The White Swan Treatise! By © Copyright 2014 Mr. Andres Agostini at http://lnkd.in/WUm7zA (All Rights Worldwide Reserved). An Idea for NASA! Bio and Point of Contact: www.linkedin.com/in/AndresAgostini

1. T h e W h i t e S w a n T r e a t i s e — 1 The White Swan's Beyond Eureka and Sputnik Moments: How To Fundamentally Cope With Corporate Litmus Tests and With The Impact of the Dramatic Highly Improbable And Succeed and Prevail Through Transformative and Integrative Risk Management! [TREATISE EXCERPT]. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini » — The Lifeboat Foundation Worldwide Ambassador — (An Independent, Solemn, Most-Thorough and Copyrighted Answer. Independence, solemnity, thoroughness, detail, granularity of details, accuracy and rigor, hereunder, will be then redefined by several orders of nonlinear magnitude and without a fail). To Nora, my mother, who rendered me with the definitiveness to seek the forethoughts to outsmart any impending demand and other developments. To Francisco, my father: There is no one who has taught me better. There is no one I regard most highly. It is my greatest fortune to be his son. He endowed me with the Agostini family's charter, “… Study and, when grown up, you will neither be the tyrants' toy, nor the passions' servile slave…” I never enjoyed a “...Mom...”, but enjoyed a gargantuan Mother, Father, Grandparents and Forbears. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

2. T h e W h i t e S w a n T r e a t i s e — 2 The White Swan was born as a 288-word question below was made in all earnest and fairness to the author. WHAT IS A WHITE SWAN, COUNTERMEASSURING THE BLACK SWAN? WHITE SWAN — PRAISE: By (USA's) The Evacuated Tube Transport Technologies (www.Et3.com) Founder and CEO Daryl Oster: “...Mr. Andres Agostini possesses a clarity and complexity of thought that is rarely encountered. He is without a doubt one of the most brilliant persons I have had the pleasure to interact with. He is capable of understanding, and describing the forest, the trees, the leaves, the cells, and beyond (and with equal exactitude in several languages)...” By Washington D.C. Metro Area (Industry and Military)'s Deputy Director, National Maritime Intelligence-Integration Office (NMIO), Most Honorable Mr. Jose Nieves: “… Mr. Agostini has a broad intellectual background and technological understanding providing him the ability to see issues from a very different perspective than most people, thus allowing him to see alternate By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

3. T h e W h i t e S w a n T r e a t i s e — 3 futures, confront challenges head on, and solve complex problems through methodical and sequential processes. Mr. Agostini’s White Swan Book addresses the very issue of alternatives to current interdisciplinary approach. The understanding of alternative futures is critical to the success of organizations. Further, Mr. Agostini’s deep understanding of alternative futures and technological progression is a most necessary skill in our nation’s military and intelligence community’s ability to predict and solve future threats and see future opportunities to exploit. Separately, Mr. Agostini’s focus on transformative and integrative risk management to prevent technological surprise was, is, and will remain relevant into the future ...” By Canadian Space Agency's Dr. Narasimha Bhashyam DSc. (Toronto, Ontario, Canada): “... Agostini's book White Swan presents a refreshingly a path-breaking novel approach in the highly complex area of risk management which often overwhelms senior management in policy and strategy formulations … the presentation is in well integrated problem-solving interdisciplinary approach makes it a manual for optimal risk management in very challenging operational environment … THE BOOK WILL BE VERY USEFUL AND HANDY SPECIALLY FOR THOSE HANDLING PROJECTS IN SPACE AND AERONAUTICS … I will very warmly By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

4. T h e W h i t e S w a n T r e a t i s e — 4 recommend this book to all practicing managers and teachers in management may like to use this book for course in risk management ...” By USA's Austin, Texas Area's Mr. Steve Pearson (CEO of The Pearson Strategy Group): “ … The White Swan is very interesting, Andres! Thank you for putting so much thought into this subject for the benefit of all. Preparing for the future isn't just looking into a crystal ball, it involves using many existing and varying resources. This also includes the involvement of experienced and knowledgeable people looking for trends and comparisons that can be extrapolated and used to define future directions while minimizing risk. Organizations should quickly transform their processes to accommodate for this with the only variable being how heavily their resources are invested according to the amount of risk involved and resources available. In general, most organizations are likely underestimate their level of risk and it is highly recommended that they consult with Mr. Agostini, an expert in his field ...” By USA's Greater Los Angeles Management and Corporate Strategy Consultant Mr. William Hultquist: “... Mr. Andres Agostini is one of the most honorable and fearless original thinkers I have ever had the By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

5. T h e W h i t e S w a n T r e a t i s e — 5 pleasure to know. Through his thirty-three-plus years of commitment to the science of transformative and integrative risk management he has become one of the pioneers in this fledgling field of predictive science. Being a pioneer and thought leader requires enormous self confidence and dedication. Andres Agostini has prepared himself for his auspiciously spectacular career with diligent studies of the truth and meaning behind major shifts and technological changes in the world’s consciousness infrastructure …. The deeper one travels in understanding an issue or trend, the clearer the interpretive ability of the observer becomes, however, this is easier said than done. I believe Mr. Agostini is capable of delivering his interpretive predictions because of his unfailing commitment to his own brand of rugged personal individualism. In other words, he is relentless in his pursuit of the truth in all matters and does not allow others’ perceptions to sway his resolve. Therefore, his findings and conclusions have the potential to provide unique substantive impactful solutions and outcomes on the lives of individuals, organizations, communities and countries …. The White Swan project demonstrates that unpredictability occurs as a consequence of not having considered issues beyond what the superficial mind reports to us. Mr. Agostini through his years of relentless research and analysis at mind-boggling levels of detail in scientific, economic and societal involvement exercises profound wisdom in penetrating the causative issues By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

6. T h e W h i t e S w a n T r e a t i s e — 6 behind events and thereby being able to extrapolate likely scenarios from the data …. Major corporations, organizations, governments and their leaders consult with Mr. Agostini because of his no nonsense view of trends. You can count on receiving his absolute uncompromising opinion on the issues you are concerned with and you can take them to the bank ...” By USA's Washington D.C. Mr. Glenn Alpert: “...'...The future belongs not to those who possess a crystal ball, but those willing to challenge the biases and prejudices of the ‘establishment ….' ….Not very many people want to challenge the establishment out of fear or ridicule. Unfortunately, new technologies and new philosophies are not created from older ways of thinking …. To speak about Mr. Agostini's concept of the White Swan Treatise — These methods allow for an organization to plan for optimal futures, rather than leave events to chance. Mr. Agostini is an expert in the domain of Scientific Futuring, and can provide thought leadership and solutions for real-world problems that organizations face in this area ...” By USA's Manhattan's Mr. Joel Elveson: “ … Mr. Andres Agostini's brilliance is well documented …. In the field of insurance, risk management, etc. Mr. Agostini combines critical thinking with multiple areas of experience using a By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

7. T h e W h i t e S w a n T r e a t i s e — 7 variety of platforms. His ethics are beyond question. Mr. Agostini provides solutions to problems others would not even begin to tackle …. Andres Agostini is one of the brightest minds I have ever encountered. Mr. Agostini possesses a dearth of expertise and experience in numerous fields. There is no task or endeavor that Mr. Agostini cannot successfully undertake and complete with ease. I would highly recommend that in the numerous areas that Mr. Agostini has worked in that his expertise be fully utilized. His thought processes are far superior to anybody I have ever met or that you will ever meet. Thank you ...” By Montreal's Mr. Claude Emond, BEng, MEng, MBA, rmc, CD: “... Mr. Agostini makes very clearly his point about the need to have better alternatives to current «insurance-based risk management» approaches, these failing lamentably to provide organizations with proactive, agile plans to face current and future opportunities and threats to continue to thrive and achieve long term sustainability. He also offers, with his White Swan metaphor, the path to better forecasting and proactivity: his Transformative and Integrative Risk Management interdisciplinary methodology. This methodology being the fruit of real time applications and demonstrated successes on many very complex organizational environments, I am By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

8. T h e W h i t e S w a n T r e a t i s e — 8 confident that it can help any organization face the current turbulent times and its future evolutions with more certainty and agility in the face of permanent change. I particularly liked his rendering and interpretation of the Deng Xiaoping’s quote: ' … It doesn’t matter whether the cat is black or white, as long as it catches mice …', because in our particular turbulent times, the white cat (swan) will be the one that can catch the mice. Transformative and Integrative Risk Management is a real interdisciplinary systems approach, ensuring a better, more complete (if not always completely omniscient) , look at all future possibilities and resulting in better organizational actions in the present, and superior agile plans for the future …. I am privileged to have had the chance to read this abstract of Mr. Agostini coming book and I am looking forward to the unabridged version. I am also confident that the organizations that will use his Transformative and Integrative Risk Management interdisciplinary methodology will continue to lead their fields of activities, remain sustainable and prosper for a long time to come. I am also sure that the organizations experimenting difficulties right now have a better chance to find the path to renewed organizational health and prosperity using the proactive approaches inherent to Transformative and Integrative Risk Management ...” By São Paulo, Brazil's Ms. Giselle Cury: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

9. T h e W h i t e S w a n T r e a t i s e — 9 “... An exceptional source of deep insight into the contemporary intricacies of an organization, a delightful invitation to dip into the author’s multifaceted analysis of such wonderful, although complex entity. The absorption of Mr. Andres Agostini’s 'White Swan' concepts is not only highly recommended, but also a condition sine qua non for organizations around the world to be on top of their businesses. Simply fantastic! ...” By USA's Tampa's Mr. Dan Aduito: “ … Andres Agostini is always willing to lend his wisdom and support to those of us who may not be scientists however I see Mr. Agostini as a bridge and interpreter of the sciences to the multitude of other specialists in business, commerce and industry …. A rare man with the capacity to draw all who come near, closer to the leading edges of scientific analysis and predictability based upon fact as opposed to conjecture and pontification …. I consider it an honor to call Mr. Agostini my friend and translator of cosmic relationships of all matter ...” By USA's Las Vegas' Mr. Bob Smith: “... I find the writings associated with White Swan to be delightfully thought-provoking and offer a clever and insightful juxtaposition to the Black Swan By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

10. T h e W h i t e S w a n T r e a t i s e — 10 concept. It provides balance in the flow of the topic and brings a rich new set of useful distinction to consider …. I think this will offer elements to a full and complete range of thinking that holds two ends of the same line of thinking. The Swans become bookends to an elegant body of thinking and consideration on how to '...be ...' in the midst of the two influences …. I enjoy the additional thinking that Andres has brought forward and I appreciate the visit to the fundamentals of thinking in so many areas that affect the true productivity of business and the impact on people and results ...” By USA's Greater New York City Area's Ms. Tamara Beck: “...Andres, as always, the White Swan is a very thorough and insightful view of things as they are and are going to be! ...” By Manhattan's Mr. Edward Andron, ACom, ARM, RAM, CNE, NYU Fellow: "...I have known Andres for approximately two years and found him to be an outstanding intellectual [….] White Swan seeks answers to the most complex and confounding problems in many industries and always finds an answer [….] Andres is engaging, insightful, and creative …. He is quite literally a walking encyclopedia and veritable cornucopia of wisdom on By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

11. T h e W h i t e S w a n T r e a t i s e — 11 any subject or any industry [….] I highly recommend him to White Swan, any think tank, corporation, or governmental agency looking for a sage whose prescient wisdom is both accurate and ahead of his time [….] He is an incalculable asset, but more importantly, a great human being I am proud to call my friend! ..." By USA's Greater Los Angeles Area's Mr. Terry Tucker: “... Mr. Agostini provides a valuable look, and, provides valuable contributions to 'Red Teaming' and decision analysis planning. Modern Strategy and White Swans are also about the social dynamics, which many analysts neglect. Andres covers this nicely ...” By Greater Minneapolis-Saint Paul Area Business' Mr. John Lucic: “ … Mr. Agostini has proven to be one of the most qualified and ethics driven business consultants I have recommended to our clients. He truly cares for success of his clients and is an asset to any business that would choose to utilize his expertise. Good luck on your White Swan project ...” By USA's New York Area Ms. Sonny Cardinal: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

12. T h e W h i t e S w a n T r e a t i s e — 12 " ... White Swan's Transformative and Integrative Risk Management is a tremendously comprehensive prospecting tool that I will be sure to reference in the future. Great work! …" By Berlin's Mr. Steffen D. Bieser: “... There are too many superstitions in the world of trade, commerce and management. People embrace too many half truths. This is wrong and it does not help to understand a complicated world. The White Swan unmasks a large number of global lies. There was about time for its author to tell it better ...” By Mexico's Ms. Orenda Urbano-Hernández: “... The sequence of your work in White Swan seems like the chronicle of the different layers of organizational systems. It express the natural course of events and generates the idea that by comprehending these processes human possess tools of assertiveness to generate intuitive approach to solve challenges or to manufacture an intelligent and generous reality ...” By Iran's Industrial Engineer Ms. Pegah Nikzat: “ … As a Futurist and Industrial Engineer I am greatly involved with many disciplines, techniques, research and reading. The White Swan treatise, by Mr. Andres By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

13. T h e W h i t e S w a n T r e a t i s e — 13 Agostini, is correct and a technological breakthrough and scientific discovery in itself, coming forward in the most expected and needed moment. Mr. Agostini’s unprecedented abilities to coalesce Scientific Futuring with Transformative and Integrative Risk Management is a methodological novelty hugely embraced by the international community of Industrial Engineers. As he states, White Swan is not only about holding and futilely entertaining abstracts notions that do not have an instrumental and decisive practical application is enhancing corporation’s astute choice-making process. From this point onward I will be requesting my clients and customers to seriously study the White Swan as I am definitively considering forthcoming mutually-beneficial teaming arrangement with Mr. Agostini toward joint professional consulting services ...” By South Africa's Mr. Anton van den Berg: “... As always, Mr. Andres Agostini cuts to the heart of the matter. The abundance of experience and knowledge required to achieve a break-through thought like this is staggering. I am glad that my life allowed me to experience this brilliant minds and exceptional thoughts that it produced. I’m grateful that he is able to articulate his thoughts in a way that we can absorb it. Thank you Andres!!!! ...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

14. T h e W h i t e S w a n T r e a t i s e — 14 By India's Civil Engineer Mr. GramaKeshava Ananthram: “...White Swan; yes White Swan !! In Sanskrit‚ we have an adage-HAMSA KSHEERA NYAYAM— meaning Swan and the Milk Example ! What does this mean? It is believed that Swan accepts milk portion only from out of the mixture of Milk and Water ! I am honoured to compare this Vedic Analogy with Andres Agostini's WHITE SWAN — I do not know whether Andres kept this Vedic term. While titling his Great foreseeing of the Future ! Needless to say that Andres is a foreseer; DRASHTARA ! He illumines the present science and technology and eighteens the future Metascale heights , yet he says that he does not know what could be in 2045 ! The universe is a legendary verse and I must admit with my limited knowledge of the past to future, the evolution is the greatest revolution in all aspects ; known becomes non existent and unknown becomes the most adored and preferred tool of the present tool for affluence in scientific and technological fast tracks ! I admire Andres at every meticulous step in his narration citing and acknowledging his indebtedness to his peers ! My knowledge of Science and technology is limited to appreciation of the facts of the future ! I am no match to Andres Agostini’s knowledge, but have the firm belief that Andres Agostini’s forethoughts of the future are the as true as Sun and Moon ! …. It is a prevailed I casually came across this page and must say I am a By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

15. T h e W h i t e S w a n T r e a t i s e — 15 gainer in knowledge! …. There is ignorance in knowledge and so too knowledge in ignorance because the more one learns; much more he/she feels more he/she must learn ![….] People like Andres Agostini are always sought after to educate the thirsty for knowledge of the futuristic developments ! ...” By USA, Philadelphia, Pennsylvania Ms. Annie (xiao xuan) Liu: "... In the U.S. and China there is a great fervor about Mr. Andres Agostini's White Swan. I love this amazing read and how Andres explains every difficult thing with nice definitions and real examples. I also love the unprecedented level of candor by the White Swan. I find interesting that this book is about telling the truth and not to sugar-coat difficult realities while giving easy ideas about how to fix challenges and complications. I am into teaching people how to be successful in their professional and personal lives. As a process of that I will have my folks consider the White Swan because it is a great tool to make Success happen ..." By Israel's Mr. Nachum Katz: “ … I greatly enjoyed this read, and found it very helpful and eye opening …. Most of all I find the remarks about preparing to the future and making it By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

16. T h e W h i t e S w a n T r e a t i s e — 16 happen based on changing ideas, thoughts, concepts, preparing a new vision that pushes us all forward, not based on the past ...” By USA's Tampa's Mrs. Maria Carolina Sisiruca: “... Mr. Agostini …. I can profess the book to be a great revelation on business concepts that reach beyond any conventional treatise. Just reading the reviews above from the highest academic members of the business world should be proof enough of the great business work that it is ...” Back to the White Swan hardcore: A Quick Message from India: An Indian Civil Engineer and Mystic argues and as per own account, “... In Sanskrit the Vedantic Sages call Andres a «... DRASHTARA ...» and as such he is set out to re- channelize the R&D&I effort's direction and pathway by applied scientists in dire straits, thus re-illuminating them in the unaccounted-for dynamic driving forces in order for scientists to return to the right path ...” An Indian Yogi also called Andres, some years ago, “...Auspiciousness...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

17. T h e W h i t e S w a n T r e a t i s e — 17 Back to the White Swan hardcore: WHITE SWAN — FOREWORDS: FOREWORD # 1 of 2: “... You may have heard of the '...black swan...' concept. Now there is the White Swan Treatise, a name for an '...interdisciplinary methodology...' of '...Transformative and Integrative Risk Management...' This is offered by Mr. Andres Agostini and his work is a creative approach that can help organizations large and small prepare for the future. Of course the future has risks — and opportunities — because of it's intrinsic property of uncertainty and unpredictability. To best mitigate the downside risks and leverage the upside opportunities, flexible thinking is required. FOR EXAMPLE, IT IS USEFUL TO VIEW PROBLEMS FROM MULTIPLE DIFFERENT POINTS OF VIEW. THIS TASK IS BOTH IMPORTANT AND NONTRIVIAL. TO MAKE IT HAPPEN, AN INTERDISCIPLINARY APPROACH IS IMPORTANT. The hope is to manage the multiple uncertainties (risks and opportunities) by integrating an array of insights and resources. A successful result can indeed be transformative. Thank you Mr. Agostini for contributing this methodology with its pathway to! Ward solutions of originality and significance [….] It is a pleasure to have the opportunity to work with Andres Agostini on a technology foresight related By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

18. T h e W h i t e S w a n T r e a t i s e — 18 project. Mr. Agostini is a great source of stimulating and interesting ideas. His high energy level makes working with him an efficient way to leverage activities. Andres is invaluable in providing an international dimension to the project which would otherwise be unavailable. I absolutely recommend Andres Agostini as a colleague and project team partner! ...” Foreword By Professor Daniel Berleant, PhD. The MIT and University of Texas at Austin's Most Honorable and Respected Alumnus. The University of Arkansas at Little Rock's Professor, and The Author of “...The Human Race to the Future: What Could Happen — and What to Do ...” WHITE SWAN — FOREWORD #2 of 2: “ … Andres Agostini is a very generous person and in the treatise he just wrote, «The White Swan», he shares with us very important knowledge and insights about a future already there at our door steps. The White Swan is much more than a book, in reality. It is a very complete and sincere «conversation» with his author, on a very complex subject: Transformative and Integrative Risk Management (TAIRM) — what it By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

19. T h e W h i t e S w a n T r e a t i s e — 19 is, why it is important, how it works and how it can benefit immediately, in a sustainable manner, all kind of organizations and their stakeholders [….] The scope of the usable knowledge the White Swan puts forward is just flabbergasting: so broad, so diverse, looking at and including so many perspectives, so many angles, so many considerations. You are guaranteed to learn many new things about the present, the future, the uncertain, the unexpected, risks, opportunities and the fabric of factual reality. It will make you question your own current perceptions of what is reality, of how the future is already present in the «here and now» and of how you can take advantage of current and emerging changes [….] What is also surprising is the time it took the author to collect his thoughts and write this amazing book [….] Andres, already living today by emerging future trends not yet understood by most of us, discloses at the end of the book that he used a not-yet-publicized proprietary method of Intelligence Augmentation and Amplification (IAA), articulated under his Concurrent Coordinated Convergent Systems Thinking (CCCST), based on natural and legal biological means, in his «sprint» to write the White Swan. He told me that IAA is already an integrated feature of his own systems thinking and management approach. I bet major future-oriented players, like NASA, Google, Apple, Amazon and progressive universities are already looking very seriously at IAA, and would be interested by Andres’ integration of IAA in his own creative By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

20. T h e W h i t e S w a n T r e a t i s e — 20 process. For one, I want Andres to tell me much more about it very soon; I, too, am in need of some «natural enhancement» to face energetically all the intellectual challenges before me [….] The White Swan «conversation» started a while ago with a seemingly straight forward question to the author about the future of management in the face of continuous change. This question is one asked by all managers who seek a new path towards optimal management, a path that cannot be found without finding also the path towards optimal risk management through Transformative and Integrative Risk Management (TAIRM), the main subject of «The White Swan» [….] The White Swan is all but an easy read. It neither gives an easy answer, nor offers a simple recipe presented in an easy to understand point form. The answer Andres' White Swan provides needs the support of many new words, with many new definitions and concepts [….] because the answer needed is about finding a path that has not yet been traveled by most of us. This answer cannot be found in our past actions, previous expressions and earlier ways of thinking. The White Swan is about reinventing ourselves and the way we manage [….] In order to give yourself a chance to reinvent yourselves and your organization, you will have to stick to what Andres will say in the White Swan book: whatever he says, whatever personal style he uses in doing so, and whatever challenges it will present to you in your search for simple answers. Simple By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

21. T h e W h i t e S w a n T r e a t i s e — 21 answers really do not exist in the face of complexity and constant change. Be patient and take the time to listen to Andres and his unique way of telling a story. Reading the White Swan is a complete awakening and learning experience. So, keep your prevention and questions till the last page, because it is possible he will have addressed most, if not all of them, by the end of the volume. It is exactly what it has done for me [….] This book is about the future, one where we thrive and prosper. This treatise shows us the way to create sustainable success and prosperity for our organizations and ourselves. As said William Gibson: « The future is already here — it's just not very evenly distributed. ». And the future IS in this treatise and in Andres’ words ...” Mr. Claude Emond, BEng, MEng, MBA, rmc, CD, PMP Back to the White Swan hardcore: QUESTION: IN CORPORATE SETTINGS, IS THERE AN OUTRIGHT COUNTERMEASSURING WHITE SWAN TO THE BLACK SWAN? The White Swan Proven Idea (through omniscient- truthful evidences and real-world measurable and repeatable outcomes, acquired and audited by own corporations' applied managing scientists) — only concerning organizations of a rational-type structure By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

22. T h e W h i t e S w a n T r e a t i s e — 22 such as corporations, start-ups by entrepreneurs, coalitions, consortia, joint ventures, governments, non-governmental organizations, international organizations, supranational organizations, armed forces, charities, not-for-profit corporations, partnerships, cooperatives, universities, various types of political organizations, semi-public-agencies, hybrid organizations (acting in public and private sectors), voluntary associations, unions, clubs and religious organizations — puts forward that, although and sometimes disproportionately high-profile, hard-to- predict, persistently threatening and disruptive, as well as rare events are mostly unpredictable, yet a visionary and savvy organization can, anyway, make unprecedented and auspicious early-on preparations to address huge potential disruptions and downside futures through (beforehand) « ...Transformative and Integrative Risk Management ...» interdisciplinary problem-solving and decision-making methodology, also known as TAIRM. (That is: Feet-on-the-ground problem solving). White Swan Transformative and Integrative Risk Management interdisciplinary methodology is a fancy name for a manager's toolkit for continuously securing lucrative success. Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

23. T h e W h i t e S w a n T r e a t i s e — 23 By “...corporate ...” and “...corporations...” the author means to state immeasurable large global for-lucre corporations whose outputted services and products are mostly manufactured tangibles. A good brief example of what I do NOT mean by the aforementioned terms are, for instance, Investment Banks or Stock-Market Traders. I am only interested in Fortune-7 Corporations (sic). WHITE SWAN AND TRANSFORMATIVE AND INTEGRATIVE RISK MANAGEMENT ARE NEVER INTO: (I.-) Divination, (II.-) Soothsaying, (III.-) Foretelling, (IV.-) Predictioneering, (V.-) Futurism, (VI.-) Futurity, (VII.-) Futilitarianism, (VIII.-) Hunches-telling, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

24. T h e W h i t e S w a n T r e a t i s e — 24 (IX.-) First-Guessing, (X.-) Second-Guessing, . (XI.-) Fortunetelling, (XII.-) Prophesying, and (XIII.-) Presaging. To this purpose and given to me by a Sephardi Hebrew, an Arab adage argues, “... That who foretells the future correctly lies even if he is telling the truth ...” WHITE SWAN AND TRANSFORMATIVE AND INTEGRATIVE RISK MANAGEMENT ARE ONLY INTO SCIENTIFIC FUTURING AND OTHER PROPRIETARY AMENITIES, BETTER EXPLAINED BELOW. Back to the White Swan hardcore: White Swan and Transformative and Integrative Risk Management interdisciplinary methodology enthusiastically exploits every aspect, facet and phase of negative and positive risks and downside and upside futures, to further and continuously By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

25. T h e W h i t e S w a n T r e a t i s e — 25 outright sequester continuous and sustainable lucre and profitable ongoing growth, including the following defined amenities. With the sponsorship of Ancient Greek and Modern Greek, each amenity will be thereby numbered and/or lettered: Alpha.- Serendipity (The faculty of making fortunate technological breakthroughs and scientific discoveries and innovation developments by accident, as a result of corporate manager's perpetual MOST- RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and (c) forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) un-commuted orbits. Beta.- Pseudo-Serendipity (The faculty of making fortunate technological breakthroughs and scientific discoveries and innovation development by quasi- accident, as a result of corporate manager's perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and (c) forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) un-commuted orbits. Gamma.- Randomness (Randomness means lack of pattern or predictability in events. Randomness suggests a non-order or non-coherence in a sequence of symbols or steps, such that there is no By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

26. T h e W h i t e S w a n T r e a t i s e — 26 intelligible pattern or combination, as a result of corporate manager's perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and (c) forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) un-commuted orbits. Delta.- Pseudo-Randomness (Pseudo-Randomness means quasi-lacking of pattern or quasi-predictability in events. Pseudo-Randomness suggests a quasi- non-order or quasi-non-coherence in a sequence of symbols or steps, such that there is no intelligible pattern or combination, as a result of corporate manager's perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and (c) forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) un-commuted orbits. Epsilon.- Fuzzy Logic: (A form of algebra employing a range of values from "true" to "false" that is used in decision-making with imprecise data, as in artificial intelligence systems, as a result of corporate manager's perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and (c) forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) un-commuted orbits. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

27. T h e W h i t e S w a n T r e a t i s e — 27 Zeta.- Pseudo-Fuzzy Logic: (A form of algebra employing a range of values from quasi-"true" to quasi-"false" that is used in decision-making with quasi-imprecise data, as in artificial intelligence systems, as a result of corporate manager's perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and (c) forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) un-commuted orbits. Eta.- Fortuitousness (Unexpected and casually happening[s], as a result of corporate manager's perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and (c) forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) un-commuted orbits. Theta.- Pseudo-fortuitousness (quasi-unexpected and quasi-casually happening[s], as a result of corporate manager's perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and (c) forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) un-commuted orbits. Iota.- Recursiveness (pertaining to or using a rule or procedure that can be applied repeatedly, as a result of corporate manager's perpetual MOST- By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

28. T h e W h i t e S w a n T r e a t i s e — 28 RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and (c) forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) un-commuted orbits. Kappa.- Pseudo-recusriveness (quasi-pertaining to or using a rule or procedure that can be applied repeatedly, as a result of corporate manager's perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and (c) forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) un-commuted orbits. Lambda.- Haphazardness (the quality of lacking any predictable order or plan, as a result of corporate manager's perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and (c) forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) un-commuted orbits. Mu.- Pseudo-Haphazardness (the quality of quasi- lacking any predictable order or plan, as a result of corporate manager's perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and (c) forgotten angles, and (d) recondite spheres and (e) By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

29. T h e W h i t e S w a n T r e a t i s e — 29 hermetic theater of operations and (e) un-commuted orbits. Nu.- Mishaps (an unknown and unpredictable phenomenon that causes an event to result one way rather than another, as a result of corporate manager's perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and (c) forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) un-commuted orbits. Xi.- Pseudo-Mishaps (a quasi-unknown and quasi- unpredictable phenomenon that causes an event to result one way rather than another, as a result of corporate manager's perpetual MOST-RECURSIVE search for lucrative intangibles in omniverseral: (a) hidden quadrants and (b) ignored flanks and (c) forgotten angles, and (d) recondite spheres and (e) hermetic theater of operations and (e) un-commuted orbits. Back to the White Swan hardcore: What is the White Swan Target? In a nutshell: (A.-) Most Advanced Management (chiefly by applied Scientific Method), and By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

30. T h e W h i t e S w a n T r e a t i s e — 30 (B.-) Most Exponential Dynamic Driving Forces. And in achieving “A.-” and “B.-” above, again and again, thoroughness and completeness will be redefined by several nonlinear orders of geometrical magnitude. Back to the White Swan hardcore: Who is the White Swan Audience? 1.- Mr. David Shaw, 2.- Drew, 3.- Andy, 4.- Pervasive Technologists and Scientists, 5.- Extremely radiant Corporation's Officers, 6.- Forcefully irradiant Management Practitioners, Business Owners and Serious Entrepreneurs, 7.- People who love K.I.S.S., Keep It Scientific, Savant. And that impiously reject K.I.S.S.: Keep It Simple, Stupid, 8.- Anyone that reads, and 8.- Others. If you don't like strongest and most subtle thinking, the White Swan is never for you. Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

31. T h e W h i t e S w a n T r e a t i s e — 31 THE POWER OF GRANDIOSE IDEAS …. Something that I relentlessly embrace at all times. “...Google's Chief Engineer Officer Dr. Raymond Kurzweil's, with 19 doctoral degrees, relatives escaped the Holocaust '... BECAUSE THEY USED THEIR MINDS. THAT'S ACTUALLY THE PHILOSOPHY OF MY FAMILY …. THE POWER OF HUMAN IDEAS. I remember my grandfather coming back from his first return visit to Europe. I was seven and he told me he'd been given the opportunity to handle — with his own hands — original documents by LEONARDO DA VINCI. HE TALKED ABOUT IT IN VERY REVERENTIAL TERMS, LIKE THESE WERE SACRED DOCUMENTS. But they weren't handed down to us by God. They were created by a guy, a person. A SINGLE HUMAN HAD BEEN VERY INFLUENTIAL AND HAD CHANGED THE WORLD. THE MESSAGE WAS THAT HUMAN IDEAS CHANGED THE WORLD. AND THAT IS THE ONLY THING THAT COULD CHANGE THE WORLD ...” [231] Back to the White Swan hardcore: A NOTICE TO CORPORATIONS (I OF IV): By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

