
These truths contained vast gold mines for creation, recreation, and
supercreation, as well as for devastation. The cultivated brains must
root out the endless dangers to capture the benefits, so humankind
prevails on Earth and much more beyond it if the Universe, too, –and its
own dynamics– warrants such a license.
For the first time in history, we can work backward from our imagination
rather than forward from our past. “In the midst of chaos, there is a

learning lesson to assimilate. Sometimes the table is served for an
OVER-LEARNING if the prepared mind is paying huge attention to the
nano-granularity of details.” (Andy – Andres Agostini, Nov/23/2001, 8:34
p.m. EST).
“To me unchartered territory is the most splendorous ‘terra incognita’
territory, chiefly because of its sheer number of unknown knowns.” By
Copyright 2009 Andres Agostini (Andy), Friday, May/08/2008 +
Arlington, Virginia, USA
The term singularity entered the popular science culture with the 1993
presentation at NASA-sponsored conference of a seminal paper by San

Diego State University statistician Vernor Vinge. The abstract of the
famous essay is as daunting today as it was more than a decade ago:
Permalink: http://www.ArchSingularity.blogspot.com
“Within thirty years, we will have the technological means to create
superhuman intelligence. Shortly after, the human era will be ended …Is
such progress avoidable? If not to be avoided, can events be guided so
that we may survive? These questions are investigated. Some possible
answers (and some further dangers) are presented…”
“I just wonder if the FUTURE is always stalking on the PRESENT! Perhaps,
it is so. One thing can be ascertained, because of its non erudite nature,

the FUTURE (the over-ruling) is always filibustering the PRESENT (the
enslaved).” (Andy – Andres Agostini, Jan/19/2009, 3:17 p.m. EST).
Andy-Andres Agostini: “these days—meaning: these seconds—the
totality of all is in the making perpetyually. That to be ‘in the making’
made—at this time—is relentlessly thought of and thought through way
in advance. This is a technique to CURRENTLY get your brains over-
insourced by zillion, practiced futuristic scenarios.” (Andy – Andres
Agostini, Jan/17/2009, 10:21 p.m. EST).
"The FUTURE WILL HIT the PRESENT AND ITS RESPECTIVE GROUND,
RUNNING. All of that as it has been seen up to the present time. This is a
hyper-accelerated Eon and ever-increasingly by an over-exponential

factor. Said ‘over-exponential factor,’ even when multiplied by many
orders of magnitudes as in effect it is, the non-linear geometrical growth
of it is by most people immeasurably underestimated." – (Andy – Andres
Agostini, Jan/19/2009, 11:09 p.m. EST).
“To me–The PAST is more like Alice (Alice's Adventures in Wonderland).
The PRESENT seems more like Mr. Hyde while the FUTURE appears to be
more like the conspiracy of Dr. Jekyll and Dorian Gray. Perhaps, we will
need the combined effort by Sherlock Holmes and Agatha Christies to
decipher the outright enigmas, namely those stemming from the
always-awaited-but-intruding FUTURE.” – (Andy – Andres Agostini,
Jan/19/2009, 11:21 p.m. EST).

“Progress is the future outcome of cascades of ‘current moments’
flowing divergently.” – (Andy – Andres Agostini, Jan/25/2009, 5:04 p.m.
EST).
The PRESENT is introvert adhocracy as the FUTURE is technocracy in
perpetuum. The PRESENT is an illiterate adhocratic one while the
FUTURE is the technocratic, 'omni mode' savant. The PAST is hollow,
inconsequential fossils.
Most business plans are ill-conceived indeed, as they are written-up and
reckoned with the eyes fixed in prehistory. IF IT IS NOT AN ACTUAL SUB-
SET OF A MUCH GREATER AND THOROUGH ADVANCED RISK
MANAGEMENT STRATEGY, THE FIRM WILL MEET GARGANTUM

CHALLENGES. Otherwise, there will be great opportunities! One end of
the greatest Risk Management Effort (extraneous to insurance, co-
insurance, re-insurance, bonds, etc.) is to entertaining the fiscally sound
outcomes of a business, literally any business, challenge, or task.
This FUTURE, that throws around its weight through every facet of the
PRESENT impiously, might be 99.99% INEVITABLE. Inevitability, in this
instance, equates to meaning that it will be a rogue dictator, over-ruling
capriciously and solely by its way and taste. The unavoidable
consequences of this FUTURE can be mitigated or at least somehow
modulated. Evidently, this FUTURE’s UPSIDES can, perhaps, be seized
and even amplified. To meet both requisites, there is one HUGE
prerequisite before proceeding any further. That is, that the TOTALITY of

HUMANKIND has to converge—‘on the doubles’—on the most essentials
Herculean tasks to do in order to attempt the sustainability of the
corresponding civilization as it is known / perceived now.
Possibly, this FUTURE will not have—as per the hopes treasured by all-
walks-of-life eyewitnesses—a ‘natural tendency.’ Put plainly, because it
is being envisioned and worked-out preternaturally, this FUTURE may
appear – before our naked eyes – with extreme tendencies and
directives that evoke the most extravagant and transhuman mandate.
The terms “extravagant” and “transhuman,” in this case, apply for even
the ultimately leading-edge practitioner of the scientific realm, either
within the eminent establishment, or those with an unauthenticated

citizenship from the avant-garde renegade-verse. It might be a genuine
deal, it might not?
Said dictator will not impersonate anyone. He will be THE maximum
MONARCH OF TECHNOCRACY by his own right, Remember? Yes, yes,
yes—I know. Technocracy, the gentleman, just espoused a lady with an
appalling temperament that looses composure oft, even before the
state’s visits by the Holly Pope. Her fist name is “Global.” Her surname is
“Crises.” That’s the reason why this “power couple” has made Sir Francis
Bacon a best-selling icon, “FOR TIME IS THE GREATEST INNOVATOR.”
Gotten it?

The PRESENT carries on superfluously. But the FUTURE is over-
impregnated and super-immersed with detailed meaning and
significance and projected transgressively a là ‘omni mode,’ as well as
with its manifesting tangibly and intangibly pervasive ubiquity.
Perpetual innovation is a rogue truth to this PRESENT. The breadth,
depth, scope, and rate of acceleration of this FUTURE’s perpetual
innovation will be endless, endless so beyond the wildest dream or
nightmare ever conceived by the ultimately noted or most criticized sci-
fi writer. To attribute to this FUTURE’s perpetual innovation a quality of
far-fetched will be an extreme over-simplification.

The PRESENT is a function of the PAST and, above all, a function of the
FUTURE. The PRESENT is a function of the PAST only in part. Remember:
The FUTURE is always pre-clashing and/or clashing the PRESENT, thus
continuously shaping and re-shaping the PRESENT to a great extent. The
FUTURE is, so to speak, 30% a function of the PRESENT and 70% a
function of the FUTURE itself. The PRESENT is bathed by permanency
and by the quality of being impermanent. The PRESENT is not a
snapshot or fixed (static). It is the linkage, superposition, and/or
intertwining of many films (dynamical). Its dynamism grants itself, the
PRESENT, huge ambitions to becoming the FUTURE while trying to
capture the ‘here and now’ mirage. There are too many ‘heres’ and a
myriad of ‘nows.’

The PRESENT is always infinite, unless its interrelationship with the
FUTURE stops. The FUTURE is never endless unless a great anomaly
takes place.
Concerning the PRESENT and specially the FUTURE, the great majority of
people failed to considering the possibility of anything going wrong, no
matter how remote the location or complexity of the implementation
environment.
The PRESENT and the FUTURE engender tsunamis of CHANGES. When
you altered your work because of competition and/or difficult times,
you are CHANGING your professional occupation (organizational
strategy). When you reflect and modify you innermost, you are

CHANGING your essence to some extent. CHANGING your essence to
being ADAPTABLE to ever-shifting realities. When CHANGE is always
altering all types of CHANGES, the scientific properties of known and
unknown changes get modified, sometimes profoundly. This extreme
modification is what I have been referring to ‘CHANGED CHANGES.’
CHANGED CHANGES make the overwhelming case for ‘beyond
unprecedented’ reinvention of humans, business and lifestyles,
organizations, businesses, governments, nongovernmental
organizations, societies, and worldwide society. In the process, the
extreme makeover is in nothing superficial or similar. And the call is an
abrupt wake-up alarm to all sorts of leaders, managers, entrepreneurs,
business owners, government administrators, consultants, adviser,

strategists, professors, teachers, students, researchers, and any
breathing or cryogenized human being.
At the time being, it does not matter anymore where you come from
and how this impact your ‘current’ PRESENT. Instead, what is presently
relevant for you to envision are the floating, fluxing, cross-railed
FUTURES as they climb the treacherous building-block ladder, the ladder
of accumulation of opportunities, challenges, and perplexing, but
exuberant, tradeoffs. These tradeoffs poise the least thinkable of the
unthinkable results, challenging our body (physiology), mind
(psychology), and soul (spirituality). To apply for practical leadership
credentials will be a nearly, though not impossible, insurmountable
enterprise.

How insurmountable? As nearly insurmountable as attempting to hike
the Everest cloth-less, equipment-less, ill-prepared, without a crew and
the indispensable Sherpa, as you walk and climb toward the mountain’s
peak with your back focused on the peak and while your eyes are
grabbed by the starting-point locus. You can always walk into the
FUTURE backwards to revive the fossilized vestiges of blur/made-up
memories that eat your soul out.
You know what the PAST is? Reply: The eternal creative-tension
discrepancies between the FUTURE and the PRESENT, encapsulated in a
stream of segments from the ‘preterit tense’ kingdom, a kingdom that is
neither awaken nor significant.

Clearly, the genetics of the human beings will have a notable impact on
the psychology and physiology of the humans until the FUTURE’s say.
Such a say has a designated ‘due time.’ By all effects, the FUTURE is
always a representative of three facets. There is the facet of
opportunities that we can call UPSIDE RISKS. Another facet is that of the
likelihood of potential disruption. The former impersonates the
DOWNSIDE RISK. Thirdly, there’s the facet of blended UPSIDE RISKS with
DOWNSIDE RISKS. To really get the OPPORTUNITIES the DOWNSIDE
RISKS must be terminated or, at least, mitigated.
Such eternal creative-tension discrepancies —as imposes the rogue and
nearly ageless interrelationship between the FUTURE and the
PRESENT—wage a 'preemptive war' to get the PAST under retirement.

These eternal creative-tension discrepancies make three major
displacements. Firstly, it displaces the PAST to a corner where vestiges
are fossilized but not looked after. Secondly, it displaces the PRESENT
closer to the FUTURE. Thirdly, the FUTURE pulls pervasively the PRESENT
to the FUTURE’s intimate spheres of influence, since this monarch (the
FUTURE) wishes the PRESENT to be the ultimate, loyal subject of the
FUTURE. This wish from the FUTURE is to this monarchical ruler a sine
qua non without fail.
It must be mentioned that interrelationship between the FUTURE and
the PRESENT is intense and will become increasingly more intense,
beyond the boldest and lucid imagination.

Mother Nature is a great and loving and noble matriarch. The Universe
is the oldest and wisest Patriarch, perhaps the elder son of the greatest
intelligence of all. The Multiverse (many universes with, at the same
time, many dimensions) is not only the maximum, all-enabling Patriarch,
but also a pervasive Patrician holding the greatest intelligence, wealth,
perhaps the elder son of omniscience, nanotechnology, biotechnology,
robotics, and A.I. (artificial intelligence).
Successful and tough reverse-engineering captures breakthrough
innovations for the PRESENT’ and from the FUTURE’s dominion.
Reverse-engineer all regardless of its origins, terrestrial or
extraterrestrial. This is important to bear in mind.

Successful and tough reverse-engineering captures breakthrough
innovations for the PRESENT’ and from the FUTURE’s dominion.
Reverse-engineer all regardless of its origins, terrestrial or
extraterrestrial. This is important to bear in mind.
Every human is partly earthling and partly extraterrestrial. Why?
Because pre-biogenesis and bio-genesis was (at least and as it seems)
massively instilled from the outer space. If extraterrestrial beings
existed, they would be, in fact, siblings to current humans. How come?
Because there are other genesis different from biogenesis on Earth,
whether within our knowledge or not. A genesis does not only take
place only on Earth, but in the whole Universe if it is or not under known
and unknown modes.

To capture benefits and to extreme-make-over leadership and to
scientifically steward disruption potential, you need to understand the
PRESENT, the FUTURE, and its frenzy interrelationship. In making this
effort optimum—and among other prerequisites—we must find out and
address two topics. One topic has to do with how we reached this
PRESENT out of a scattered PAST’s technological accomplishment as we
constructed an expanded knowledge repository just by practicing future
scenarios through radiant foresight, far-sight, hindsight, insight, and
innermost-sight.
Another topic is that insidious habit of the FUTURE in seducing the as-of-
now PRESENTS while the citizens of such PRESENTS make us agent so
many looking-forward changes that set afire the interrelationship

between this PRESENT and this FUTURE. Now we know how we got to
‘here’, ‘here’ is the hyper-dynamism of flows, in-flows, counter-flows,
avant-garde flows, crossed-pollinated flows, point-inflecting flows. “As-
of-now” exactly refers to the PRESENT-FUTURE’s own tête-à-tête.
‘Here’, while in the PAST, was a bit statistical but never really so. The so-
called ‘here’ is undergoing a total immersion of numberless processes,
transactions, deeds, etc. ‘Here’ has always been mobilized. ‘Now’ is
motorized at a rate that is beyond awe-inspiring. We just got the ‘now’
about right to this point. To turn savvier on this FUTURE, one must be a
genius in his executions (sic).