32. T h e W h i t e S w a n T r e a t i s e — 32 My White Swan Tranformative and Integrative Risk Management's Corporate Clients will NEVER get Sputnik Moments (sic.). A NOTICE TO CORPORATIONS (II OF IV): My White Swan Tranformative and Integrative Risk Management's Corporate Clients will get a spelled-out of the totality of their upcoming: (A.-) Positive Risks, (B.-) Negative Risks, (C.-) Upside Futures, (D.-) Downside Futures, (E.-) Positive and Upside Dynamic Driving Forces, (F.-) Negative and Downside Dynamic Driving Forces, (G.-) Positive and Upside Counter-Dynamic Driving Forces, and (H.-) Negative and Downside Counter-Dynamic Driving Forces. Items A, B, C, D, E, F, G and H aforementioned will be infinitely up-exploited and outsmarted and By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

33. T h e W h i t e S w a n T r e a t i s e — 33 superseded, in order to augment Corporation’s hyperbolic cash sequestration and its SUSTAINABILITY within SUCCESS and PREVAIL, regardless of the Uncharted Waters and Incognito Territories. My amazing mother used to say, “...Andres, that who seeks it is the one who finds it...” Incidentally: DARPA has a nice adage: “ ...If you are not failing frequently, you are not succeeding enough ...” And that can be further clarified and enhanced by: “ ...If you are not failing frequently [trough pervasive and forceful, yet well-directed error-and-trial real-life experiments to avoid the emergence of Black Swans], you are not succeeding enough [and, therefore, you are not securing the White Swan that will ascertain that your corporation stays lucrative, grows fiscally sound and thrives though any rogue swirl of change]...” Brackets are of the author. Back to the White Swan hardcore: A NOTICE TO CORPORATIONS (III OF IV): By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

34. T h e W h i t e S w a n T r e a t i s e — 34 Corporate Chairpersons and CEOs MUST NEVER accept spoken interviews and presentations and other ORAL EXCHANGES, UNLESS and UNLESS alone, within the ensuing 24-hours, said Chairpersons and CEOs get a most solid, thorough, complete and well- written hard-copied material of the aforementioned: spoken interviews and presentations and other ORAL EXCHANGES. This is not done to capture the legally-binding “...trails...” of their verbal output, but to hold them extremely responsible in everything said by executives to Chairpersons and CEOs. This author is not going to elaborate in the sine qua non instrumentality in the bridged version. That would take other tome. Any serious Corporation it is so when everything spoken, including “...hello...”, is extremely documented, both digitally and physically. I like talking but once the fundamentals HAVE BEEN FIRST dealt with in abundant writing. I reject professionals, executives, Chairpersons and CEOs who are not into detailed writing. Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

35. T h e W h i t e S w a n T r e a t i s e — 35 A NOTICE TO CORPORATIONS (IV OF IV): Only my Corporate Clients and Customers will get, through White Swan Transformative and Integrative Risk Management the following: (1.-) Extremely-detailed Predictions for the Short-, Mid- and Long-Term. (2.-) Most Robust and Detailed Operationalized Plans to Lucre and Profit from (1.-) above. Back to the White Swan hardcore: Transformative and Integrative Risk Management is a multifarious methodology. The reader has been warned. This is a “...brute force...” and “ ...subtle force...” interdisciplinary problem-solving and decision-making approach. (That is: Feet-on-the-ground problem solving). Through thorough application of Transformative and Integrative Risk Management (the exact opposite of insurance-based risk unmanagement), White Swan can be hereunder explained abundantly. Let us briefly define Eureka Moment and Sputnik Moment now: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

36. T h e W h i t e S w a n T r e a t i s e — 36 “ … The Eureka Moment, also known as the '...Aha! Moment ...', refers to the common human experience of suddenly understanding a previously incomprehensible problem or concept. The Eureka effect is named after the myth that the Greek polymath Archimedes, having discovered how to measure the volume of an irregular object, leaped out of a public bath, and ran home naked shouting 'eureka' (I found it) ...” And: “ … The Sputnik Moment is a point in time in which a country or a society or even a corporation, realizes that it needs to catch up with the apparent technological and scientific gap that exists between it and some other superpower and/or global competitors, increasing its investment efforts into education and innovative R&D&I ...” And Litmus Test: “... A critical indication of future success or failure ...” Coming Back to the White Swan hardcore: The author (a manager, consultant, researcher and strategist into beyond-insurance risk management and scientific futuring) has a sufficient tangible By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

37. T h e W h i t e S w a n T r e a t i s e — 37 number of unimpeachable actual corporate cases, attained through 33-year-plus of in-the-field professional experience, of outright success fundamentally coping with disproportionately high- profile, hard-to-predict, and rare events. Back to the White Swan hardcore: A thing or two about the word: “...Experience...” Experience (optimal and correct) Vs. “...Previous Experience...” (totally wrong). Check it out: If you Google Previous Experience, you will get about: 5,120,000 results. “...Previous Experience...” is outright flaw since Plain- Vanilla-Per-Se Experience is always ACHIEVED AND SEQUESTERED in the Past and not always exploited in the Present and Future. Just, use “...Experience...” and never “...Previous Experience...” The White Swan hardcore now starts: THIS WORK ADDRESSES ORGANIZATIONAL SETTINGS (RATIONAL-TYPE ONES) ONLY, NEVER PROFESSIONAL OR PERSONAL ENVIRONMENTS AT ALL. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

38. T h e W h i t e S w a n T r e a t i s e — 38 The White Swan hardcore now starts: THE ZILLION-DOLLAR QUESTION: On October 09, 2013 I was asked a simple yet actual intriguing question at the right time and place. Without any direct or indirect intent, such a simple query gave birth to the White Swan. And that query's momentum gained infinite more critical mass when San Diego University Mathematics Professor Vernor Vinge, PhD, suggested and reminded, via a placid e-mail, of the reading of the Black Swan, which I did. This email was received on February 23, 2014. ERGO: A management consultant in Peterborough, United Kingdom presented this query to me, the commencing co-author. His name is Mr. David Shaw. [228]. SYNTHESIS: Incidentally, questions and matters to be randomly addressed here include: 1.- What is change? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

39. T h e W h i t e S w a n T r e a t i s e — 39 2.- What is management? 3.- What is change management? 4.- Why present-day age is now different? 5.- What is the historic perspective applied to current management? 6.- What is it meant by Dynamic Driving Forces? 7.- What is a risk, both positive and negative? 8.- What are futures, both upside and downside? 9.- What is risk management? 10.- What is risk unmanagement? 11.- What is a White Swan? 12.- What is a Eureka Moment? 13.- What is a Sputnik Moment? 14.- What is a leader and a manager? 15.- How does one define technology? 16.- What is insurance? 17.- What is beyond-insurance risk management? 17.- What is Transformative and Integrative Risk Management? 18.- What is scientific futuring? 19.- What is scenario-planning methodology? 20.- How Quality Assurance and Continuous Improvement Don't Equate to Risk Management? 21.- Practically, How do managers and entrepreneurs achieve sustainable success? 22.- What is non-theological applied omniscience? 23.- What is Organizational Integral Protection? 24.- Common Sense Versus Scientific Knowledge? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

40. T h e W h i t e S w a n T r e a t i s e — 40 25.- Out-Of-The-Box Thinking versus Disruptional Creative Thinking (Meaning: The Strong-Sense Critico-Creative One)? 26.- What is the current and rampant progression of science and technology? 27.- Solving persistently grave organizational problems through Rocket Science? 28.- What is retrospection and what is prospection? 29.- Quantitative Analyzes Versus Qualitative Analyzes? 30.- How far can we get with algorithm-based calculations of risks and futures? 31.- What is strategy and its limitations? 32.- What are new management skills to be developed in the as-of-now future? 33.- What are problem-solving approaches for? 34.- What are adversarial truths and technical truths? 35.- The Technological Singularity Versus the Disruptional Singularity? 36.- How NASA, DARPA and Royal Dutch Shell are redefining management? 37.- What is Space-Age Risk Management? 38.- What are the name of the reputable organizations instituting all of the above? 39.-In the twentieth-one century, How managers must be in order to succeed? 40.- What is Computronium? 41.- What is Multiverse? 42.- What is Omniverse? 43.- What is a Litmus Test? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

41. T h e W h i t e S w a n T r e a t i s e — 41 44.- What and How to Study? 45.- Forthcoming as-per-now times will be? 46.- Plausabilities, as of today? 47.- The World's Most-Cherished and Most- Uncherished Black Swans that will never happen? 48.- White Swan Tranformative and Integrative Risk Management Problem-Solving Methodology Encompasses? 49.- A Quick Message from India. 50.- Oxford University's Faculty of Philosophy Professor Nick Bostrom on the Disruptional Singularity. 51.- What is the Chief Polymath Officer? 52.- Google, Facebook, Twitter, Microsoft and Oracle defined both by Wikipedia and the White Swan? 53.- What did CEOs from ExxonMobil, Conoco, Chevron, Phillips Petroleum, Statoil (Scandinavia), Italy's ENI and Wilpro Energy Services (U.S.) tell Andres? 54.- A Little Actual Fun Story with World's #2 Petroleum Corp Chairman and CEO? 55.- Andres goes to the Massachusetts Board Room with the 90-Million-Dollar Chairman and CEO? 56.- U.S. President George Herbert Walker Bush's (41st U.S. president) Ambassador and Andres Agostini? 57.- If you country is flooded with unemployment, poverty, public protests and a promissory future of outright failure? Why? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

42. T h e W h i t e S w a n T r e a t i s e — 42 58.- IN WHAT ARE GOOGLE, FACEBOOK, IBM, APPLE AND MICROSOFT FOCUSING IN ORDER TO REVERSE-ENGINEER THE HUMAN BIOLOGICAL MIND? 59.- The most serious scientific and noted establishment of the U.S. uses this language priority ... 60 .- What is the White Swan Target? 61.- Who is the White Swan Audience? 62.- THE POWER OF GRANDIOSE IDEAS …. 63.- Experience (optimal and correct) Vs. “...Previous Experience...” (totally wrong)? 64.- To see what Germany and China are doing about manufacturing …. 65.- AS PER NOBEL PHYSICS PRIZE LAUREATE DR. STEPHEN HAWKING WARNS …. 66.- Pandora Versus Cassandra Predictions? 67.- «...What is a Quant...» AND «...What is a Qualt...» 68.- Praise. 69.- Foreword. Back to the White Swan hardcore: David's question was then exactly, "...Andres, from your work on the future which management skills need to be developed? Classically the management role is about planning, organizing, leading and controlling. With the changes coming in By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

43. T h e W h i t e S w a n T r e a t i s e — 43 the future, what's your view on how this management mix needs to change and adapt? … " Probably, and thanks to the preceding question, the interview or exchange has hereby grown into a copyrighted treatise. A TREATISE, NOT A BOOK, BUT A BETA TREATISE, NOT AN ALPHA TREATISE YET. A lady by the name of Lisa sent me an e-mail, indicating: “...You have given David a good academic lecture and scholarship …” Now you have such a bridged volume. Bridged volume does never equate to the unabridged treatise (A systematic, usually extensive clear-eyed-ly written discourse on a multi-fold subject matter expertises.), illustrated version, containing additional: facts, stats, drawings, mind-mappings, pictorials, graphics, tables, PERTs (Program Evaluation and Review Techniques), CPMs (Critical Path Method Techniques), SWOTs (A SWOT analysis — alternatively SWOT matrix — is a structured planning method used to evaluate the strengths, weaknesses, opportunities, and threats involved in a project or in a business venture), TOWS (threats, opportunities, weaknesses, and strengths) analysis, SOAR (strengths, opportunities, aspirations, results) By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

44. T h e W h i t e S w a n T r e a t i s e — 44 analysis, sketches, cartoons, slides, pictures, photos, videos and other resources. The unabridged and illustrated tome is awaiting a publisher to come forward and do the proper deed. NOTA BENE: If you are serious and you mean lucratively handsome business for you and me, THE ONE AND ONLY CV (Curriculum Vitae) that I am going to give you is the Present Treatise Beta Excerpt. Alternative, you are extremely welcome to have access to my (i) Lifeboat Foundation Professional Profile and (ii) LinkedIn Professional Profile at: http://lifeboat.com/ex/bios.andres.agostini http://www.linkedin.com/in/andresagostini Back to the White Swan hardcore: If this were a course, it would indeed rather be a “... crash course ...” Some could correctly argue that this is an intense treatise given with kindness. It is both intense and lucid. Worry not, you are all set out to have lavish educational fun. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

45. T h e W h i t e S w a n T r e a t i s e — 45 Incidentally: This proprietary treatise may be reproduced for noncommercial purposes if it is copied in its entirety, including this notice. Please recall that “...if it is copied in its entirety, including this notice....” This exploration (reconnaissance) is the most thorough, deep and independent one. Instantly, you have been warned. If a better one is available, don't dwell on Romanticism and go get it. To exercise greater emphasis on some parts, I will use partial capitalization of words often. In some U.S. audiences, capitalization is discouraged while in Canada, Germany, France, Switzerland and the entirety of the Western World is most encouraged. Back to the White Swan hardcore: As David, a proto-Britton, formulated this interesting question to me and given that I want to claim my rights on the present comment and treatise, I will be using first-person language frequently. David, any time the author use the words “...reader(s)...” or “...you...”, there must be understood By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

46. T h e W h i t e S w a n T r e a t i s e — 46 that the ensuing persons are conjointly included: a) The reader, and b) David Shaw. Accordingly, Jewish scholar and Rabbi Hillel concludes, “...If I am not for myself, then who will be for me? And if I am only for myself, than what am I? And if not now, when?...” Rabbis are wonderful intellectuals that deserve my greatest appreciation. In solving problems rabbis will use sacred scriptures, philosophy, history and hard science. I don't belong to their creed but I will greatly support them at any time, any where. Extensive quotations and citations will also be used. Massive insights by third parties and the author will be available. Semantics and linguistics will be provided by Thomas Jeffersonian Lingua Franca, exclusively. Has anyone told you and taught you about the outright Germanization of English? Some neologisms in English here are through the sponsorship of the Germanization-process of English. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

47. T h e W h i t e S w a n T r e a t i s e — 47 Both in German and English and through the Germanization-process from two (2) to three (3) Indo- European words are coalesced together into a single one. What is, by the way, an Indo-European Language? Answer: “ … The Indo-European languages are a family of several hundred related languages and dialects. There are about 439 languages and dialects, according to the 2009 Ethnologue estimate, about half (221) belonging to the Indo-Aryan subbranch. It includes most major current languages of Europe, the Iranian plateau, and the Indian Subcontinent, and was also predominant in ancient Anatolia. With written attestations appearing since the Bronze Age in the form of the Anatolian languages and Mycenaean Greek, the Indo-European family is significant to the field of historical linguistics as possessing the second- longest recorded history, after the Afro-Asiatic family …. INDO-EUROPEAN LANGUAGES ARE SPOKEN BY ALMOST 3 BILLION NATIVE SPEAKERS, THE LARGEST NUMBER BY FAR FOR ANY RECOGNIZED LANGUAGE FAMILY. Of the 20 languages with the largest numbers of native speakers according to SIL Ethnologue, 12 are Indo- European: SPANISH, ENGLISH, HINDI, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

48. T h e W h i t e S w a n T r e a t i s e — 48 PORTUGUESE, BENGALI, RUSSIAN, GERMAN, PUNJABI, MARATHI, FRENCH, URDU, AND ITALIAN, ACCOUNTING FOR OVER 1.7 BILLION NATIVE SPEAKERS. Several disputed proposals link Indo-European to other major language families ...” Back to the White Swan hardcore: By the way: If you are on King's Road and the locals there start telling you, “...Sir, you are a smart cookie and we are in awe by what you know ...” It is better for you to depart from ignorant envy by simpletons and go to the other side of the Atlantic, or better yet into Asia. Back to the White Swan hardcore: QUESTION: Who, by the way, owns English? QUICK REPLY: Esperanto! To second the motion, Baroness Thatcher argued, “ … You ain't seen nothing, yet ...” Incidentally: It is acknowledged that an alleged King once said, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

49. T h e W h i t e S w a n T r e a t i s e — 49 “... The size of a person's vocabulary is directly proportional with the scale and richness of his or her own innermost Cosmos ...” There is a proprietary technique to make what this King said happen. And good works enlightens ideas and good ideas further enlightens good cohesive detailed plans and hence success. Back to the White Swan hardcore: English Versus Englishes? Ms. Edie Weiner said something along these lines: “ … In the U.S. we speak something foreign to us, called English, not American …. And we need to get ready as in the world there are several Englishes ...” As in Germany they speak German. And in France they speak French. And in Italy they speak Italian. And in Portugal they speak Portuguese. In Spain they speak Spanish. In England they speak English. In the U.S. they arguably speak American English, several dialects that stem from the British English language. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

50. T h e W h i t e S w a n T r e a t i s e — 50 Whatever the language, we need to extend Golden Bridges of Communications to whatever speakers in the world, chiefly when the world is mired by misunderstanding and also insane and lethal violence. Respecting and accepting everyone's language, we are all much better off if we all pull together the world's economy for the sake of everybody. Too many into abject poverty and unemployment. I always suggest a peaceful and harmonic pathway. Back to the White Swan hardcore: Some shared wisdom pertaining to language enhancement came from Leonardo (greatly cherished by NASA and DARPA) and Napoleon (greatly cherished by gargantuan U.S. Forces and the Industrial-Military-Complex). The combined wisdom posits, “...Ascertain, at all times, to always replace upgradable words and terms by ones than are even better ...” By the way: Napoleon's mother (first) language was not French but Italian. Most probably, his third language was By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

51. T h e W h i t e S w a n T r e a t i s e — 51 English. He spoke French with a heavy accent and some difficulties, but his recondite letters to his generals are most lucid. What is DARPA? “... The Defense Advanced Research Projects Agency (DARPA) was established in 1958 to prevent strategic surprise from negatively impacting U.S. national security and create strategic surprise for U.S. adversaries by maintaining the technological superiority of the U.S. military …. To fulfill its mission, the Agency relies on diverse performers to apply multidisciplinary approaches to both advance knowledge through basic research and create innovative technologies that address current practical problems through applied research. DARPA’s scientific investigations span the gamut from laboratory efforts to the creation of full-scale technology demonstrations in the fields of biology, medicine, computer science, chemistry, physics, engineering, mathematics, material sciences, social sciences, neurosciences and more. As the DoD’s primary innovation engine, DARPA undertakes projects that are finite in duration but that create lasting revolutionary change ...” http://www.darpa.mil/our_work/ Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

52. T h e W h i t e S w a n T r e a t i s e — 52 Accordingly, the signatory might be, among other amenities and MEMES, Davincian and Bonapartian. The author is never opinionated but ideanated. Back to the White Swan hardcore: The author has done and always will be doing his “ … homework ...” In no way this work is NEVER a substitute for doing your own reasoning, studying and researching. Everyone should do his / her own homework by himself / herself. My alleged “ … homework ...” is primarily done through learning theoretical, practical, empirical and factual lessons from direct practical and intimate execution of and involvement with management and also by massive, perpetual research engaged by my own self, for Life. For instance: Jiddu Krishnamurti observed on education and learning: “... There is no end to education. It is not that you read a book, pass an examination, and finish with By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

53. T h e W h i t e S w a n T r e a t i s e — 53 education. The whole of life, FROM THE MOMENT YOU ARE BORN TO THE MOMENT YOU DIE, IS A PROCESS OF LEARNING ...” Back to the White Swan hardcore: I relish developing own ideas, their detailed plans, theories and proto-theories and marshaled them into in-the-field problem solving. (That is: Feet-on-the- ground problem solving). I will share my insight and experience as an adviser, studier, learner, thinker, researcher, strategist, practitioner and seminal speaker of forward-looking management both in theoretical and practical contexts. Whatever I reflect here is a conscientious, empirical, factual, independent and solemn POV (Point of View). “ …Solemnity is characterized or marked by seriousness or sincerity …. or profound …. earnest ….” This POV addresses practical and structural solutions, not onerous quick fixes. Among other important themes, this POV also deals with process, content and context. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

54. T h e W h i t e S w a n T r e a t i s e — 54 Partial solutions are inconsequential while total solutions are indispensable and, hence, the optimal pathway is hereby suggested. THIS POV WILL BE COMMUNICATED UNAMBIGUOUSLY AND EMPHATICALLY. SOME NOTIONS, CONCEPTS AND IDEA WILL BE REITERATED OFTEN FOR THE SAKE OF GREATEST CLARITY. The author NEVER does dogmas. Everyone else has the greatest right to having his / her own opinion(s) as well. No problem with that! Conversely, if you want to access my intellectual manifesto, a summation is here: With the purpose to remain authentic and genuine with my intellectual manifesto, I AM AGAINST: 1.- Ignorance. 2.- Sloppy, emotional thinking. 3.- Fashionable thinking. 4.- Within-style thinking. 5.- Ideal-based rational. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

55. T h e W h i t e S w a n T r e a t i s e — 55 6.- Instant-gratification thought process. 7.- Non-Gestalt Thinking. 8.- Non-lumpen Thinking. (Lumpen is a nice word, extremely manipulated by Commies. Ergo, anything stemming from Commies I reject). 9.- Non-Crowd-Wisdom Thinking. (No one played Albert's violin and theories, nor Amadeus' piano, nor Howard's gigantic wooden aquatic-airplane or communication's satellites, nor Newton's unpublished prophecies, but them, and them alone, in in- companionship-ed solitude). 10.- Clustered Thinking. 11.- Silo Thinking. 12.- Charter Thinking. 13.- Standard Thinking. 14.- Informal Thinking. 15.- Undocumented Thinking. 16.- Laggards' Thinking. 17.- Bohemian Thinking. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

56. T h e W h i t e S w a n T r e a t i s e — 56 18.- Hippie Thinking. 19.- “...Keep It Simple, Stupid...” (K.I.S.S.) Thinking. 20.- Short-term Thinking. 21.- Linear Thinking. 22.- Extra-Mile Thinking (We need several Extra- Leagues Thinking. A league is 3 miles or 4.8 kilometers). 23.- Single-mindedness Thinking (Against in-series thinking). 24.- Un-Orchestrated Thinking. 25.- Fragmented, Fragmentary Thinking. 26.- Futilitifulness Thinking. To further underpin the intellectual manifesto of the author, let us understand this clearly: “...My manner of thinking, so you say, cannot be approved. Do you suppose I care? A poor fool indeed is he who adopts a manner of thinking for others! ...” Jointly by the Marquis de Sade and the Author. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

57. T h e W h i t e S w a n T r e a t i s e — 57 Andres' Intellectual Manifesto is IN FAVOR OF: #1 of #2.- “ … The noblest pleasure is to learn with the purpose of having the joy of understanding ...” ― By Leonardo Da Vinci and the author. #2 of #2.- “ … My goal is simple. It is a complete understanding of the universe [and specially the omniverse], why it is as it is and why it exists at all ….” By Stephen Hawking and the author. END OF THE INTELLECTUAL MANIFESTO AND: Back to the White Swan hardcore: You must, the soonest, interrelate or correlate and connect the dots of every aspect that is included in this independent POV, on the doubles. If the reader cannot, he or she should go elsewhere. Believe it or not, everything here, the totality of all, is — by far — unfailingly interrelated with everything else. Back to the White Swan hardcore: Everything that the author will share applies for large and small for-profit and nonprofit organizations (including start-ups), both in the U.S. and around the world. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

58. T h e W h i t e S w a n T r e a t i s e — 58 By the way, it is really valued that in dealing with the practice of management you, David, haven't divorce said practice from its leadership component. BY KEEPING “ … MANAGEMENT ...” AND “ … LEADERSHIP … ” INDIVISIBLY INTEGRATED, YOU ARE ABSOLUTELY JUDICIOUS. Leadership without management is like a Mirage without a runway and control tower. There are many authors placing a huge divide between leadership and management when you cannot apply your leadership outside of a management context. They are gravely mistaken. Management and leadership cannot be separated and they must always be exercised in a monolithic unison. I will give you, as well, some primary view on the historic perspective I have found regarding current- day future-driven management, now. I really believe that the historic perspective is a sine qua non. Notwithstanding, the past and the present are never a script for the future. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

59. T h e W h i t e S w a n T r e a t i s e — 59 In Spanish there are two interesting words: (i) “ … futurible ...” (from Latin futuribĭlis) (ii) and “... futurable ...” As a result: “... Futurible ...” entails a conditioned future [scenario], that is not to happen with certainty, but that it will take place if a determined condition were firstly in place. Brackets are of the author. And it is also observed: Through other means, futurology is a discipline and a set of methodologies oriented to the prevision of the future. Basically, it deals with imagining future plausible scenarios, known as “...futuribles ...”, and in occasions in order to determine their likelihoods, with the express purpose of planning the necessary actions to avoid or accelerate their occurrence. And also: " … Futurable ..." consists of a desired future [scenario]. Brackets are of the author. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

60. T h e W h i t e S w a n T r e a t i s e — 60 The White Swan hardcore continues: And, for instance, Stuart A. Copans asserted, “...Study the past if you would divine the future...” And Edmund Burke pointed out, “...You can never plan [retrospectively, that is a posteriori] the future by the past...” Brackets are of the author. To set the stage properly, I will start with an enlightening quote by Albert Einstein. “...The significant problems we face cannot be solved at the same level of thinking we were at when we created then...” Or, it could be better noted: “...The significant problems we face [today] cannot be solved [in the future] at the same level of [démodé] thinking we were at when we created then [in the fossilized past]...” Brackets are of the author. Conversely: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

61. T h e W h i t e S w a n T r e a t i s e — 61 What are the frequent problems and challenges (including: humanly-induced existential ones) that we frequently encounter in managing risks optimally? For example and briefly: 1.- Corruption and Malfeasance. 2.- Radical ignorance. 3.- Learned ignorance. 4.- Dysfunctional knowledge. 5.- Unknowldege. 6.- Overspecialization and superspecialization. 7.- Usage of embedded-in-the-past notions and assumptions (obsoledge). Obsoledge equates to obsolete knowledge as this term was coined by Alvin Toffler. 8.- Not thinking in series (not simultaneously). 9.- Dismissal of thinking of the entire Whole. 10.- Inability to learn to unlearn. 11.- Gray areas and biases. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

62. T h e W h i t e S w a n T r e a t i s e — 62 12.- Lack of thorough and lucid practical definition and demarcation of the system to be addressed and its boundaries. 13.- Incomplete reasoning and thinking. 14.- Holding and incorporation of “ … cherished beliefs ...” 15.- Absence of open-mindedness. 16.- Excess of narrowmindedness. 17.- Excess of un-reconnoiterable cues. Overspecialization and superspecialization beget incomplete knowledge and flawed execution. And hence they create many blind spots that beget folly black swans. Because through overspecialization and superspecialization, you are only dealing with Knowledge Depth, but also outright ruling out and precluding advanced Knowledge Width. By illustration: SUPERSPECIALIZATION AND OVERSPECIALIZATION OUTRIGHT BEGET FRAGMENTED, FRAGMENTARY THINKING. AND By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

63. T h e W h i t e S w a n T r e a t i s e — 63 FRAGMENTED THINKING IS THE EXACT OPPOSITE OF CONVERGENT THINKING. SUPERSPECIALIZATION AND OVERSPECIALIZATION ARE, HENCE, AGAINST CONVERGENT THINKING. Back to the White Swan hardcore: One other aspect that must now be considered is a primordial axiom that is instrumental and widely considered here. That is, “...everything is somewhat related to everything else ...” Any management endeavor must consider this maxim seriously at all times. Please allow me some leeway to give some historic professional antecedents that will greatly prove useful in dealing with this work. Ensuing. Before being interested in applied scientific futuring and beyond-insurance risk management, I was college doubled trained in and majored in "...General Insurance Management..." and “...Insurance Careers ...” (U.S.). The Beatles' song lyrics indicate, “... take a sad song and make it better...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

64. T h e W h i t e S w a n T r e a t i s e — 64 It can be better written by saying: “... Take a sad song [Black Swan and its unmanaged perils] and make it better [into a White Swan, while lucratively exploiting its brought-under-control: (a) Negative Risks, (b) Positive Risks, (c) Upside Futures and (d) Downside Futures]...” A prominent U.S. president seconded the motion by the Beatles: Amazing JFK has a wondrous quotation, “... My fellow Americans, ask not what your country can do for you, ask what you can do for your country ...” And the White Swan of it argues: “... My fellow Americans [and incumbent Corporate Chairpersons and CEOs, as well as serious Managers, in general], ask not what your country [and management systems] can do for you [, in order to advert black swans], ask [yes] what you [and your managerial: Scientific Futuring and Transformative and Integrative Risk Management] can do [with the ultimate end to make black swan cahsabale upon and with the ulterior purpose to seize grandest lucrative success and fiscally-sound, sustainable earnings] for your country [and corporation in urgent need for a White Swan practical perspective] ...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

65. T h e W h i t e S w a n T r e a t i s e — 65 And he also stated: His Most Excellency and Honorable President John F. Kennedy’s speech on September 12, 1962 at Race University: “...If this capsule history [, given to us by Gaia and, hence, Earth] of our progress [and scientific accomplishments toward leveraging our corporate pursuits towards more lucrative legally-incorporated entities] teaches us anything [before the gloomy and spookier black swan outlook], it is that man [and the manager in her and him], in his quest [practical study and corporate training] for knowledge and progress, is determined and cannot be deterred [, despite the most outlandish black swans]. The exploration of space [anyone pursuit by Fortune-7 Global Corporations into outright lucre] will go ahead, whether we join in it or not [ whether we like it not, by instituting White Swans], and it is one of the great adventures [and transformation of known inputs into desired outputs] of all time [that is, quarter by quarter, early on, beforehand], and no nation [and Prominent Global Corporation] which expects to be the leader and [executing manager] of other nations [and competing corporations] can expect to stay behind [mired by unmanaged black swans] in the [contentious] race for space [and the down-to-earth Corporation's lucrative targets, objectives and goals] By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

66. T h e W h i t e S w a n T r e a t i s e — 66 [….] Well, space [and globalized marketplace mired by unpronounceable NEGATIVE RISKS AND DOWNSIDE FUTURES] is [and better said, are] there, and we're going [, and as per a corporate mandate to leverage the monolithic unison of all members in our TEAM and CREW into outright White Swans] to climb it [, conquer and prevail, as we ascertain that our White-Swan-ned Corporation is Global Player Number One, for Life!] …” [80] Brackets are of author. Back to the White Swan hardcore: I also took serious university classes on (a) engineering and (b) mechanical-engineering technology and (c) electronic-engineering technology (Canada, Venezuela). In my evening and dawn daydreams I seem to be a lucky alumnus and professor at Georg-August- Universität Göttingen and the Massachusetts Institute of Technology (MIT). Back to the White Swan hardcore: Technology is also, at many times, synonymous with the term “ ...task …,” as it is argued by a Stanford University Professor. This author's definition of Technology is: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

67. T h e W h i t e S w a n T r e a t i s e — 67 “... Technology is instituted in order to solve practical problems (both mild and complex ones, whether randomized, pseudo-randomized or not ) ─ especially in industry, commerce, economy, science, technology, society, and politics (including geopolitics) ─, the methodical practical application of the scientific method, mathematical principles, practical sciences and material used to achieve a commercial or industrial objective and beyond, as well as to achieve practical ends such as the design, manufacture, and operation of efficient and economical structures, machines, processes, and systems …. The profession of and or the work performed by any engineer ...” To this purpose and furthering the present work: “...From Nostradamus to Alvin Toffler, individuals and organizations have long been obsessed with trying to see the future. The goal is to somehow get advanced warning of ‘ ...what will be ...’...” [64] In order to do the prior, it is important to institute advanced scenario planning. Through it, the reader will get White Swans only. By Scenario Planning I mean a Methodology that is beyond that of Dr. Strangeloves (RAND Corporation' By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

68. T h e W h i t e S w a n T r e a t i s e — 68 and Hudson Institute's Herman Khan) and Royal Dutch Shell's Pierre Wack and Peter Schwartz. The actual practical effectiveness of scientifically- driven scenario planning can be considerably improved yet, as it done in Transformative and Integrative Risk Management (the exact opposite of insurance-based risk unmanagement). Furthermore: Objectives expressed in specific numbers (numerical data), to be accomplished through a detailed plan, can be called goals. And goals expressed in unambiguous narrative (narrative data), to be accomplished through a detailed plan, can be called objectives. Global corporations use both, integrally. Hence: Working with the second largest oil group in the world (Citgo's PDVSA, with 54,000 active employees and 210,000 eligible dependents. PDVSA is Citgo's parent company), that group wanted me to only institute beyond-insurance risk management as it is posited here. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

69. T h e W h i t e S w a n T r e a t i s e — 69 What later became Transformative and Integrative Risk Management (TAIRM). Question: Who was Risk Management's Practitioner #1? Once someone told me a spoken and loose account about the item above. Using my own words, I attempted to reconstruct the story here: “...Moses allegedly wrote some 3,500 years ago a seemingly parable as per an unknown source, [that] ‘ … Every new house must have a guard rail around the edge of the flat rooftop in order to prevent anyone from falling off and precluding inhabitants from bringing guilt and liability to both the householders and neighbors...'....” [226]. Brackets are of the author. Back to the White Swan hardcore: You see, when these organizational executives (from PDVSA, Citgo, other worldwide petroleum corporations, Toyota, Mitsubishi Motors, TNT Delivery Express and other global corporations) were to incur in a loss (potential disruption), it did not suffice to them to have the indemnity payment from the insurance and reinsurance pool. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

70. T h e W h i t e S w a n T r e a t i s e — 70 On February 01 1984 I officially started serious thinking about long-studied "...beyond-insurance risk management..." And since then all the way throughout this date. Conversely, insurance-based risk management is the old guard while beyond-insurance risk management is the vanguard. Some reasons for that will be offered here. For illustration purposes and just using one narrow self-explanatory instance, please check out how insurance and reinsurance habitually opine and operate, say, the following: “... [Insurance underwriters have the] '...preference for insuring against probable small losses...' — at the expense of the less probable but larger impact ones ...” [227]. Brackets are of the author. The entire account of the paragraph above is next: “...However, [Dr. Paul] Slovic [, PhD. at http://bit.ly/1l697f0] and his colleagues found [at the University of the president of Decision Research], in insurance patterns, neglect of these highly improbable events in people's insurance purchases. The call is the '...preference for insuring against probable small losses...' — at the expense of the less probable but By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

71. T h e W h i t e S w a n T r e a t i s e — 71 larger impact ones ...” Brackets are of the author. [227]. For illustrative purposes: Let me start by telling the reader that Optimal Risk Management (the exact opposite of insurance-based risk unmanagement), at all times, equates to Optimal Per-Se Management. Ergo and at the outset, allow me to offer a definition of Risk. “... Risk is the quantitative or qualitative expression of possible loss that considers both the probability that an event will occur and the consequences of that event … and/or the likeliness of injury, harm, damage, disruption or loss multiplied by its potential magnitude ...” A brief sample of what Risk entails it is now offered: 1.- Academicians' and Scholars' Trickery 2.- Bankruptcy 3.- Competition 4.- Currency Collapse 5.- Disease 6.- Earthquake 7.- Energy Shortage By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

72. T h e W h i t e S w a n T r e a t i s e — 72 8.- Existential Risks (and/or beyond Global Catastrophic Risks) 9.- Espionage (Industrial, Political and Geopolitical), including: cyberspionage. 10.- Explosion 11.- Fire 12.- Flood 13.- Fraud 14.- Geopolitical Conflict 15.- Hurricane 16.- Illegal Immigration 17.- Incompetence 18.- Malign mind-set(s) 19.- Managerial Malfeasance 20.- Mediocrity 21.- Nuclear War 22.- Oil-Drilling Spill 23.- Political Chicanery 24.- Political Reversal 25.- Robbery 26.- Scientific and Pseudo-Scientific Sophistry 27.- Severe Weather 28.- Terrorism (homegrown and foreign) 29.- Volcano and Super-volcano Eruption 30.- Leaders' and Managers' and Scientists' lack of candor 31.- Others. The brain is the biological hardware. The mind is the rotational and translational software. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

73. T h e W h i t e S w a n T r e a t i s e — 73 RISKS ARE ALSO: (A.-) Unnecessary yet onerous problems, and B.-) Sudden Disruptive Expensive Expenses. Back to the White Swan hardcore: Accordingly, I will give you, likewise, a definition of Risk Management. “...Transformative and Integrative Risk Management (TAIRM) comprises of all activities and initiatives required to seize the optimum degree of risk elimination, mitigation, modulation or control within the constraints of operational effectiveness, time, and cost, attained through the specific, systemic and systematic application of management, scientific, engineering and applied mathematical principles throughout all phases and facets of system operation ...” Let us address the word “ … system ...” (the entirety of the Whole). Whether the boundaries of a designated system (ample conception) are porous or not, blurred or not, defined or not, fluid or not, the beyond-insurance risk By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

74. T h e W h i t e S w a n T r e a t i s e — 74 manager must radically, structurally and continuously tackle said system optimally. TAIRM exhaustively copes, early on (beforehand), with intended and unintended consequences within and beyond determinism and indeterminacy. By “ … early on ...” it is meant: “ … Before the beginning of a course of events, chiefly those events least expected ...” TAIRM is only instituted with the express purpose of solving complex problems in all practicality. (That is: Feet-on-the-ground problem solving). Complication and complexity are never synonymous! Here is why: “ … Complication is a confused or intricate relationship of elements, parts and/or subsystems …. A condition, event, etc, that is confused …. A problem arising as a consequence of another problem …. Something that introduces, usually unexpectedly, a difficulty, problem, change, etc. …. A concurrent problem that aggravates the original problem …. It is a difficulty or confusion stemming from the concurrence and happening of diverse things ...” And then: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

75. T h e W h i t e S w a n T r e a t i s e — 75 “ … Complexity is the state or quality of being intricate …. Consists of interconnected or interwoven parts; composite …. Composed of two or more units …. Involved or intricate, as in structure …. A whole composed of interconnected or interwoven or interrelated parts …. It entails diverse elements ...” This is significant: Interrelationships and linkages that are both subtle and discrete and those that are soft (mild) and dramatic (wild). All of the preceding can, too, be both covert, overt and/or ignored. And now: For illustrative purposes, the Characteristics of the Systems Approach by Transformative and Integrative Risk Management (the exact opposite of insurance- based risk unmanagement) include: 1) Methodical, 2) Objective, 3) Quantitative or Measurable, 4) Analytical, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

76. T h e W h i t e S w a n T r e a t i s e — 76 5) Subsystem Interdependence, 6) Parallel Analysis of Elements (Orchestrated Analysis of Elements), 7) Inputs and Outputs in Clear Language and 8) Self-Containment / Closed Loop. Ergo, Important to note: Many experts and even scientists, scholars and futurologists speak about empirical, factual management with the sole perspective of unimplemented theoretical notions (that is: with too many unanswered questions and unlearned lessons never realized, seized, defined or explained by their own selves). Back to the White Swan hardcore: When dealing with an ample-conception of “...System...”, if you find there simplicity, it is because your thought process is flawed and incomplete. And, for instance: Complication and complexity are nonlinear (In S- Curves) blessings when you have endowed your mind By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

77. T h e W h i t e S w a n T r e a t i s e — 77 with preparedness in order to deal with and through them. Back to the White Swan hardcore: BUT THE MATTER IS, HAVE THEY REALLY EXERCISED THE ACTUAL RESPONSIBILITY OF DIRECTLY MANAGING A LARGE, GLOBAL ENTERPRISE (ORGANIZATION) SUCCESSFULLY? WHAT EXACTLY IS THE APPLIED EXPERIENCE IN THE FIELD THAT THEY POSSES? QUESTION: What PRECISELY have said scientists, scholars and futurologists directly manage in the practical theater of operations? Allegedly: “... Theater of Operation is hereby included to mean the four-dimensional coordinate system and beyond it, in which organization's physical (tangible) and non- physical (intangible) events are located ...” How, in the World or the Omniverse (The totality of Alternate universes), can they speak with veritable fundamentals about practical management solutions? The Omniverse's braingrandchild is Computronium (Computronium is a material hypothesized by Norman By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

78. T h e W h i t e S w a n T r e a t i s e — 78 Margolus and Tommaso Toffoli of the Massachusetts Institute of Technology to be used as "programmable matter," a substrate for computer modeling of virtually any real object. ). And the The Omniverse's brainchild is the Multiverse (The multiverse (or meta- universe) is the hypothetical set of infinite or finite possible universes (including the historical universe we consistently experience) that together comprise everything that exists and can exist: the entirety of space, time, matter, and energy as well as the physical laws and constants that describe them. The various universes within the multiverse are sometimes called parallel universes.). Back to the White Swan hardcore: What are the accurate unfalsifiable particulars of their proven-track record audited by prominent external and independent non-theoretical scientific incumbents? Really? QUESTION: In all truth, What are, point-blankly, their actual applied methodologies and their scientifically- audited paradigms? Let's see an example of a large misconception. A West-Coast “...Global Futurist ...” (so called) states that organizations and people must have "...the By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

79. T h e W h i t e S w a n T r e a t i s e — 79 capacity to adapt and learn now how to prepare for risks..." According to him, How exactly does one institute his futuristic "...risk management..."? Then, he suggests that by a) Risk Monitoring, b) Risk Analysis, c) Risk Sensing and d) Risk Management as they are a function of Strategic Risk Forecasting. Indeed! What is the alleged walk-through to this futurist's flawed opinion? This flawed “ … Mexican enchilada ...” by the above West-Coast Futurist is not a methodology and doesn't even embody a form of primitive risk management at all. Why it is a messy enchilada? As he frequently mentions and randomly and loosely elaborates pertaining to the terms “...risk...” and “ ...risk management ...” in overly-abundant ways, he outright fails to clearly define the following: a) Risk Monitoring (What is his definition of Risk Monitoring), b) Risk Analysis (What is his definition of Risk Analysis), c) Risk Sensing, (What is his definition of Risk Sensing), and By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

80. T h e W h i t e S w a n T r e a t i s e — 80 d) Risk Management (What is his definition of Risk Management). His presentation is available at http://lnkd.in/bV_Rp4s There are many futurists (rather, futurologists) and other scientists addressing the “...risk management...” unrealized talk without having a direct, practical experience in administering risks through beyond- insurance risk management and TAIRM. What precisely is the most accurate proven track record they posses? People like him are called, by Sir Martin Rees PhD., “ ... techno-forecasters ...” and he argues verbatim: “ ...Techno-forecasters, their attitudes molded by the social and political environment of the West Coast of the United States, where so many such people are congregated, tend to envisage that changes proceed untrammeled, in a social system supportive of innovations and that consumerist motivations dominate other ideologies. These presumptions may be as unwarranted as it would have been to downplay the role of religion in international affairs, or to predict that sub-Saharan Africa would have advanced steadily since the 1970s rather than regressing further into destitution. Unpredictable social and political developments add extra dimensions of uncertainty. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

81. T h e W h i t e S w a n T r e a t i s e — 81 Indeed, a main theme of this book is that technical advances will in themselves render society more vulnerable to disruption. But even if disruption were no worse than it is today, these forecasts do little more than set the 'envelope' of what might be possible: the gap between what is technically possible and what will actually happen is going to widen. Some innovations just don't attract enough economic or social demand ...” Back to the White Swan hardcore: In my professional case, it is in place the management of the 75% of the risks by the assets and employees (and the eligible dependents of said employees) of huge industrial groups such as PDVSA (Citgo's parent corporation), Toyota, Mitsubishi Motors and many other global institutions discussed thereafter. A little fun yet actual story: Andres goes to the Massachusetts Board Room with the 90-Million-Dollar Chairman and CEO, a delightful actual story (1995). Andres' executive presentation was destined to Mr. Stephen J. Lockwood, Founder, Chairman and CEO of LDG Management, later acquired by HCC Benefits at http://www.hcc.com/ By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

82. T h e W h i t e S w a n T r e a t i s e — 82 Andres came in as the CEO and Chairman of CORS. The meeting was scheduled thanks to the assistance and attendance of Mr. Christopher Robinson (A Loyd’s of London Insurance Broker) and Mr. Manuel Samaniego (An Independent Reinsurance Broker). I had the executive presentation well prepared and backed up in several formats. One day before boarding my plane to meeting Steve, my two PCs began giving me a hard time. Therefore, I bought the first new PC I could find with an unknown brand name. I transferred the executive presentation to the new PC and was very worried as I want it to further streamline some slides and make those more appealing and factual. The night before I had a nice little dinner with Chris and Manolo. We had Massachusetts clam soups. Both of them asked me if I was ready. I told them about my computer glitch and said that I need the whole night and dawn to get those slides ready to go for the board-room meeting. They were a tiny bit concerned but after my reassurance, they were at ease. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

83. T h e W h i t e S w a n T r e a t i s e — 83 Next morning, the three of us had a nice breakfast and they could not believe that everything was ready to go. We left the hotel and headed for the head office of the company. We noticed a beautiful building of bluish crystals all over. As I coincidence, I noticed that in front of HCC Benefits' LDG Management there was the office of Liberty Mutual headquarter office. So we went straight to Steve's magnificent office suite. He had several outstanding diplomas behind his nice desktop. Then he took us directly to the Conference Room. As Steve was seated to the forefront to my right, Chris was at the far-out seating to my right and at the mid “far-out” was Manolo seating to my left. I was standing and ready to make the presentation. I started my presentation to Steve. Several years before, I have studied standards, metrics and approaches used by Health-care TPAs (Third-Party Administration), HMO (Health-Maintenance Organization), PPOs (Professional-Provider Organizations by clinics and hospitals) and a great variety of other U.S. standard acronyms that were frequent parlance for Steve and Andres. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

84. T h e W h i t e S w a n T r e a t i s e — 84 So, I began making the presentation to Steve, and hence Steve and I hit it off. Steve became so enthusiastic that he did not wait for the Q&A session and started to offer inputs frequently. So the presentation became a relentless conversation. All of the sudden, I heard a voice. Manolo: “...Oh, I don't know why I am here for … I don't think you guys need me here at all ...” Then, Steve and I continued with our great dialogue as we were having fun. Then, again, I heard a voice. Chris: “... Oh, Andres, I don't understand what you are saying … It does not make any sense to me ...” Steve: “...I know exactly what he is talking about and cannot believe how well he understands our business...” The dialogue continued for a long time until Steve invited us to a super nice business luncheon with his top executives. His right hand was a most-gorgeous female executive. At luncheon, we had a little exchange: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

85. T h e W h i t e S w a n T r e a t i s e — 85 Steve: “...Andres, what do you need us for? ...” Andres: “...Given the scale of what I am entertaining with major global players, I need additional institutional backing...” Steve: “...Okay, I will go with some of my executives to meet you and some of your clients...” By the end of the luncheon, Manolo and Chris said goodbye to Steve and me. AND: Andres: “...Steve, I am not going anywhere as I took a long flight here. I am planning to spend a week with you in order to better solve your queries before you go and meet my clients ...” Steve: “...Andres, you are most welcome but I won't be available to you at all times … I will tell Nancy (his secretary) to setup a conference room with a secretary and phone lines for you ...” Andres: “...Perfect [….] I need to send you some additional printed slides for your additional consideration through Nancy and we can regroup whenever it is possible ...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

86. T h e W h i t e S w a n T r e a t i s e — 86 Fast-forwarding the events, it came the last day, a Friday, and we had a very nice meeting. Steve told me that the limo was ready to take me to the airport. He told me also that he found the additional slides interesting and gave me some formats for me to fill out at a later day. He said that he will go and meet me with four (4) of his executives to talk to my clients. To make a long story brief, Steve requested me, with great emphasis, that he wanted to meet with my three largest corporate clients only. I said yes. Three huge clients was a meager number for me so I exposed him to sixteen (16) corporate clients and he was extremely happy and impressed. Some months after his company was bought out and he got a cash check for US$ 90 million and retired, as we are, to this date, good friends. Just a thought: Steve, LDG Management Inc. President, wrote this letter to CORS Risk Management Services: VERBATIM QUOTATION: “...May 25, 1995 Mr. Andres Agostini By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

87. T h e W h i t e S w a n T r e a t i s e — 87 Chairman and CEO CORS “ … Dear Mr. Agostini: …. I want to thank you for your time and effort in our productive working sessions during the present month of May …. From the meetings, presentations and discussion, we realize the high level of professionalism and knowledge that CORS has on different modes of Medical Benefit Plans/Systems for major Corporations based in Venezuela …. We firmly intend to keep studying the possibility of working with your company. Therefore, we will be in communication with you and expect to visit you in Caracas to meet with some of your potential clients …. Please suggest to me an agenda for that official visit. I look forward to seeing you soon ...” Back to the White Swan hardcore: How can one gauge the indefinite limits of such global petroleum, automotive and logistics corporations? By a brief example: These global corporations have their own private universities and R&D&I labs and other facilities. A fantastic example of R&D&I labs are comprised by Xerox PARC. According to Wikipedia, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

88. T h e W h i t e S w a n T r e a t i s e — 88 “ … Xerox PARC, is a research and development company in Palo Alto, California [….] Founded in 1970 as a division of Xerox Corporation [….] Xerox formed Palo Alto Research Center Incorporated as a wholly owned subsidiary in 2002 ...” Back to the White Swan hardcore: The preceding lab have wondrous in-all-practicality frame of references in which to enforce uncanny operation-reality-checked challenges, problems, developments, standards, techniques, technical breakthroughs, scientific discoveries, novel innovation developments, speed, benefits, opportunities, productivity, efficiencies and progress. By way of example and as many others, GE has its own famous Crotonville corporate educational facility, buoyantly mentioned by Jack Welch and Jeffrey Immelt. Crotonville's Provost is the CEO of this fully- integrated subsidiary company to GE. Speaking of education: The second-best teachers and professors are the strict and disciplinarian ones. The best teachers and professors are the ones that frustrate your learning process, by default asking you to grasp your own perpetual education for Life. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

89. T h e W h i t e S w a n T r e a t i s e — 89 Jim Rhon observed that if you get a college degree you can make a decent living, but if you can be a rigorous autodidact (into self theoretical and practical learning), you can get wealthy. If you want to get amazingly enlightened on education by the American Father of Outer-Space Conquest and Europe's Ultimate Emperor, please go to http://lifeboat.com/blog/2014/04/white-swan-edu Back to the White Swan hardcore: Citgo's PDVSA, believe or it not, had a living miniaturized microcosmic Earth, as of July of 1996. I had the official visit of some leading U.S. executives considering entering a joint venture with my company (CORS) regarding this petroleum group when we got the invitation to see this tiny planet, used by PDVSA to measure actual ecological impacts by fossil-driven energy consumption. These privately-held labs and educational organizations compete and sometime supersedes those amazing institutions by the prestigious Ivy- League universities. First, there is the amazing plain-vanilla education you get at the Ivy-League universities. Then there is the new-frontier-breaking executive and most-expensive By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

90. T h e W h i t e S w a n T r e a t i s e — 90 technical, still practical education you get at your own corporation's privately-held in-company R&D&I-ed university. Your company’s own university has marvelous labs and beautiful reality-checked theaters of operations. To get enrolled to your company’s own university, first you have to be employed by it and show a great deal of already-seized experience. The world’s SECOND strongest tech-leaning universities are those of the Ivy-League universities. The world’s FIRST strongest tech-leaning universities are those of your own corporation's privately-held in- company R&D&I-ed university. Coming back to the main point: This long professional and practical experience extends in the fields of turnkey applied: Management, corporate planning and risk management consultation, strategy and associated services with major organizations and corporations extends to more than thirty years. I have instituted all-encompassing beyond-insurance risk management (TAIRM) to more than a dozen of global institutions of unparallelled world-class reputation, hereunder. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

91. T h e W h i t e S w a n T r e a t i s e — 91 Many of these institutions, including the World Bank, have issued letters of reference and testimonial of the services provided. Whenever I speak hereby about how I practice “...risk management...”, I will only be referring to scientifically-driven beyond-insurance risk management and never ever be referring to financially-driven risk management. In all and all, insurance is an expensive quick fix while Transformative and Integrative Risk Management and beyond-insurance risk management, in general, are a cost-effective cardinal solution. TAIRM implements turnkey, essential beyond- insurance risk management solutions. The word “...system...” is here used in its ample meaning and does not hereby refer to computer systems. The definition of system — that I have researched, meditated and pondered about — is this: “...System comprises the whole compounded of several parts, members elements, components and subsystems, a group of interacting, interrelated, or interdependent elements forming a complex whole, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

92. T h e W h i t e S w a n T r e a t i s e — 92 an organized set of interrelated ideas or principles, a naturally occurring group of objects or phenomena, a condition of harmonious and orderly interaction, and an organized and coordinated method; a procedure. System is a set of interacting or interdependent components forming an integrated whole or a set of elements (often called 'components') and dynamic relationships which are different from relationships of the set or its elements to other elements or sets. Systems unite and put together elements, components and subsystems toward the entire whole..." And: The definition of omniscience that I have researched, meditated and pondered about is this: “... Applied non-theological omniscience consists of having total knowledge; knowing everything, having infinite knowledge, the current state of knowledge, the ability to know anything that one chooses to know and can be known and actually knowing everything that can be known. Synonyms to omniscience include panshopy, polyhistory and all-knowingness ...” THE PRECEDING ENTAILS THE OMNISCIENTIZATION OF EVERYTHING, TANGIBLE AND INTANGIBLE, IN ORDER TO LUCRATIVELY EXPLOIT EVERY DOWNSIDE RISK, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

93. T h e W h i t e S w a n T r e a t i s e — 93 DOWNSIDE FUTURE, UPSIDE RISK AND UPSIDE FUTURE. Arbitrary demarcations of knowledge by scientists and pseudoscientists are a DIRECT function of overspecialization and superspecialization. Subsequently, overspecialization and superspecialization by scientists and pseudoscientists ARE NEVER a function of applied non-theological omniscience application. Mind-Mapping (ISBN: 978-0452273221) British Author, Mr. Tony Buzan, who has extensively worked with corporations such as prominent Boeing, argues that knowledge is more like a Broth or Soup, WITHOUT the application of artificially-arbitrary constraints and boundaries by folly faulty hominids. In said Broth or Soup, there are not artificially- imposed limits, say, between Math and History, between Geography and Biology, between Hard Science and Soft Science, between Hard Tech and Low Tech, between Exactness-Driven Sciences and Social Sciences, between Theological Studies, as well as Hermeneutics, and Applied Quantum Mechanics, between Recondite and Hermetic yet Secretive Learning and Learning Acquired by Trial and Error...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

94. T h e W h i t e S w a n T r e a t i s e — 94 By way of example: IN MOST SERIOUS GLOBAL CORPORATIONS, RANKING IN WORLD'S PLACE #1 OR #2, THERE ARE SOME TERMS THAT STANDARD GUIDELINES OUTRIGHT REJECT AND PENALIZE: Some, not all, of the terms that are “... unlawful ...” within these corporations above in any written or verbal format, include: (A.-) Et cetera. (B.-) Etc. (C.-) So forth. (D.-) So on. (E.-) Et al. (F.-) Approximate, Approximately. (G.-) Circa. WHAT IS CORPORATELY NEVER PERMITTED (Corporate Prohibition Number 1): So, aforementioned corporate employees CANNOT say: “ … Monday, Tuesday, Wednesday, etc. ...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

95. T h e W h i t e S w a n T r e a t i s e — 95 WHAT IS CORPORATELY PERMITTED (Corporate Allowance Number 1): “...Monday, Tuesday, Wednesday and Thursday ...” WHAT IS CORPORATELY NEVER PERMITTED (Corporate Prohibition Number 2): “... Elements, Components, Subsystems, so on ...” WHAT IS CORPORATELY PERMITTED (Corporate Allowance Number 1): “... Elements, Components, Subsystems and Systems ...” You see, terms like “Et cetera.”, “Etc.”, “So forth.”, “So on” and “Et al.” beget immense and extremely onerous, yet most unnecessary, ambiguity, ambivalence, inaccuracy, complication and complexity. Put simply, the greatly LACK precision and accuracy. And lack of precision and accuracy begets huge expenses, disruptions and hazards. By using those terms you can create the black swans of the folly and make a great office industrial installation blow up and kill many innocent lives, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

96. T h e W h i t e S w a n T r e a t i s e — 96 including that of those who have nothing to do with the corporation's core business, disrupting important company’s assets. Back to the White Swan hardcore: Using a differentiated language but focusing on the same connotation as the signatory below, Buzan strongly asserts that the usage of the greatest extent possible of available or even unavailable knowledge to solve problems and to make choices is most necessary and desirable, regardless of their tiny minuteness or the gargantuan cosmological scale. TO BETTER UNDERSTAND THE POINT BY BUZAN AND THE AUTHOR, LET US CREATE A DIALOGUE SIMULACRUM BY BART SIMPSON AND HOMER SIMPSON. Bart: Dad, why do you say that knowledge is a soup? Homer: Son, because since time immemorial and before the advent of the Industrial Revolution, every type of knowledge was somewhat related to the other type. Tony does some nice chatting about it. Bart: Dad, what is the Industrial Revolution? But in the process, don't dictate me an academic lecture and scholarship, please! By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

97. T h e W h i t e S w a n T r e a t i s e — 97 Homer: Son, the Industrial Revolution is Day #1 when humans decided to throw in the towel and to make inanimate apparatus to rule the entire human race, thus ruling out hominids. Bart: Is that Day #1 for Home Personal Computers making? Homer: For PC making and the ensuing bots! Bart: What do you mean by bots? Homer: Those anthropomorphic and non- anthropomorphic apparatus that stem from Swiss- clockwork manufacturing and some other naughty gadgets by Leo. Bart: What do you mean by naughty gadgets by Leonardo? Is that the same Leo of the Priory of Sion? Homer: Yes. Leo's automaton one, that, I guess, some architect or technologist have resembled and proved utility in that and so the tic-tact-toe thing went into inexhaustible infinity until its own destruction by tear and wear. Bart: And what is the problem with building a tic-tact- toe thing, rumbling around? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

98. T h e W h i t e S w a n T r e a t i s e — 98 Homer: My son, you are so naive. There is no problem with the tic-tact-toe thing rumbling around. The problem is that Siren Servers are planning to bestow such rumbling-around tic-tact-toe things with beyond-human-thinking capabilities. In the process, some rara avis and pigeons might become endangered species. Bart: Dad, you must be jockeying! Are you, Dad, suggesting that real-world and present-day humans are entertaining the idea of enabling the worst nightmares predicted by Proto-Luddites? Homer: Well, Bart, the problem with you is that you haven't read the Singularity is Near. There is no problem because in that book it is cherished that by a bird's and a bee's type of transubstantiation thing humans and apparatus will become one single entity. And thus mortality will become an unfashionable thing of the past. Bart: Dad, but some spooky reasons beyond my understanding Jaron says, like Gerald Celente, that we need to become Siren-Servers advert and be careful that home PCs don't stand-up and start flying and self-replicating and giving birth to upgraded tic- tac-toe devices. Homer: Jaron, who? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

99. T h e W h i t e S w a n T r e a t i s e — 99 Bart: That is: Jaron Lanier. He dearly harbors the serious notion of the Siren Servers (ISBN: 978- 1451654974). Homer: Bart, I don't know that gentleman? What is that silly subtle point you are trying to make with me? To the point, please! Bart: The problem is that Jaron argues that the man with the outlandish public laughter, a bit out of public proportion and without grace and appalling gusto, is set out, through his Siren Servers' web-based store, to use rumbling-around tic-tact-toe and beyond- human-thinking capabilities things to do acrobatic- midair hovering, superseding watermelon-sized hovercrafts. Homer: Son, if that is so anguishly true, I must declare you a shrewd, mordant brainchild. Why Caustic Monsieur Highest-Volume Laughter (ASIN: B007GPYLH0) would want those insane entities to do midair hovering? Bart: Daddy, so that he can get his non-clouded- based products and cash-capturing to arrive on the customer's hands, delivering quamtumly-encrypted materials, without the snailed-paced best offices of and by FEDEX or UPS. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

100. T h e W h i t e S w a n T r e a t i s e — 100 Homer: But Bart, when the gentleman in question met with Charlie, did he hint something about you in- point stuff? Bart: Charlie, Charlie who? Homer: Charlie Rose, the Bloomberg TV's journalist and nighttime interviewer, remember? Bart: Yes, I do. But the Lanier guy says that the tic- tact-toe thing, beyond being smarter than a human device and hovering in the midair spatial plane, it is also going to be wirelessly connected in the temporal locus with the World-Wide Web and it is also going to be able to sequester wireless electricity, too. Homer: Oh my God, son! Are you sure that you are NOT into the Scottish Rite? Bart: Are you hinting me to be associated with the foundational architects of Washington D.C.? Homer: Bart, are you suggesting that Mr. Laughter might as well be using Recondite and Hermetic Knowledge to make the tic-tac-toe a superrich- fortune-generating after-tax wealth, to out-compete Gates III and Buffett I? Bart: You are close, Dad, but not close enough! Sure thing, Mr. Laughter will secure Recondite and By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

101. T h e W h i t e S w a n T r e a t i s e — 101 Hermetic Knowledge. But in order to be even more technical and prepared, he is additionally going to use Andy's practical idea on non-theological applied omniscience. Got it? He will, then, get his White Swan as his Swiss and Jersey Bankers will confirm his in- pocketed CASH. Thence, he will rule many Siren Servers! Homer: What is the White Swan's non-theological applied omniscience? Bart: An invention by DARPA and NASA, greatly propelled by Dr. Robert Hutchings Goddard and Dr. Wernher von Braun. And before you ask, NASA is a spinoff by DARPA and DoD. And DARPA is where America's most sophisticated ground-breaking hotbed-ed scientists reside, research and provide. Homer: What is a White Swan? Bart: The beforehand destruction of corporation's MOST exponential risks and downside futures, transformed into insane richness and gold. Homer: Do you think that these watermelon-sized wireless ubiquitous hovercrafts (quadracopters) will get into reproducing their non-biological specie? Bart: Well, Joel and Orson argue that they will make self-replicating and self-upgrading watermelon-sized By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