Then, he / she has to make the greatest effort of all, that is, to think
unthinkably in relation to present forces and respective futuristic
trends—both subtle and dramatic ones as well as those driving and
marshalling and enforcing just brute-force dramatic ones—by means of
the practical implementation of scenario planning.
Thereinafter, your unthinkable thinking about FUTURES must become
more refined, enhanced, exuberant, streamlined, diverse, expanded,
and extended. In doing so, it never suffices to come up with a three-
scenario forecast. Subsequently, forecasts must carry with you as many
plausible or implausible scenarios as resources required never loosing
the maximum rigor. Also, no optimum forecast is great enough if it is not
accompanied of an arsenal of plans of contingency. Each scenario

crafted must have its respective, unambiguous plan of contingency
without a fail.
All of this is true for humans from the PAST and the PRESENT. Toward a
more advanced time—and by means of reverse-engineering with the
omniscience perspective—the humans will increasingly be of different
constituents and design.
The PRESENT is always unnecessarily delayed or even lost and absent-
minded because its limits are impermanent and capabilities are finite.
The PRESENT never contemplates fast-forward-ly, but in reversal in so
adding to its even greater disadvantage. The FUTURE operates beyond
the offensive acceleration of ‘light speed’-plus and nearly without or

with zero limits or constraints or borders. The FUTURE is the Napoleonic
Emperor that does everything only under its own terms, exploiting every
advantage and disadvantage to its lucrative well-being and omni-ruling.
The FUTURE is accustomed to spying on the PRESENT. How come? The
FUTURE is the PRESENT’s debriefing one. The FUTURE is, in many cases a
virtuoso, though it at times voyeurs the PRESENT. What a horrendous
vice! Such deed will NEVER be tolerated. How do you REHAB the
FUTURE? Group therapy? Grouping it with whom?
The PRESENT is sleepwalking while the FUTURE is ‘child like’ wondered
by daydreaming. In the mean time, the post-modern modernity is a rush

getting more and more modern by unprecedented ‘shock and awe’
unearthed standards.
This criss-cross PRESENT will be reconstituted by the continually
crinkum-crankum FUTURE inevitably. There is going on a terzetto in
which the happenings are more or less like this: the PAST (R.I.P), the
PRESENT (thé dansant), and the FUTURE (tertium quid). Clearly, the
PAST is getting a CPR to be by historians. Earned in his own intellectual
right, Jefferson stated: “I prefer the dreams of the FUTURE than
history.”
Who would dare not to appreciate that nanotechnology, biotechnology,
bionics, and artificial intelligence making deep and steep inroads?

Incidentally, the definition of the omniscience perspective can be
revised at www.AllSciCzar.blogspot.com as well.
The PRESENT is an absent-minded sardine while the FUTURE is giant
cuttlefish in conspiracy with an octopus.
Ying and Yang have combined forces of subtle and dramatic origin.
These days the PRESENT is a bit like a pseudo-harmonized Ying-Yang
relationship. The FUTURE is only about Yang deeds.
The PRESENT is besieged by a bunch of dilettantes and poseurs. The
FUTURE is—so to speak—shaped à la Sir Francis Drake.

The PRESENT is more like Huckleberry Finn while the FUTURE is perhaps
the archetype of Genghis Khan and his Mongols.
The stream of as-of-now PRESENTS will become—to some extent—one
of the forthcoming FUTURES. At some point ahead, a PRESENT will be
ultimately integrated into a single FUTURE. Such a FUTURE, though, will
reach a point in which being bio-based or bio-related or not in vivo at all
will be splendorously awaken and active. (March 12, 2009 at 1:34 p.m.
EST. By © Copyright 2009 Andres Agostini ‘Andy’ at
www.AgostiniWorks.blogspot.com).
Regardless of transhumanity, overhumanity, superhumanity,
transbiologicals, nonhumanity and ‘above and beyond’ humanity, the

hard-core essential is and will be not being human but becoming and
acting humanely. (March 12, 2009 at 1:58 p.m. EST. By © Copyright
2009 Andres Agostini ‘Andy’ at www.AgostiniWorks.blogspot.com).
The PRESENTS are from appalling and contentious interrelationship
between Venus and Mars. The FUTURES are only from stringent Mars.
Go and ask about it Dr. John Gray.
The FUTURES are supervening upon the PRESENTS in combination with
the ruthless forces possess by the own FUTURES.

The PRESENT concerns the animal and vegetable kingdoms. The FUTURE
is only about beyond post-humanity and its staggering brute-force-and-
dramatically-subtle INTELLIGENCE.
The PRESENT pertains to discovering science. The FUTURE is absolute
science dominance and nearly infinite power.
The PRESENT is always misled and misleading, treasuring a great
promise of deceit. The FUTURE is eloquently transparent and clear,
crippling—in advance—violators of ethics, morality, principles, integrity,
and dignity.

QUANTITATIVE ANALYZES VERSUS QUALITATIVE ANALYZES. Version 1.2
Speaking of, say, the difficulties engendered by the global stock markets,
I learned a lesson quickly in 1996. In the R&D efforts directly based on
and implemented by (and/or serving) the “industrial military complex,”
there is this great rejection of overdoing number crunching and the
stemming modeling. In my experience, I have seen and found it valuable
to grant more relevance to a combined used of (FIRST AND FOREMOST)
“Qualitative Analyzes” and (SECOND) Espoused with responsible
“Quantitative Analyzes.” Issues like “fuzzy logic” and the apparent, but
untrue, “illogicality” of quantum mechanics (whose visionary logic is
“covertly” embed ubiquitously) makes me (in my case) to be extremely

careful with such qualitative analyzes without sacrificing the
quantitative ones.
Evidently, THERE IS A GREAT CONSTRAINT IN TRANSLATING (1)
arguments, (2) subjectivenesses, (3) subtleties, (4) intricacies, (5)
anomalies and phenomena, (6) overt and covert processes, (7) overt and
covert interrelationships, interacting within your "targeted" framework
INTO APPLIED MATHEMATICS AND APPLICABLE MATHEMATICAL
FORMULAS. Regardless of the practitioner's I.Q. and his / her ‘Three Of
Knowledge’, WILL IT SUFFICE (TO SATISFY INDEED THE ULTIMATE
OUTPUT) TO EMBED (TO INPUT) SUCH COMPLEX RULES INTO A
SPREADSHEET OR A SOFTWARE APPLICATION?

Dr. Ray Kurzweil suggests that although hardware’s processing power
has increased dramatically since the invention of the first PC (and that of
supercomputers) it will not suffice, to this date, to process items, among
others, such as aforementioned "(1)" through "(2)." The throughput will
be slow, so inappropriately, offering (if it can offer anything at all) an
output (“expected and, above all, accurate, sustainable and reliable
solution”) worse than deplorable.
Kurzweil also suggests that as hardware has been getting faster, the
processing power of current software has been turning slower and
slower, compared to the progression rate personified by current
hardware. WHAT IS THEN THE QUESTION?

The question is, WILL YOU TRUST SUB-STANDARD AND INFRA-OPTIMAL
COMPUTATIONAL SYSTEMS TO MAKE EXTREME CALCULATIONS AND
MODELING CONCERNING STUNNING CHALLENGES BEFORE TRUE
ARTIFICIAL INTELLIGENCE (AI) CONQUERS IT ALL?
Right now, and in order to be more dependent on quantitative analyzes
over qualitative analyses, we need "quantum mechanics" (nano-
technology and biotechnology under hybridization) COMPUTERS to get
the right outputs of the FUTURE into the PRESENT besieged by omni-
mode obsolescence. Perhaps and within a decade or so from now, said
computers– the constituency of A.I. (Artificial Intelligence) will serve
society with a stunning problem-solving ability beyond humanity's.

Subsequently and in the mean time, as we await those “quantum
mechanics” computers and their respective re-birthed software
applications (‘in silico’-based, neuronal-based, bio-based informatics
once the brain’s reverse engineering is completed), we must grant much
more relevance to bold qualitative analyses espoused with some
considerations (as a sub-set of such qualitative analyses) given by
qualitative analyses, especially when dealing with complex problems in
an ever-increasing chaotic worldwide context.
On the stock markets– the insidious numericalization factor driven by (i)
greed and (ii) lack of universal principles and diligent, evolutionary
regulation, and (iii) an absence of a priori, real-time over-watching “due

process” justice–, play hugely (and this for the great pain of the Global
Economy and its corresponding ‘Global Finance’).
More on this is available at:
http://www.slideshare.net/andresagostini/wall-street-and-main-streets-
outrageous-inconvenient-facts-by-andres-agostini-arlington-virginia-
usa-presentation
WHAT IS THE FRESH-LOOK DEFINITION FOR RISK?
Robert Kennedy: The past is not the script of the future…Future is not a
gift; it is a daily conquest.

RISK, What is it from a unique, new perspective? RESPONSE: Chiefly but
not always, risk is pent-up energy. Pent-up energy waiting to becoming
constructive or destructive or both. What type of energy does risk
entail? RESPONSE: Mostly, KINETIC ENERGY (the energy possessed by a
body because of its motion [or temporarily paused motion], equal to
one half the mass of the body times the square of its speed).
As any ENERGY, it is within its nature to get transformed and
transformed and transformed endlessly. To get transformed into a
lucrative initiative, the unleashing-process is scientifically stewarded, so
that ENERGY (as it contained in RISK) makes a successful (optimum)
landing in the ‘right quadrant’ (so to speak, meaning superseding NASA’s
greatest expectations by far. I immediately explain why NASA has to be

in this example). By way of example and in this occurrence, let’s cite
when NASA’s Rover made it over-perfectly on Mars. How do you like
that? This is the accomplishment of an UPSIDE RISK. UPSIDE RISK is
always fruitful and advantageous.
When the unleashing of the kinetic energy is not known or it has not
been identified and controlled or when the management is ineffectual
(because it is not scientific enough), it takes place towards the
antipodes. This is the accomplishment of a DOWNSIDE RISK. DOWNSIDE
RISK is always fruitless and disadvantageous. THE GOOD SIDE OF THE
PROBLEMATIC OUTCOME IF THAT ENGENDERS NEW KNOWLEDGE AND
HEIGHTENS AWARENESS. There is also an additional issue when the
DOWNSIDE RISK crystallizes into a disruption or a loss. I will explain

ASAP. The come-true DOWNSIDE RISK has a huge magnitude as the
Global Financial and Economic Crises (GFCAC) overwhelmingly verify.
Then, it starts to attract other unbeneficial RISKS. How?
RESPONSE: Such a milestone as the case study spoken of makes all-kinds
of people bewildered, frightened, and sometimes paralyzed. Paralysis is
in this arena an extra terrible characteristic. Actions are paralyzed
because the mind is terrorized by those biblical-proportion tragedies. If
the GFCAC got the minds of the world’s dignitaries in stalled—and that
of the supporting system of staff of such dignitaries, How do these
people respond effectively and efficaciously, say, to (a) Bombardments
by anarchists, (b) Pandemic flu, (c) Global climate, (d) Over population,
(e) Extremely-worsened Poverty—globally, so forth?

Once a pre-existential downside risk is brought into existence, all
resources start to fall short. To begin with and recapping, the dignitaries’
minds get inattentive and jammed to hold a veritable consideration of a
second or a third global crises at the same time (energy, wars, failed
states, maritime piracy, petroleum dictators, etc.). And the good aspect
of it is that we have an arsenal of technological tools, like never before,
to make Earth better. Obviously, the 700-billion inhabitants of the
globe—in one or other magnitude as it depends on his / her resource
availability— each other must industriously and instantly help to get
back to a decent life, globally.
“Omniscience is the only salvation of Earth (a) if stringent and absolute
morality and ethics are universally practiced by the totality of

individuals, and (b) if, concurrently, the 700-billion inhabitants
collaborate lavishly and fluidly with each other. I am still a realistic with
a touch of optimism. Said optimism will come true and grow if people
become honest, compassionate, and helpful to each others, as well as
when solidarity among each other is practiced universally. My optimism
would raise the highest bar if the greatest majority of the 700-billion
would become ‘good Samaritans’ genuinely. ” – Andres Agostini “Andy”
(Jan/24/2009), 4:23 p.m. – Arlington, Virginia, USA at
www.AgostiniWorks.blogspot.com
The most important resources, shared by everyone in different degrees,
are the Intellectual Capital. Resources like trained ‘first responders’ are
crucial. So is it with physical and digital infrastructure. Spiritual Capital is

the perfect spouse of said “Intellectual Capital.” We must own the
whole package without preconditions.
There is an even more important resource. Without it, the population of
Earth can have a true ‘reality-check’ of how life is after life. What
resource is that? RESPONSE: The Moral, Ethical, and Spiritual Capital! If
humankind does have it and use it through its entirety, it got some
chances. If humankind does not have it, go pray or meditate until the
very last, forthcoming ‘reality-check’ talked about earlier. Even with the
most splendorous omniscience marshaled in ‘omni mode’ mode, grave
and universal violations to morality, ethics, as well as the pontification
and application of corruption, said omniscience cannot prevent us from
delighting us with a visit, without return, to life after life.