102. T h e W h i t e S w a n T r e a t i s e — 102 wireless hovercrafts. They say that the air traffic will be so jammed by the un-biological thinking and mating (reproducing) creatures that jet number 1 won't be able to take off. Homer: What Joel and Orson are those? Bart: The one of the Radical Evolution (ISBN: 978- 0767915038). Dad, where do you think these trends will take us to? Orson is a hell-of-American intellectual and movie director and maker that shocked TV viewers with the invasion of and by alien intelligences from the Omniverse's Recondite and Hermetic: Dark Energy and Dark Matter. To this end, Olson explains his case below. Homer: I first must correct you. I agree with Andy. He does not like the oversimplified “trend” and “countertrend” words. He says that trend is like a head-shot of a frozen dynamic projected trajectory, only bestowed by the Dynamic Driving Forces. If the Disruptional Singularity warrants it only, the Dynamic Driving Forces will, then, take us into Ray's Technological Singularity. Bart: I am confused! What are those singularities about? Homer: The techie one is about birthing non-biological and transbiological humans that supersede the By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

103. T h e W h i t e S w a n T r e a t i s e — 103 computational reckoning by today's human brain. And making natural expiration an outright thing of the past. The Disruptional one is about human error, terror and flawness making waves in civilian and military spheres, including the imposition of the Cold War II by the express impious deeds of the Euro- Asian superpower as per the invite, not of the U.S., of the naive E.U. so-called “leaders.” Bart: Can the self-replicating and self-upgrading watermelon-sized wireless hovercrafts carry improvised “x” devices? Homer: I doubt it, Mr. Laughter has every White Swan detailed-ly calculated. And White Swans hates every form of disruptions and are rara avis that destroy threats and risks. Bart: What can a White Swan do for the most prominent Seattle inhabitant? Homer: Make his core-business EVEN infinitely richer while securing a better laughter outpouring to the East Coast of the Atlantic. Bart: Dad, how can we get on the boat on making wealth like him? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

104. T h e W h i t e S w a n T r e a t i s e — 104 Homer: Through two quick ways. First, by doing smart entrepreneuring. Second, by doing the “...First...” through the White Swan. Bart: Why is it necessary the White Swan? Homer: First, in order not to get silly black swans. Second, in order to make your coped-with black swans into beautiful and lucrative White Swans through Transformative and Integrative Risk Management interdisciplinary problem-solving methodology. (That is: Feet-on-the-ground problem solving). Bart: And What is Transformative and Integrative Risk Management interdisciplinary problem-solving methodology? Homer: Andy's interdisciplinary approach to Seize Success, Preclude the Disruptional Singularity and enable Ray's Technological Singularity. Bart: How do you define success? Homer: To this end, Andy says that Success is achieved in two simultaneous ways. FIRST, By securing all of your designated objectives and goals, despite competitors and governments. SECOND, By securing that, as you over-accomplish your By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

105. T h e W h i t e S w a n T r e a t i s e — 105 designated objectives and goals, you give your competitors tons of Sputnik Moments. Bart: Oh, I see. Buy what is that Rusky notion that I don't get? Homer: Sputnik moments are when you are superseded by your competitors as they throw at you technological innovations to disrupt your business from competing. And if you are getting Sputnik moments is because you are doing, without consciousness, black swans only and are not responsive to the White Swan idea. Bart: Dad, that sounds a bit complicated. Homer: Bart, for some things you are smart. And for others you are a fool. Competition between business enterprises are harsh actions by Frederick The Great and Emperor Napoleon I. Bart: Dad, why are you teaching me history? I hate that knowledge field. Homer: Bart, if you don't learn history, you are set out to fail at entrepreneuring! You can have all the high tech you want but if you don't know how to do your strategy right and do right with your risks and futures, you are destined to be bankrupted. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

106. T h e W h i t e S w a n T r e a t i s e — 106 Bart: Dad, are all entrepreneurs and corporation CEOs and chairpersons so anti-shrewd? Homer: 97% of them are! Those guys and gals think that by having tons of servers and web-based mobile applications they will outsmart the competition and governments. Hence, they are immeasurably wrong! Bart: Dad, so one needs to go further than having laptops, servers, kindles, e-readers, i-pads, i-phones and so forth? Are those the employment of what Andy and other call tangibles. Homer: Yes, son. You gotta do your intangibles. Even tangibles are made up of intangibles. The world is ruled by intangibles. Stated simply, intangibles are Intellectual Capital. You see, not only corporations have Intellectual Capital but also sole proprietors as Andy and Ray. White Swan and Transformative and Integrative Risk Management are Intellectual Capitals, solely owned by Andy. Bart: Is software contemplated within your Intellectual Capital definition? Homer: Yes, software is an intangible and an Intellectual Capital. And, for the sake of clarity, you can even have a systematized interdisciplinary methodology in place that does not need computerization or web-basing. You see, Bart, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

107. T h e W h i t e S w a n T r e a t i s e — 107 everything under Computronium's Sun (its own Star) is always, whether we know it or not, reckoning zillion calculations. Bart: Is the biological mind a good example of a systematized hardware whose locus does not belong to W3? Homer: Yes, it is. And you can also add that the bio- PC is systematic and yet, in many cases, not systemic. Bart: And beyond patents and other copyrighted materials, What else is Intellectual Capital? Homer: Two-fold question. FIRST, there is the knowledge base of the Corporation. SECOND, there is the knowledge base of each Corporation employee beyond any property and/or effort by said Corporation. Bart: Who owns Tony Buzan's Broth and Soup? Homer: Well, Tony's soup has a primordial genesis in people and civilizations from: Classic Ancient Greeks, Classic Ancient Romans and Latins, Classic Ancient Aryans and Germanics, Classic Ancient Scandinavians and, for instance, Classic Ancient Egyptians and Classic Ancient Phoenicians. And the idea by all of them is that the totality of knowledge By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

108. T h e W h i t e S w a n T r e a t i s e — 108 does not have clearly-human-made knowledge (system) demarcations (boundaries). And superspecialization and overspecialization are NEVER recommended by these Classic Ancient civilizations. Bart: And because of that by you is that Andy suggests to swiftly and thoroughly embrace the non- theological omniscience notion, just as DARPA, NASA and Shell do since the early 1950s. Homer: Bart, you are becoming most mordant and probably into the Illuminatis? Are you? Back to the White Swan hardcore: Speaking of applied omniscience and by way of example: Deng Xiaoping's quote: “ … It doesn't matter whether the cat is black or white, as long as it catches mice ...” Paraphrasing the thought above, the reader gets: “ … It doesn't matter whether the cat [problem-solving methodology] is black [insurance-based risk management] or white [beyond-insurance risk management], as long as it catches [terminates or, at least, optimally modulates] mice [hazards and any By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

109. T h e W h i t e S w a n T r e a t i s e — 109 operational downside futures]...” Brackets are of the author. Let us consider: «Universal Knowledge» vis-à-vis Omniscience: “... In support of the liberal notion that the knowledges that constitute the university have no ‘use’ fail to ask what [John Henry] Newman mean by ‘universal knowledge.’ By ‘universal’ Newman did not mean that the knowledges that constitute liberal learning cannot be justified by their utility, but rather that all knowledge was interconnected because the ‘universe in its length and breadth is so intimately knit together.’ To be educated is not to be well read or to know a great deal about this or that subject. Rather, it is the only true enlargement of mind which is the power of viewing many things at once as one whole, of referring them severally to their true place in the universal system, or understanding their respective values, and determining their mutual dependence...” [95] Brackets are of the author. And the preceding paragraph continues: “... Thus is that form of Universal Knowledges sets up in the individual intellect, and constitutes its perfection. Possessed of this real illumination, the mind never views any part of the extended subject- matter of Knowledge without recollecting that it is but By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

110. T h e W h i t e S w a n T r e a t i s e — 110 a part, or without the associations which spring from this recollection. It makes everything in some sort lead to everything else; it would communicate the image of the whole to every separate portion, till that whole becomes in imagination like a spirit, everywhere pervading and penetrating its component parts, and giving them one definite meaning [….] Philosophy, not theology, Newman believes to be the discipline that is distinct from all the sciences, that is, ‘in some sense’ philosophy is ‘ … a science of sciences … ’ ...” [95]. In this context, the term “...knowledge...” includes: 1.- Unknowldege. 2.- Non-unknowldege knowledge. 3.- Foreknowledge. 4.- Prescience. 5.- Omniscience. What can applied knowledge do for speed, efficiency, productivity, progress and modernity? Speaking of non-theological omniscience, Edward Teller argues, “...The science of today is the technology of tomorrow ...” [83] Applied non-theological omniscience is lavishly applied by DARPA (Defense Advanced Research Projects Agency), NASA (National Aeronautics and By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

111. T h e W h i t e S w a n T r e a t i s e — 111 Space Administration) and a myriad of world-class private contractors by both of these agencies, among many other institutions. Applied non-theological omniscience has been under application in many industries since the early 1950s. To illustrate the focus of the latter-day work, “...Management of Risk and Insurance...” does not ever equate to beyond-insurance risk management (the exact opposite of insurance-based risk unmanagement). It is now important to assert that “...COSO Risk Management...” and “...Enterprise Risk Management...” are never beyond-insurance risk management. “...Management of Captive Insurance Companies...” does not ever equate to beyond-insurance risk management. “...' … Risk Management ...' (so-called) by Insurance and Reinsurance Brokers...” does not ever equate to beyond-insurance risk management. Under the snail-paced of financial focus, institutional and corporate firms "...transfer risks..." (so called) to insurance and reinsurance companies (suboptimal or ineffectual choice). By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

112. T h e W h i t e S w a n T r e a t i s e — 112 Under the TAIRM focus, institutional and corporate firms manage risks optimally through the systems interdisciplinary approach with the applied omniscience perspective (optimal decision). Coming to the core of the subject matter, thus receiving indemnity payments was observed as insidious mediocrity by this petroleum group above. Let us not complicate things that are already complicated. The people who lie the most, are not psychopaths, but folks into outright and comfortable mediocrity (there are some with tertiary and tetratary completed education). The preceding folks have envisaged, as per the narrowed and convenient under-minds, a Cosmosvision in which no one should do the extra- mile effort. And when someone else, willing to go for the extra- league effort, they argue, “... pal, sure thing, you are a smart cookie that does NOT warrant my relieving sleep as I am in awe and bewilderment by your mouth and keyboard … I hugely hate you because you have proven my Belief System wrong ...” Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

113. T h e W h i t e S w a n T r e a t i s e — 113 These global corporations, for illustration purposes and when applying advanced scenario-planning methodology, don't only contemplate — say — the tree-scenario output but the totality of meaningful scenarios that can disrupt their operations gravely or grow their success significantly. Sometimes they are, as well, called “...hazard scenarios ...” Even mild discrete deviations or not are thoroughly studied in granularity of detail too, documented and continuously considered. To the greatest degree possible by the respective prepared minds, they leave — within their materiel possibilities — little spatial and temporal dimensions for fortuitousness and randomness and pseudoramdoness. After all, one must realize that they are not a primarily financial system “player,” but an institutional incumbent mostly exercising organic ownership and profit of fixed and liquid assets. Profit and lucre (monetary reward or gain; money.) are beyond indispensable. Without lucre, NGOs will never be able to make charitable donations, governments would not be able to pay for unemployment insurance benefits. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

114. T h e W h i t e S w a n T r e a t i s e — 114 Within my professional experience, I have found that lucre-centric billionaires have a huge humanitarian heart, enabling possibilities for the socially excluded (disfranchised ones), not within the realm of duty of them, but within the realm of duty of government incumbents. Back to the White Swan hardcore: Clearly, the financial aspects and those of their liquid assets were also important to them. AS A WAY OF ILLUSTRATION: If and when major currencies go South, don't expect, by way of example, to get any indemnity payment from insurance and reinsurance companies, regardless the millionaire or billionaire cover you purchased. And as strong financial players, don't expect insurance and reinsurance companies to be alive. But, for example, when you need oil or gas or petrochemicals, you will need to pay for these ardent commodities, unless you want to get frozen. And petroleum, gas and petrochemical companies will not go South because of the hugely manipulated crash of the global currencies and the so-called Financial System. Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

115. T h e W h i t e S w a n T r e a t i s e — 115 The high-raking executives and applied scientists of most of these global institutions know that insurance and reinsurance companies have rampant speculative financial practices and ambitions as if they were investment banks, just to cite one example. And, as a consequence, many of them displace (divert) the legally-stipulated “...premium reserves...” (financial provisions originally established to indemnify the covered losses to insureds and reinsureds) and in order to seize additional and unlawful gains out of said reserves. All of the preceding without these parties actually getting in proactive and agile engagement of countermeasuring threats (including intractable threats). These insurance and reinsurance companies do the prior by financially re-engineering the allocated portions of the premiums designated to pay for covered losses. As many (not all) insurance and reinsurance companies doctor and manipulate the sacred premium reserves, they make extraordinary and illegitimate earnings while losing great solvency and their ultimate ability to indemnify duly covered losses. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

116. T h e W h i t e S w a n T r e a t i s e — 116 Most insurance and reinsurance companies view themselves as enjoying first-order blood-related “...family relationships...” with banks, stock market firms and many other private “ … players ...” within the ever-speculative financial system. For instance: HOW DO MOST INSURANCE AND REINSURANCE COMPANIES ENHANCE THEIR MINDS? Like Bernie Madoff, most (not all) insurance and reinsurance companies enjoy reading the following Amazon books: (1.-) The Quants: How a New Breed of Math Whizzes Conquered Wall Street and Nearly Destroyed It (ISBN: 978-0307453389). (2.-) Dark Pools: The Rise of the Machine Traders and the Rigging of the U.S. Stock Market (ISBN: 978- 0307887184) (3.-) Flash Boys: A Wall Street Revolt (ISBN: 978- 0393244663). (4.-) The Big Short: Inside the Doomsday Machine (ISBN: 978-0393338829). By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

117. T h e W h i t e S w a n T r e a t i s e — 117 (5.-) The Art of Deception: Controlling the Human Element of Security (ISBN: 978-0764542800). (6.-) Social Engineering: The Art of Human Hacking (ISBN: 978-0470639535). Back to the White Swan hardcore: And when the global economy and financial system are even further brought down, What and where are the indemnity payments that the insured parties are going to come from the insurers? Most probably in some fat pockets hidden in relished fiscal paradises. For serious industrial corporations, mired by intensive intellectual and fixed asset capitals, such global malfeasance aforementioned is a like an abject financial-engineering “...glitch ...”. Global corporations do not desire their corporate insurance policies to be subjected to outright wrongdoing and other ups and downs (whether systemic or not) by any "...agent..." (gambler) of the financial system, chiefly the insurance and reinsurance companies. Financial systems become a so-called “ … systemic risk ...” by the expressed doctoring and gambling deeds of and by the primordial incumbents in such financial systems. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

118. T h e W h i t e S w a n T r e a t i s e — 118 Consequently, management by insurance and reinsurance companies is NEVER beyond-insurance risk management. Thus, it was insidious mediocrity because this petroleum group's executives strongly believed that these risks can be stopped before morphing into disruption potentials if a previous, early-on (beforehand) appropriate work was previously designed and in place. The frequently cited White Swans are exploited by Royal Dutch Shell to facilitate one example quickly. Like many governmental agencies and other prominent global corporations, Citgo's PDVSA did not tolerate a “...financial system...”-driven risk management option. All of these institutions wanted a central and on-site (in-company) solution through systems interdisciplinary approach with the applied omniscience perspective, enabled by a reliable external turnkey consultant and strategist. The applied omniscience notion is vastly and continuously used by agencies and corporations in the Military-Industrial Complex. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

119. T h e W h i t e S w a n T r e a t i s e — 119 Yes, by law and in general, you still need “worker's compensation,” “directors and officers,” “kidnap and ransom,” “legal expenses,” “product liability” and “life insurance.” BUT NOT IN PERSONAL CIRCUMSTANCES AND ONLY IN ORGANIZATIONAL AND BUSINESS SETTINGS, “...Transformative and Integrative Risk Management...” (explained hereby) lucratively turns corporate and institutional insurance irrelevant and worthless. The sensible majority of corporate and institutional risks — through TAIRM — can be optimally managed without insurance and reinsurance. In the process, you are additionally making a huge saving by not paying exaggerated unearned and undeserved commissions and bonuses to insurance and reinsurance brokers. “...Brokers...” (“...sales reps...”) of what? Indeed! Insurance or Insurance-Based Risk Unmanagement is the old guard while Transformative and Integrative Risk Management is the vanguard, today! We are all professionally and managerially concerned about legalistic and litigious: regulations, frameworks, zeitgeists and Weltanschauungs. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

120. T h e W h i t e S w a n T r e a t i s e — 120 But these are not the only perils requiring holistic countermeassuring in an all-out wars “...waged...” within the theaters of operations (including intractable threats). If a corporation believes that Cyber or Cybersecurity Insurance will suffice, then one will know that the CEO is dysfunctional. And Corporate or Personal Catastrophic Insurance is raising the ante in a bad gamble. Conversely, Xerox' V.P., Mr. Brooks greatly articulates the point by stating: “ … In 2013, more than 740 million private records were exposed, making it the worst year in terms of data breaches recorded. This year may be even worse. Two of the most visible data breaches were from retail operators Target and Neiman Marcus. The forensic case studies on these incidents are still being examined. In data breaches, there is no one size fits all solution for addressing causation and future mitigation. Data breaches come from insider threats, negligence in following security protocols, or, most often the case, from outside attacks. Each industry is also unique. A case in point is the energy industry. Of particular concern is that three-quarters of energy companies and utilities have experienced at least one data breach in the past 12 months according to a By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

121. T h e W h i t e S w a n T r e a t i s e — 121 Ponemon Report. According to that same report, 'a mere 21% of global energy and utilities organizations feel that their existing controls are able to protect against exploits and attacks through smart grid and smart meter-connected systems.' The danger of cyber-attacks on the energy grid and transportation sectors requires more situational awareness and enactment of lessons learned. The implications of failure can be more damaging and potentially catastrophic compared to retail data breaches...” Back to the White Swan hardcore: And issues bestowed by violation of Governance, Compliance and Controls also required a much more holistic countermeassuring (including intractable threats). By way of illustration, only managing issues concerning the abidance of: Sarbanes— Oxley Act, Patriot Act, Governance, Compliance, Controls and Intellectual Property is never ever “...beyond- insurance risk management...” Nearly all lawyers and economists see "...risk management and insurance..." as a financial and legal approach. My late father, my existing brother, sister and other close family members are litigation Jurisprudentiae By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

122. T h e W h i t e S w a n T r e a t i s e — 122 Doctor. Consequently, through inner-most family reasons, I hold barristers very highly. Back to the White Swan hardcore: Just about all accountants see "...risk management and insurance..." as a comptroller's methodology. The majority of actuaries and statisticians see "...risk management and insurance..." as a statistical methodology. Both of them declared to be engaged with Stochastic Modeling, also known as the Monte Carlo method, to tinker parlance into sophisticated past-lathered “...historical records...” with the anumerical a posteriori perspective. Most auditors see "...risk management and insurance..." as a governance and compliance and intellectual property methodology. To the highest degree possible, economists and financiers see "...risk management and insurance..." as a speculative and highly doctorable financial transaction. Any financially-driven service at all is always extremely doctorable and immensely manipulable. Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

123. T h e W h i t e S w a n T r e a t i s e — 123 The great majority of corporate planners see "...risk management and insurance..." as a strategy and planning approach. Nearly all human resources managers see "...risk management and insurance..." as a psychological approach. CIOs, CISOs and CTOs, I.T. managers and I.T. risk managers see "...risk management and insurance..." as a computational methodology. The fallaciously-called “...futurists, ...” that should instead be called — at all times — futurologists, are NEVER EVER risk managers, as they consider that risk management is a conundrum whose problem- solving is achieved through Sociology and/other soft “...Social Sciences ...”. Almost all lawyers, economists, financiers, accountants, business administrators, auditors, corporate planners, actuaries, human resources managers, CIOs, CISOs, CTOs, I.T. Managers, I.T. risk managers and futurists (or futurologists) are not sufficiently right because their focus and pursuit fail to consider the applied physicist' and engineer's all- rounded criteria. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

124. T h e W h i t e S w a n T r e a t i s e — 124 The engineering-oriented mentality is best in any field of Hard Science and Soft Science, Low Tech and Hi Tech, including Social Sciences and History. Beyond-insurance risk management and TAIRM comprehensively consider lawfulness (including intellectual properties), Sarbanes— Oxley Act, Patriot Act, governance, compliance, controls, business administration, accounting, auditing, statistics, actuarial sciences, corporate planning, human resources, economics and finance, I.T. and technology, as well. As a by-product, TAIRM takes into serious consideration everything related to the speed, efficiency, productivity, innovation, productivity, progress, growth and seamless sustainability of the institutional clients. Beyond-insurance risk management and TAIRM contemplate many, many other proprietary aspects not discussed here. Virtually all lawyers, economists, financiers, business administrators, accountants, auditors, corporate planners, actuaries, human resources managers, CIOs, CISOs, CTOs, I.T. Managers, I.T. risk managers and futurists (or futurologists) are NEVER into beyond-insurance risk management and TAIRM. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

125. T h e W h i t e S w a n T r e a t i s e — 125 Beyond-insurance risk management and TAIRM are ultimately truth-seeking interdisciplinary methodologies through the systems cross-functional approach and with the applied omniscience perspective. Many (not all): prominent scientists, academicians, scholars, linguists, polyglots, researchers, engineers, thought leaders, historians, philosophers, authors, CEOs, inventors, states-people, lawyers, economists, financiers, business administrators, accountants, auditors, corporate planners, actuaries, human resources managers, CIOs, CISOs, CTOs, I.T. Managers, I.T. risk managers and futurists (or futurologists) seek accuracy — either directly or indirectly — in adversarial modes by going to court and “...resolving...” the loss (disruption potential) in over-legalistic and over-litigious “...boxing rings...” (that is, seeking contentious adversarial truths). Back to the White Swan hardcore: Law and complexity: “...The law is recognizing the trend toward complexity of life and the inability of the average person to recognize and overcome risks associated with it … Whereas our forefathers could knowingly inspect the horseshoes a blacksmith nailed on their horses’ hoofs, the average person today cannot By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

126. T h e W h i t e S w a n T r e a t i s e — 126 knowledgeably inspect a microwave oven or a car’s automatic transmission....” [226] SUBSEQUENTLY, WHILE ADVERSARIAL TRUTH IS SUBOPTIMAL OR INEFFECTUAL AND EVEN LUDICROUS, TECHNICAL TRUTH IS OPTIMAL. Casually, business administrators (managers) and many investors “...relish...” outsourcing and off- shoring. But neither outsourcing nor off-shoring is beyond- insurance risk management. Equally, neither process re-engineering, process overhauling, nor cost-cutting, nor continuous improvement is beyond-insurance risk management. In addition, some major national economies are being currently ruined by previous massive outsourcing and off-shoring engagements. Ruins have also been inflicted by un-walked talks and small chats about public education reform for the past forty years, chiefly in the pontificated yet immeasurably dysfunctional West. Furthermore, TAIRM deeply examines the enterprise’s core business. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

127. T h e W h i t e S w a n T r e a t i s e — 127 However, all honorable professionals hereby mentioned are clever and have outstanding contributions to make in society. Not separately but jointly they have a partial role to play in beyond-insurance risk management. And actual and advanced "...beyond-insurance risk management..." is just OPTIMAL PER SE MANAGEMENT. Back to the White Swan hardcore: The aforementioned oil group wanted to preemptively countermeasure every hazard and risk optimally (early on, that is: beforehand). Subsequently, I expanded, revised, upgraded and enhanced greatly this practice and interdisciplinary approach, after twenty-one years of applied experience, and carefully designed, developed and created my proprietary methodology and professional, trade secret, "...Transformative and Integrative Risk Management..." (TAIRM) back in 2005 (continually updated and upgraded to date). Simply stated, it is secret because it is proprietary. AND BY WAY OF EXAMPLE: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

128. T h e W h i t e S w a n T r e a t i s e — 128 Everyone should have his or her own prorpeitary: (1.-) Algorithms, (2.-) Software Applications, (3.-) White Papers and Scholarly Articles, (4.-) Books, (5.-) Blogs, (6.-) Methods, (7.-) Creations, and (8.-) Other assets as per his or her direct Intellectual Capital and Intellectual Effort. Back to the White Swan hardcore: This own interdisciplinary approach (Transformative and Integrative Risk Management) I seamlessly coalesce with the scientific futuring perspective (skill, expertise). My researched Scientific Futuring definition is this: “...Scientific Futuring is in place to develop a scientific method for studying the future. Scientific Futuring By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

129. T h e W h i t e S w a n T r e a t i s e — 129 comprises: 1) an inductive process consisting of a number of accurate observations which have been consolidated, or generalized, into empirical laws or statements of underlying relationships between key variables and 2) A deductive, intuitive process by which the scientific “investigator” places his observations into a larger system of thought, or theory based on fundamental axioms. Scientific Futuring is instituted with the purpose of seizing knowledge of effects through causes. This method of Scientific Futuring, made up of a process employing the classical scientific steps of induction and deduction, and reinforced by additional steps of contextualization and evolutionization, is a battle-plan for study of tomorrow’s evolving world...” Hidden and ignored risks most authors fail to elaborate on: There is a great risk for all sorts of business enterprises. Unfortunately, most practitioners of Risk Unmanagement (insurance and insurance-based risk management) and Risk Management (beyond- insurance risk management) — along with folks into planning and implementing Strategy — , fail to consider gravely and prevalently. Those risks stem from the war-waging campaign presented and put forward by industry's and other industry's competitors. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

130. T h e W h i t e S w a n T r e a t i s e — 130 BY WAY OF EXAMPLE, HOW WE CAN CONCISELY RELATE THE PRESENT WITH THE FUTURE? Let us check this out: (1.-) Today is the real-time future. (2.-) Tomorrow is the the TODAY'S FUTURE as it breaks in 24 hours. (3.-) The day after tomorrow is TODAY'S FUTURE as it breaks in 48 hours. (4.-) Next month is TODAY'S FUTURE as it breaks in 30 days. (5.-) Next year is TODAY'S FUTURE as it breaks in 365 days. (6.-) Next decade is TODAY'S FUTURE as it breaks in 3,650 days. (7.-) Next century is TODAY'S FUTURE as it breaks in 36,500 days. (8.-) Next millennium is TODAY'S FUTURE as it breaks in 360,500 days. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

131. T h e W h i t e S w a n T r e a t i s e — 131 Back to the White Swan hardcore: As with any other risks, these hazards the manager most foresee, prepare for and get ready to exploit, transforming downsides into substantial upsides. Extremely important subsequent addendum: “...Transformative and Integrative Risk Management (TAIRM) is also implemented in order to prevent technological and other surprises to the savvy organization seeking this advice and service by TAIRM, but also to create disruptively technological surprises (managerial '...Sputnik Moments...') for the enterprise’s competitors...” Under TAIRM '...Sputnik Moments...' and '...Eureka Moments …' are coalesced and hugely exploited for the sake of the core business' sustainable lucre. In related manner: This notion is better understood when the axiom: “... strategy is a function of a grander beyond-insurance risk management program and not the other way around...” is fully accepted and practiced. In one line, Transformative and Integrative Risk Management (TAIRM) is absolutely and recursively into: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

132. T h e W h i t e S w a n T r e a t i s e — 132 (a) “ … Skunkworks … ,” (b) “ … Space-Age, ...” (c) “ … Wargaming … ”, (d) into-Perfectibility Technocratic, Plutocratic, Stratocratic, Meritocratic, Non-theocratic and (e) Omnimode, Methodological, Sequential and Dense Full-Orbited Management Blitzkrieging Problem-Solving Methodology that Transforms Black Swans (sub-optimal unmanagement) into Outright White Swans (optimal management). (That is: Feet- on-the-ground problem solving). A little definition: “ ... Blitzkrieg is, a German MEME, war-waging White Swan Corporate Strategy conducted with great speed and force; specifically: a violent techno-surprise offensive by massed brick-and-mortar forces and through digitized ground and World-Wide Web forces in close beyond-perfection coordination ...” Why do? “ ...Full-Orbited Management Blitzkrieging Problem-Solving Methodology that Transforms Black Swans (sub-optimal unmanagement) into Outright White Swans (optimal management)...” Because: “...They [, strong Fortune-7 Corporate CEOs, ] don’t have too many options other than to upgrade [their minds, methods, risk management, strategies, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

133. T h e W h i t e S w a n T r e a t i s e — 133 innovation, technologies and core businesses] to make sure they are efficient enough to compete. It is a game of survival [done with legitimacy, constructiveness, kindness and grace]...” Brackets are of the author. Back to the White Swan hardcore: Transformative and Integrative Risk Management interdisciplinary problem-solving methodology greatly turbo-charges: over-achieving thinkers and over- arching managers. Ergo, as there are huge existential disruptions everywhere, nonlinearly (In S-Curves) increasingly so, and as it is observed by the Disruptional Singularity, there is no time for entertained discourses against the problem-solving auspiciousness by people with this wondrous cosmological personal traits of and/or concerning: a) Functionalized Autism and Asperger's syndrome, b) Huge Ego, and c) Gargantuan Self-Esteem. Back to the White Swan hardcore: Oxford University's Faculty of Philosophy Professor Nick Bostrom on the Disruptional Singularity: “... Because of accelerating technological progress [, given the great advancement of hard sciences of By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

134. T h e W h i t e S w a n T r e a t i s e — 134 exactness,], humankind may be rapidly [or better yet: with absolute guarantee] approaching a critical phase in its career. In addition to well-known [humanly induced] threats [, a multitude of black swans unmanaged,] such as nuclear holocaust, the prospects of radically transforming [and exponential] technologies like nanotech systems and machine intelligence present us with unprecedented opportunities [positive dangers and upside futures] and risks [negative dangers and downside futures]. Our future [right now, and the future of our children and grandchildren], and whether we will have a future at all [that is to mean: if we humans preemptively destroy black swans to preclude the Disruptional Singularity that precludes the Technological Singularity], may well be determined by how we deal [as we are 95% engaged in worshiping black swans] with these challenges [that have a huge outright potential for White Swan only if we get our acts together, beforehand]. In the case of radically transforming technologies, a better understanding of the transition dynamics from a human to a '...posthuman ...' [understating that posthuman is an euphemisms to (a) Transbiologicals and (b) Trans- exobiologicals] society is needed. Of particular [sine qua non] importance is to know [and execute] where the pitfalls [mostly: black swans permitted] are: the ways in which things [absence of will and intelligence to secure White Swans] could go terminally wrong [and, hence, bestowing Apocalypse]. While we have By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

135. T h e W h i t e S w a n T r e a t i s e — 135 had long exposure to various personal, local, and endurable global hazards [given our lack of will to manage what we readily know], this paper analyzes a recently emerging category: that of existential risks [better embodied by the Disruptional Singularity]. These are threats [better known as black swans] that could cause our extinction or destroy the potential of Earth-originating intelligent life. Some of these threats are relatively well known while others, including some of the gravest, have gone almost unrecognized [the almost unrecognized are so only the philosophers, not true rocket scientists]. Existential risks have a cluster of features that make ordinary risk management ineffective. A final section of this paper discusses several ethical and policy implications. A clearer understanding [and, especially, management] of the threat [black swan] picture will enable us to formulate better [White Swan] strategies ...” Brackets are of the author. AND IN ADDITION: Question: A Counterpoint to the Technological Singularity? Douglas Hofstadter, a professor of cognitive science at Indiana University, said about The Singularity is Near Book (ISBN: 978-0143037880), “ … A very bizarre mixture of ideas that are solid and good with ideas that are crazy. It’s as if you took a lot of very good food and some dog excrement and By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