Amorality and immorality, beyond and above the banks and the stock
markets of the world (and beginning with WORLDWIDE ‘Main Streets’),
will ascertain the ultimate struggle to each and every specie on the face
of Earth. IF WE, THE MOST-ADVANCED HOMINOIDS WISH IT TO BE
OTHERWISE AND INSTILL VIABILITY TO OUR ONLY SPACECRAFT (THAT
ONE THAT HOUSES THE 700-BILLION PEOPLE), THERE IS A MUCH BETTER
CHANGE, NOT AN IMPEACHABLE GUARANTEE THOUGH. QUESTION:
WHAT WILL BE YOUR OWN ELECTION ON BEHALF OF CIVILIZATION FOR
THE GREATER GOOD OF ALL LIVING CREATURES ON THIS SPACESHIP,
EARTH? RESPONSE: I just wonder, to be a bit kind to the reader!
In attempting to formulate futuristic scenarios –whereas one is
expected to be practicing a drill from its furthest hindsight through

plausible and even implausible foresight-driven outcomes (known or
unknown ones, weirdest or not), there are many errors in the process.
BUT WE MUST ALWAYS REMEMBER THAT ERRORS ARE THE ULTIMATE
LEARNING DEVICES AVAILABLE TO US. Clearly and only, if we register,
document, and extract knowledge from said errors as a matter of a
systematic habit brought into robust execution. ‘Futuristic scenarios’
practiced and ‘futures’ drilled are the landmark foundation to
formulating a robust program of contingencies (countermeasures for
the thinkable, unthinkable, expected, and/or unexpected).
Accelerating the ‘error making’ cycle–especially of those not so
expensive undertakings–, allow the researcher, experimenter, and tester
to capture more and more knowledge. Knowledge that is subject to

falsification (à la Popper) or verification or amplification as it is deeply
analyzed with other already applicable scientific truths.
Then, besides learning, one also becomes aware that must (a) get more
and more prepared through the approach of omniscience (a bold effort
to be made for good), and (b) that, in getting really prepared, his / her
contingency planning will never be farfetched and/or too-farsighted in
THESE TIMES OF THE ‘EVER-INCREASINGLY’ UNTHINKABLE ONES. THE
UNTHINKABLE ONES WILL GET INCREASINGLY MORE AND MORE
UNTHINKABLE. LET’S PAUSE THE GIRLIE CRY, GET PREPARED FOR AND
USED TO THE WORSE. THE BRIGHT SIDE WILL ILLUMINATE A NEWLY-
NASCENT ILLUSTRATION EON!

RISK, in general and by the public at large, is traditionally exceedingly
underestimated. The mentioned underestimation carries with it a
perpetually life-to-death disruption potential. By the way, this FUTURE
has made a point of honor to demolish the traditions of times from the
PAST and PRESENT. I am not sorry since Earth is not my invention. I
disseminate onerous ideas and reflections for the greater good if that’s
feasible at all.
What are the fundamental questions and reflections we are failing to
formulate? What possible changes do we need to prepare for? Is there a
toolbox to solving the challenges spoken of here? YES, ADVANCED RISK
MANAGEMENT WITH THE OMNISCIENCE PERSPECTIVE—AND THROUGH
MORALITY, ETHICS, AND PRINCIPLES—CAN TURN SOME IMPOSSIBLES,

AS WELL AS SOME DISRUPTING POTENTIALS, INTO VIABLE ONES. That is,
if there is not a major catastrophe in the world taking place and if the
application of this discipline is instituted universally, literally by the
totality of the population (clearly, with a variety of degrees through such
application). If said ‘advanced risk management with the omniscience
perspective…’ can, to a considerable extent, save civilization, HOW DO
WE DISCUSS OUR WORLDWIDE CIVILIZATION’S CHALLENGES IN A
USEFUL AND CONSTRUCTIVE WAY?
ON CORRUPTION - ONE OF THE ULTIMATE RISKS THAT REQUIRES
PERVASIVE MANAGEMENT.
Corruption is within our genes. In the mean time it represents ONE of
the most challenging EXISTENTIAL RISKS. IN FACT, of all global crises, the

gravest one is the GLOBAL CRISIS OF CORRUPTION. Corruption, besides
being a ruthless existential risk, is mostly ignorance and partly – in some
cases – a major health illness and/or a result of a ill-projection of an evil
“raw model.” An insurance company can pay you off (up to some
amount and depending on many circumstances) for an employee that
unlawfully appropriates organizational assets (any tangibles as well as
any intangibles). Nonetheless, the insurance company only acts – and if
one’s covered – post facto (i.e., a posteriori).
Having studied all kinds of risks – including maritime, kidnap and
ransom, errors and omissions and those related to healthcare, complex
manufacturing and avionics – I can easily assert the following. We in the
West (North America and Western Europe as well as in Japan) have

individuals and organizations that only manage scientifically. They are
not too known and or popular. We practiced the most advanced (non
insurance) risk management ever imagined. LIKE WHAT? To a great
extent like that of DARPA, NASA, and other eminent scientists over and
beyond DOD. My method is called “Transformative And Integrative Risk
Management,” (TAIRM) and a bit more described at
http://www.slideshare.net/andresagostini/definition-of-tranformative-
and-integrative-risk-management-authored-by-copyright-2005-andres-
agostini-andy-arlington-virginia-usa
I speak in first person because it is my method and I like to assume my
comments. Everything, via TAIRM, deals – through applied omniscience
as I have defined it at http://www.slideshare.net/andresagostini/1-

1610862 – with clever actions way beyond any asset becoming
compromised and flowing into disruption. To cite a quick example,
TAIRM is heavily into Forensics Risk Management, the thoroughly
studied taxonomy of a “happened” disruption potential that ultimately
gained sufficient critical mass.
TAIRM aims – depending on the customer’s budget – at (a) Eliminating,
(b) Decreasing, (c) Modulating, (d) Controlling RISKS IN ADVANCE to
“exploit” their inherent and lucrative UPSIDES. WHY? When you do
(ongoing-ly) your risks, YOU CAN CAPTURE YOUR FISCALLY SOUND
EARNINGS. It is not about managing risks for the sake of risk is for the
sake of sustainable and profitable growth, regardless of extreme
business climate. THAT WHY EVERY BUSINESS PLAN IS ILL-CONCEIVED IF

AND WHEN THE TOTALLY OF SAID BUSINESS PLAN IS NOT A SUB-
CHAPTER OF A GRANDER PROGRAM AND STRATEGY OF ADVANCED RISK
MANAGEMENT.
Many people become corrupted because they have the genes
(genotype) for it. Others have a minor “output-ted” pre-genotype
(phenotype) – that in getting related with the amplest environment –
sometimes the phenotype and genotype become mutually reinforcing
and synergistic both for evil and ill. When more than one person
becomes a “cluster” with others with a tendency of having these
problems, “energy” gains sufficient critical mass to implement
outrageous malfeasance. IS THIS SOLVABLE AT ALL?

Yes, if you do the right things and you establish a relationship with an
expert in the subject, an expert that is not a “snake oil” seller, but a
consummated professional. He will co-manage – prior to you
authorization – many unthinkable facets to cripple the violations against
company’s policy, morality, integrity, and ethics. Unfortunately, nearly
the totality of psychometric tests won’t render you the most covert and
destructive case in due (opportune) time. TAIRM engages into a huge
depth of understanding the personal cosmology of your firm’s
personnel. All of this for a fraction of insurance premium program. The
insurance company – as if we were speaking of mechanics – has
“bearings” that only rotate within and through financial systems. TAIRM
is highly sophisticated management brought to the field of action with
the applied omniscience perspective among many other provisions. In
fact, if insurance and reinsurance companies used TAIRM, they would be

obliged to reduce immensely any premium rate. There is a great deal of
cholesterol, greed, and red tape in most of said companies. THIS IS THE
REAL DEAL!
If we see the appalling problem by Mr. Madoff, we will clearly realize
that the magnitudes of his multi-level “operation” was of epic
proportion. But if we see this as an EXPRESS AND UTTER CONSPIRACY
BROUGH TO ACTION, we will realize that this one will pale compared
with other “operations” instituted either by “practitioners” from the
private and public sectors, as well as by NGOs and, perhaps,
supranationals. If one takes the time and counsel, I insist he can get the
corruption out or at least to a quite manageable degree.

Corruption is a terrible form of ignorance. All risks stem from ignorance.
The pharmaceutical remedy is applied omniscience to state succinctly.
Many of these evil genes will be soon addressed by genomics’ gene
therapy, namely with the modification and/or replacement of flawed
genes. Clearly, there are not resources to cure those who suffer this
illness within the almost and worldwide population of 800-billion “all
walks of life” Main Streeters.
Incidentally, I am not a moralist not an ethicist. In any case, all humans
are flawed. But not all humans are corrupted. My father died of a
terrible disease because in practicing law he could not never ever stand
corruption not committed by criminals but by judges themselves.
Something extremely close happens to me, though I don’t get that

upset. I have too many years working the positives and the negatives of
the personal cosmology of the “human factor.” The human factor –
regardless of the huge progression of science and technology – is
making a swift walk backwards, ascertaining the greatest success of
failure.
In less than 45 days, over 400 lives were lost because the “flying
submarines” could not navigate “with an even keel” the sea waters. 400
lives are dead because of systemic and systematic and ever-increasingly
universal corruption. The latter equates that, because of lack of Risk
Management Implementation, those innocents lives were lost.

I do write, tweet, and author works reminding people that when a 4-
year old child gets his candy stolen by an adult instituting a Bismarck’s
stratagem, the worldwide human race is going back to the cavemen
times. I am concerned about it. I insist that this is the gravest global
crisis of Earth. HOW ARE YOU GOING TO INSURE THAT PEOPLE DEALING
WITH THE FINANCIAL, ECOLOGICAL, ENERGY CRISES DO THE RIGHT
THING IF THEIR HONESTY HAS BEEN TAKEN FOR GRANTED? I am seeing
too much mediocrity. Many people have gone to the greatest
universities and from their best up-bringings but they are determined to
do things in evil and in error. Bertrand Russell stated: “I know more
people who prefer to die than to think.” Corruption is, too, the ultimate
crown jewel of Mediocrity Dom.

A WORLD BASED ON COMPLEXITY?
Everything has become so very complicated these days. Complexity, if
the leader is to be truly successful and sustainably successful in
increasingly amorphous, re-adaptable, unchartered waters, he must
understand complexity multidimensionally. Identifying this fact and
verifying its increasingly complex nature, take us to great depth and
breadth of reflection. For a long while, all-walks-of life people has made
some inappropriate jokes on, “…you don’t need a rocket scientists to do
that…” Sometimes you do need a prominent scientist handy. Some
other times you do need to operate on the breakthrough by such
prominent scientist.

You explain how to make a pencil plainly – and in the process – you will
miss a whole body of numerical and narrative data. But if you listen up
to two manufacturing scientists to speak about the creation of a single
and plain pencil, you’ll immediately realize that the great majority of
even learned people have taken for granted, for decades, a number of
flaw assumptions. Clearly, this is fact but this also a metaphor.
The pencil metaphor applies to any endeavor in life as it is brought
about by the marshalling-in-the-entrenched-fields leaders. As people
“satirize” the rocket scientists pejoratively, in general people oppose to
those who – as per these current times – are against the simple
conception (and linearity) of so-called “common sense.” Getting back for
a second to rocket scientists, through NASA and for the totality of fields

of knowledge, they opened up so many windows of opportunity to
accessing to leading knowledge. How?
NASA’s scientists, leading some 400 different contractors for the Apollo
Program, conceived and instilled to the Shakespearean lingua franca
20,000 new terms, new terms of universal usage by prominent thought
leaders. Shakespeare, at his time, endowed the fascinating and
sophisticated English language with 10,000 new words. Both efforts are
highly appreciated by those who are always challenging Cambrian
“common sense.” Who would dare to satirize the Apollo Program and its
zillion of by-products and by-services, remembering that a “product” is a
service waiting to happen?

I am a strong believer of perpetual education, perennial mind-shaping,
eternal global sophistication, as well as extremely instituted preparation
way before undertaking any responsibility. In preparing – having done
your prior homework by thinking unthinkably – it is absolutely crucial to
have a bold and broad contingency planning not for the sake of theory
but for the sake of pragmatic and accelerated resolution of problems.
“Theory” has been caricaturized heavily by some alleged leaders.
Einstein, on the subject matter, reminds us: “I do not know of anything
more practical than theory.”
A prominent Danish physicist, Dr. Niels Bohr (1885 – 1962), offered
some words of wisdom to countermeasure the ridicule validity of
“common sense.” His actual words were “One of the favorite maxims of

my father was the distinction between the two sorts of truths, profound
truths recognized by the fact that the opposite is also a profound truth,
in contrast to trivialities where opposites are obviously absurd.” No
more are these the times of Thomas Paine.
I need to add something important to the great intellect of Dr. Bohrs’
quotation. There are two additional dimensions of “truth” very much in
use these days. One is the “adversarial truth” that is sentenced by a
judge. The other – extremely important to me and without undermining
the crucial value of due process jurisprudence – is the “scientific truth,”
chiefly that as per the applied omniscience. Since in science the
insidious “over- politicization” does not make an entrance, depth is
much more profound and much less subjective.

Beyond taking this or that side, it is opportune to admit that honorable
Senator Edward Kennedy was an actual personification of an engaged
leader indeed. I do like – to a great extent – leadership as exercised by
honorable president Ronald Reagan too. The United States and the
World has lost a great leader. My condolences to the family and friends
of Senator Kennedy.
Staying on our magnificent leadership theme, I have a story for you by
John F. Kennedy. We know the world lived then an extremely difficult
time with the Cold War, among other “amenities.” I suggest my
colleagues and customers to read thrice the speech by President
Kennedy at Rice University. There is this avid habit of John, Robert, and
Edward – not meaning to rule out any other within that great family –

that I am in most agreement with. And referring to the huge importance
that they all gave to being totally immersed on continuous education
and outgrowing their own selves. I have former UK Prime Minister Tony
Blair in high regard. It is not my job to judge him on anything. As
discussing some public policies in advancing the qualitative and quantity
state of the British Education Systems, you could hear him repeat and
repeat out-loudly three words, “EDUCATION, EDUCATION, EDUCATION.”
NASA’s Chief Engineer Dr. Werner von Braun invited President Kennedy
to witness the testing of some rocket engine in direct connection with
the prior efforts that ascertain the triumph of the Apollo Program. As
the President was on the respective site and walking through and to the
observational location, he bumped into a maintenance gentleman. He

noticed that he was brushing energetically the corridors of the NASA
installation. More or less, President Kennedy asked this hard-working
person, “What are you doing?” I think Mr. Kennedy noticed that the
man was over-committed in being compliant with his work and still he
looked proud of his “rough” responsibility. The man replied the
President with these words, “…making certain that a Man goes to the
Moon and comes back safely.” Clearly, this worker was following up on
the most vocal speeches by President Kennedy. He is a canonical
landmark example of the follower (co-leader). He, too, was a statesman.
When some of my friends, colleagues or customers asks me why I want
to undertake a major, complex challenge, I respond to them – almost

instinctively – “…because it is difficult…,” respectfully paraphrasing
President Kennedy keynote and wisest speech.
Some authors, writers, editors, and bloggers use illustrations and tables
among other “tools” to illustrate their ideas better. I use those and also
institute the enunciation of great and even unknown quotations. I like to
get my message across to be helpful. Some critics don’t like this but only
the usage of wording. Archimedes and Pythagoras gave unimpeachable
dissertations that do not favor said critics. These savants would not only
write but draw and sketch, not to mention Leonardo da Vinci’s
enterprises to enlighten souls and minds until these days.

In speaking about leadership – our central matter – we must see many
flanks, especially those ignored by ages as we open up our minds to the
most. Exercising leadership efficaciously and timely is an act of success
capturing the designated goals and objectives early on.
I get people involved with some actionable tenets to get the leadership
going above and beyond when the going gets tough too. I also use some
“action” expressions – in the most accurate possible way – to get our
minds even more prepared. Sometimes I make a great number of
unanswered questions. Yes, I like to ask myself endless questions as
well, 24/7.

To this end I believe useful to reflect on some words of wisdom by
President Kennedy. WHY? Because, as per my POV, I believe it will serve
us well extending and extending further our conceptions, assumptions,
and perhaps our own system of beliefs, cosmosvision, and comfort
zones, especially in reference with leadership.
He said: “Let the word go forth from this time and place, to friends and
foe alike, that the torch has been passed to a new generation of
Americans – born in this century [Twentieth Century], tempered by war,
disciplined by a hard and bitter peace, proud of our ancient heritage –
and unwilling to witness or permit the slow undoing of those human
rights to which this nation has always been committed, and to which we
are committed today at home and around the world. Let every nation

know, whether it wishes us well or ill, that we shall pay any price, bear
any burden, meet any hardship, support any friend, oppose any foe to
assure the survival and the success of liberty.”
Isn’t that great? Yet, Isn’t that valid as per this eons-streaming age? Isn’t
this the precise personification of an actionable statesman? To be a true
statesman you must first be a leader. The maintenance gentleman
spoke about it before, that is, a statesman both leading and following
within his / her frame of reference.
The American Heritage Dictionary, regarding the lexicon statesman,
refers: “A man who is a LEADER in national or international affairs ... A

male political LEADER regarded as a disinterested promoter of the public
good … A man who is a respected leader in a given field.”
To gain a greater perspective on the term “statesman,” I will facilitate
the definition the Merriam-Webster Dictionary. As follows:
“…one versed in the principles or art of government; especially : one
actively engaged in conducting the business of a government or in
shaping its policies … one who exercises political leadership wisely and
without narrow partisanship.”

The compound term “and without narrow partisanship” exactly equates
to win over the minds and souls of your crew (team). And you can only
secure this by being extremely coherent among thought, word, and
deed. Being accountable, responsible, and transparent – at all times
regardless of whatever other considerations – will make one a
successful leader.
On “statesman” the English Oxford Dictionary offers great insight in
complement. “Person skilled, especially one taking prominent part, in
management of State affairs; sagacious far-sighted practical politician …
person of ripe years and experience whose counsel is therefore sought
and valued …”

The Standard Encyclopedic Dictionary tell us, regarding a statesman, as
ensues: “One who is skilled in government; a political leader of
distinguished abilities … One engaged in government, or influential in
state affairs…”
I found a new definition to enlighten us further by the Webster’s New
World Dictionary. As follows: “A person who shows wisdom, skill, and
vision in conducting state affairs and dealing with public issues, or one
engaged in the business of government.”
All of these definitions touches the word government. Harvard
University Professor Michael Porter extended the quality of the
statesman to any type of organization, either public or private or for-a-

profit or NGOs or supranationals (such as the United Nations, the World
Health Organization, the Organization of American States, the World
Bank, so forth).
The statesman leader is equally a great leader or a splendid follower. A
governor, a major, a priest, a manager can each be statesman too.
I did speak a bit about the ego issues. To tell you my way, I prefer a
great deal of ego than a great deal of low self-esteem. If the ego is sick,
it should be institutionalized. This discussion is flying into loosing the
sense of the ridicule. It reminds me of those byzantine deliberations
regarding the genders of the Angels.

The EGO possessor has something extremely good. That is, he / she
exudes energy like a gigantic dynamo. I have seen many so-called “ego-
trippers” with great communication abilities, with compassion and
civility, with a sense of cooperation, with a marked sense of following
through directives, protocols, and norms. Many of those are extremely
effective, not only while at leading but also while at following. Many of
them have shown and demonstrated honorability. Yes, they do have
objections when they see something wrong and they make a timely
observation, critic immediately. They are never “yes-men,” they respect
authority highly because said authority is as qualified and within
lawfulness and legitimacy.

For some people, myself included, it is almost impossible to take part in
a cohesive team that is in the process of undertaking a gargantuan
challenge.
Some people are extremely proud of different GOOD THINGS. If those
things allow the leader and follower (co-leader) to build a splendorous
cathedral, What in Heaven’s is the problem?
Most of these people are over-accomplished and into over-
accomplishing, making extremely nervous and anxious those citizens of
the mediocrity-dom. That kingdom in which the subjects vehemently
worship supine ignorance after having being to world-class academia
and organizations.

Incidentally, a leader can be the ultimate acting and thinking machine.
But the followers must be top-class too. Everything has become so
stunningly treacherous, daring, and complex. Yes, a great leader can
make a follower “make up” in a moment of weakness and emergency.
But followers, as co-leaders, must be premium-graded people (mind,
body, and soul). Some are born, some are made, but—the best ones—
are those who have decided to self-discipline and purify themselves and
eternally mortgage their own practical education. WHY?
Because no one is going to tender you the gift of applicable knowledge
or effective wisdom by an act of magic (?). It is not a gift, it is an
everyday conquest—that, by the way, is getting – every second – more
and more demanding.

BRIEF DEFINITION OF TRANSFORMATIVE AND INTEGRATIVE RISK
MANAGEMENT.
The “TRANSFOMARTIVE AND INTEGRATIVE RISK MANAGEMENT©“
(TAIRM) system is constituted of all activities, strategies and
countermeasures necessary to achieve the optimum degree of
disruption-potential elimination, modulation and control. This is
attained with the TAIRM framework of pre-facto / during / post-facto /
forensics / lessons learned / refinement / enhancement / restoration /
continuity constraints of operational effectiveness, sustainability, time
and cost. In the hard-core of TAIRM is embedded the implementation of
the systematic, systemic, holistic, Gestalt, ecumenical application of
management (all chapters), scientific (all disciplines), and engineering

(all specializations) principles and fundamentals throughout all phases of
the systems operation designated, in the maximum pursuit and
execution toward applied omniscience.
APPLIED OMNISCIENCE AS DEFINED AND IMPLEMENTED BY ©
COPYRIGHT 2009 ANDRES AGOSTINI (ANDY)
What do I mean by instituting the Omniscience Perspective?
Applied Omniscience, WITH THE PERSPECTIVE OF…
This is a compilation on the lexicon applied “OMNISCIENCE” (ever-
marshalling in crescendo the greatest attempt until the last exhale) to

illustrate its meaning. When it comes time to manage risks, futures,
opportunities, leadership and great pre-existential, existential
challenges (sometimes labeled “global crises” with disruption potential
inroadding Earth’s existence itself) of this Era, via omniscience you
exploit the positive facet of the challenge by crippling and/or
modulating the disruption potential, partly or completely.
If the problem can’t be solved at the same knowledge level it was
birthed, let’s raise the ante dramatically—beyond and above any
yardstick—by instituting the omniscience perspective without any mercy
at all.

Ipso facto, you center-stage SUCCES or desired outputs to your favor
and that of your onboard crew. This vital notion must be imbedded in
the neurons of any Milleniunn-3 Leader, otherwise nonsense is
preached and practiced.
One must make the effort to get the closet possible to applicable,
applicable omniscience in the day-to-day battlefield. The reader is fully
entitled to make his / her own conclusion. It takes hard work in extremis
and a for-Life tsunami of determination to somewhat embrace the
practicality of this crucial concept.
I will first give the reader the dictionary’s definition of “PERSPECTIVE.”
Why? Because the idea is TO MANAGE WITH THE OMNISCIENCE

PERSPECTIVE. As follows: “per•spec•tive (p…r-spµk“t¹v) n. 1. The
technique of representing three-dimensional objects and depth
relationships on a two-dimensional surface. 2.a. A view or vista. b. A
mental view or outlook. 3. The appearance of objects in depth as
perceived by normal binocular vision. 4.a. The relationship of aspects of
a subject to each other and to a whole. b. Subjective evaluation of
relative significance; a point of view. c. The ability to perceive things in
their actual interrelations or comparative importance. –per•spec•tive
adj. Of, relating to, seen, or represented in perspective. –
per•spec“tiv•al adj. –per•spec“tive•ly adv.”
This is the unified compilation of the Omniscience Definition:
(all of the following at the same time the whole time, increasingly so)

S.I.C.: “ … Having total knowledge; knowing everything … One having
total knowledge … Pansophy: ‘universal knowledge or wisdom...system
or work embracing all knowledge ... pol•y•math: A person of great or
varied, updated learning … know•ing … all-knowingness … Possessing
knowledge, information, or understanding … Showing clever awareness
and resourcefulness; shrewd ... Suggestive of secret or private
knowledge … conscious … having infinite awareness, understanding, and
insight … possessed of universal or complete knowledge … the
omniscient narrator … A person of great and varied learning … one who
has rejected authority and dogma in favor of rational inquiry and
speculation … learning ; erudition ; teachers of great knowledge ; one
who takes advice or information from others … familiarity or awareness
or understanding gained through experience and study …the sum or
range of what has been perceived, discovered, and/or learned … specific

information about something … narrative and numerical data gathered
and assimilated … the mastery of many areas of learning reflected in a
scholar’s work … a collection of facts and data (A man’s judgment
cannot be better than the information on which he has based it) … that
who constructs expert systems … deep extensive learning … the
instructed one that instructs other to get further instructed … the
methods, discipline, and attainments via academia, personal,
professional, organizational, and in-the-battlefield experience …
extensive knowledge … infinite knowledge … convergence of all
wisdoms brought into one ultimate over-wisdom … the state or quality
of having infinite knowledge; knowing all things … universal knowledge
or wisdom … system or work embracing all systems … a person of great
and diversified learning … including in one view everything within and
beyond sight, insight, and farsight … having infinite discerned

insightfulness … a person of encyclopedic learning … omniscientia
knowledge … having learned much in several fields of study concurrently
… educated, knowledgeable ; wise, sapient … that possessing great
wisdom and sound judgment … that who has been and remains
schooled by the university of ‘hard knocks’ … one that presumes that all
things have not done sufficiently optimally … a self-dealing person with
his mindful transformation towards possessing all-knowingness …
healthy obsession with the nano-granularity of detail as it is pondering a
collective multitude of subject matters …. Profound knowledge, deep
knowledge, total command or mastery; specialism, specialized or special
knowledge; expertise, proficiency; wide or vast or extensive knowledge,
generalism, general knowledge (updated), interdisciplinary or cross-
disciplinary knowledge; encyclopedic knowledge, polymathy,
polyhistory, pansophy … learning by inquiry … knowing all happenings in

the life or development of a people, country, institution, etc. … all
scientific accounts of a system of natural phenomena … eternal learning
of the most complicated, fact-driven literature … hidden knowledge,
recondite knowledge … Development of character and mental powers
through systematic instruction and pervasive intellectual activities to
amplify and sophisticate your talents, skills, and practices…Including the
body of knowledge of hermetic and secretive societies and
associations…Hermeneutics, that is: the science of interpretation and
explanation, especially the branch of theology that deals with the
general principles of Biblical interpretation… gnosis and omnignosis …
Recognizing limitations (as well as the perpetual and systemically
crippling instituted of said limitations) of expansionists scientific modes
of inquiry and the need for additional, quite different approaches—
together with the ever-emergence and always more expanded

convergence of many knowledge specialties (inside and outside the
realms of ‘scientific truth’ science), to the always-increasing quest for
reality (including virtually-based reality), including the search for
actionable answers to questions like the origin of the universe and its
stunning derivatives (ruling in an stunning array of tangible and
intangible sub-cosmos) as per physicists, astrophysicists, and
astronomers’ findings, among those of others. ”
LEADERSHIP IS A FUNCTION OF MULTIDIMENSIONAL AND
MULTIDISCIPLINARY PREPARATION(*): ON EDUCATION AS PER THE
ULTIMATE EUROPEAN EMPEROR AND THE FATHER OF THE AMERICAN
CONQUEST OF THE OUTER SPACE PROGRAM.
(*) Preparation begins with the utmost discipline of the mind.