136. T h e W h i t e S w a n T r e a t i s e — 136 blended it all up so that you can’t possibly figure out what’s good or bad ...” AND FOR INSTANCE: “... Technology is the savior for everything. That’s the point of this course. Technology is accelerating, everything is going to be good, technology is your friend … I think that’s a load of crap ...” By Dr. Jonathan White Back to the White Swan hardcore: That discourse can be entertained at a forthcoming Renaissance, not now. Going against this idea will be outrageously counterproductive to ascertain the non- annihilation of Earth's locals. People who destroy, eternally beforehand, outrageous Black Swans, engaging into super-natural and preter-natural preparations for known and unknown Outliers, thus observing — in all practicality — the successful and prevailing White Swan and Transformative and Integrative Risk Management interdisciplinary problem-solving methodology, include: (1.-) FEMA (U.S. Federal Emergency Management Agency), (2.-) "… British Doomsday Preppers … ", By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

137. T h e W h i t e S w a n T r e a t i s e — 137 (3.-) "… Canadian Doomsday Preppers …", (4.-) "… Australian Doomsday Preppers …", and (5.-) "… American Doomsday Preppers … ". Ignoramus of supine ignorance outrageously satirized, satanized, vilified, and bastardized the above: (1.-), (2.-), (3.-) and (4.-). These are right on the lucrative money. White Swans are always getting prepared for Unknown and Known Outliers, and MOST FLUIDLY changing the theater of operation by permanently updating and upgrading said preparations. In doing far-fetched yet verifiable by applied omniscience, say, most rigorous Emergency Preparedness, White Swan creatively and kindly, beforehand, leaves without any effect non-White Swan's anti-Christ preparations, characterized by so- called Stasis and Homeostasis. White Swan's Emergency Preparedness is into INSANELY FLUID impermanent preparations and overhauling and re- engineering of said preparations. The author's “...far-fetched ...” definition: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

138. T h e W h i t e S w a n T r e a t i s e — 138 “ … Far-fetched is improbable in nature; unlikely. But given the emergent as-of-now nature of the Omniverse, far-fetched is omniverseral nature's most probable and so probable to tectonically reform our cosmovisions, in front and beyond our smartest observations, and other constellations believed indisputable by our folly human assumptions ...” An example of a Far-fetched Theater of Operations ensues: Publius Flavius Vegetius Renatus' sentence, “...Si vis pacem, para bellum ...” has a non-Wikipedia interpretive translation: “… If you want peace, make outlandish and far- fetched preparations to wage war ...” Better stated yet: “… If you want peace [and outright peaceful and constructive White Swans], make outlandish [and beforehand and unprecedented-ly so] and far-fetched [omniscient] preparations to wage [and scientifically outsmart] war [, in order to preemptively land tons of continuous and sustained corporate sequestration of cash, thus rendering every type of black swan lucrative] ...” Brackets are of the author. Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

139. T h e W h i t e S w a n T r e a t i s e — 139 As per the Royal Academy of the Spanish Language Dictionary, by omnimode is to say, “ … that embraces and consists of everything ...” [223] While all countries in the Americas are about two- hundred (200) years old, the Royal Academy of the Spanish Language Dictionary is already three- hundred (300) years old. Back to the White Swan hardcore: Hence, this is non-“...status quo...” management. I greatly enjoy Oscar Wilde's The Picture of Dorian Gray. Every time I watch this movie and others, I make relentless notes. Paraphrasing the smart script, I will assert, “... Do not scientifically audit the outputted intelligence of my concepts and outcomes, but the density of my reasoning and pragmatic dynamics in execution ...” LDG Management's CEO, Mr. Walter (Nardi) Suydam has a great understating of this important term. Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

140. T h e W h i t e S w a n T r e a t i s e — 140 Transformative and Integrative Risk Management is into outright perfectionism, macro-management and micro-management. When dealing with exponential unthinkable and thinkable threats posed to Corporation, the minutia- related detail can be a large devastating aftermath, expressed in loss of: human lives and other corporate assets. For example, the tini-wini adversarial Cambrian discussion against “...micro-management...”, under outright Transformative and Integrative Risk Management is radically banned. It is infinitely more lucrative the futile deliberations about the genders-identification possessed by Angels and Archangels. Back to the White Swan hardcore: While I mentioned the Royal Academy of the Spanish Language Dictionary, my two most pivotal dictionaries are: The American Heritage (by 200-plus Canadian and American PhDs.) and The Oxford Dictionary. In secondary and tertiary usage and within the Newtonian Lingua Franca, I also use 17 (seventeen) physical (brick-and-mortar) English dictionaries and many others that are in digital format. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

141. T h e W h i t e S w a n T r e a t i s e — 141 Additionally, major language dictionaries of the West, including Latin, German, French, Castilian, Spanish and Portuguese are also observed. It should never be expected for the author to write like a Tudor Family's Patrician Patriarch. However, it should be expected for the author to get the message across without a fail. A little comment on Language Style and Grammar. With the sole exception of the auspicious Basque language (Basque people insists that they are the primordial inhabitants, heirs and owners of Atlantis), every Indo-European Language (including English, German, French, Italian, Castilian and Spanish) has a marked propensity to be written as proper Latin Language. As per most of them, they are the ONLY “...Chosen One(s) ...” People and Culture and the only of their own “...Promised Land...” Basque language is better known (exactly) as “... Euskara ...” My Basque blood does NOT think, at all, that it is right to claim the Atlantis or anything else in any direct or indirect way. My family does not like myths unless they are within sacred scriptures and taken as such. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

142. T h e W h i t e S w a n T r e a t i s e — 142 Speaking of Basque, the author has foreparents from: Corsica, France, Italy, Basque Region, Murcia (Spain) and England, among others. Oddly enough: The most serious scientific and noted establishment of the U.S. uses this language priority: FIRST LANGUAGE.— English. SECOND LANGUAGE.— German. THIRD LANGUAGE.— Russian. FOURTH LANGUAGE.— French. Back to the White Swan hardcore: As well: As per the persistent request of some amazing contacts, including a great female executive CEO and her male medical doctors, I have taken numerous Myers-Briggs Type Indicator (MBTI) personality tests. At the begging the results always came along indicating that I was a: INTJ (“...The Scientist” or … “...The Mastermind...”). Then, through most profound and thorough analyzes, the tests results were in a bit of bewilderment as they were showing a personality that is about: 50% INFJ By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

143. T h e W h i t e S w a n T r e a t i s e — 143 (the highly-principled Protector and Counselor) and 50% INTJ (above). I take this as a fun story that makes a little bit of humor but I am most difficult to stereotype, box or label. And also on the Baconian Lingua Franca: Unlike the Castilian, Spanish, Italian and Portuguese, the English and German languages are EXTREMELY MNEMONICS. In such a way that when dealing with serious complications, complexities and uncertainties pertaining to hard science, hi tech and breakthrough techniques, the English and German languages are more than indispensable for these purposes. Once you mastered the Latin Language and other Latin-based language(s) and when your primary concern is English, you will hit a limit. In order to disrupt that threshold imposed to the English language, you must master the German language to further underpin your own English language ability. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

144. T h e W h i t e S w a n T r e a t i s e — 144 When your primary language is German, then you must disrupt the literary embargo by outright embracing the Jeffersonian English. Back to the White Swan hardcore: While others insist on timidly “...thinking outside the box...” (inconsequential), TAIRM focuses on strong- sense and critico-creative actionable womb-to-tomb epidemiological thinking and execution! Not thinking out of the box BUT womb-to-tomb and yet epidemiological reasoning in the theater of operations. “...Transformative and Integrative Risk Management..." (TAIRM) is a methodology conceived of, designed, created and instituted, at all times and by any measure, independently. To arrive to this point, massive intellectual and pecuniary own resources and efforts have ALREADY been invested. “...Transformative and Integrative Risk Management...” (TAIRM) thoroughly deals with content, process and context, among many other considerations. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

145. T h e W h i t e S w a n T r e a t i s e — 145 Also, some large enterprises as well as petroleum corporations (whose brand names are notoriously public) have a full-scope organization in place to deal with some hazards that are not too public in the every-day-person arena. By way of illustration, this organization is sometimes termed as "...Integral Protection..." (I.P.) For the sake of convenience, I will address “I.P.” meaning Integral Protection and not Intellectual Property. Others call it “... Corporate Integrity ...” I.P. is primarily a preemptively preventative function and responsibility of corporate (private) law enforcement, civil defense and corporate first responders (including own policemen, intelligentsia, counter-intelligentsia, medics, civil defense stewards, firefighters and other first respondents). I.P. operates systemic and systematic countermeasuring of both external and internal threats (including intractable threats). To illustrate this function and responsibility better, I.P. takes care of the tangible and intangible integrity of the operating building(s) and corresponding premises By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

146. T h e W h i t e S w a n T r e a t i s e — 146 and other assets, including the personnel and in-situ contractors and allies. If one employee is selling trade secrets or consuming illegal substances, I.P. is watching and acting upon. I.P. does corporate intelligence, counterintelligence and operates on it. To the express end of enforced I.P., Transformative and Integrative Risk Management is into hot-pursuit of post-hiring (of Andres' professional and intellectual services) into (a) Probing, (b) Omnimode Auditing and (c) Due Diligence. As a result of that Andres found three most-senior Executives taking huge bribes from European firms. One was a Chartered Vice President with the first- name initial “P.” And the two other ones were Chartered Directors with the first-name initial “A” and “U”. Andres spoke about it to the worldwide chairman and officially reported the grave irregularity to the worldwide Chartered Comptroller. Back to the White Swan hardcore: I.P. incumbents are, for example, also responsible for designing, developing and instituting corporate plans pertaining to emergency preparedness, emergency response, disaster recovery, business restoration By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

147. T h e W h i t e S w a n T r e a t i s e — 147 (partial function), business continuity (partial function) and business sustainability (partial function) to give you a brief idea. I.P. also supervises and controls road and air ambulances and other medical and non-medical road and air-borne evacuation systems. I.P. is also responsible for preventive exercises and drills for massive evacuations in case of earthquakes, floods, storms, tornadoes, fires and riots, hurricanes, wildfires, home fires, blackouts, biological threats, and terrorism attacks, among other perils. In dealing with Public-Sector I.P., Transformative and Integrative Risk Management is a magnificent tool to institute and embolden rigorous “... Law and Order ...” When a worker gets gravely burned, he or she needs to be treated with extreme care, from the site of occurrence and evacuation through and to the most specialized medical center. The standard evacuation vehicle is 95% of the cases is an expensive helicopter that is able to fly safely during nighttime, for example. Transformative and Integrative Risk Management fully contemplates, tackles, advises and operates on pivotal enhancement of the corporate provisions by By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

148. T h e W h i t e S w a n T r e a t i s e — 148 Integral Protection organizations (sometimes called “ … departments … ” and others “ … divisions … ”). In such a fashion: However, in extremely huge Fortune-100 global corporations that I have as turnkey consulting clients, they do not use the term " ...department [….] " For instance, in all practicality they speak about (brief list): 1.- The Finance Organization, 2.- The Integral Protection Organization (also known as “... Corporate Integrity ...”), 3.- The Human Resources Organization, 4.- The Corporate Planning Organization, 5.- The Marketing Organization, 6.- The IT Organization, 7.- The Public Affairs Organization (by far, beyond: Corporate Communications), 8.- Et cetera. And they prefer to use the term "subsidiary companies" instead of "divisions". By way of example, they have: A.- The R&D&I subsidiary company, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

149. T h e W h i t e S w a n T r e a t i s e — 149 B.- The telecommunication subsidiary companies (global oil companies have own telephony-beyond companies), C.- The Internationalization [for globalization purposes] subsidiary company, D.- The on-site corporate university subsidiary company (with its own private, savant Provost, Researchers, PhD-ed Professors. The Provost is, clearly, the subsidiary-company's CEO and Chairman), E.- The maritime subsidiary company, F.- The industrial-medicine subsidiary company (in one corporation, there were a headcount of 300-plus consulting and operating medics. The CEO and Chairman is a M.D.), G.- The "trader" subsidiary company, H.- Et cetera. They even have, under the umbrella of the parent and holding company, subsidiary companies that can readily enter joint ventures, strategic alliances or coalitions or consortia with a multitude of competing or noncompeting corporations. Back to the White Swan hardcore: Have you ever seen an insurance or reinsurance company with these major risk-countermeasuring duties and services before an organizational client (including intractable threats)? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

150. T h e W h i t e S w a n T r e a t i s e — 150 And only and partly because of that, insurance and reinsurance companies are, by far, outside of the realm of beyond-insurance risk management and TAIRM. In White Swan Transformative and Integrative Risk Management, there is a great of differentiated usage of Minimax. Let us define it: “... Minimax is a decision rule used in decision theory, game theory, statistics and philosophy for minimizing the possible loss for a worst case (maximum loss) scenario. Alternatively, it can be thought of as maximizing the minimum gain (maximin or MaxMin). Originally formulated for two-player zero-sum game theory, covering both the cases where players take alternate moves and those where they make simultaneous moves, it has also been extended to more complex games and to general decision making in the presence of uncertainty …. In the theory of simultaneous games, a minimax strategy is a mixed strategy which is part of the solution to a zero-sum game. In zero-sum games, the minimax solution is the same as the Nash equilibrium ...” Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

151. T h e W h i t e S w a n T r e a t i s e — 151 TAIRM, too, has vast managerial applications for law enforcement and counter-terrorism “ ...activities ...” However, the majority of incumbents of public office are in the backyard playing political “games” and don't possess neither a legitimate interest, nor an appropriate comprehension of techniques, technologies and methodologies, conducive to more stable “...national security...” doctrines and policies in actuality. Contrariwise, some (not all) advanced exemplary democracies in the West, while arguing that they are protecting national security and their motherlands, are being turned into «de facto» Police States through many supercomputing hardware and software systems. Many incumbents of public office don't even have a designated budget to act upon. Additionally and by way of example, Asian presidents are techies and nerdies that fluidly communicate on Science, Technology, Engineering and Math issues (that is, STEM careers). The now-coined STEM theorem was a gargantuan recommendation frequently appearing in Napoleon Bonaparte's secretive letters. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

152. T h e W h i t e S w a n T r e a t i s e — 152 In the mean time, the counterparts in the West are chiefly held hostage to law, sociology and economics, with an overwhelming powerless feeling in technologically advanced conversations, considerations and negotiations. All of this about the heads of state here have been publicly substantiated by Bill Gates. Let us get one word's clear-eyed concept: The cradle-to-the-grave definition of technology that I can offer is this: “... Technology is instituted in order to solve practical problems (both mild and complex ones, whether randomized, pseudo-randomized, serendipitous or pseudo-serendipitous or not) — especially in industry, commerce, economy, science, technology, society, religion, and politics (including geopolitics) —, the methodical practical application of the scientific method, mathematical principles, practical sciences and material used to achieve a commercial or industrial objective and beyond, as well as to achieve practical ends such as the design, manufacture, and operation of efficient and economical structures, machines, processes, and systems …. The profession of and or the work performed by any engineer ...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

153. T h e W h i t e S w a n T r e a t i s e — 153 If you want a briefer definition, please see this: " ... the methodical and systematic application of science in order to solve practical problems …" For example, Stanford University's own definition is: “...Technology is the means by which organizations accomplish work or render [known] inputs into [desirable] outputs …” Brackets are of the author. The protagonist in assuring that known inputs are transformed into desirable outputs is throughput. A little real-life account here: U.S. President George Herbert Walker Bush's (41st U.S. president) Ambassador and Andres Agostini? Given the utter recommendation of PDVSA, Venezuelan President Carlos Andres Perez (1989 – 1993) asked me to reform the management practices by every public hospital in Venezuela. President Perez believed that in order to change management practices for business-like ones, it was better someone that was not a medic but a manager and management consultant. To that end, he appointed me as: Presidential Blue Ribbon Committee Chairman. He ordered me to go and visit the Health Secretaries of the most important By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

154. T h e W h i t e S w a n T r e a t i s e — 154 nations with a proven-track public system, including Canada and the United Kingdom. That also gave me strong leeway to give him inputs and candor about some matters that, as per my opinion, were going wrong with the beyond-insurance risk management of fixed assets of the State-Owned Global Petroleum Corporation PDVSA. I cannot disclose that but he thanked me and acted upon it fairly quickly. Somewhat we became friendly as I was not involved with politics but technical matters. While holding one of our private meetings, his private secretary suddenly came in: President's Secretary: “...Mister President, the U.S. Ambassador is in the antechamber. And he says that he has an urgent message to give you ...” President Perez: “...Send him in right away ...” The U.S. Ambassador came in to the President's Official Office and: U.S. Ambassador: “...Mr. President, President Bush wants you to know that the U.S. will be delivering a military campaign in Iraq. And he wanted you, sir, to know so in advance ...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

155. T h e W h i t e S w a n T r e a t i s e — 155 President Perez: “...Thank you, Mr. Ambassador, I understand that and thank for telling me ...” Then President Perez and I spent some fifteen minutes thereafter as our meeting and life went on and back to normal. I could not believe that I was being a first-level eyewitness to some serious geopolitics. Back to the White Swan hardcore: The reader must remember that when dealing with known inputs and desired outputs, the targeted throughputs must also be addressed in detail and advance. Again, throughputs transform known inputs into desirable outputs. Besides: As the past and the present are NEVER a script for the future, retrospective analyzes and historic data (a posteriori data provided by actuaries and statisticians) are always being disrupted by the final trends and outcomes. Why retrospective [a posteriori] analyzes don't work: “...After-the-fact [retrospective and hence a posteriori] no longer works [….] Bring it back if you have any By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

156. T h e W h i t e S w a n T r e a t i s e — 156 trouble with it, and I’ll fix it somehow,’ was the standard comment when you used to pick up a bicycle, automobile, food mixer, or lawn mower from the repair shop. And the repairman meant what he said. He was confident that if he had overlooked anything or made a mistake of any kind, he would get a second shot at fixing [….] The ‘second shot’ is a luxury that no longer exists in many businesses. You get only one chance — after that, you’ll be talking only with attorneys, insurance agents, or bankers ...” And: “ … Life used to be simple. You knew your customers on a first-name basis. Your product or service was a relatively simple one — understood by both you and your customer. Your name and reputation were sufficient to cover any error or oversight [….] But the world has become complex, too complex to allow such comfortable relationships. Consumer expectations are matching the complexities. Instantaneous news coverage of accidents and losses virtually precludes the private, out-of-sight settlement of risk effects that had previously allowed the after- the-fact resolution of risk to succeed ...” And: “ … The breadth in that old idea is rapidly being squeezed out — like the inevitable tightening of a boa By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

157. T h e W h i t e S w a n T r e a t i s e — 157 constrictor around its victim [….] The price for public exposure of loss is high. Managers have begun to realize that risk must be examined formally and resolved beforehand rather than being settled after- the-fact. And they learn from others. It was the 1982 sinking of the offshore drilling rig Ocean Ranger that spurred EXXON top management to order a systematic evaluation of their offshore drilling risks … Even though EXXON does not own such rigs, it recognized that even conducting operations aboard them created risks that demanded before-the-fact identification, evaluation, and control ... " [226] Brackets are of the author. Hence: Please remember: “... THE FUTURE IS NOT AN ECHO OF THE PAST...” So, instead of retrospective data [a posteriori], it is much more important prospective data [a priori]. Besides: DEFINING THE TERM “...RETROSPECTIVE...” “ … Retrospective comprises something that is looking back on, contemplating, or directed to the past [….] looking or directed backward [….] Applying to or By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

158. T h e W h i t e S w a n T r e a t i s e — 158 influencing the past; retroactive [….] looking or directed backwards, esp in time; characterized by retrospection …. applying to the past; retroactive [….] directed to the past; contemplative of past situations, events, etc. [….] looking or directed backward [….] review, revision, another look, reassessment, fresh look, second look, reconsideration, re-evaluation, re- examination [….] Considering a past event or development [….] Something that is chronologically presented pertaining to business tasks, with the utter object to show the trajectory of said business tasks ...” AND ALSO: DEFINING THE TERM “...PROSPECTIVE...” “ … Prospective comprises something that is likely or expected to happen [….] that looks forward to the future [….] that it is anticipated or likely to happen [….] of or in the future [….] potential, likely, or expected [….] yet to be or coming [….] of or concerned with or related to the future Set of analyzes and studies developed with the utter end of exploring or foretelling the future, regarding a determined subject matter ...”. AS WELL: DEFINING THE TERM “... A PRIORI ...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

159. T h e W h i t e S w a n T r e a t i s e — 159 “ … A Priori comprises that proceeds from a known or assumed cause to a necessarily related effect; deductive [….] Derived by or designating the process of reasoning without reference to particular facts or experience [….] Knowable without appeal to particular experience [….] Made before or without examination; not supported by factual study [….] relating to or involving deductive reasoning from a general principle to the expected facts or effects [….] to be true independently of or in advance of experience of the subject matter; requiring no evidence for its validation or support [….] existing in the mind independent of experience [….] conceived beforehand ...” ALSO: DEFINING THE TERM “... A POSTERIORI ...” “ … A Posteriori indicates the demonstration that entails the ascendance of the effect to the cause, or the properties of the essence of something [….] After examining the matter that is dealt with [….] Derived by or designating the process of reasoning from facts or particulars to general principles or from effects to causes; inductive; empirical [….] Knowable from experience [….] relating to or involving inductive reasoning from particular facts or effects to a general principle [….] derived from or requiring evidence for By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

160. T h e W h i t e S w a n T r e a t i s e — 160 its validation or support; empirical; open to revision [….] from particular instances to a general principle or law; based on observation or experiment [….] not existing in the mind prior to or apart from experience [….] the process of reasoning from effect to cause, based upon observation …” Back to the White Swan hardcore: Although I consider both (prospective and retrospective, as well as a priori and a posteriori), it is also more important to me qualitative analyzes than quantitative ones. Qualitative Analyzes are extremely importance because corporate stakeholders manage themselves throughout excessive subjectivity and bias, among other considerations. TO BETTER UNDERPIN THE PRECEEDING, LET US CONSIDER: «...What is a Quant...» AND «...What is a Qualt...»: What is a Quant? A quant is brand of industrial scientist and engineers who applies mathematical model of uncertainty to financial and/or socioeconomic data and complex financial instruments. And a person who also studies By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

161. T h e W h i t e S w a n T r e a t i s e — 161 the flaws and the limits of these models, understanding that there is a point of breakdown …. A quant has a combined background of applied mathematics, engineering and statistics. A quant spreads the usage of artificial intelligence in today’s markets …. Whether he or she acknowledges it or not, the quant is extremely AWARE of the many critical short-comings of many quantitative strategies (as he is never interested in qualitative analytics), such as their tendency to lead to crowded trades and their underestimation of the likelihood of chaotic, volatile moves in the markets …. Along with Central Bank chairpersons and world's finance ministers, quants are the first ones to “...elicit...” that the global economy is being “ ...affected...” by “ ...systemic risks...”, that systemic risk turbo-charged by several corrupted politicians, manipulative economists and beautiful quants that never understand what the tangible corporate theater of operations is. Industrial engineering, partly used by so-called Quants, is a branch of engineering dealing with the optimization of complex processes or systems. It is concerned with the development, improvement, implementation and evaluation of integrated systems of people, money, knowledge, information, equipment, energy, materials, analysis and synthesis, as well as the mathematical, physical and social sciences together with the principles and methods of engineering design to specify, predict, and evaluate By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

162. T h e W h i t e S w a n T r e a t i s e — 162 the results to be obtained from such systems or processes. Its underlying concepts overlap considerably with certain business-oriented disciplines such as operations management. Black Swans are the brainchildren of quants. And then: What is a Qualt? A qualt is brand of systems engineering who applies mathematical and ESPECIALLY non-mathematical models of uncertainty to financial and ESPECIALLY non-financial data and complex industrial operations. And a person who also studies the errors, the flaws and the limits of these qualitative models, understanding that there is a point of (i) inflection and (ii) Event horizon, in anything pursued by the for-lucre corporations …. A qualt has a combined background of advanced management, extreme project management (Agile) and systems engineering. A qualt spreads the usage of most-advanced business analytics and transformative and integrative risk management …. Whether he or she acknowledges it or not, the qualt is extremely AWARE of the many critical short-comings of many quantitative strategies and works hard at it advance to eliminate every form of downside through qualitative strategies …. For instance, qualts know that “...systemic risks ...” are By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

163. T h e W h i t e S w a n T r e a t i s e — 163 direct brainchildren of (a) Ignorance, (b) Manipulation, (c) Greed and (d) Corruption. Systems engineering, hugely embraced by Qualts, is an interdisciplinary field of engineering that focuses on how to design and manage complex engineering projects over their life cycles. Issues such as reliability, logistics, coordination of different teams (requirements management), evaluation measurements, and other disciplines become more difficult when dealing with large or complex projects. Systems engineering deals with work-processes, optimization methods, and risk management tools in such projects. It overlaps technical and human- centered disciplines such as control engineering, industrial engineering, organizational studies, and project management. Systems Engineering ensures that all likely aspects of a project or system are considered, and integrated into a whole. White Swans are the brainchildren of Qualts. Back to the White Swan hardcore: Prospection comprises the a priori of-all-functions exploration of future possibilities based on current evidence. (Translated by the author). [222] How does one defined Prospection? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

164. T h e W h i t e S w a n T r e a t i s e — 164 “...Prospection is defined as the exploration of future likelihoods based on some present warnings …” In all truth, when one is doing optimal translation, he or she is rather doing Optimal Interpretive Translation. And, by the same token, when one is doing Foreign- Language Interpretation, he or she is into Optimal Translated Interpretation. Back to the White Swan hardcore: Coming back to the point and believe it or not, I have met several actuaries that fully agree with my position. They also insist that the retrospective analyzes [a posteriori] have been displaced by the prospective analyzes [a priori]. In today’s technologically-driven world, strategic trend evaluation cannot be done using only algorithms. Xerox Vice President, Mr. Charles (Chuck) Brooks, has an invaluable point to make: “ … We live in world of algorithms. The recent retail cyber breach at Target demonstrated that as consumers we are becoming more and more dependent upon digital commerce. Our banking accounts, credit cards, and financial daily activities By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

165. T h e W h i t e S w a n T r e a t i s e — 165 are interconnected. We are all increasingly vulnerable from hackers, phishers, and malware proliferating across all commercial verticals. Identity management, authentication, and resilience will certainly be key focus areas to protect individual consumers as we move closer to the encompassing connectivity of almost every device we use in ' ...The Internet of Things …' ...” Back to the White Swan hardcore: Numerous nuances, gray-area meanings and fluxes must be fully considered via the biological mind, regardless. You can transfer many thought experiments to your computer and still, given the amazing level and number of nuances and subtleties and gray areas and patterns (awaiting recognition) — as well as the covert and overt relationships facilitated by the preceding — by present-day and real-world dynamic complexities, you won't get the right output yet. Arguably, at the hardcore of scientific futuring and transformative and integrative risk management, in place there is (1) A science, (2) An art, and (3) A practice. Undoubtedly, once the human brain and body — including the human sensors — are inexhaustibly By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

166. T h e W h i t e S w a n T r e a t i s e — 166 reverse-engineered and the new software templates are use in Strong Artificial Intelligence and Hard Quantum Supercomputing, the biological brain will then be superseded by several orders of magnitude. Briefly, What is Artificial Intelligence? “... Artificial Intelligence is the science of how to get machines to do the things they do in good movies ...” As per Dr. Astro Teller. Back to the White Swan hardcore: To this utter and current purpose, Albert Einstein observes, "...Not everything that counts can be counted, and not everything that can be counted, counts..." Without perpetual womb-to-tomb Analytics, Diagnostics and Prognosis, Organizational Decision Making will be flawed! I do take into account both. I also practice “... Analytics ...” and “...Diagnostics...” and have nascently become interested on what Cambridge University' and Royal Society's Sir Martin Rees, PhD. calls the “...Science of Complexity...” I have a compiled definition for it. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

167. T h e W h i t e S w a n T r e a t i s e — 167 “ … Complexity Science is the systematic study of the nature and behavior of the material and physical universe, based on observation, experiment, and measurement, and the formulation of laws to describe these facts in general terms with the utter purpose of instituting the perusal of the phenomena which emerge from a collection of interacting objects … Complexity expresses a condition of numerous elements in a system and numerous forms of relationships among the elements … The use of the term complex is often confused with the term complicated. In today's systems, this is the difference between myriad connecting 'stovepipes' and effective 'integrated' solutions. This means that complex is the opposite of independent, while complicated is the opposite of simple …. While this has led some fields to come up with specific definitions of complexity, there is a more recent movement to regroup observations from different fields to study complexity in itself, whether it appears in anthills, human brains, or stock markets. One such interdisciplinary group of fields is relational order theories ...” Once again, TAIRM is vastly more into qualitative analyzes than quantitative analyzes. You see, every problem has an underlying mechanism. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

168. T h e W h i t e S w a n T r e a t i s e — 168 Once you deeply comprehend how it operates, you can influence (via throughput) on the final outcomes (from known inputs to desired outputs) to your continuous advantage. And every problem is a function of ignorance, sometimes a function of learned ignorance. It can be logically argued that the term “...throughput...” has a Latin language equivalent by the term modus operandi. Within my theater of operations and while focused at servicing corporate clients, I always do (i) analyzes and (ii) meta-analyzes. THEREFORE: Everything in the corporate theater of operations has an unfailing clear explication and corresponding White Swan plan to exploit it. Back to the White Swan hardcore: To this end, GE's chairman and CEO Jack Welch PhD. also mentioned, “...To get to the guts of why things happen...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

169. T h e W h i t e S w a n T r e a t i s e — 169 Advanced mathematical models are partly useful if the narrative and alphanumerical data has been correctly translated into numerical data. Pervasive Information and Computational Technology are crucial. Narrative data has an infinite graded plethora of nuances and angles and perspectives. Likewise and getting back to the core of this work: I have done extensive and expensive research globally throughout many places, institutions and years, from the U.S. marketplace, Lloyd's of London, Swiss RE, Tokyo Marine Group, and way further beyond to make a lengthy story brief. Once I went to a millenarian bookstore in the city of most-enthusiastic London where I purchased a large number of specialized books (about 45 titles) regarding Insurance and Risk Management. Those titles, enablers of hidden and covert knowledge, were not foundable in North American bookstores. When my Bostonian ally asked me what I was trying to do as he got informed on my breathtaking literary acquisition trough my Londoner colleague, he posited a tiny question: “...Andres, what are you trying to do …? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