General Colin Powell: “There are no secrets to success. It is the result of
preparation, hard work, and learning from failure.” Quotation
commentary: Clearly, education takes an immense part of preparation.
G. W. F. Hegel (1770 – 1831), German idealist philosopher: “Civil society
has the right and duty of superintending and influencing education,
inasmuch as education bears upon the child’s capacity to become a
member of society. Society’s right here is paramount over the arbitrary
and contingent preferences of parents.”
Andy: "Once you do your ethics, you can do your actionable knowledge.
Once your actionable knowledge is done by you, you can do you future.

When your future is done by you, you can do your risks. When risks are
done by you, you can do your benefits."
INTRODUCTION
Mostly, this work addresses some deep and yet wise reflections by
Wernher von Braun and Napoleon Bonaparte. Both proved to be great
leaders in their respective areas of dominion. Taking both
considerations seriously will be extremely interesting and productive.
Many authors, speakers, and experts elaborate “in circles” about
numerous traits and practices desirable for successful leadership.
Nonetheless, they gravely fail to link their reflection to desirable and

measurable objective, targets, and goals. It will never suffice to attempt
(in failure) to shed light (out the unnecessarily abstract) by giving third-
party examples whether accounts are real ones or fictitious ones. You
cannot sublime the “gamed” abstracts to get readers in the marketplace
while some authors offer the “seductive” attraction to buy some
“literature” bathed by ambiguity for the sake of sales ratings. In practice
this will not accomplish anything but disappointment and even
bankruptcy for the avid reader and practitioner.
There are quite a few – sometimes many – optimum modes of
leadership. There some wonderful leaders too. Precision and
unambiguous actionable, transferrable language (a form of knowledge
encoding) is beyond absolutely indispensable. Likewise, people speak

and pontificate about “values” but they never specify unambiguously
what his / her values really are about. Most reasonable people
understand that without values specified and practiced consistently and
congruently, one cannot exercise true leadership. No matter what some
leadership authors and success speakers will not fail to address many
vital subject matters in an ocean of ambiguity. The reader must get
prepared to anticipate what literature and “key note” speeches he / she
wishes to rule in or out.
Leadership is not only about accountability, transparency, and
responsibility but also about adaptive and resilient effectiveness. The
undersigned is thoroughly under the belief that in Century 21 – as many
things are getting beyond reinvention – the leader is going to need “real

time” qualitative updating. People like Sir Winston Churchill would have
no problem to lead through these daring times at all. If one thinks that
this into the theoretical realm, Einstein would tell him / her: “I do not
know of anything more practical than theory.” No one can get to a new
place with an old map!
Every sustainably successful leader must have his / her own system to
think unthinkably for Life. The criticality of this matter is greatly ignored.
This effort, of shaping and re-shaping one’s mind, goes on until the last
breath marshaled. “The empires of the futures are the empires of the
mind.” (Churchill). In my view, leadership is such a serious matter which
requires the finest and newest from both science and art, not just art.
Thorough lack of integrity, morality, and ethics does never make a true

leader. Without those vital and actionable traits the “global crises of
corruption” – immensely universally practiced – can never be mitigated
and modulated. If the global crisis of corruption, as I like to term it, it is
not massively countered on the face of Earth, it is childish to think that
the global crises of, say, the climate, the economy, the geology, and
geopolitics can be seriously addressed.
NAPOLEON BONAPARTE ON EDUCATION (1769 – 1821):
“…Education, strictly speaking, has several objectives: one needs to
learn how to speak and write correctly, which is generally called
grammar and belles letters. Each lyceum has provided for this object,
and there is no well-educated man who has not learned his rhetoric. …
After the need to speak and write correctly comes the ability to count

and measure. The lyceums have provided this with classes in
MATHEMATICS embracing arithmetical and MECHANICAL KNOWLEDGE
IN THEIR DIFFERENT BRANCHES. … The elements of several other fields
come next: chronology, geography, and the rudiments of history are
also a part of the education of the lyceum …. A young man who leaves
the lyceum at sixteen years of age therefore knows not only the
mechanics of his language and the classical authors, the divisions of
discourse, the different figures of eloquence, the means of employing
them either to calm or arouse passions, in short, everything that one
learns in a course on belles letters. He also would know the principal
epochs of history, the basic geographical divisions, and how to compute
and measure. He has some general idea of the most striking natural
phenomena and the principles of equilibrium and movement both with
regard to solids and fluids. … Whether he desires to follow the career of

the barrister, that of the sword, or ENGLISH, or letters; if he is destined
to enter into the body of scholars, to be a geographer, engineer, or land
surveyor – in all these cases he has received a general education
necessary to become equipped to receive the remainder of instruction
that his circumstances require, and it is at this moment, when he must
make his choice of a profession, that the special studies present
themselves. … If he wishes to devote himself to the military art,
engineering, or artillery, he enters a special school of MATHEMATICS,
the polytechnique (institution, especially college dealing with or devoted
to various TECHNICAL subjects). What he learns there is only the
corollary of what he has learned in elementary mathematics, but the
knowledge acquired in these studies must be developed and applied
before he enters the different branches of ABSTRACT MATHEMATICS.

NO LONGER IS IT A QUESTION SIMPLY OF EDUCATION, AS IN THE
LYCEUM: NOW IT BECOMES A MATTER OF ACQUIRING A SCIENCE ….
Sir Ian Hamilton in 1921 on Napoleon: “It is only progressively that one
can form a great army. Certainly no other commander in his day
devoted as much thought and attention to organization as Napoleon,
who went into painstaking detail to assure that his forces were
disciplined, prepared, and ready to take the field. The army marches,
works, and has its being by organization and discipline.”

WERNHER VON BRAUN ON EDUCATION (1912 –1977):
“…The average citizen today, of course, has far more scientific
information at his disposal than did those greatest of intellects of earlier
times. Yet paradoxically, I think that there has never been a greater
need for increased understanding and appreciation of science. It has
been said that, although the choice of direction for our civilization will
be determined through democratic process, it is there that the problem
begins. To make rational choices, the average citizen must understand
the nature and role of science at a time when its breadth and complexity
are increasing almost exponentially. … Conversely, the scientist, at a
time when he can barely keep up to date in his specialty, must not
isolate himself in his parochial interest. Instead, he should see his
profession as a part of the larger world, to evaluate himself and his work

in relation to all forces, especially the humanities, which shape and
advance society. The need, then, is for an educational process resulting
in more scientific literacy for the layman, and more literacy in the
humanities for the scientists. … Man in this scientific age is free only to
the extent he has a grasp on himself and his surroundings. FREEDOM –
THE ABILITY TO SPEAK, THINK, ACT AND VOTE INTELLIGENTLY – is based
largely on our ability TO MAKE CHOICES growing out of our
understanding of the issues involved. With each advance of science,
there is an invitation to more understanding. This is the essence of the
burden borne by all peoples since the dawn of humanity. There must be
widespread understanding of the role of science in modern society, both
as to its limits and our dependence on its basic function as a tool for our
survival. This is the imperative for scientific literacy. … How do we
encourage scientific literacy? I THINK THE PROBLEM IS HOW TO INSTILL

IN STUDENTS A PERMANENT DESIRE TO LEARN. All youth is endowed
with curiosity from the very beginning. What can education process do,
not only to keep this natural curiosity alive, but to make it a permanent
part of the individual drive? … Students should be encouraged, beyond
learning facts, to be intrigued by objects and events in their
environment, as well as to become aware of and responsive in a positive
manner to beauty and orderliness in their environment. They should be
taught to willingly subject their data and ideas to criticism of their peers
while acquiring a critical, questioning attitude toward inferences,
hypotheses and theories. Early in education, they should be led to
recognize the limitations of scientific modes of inquiry and the need for
additional, quite different approaches to the quest for reality…
Ultimately, they should be instilled with an appreciation for THE
INTERRELATEDNESS OF SCIENCE, TECHNOLOGY AND SOCIETY. …This is

essentially the scientific method. By learning the scientific method,
students will understand its role in society and at the same time to think
for themselves. LEARNING TO THINK FOR ONESELF, IN TURN, IMPARTS A
DEEP SENSE OF FREEDOM. ONCE TESTED, AN APPETITE FOR IT IS
FORMED WHICH MAY WELL ENDURE THROUGHOUT LIFE. …But if our
young people are going to gain the appetite, our schools, our colleges,
our universities, must bear an ever greater responsibility. ALL TOO
MANY TIMES IN THE PAST, EDUCATION – PARTICULARLY IN THE
SCIENTIFIC DISCIPLINES – HAS PLACED EXTREMELY HEAVY EMPHASIS ON
TRANSMITTING THE ESTABLISHED KNOWLEDGE OF THE PAST. THERE
HAS BEEN A TENDENCY FOR TEACHERS TO ASSIGN, AND TO ENCOURAGE
ROTE LEARNING, INSTEAD OF TAKING THE ADMITTEDLY MORE
DIFFICULT PATH OF ENCOURAGING STUDENTS TO THINK FOR
THEMSELVES. … THE MAINSPRING OF SCIENCE IS CURIOSITY. SINCE TIME

IMMEMORIAL, THERE HAVE ALWAYS BEEN MEN AND WOMEN WHO
FELT A BURNING DESIRE TO KNOW WHAT WAS UNDER THE ROCK,
BEYOND THE HILLS, ACROSS THE OCEANS. THIS RESTLESS BREED NOW
WANT TO KNOW WHAT MAKES AN ATOM WORK, THROUGH WHAT
PROCESS LIFE REPRODUCES ITSELF, OR WHAT IS THE GEOLOGICAL
HISTORY OF THE MOON.
QUESTION: ARE THE ROMANIC CULTURES IN SOUR OPPOSITION WITH
NAPOLEON BONAPARTE’ AND WERNHER VON BRAUN’S SUCCESS
PRESCRIPTIONS?
Yes, the Romanic cultures – to an appalling and unfortunate degree (and
with the notorious exception of Leonardo Da Vinci) – have this
overwhelming counter feeling against Napoleon Bonaparte’ and

Wernher von Braun’s Success Prescriptions. When the subject matter is
addressed, the respective incumbents take it as a violation to their
traditions and not as an opportunity to grow beyond any past historic
consideration.
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WHO IS NOT THE LEADER IN MILLENNIUM 3 (INFRA-LEADERSHIP) ?
I respect all POVs. I respect all professions. I respect all occupations. I
respect all Credos. Everything said within the rule of law, stemming from
a Democratic stance, I respect.

Many people notoriously and outrageously insist that leaders are just
people with energy, inspiration (and inspirational) qualities, with great
interpersonal skills, REGARDLESS OF THE INTELLECTUAL CAPITAL. Just
that and nothing more to be included in the trait profile. This might have
worked in Centuries 19 and 20. These times that is THOROUGHLY
IMPOSSIBLE.
In this case and in my case, I do not support anarchists who are
permanently challenging democracy and civility. Subsequently,
intellectual capital here represents updated, leading exact sciences to
the most. Clearly, all other disciplines are also important but come in
subordinated.

In most of Europe and Latin American (Romanic World), an intellectual
is, most of the times, a person who knows a lot about everything with a
marking dislike for TRUE SCIENCE.
None of those are the leaders who I and we care for in our researching
towards management and business. We do respect their personas
though. Many of the mentioned people get their proximity to Applied
State Of the Art with no basis, speculating from superficiality, and, in my
opinion, making many mistakes that I will not enumerate now.
Nonetheless, there is something I can offer the reader. There are things
that either are not believed or shocked the mind of the Infra-Leader in

these (right-now) forceful times, unless your mindset is science-driven
indeed.
Ensuing you’ll find astonishing, BUT SCIENTIFICALLY TRUE, facts and
figures on our DNA, as Genomics makes increasing progression. READ IT
CAREFULLY AND NOTE IT CALMLY.
AS FOLLOWS:
“Most of your genetic information is contained within the double-
stranded DNA molecules that reside within the nuclei of your cells. DNA
molecules are so large that if the coiled DNA of a single cell were
unraveled into a straight line, it would stretch more than 6 feet; if all the

DNA in the human body were put to end, IT WOULD REACH TO THE SUN
AND BACK MORE THAN 600 TIMES.”
QUESTION: How knowledgeable—in a ‘Society of KNOWLEDGE’—does
an efficacious leader must be, immeasurably propelled by ruling science
and technology?
Precautionary note: (Self) Precluded Science Immersion Equates to ZERO
LEADERSHIP WITHOUT A FAIL.

10 EASY BUT NON-CANONICAL STEPS FROM BUSINESS ANARCHY TO
GRANDIOSE PREVALENCE!
1.- You can’t be a manager and/or an entrepreneur if you aren’t a
Century-21 leader FIRST.
2.- You are not capable of being a Milleniium-3 leader if you not exude
and electrify hope. Furthermore, Napoleonic cosmosvision must be
espoused to said hope.
3.- To instill and disseminate and contaminate hope everywhere, one
must be endowed with the arts and sciences of the greatest strategist. A

‘competitiveness waging’ practitioner needs to have an ample historic
view interfaced with an immensurable determination to conceive and
practice many insights and far-sights well in advance. For those insights
and far-sights, readily actionable contingency planning must be taken
into ‘beyond unthinkable’ precautions. Here is urgently called for to
“thinking extramurally and sinuously,” further away from any system
limits, dogma, or doctrine.
4.- To cohesively and coherently conjugate the PAST and the FUTURE ‒
along with the ever increasingly creative tension throughput-ted in said
PRESENTS ‒, you have to use an extended (by far) version of the
scenario method, an advance non SHELL’s scenario method (limited the
future practices to a minutia of 3 scenarios) that deals with 20% (let’s

say) of KNOWNS (THINKABLES BY PREPARED MINDS) and 80% (so to
speak) of UNKNOWNS (UNTHINKABLES EVEN BY THE MOST EMINENT
PREPARED MIND). If you do scenarios but you don’t sequester the
“covert” and “subtle” mathematical patterns, you’re sub-optimal. Got it
become an extremely function patternist, both with your BIO computer
and your still in silico computer.
5.- You cannot be a scenarist if you are not first a consummated risk
manager driven by the applied omniscience mental view and NEVER
EVER by the impious financial system.
6.- To be the aforementioned risk expert (a management go-getter, as
warfare-trained Doberman, in seizing

sustainable and increasing fiscally sound UPSIDES while — way in
advance — mitigating, modulating, terminating, and controlling
DOWNSIDES. “DOWNSIDES” here equates to potential disruption
(existential or not, especially when leaving them untouched). This
potential disruption countermeasure-r does not bring about some
savings. He / she brings (make it happen) about a wealth of revenues
out of incredibly disruptive, lucrative perils. He / she transforms RISKS
into immediate, short-, mid-, long-term CASH, cash that engenders
growth, innovation, and sustainability.
7.- To secure optimally the UPGRADING (qualitative condition) and
UPPING (quantitative status) of the UPSIDES while stewarding the
DOWNSIDES, you must be 150% immersed with science, technology,

history, philosophy, theology, and jurisprudence just to briefly cite a
fraction.
8.- Being absorbed with a constellation of facets concerning knowledge
— both with a theoretical and empirical geneses —, you now need to
have a lucid and emotionally over-charged vision.
9.- In order to make your lucid vision into a cashable breakthrough —
and paraphrasing the Oxford Dictionary’s preface —, you must be an
executable / applied “omniscience monster,” so that you can navigate
the northeaster-ed unchartered waters in the Dom of Terra Incognita,
tsunami-ed with a plethora of abstractions, intricacies, subtleties,
“hidden” / “ignored flank” patterns and interrelationships, paradoxes,

beloved anomalies, phenomena, predicaments, so forth into concrete,
specific, counterintuitive, and palpable realities from intangibles and
intangibles and more and more intangibles. INTANGIBLES will rule the
world ruthlessly à la Tudor Family!
10.- To transform impossible realities into crystallized, eco-friendly, and
fruitful, increasingly more qualitative outcomes, YOU MUST FIRST
CONCEIVE AND DEVELOP THE FUTURE, quite oft (99.9%) many
FUTURES. If you also wish to become truly serious at in-sourcing the
distressed PRESENTS with the maximum novelties from the intruding,
voyeuristic, pre-clashing FUTURES, those FUTURES that are always
besieging the PRESENTS, you must over-discipline your mind, body,

spirit, and soul to the utmost (in extremis indeed), thus turning yourself
into unimpeachable professional futurologists or futurist.
NOTE_#1: Nothing will ever function with sustainability if morality and
ethics don’t take precedent over anything and/or everything else.
NOTE_#2: If you don’t do your risks à la Gestalt (all-encompassing
indeed) optimally, you will not capture your lucrative goals and the
sustainable growth for said goals. Remember: Discern wholly and
extramurally and sinuously!

NOTE_#3: To have material wealth, you must first have spiritual wealth
(religious or not). To have spiritual wealth, you must have an insidious
appetite and refined gusto for ΄always dynamical and in crescendo΄
womb-to-tomb intellectuality, that intellectuality that is brought in to
the business battlefields staged in the global marketplace. Subsequently,
in parallel (simultaneously) you must always nurture all types of wealth
to gain critical mass to suffice and satisfy the inputs requirements for
sustainable growth. NOW: “THINK GLOBAL AND ACT GLOBAL.” By ©
Copyright 2009 Andres Agostini (Andy).
NOTE_#4: If your corporate/organizational strategy is not absolutely
ancillary to a GRANDER RISK MANAGEMET PROGRAM AND STRATEGY,
your Business Plan will make your enterprise defunct without a fail

(s.i.c.). The Organization of "STRATEGIC MANAGEMENT" is another
infamous, unfashionable subchapter of the GRANDER RISK
MANAGEMENT PROGRAM STRATEGY (embedded within holism and
applied omniscience perspective.) When mentioning the term "Risk
Management" I am only referring to my own, proprietary methodology:
"Transformative And Integrative Risk Management" at
www.slideshre.net/AndresAgostini. I can never speak on behalf of third
party’s “methods.” I’m not apologetic to speak in first person since I am
not backing off from my sole responsibilities. I will never attribute my
correct or ill conceptions and findings to any third party whatsoever. I
LOVE LOTS OF CLARITY, CLARITY, AND CHIEFLY ENLIGHTENED CLARITY.
ANDY AND GRAND DAME MRS. KATHARINE HEPBURN ARE UNDER
ABSOLUTE AGREEMENT: “Nature … is what we are put in this world to
rise above.”

SEEING, HEEDING, DISCERNING, AND EXECUTING EXTRAMURALLY!
How one should see:
1. INNER-MOST SIGHT
2. INSTINCTIVE SIGHT
3. THEORETICAL SIGHT
4. FAR-SIGHT
5. EXPERIENTIAL / EMPIRICAL SIGHT
6. CONTEMPLATIVE SIGHT
7. INTROSPECTIVE SIGHT

8. EXTROSPECTIVE SIGHT
9. COUNTER-INTUITIVE SIGHT
10. OMNI-SCI’S OBSERVATIONAL SIGHT
11. WEIRD-SCIENCE SIGHT
12. INTUITIVE SIGHT
13. “BOTH BRAIN’S HEMISPHERE”-DRIVEN SIGHT
14. INSIGHTFUL SIGHT
15. “STREET SMART” SIGHT
16. HOLISTIC & SYSTEMS SIGHT
17. HISTORICAL SIGHT
18. DOCUMENTED SIGHT

19. ANCIENT & NEWNESS WISDOM SIGHT
20. “FUZZY LOGIC” SIGHT
21. SERENDIPITOUS & PSEUDO-SERENDIPITOUS SIGHT
WHAT A CENTURY-21 LEADER DOES AND WHAT A CENTURY-21 LEADER
IS … !
-Andy: Leadership, if it is not subject to concrete objective & goals, is
scatological indeed. Precision & lucidness of purpose is a must-have!

-Andy: Way too many ones speaking generically on VALUES & ETHICS. I
know mine & where they come from. What are you values
unambiguously? Really!
BRIEF INTRO (COMMENTARY): The reader, as his intellects speaks to
mine about these ideas (success precepts for genuine, concrete
leadership), should understand that this work is the Agostini
Prescription To Ultimate Leadership in Millennium 3! Perhaps this bold
approach will prove in practice that you can never reach a new place
with an old map! In my handwriting and power, I have my own 45,000
tenets as the ones presented below. I use first person to claim
authorship on the presented ideas. – Andres Agostini (Andy)

THE BRITISH DIPLOMAT, A TRUE STATESMAN AND LEADER, AND HIS
SIMPLE BUT PROFOUND COUNCIL (REAL LIFE): “You go somewhere and
you try and understand that country because one day you may need to
negotiate with that country.” The extreme incompetence of diplomatic
leadership of some public servants in the world is begetting and
begetting reckless belligerent actions in the theater of operations as
some of the incumbents prefers “issuing” a projectile than a
constructive statement.
There, too, can be a theater of operation in and for peace. There is no
corner in the world that is no needy of truly smart diplomats so this
mention is to the entirety of the world. Did you know you can launch a
preemptive diplomatic campaign and prevail in peace and without

making your counterpart sour or in humiliation? Honorable President
Lincoln sentenced: “Am I not destroying my enemies when I make
friends of them?" QUESTION: Do great armies need an even greater
diplomatic force?
“Napoleon is the only man in Europe that knows the value of time.”
— Czartoryski
WHY NAPOLEON? I mention Napoleon Bonaparte frequently. He finally
got defeated by the British. I do admire an eminent British leader,
especially Sir Winton Churchill who stated: “The empires of the future
are the empires of the mind.” But I don’t admire Napoleon because of

his war waging, either winning or losing. What I like about Napoleon is
the following: (a) The vital importance he gave to education, (b) The
extreme stewardship of the most advanced practices pertaining – as
conceived by today’s exact science practitioners – of the Systems
Methodology, (c) His grave interest for learning science, (d) His marked
ambition in trying to understand and ultimately cope with all kinds of
“phenomena” as per the forces of the Universe (strictly speaking from
the scientific stance), and (e) His emphatic gusto for learning and
speaking the English language and utilizing the disciplines of Science, a
recurrent suggestion he made to the people he cared for. Many authors
and academicians – researching the great captain waging wars in history
– insist that, at least until 1999, the United States military establishment
makes thorough doctrines out of Napoleon’s “best practices.” Corsica,
his birthplace, is a Mediterranean isle of extremely proud, well-reasoned

and hard-working people. Although Italy and France has fought over
Corsica through many years back, Corsicans feel themselves – and make
certain the “outsiders” of Earth get it – neither Italians nor French ones,
just Corsicans. I am not a deity or official judge to take Napoleon’s
military contributions to a trial. That is not my problem. My problem is,
fundamentally, the immense degree of avidness for learning and getting
prepared by this immense leader, as well as his findings and
dissertations. When he first came to France to study military science, he
did not speak fluid French. Even many of his most noted friends and
colleagues – before his rising as an emperor and a military statesman –
used to laugh at him because of his mumble and “foreign” accent and
because of his short height. Very much to my luck and proud
satisfaction, I made friends with a D-DAY Veteran, a very courageous,
civil and a man of faith. We got fascinated in attempting to discuss and

exchange ideas on some imbalances of the World’s realpolitik
geopolitics at that time. I tendered him a World Atlas as a Christmas
present as he gave me, in reciprocity, a treatise on Napoleon for my
birthday because of our concurrent admiration of this historic figure —
knowledge-driven — still making great inroads in many knowledge
fields. In speaking of Napoleon, I do use habitually some vital mentions
concerning his formidable WISDOM REGARDING EDUCATION AND
EDUCATION ALONE, as well as for emphatic interest for Science and the
English language. In these two practical traits – and beyond any
ambiguity – Napoleon agreed with Voltaire’s view (or otherwise) to
immense exactness.

EXPERIENCE AS PER BENJAMIN FRANKLYN! “Experience is a dear
teacher, but fools will learn at no others.”
LEADERSHIP SUCCESS TENETS:
# 1 – This Leader Is An Actionable Statesman.
# 2 – This Leader is thoroughly moral and ethical in deed and
spontaneously projected example.
# 3 – This Leader is happily located and navigating through Century 21.
# 4 – This Leader is, by far, focused on solid and increasing education
and perpetual mind expansion, chiefly those acquired by solving truly
complex problems systematically.

# 5 – Self-Pedagogue forever. Teaches to self-tech to his / her crew for
Life.
# 6 – Leads, Co-Leads, Follows, Co-Follows, Plans, Co-Plans, Invents, Re-
Invents, Co-Invents, Co-Reinvents, Executes, Co-Executes, Builds, Co-
Builds, Envisions, Co-Envisions, Paves and Co-Paves Never-Thought-Of
Pathways.
# 7 – Intuitive, Counterintuitive, and seamlessly blends both of the
above without paralyzing in the analysis.
# 8 – Takes all – encompassing curiosity as it is operated in real time –
beyond known and unknown extremes.
# 9 – Makes every mistake – own or that of the competitor – into his /
her won victory.

# 10 – Doesn’t care how fluid and amorphous the limits, contexts and
the dynamics of his / her blurred theater of operations are.
# 11 – Can strategize and prevail through many operational frameworks
at once without getting bewildered.
# 12 – Challenges every assumption, doctrine and dogma ruthlessly and
relentlessly, beginning with his / her own ones.
# 13 – Learns something practical, meaningful, and decisively productive
and significant every day.
# 14 – Heightens crew’s sense of urgency and of focus.
# 15 – Re-adapts and re-invents resiliently and effortlessly regardless of
whatever constraints and increasing pressures stemming from the frame
of reference.

# 16 – Operates multidimensionally and cross-functionally.
# 17 – Constantly and boldly sets pre-conditions to maximize the
likelihood of his / her triumphs.
# 18 – Always selects and develops his / her leadership constituency.
# 19 – Creates and applies his / her own – along with that of the team –
body of knowledge.
# 20 – Does never ever institute “best practices,” but UNIQUE, premium-
graded approaches.
# 21 – Carries on much swifter that “life cycles” intrinsic to products,
services, challenges, and complex problem solving.