170. T h e W h i t e S w a n T r e a t i s e — 170 The underlying background of the preceding episode came to me when my amazing father told me: “...Andres, whenever you find you cannot deal with a subject matter, do me a favor and buy and study an encyclopedia on it ...” I have and practice his suggestion abundantly, daily. Dr. Agostini was a Juris Doctor, and a (an): Americanologist, Britishlogist, and Sovietologist. Back to the White Swan hardcore: I found that phoned question most silly. He became concerned as he thought I was going to terminate him in order to become focused on a different and more lucrative business enterprise, then ruling him out. My quick and accurate reply to him was: “ ...Coupe Cosmos ...” I got into that purchase in order to underpin our alliance not to dismiss it. The White Swan hardcore is returned: I have also become directly knowledgeable (not “ … bookish, ...” or encyclopedic only but also factual, practical, empirical, and as per the educated battlefield practicalities) of beyond-insurance risk management practices by many large, industrial enterprises and agencies such as NASA. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

171. T h e W h i t e S w a n T r e a t i s e — 171 The NASA Projects: Mercury, Gemini, and Apollo and the Intercontinental Ballistic Missile (Minuteman ICBM) initiative, comprehending that he or she or it cannot take those to the local insurance and reinsurance underwriter, yet these enterprises managerial initiatives have been successfully instituted. MANAGERS DON'T ONLY NEED TO STUDY THE IDEAS, PLANS AND METHODS THAT BEGET SUSTAINABLE SUCCESS, BUT ALSO THE IDEAS, PLANS AND METHODS THAT ASCERTAIN, AS WELL, PREVALENT AND TRANSIENT FAILURE. Without any possibility of wrongness, Transformative and Integrative Risk Management always considers and contemplates every form of: (1.-) Prevalent and Transient Failure. (2.-) Prevalent and Transient Error. (3.-) Prevalent and Transient Flawness. (4.-) Prevalent and Transient Mistakenness. Points (1.-), (2.-), (3.-) and (4.-) above are a most studied and researched science (The observation, identification, description, experimental investigation, and theoretical explanation of phenomena.) By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

172. T h e W h i t e S w a n T r e a t i s e — 172 embedded into and for Transformative and Integrative Risk Management. By doing so, Unprecedented Corporate Success can be fruitfully sequestered and guaranteed. By way of example: In the aired script of the 1966 Star Trek TV Series, Canadian actor William Shatner says, “ … Space: the final frontier. These are the voyages of the starship Enterprise. Its five-year mission: to explore strange new worlds, to seek out new life and new civilizations, to boldly go where no man has gone before ...” This can be better understood this way: “ … Space [the real-verse's omniverse besieged by black swans]: the final frontier [and its ultimate present-day challenges in the fluid and perpetually impermanent atemporal and aspatial dimensions to outsmart those black swans of the folly-mired supine and impious ones with optimal White Swans]. These are the voyages [and enterprises and initiatives through the management explorations and reconnoiterings] of the starship Enterprise [that is, the flagship-ed corporation and, hence, with the express purpose of upper management to decisively seize most definitively and most sustainable and most By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

173. T h e W h i t e S w a n T r e a t i s e — 173 profitable corporate after-tax profit, regardless of the increasingly explosive many-fold swirls of ever- changing change]. Its five-year mission [as per the provisions contemplated in the cohesive corporate business plan, indefatigably grounded on and as a sole function of Transformative and Integrative Risk Management interdisciplinary problem-solving methodology]: [in order] to explore strange [and extremely fuzzy, fuzzy as in Fuzzy Logic] new worlds [and, ergo, new Corporate Theaters of Operations around the Globe], to seek out [and accordingly continuously seize] new life [and new practical and pragmatical White Swan Paradigm Shifts] and new civilizations [and new global marketplaces], to boldly [and prudently yet in a better informed mode] go where no man [and female polymath executive] has gone before [, with the strategic purpose to ascertaining that his or her Corporation is the world's indisputable White Swan standard #1 or # 2]...” Brackets are of the author. Back to the White Swan hardcore: IT IS BEYOND A SINE QUA NON TO CONSCIENTIOUSLY AND PROACTIVELY STUDY ALL SORTS AND MODES OF FAILURES, ON THE DOUBLES. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

174. T h e W h i t e S w a n T r e a t i s e — 174 Every MANAGER must study theoretical, practical, empirical and factual failure, both his own and that of his competitors, within and beyond his industry. And every outcome of Failure or Success should be seriously gauged through measurement-readings by Qualitative all-encompassing Analytics and Quantitative all-encompassing Analytics. Embedded there is an over-learning and lucrative experience to capture. Back to the White Swan hardcore: Along with the perpetual study and lucrative application of error and flawness, there must also be the perpetual study and lucrative application of Phenomenon and Phenomena. I will give you my definitions: “... Singular Phenomenon and Plural Phenomena is and/or are An occurrence, circumstance, or fact that is perceptible and imperceptible by the senses …. An unusual, significant, or unaccountable fact or occurrence …. Physics: An observable and an unobservable event, yet documentable and reconnoiterable …. All phenomena that are artificial and not artificial …. consequence, effect, result, upshot, outcome, event, issue - a phenomenon that By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

175. T h e W h i t e S w a n T r e a t i s e — 175 follows and is caused by some previous phenomenon; ' … the magnetic effect was greater when the rod was lengthwise...'; '...his decision had depressing consequences for business...'; '...he acted very wise after the event...' …. fortune, hazard, luck, chance - an unknown and unpredictable phenomenon that causes an event to result one way rather than another; '…. bad luck [unmanagement of change and opportunity ] caused his downfall ….'...an unknown and unpredictable phenomenon that leads to a favorable [White Swan] outcome …. a remarkable development development — a recent event that has some relevance for the present situation ...” Brackets are of the author. Back to the White Swan hardcore: To further illustrate the above, the Military-Industrial Complex and companies such as Boeing and Lockheed Martin, along with NASA — through their own methods — were pursuing their projects and programs without resorting to insurance and reinsurance companies at all. I became knowledgeable with an in-all-truth polymath and an outright "...Rocket Scientist,..." a physicist, a systems engineer and a doctor in science, who was directly responsible for the reliability concerning: the NASA Projects Mercury, Gemini, and Apollo. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

176. T h e W h i t e S w a n T r e a t i s e — 176 At NASA he was Dr. Wernher von Braun's right hand! I treasure all of his e-mails, letters, written testimonials, and other materials. To the utmost enhancement of my fortune and management of chances, I have, for many years now, worked with the most daring, capricious and enlightened “ … largest institutional ...” clients (minds) that one can imagine ever. They all were seeking managerial and industrial “...miracles...” only (sic). The most daring, capricious and enlightened minds, in addition to a large number of CEOs, Chairpersons, and high-ranking Executive Officers, include: A.- Magnates. B.- Mandataries. C.- Tycoons. D.- Majestics. E.- Statesmen. F.- Moguls. G.- Rocket-Science Polymaths. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

177. T h e W h i t e S w a n T r e a t i s e — 177 H.- A United States Senator. I.- PhD-ed University Professor (U.S.). Speaking of tycoons, I had a business relationship with one that was most interested on my application of Transformative and Integrative Risk Management, pertaining to Corporate-sponsored Perfective Medicine Services and Beyond-Insurance Health- Care Protection for Employees and Eligible Dependents. When the foremost incumbents of 10 Downing Street become really ill, they are sent to Mayo Clinic, including most honorable respected His Excellency Sir Anthony Eden. Perfective Medicine Services through Transformative and Integrative Risk Management including the medical treatment of beneficiaries via Mayo Clinic and The Johns Hopkins Hospital and Health System, citing two examples. Back to the White Swan hardcore: As I was and am the CEO and Chairman of CORS Risk Management Services, he, the tycoon above, was a Director of the Board. I cannot offer you his name but I will say that he formerly owned a national TV network, a huge flotilla of jet aircrafts and powered By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

178. T h e W h i t e S w a n T r e a t i s e — 178 vessels and he is, also, a co-owner of Fort Lauderdale's Executive Airport (FXE). WHILE GIVING THEM THEIR OUTRIGHT MIRACLES, I HAVE EXPERIENCED DRAMATIC AUSPICIOUS OVER-LEARNING EXPERIENCES. I once met a Scots executive who told me that beyond-insurance risk management methodology by DARPA (Defense Advanced Research Projects Agency), NASA, Boeing, Lockheed Martin and Royal Dutch/Shell Group was “...esoteric...” I still treasure his aesthetic e-mail. This so-called “ … esoteric … ” beyond-insurance risk management approach by DARPA, NASA, Boeing, Lockheed Martin, Shell, Dr. Strangeloves (RAND Corporation's Herman Khan) and a multitude of global corporations has been first instituted in many industries since the beginning of the 1950s. For example: Many "educated" people really think that science and technology is static. And once they have read a prominent book some ten years ago or so, they believe that they don't need to see updates, upgrades and disconfirming evidences. What is disconfirming evidence? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

179. T h e W h i t e S w a n T r e a t i s e — 179 “...Disconfirming Evidence establishes as invalid or untrue evidence ...” Back to the White Swan hardcore: A competent lady wrote this: “... Andres, the White Swan is impressive …. There you rendered every antique scientist and classic scholar obsolete and worthless ...” Not me but her observed: “antique and classic” notion, forgetting her outright fallacy, perpetually changing. You see, she doesn't want to buy and read new literature to disprove the apparent “... correctness ...” of her previous reading of obsolete books. And as she is comfortable with the past-laden literature, she lives in a present-day world that nonlinearly challenges every assumption by her. Like this case, there are infinitely more that flagrantly make and make this existential error. This problem belongs to them only. So the fundamental solution. Back to the White Swan hardcore: It has been in increasing utilization and betterment for about fifty-four years to this date. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

180. T h e W h i t e S w a n T r e a t i s e — 180 What these institutions have successfully performed, transforming global civilizations and progress for Life, is un-apologetically and extremely uncomfortable for traditionalists whose ethos, cosmovisions and belief systems are fixed on the fossilized past and bonded to a myriad of obsolete assumptions, outdated notions and utter fallacies. Conversely: Given the present-day and real-world challenges embedded in the personal cosmologies of managers, scientists and futurologists, a new cosmosvision must be re-engineered and overhauled in order to replace it with an upgraded and updated version tackling the following: A.- Beliefs (system of,) B.- Ethos C.- Assumptions D.- Ideas E.- Conceptions F.- Concepts G.- Preconceptions By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

181. T h e W h i t e S w a n T r e a t i s e — 181 H.- Understandings I.- Notions J.- Bias K.- Patterns of recurrence L.- Values M.- Practices N.- Subjectivity M.- Objectivity (thus, so called) O.- Customs P.- Views Q.- Knowledge R.- Wisdom S.- Logic T.- Prejudice and non-prejudice. U.- Unrecognizable Patterns. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

182. T h e W h i t e S w a n T r e a t i s e — 182 The number of ignoramuses of supine ignorance in actual existence is a breathtaking self-inflicted global human-made error(s) and risk(s) for humankind to deal with. Said ignoramuses are frozen in the past and Michael Cibenko deals with them, “... One problem with gazing too frequently into the past is that we may turn around to find the future has run out on us ...” [96] Resistance to embracing new, yet proven knowledge is an absolute self-inflicted death sentence. By fortune, Dr. Malcolm Knowles PhD. addresses ignoramuses of supine ignorance (also known as simpletons and follies into outright fallacy): “...The greatest danger for the survival of the present civilization is neither atomic war, nor environmental pollution, nor the exploitation of natural resources, and nor present crises. The underlying cause to all of the above is the acceleration of man’s obsolescence … The only hope seems to be an electroshock program to re-instill to the present adults the competencies required to function adequately under a mode of perpetual change. This is a profound need — By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

183. T h e W h i t e S w a n T r e a t i s e — 183 the immeasurable challenge — that is presented by the modern society to adult education ... " [218] Napoleon never believed in the term “...luck...”, but incessantly and profoundly managing “...chance...”. The author agrees fully. Now, a question: Is there any other angle to take into account when coping with forthcoming downside risks and downside futures while yet exploiting upside risks and upside futures? The author hereby asserts that there are a multitude of fluid angles. I will try a question: What is an actual sample of dangerous and beneficial books and publications that some managers and risk managers are failing to consider when dealing with the rampant mutation and methamorphization of changed changes in contemporary organizational life today? Do some per-se managers and risk managers realize that coping with all risks and futures is not anything else but securing sustained success by (i) entrepreneurs, (ii) business owners, (iii) public-sector By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

184. T h e W h i t e S w a n T r e a t i s e — 184 leaders, (iv) non-governmental-organization stewards and (v) supranational incumbents. Verify this verbatim sample: 1.- Why Most Things Fail: Evolution, Extinction and Economics ( ISBN: 978-0470089194 ) 2.- Ubiquity: Why Catastrophes Happen ( ISBN: 978- 0609809983 ) 3.- The Misbehavior of Markets: A Fractal View of Financial Turbulence ( ISBN: 978-0465043576 ) 4.- Antifragile: Things That Gain from Disorder ( ISBN: 978-1400067824 ) 5.- The Signal and the Noise: Why So Many Predictions Fail — but Some Don't ( ISBN: 978- 1594204111 ) 6.- The Drunkard's Walk: How Randomness Rules Our Lives ( ISBN: 978-0307275172 ) 7.- The Invisible Gorilla: How Our Intuitions Deceive Us ( ISBN: 978-0307459664 ) 8.- The Upside of Irrationality: The Unexpected Benefits of Defying Logic ( ISBN: 978-0061995040 ) By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

185. T h e W h i t e S w a n T r e a t i s e — 185 9.- Fault Lines: How Hidden Fractures Still Threaten the World Economy ( ISBN: 978-0691152639 ) 10.- This Time Is Different: Eight Centuries of Financial Folly ( ISBN: 978-0691152646 ) 11.- The Return of Depression Economics and the Crisis of 2008 ( ISBN: 978-0393337808 ) 12.- First, Break All the Rules: What the World's Greatest Managers Do Differently ( ISBN: 978- 0684852867 ) Returning to the White Swan hardcore: Conversely, a group of oil companies have requested from NASA's sustained advice on how to implement beyond-insurance risk management strategies and practices. The official NASA Press Release is cited here and also available at http://lnkd.in/dkKZ4EF EXACT QUOTATION BEGINS NOW: “...NASA Johnson Space Center and Deloitte will enter into a strategic alliance offering advanced risk- management services to oil and gas companies. The Space Act Agreement commencement ceremony is scheduled for 1:30 p.m. Central, Thursday, June By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

186. T h e W h i t e S w a n T r e a t i s e — 186 27[….] These capabilities include several operational risk-management approaches aimed at companies seeking to minimize the risk of catastrophic failures — the kinds of dramatic mishaps that, while highly unlikely, can occur in remote and harsh environments …. A core value of NASA is safety, which serves as a cornerstone of mission success. This collaboration will enforce NASA's constant attention to safety as a cornerstone upon which it operates as safely as possible ...” And hereby it is continued: “...Through this collaboration, NASA will gain knowledge to help prepare for future missions and to enhance current safety and risk mitigation technologies to address the dynamic, harsh, and remote requirements of emergent programs …. As part of the alliance, NASA and Deloitte will jointly offer a range of capabilities in the quickly evolving risk- sciences arena, such as 'risk modeling and simulation,' to help oil and gas companies eliminate blind spots in their decision making …. Using sophisticated risk-modeling and simulation tools and techniques can reduce uncertainties in engineering and operations at oil and gas companies — in much the same way NASA has done in its human spaceflight programs …. Included in the signing of the agreement are Johnson Deputy Center Director Steve Altemus, who will join veteran NASA astronaut and By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

187. T h e W h i t e S w a n T r e a t i s e — 187 director of JSC's Safety and Mission Assurance office William "Bill" McArthur, Jr., Deloitte principal David Traylor and John England, vice chairman, Deloitte LLP, and leader of Deloitte's oil and gas practice …. Johnson Space Center is home to the International Space Station Program and the primary training facility for NASA's astronaut corps...” END OF QUOTATION. To further underpin the statements through this writing and countering dysfunctional illiteracy, I will share Peter Drucker's quote, “...The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic...” And also that of Dr. Stephen Covey, “...Again, yesterday holds tomorrow hostage [….] Memory is past. It is finite. Vision is future. It is infinite. Vision is greater than history...” And that of Sir Francis Bacon, “... He that will not apply new remedies must expect new evils, for time is the greatest innovator ...” And that of London Business School Professor Gary Hamel, PhD., By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

188. T h e W h i t e S w a n T r e a t i s e — 188 “...You cannot get to a new place with an old map...” And that of Alvin Toffler, “[….] .The future always comes too fast and in the wrong order...” By the way: The second-best teachers and professors are the strict, disciplinarian ones. The best teachers and professors are the one that frustrate your learning process, by default asking you to proactively grasp the command of your own perpetual education for Life. Jim Rhon observed that if you get a college degree you can make a decent living, but if you can be a rigorous autodidact (into self theoretical and practical learning), you can get wealthy. And that of Brad Leithauser, “...It reminds us that, in our accelerating, headlong era, the future presses so close upon us that those who ignore it inhabit not the present but the past ...” And that of Robert Kennedy, “...The future is not a privilege but a perpetual conquest...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

189. T h e W h i t e S w a n T r e a t i s e — 189 And that of Thomas Friedman, “...People are always [and wrongfully] assuming that everything that is going to be invented must have been invented already. But it hasn’t...” THIS QUOTATION IS HUGELY IGNORED. Brackets are of the author. Therefore: ON THE FINAL ANALYSIS, WE MUST READILY ACCEPT FORCEFUL NOVEL REALITIES INSTANTANEOUSLY. To the above end, Dee Hock, CEO Emeritus of Visa International, stated: “...The problem is never how to get new innovative thoughts into your mind, BUT HOW TO GET OLD ONES OUT ...” Reinforcing the preceding motions, Rosario M. Levins observes, “...Mythical thought is not pre-scientific; rather it anticipates the future state of being a science in that its past movement and its present direction are always in the same sense ... " [219] By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

190. T h e W h i t e S w a n T r e a t i s e — 190 Before continuing with this opinion, I like to share my favorite quote by DARPA, “...If you are not failing frequently, you are not succeeding enough...” DARPA is into outright “ … pushing of the envelope...” finding and acquiring discomfirming lucrative evidence about well-established Physics Laws. Back to the White Swan hardcore: Besides several oil and other industrial corporations (such as Toyota, Mitsubishi Motors and TNT Express), I, too, have extensively performed full- scope risk management consulting services (“turnkey” solutions. I.e., primordial solutions and never quick fixes!) for organizations in industries such as automotive, industrial, health-care, logistics, insurance, telecommunications, employee benefits, government, and consultancy, among others. Global organizations that utilize intensive tangible (fixed and liquid assets) and intangible (proprietary knowledge base, including trade secrets and copyrighted assets) capital usually operate preventive maintenance and corrective maintenance. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

191. T h e W h i t e S w a n T r e a t i s e — 191 These corporations don't speculate with their owned assets as they don't speculate with the assets of their clients and customers. Instead of speculating and doctoring their assets, these global corporations prefer to generate own technological breakthroughs and scientific discoveries and novel innovation developments and applied those to leverage their core business. Through TAIRM those organizations also institute frequent and preemptive perfective maintenance, as preventive and corrective maintenance are more frequently implemented while documenting thoroughly the detailed findings of said maintenances and upgrading the troubleshooting of issues stemming from said findings. Dealing with the heavy-duty industrial equipments found in car manufactures and full-scope petroleum corporations to cite two global examples, there is also a novel application of the “... perfective maintenance ...” concept. Large organizations as those mentioned above have generally a large headcount. So they habitually have company-sponsored health-care benefit plans and systems. By way of illustration: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

192. T h e W h i t e S w a n T r e a t i s e — 192 (1.-) This signatory has taken proactive and instrumental part, for a number of years, in instituting the notion of “ … perfective medicine ...” through Transformative and Integrative Risk Management, as a direct way with the purpose of improving the health and well-being of eligible workers and the eligible dependents and also as a way to assure more overall cost-effectiveness and hence sustainability to this health-care plan and system. (2.-) I also worked with the risks involved with large maritime fleets, chiefly those of petroleum tankers (fleets of marine vessels under the ownership and stewardship of petroleum groups). (3.-) I have also worked with the risks of and by corporate fleets of private (i) jet-propelled planes and (ii) automobiles. (4.-) I have also worked with the corporate risks of and by 1,200-plus gas stations. (7.-) At a given time, I was simultaneously managing the corporate risks of three (3) separately owned, gigantic data rooms. (8.-) At a given time, I was simultaneously managing the corporate risks of two (2) separately owned, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

193. T h e W h i t e S w a n T r e a t i s e — 193 gigantic petroleum refinery complex. Respectively, world's number 1 and number 3. (9.-) At a given time, I was simultaneously managing the corporate risks of about two (2) or three (3) separately owned, petroleum refineries. (10.-) At a given time, I was simultaneously managing the corporate fleet risks of about two (2) separately owned, petroleum and gas maritime tankers. (11.-) At a given time, I was simultaneously managing the corporate set risks of about two (2) separately owned, ground and off-shore petroleum wells. (12.-) Corporate fleets of vehicles and the collective vehicles of a corporation's employees can also be managed with beyond-insurance Transformative and Integrative Risk Management. Additionally, Back to the White Swan hardcore: As you know, Japanese corporations and institutions are into intensive Kaisen and Toyota Production System (TPS). Regarding advanced quality assurance and continuous improvement, these approaches have been demonstrated indispensable. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

194. T h e W h i t e S w a n T r e a t i s e — 194 However, Transformative and Integrative Risk Management fully entails, also, most-comprehensive Quality Assurance while Kaisen and TPS are being disproved as optimal methodologies with the 6-million car recall. In all and all, every Quality Assurance Deed (Action, Task) must necessary requires of Risk Management. And for some reason, Japanese executives and scientists have unprecedented aversion both to Calculated Risks and Classic Risk Management, except for the two health-care systems for Toyota and Mitsubishi Motors through Transformative and Integrative Risk Management. But their practitioners are always attempting to manage risks through said approaches without any success. TPS is also known as “...Thinking People System...” Toyota's CFO and the Production Director have their jaws dropped — while being observed by their own Chairman and CEO — when I carefully demonstrated to them the flaws of Kaisen and TPS in managing risks compared to the ample breadth and depth of scope and application by the “..Transformative and Integrative Risk Management...” (TAIRM). By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

195. T h e W h i t e S w a n T r e a t i s e — 195 Although they were in a major personal and technical bewilderment, they hired me (as Mitsubishi Motors did before) to institute the advanced risk management of a self-funded and self-administered health-care benefit program for some seven-hundred Toyota employees and their respective eligible dependents. Both cases were turnkey undertakings. TNT Express' engagement was the implementation of advanced risk management of a self-funded and self- administered health-care benefit program for some five-hundred TNT Express employees and their respective eligible dependents. It was a turnkey undertaking. Regarding a nation's regional state, I implemented beyond-insurance risk management of a self-funded and self-administered and universal health-care benefit program for some 700,000 citizens (beneficiaries). That was instituted in Portuguesa State, Venezuela by the sponsorship of the regional government, employers' organization (business-owners non-profit organizations) and Britanica de Seguros (a national insurance company. Britanica there is written with a single “n”). By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

196. T h e W h i t e S w a n T r e a t i s e — 196 Statistician Manuel SanMartin, Britanica de Seguros' CEO, told me, “...the problem with you is that you think too fast ...” To him, I commented, “...the second problem with you is that you are not jealous but envious and that you are not listening up to our Chairman and Founder, Dr. Giovanni Di Masse ...” Leonardo argues that “ ...joyless admiration equates to envy ...” Ask Gates III. Back to the White Swan hardcore: Then, I told Manuel: “ … The first problem with you is that you haven't conceived and designed your own proprietary Intelligence Augmentation and Amplification (IAA) methodology as I did many years ago ...” Then I crowned my closing remark concisely by saying, “...I think extremely snailed-paced-ly, light- speed, through several: warped and wormed passages, temporal and atemporal dimensions, spatial and aspatial dimensions...” The signatory is, too, immeasurably into Intelligence Augmentation and Amplification (IAA) methodology. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

197. T h e W h i t e S w a n T r e a t i s e — 197 Back to the White Swan hardcore: Venezuela's petroleum reserves are greater than the combined petroleum reserves of Saudi Arabia and Russia. Back to the White Swan hardcore: TAIRM has been extensively instituted — regarding numerous industrial and operational risks — in many petroleum joint ventures led by corporations such as Shell, Statoil, Exxon, Mobil, BP, Chevron, Texaco, Phillips Petroleum, Conoco, Italy's ENI and Wilpro Energy Services, among others. ENI is an Italian multinational oil and gas company headquartered in Rome. It has operations in 79 countries, and is currently Italy's largest industrial company with a market capitalization of 68 billion euros, as of August 14, 2013. Back to the White Swan hardcore: What did CEOs from ExxonMobil, Conoco, Chevron, Phillips Petroleum, Statoil (Scandinavia), Italy's ENI and Wilpro Energy Services (U.S.) tell Andres? ExxonMobil (2001) By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

198. T h e W h i t e S w a n T r e a t i s e — 198 I once gave an executive presentation to ExxonMobil's CEO and other Board members. My presentation was about Transformative and Integrative Risk Management's Health-care Beyond- Insurance Turnkey Solution. The CEO and other Board members were extremely accomplished executives and managers. Throughout the totality of the executive presentation, they never interrupted me by were nodding their heads meaning a positive acknowledgment. Then, we had a nice Questions-and-Answers session thorough which we had a fruitful exchange. By the end of the meeting, the CEO said: ExxonMobil's CEO: “...Mr. Agostini, Can I ask you a question?...” Andres: “...Yes, sir, any question at all...” ExxonMobil's CEO: “...Are you a physicist...” Andres: “...No, sir...” ExxonMobil's CEO: “...Are you an engineer...” Andres: “...No, sir...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

199. T h e W h i t e S w a n T r e a t i s e — 199 ExxonMobil's CEO: “...Are you an computer programmer...” Andres: “...No, sir...” ExxonMobil's CEO: “...Are you a medical doctor ...” Andres: “...No, sir...” ExxonMobil's CEO: “...Are you an economist...” Andres: “...No, sir...” ExxonMobil's CEO: “..Are you a psychiatrist...” Andres: “...No, sir...” ExxonMobil's CEO: “... Are you a lawyer...” Andres: “...No, sir...” ExxonMobil's CEO: “... Are you an anthropologist?...” Andres: “...No, sir...” ExxonMobil's CEO: “... Are you a CPA?...” Andres: “...No, sir...” ExxonMobil's CEO: “...Then, What are you?...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

200. T h e W h i t e S w a n T r e a t i s e — 200 Andres: “...The brief answer is: All of the above. The longer answer: I am only a person that is impossible to stereotype, label or box, into a tiny bit of practical thinking, pragmatic learning and corporate problem- solving ... and in great gratitude to accept your business, sir...” And back to the White Swan hardcore: Let us consider: Conoco, Chevron, Phillips Petroleum, Statoil, Italy's ENI and other global petroleum corporations (2001). With their respective CEOs and Board Members, I had the exact executive presentation delivered to them. Toward the end of such business presentations, they asked me the exact question by the ExxonMobil's CEO. My replies to them was identical: “...Only a person that is impossible to stereotype, label or box, into a tiny bit of practical thinking and pragmatic learning..., in great gratitude to accept your business, sir...” And back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

201. T h e W h i t e S w a n T r e a t i s e — 201 Let us consider: Wilpro Energy Services (2001) I once gave an executive presentation to Wilpro Energy Services' CEO and other Board members. My presentation was about Transformative and Integrative Risk Management's Health-care Beyond- Insurance Turnkey Solution. They asked valuable questions and the exchange was very fluid and respectful. Then: Wilpro Energy Services' CEO stood up and came forward and shook my hand and said, “...Mr. Agostini, you are one of us ...” Wilpro Energy Services' CEO were a bit amazed as I took with me: (A.-) The hardware and software to render the services (real-life demo). (B.-) Graphics, charts and flow-grams to better underpin the executive presentation. (C.-) A real-life demo about how to medically evacuate “...burned...” people. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

202. T h e W h i t e S w a n T r e a t i s e — 202 (D.-) Three air ambulances (helicopters) with embedded Intensive-Care Units. (E.-) My Ops Medic and three Paramedics and Four Rescuing Personnel. (F.-) Three (3) helicopter pilots and one (1) helicopter copilot. To offer more reality, we flew there by choppers. Those choppers were provided by my strategic ally, consisting of two large Bell Ranger Helicopters and one super amazing double-turbine and four-rotators wings, manufactured by M.V. Augusta. The latter, a perfect one for SAFE medical evacuations during nighttime and to far-away landing destinations. Back to the White Swan hardcore: Global corporations are greatly into beyond-insurance risk management. Other organizations that institute beyond-insurance methodologies include: OSHA (Occupational Safety and Health Administration), FEMA (Federal Emergency Management Agency), IBM and Manitoba Government Air Services. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

203. T h e W h i t e S w a n T r e a t i s e — 203 TAIRM seriously considers and utilizes, among many other systems, every Western and Eastern quality assurance methodologies (both from civilian and military spheres). Nearly all of said systems that TAIRM uses are available at http://tiny.cc/u14k5w or www.tairm- q.blogspot.com/ NEITHER KAISEN, NOR TPS, AND NOR ANY OTHER QUALITY ASSURANCE AND CONTINUOUS IMPROVEMENT SYSTEMS IN THE WORLD ARE A BEYOND-INSURANCE RISK MANAGEMENT METHODOLOGY IN THE TRADITION OF TAIRM. In related manner, the U.S. Navy and the Los Alamos National Laboratory have extraordinary quality assurance methodologies. I have applied beyond-insurance risk management for supranationals (for instance, the World Bank and World Health Organization), NGOs and national governments. THEREFORE, I AM AND WILL ALSO BE A BEYOND-INSURANCE RISK MANAGEMENT CONSULTANT AND RESEARCHER AND STRATEGIST AND PRACTITIONER WITH AN By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

204. T h e W h i t e S w a n T r e a t i s e — 204 EMPHATIC SCIENTIFIC-FUTURING PERSPECTIVE. Accordingly and back to the White Swan hardcore: New applied knowledge, new science and new technologies are going to change (“...creatively disrupt...”) it all (along with omnipresent trade and automation) right now, including every industry in the marketplace. And subsequently, every industry's manager and hence management beginning time immemorial. To give the reader a meaningful view on the proceeding, Stanford University, by way of example, observes, "...The ubiquity and variability of organizations means there is ample room for complexity and confusion in the organizational challenges we regularly face ..." AS WE ALL DISTINGUISH THAT NOVEL KNOWLEDGE IS SIGNIFICANTLY AND DIRECTLY AFFECTING THE MANAGEMENT PROFESSION, PLEASE SEE THEN HEREBY WHAT IS EXACTLY HAPPENING TO SCIENTIFIC PROGRESSION AND TECHNOLOGICAL KNOWLEDGE TODAY: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

205. T h e W h i t e S w a n T r e a t i s e — 205 (The author's White Swan POV will resume thereafter). BEGINNING OF THE CITATION: A) "...HUMAN KNOWLEDGE IS DOUBLING EVERY TEN YEARS [AS PER THE 1998 STANDARDS]..." [226] B) “...COMPUTER POWER IS DOUBLING EVERY EIGHTEEN MONTHS. THE INTERNET IS DOUBLING EVERY YEAR. THE NUMBER OF DNA SEQUENCES WE CAN ANALYZE IS DOUBLING EVERY TWO YEARS..." [226] C) “...BEGINNING WITH THE AMOUNT OF KNOWLEDGE IN THE KNOWN WORLD AT THE TIME OF CHRIST, STUDIES HAVE ESTIMATED THAT THE FIRST DOUBLING OF THAT KNOWLEDGE TOOK PLACE ABOUT 1700 A.D. THE SECOND DOUBLING OCCURRED AROUND THE YEAR 1900. IT IS ESTIMATED TODAY THAT THE WORLD'S KNOWLEDGE BASE WILL DOUBLE AGAIN BY 2010 AND AGAIN AFTER THAT BY 2013...” [226] D) “...KNOWLEDGE IS DOUBLING BY EVERY FOURTEEN MONTHS...” [226] By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

206. T h e W h i t e S w a n T r e a t i s e — 206 E) “...MORE THAN THE DOUBLING OF COMPUTATIONAL POWER [IS TAKING PLACE] EVERY YEAR...” [226] F) “...The flattening of the world is going to be hugely disruptive to both traditional and developed societies. The weak will fall further behind faster. The traditional will feel the force of modernization much more profoundly. The new will get turned into old quicker. The developed will be challenged by the underdeveloped much more profoundly. I worry, because so much political stability is built on economic stability, and economic stability is not going to be a feature of the flat world. Add it all up and you can see that the disruptions and going to come faster and harder. No one is immune — not me, not you, not Microsoft. WE ARE ENTERING AN ERA OF CREATIVE DESTRUCTION ON STEROIDS. Dealing with flatism is going to be a challenge of a whole new dimension even if your country has a strategy. But if you don’t have a strategy at all, well, again, you’ve warned...” [226] G) “...By the end of the twentieth century, science had reached the end of an era, unlocking the secrets of the atom, unraveling the molecule of life, and creating the electronic computer. With these three fundamental discoveries, triggered by the quantum revolution, the DNA revolution, and the computer revolution, the basic laws of matter, life, and By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

207. T h e W h i t e S w a n T r e a t i s e — 207 computation were, in the main, finally solved [….] That epic phase of science is now drawing to a close; one era is ending and another is only beginning [….] The next era of science promises to be an even deeper, more thoroughgoing, more penetrating one than the last [….] Clearly, we are on the threshold of yet another revolution. HUMAN KNOWLEDGE IS DOUBLING EVERY TEN YEARS [AS PER THE 1998 STANDARDS]. In the past decade, more scientific knowledge has been created than in all of human history. COMPUTER POWER IS DOUBLING EVERY EIGHTEEN MONTHS. THE INTERNET IS DOUBLING EVERY YEAR. THE NUMBER OF DNA SEQUENCES WE CAN ANALYZE IS DOUBLING EVERY TWO YEARS ...” Brackets are of the author. And G) above continues here: “... Almost daily, the headlines herald new advances in computers, telecommunications, biotechnology, and space exploration. In the wake of this technological upheaval, entire industries and lifestyles are being overturned, only to give rise to entirely new ones. But these rapid, bewildering changes are not just quantitative. They mark the birth pangs of a new era [….] FROM NOW TO THE YEAR 2020, SCIENTISTS FORESEE AN EXPLOSION IN SCIENTIFIC ACTIVITY SUCH AS THE WORLD HAS NEVER SEEN BEFORE. IN TWO KEY TECHNOLOGIES, COMPUTER POWER AND THE By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

208. T h e W h i t e S w a n T r e a t i s e — 208 DNA SEQUENCING, WE WILL SEE ENTIRE INDUSTRIES RISE AND FALL ON THE BASIS OF BREATHTAKING SCIENTIFIC ADVANCES. SINCE THE 1950S, THE POWER OF OUR COMPUTERS HAS ADVANCED BY A FACTOR OF ROUGHLY TEN BILLION. IN FACT, BECAUSE BOTH COMPUTER POWER AND DNA SEQUENCING DOUBLE ROUGHLY EVERY TWO YEARS, ONE CAN COMPUTE THE ROUGH TIME FRAME OVER WHICH MANY SCIENTIFIC BREAKTHROUGHS WILL TAKE PLACE ... " And G) above continues here: “... BY 2020, MICROPROCESSORS WILL LIKELY BE AS A CHEAP AND PLENTIFUL AS SCRAP PAPER, SCATTERED BY THE MILLIONS INTO ENVIRONMENT, ALLOWING US TO PLACE INTELLIGENT SYSTEMS EVERYWHERE. THIS WILL CHANGE EVERYTHING AROUND US, INCLUDING THE NATURE OF COMMERCE, THE WEALTH OF NATIONS, AND THE WAY WE COMMUNICATE, WORK, PLAY, AND LIVE...” [226] H) “...The knowledge revolution is taking place in small, sharply defined areas. One company generates more U.S. patents than 139 countries do together … This [revolution] generates new EMPIRES and new ghettos [….] It slams into existing systems and destroys them while creating new systems. Countries By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

209. T h e W h i t e S w a n T r e a t i s e — 209 and individuals can either surf new and powerful waves of change — or try to stop them and get crushed...” [226] I) “...Nanotechnologies are broad concept, it’s simply refers to technology where the key features in measuring the small number of nanometers. A NANOMETER IS THE DIAMETER OF FIVE CARBON ATOMS SO IT’S VERY CLOSE TO THE MOLECULAR LEVEL AND WE ALREADY HAVE NEW MATERIALS AND DEVICES THAT HAD BEEN MANUFACTURED AT THE NANOSCALE. IN FACT, CHIPS TODAY, THE KEY FEATURES ARE 50 OR 60 NANOMETERS SO THAT IS ALREADY NANOTECHNOLOGY. The true promise of nanotechnology is that ultimately we’ll be able to create devices that are manufactured at the molecular level by putting together, molecular fragments in new combinations so, I can send you an information file and a desktop nanofactory will assemble molecules according to the definition in the file and create a physical objects so I can e-mail you a pair of trousers or a module to build housing or a solar panel and WE’LL BE ABLE TO CREATE JUST ABOUT ANYTHING WE NEED IN THE PHYSICAL WORLD FROM INFORMATION FILES WITH VERY INEXPENSIVE INPUT MATERIALS. You can… I mean, just a few years ago if I wanted to send you a movie or a book or a recorded album, I would send you a FedEx package, now I can e-mail you an By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

210. T h e W h i t e S w a n T r e a t i s e — 210 attachment and you can create a movie or a book from that ...” And I) above continues here: “ … On the future, I’ll be able to e-mail you a blouse or a meal. So, that’s the promise of nanotechnology. Another promise is to be able to create devices that are size of blood cells and by the way biology is an example of nanotechnology, the key features of biology are at the molecular level. SO, THAT’S ACTUALLY THE EXISTENCE PROOF THAT NANOTECHNOLOGY IS FEASIBLE BUT BIOLOGY IS BASED ON LIMITED SIDE OF MATERIALS. EVERYTHING IS BUILT OUT OF PROTEINS AND THAT’S A LIMITED CLASS OF SUBSTANCES. WITH NANOTECHNOLOGY WE CAN CREATE THINGS THAT ARE FAR MORE DURABLE AND FAR MORE POWERFUL. One scientist designed a robotic red blood cell it’s a thousand times more powerful than the biological version so, if you were to replace a portion of your biological red blood cells with this respirocytes the robotic versions. You could do an Olympic sprint for 15 minutes without taking a breath or sit at the bottom of your pool for 4 hours ...” And I) above continues here: “ … If I were to say someday you’ll have millions or even billions of these nanobots, nano-robots, blood By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

211. T h e W h i t e S w a n T r e a t i s e — 211 cell size devices going through your body and keeping you healthy from inside, I might think well, that sounds awfully futuristic. I’d point out this already in 50 experiments in animals of doing exactly that with the first generation of nano engineered blood cell size devices. One scientist cured type-1 diabetes in rats with the blood cell size device. Seven nanometer pores let’s insulin out in the controlled fashion. At MIT, there’s a blood cell size device that can detect and destroy cancer cells in the bloodstream. These are early experiments but KEEP IN MIND THAT BECAUSE OF THE EXPONENTIAL PROGRESSION OF THIS TECHNOLOGY, THESE TECHNOLOGIES WILL BE A BILLION TIMES MORE POWERFUL IN 25 YEARS AND YOU GET SOME IDEA WHAT WILL BE FEASIBLE ...” [226] J) “...The world has profoundly changed … The challenges and complexity we face in our personal lives and relationships, in our families, in our professional lives, and in our organizations are of a different order of magnitude. In fact, many mark 1989 — the year we witnessed the fall of the Berlin Wall — as the beginning of the Information Age, the birth of a new reality, a sea change of incredible significance — truly a new era — Being effective as individuals and organizations is no longer merely an option — survival in today’s world requires it. But in order to thrive, innovate, excel, and lead in what Covey calls the new Knowledge Worker Age, we must build on By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

212. T h e W h i t e S w a n T r e a t i s e — 212 and move beyond effectiveness [long-held assumptions, fallacies and flawed beliefs and faulty conventions]…Accessing the higher levels of human genius and motivation in today’s new reality REQUIRES A SEA CHANGE IN THINKING: a new mind-sets, a new skill-set, a new tool-set — in short, a whole new habit...” [226] Brackets are of the author. K) “...All the notions we thought solid, all the values of civilized life, all that made for stability in international relations, all that made for regularity in the economy … in a word, all that tended happily to limit the uncertainty of the morrow, all that gave nations and individuals some confidence in the morrow … all this seems badly compromised. I have consulted all augurs I could find, of every species, and I have heard only vague words, contradictory prophecies, curiously feeble assurances. Never has humanity combined so much power with so much disorder, so much anxiety with so many playthings, so much knowledge with so much uncertainty...” [226] L) “...It’s not the case that there are only a fixed number of positions, and if old people don’t die off, there’s no room for young people to come up with new ideas, because we’re constantly expanding knowledge …. Knowledge is growing exponentially. It’s doubling approximately every year ….The problem is I can’t get on the phone with you in the future and say, “Well, I’ve done it, I have lived forever ….This By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

213. T h e W h i t e S w a n T r e a t i s e — 213 idea of creating a whole virtual body with nanobots, that’s more like a 2050 scenario. But by the 2030s we’ll be putting millions of nanobots inside our bodies to augment our immune system, to basically wipe out disease. One scientist cured Type I diabetes in rats with a blood-cell-size device already ….” [226] L) here continues: “... By 2029, computers will have emotional intelligence and be convincing as people. This implies that these are people with volition just like you and I, not just games that you turn on or off. Is it my father? You could argue that it’s a simulation. But it’s not something you can play with. You don’t want to bring someone back who might be very depressed because the world is very different than they expect and the people they know aren’t around …. It’s not us versus them. We’ve created these tools to overcome our limitations, and we’ve integrated with them already. A.I. today is not in three or four dark federal intelligence agencies; it’s in billions of mobile devices around the world[….] Early in this decade [2020s], humanity will have the requisite hardware to emulate human intelligence within a $1000 personal computer, followed shortly by effective software models of human intelligence toward the middle of the decade: this will be enabled through the continuing exponential growth of brain-scanning technology, which is doubling in bandwidth, temporal and spatial By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

214. T h e W h i t e S w a n T r e a t i s e — 214 resolution every year, and will be greatly amplified with nanotechnology, allowing us to have a detailed understanding of all the regions of the human brain and to aid in developing human-level machine intelligence by the end of this decade …. Computers less than 100 m in size will be possible ...” Brackets are of the author. [226] M) “...The real trouble with this world of ours is not that it is an unreasonable world, nor that it is a reasonable one. The commonest kind of trouble is that it is nearly reasonable, but not quite. Life is not an illogicality; yet is a trap for logicians. It looks just a little more mathematical and regular than it is; its exactitude is obvious, but its inexactitude is hidden, its wildness lies in wait ... " [220] [226] N) “...We believe that the goal is not to predict the future, but to imagine a future made possible by changes in technology, life style, work style, regulation, global geopolitics, and the like. And there are as many viable futures as there as imaginative firms that can understand deeply the dynamics at work right now which hold opportunities to become the author of the new. FOR THE FUTURE IS NOT WHAT WILL HAPPEN; THE FUTURE IS WHAT IS HAPPENING. The present and the future don’t about each other, neatly divided between the five-year plan and the great unknown beyond. Rather they are intertwined. Every company is in the process of By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

215. T h e W h i t e S w a n T r e a t i s e — 215 becoming — of becoming an anachronism irrelevant to the future, or of becoming the harbinger of the future ...” [226] Let us define Dynamics now: “...Dynamics is a branch of mechanics that deals with forces and their relation primarily to the motion but sometimes also to the equilibrium of bodies …. an underlying cause of change or growth …. a pattern or process of change, growth, or activity *population dynamics* ...” Back to the White Swan hardcore: N) continues: “...The long-term is not something that happens someday; it is what every company is building or forfeiting [….] Only those who can imagine and preemptively create the future will be around to enjoy it … Creating a compelling view of tomorrow’s opportunities and moving preemptively to secure the future are tasks for neither dilettantes nor the merely intellectual curious … Other companies, the laggards, were more interested in protecting the past than in creating the future … We believe, and will argue strongly, that a company must not only get to the future first, it must get there for less [….] And re- engineering charge is simply the penalty that a By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

216. T h e W h i t e S w a n T r e a t i s e — 216 company must pay for not having anticipated the future [….] If senior executives don’t have reasonably detailed answers to the ‘future’ set of questions, and if the answers they do have are not substantially different from the ‘today’ answers, there is little chance their companies will remain market leaders [….] For much of the 1980s, IBM had been driving toward the future while looking out the rear-view mirror [….] Too often, profound thinking about the future and how to shape it occurs only when present success has been substantially eroded [….] Creating the future is more challenging than playing catch up, in that you have to create your own road map [….] The goal is not simply to benchmark a competitor’s products and processes and imitate its methods, but to develop an independent point of view about tomorrow’s opportunities and how to exploit them ...” [226] N) continues: “ … Path-breaking is a lot more rewarding than benchmarking. One doesn’t get to the future first by letting someone else blaze the trail [….] Passengers will get to the future, but their fate will not be in their own hands. Theirs profits from the future will be modest at best. Those who drive industry revolution — companies that have a clear, permeated view of where they want tom take their industry and are capable of orchestrating resources inside and outside By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

217. T h e W h i t e S w a n T r e a t i s e — 217 the company to get there first — will be handsomely rewarded… The future is not an extrapolation of the past. New industrial structures will supersede old industrial structures [….] Opportunities that at first blush seem evolutionary will prove to be revolutionary [….] A commitment substantial enough to beget the perseverance required to create the future must be based on something more than a hunch [….] But to create the future, a company must first be able to forget some of its past … ‘The future was predictable, but hardly anyone predicted it’ ...” [87]. [226] O) “...The future belongs not to those who possess a crystal ball, but those willing to challenge the biases and prejudices of the ‘establishment.’ The future belongs more to the unorthodox than it does to the prognosticators […and/or predictioneers...], more to the movement than to the starry-eyed …. The problem with the future is that is different …. If you are unable to think differently, the Future will always arrive as a [strategic or geostrategic Sputnik Moment] surprise ...” O) continues: “ … Each revolution in art was based on a re- conception of reality. It wasn’t the canvas, the pigments, or the brushes that changed, but how the artist perceived the world. In the same sense, it’s not the tools that distinguish industry revolutionaries from By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

218. T h e W h i t e S w a n T r e a t i s e — 218 hummed, not the information technology they harness, not the process they use, not their facilities. Instead, is their ability to escape the stranglehold of the familiar...” [28]. Brackets are of the author. P) “...A primary theme in Alvin Toffler’s best selling book Future Shock is that society’s rate of change is increasing. Everything around us — including ourselves — is rapidly changing. Nothing is stable, permanent, constant, or fixed. Neither is risk. It is an indigenous element in the volatility of life. If anything, risk expands at a greater rate than the societal rate of change — due to its roots in uncertainty and ignorance of consequences, which multiply during mercurial instability ... " [226] ON DOUBLINGS BY HARD SCIENCE, HI-TECH AND EFFICIENCY: Incidentally, every Scientific and Technological Progression available that is into a “ ...doubling ...” order of magnitude is synthesized here: Doubling A: (# 1 of 10) “... HUMAN KNOWLEDGE IS DOUBLING EVERY TEN YEARS [AS PER THE 1998 STANDARDS]. In the past decade, more scientific knowledge has been created than in all of human history ...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

219. T h e W h i t e S w a n T r e a t i s e — 219 (http://bit.ly/1nOc5Xm ). Brackets are of the author. [226] Doubling B: (# 2 of 10) “... COMPUTER POWER IS DOUBLING EVERY EIGHTEEN MONTHS. THE INTERNET IS DOUBLING EVERY YEAR. THE NUMBER OF DNA SEQUENCES WE CAN ANALYZE IS DOUBLING EVERY TWO YEARS ...” (http://bit.ly/1gn4CdX ) [226] Doubling C: (# 3 of 10) “ ...IN FACT, BECAUSE BOTH COMPUTER POWER AND DNA SEQUENCING DOUBLE ROUGHLY EVERY TWO YEARS, ONE CAN COMPUTE THE ROUGH TIME FRAME OVER WHICH MANY SCIENTIFIC BREAKTHROUGHS WILL TAKE PLACE [….] BY 2020 ...” (http://bit.ly/1lZQ1Vc) [226] Doubling D: (# 4 of 10) “...SCIENTIFIC MANPOWER IS DOUBLING EVERY 12 YEARS IN A RATE OF GROWTH MORE THAN THREE TIMES THAT OF OUR POPULATION AS A WHOLE, DESPITE THAT, THE VAST STRETCHES OF THE UNKNOWN AND THE UNANSWERED AND THE UNFINISHED STILL FAR OUTSTRIP OUR COLLECTIVE COMPREHENSION...” [80] (http://1.usa.gov/1eyRLTK). [226] By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

220. T h e W h i t e S w a n T r e a t i s e — 220 Doubling E: (# 5 of 10) “ ...THE FIRST DOUBLING OF THAT KNOWLEDGE TOOK PLACE ABOUT 1700 A.D. THE SECOND DOUBLING OCCURRED AROUND THE YEAR 1900. IT IS ESTIMATED TODAY THAT THE WORLD'S KNOWLEDGE BASE WILL DOUBLE AGAIN BY 2010 AND AGAIN AFTER THAT BY 2013...” [37] (http://bit.ly/1iptmkn). [226] Doubling F: (# 6 of 10) “...[THERE IS A] DOUBLING EVERY TWO YEARS [REGARDING THE TECHNOLOGICAL ADVANCEMENT OF] SOLAR ENERGY BY APPLYING NANOTECHNOLOGY TO SOLAR PANELS...” [177] (http://bit.ly/1jgckIJ). Brackets are of the author. [226] Doubling G: (# 7 of 10) “...NANO-GENETIC SEQUENCING DATA … IS DOUBLING EVERY YEAR...” [177] (http://slidesha.re/1f3MUH2). [226] Doubling I: (# 8 of 10) By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

221. T h e W h i t e S w a n T r e a t i s e — 221 “...KNOWLEDGE IS DOUBLING BY EVERY FOURTEEN MONTHS...” [177] (http://bit.ly/1dc8Zb4). [226] Doubling J: (# 9 of 10) “...MORE THAN THE DOUBLING OF COMPUTATIONAL POWER [IS TAKING PLACE] EVERY YEAR...” [177] (http://bit.ly/1mn8Btl). Brackets are of the author. [226] Doubling K: (# 10 of 10) “...Like Moore’s Law for silicon electronics, which says that computers are growing exponentially smaller and more powerful every year, molecular systems developed with DNA nanotechnology have been doubling in size roughly every three years,...” says Professor Erik Winfree at the California Institute of Technology (Caltech). [197] (http://bit.ly/1f3NEMq). [217] [226] END OF CITATIONS. N.B.: In no way am I suggesting to be amused by these forceful technological innovations and changed changes above. These are only forces, beyond the material control of any single human, that are seriously observed and considered by me. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

222. T h e W h i t e S w a n T r e a t i s e — 222 NOTWITHSTANDING, THE HUMAN RACE MUST DECIDE WHICH DETERMINATION TO MAKE ABOUT SAID FORCES QUICKLY. To the end above, Prof. Gary Hamel, Ph.D. argued, “...Denial is tragic. Delay is deadly ...” And Albert Einstein determined, “...It has become appallingly obvious that our technology has exceeded our humanity … We shall require a substantially new manner of thinking if mankind is to survive ... " And Dr. Aubrey de Grey PhD. establishes, “...To solve a very complicated problem, you generally need a fairly complicated [and complex] solution [in advance]..." Brackets are of the author. AND: “... The problems of the world cannot possibly be solved by skeptics and cynics …. We need people who can dream things that never were ...” — John F. Kennedy Having said that: The near and far-out futures will be based on the knowledge, science and technologies that exist today. Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

223. T h e W h i t e S w a n T r e a t i s e — 223 If we are to succeed in the contemporary and forthcoming times, we MUST radically break with the past. By what we just have seen above, all these dramatic changes and emerging forces bestow unprecedented, persistent and frontier-breaking new risks, challenges, problems, developments, speed, efficiencies, productivity, opportunities, benefits and progress. To seize and exploit the upsides and to cope with the downsides optimally, there needs to be, as it has never been before in recorded manipulated history, a collective group of prepared-minded managers in place. All these scientific and technological doubling of technical breakthroughs and scientific discoveries and novel innovation developments entail, as the casual observer is not paying detailed attention, that in the preceding process current knowledge and wisdom are becoming obsolete by the nanosecond, giving birth to new notions. For instance, with the initial advent of NASA, it is argued that in its beginnings the agency added 10,000 new words to the hugely-cherished English language. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

224. T h e W h i t e S w a n T r e a t i s e — 224 In a similar fashion, it is reasoned that Shakespeare, as well, added about 10,000 new words to our relished Anglicized Thomas Jefferson Lingua Franca. As well: The reader is welcome to a new “...normal...” and a new “...abnormal ... " In all verisimilitude, there are many new “...normals...” and “...abnormals...” (both within scientific normality) for EVERY MANAGER to fundamentally cope with, being the latter, incidentally, marshaled as well within (a) normality, (b) normalcy and (c) normalness. THE WHITE SWAN HARDCORE POV HEREBY RESUMES NOW. Churchill observed that we must get prepared when we cannot predict. Hence, we need to discern the dynamic driving forces (not so-called “...trends...”) reshaping the present and future and their impacts on our institutions, industries, organizations and professions TODAY. Speaking now of dynamic driving forces, let us peruse this definition: "...Dynamic Driving Forces are forces outside the firm (external factors) that trigger the change of strategy in By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

225. T h e W h i t e S w a n T r e a t i s e — 225 an organization. Industry conditions change because important forces (the most dominant ones that have the biggest influence on what kinds of changes will take place in the industry’s structure and competitive environment) are driving industry participants (competitors, customers, or suppliers) to alter their actions, and thus the driving forces in an industry are the major underlying causes of changing industry and competitive conditions. Driving forces analysis has two steps: identifying what the driving forces are and assessing the impact they will have on the industry [….] The Most Common Dynamic Driving Forces include: 1. The Internet and new e-commerce opportunities and threats it breeds in the industry; 2. Increasing globalization of the industry; 3. Changes in the long-run industry growth rate; 4. Changes in who buys the products and how they use it. 5. Product innovation; 6. Technological change; 7. Market innovation; 8. Entry or exit of major firms; 9. Diffusion of technical know-how across more companies and more countries; 10. Changes in cost and efficiency. 11. Growing buyer for preferences for differentiated products instead of a commodity product (or for a more standardized product instead of strongly differentiated products); 12. Regulatory influences and government policy changes; 13. Changing societal concerns, attitudes, and lifestyles; 14. Reductions in uncertainty and business risk ... Other dynamic driving forces include geologic (geodesic), climatological, political, geopolitical, demographic, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

226. T h e W h i t e S w a n T r e a t i s e — 226 social, ethical, economic, technological, financial, legal and environmental forces, among others …" Besides: Every time we deal we dynamic driving forces, we should, by the way, contemplate the business-like notion of point of inflection. Ergo, I will offer this definition: BEGINNING: “...Inflection point is a moment of dramatic change, especially in the development of a company, industry, or market ... And/or a time of significant change in a situation; a turning point … A moment of dramatic change, especially in the development of a company, industry, or market … A point on a chart that marks the beginning of a significant move, either up or down … An event that results in a significant change in the progress of a company, industry, sector, economy or geopolitical situation. An inflection point can be considered a turning point after which a dramatic change, with either positive or negative results, is expected to result. Companies, industries, sectors and economies are dynamic and constantly evolving. Inflection points are more significant than the small day-to-day progress that is made and the effects of the change are often well-known and widespread … By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

227. T h e W h i t e S w a n T r e a t i s e — 227 Andy Grove, Intel's co-founder, described a strategic inflection point as '...an event that changes the way we think and act …' … What Intel's Grove calls '...strategic inflection point …, AA terms « ... Sputnik Moment inflection point … » ... Inflection points can be a result of action taken by a company, or through actions taken by another entity, that has a direct impact on the company. Regulatory changes, for instance, could lead to an inflection point for a corporation that was previously held back by regulatory compliance issues. Inflection points in technology include the advent of the Internet and smart phones. Politically, an inflection point can be illustrated by the fall of the Berlin Wall or the fall of Communism in Poland and other Eastern Bloc countries ...” END. The White Swan hardcore ensues: This we, all managers in general, must observe daily without a fail and increasingly so. In addition: The “...increasingly so...” MUST be nonlinear (In S- Curves) and supremely exponential (that is: nonlinear, mathematically speaking. Do your research). By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

228. T h e W h i t e S w a n T r e a t i s e — 228 According to mathematics, nonlinear entails, “...not in a straight line...” (that is, that “...grows...” geometrically or exponentially. It grows, in Kurzweilian and mathematical parlance, in and through '...S-typed Curves...'). Our intuitions are outright linear while this contemporaneous world is ruthlessly nonlinear (In S- Curves). Non-linearity harbors most-loved Outliers. And when people reject understanding and embracing non-linearity, they start getting black swans all over. But when they really understand non-linearity, they will get, with strong preparations, strong and plentiful White Swans. Many have a major difficulty in underrating and practically coping with this notion. Nonlinear (In S-Curves) events, happenings, changes and dynamic driving forces have asymmetrical consequences and ramifications beyond conception by the normal-mode of the linear intuitive human mind. Asymmetries mean disproportionableness that are only understood and coped with through nonlinear (In S-Curves) modes of thinking. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

229. T h e W h i t e S w a n T r e a t i s e — 229 Stated simply, nonlinear growth equates to most unevenly explosive growth. The White Swan hardcore continues: By being future literate I don't mean to contemplate what is going to happen in the year 2045. I am interested in the “now” locus and in the immediate-term future and in the medium-term future and in the long-term future and in the “ … all out ...”- term future. When one is developing a cohesive business plan, Doesn't he / she need to envision a three- or five-year period? Isn't the elaboration of a business plan a foremost (future-driven) minimal management responsibility and a skill? I can offer a tsunami of unimpeachable brick-and- mortar and digital literature to assert that the term "now" is already besieged by futuristic forces as we speak. Yes, they will greatly change the future even further and in unpredictable ways. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

230. T h e W h i t e S w a n T r e a t i s e — 230 These futuristic forces are easily observed on the local newspapers too. The “now” moment and the stemmed “continuum” are hijacked by surreptitiously aggressive future-focused dynamics. “...Here and Now...” is, put simply, the endless entry point into the future. As a result, Marcus Aurelius Antoninus commented, “...Never let the future disturb you. You will meet it, if you have to, with the same weapons of reason which today arm you against the present ...” And as a consequence, German philosopher Friedrich Nietzsche indicated, “...It’s our future that lays down the law of our today..." NIETZSCHE IS HEREWITH SUGGESTING THAT THE PRESENT IS A FUNCTION OF THE FUTURE. For instance, the workforce of managers and the respective management competitors will also be transformed beyond the reader's wildest dreams. Competition right now is and will be a major confrontational issue (as in an “attrition war”). By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

231. T h e W h i t e S w a n T r e a t i s e — 231 By way of illustration, and in addition to the so-called “...talent war...,” the pervasive competition is today stemming from advanced robotics and computing and other forms of automation. These three fields are under the ruthless tutelage of Strong Artificial Intelligence, including Strong Quantum Supercomputing! When the human brain and body ─ as well as other hominid sensors ─ get reverse-engineered, Strong A.I. will never be out-competed against by the human thought. By way of illustration and speaking of super intelligence: Among the family of cephalopods, there are the amazing and extremely intelligent: (a) octopus, (b) squid and (c) cuttlefish. QUESTION: What do Spaniards do with them? They cook them and eat them, never finding intellectual and knowledge utility in them. On the contrary, the U.S. Navy scientifically researches their preternatural intelligence. Back to the White Swan hardcore: Strong Artificial Intelligence will be propelled on “steroids” by the defense ministries and intelligentsia and counter-intelligentsia incumbents of nearly all By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

232. T h e W h i t e S w a n T r e a t i s e — 232 major nations, including those of the BRIC and CIVETS countries. Another major factor to outstandingly consider is rampant globalization. This dynamic driving force is incessantly changing the managerial landscape everywhere. And the always-daring global economic crisis, a great universal threat yet, daily shocks us with its random “...behavior...” and continuous looming. Many rosy futurologist call it “...the global downturn...” by way of exercising one “...desperately hopeful...” euphemism. They only want to be the heralds of “...good news ... " without outright and fundamental coping with vast human-made existential errors and risks. The global economic crisis couldn't be any graver around the entire planet. And one of the world's favorite reserve currency is running immense perils, too. When that one is fallen, others will be fallen as well. Whatever is happening in the West, China and India are, at the moment and by way of example, drastically booming. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

233. T h e W h i t e S w a n T r e a t i s e — 233 For example: Dr. Henry Kissinger argues that out of twenty-two centuries China ruled in its region for twenty centuries (2,000 years) at least. Back to the White Swan hardcore: As an important point to note, the Futurologist Gerald Celente advises, “...If you don't attack the future [today], the future will attack you [in 24 hours]...” And John Galsworthy said, “...If you don't think about the future, you cannot have one ... " Brackets are of the author. Is there future clever? Who can we ask about it? Patrick Dixon says, “...Take hold of the future or the future will take hold of you — be futurewise ...” [96] In fact, if there is not a planetary calamity (what I warmly like to call the “caveat”) occurring (I hope this never happens), we are anyway currently beginning to eyewitness the dawn of a new civilization (requiring By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

234. T h e W h i t e S w a n T r e a t i s e — 234 new managerial mind-sets, knowledge, skills and talents). Some existential risks might preclude this new earthling civilization to further originate and develop. That new civilization will be in place in the near future and there will be, among other “...beings... enhanced humans, bots and transbiologicals (biologicals who has transcend their own biology, paraphrasing Kurzweil). Who and how? “...Who will be man’s successor? To which the answer is: We are ourselves creating our own successors. Man will become to the machine what the horse and the dog are to man; the conclusion being that machines are, or are becoming, animate...” Samuel Butler's 1863 letter. Back to the White Swan hardcore: Exobiological, Trans-Exobiological and Omniversal Intelligence might, by some SETI (Search for Extraterrestrial Intelligence) accounts, be in place, too. Let us give it a closer look to SETI. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