# 22 – Does not get concerned about his / her adversaries since the
uniqueness and ever-upgrading quality of tactics, strategies and
stratagems as applied.
# 23 – Harmonizes issues immediately. Yes, he fights against adversities
and their proponents. But, at the end, this LEADER is a peace maker.
# 24 – His / her leadership is always (and robustly so) linked to concrete
and unambiguous objective and goals.
# 25 – Always updates his methods, approaches, techniques, tactics,
strategies, especially using those that are extraneous to so-called and
already disrupted (published or unpublished) “history.” (Which one, that
wrote by winners or that stated by losers or that always failing to have
sufficient objectivity?)

# 26 – Continuously learns lessons – and improves those – both from
incurred mistakes and from captured successes.
# 27 – Extracts information and knowledge – to be shared and
brainstormed with the crew in advance – out of everything done,
thought, as well as to be executed regardless of the incumbent.
# 28 – Wins only based on merit, principle, legitimacy and lawfulness.
# 29 – Strategizes the granularity of detail of everything. There is no
such a thing as a leader that is not a strategist and a consummated
visionary. Fringe, “terra incognita” and fuzzy-logic zones are highly
stimulating to his / her starving intellect.
# 30 – Embraces leading-edge (even weird) science and its stemming
technological derivatives immediately.

# 31 – Enjoys phenomena and prevails as he / she navigates through
said phenomena.
# 32 – Is never commonsensical and always pervasively challenging long-
held assumptions as he / she institutes the most unorthodox and
exuberant novel practices (lavishly so).
# 33 – De-tools, tools, re-tools the amplification of the individual and
collective intelligence within his / her crew.
# 34 – Instills how to operate autonomously and jointly – in pursuit of
the same goals and objectives – to his / her followers and co-leaders.
# 35 – Learns from his / her mistakes, but empathizes to learn also from
the mistakes of others.

# 36 – Fluidly shares experience and practical knowledge across every
incumbent in the crew.
# 37 – Only thinks and performs à la unthinkable thinking.
# 38 – Disrupt the boundaries of unthinkable thinking, always going
progressively more beyond such boundaries.
# 39 – Transforms new problems and old problems into actionable
breakthrough opportunities.
# 40 – In his / her case and exercising this type of leadership, strongly
and coherently insists on and applies three aspects: CIVILITY, CIVILITY,
CIVILITY!

# 41 – Before chaos, he / she instills more and more chaos – of greater
magnitude, scale and speed – to level off and outsmart the frame of
reference targeted.
# 42 – Drives OPS with directness and / or indirectness, as well as with
the loose/control hybridization mode.
# 43 – Shares of defined values as they get collegially upgraded for Life.
# 44 – Elicits conceptions of practiced futures to deal with and
countermeasure way in advance.
# 45 – Fuses technology innovation with business strategy as a tool for
competitive advantage.
# 46 – Conceives early and distinguishes it and exploits it strategic
surprises attributable to competitors.

# 47 – Ascertains that there is not a single stone left unturned.
# 48 – Short-circuits to shortcut.
# 49 – Possesses innate ideas – in addition as those incubated by the
crew – positioning himself / herself in the tabula rasa’s antipodes.
# 50 – Determined to support his / her fellow crew members even
beyond his own skin.
# 51 – Is more willing to openly share fact-and-figure information
regarding their interests, constraints, and priorities as they have earned
each other’s trust.
# 52 – Invests in trust building prior to, during, and after their
commando operations (regardless of the business enterprise or not
theater of operations).

# 53 – Does not simply leverage trust when it is present; he / she builds
trust when is absent.
# 54 – Is a poker-faced strategic visionary raising the ante and raising the
scale of the latter as he / she modulates the timing and “landing” of the
calculated risks waged.
# 55 – Alleviates fear and builds trust.
# 56 – Builds so many “strategic surprises” in his mind lab way in
advance – in eternity overriding the most bizarre dreamed-of (and
practiced) futures with the foresight and far-sight perspectives – in a
way utterly impossible to be caught off guard by so-called in-the-ground
reality (that is, nothing more than partially controlled hallucinations).

# 57 – Demolishes all forms of mediocrity, especially lying and
manipulating within his amorphous and versatile crew, enabling the
rogue ruling of the omni-mode optimum.
# 58 – Communicates pointblank as he / she elicits the content with
clarity, respect, cordially and, above of all, an upped sense of urgency.
Treasures reasoned fury for competitors, adversaries, and industrial
spies, as well as in transmutation of weaknesses into stern strategic
advantages over his / her contrarians.
# 59 – While focusing on several specific matters to tackle and their
rules of engagement, he / she never loses sites of the contexts targeted
by the other member of his crew. This LEADER has the clearest
mentality that everything is related to everything else.

# 60 – Thinks “big picture” and wholly to operate comprehensively and
multifacetedlly to state the very minimum.
# 61– However the primordial leader and the emboldened sprits de
corps across the board within his / her crew, he / she unambiguously
honors, respects and institutional rewards the highest hierarchies, as
well as those under his / her watch.
# 62 – He / she, as well as the entirety of the crew, thinks in already
practiced futures to in-source his / her individual and collective mind(s)
with zillion actionable options from the originated one to out-strategize
adversaries and ascertain indisputable prevailing.
# 63 – He views as scientists reportedly tell us as the horses see in real
life, so that this holistic view and systemic and systematic engagement
in the theater of operations – tremendously propelled by fore-sighting --

offers this Leader a lucid second nature in dealing with globality and the
elements of the system (embedded in his blurring and flowingly blurring
context) from the amplest perspective of that prepared mind that not
only is capturing the uniqueness, the subtleties, and interrelationships
of the challenge to be resolve (on the doubles) as they are posed by the
theater of operations.
# 64 – When an action is to happen is not that bad and when the minds,
spirits, and souls of these leaders and co-leaders are not counting with
the greatest and most updated competitive intelligence (and,
sometimes, rampant intelligentsia), this Leader, as per the medical
maxim, engages into “first do no harm,” thereby awaiting for the
soonest and best timing to besiege and conquer (WITH HONOR) the
theater of operations.

# 65 – This Leader does not have only a passion, but he / she has an
extremely well passion that does not allow said person to lose
composure, aim, an strategic blueprint to shock and awe, via
overbearing number of angles, the adversary to be turned in defeat by
the collective unleashing of energy unload on to them for the ultimate
domination.
# 66 – Establishes a great human-to-‘computational power’ intelligence
close-loop feedback via artificial intelligence to access to and swiftly
operate on the numerical and narrative data received between the
terrain sustained gains and the ultimate goal to be captured within
maximum control.
# 67 – Secures so many Pyrrhic and ‘ignored flank’ victories to improve
his / her abilities – and that of the crew – while bringing about a

dramatic but yet subtle and decisive breakthrough, very much to his /
her advantage and that of humankind.
# 68 – When the leader approaches any important mission, he / she
enters the process with the goal of looking for areas in which strategic
value can be created.
# 69 – Helps disputant crew members to reach harmony thoroughly, not
dwelling on the past but improving the perspective of his persona and
that of the crew toward the immediate future.
# 70 – This leader fails so recurrently that, that in the final analysis, he /
she affluently prevails. This worships his mistakes as sacrosanct learning
devices that he, in the treasured futures, wins easily, independently of
precarious terrains.

# 71 – Is forever building up – via transparency, accountability and
responsibility – trust among his / her fellow co-leaders. In those critical
missions, say of law enforcement, first responders and the military, the
maximum on-site responsible one exercises a climate of distention and
courtesy among his crew members. There is here a difficult balancing
act – that is never a daring issue for the wise leader – is to offer support
and friendliness without disrupting the limits between the professional
life and personal one. Intimacy exchanges between the crew members
of the same team will gravely compromise the integrity of the
incumbents and their mission-critical responsibilities. The members
incurred in such situation must be immediately relocated.
# 72 – Possesses clarity of thought and great depth and scope in
contrarian’s judgment, as he / she avidly ponders above and beyond
wholly.

# 73 – He / she grows mentally and intellectually in the midst of
complexity, chaos, and anarchy, transforming the cited three factor in
the tools to secure his triumph early.
# 74 – This Leader becomes responsible for assuming costs, losses,
liabilities, behaviors, as well as outcomes.
# 75 – This Leader does not retaliate; he / she just prevails.
# 76 – This Leader’s mentality is ruled by his / her own should-self facet
and never by his / her want / self one. In doing so, this Leader maximizes
the long-term benefits.
# 77 – This Leader is always encouraging and supporting legitimate
justice seeking.

# 78 – This Leader is much more of an asset than a hindrance in
interacting with the members of his / her crew.
# 79 – This Leader is both robust, resilient and carries on non-linearly.
# 80 – This Leader is an over-communicator.
# 81 – This Leader is the hidden persuader to the greatest causes that
transforms the World from a tiny bit of an annoying place into a better
place, though interesting and educational in extremis.
# 82 – This Leader is more flexible, competent, industrious, diligent,
trustworthy, rational, honest, fair, cooperative, and compassionate than
his / her opponents.
# 83 – In succeeding, this Leader does not denigrate his / her opponents.
He / she treat adversaries with highest decorum.

# 84 – This Leader radiant reasoning is analogically instituted.
# 85 – This Leader uses the insider’s lens, but much more emphatically
utilizes the outsider’s lens.
# 86 – This Leader makes more with less.
# 87 – This Leader always operates better, when in the “battlefield,” the
theater of operations has many sub-systems in and beyond ‘fringe’
status.
# 88 – This Leader is engaged in “real time” calibrating mode,
quantitatively and qualitatively, the information, data, and arguments
that you hear from them.
# 89 – This Leader cross-checks everything in its entirety.

# 90 – This Leader chooses and updates and upgrades his / her own
appropriate measure of success.
# 91 – In his / her pondering and discerning processes, this Leader
emphasizes – to the self and crew member fellows – the need to
understand the other side’s perspective in advance and in continuum.
# 92 – This Leader discovers the hidden interests, priorities, constraints,
patterns, and subtle ploys of the other side, allowing him / her to create
strategic value more efficaciously.
# 93 – This Leader finds ways to overcome not only the reasonable
objections of others, but also their close-mindedness.
# 94 – This Leader reserves consistency between their attempts and
actions.

# 95 – This Leader, in order to protect the self, must make a judicious
and salient effort to anticipate and mitigate powerful effects from
strategies enforced.
# 96 – In each situation, this Leader provides his / her crew with
strategies for seeing and uncovering more clearly the information that
falls in your blind spot.
# 97 – This Leader thinks through the decision rulings, constraints,
strategies, resource pressures, and politics of the other side.
# 98 – For this Leader, the other side information advantage is never in
his / her blind spot.
# 99 – This Leader’s First Nature is to wholly trustworthy and never
wholly trusting.

# 100 – This Leader is afraid neither the future nor the past but make a
mark on the moment.
# 101 – This Leader resists the obvious to embrace the newness of
ignored flanks.
# 102 – This Leader does not look through the mirror but every window.
# 103 – This Leader build bridges between failures and sustainable
successes.
# 104 – This Leader’s greatest action is to pause to engender cross-
pollinated perspectives from pondering, discernment, and actionable
reflections.
# 105 – The only stasis this Leader knows is the order tendered by
chaotic measures that institute and restore harmony.

# 106 – This Leader is the host of his / her co-leaders (Hostmanship).
# 107 – This Leader generates a lot of ideas and plans; looks for good
ideas, not just his / her own but those of the crew.
# 108 – This Leader never abandons the power of saying what he / she
believes and believing and executing what he / she says.
# 109 – This Leader operates based on that a good working relationship
will work even better when all work on it together (esprit de corps).
# 110 – This Leader knows, that in engaging in a major initiative, the first
moments are apt to be the most lively and decisive.
# 111 – While co-leaders are occupied with training, this Leader must set
the tone for all of his / her consistency.

# 112 – This Leader takes care of his / her co-leader and look after him /
her in detail.
# 113 – This Leader listens to his / her co-leaders’ complaints, inspect
their tools and equipment, and satisfy himself / herself that co-leaders
do not lack anything.
# 114 – This Leader demonstrates that takes his / her responsibilities
seriously and devotes himself / herself completely to the co-leader,
which in turn inspires the co-leader’s confidence.
# 115 – Before committing to any serious enterprise, this Leader and
respective co-leaders perform frequent “drill evolutions” exercises.
# 116– In dealing with real-life business undertakings and struggling with
competitor, maneuvers, strategies and tactics exceptionally mastered by

this Leader knowing that the least hesitation could compromise the
entire integrity of his / her crew and corresponding objectives and goals.
# 117 – This Leader makes his / her co-leaders acquaint with tactical
skills. This Leader explains the THEORY to his / her co-leaders in a way
that theory and practice become co-leader’s second nature.
# 118 – Under this type of Leadership good leaders, good cares, good
organization, good instruction (theoretical and practical), and good
discipline can provide good co-leaders regardless of the challenge they
compete against.
# 119 – For this Leader the bottomline is: The real objective of having a
LEADERSHIP is to provide for desired relevant outcomes. For this Leader
preparation is not only based on the organization of the LEADERSHIP

TEAM but the indispensability of said organization is, by far, much more
all-encompassing and strategically decisive.
# 120 – This Leader believes that secrecy, discipline, morale and
competitive intelligence are instrumental to his / her many successes in
business, management and organizational transformation.
# 121 – This Leader knows that “quiet” historic times around the world
offer some type of “acceptable” bureaucratic environment. This Leader
also knows that he / she must turn the environment fluidly “lean and
mean,” especially when every facet of the world order is by each 24
hours disrupting every historic precedent known.
# 122 – This Leader is aware of the strategy and of the damage that
could result from a false sense of economizing the granularity of details
pertaining to the depth and scope and nature of said strategy.

ANDRES ANDRES AGOSTINI SUCCESS TENETS
INTRODUCTION
There are many ways to empower the self with savvy power of own
discernment. By way of example, let’s touch two practical items. There
is, from this corner or angle, a huge thinking empowerment when the
incumbent (i) is able to do, and (ii) is as well aware of becoming self-
refrained to being able to do. People from the East part of the world
declare, “sometimes less is more.” This is really true, chiefly for those
people that bring science and other forms of knowledge way beyond
and above the ‘farfetched’ extremes. It takes a rogue and tough–
though with extreme refinement– mind to be extremely insightful to

know when to cut-back on the intensity of his / her specific line of
practice at the moment. In most case, the need for MUCH MORE is, by
large, the optimal rule lacking to our disgrace. Of course, because this
manager’s disgrace– when gains critical mass into being a pseudo-
universal practice–is adding up an immensurable burden to global
civilization. That is why so many noted statesmen, such as former Prime
Minister Tony Blair, make a huge emphasis on education. I believe,
when dealing with this crucial issue, he pronounces the term
“education” thrice every time. By his own earned right, Warren Buffet is
also aligned with Blair, supporting broadly and boldly the problem to
enhancing education at all levels. Bill Gates, too, has addressed the U.S.
Senate on the relevance and urgency of the troubling topic.

ANDRES AGOSTINI SUCCESS TENET # 26 - (metaphoric ideas for updated
management practitioners)
Don’t worry about being surprised by the unexpected. Just carry on
expecting the unexpected, regardless of the implicated chaos. Create
instability as the essence of your strategy. Keep in mind: a more volatile
external environment requires a less stable internal world. Seek out
substitutes and opportunities to increase productivity by measuring the
mass used in your business today, and getting it to decrease every year.
Respond with more rapid and varied adaptation.
ANDRES AGOSTINI SUCCESS TENET # 27 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)

Conduct thousands of tests of products, prices, features, packages,
marketing channels, credit policies, account management, customer
service, collections, and retention. Make informed but subjective
judgments. Push ahead before the competition could catch up. Seize the
opportunity—even when not really prepared.
ANDRES AGOSTINI SUCCESS TENET # 28 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Empower talented people. Accelerate talented people very quickly,
because that’s where you get the value. Place bets on future values.
Cross boundaries, change jobs, and form new teams to meet evolving
needs. Align with the business. Use good economic judgment. Be
flexible. And be empathetic to your colleagues.

ANDRES AGOSTINI SUCCESS TENET # 29 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
It’s okay to break the rules in the right way. Going around doing
randomly disconnected things. Develop all the peripheral relationships
you need to be effective organizationally. Manage the connections
rather than the structure. Also know how to hybridize.
ANDRES AGOSTINI SUCCESS TENET # 30 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Reach out to others with corresponding roles across the organization to
learn and share ideas. Move around and support your colleagues when
needed. Enable innovation by bringing DIVERSE elements together.
Without these kinds of connections, DIVERSITY has little inherent value.

ANDRES AGOSTINI SUCCESS TENET # 31 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Empower others and yourself by the whole chaotic percolation of ideas
at the bottom of the organization. Bear in mind: Empirical evidence,
based on small tests, always carried the day. Attract very bright people
with initial proof of concept, then plug them into your organizational
structure.
ANDRES AGOSTINI SUCCESS TENET # 32 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Maintain common interfaces and cross-functional capabilities that allow
work to flow and value chains to talk to each other. Harvest the idea,
then propagate it wildly before the mimicry of competition sets in.

ANDRES AGOSTINI SUCCESS TENET # 33 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Employ diversification to spread their risks. Be willing to take the risk of
shaping the future according to your own design. Nothing ventured,
nothing gained, but don put all your eggs in one basket. Beware of this:
Discontinuities, irregularities, and volatilities seem to be proliferating.
Remember: Without risks, life poses no mystery.
ANDRES AGOSTINI SUCCESS TENET # 34 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Seed, select, amplify, and destabilize the situation are the two
management ideas for accelerated evolution. Don’t expect a perfect

feedback system in a volatile environment. Don’t be excellent at doing;
be excellent at changing, too.
ANDRES AGOSTINI SUCCESS TENET # 35 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Explore the extremes, where nonlinear effects kick in. Sometimes, the
extremes contain pleasant, nonlinear surprises. Imagine things that
engender loyalty towards your organization. Through experimentation
with detailed measurements and discipline and logical analysis, you find
profitable innovations.

ANDRES AGOSTINI SUCCESS TENET # 36 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Test things at the bottom of the organization that lead to big insights.
Test, experiment, measure, and optimize. Institute hard-core analytic
optimization. Architect your entire infrastructure to operate in real time.
Let your account-management programs to be driven by
experimentation.
ANDRES AGOSTINI SUCCESS TENET # 37 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Dream up programs that might be of value to customers, and then test
them. A successful test often triggers other behaviors, and you should
follow these with more new offers. Shift to roll-out, because ah of a

sudden your competition get a preponderance of one product of my
organization that they’ve never seen before.
ANDRES AGOSTINI SUCCESS TENET # 38 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Have a free flow of resources to where the value is. Rather than
penalizing people who fail, praise them for their commitment and
intentions. Reinforce the tolerance of risk and failure. Revise your best
practices. Observe, orient, decide, act. First to fight now means first to
learn.

ANDRES AGOSTINI SUCCESS TENET # 39 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Fly great distances, meet new people, and encounter new ideas. Have a
freedom of thought, the passion for experimentation, and the desire to
imagine your future. Believe in not commonly believed opinions.
ANDRES AGOSTINI SUCCESS TENET # 40 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
It’s about getting more from less. That’s the true road to wealth. Focus
on changes, challenges, and opportunities. Earn more while spending
less. Reach a higher level of output. Pursue profit maximization. Remain
competitive. Adapt to revolutionary innovations in technology and
business efficiency the soonest. Craft value creating relationships.

Establish guidelines, offer insight, and provide inspiration. Identify,
analyze, and maximize your learning opportunities.
ANDRES AGOSTINI SUCCESS TENET # 42 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Evaluate, identify, select, negotiate, manage, turn around, govern,
implement, anticipate, and ensure success. Generate immediate cost
savings. Realize a cash infusion from the sale of assets. Relieve the
burden of staffing.
ANDRES AGOSTINI SUCCESS TENET # 43 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)

Be freer to direct your attention to the more strategic aspects of your
job. Keep your logic compelling.
ANDRES AGOSTINI SUCCESS TENET # 44 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Destabilize in order to live closer to the edge of chaos. This means being
agile enough to change as the environment does, but not so fluid as to
lose its defining structure. Walk the walk as well as talking the talk of the
Adaptive Enterprise.
ANDRES AGOSTINI SUCCESS TENET # 45 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)

A lesson: The word adaptation describes the interaction between an
organism and its environment.
ANDRES AGOSTINI SUCCESS TENET # 46 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
TO BEAR IN MIND! But one thing an evolutionary and ecological
perspective tells us for sure: If several major forces are at work, they will
not progress in separate straight lines —they will interact chaotically,
creating unforeseen changes.
ANDRES AGOSTINI SUCCESS TENET # 47 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)

Be willing to adapt very quickly, to pounce on an opportunity when you
see it, to change the organization, to think about new developments,
and to be always very open to any change in any direction.
ANDRES AGOSTINI SUCCESS TENET # 48 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
You have to be the equivalent of selective forces in nature, which calls
for a willingness to let people in the organization to explore, to flourish
and develop.
ANDRES AGOSTINI SUCCESS TENET # 49 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)

Separate to promote independence, selfish thinking, and local solutions.
Learn from each other’s mistakes and successes, and you’ll get better
and be able to operate at a much more accelerated pace, based upon
the knowledge that has been transferred.
ANDRES AGOSTINI SUCCESS TENET # 50 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Get your organization into a massive amount of knowledge and
experience that creates a great breeding stock for subsequent ventures.

ANDRES AGOSTINI SUCCESS TENET # 51 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Explore continually evolving technology and applications, while also
creating different units to exploit commercial opportunities not always
closely related to the founding capabilities.
ANDRES AGOSTINI SUCCESS TENET # 52 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Replenish customers on demand. Take the client as an agent, and create
an agent-based point of view.

ANDRES AGOSTINI SUCCESS TENET # 77 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Seek the hidden. De-learn the learned. Make the covert overt.
Implement ipso facto.
ANDRES AGOSTINI SUCCESS TENET # 78 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
De-peril your risks. Empower your financial risks to work for you. Hire
them; get resigned from your bricks-and-mortars (a future not
plausible).

ANDRES AGOSTINI SUCCESS TENET # 79 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Plan, lead, and manage.
ANDRES AGOSTINI SUCCESS TENET # 80 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Understand your business depth today. Develop better ways to service
your enterprise in the future.

ANDRES AGOSTINI SUCCESS TENET # 81 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Before “outsourcing,” NOW ‘Worldwide Sourcing’ or ‘Competitive
Sourcing’.
ANDRES AGOSTINI SUCCESS TENET # 82 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Have fewer staff and run a lean operation. Favor those who leverage
third-party relationships that don’t tie up capital and consume
resources.

ANDRES AGOSTINI SUCCESS TENET # 83 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Strategically enhance your organization’s core competencies. Address
any outstanding issue with your employees, unions, and the community.
Find the lowest total cost or best value.
ANDRES AGOSTINI SUCCESS TENET # 84 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Recognize impact on internal operations. Capture the big picture.

ANDRES AGOSTINI SUCCESS TENET # 85 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Track benefits, realize quick wins, and motivate critical stakeholders to
remain committed.
ANDRES AGOSTINI SUCCESS TENET # 86 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Early anticipation of changes can drastically reduce the time and cost of
addressing them. Seek the quick win (that long forgotten in an ignored
—but mission-critical— flank).

ANDRES AGOSTINI SUCCESS TENET # 87 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Research assiduously which of the available external market capabilities
fit best with your strategic objectives.
ANDRES AGOSTINI SUCCESS TENET # 88 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Articulate these management principles more precisely, implement
them more systematically, and rely less on the intuition of a few gifted
leaders. Don’t write strategy, GROW IT. Don’t think in terms of
maximizing your share of the market but of maximizing your share of
experience. Build an innovation laboratory capable of creating a steady
stream of the new ideas to stay ahead of the competition.

ANDRES AGOSTINI SUCCESS TENET # 89 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Differentiate or die. Be mindful that improvisation is too important to be
left to the fortuitous. Consider that life is sustainable through the
unperceived and those universal laws that are unknown to us.
Continuity is over-dead; it hasn’t yet reincarnated. History will be
reshaped by the sudden and sharp change, namely “frenzy volatility.”
ANDRES AGOSTINI SUCCESS TENET # 90 - (METAPHORIC IDEAS FOR
UPDATED MANAGEMENT PRACTITIONERS)
Launch your employees with confidence into a somewhat chaotic
environment, knowing that they will direct themselves toward optimal
performance to success. Instill in the staff a loose, self-organizing

culture—in search of new opportunities. Motivate and develop others
to learn to change to prevail. Sharing ideas, “…an eye is not an eye
because you see it; an eye is an eye because it sees you…” —Antonio
Machado. Nonetheless, as per The Panchatantra: “Knowledge is the true
organ of sight, not the eyes.”
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PS_1: Some people asked me where I get my ideas from. I have been
involved with some of the most demanding and capricious clients,
employers, allies, and scholars. It is not always fun, but I usually get
hired when a noted institution needs a near-impossible situation to be
turned around into a fully possible one. Among my direct clients, there
has been GE, Toyota, Mitsubishi, World Bank, GMAC, TNT Delivery
Express, Packmail, and PDVSA (CITGO’s parent company) and its
operations in the Western Hemisphere, also leading executives of
General Electric (GE) and Abbott Laboratories. Through joint ventures
and other forms of alliances, my clients are MAPFRE, STATOIL, TOTAL
(TOTAL FINA), CONOCO, Philips Petroleum, and British Petroleum (BP).

There are, within my professional career, some 30 years of deep
thinking, pondering, researching, managing, consulting, analyzing,
strategizing, empirical experimenting / testing, complex-problems
solving, as well as surveying and privately interviewing world-class
business owners, entrepreneurs, managers, thinkers, and people
committed to determined creativity and innovation, seeking to instill
value to the world. I do overwhelming studying, researching and
experimenting, learning from mistakes and positive findings early. I have
the “luck” to have been mentored lavishly by parents, master-degree
students, senior professors, researchers, and applied scientists, among
many other representatives of prominent corporations and institutions
into sophisticated technocracy. I have and always will have the greatest
respect for science and applied scientists. To the extent that I habitually
undertake any initiative with the standard scientific method (rigor with

vigor and accuracy), keeping my mind always open and updated (as
much as possible) through a detailed, all-encompassing vista of
challenges and efforts. In addition and for a number of years, I have
been developing and instituting my own methodology to developmental
thinking, holistic thinking, and systemic/systematic/Gestalt, insightful
discernment based on the systems methodology, systems methodology
as it is utilized by eminent exact-science practitioners. I am also into
professional development, mentoring, and teaching. It is worth
remembering that I teach to learn. On the Web – among other
occupations and skills – I am into extensive blogging and writing. This so
that I learn a bit more every time.

PS_2: All terms hereof pertains to the grandiose Shakespearean lingua
franca. Others systems, not as enriched as the latter, are ineffectual and
inconsequential and not as delightful a sophisticated to communicate
complex thoughts unambiguously.
PS_3: All quotations not otherwise cited are from the interviews
conducted by the author or personal communications sent to the
author.