235. T h e W h i t e S w a n T r e a t i s e — 235 In “...The Singularity Is Near: When Humans Transcend Biology...” (ISBN: 978-0143037880) book, Dr. Raymond Kurzweil, with 19 doctoral degrees and Singularity University's Chancellor and Google Chief Engineer Officer, argues that most extraterrestrial beings might, JUST MIGHT, exhibit a grayish look because they are the trans-exobiologicals stemming from [outer-space and infinitely beyond] advanced exobiological civilizations. Trans-exobiologicals are exobiologicals who have transcended their own exobiology. Having said that and since the advent of his landmark book (I wish all fact-driven books were written like this canonical marvel), he has given many interviews and speeches about The Technological Singularity. As a process of that, one day Ray ended up giving a seminal keynote to the upper management and scientists at SETI Institute. SETI, again, an American Organization, that stands for Search For Extraterrestrial Intelligence. Conversely, the about one-hour talk was about the Technological Singularity and the Law of Accelerating Returns as it posited by Ray Kurzweil himself. (In futures studies and the history of technology, accelerating change is a perceived increase in the By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

236. T h e W h i t e S w a n T r e a t i s e — 236 rate of technological «and sometimes social and cultural» progress throughout history, which may suggest faster and more profound change in the future. While many have suggested accelerating change, the popularity of this theory in modern times is closely associated with various advocates of the technological singularity, such as Vernor Vinge and Ray Kurzweil.) Towards the end of the keynote, one or two SETI scientists told Ray that, as per their own research, they were considering as a probable and plausible scenario to be that extraterrestrials' or, better yet, non-biological intelligence's domicile was within the immeasurable limits of Dark Matter and Dark Energy. The original and official YouTube video published by SETI is at http://www.youtube.com/watch? v=W6hU4lS9_kI Back to the White Swan hardcore: We must NOW get prepared for the worst-case scenario and expect an ever more intractable worst- case scenario. To this notion, GBN’s CEO Eamonn Kelly explains, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

237. T h e W h i t e S w a n T r e a t i s e — 237 “...We have globalized the economy and culture, but we have not yet globalized our sense of ourselves ...” [89] Now, we must concentrate, as a laser-beam pointing precision, on the upsides by the Technological Singularity as well as the downsides by the Disruptional Singularity. If managers understood and applied solemnity and decorum, among many things they would never have to study or get trained, say, on invaluable leadership and applied ethics, since solemnity encompasses it all. Government, conflict and complexity. What role do governments play pertaining to these singularities? “...Government policies are influential in the macroscopic risks that threaten our lives. As a society has been transferred from simple agrarianism to a complex technologically-driven living standard, competing special interests force the government to make compromises that inevitably create risks — even the risk of war ... " [226] By way of illustration: As we speak about disruptions, an unknown thinker pointed out, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

238. T h e W h i t e S w a n T r e a t i s e — 238 " ...We are walking toward the edge of a cliff — blindfolded. Our ability to understand the potential for future abrupt changes in climate is limited by our lack of understanding of the processes that control them ..." [224] TODAY, WANTING TO BE A TRUE MANAGER IS A GARGANTUAN AMBITION IF ACTUAL AND SUSTAINED SUCCESS IS A CLEAR OBJECTIVE AND GOAL. NEW MANAGERIAL REVOLUTIONARIES ARE EXTREMELY MOBILIZED INTO PURPOSEFUL CAUSES. THEY POSSES ACCESS TO AUSPICIOUS KNOWLEDGE IN GRAVELY IGNORED AND UNDISCOVERABLE FLANKS. When I get hired by an institutional client, TAIRM deeply considers the “...human factor...” I am more interested in the human factor before than after the disruption. Revising the Human Factor and Human Mistake, hominids are: 1.- “...Dumb...”, according to Ted Turner. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

239. T h e W h i t e S w a n T r e a t i s e — 239 2.- “...Flawed...”, according to Dr. Henry Mintzberg. 3.- “...Unstable and unpredictable...”, according to NASA. 4.- “...Future illiterate...”, according to Alvin Toffler. 5.- “...Political animal...”, according to Aristotle. 6.- “... Man, incurable futurologist, is the only traditionalist animal ...”, according to Antonio Machado. Brackets are of the author. 7.- “ … Humans Are Weird …. Humans are creatures of habit with an insatiable need to see familiarity in other people's actions ...”, according to Dr. Stephen Covey. 8.- “ … Humans are biological off-springs ...”, according to Alvin Toffler. 9.- According to London Business School Prof. Gary Hamel, PhD., humans are (or are into): 9.1.- “... animal husbandry …” 9.2.- “ … social creatures ...” 9.3.- “ … amazingly adaptable ...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

240. T h e W h i t e S w a n T r e a t i s e — 240 9.4.- “ … creative and humans can choose ...” 10.- “ ...individuals (human animals) will make mistakes ...”, according to Sir Martin Rees PhD. Parentheses are of the author. 11.- “ … human fallibility ...”, according to US Secretary of Defense Robert McNamara. 12.- “... explanation-seeking animals ...”, according to Dr. Nassim Nicholas Taleb, PhD. 13.- “… We [, humans,] are dogma-prone from our mother's wombs...”, according to Simon Foucher at http://en.wikipedia.org/wiki/Simon_Foucher 14.- “... Human stupidity...”, according to Wikipedia. 15.- [Into] Self-deception (clearly, by so-called humans), according to Wikipedia. 16.- “...Cognitive biases...” and/or “...emotional biases...” (clearly, by so-called humans), according to Wikipedia. Returning to the White Swan hardcore: Insurance and reinsurance companies deal lightly with post-loss human factor. They say that this endeavor is not lucrative to their pockets. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

241. T h e W h i t e S w a n T r e a t i s e — 241 TAIRM thoroughly considers post-mortem and ex- ante analyzes. IN DEALING WITH THE “...HUMAN FACTOR...,” RISKS AND THE FUTURES AND MANY OTHER SIGNIFICANT FACTORS IN THE HANDS OF MANAGERS, TAIRM PREEMPTIVELY MAKE THE CLIENT UNDERGO ABUNDANT “...LITMUS TESTS...” ON SECOND ONE AND ONWARD, THAT IS IN ORDER TO DULY AND IN ADVANCE PREPARE THE CLIENT’S ORGANIZATION TOWARDS ANY CHALLENGES, PROBLEMS, FUTURES, RISKS, PRINCIPLES, STANDARDS, PROCESSES, CONTENTS, CONTEXTS, PRACTICES, TOOLS, TECHNIQUES, DEVELOPMENTS, OPPORTUNITIES, BENEFITS, REWARDS, GROWTH AND PROGRESS. ALL OF THE PRIOR OBSERVING THE IMMEDIATE TERM, THE MEDIUM TERM, THE LONG TERM AND THE FAR-OUT TERM. There is an additional matter of considerable concern under the TAIRM's framework. Thinkers and authors such as Drucker, Toffler and Covey, among others, have energetically gone public about the critical importance of using words that By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

242. T h e W h i t e S w a n T r e a t i s e — 242 address the unfailingly underlying meaning of targeted ideas. Underlying meaning has to do with the meaning of words and terms as per their actual roots. For instance: LET US BESTOW UPON OUR CORPORATIONS BLACK SWANS AS A SPINOFF OF AND BY LACK OF CORRECT AND COMPLETE COMMUNICATION? “...Your letter tells me nothing. You will however have to be able to interrogate, in order to know the names of the regiments and the commanding general and a hundred things, all very important — the morale of the troops, the way in which they are fed, the strength of the different units, and what is known from conservations with the colonels and officers of the corps [….] I EXPECTED SEVERAL PAGES AND I GET ONLY TWO LINES. REDEEM ALL THAT BY WRITING ME IN GREAT DETAIL ...” (By Napoleon I's most existential warning to a plethora of CEOs and Chairperson requesting two-paragraph e-mails. In so doing, they existentially disrupt thoroughness and completeness). Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

243. T h e W h i t e S w a n T r e a t i s e — 243 It is, as a result, indispensable to me (and TAIRM) avoiding the “ … illusion of meaning ...” and hence communicating through most unambiguous parlance. What are real-world examples of “...illusion of meaning...” To this end, Can we use the Wikipedia and White Swan definitions to better understand these illusions of meaning? Hence: Google, Facebook, Twitter, Microsoft and Oracle defined both by Wikipedia and the White Swan: Google defined by Wikipedia: Google is an American multinational corporation specializing in Internet-related services and products. These include search, cloud computing, software, and online advertising technologies. Most of its profits are derived from AdWords. Google defined by the White Swan: Google is an American multinational corporation, with worldwide reach, PRIMARILY SPECIALIZING in Artificial general intelligence (AGI. That is: A hypothetical artificial intelligence that demonstrates human-like intelligence — the intelligence of a machine that could successfully perform any By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

244. T h e W h i t e S w a n T r e a t i s e — 244 intellectual task that a human being can. ), with a SECONDARY SPECIALIZATION, under the strong tutelage of AGI, in Internet-related services and products. Most of its profits are derived from doing Strong Artificial Intelligence through Google Analytics …. AND: Google is already a neural network, a massive, distributed global beyond-human-thinking Artificial Brain. Facebook defined by Wikipedia: Facebook is an online social networking service. Facebook defined by the White Swan: Facebook is an American multinational corporation, with worldwide reach, PRIMARILY SPECIALIZING in Artificial general intelligence (AGI. That is: A hypothetical artificial intelligence that demonstrates human-like intelligence — the intelligence of a machine that could successfully perform any intellectual task that a human being can. ), with a SECONDARY SPECIALIZATION, under the strong tutelage of AGI, in online social networking service. Most of its profits are derived from doing Strong Artificial Intelligence through Facebook Analytics. Twitter defined by Wikipedia: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

245. T h e W h i t e S w a n T r e a t i s e — 245 Twitter is an online social networking and microblogging service that enables users to send and read short 140-character text messages, called "tweets". Twitter defined by the White Swan: Twitter is an American multinational corporation, with worldwide reach, PRIMARILY SPECIALIZING in Artificial general intelligence (AGI. That is: A hypothetical artificial intelligence that demonstrates human-like intelligence — the intelligence of a machine that could successfully perform any intellectual task that a human being can. ), with a SECONDARY SPECIALIZATION, under the strong tutelage of AGI, in online social networking and microblogging service that enables users to send and read short 140-character text messages, called "tweets". Most of its profits are derived from doing Strong Artificial Intelligence through Twitter Analytics. Microsoft defined by Wikipedia: Microsoft Corporation is an American multinational corporation headquartered in Redmond, Washington, that develops, manufactures, licenses, supports and sells computer software, consumer electronics and personal computers and services. Its best known software products are the Microsoft Windows line of operating systems, Microsoft Office office suite, and By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

246. T h e W h i t e S w a n T r e a t i s e — 246 Internet Explorer web browser. Its flagship hardware products are Xbox game console and the Microsoft Surface series of tablets. It is the world's largest software maker measured by revenues. Microsoft defined by the White Swan: Microsoft is an American multinational corporation, with worldwide reach, PRIMARILY SPECIALIZING in Artificial general intelligence (AGI. That is: A hypothetical artificial intelligence that demonstrates human-like intelligence — the intelligence of a machine that could successfully perform any intellectual task that a human being can. ), with a SECONDARY SPECIALIZATION, under the strong tutelage of AGI, into: development, manufacturing, licensing, supporting and selling computer software, consumer electronics and personal computers and services. Its best known software products are the Microsoft Windows line of operating systems, Microsoft Office office suite, and Internet Explorer web browser. Its flagship hardware products are Xbox game console and the Microsoft Surface series of tablets. It is the world's largest software maker measured by revenues. Most of its profits are derived from doing Strong Artificial Intelligence through Microsoft Analytics. Oracle defined by Wikipedia: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

247. T h e W h i t e S w a n T r e a t i s e — 247 Oracle Corporation is an American multinational computer technology corporation that specializes in developing and marketing computer hardware systems and enterprise software products — particularly its own brands of database management systems. Oracle defined by the White Swan: Oracle is an American multinational corporation, with worldwide reach, PRIMARILY SPECIALIZING in Artificial general intelligence (AGI. That is: A hypothetical artificial intelligence that demonstrates human-like intelligence — the intelligence of a machine that could successfully perform any intellectual task that a human being can. ), with a SECONDARY SPECIALIZATION, under the strong tutelage of AGI, into developing and marketing computer hardware systems and enterprise software products — particularly its own brands of database management systems. Most of its profits are derived from doing Strong Artificial Intelligence through Oracle Analytics. If you don't get it yet, please allow me to elaborate: The White Swan is about HUGE OPTIMAL MANAGEMENT. But we can do said Optimal Management if we do NOT really the immeasurable By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

248. T h e W h i t e S w a n T r e a t i s e — 248 large complication and gargantuan complexity of one of the most pervasive Dynamic Driving Forces. As a result: IN WHAT ARE GOOGLE, FACEBOOK, IBM, APPLE AND MICROSOFT FOCUSING IN ORDER TO REVERSE-ENGINEER THE HUMAN BIOLOGICAL MIND? Google, Facebook and other tech companies race to develop artificial intelligence. CITATION BEGINS: “ … The latest Silicon Valley arms race is a contest to build the best artificial brains. Facebook, Google and other leading tech companies are jockeying to hire top scientists in the field of artificial intelligence, while spending heavily ON A QUEST TO MAKE COMPUTERS THINK MORE LIKE PEOPLE …. They're not building humanoid robots — not yet, anyway. But a number of tech giants and startups are trying to build computer systems that understand what you want, perhaps before you knew you wanted it ….' It's important to position yourself in this market for the next decade,...' said Yann LeCunn, a leading New York University researcher hired to run Facebook's new A.I. division in December …. “... A LOT IS RIDING ON ARTIFICIAL INTELLIGENCE AND By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

249. T h e W h i t e S w a n T r e a t i s e — 249 CONTENT ANALYSIS, AND ON BEING SMARTER ABOUT HOW PEOPLE AND COMPUTERS INTERACT …' …. Artificial intelligence programs can already recognize images and translate human speech. TECH RESEARCHERS WANT TO BUILD SYSTEMS THAT CAN MATCH THE HUMAN BRAIN'S ABILITY TO HANDLE MORE COMPLEX CHALLENGES — to intuitively predict traffic conditions while steering automated cars or drones, for example, or to grasp the intent of written texts and spoken messages, so they can better anticipate what kind of information, including ads, their users want to see …. FACEBOOK HAS RECRUITED SEVERAL WELL-REGARDED A.I. SCIENTISTS, including one from Google, in recent months. GOOGLE HAS BEEN WORKING ON ARTIFICIAL INTELLIGENCE FOR SEVERAL YEARS, ENLISTING PROMINENT RESEARCHERS SUCH AS STANFORD'S ANDREW NG AND THE UNIVERSITY OF TORONTO'S GEOFFREY HINTON TO HELP BUILD COMPUTER SYSTEMS KNOWN AS '...NEURAL NETWORKS,...' WHICH ARE CAPABLE OF TEACHING THEMSELVES …. But in a sign it wants to do more, Google paid a reported $400 million in January to buy DeepMind, a British startup said to be working ON ARTIFICIAL INTELLIGENCE for image recognition, e- commerce recommendations and video games. DeepMind had also drawn interest from Facebook. Last month, Facebook CEO Mark Zuckerberg invested personally in Vicarious, a Silicon Valley By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

250. T h e W h i t e S w a n T r e a t i s e — 250 startup working on software that can recognize — and draw — images of animals or other things …. ' … In the last 18 months, every venture capital firm I know has made at least one investment ...' in ARTIFICIAL INTELLIGENCE, ROBOTICS or related sectors, said Raj Singh, CEO of Tempo AI, which makes a '… smart calendar …' mobile app that acts like a personal assistant. Tempo uses technology from SRI, the Menlo Park think tank that developed key elements of Apple's Siri and has spun off several artificial intelligence startups …. COMPETITION AMONG DIGITAL PERSONAL ASSISTANTS IS ESPECIALLY HEATED: While each works differently, Tempo is vying with Siri, Google Now and Microsoft's new Cortana. Through a series of upgrades, each has tried to outdo the others in providing reminders and anticipating questions by analyzing relevant data from users' calendars, contact lists and email …. The ultimate goal is something closer to '… Samantha,...' the personable operating system voiced by actress Scarlett Johansson in the film '...Her,...' though it undoubtedly will be more businesslike …. Right now, even Siri fans have voiced frustration with its limitations, including balky silences and nonresponsive answers. But there are signs Apple is working feverishly to improve it …. '…. Apple is hiring some of the most intelligent guys in this field,[….] ' said Abdel-Rahman Mohamed, a University of Toronto researcher who has used a form of artificial intelligence known as '… deep learning...' to improve By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

251. T h e W h i t e S w a n T r e a t i s e — 251 speech recognition by computers. Based on Apple's recent hiring, Mohamed predicted Siri will improve dramatically …. Facebook, meanwhile, wants to better understand its users' posts and preferences so it can show them more relevant messages, LeCunn said. It's working on improved facial recognition algorithms, for photo-tagging. Zuckerberg has also hinted he wants to compete with Google in providing answers to users' questions, drawing on recommendations and observations by the social network's 1.2 billion members .…'[….] The goal here is to use new approaches in A.I. to help make sense of all the content that people share, so we can generate new insights about the world to answer people's questions, ...' Zuckerberg told analysts recently ….'[….] This has the potential to be really powerful ….' …. Google has similar goals. So does Microsoft, Yahoo, China's Baidu and other companies. IBM poured more than $1 billion into its Watson computer system, which uses artificial intelligence and competed on '...Jeopardy[….] ' Already, Google has used artificial intelligence to improve its voice-enabled search and Google Now, as well as its mapping and self-driving car projects. Google wouldn't discuss the details of its projects, but CEO Larry Page showed his enthusiasm at a TED technology conference last month ….' I think we're seeing a lot of exciting work going on, that crosses computer science and neuroscience, in terms of really understanding what it takes to make something smart, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

252. T h e W h i t e S w a n T r e a t i s e — 252 ….' Page said. He showed videos from Google and DeepMind projects in which computer systems learned to recognize cats and play games — without detailed programming instructions ….Google and Facebook both hope to do more with '...DEEP LEARNING,...' in which computer networks teach themselves to recognize patterns by analyzing vast amounts of data, rather than rely on programmers to tell them what each pattern represents. The networks tackle problems by breaking them into a series of steps, the way layers of neurons work in a human brain ….The approach was pioneered in the 1980s by a handful of scientists including Hinton, Ng and LeCunn. But researchers say its potential has exploded in recent years because they now have access to more powerful computing systems and bigger sets of data …. That technology could help companies build systems that go beyond recognizing words or phrases, to understand the intended meaning of written texts and conversational speech — so instead of typing the keywords '…. weather forecast San Jose,...' users can simply ask: '...Do I need an umbrella today?...' …. It may also help companies like Google and Facebook analyze individuals' posts and preferences to tailor the ads they see, though neither company tends to highlight such uses ….A powerful artificial brain that knows your preferences and habits can be a scary notion, acknowledged Mohamed, who said companies must consider ethics and privacy as they develop new By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

253. T h e W h i t e S w a n T r e a t i s e — 253 services ….But experts say it's clear that artificial intelligence will be used more widely. SOME DAY SOON, INTELLIGENT '….ASSISTANTS...' WILL BE BUILT INTO A VARIETY OF GADGETS AND ONLINE SERVICES, predicted Singh …. ' ….Everything is going to be more anticipatory, and more personal,[….] ' he said. '… If it's done right, you may not even notice it. But once you start experiencing it, you'll realize: ' …. Wow! How did you live without it? …' ... " [229]. CITATION ENDS. Back to the White Swan main hardcore and some amenities about parlance: For example, there is a major nation in the Western Hemisphere in which its in-general-and-at-large society's “ ...living...” language usage involves a great number of slangs, clichés, idioms, colloquialisms, regionalisms (spoken and written, of), traditionalisms (spoken and written, of) and other idiomatic expressions (spoken and written, of) that, as per the most authoritative own native linguists from said society, semanticists, language experts and professors, do not unfortunately configure, in all rigorousness, the standard parlance of the official language here coped with. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

254. T h e W h i t e S w a n T r e a t i s e — 254 The preceding paragraph is a great negative encouragement to deal with a world mired by hard science, high tech and complexity. Back to the White Swan hardcore: There is huge complexity now by geopolitical hazards as well as Cold War II is reaffirming its own birth and rogue ruling. Cold War II is, unfortunately, a great pre-condition underpinning to a thesis of a WWIII. Accordingly and dealing with the non-standard usage of language and other amenities, Dr. Carl Sagan, PhD., by way of example, expressed, “...We live in a society exquisitely dependent on science and technology, in which hardly anyone knows about science and technology...” Ergo, non-standard languages are a function of societies fighting against science and technology. As a result, I put forward that it is impossible to live against the dictum by Dr. Sagan in contemporary days. I also believe that leaders and managers are going to need without a fail and with extreme seriousness, in many cases, a panoply of Rocket Science or Science Rocketry. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

255. T h e W h i t e S w a n T r e a t i s e — 255 Along with Linguistics and Semantics in the swirling Gaia of ours, it is important to heed the notion of Dialectic, a form of preventative non-“...communication breakdown...” Wikipedia asserts: “ … Dialectic (also dialectics and the dialectical method) is a method of argument for resolving disagreement that has been central to European and Indian philosophy since antiquity. The word dialectic originated in ancient Greece, and was made popular by Plato in the Socratic dialogues. The dialectical method is discourse between two or more people holding different points of view about a subject, who wish to establish the truth of the matter guided by reasoned arguments …” Along with the Dialectical Method, Transformative and Integrative Risk Management is into advanced Socratic Method. Back to the White Swan hardcore: Another aspect of TAIRM is to exercise gigantic attentive listening to the client and others related to him or her. If the language within a major petroleum refinery is ambiguous, irresponsibly miscomprehended By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

256. T h e W h i t e S w a n T r e a t i s e — 256 operational communications stemming from such petroleum refinery can terminate with the human life and bringing about, say, 100,000 fatalities (living in peripheral cities), not counting the installation's workers and contractors as well as the property damages. Into my first six-months with PDVSA, there was a devastation by a Petroleum Refinery, known as Refinería de Amuay (Paraguaná Refinery Complex), under Lagoven's (formerly Creole Petroleum Corporation). CPC is the company acquired by Standard Oil of New Jersey and then state-owned by Citgo's PDVSA. At that moment, Paraguaná Refinery Complex was the world's largest in its type. I was officially invited by Lagoven's CFO, by Canadian Mr. William Clamens, to visit the “...Crime Scene...” or the locus in which the Disruptive Energy- Potential was Stupidly Unleashed and where Forensic Science was going to be applied afterward. If I were to make a visual comparison, it probably was like looking at the Chernobyl Catastrophe. In heavy-duty proportions and industrial scales, I reconnoitered the entire site. If you think of your neighborhood or own urbanization, it was, at first By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

257. T h e W h i t e S w a n T r e a t i s e — 257 sight, about 45-square blocs. The burning smell was all over the place. Nothing was recognizable. Considerable leakages of gasses, vapors, fluids and fired-up ignitions. Myriad of tiny short-circuits and tons of smoke everywhere, as well. The place was difficult to walk through given the unprecedented amount of cluttered debris. Outright industrial upheaval with a large assets elimination pseudo-insured and pseudo-reinsured. So, even though such industrial complex was brought under control before rebuilding it. Fortunately, there was no loss of human lives. At that moment, I was just out of college into tenure commencement. I was, at all rate, paying undivided attention to many details and found out many flaws, not only in maintenance procedures, but also in legal approaches to configure the millionaire insurance- and-reinsurance claim check. I made a case to the the Refinery CEO, the company's CFO, and the Corporate: Treasurer, Comptroller and Jurist that, as per my opinion, their engineer spokesperson was given more than necessary information. And that such quality and quantity of lavish information was going to be utilized to substantially decreased the global indemnity payment. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

258. T h e W h i t e S w a n T r e a t i s e — 258 The global indemnity payment was internationally managed by Sedgwick Reinsurance Brokers Ltd. (now acquired by and operated through Marsh & McLennan Companies, Inc.). Within the overseas reinsurance-paying pool of (reinsurance companies), there were a gamut of participating prime players from North America and Europe at large, for a portion of the entire risk accounting to about a 90%, in toto. As it is customarily called, the (overseas) Reinsurance Pool Leader was American International Group, Inc. Then, Sedgwick Reinsurance Brokers, precluded, any “...syndicate...”, that is a ' … Lloyd's of London ...'-chartered reinsurance company, to partake into the international reinsurance pool. Within the national insurance-paying pool of (insurance companies), there were over forty companies participating, for a portion of the entire risk accounting to about a 10%, in toto. The (national) Insurance Pool Leader was Liberty Mutual's “...Seguros Caracas...” The narrative about the Refinery “...Loss...” and all of the International and National Ramifications via Reinsurance and Insurance Companies have a By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

259. T h e W h i t e S w a n T r e a t i s e — 259 strategic end to articulate the narrative HARDCORE of the present work. I found all of the before-the-loss events and after-the- loss events extremely primitive and mediocre. So my thought process quickly went from sub-critical mass into critical mass to give birth to some alien methodology to fundamentally do away with all the silly corporate red tape from time immemorial. Back to the White Swan hardcore: A Little Actual Fun Story with World's #2 Petroleum Corp Chairman and CEO: Lasserre Restaurant and World's #2 Petroleum Corporation Worldwide Chairman and CEO (1998): World's #2 Petroleum Corporation was Citgo's PDVSA (the parent and holding company). PDVSA: Petróleos de Venezuela, S.A. is the Venezuelan state-owned oil and natural gas company. It has activities in exploration, production, refining and exporting oil, as well as exploration and production of natural gas. Please remember that Venezuela has the largest world's petroleum reserves. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

260. T h e W h i t e S w a n T r e a t i s e — 260 Worldwide Chairman and CEO: Engineer Luis Giusti (http://es.wikipedia.org/wiki/Luis_Giusti_L %C3%B3pez). I invited Luis with the CORS Board Members to enjoy a nice French dinner at Lasserre Restaurant. Andres was then and now the Founder, Chairman and CEO of CORS Risk Management Services. Through that nice dinner I wanted to communicate to Luis our company's interest and view about establishing a joint venture between CORS and PDVSA to do all the thinkable and unthinkable medical services to PDVSA Employee and Eligible Dependents and then to other institutional clients. I will give you an accurate account but I will use avatars for my two CORS directors. One I will call Gustav and the other Hans. Ergo, Andres went on, while focusing on Luis' face, to give him a detailed explanation about exactly what PDVSA's health-care problems were and how CORS could take care of those. For over a decade and half, Andres has assimilated the technical parlance of Petroleum Executives. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

261. T h e W h i t e S w a n T r e a t i s e — 261 So, Andres, in order to make his pitch more comprehensible to Luis regardless of Gustav and Hans, spoke to Luis in his natural parlance. As a consequence, Luis and Andres really hit as a dialogue context was kindly and fruitfully formed. This two- person dialogue became extremely fluid and dynamic. Then, the ensuing took off: Gustav: “...Andres, you are confounding Luis...” Hans: “...Yes, Andres, you are overwhelming Luis...” For a second, I stared at the two imprudent and ignorant guys. And then Luis disrupted their silliness. Luis: “...Hans and Gustav, I don't understand what your problem is … Andres is making a great deal of sense to me … Every time I speak with a potential strategic ally, I found him, her inarticulate and without clearly defining the conversation points and highlights …. You are wrong if you think that Andres is sending me into bewilderment …. In fact, I just wish that my Co-CEO and COO could express themselves with the clarity and lucidity of concepts that Andres uses ...” Andres: “...Thank you...” Given the breathtaking tactless and imprudent and envious interruption by Hans and Gustav, I requested By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

262. T h e W h i t e S w a n T r e a t i s e — 262 them to submit before me their resigning letters, which I did accept. Back to the White Swan hardcore: Successively and with the passage of time, I knew we had to prepare to eliminate and avoid before-the-facts risks, but that I was also extremely bound to properly solving the “ugly” unleashing of pent-up risk energy in after-the-facts settings. This latter is hugely embedded in Transformative and Integrative Risk Management. To responsibly illustrate the preceding paragraph, Transformative and Integrative Risk Management, coping with pre-morten (a posteriori) and post-morten (a posteriori) disruption potentials, include: [I] Transformative and Integrative Risk Management includes a dovetailed version of: Red Adair's Methodology. (Applying and adapting some practical techniques by and as: an American oil well firefighter. He became world notable as an innovator in the highly specialized and extremely hazardous profession of extinguishing and capping blazing, erupting oil well blowouts, both land-based and offshore.). Adair's motto establishes, " … Nothing is impossible ….You consider the danger but you don't think about it because nobody can work with fear By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

263. T h e W h i t e S w a n T r e a t i s e — 263 (non-emotional evenness)...” Parentheses are of the author. [II] Transformative and Integrative Risk Management includes a customized version of: The National Transportation Safety Board's of NTSB "Go Team" Approach. The generalized notion, greatly adapted by TAIRM, states: The National Transportation Safety Board was established in 1967 to conduct independent investigations of all civil aviation accidents in the United States and major accidents in the other modes of transportation. It is not part of the Department of Transportation, nor organizationally affiliated with any of DOT's modal agencies, including the Federal Aviation Administration. The Safety Board has no regulatory or enforcement powers … To ensure that Safety Board investigations focus only on improving transportation safety, the Board's analysis of factual information and its determination of probable cause cannot be entered as evidence in a court of law[….] At the core of NTSB investigations is the " … Go Team ..." The purpose of the Safety BoardGo Team is simple and effective: Begin the investigation of a major accident at the accident scene, as quickly as possible, assembling the broad spectrum of technical expertise that is needed to solve complex transportation safety problems ...” From (a) Complex Transportation Safety and (b) Oil- well Systematized Firefighting Techniques and By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

264. T h e W h i t e S w a n T r e a t i s e — 264 Practices there are many, vast applications to other risks, both before-the-facts ones and after-the-facts ones, as well. [III] The “...Red Teaming...” approach is also included in a tailor-made form into Transformative and Interrogative Risk Management. Red Teaming, in a generic form, entails: A red team is an independent group that challenges an organization to improve its effectiveness. The United States intelligence community (military and civilian) has red teams that explore alternative futures and write articles as if they were despotic world leaders. Little formal doctrine or publications about Red Teaming in the military exists …. Private business such as IBM and SAIC (Science Applications International Corporation) and agencies such as the CIA have long used Red Teams. Red Teams in the United States military were used much more frequently after a 2003 Defense Science Review Board recommended them to help prevent the shortcomings that led up to 9/11. The Army then stood up a service-level Red Team, the Army Directed Studies Office, in 2004. This was the first service level Red Team and until 2011was the largest in the DoD ...” The “...Red Teaming...” is a sub-chapter portion or subsystem in Transformative and Integrative Risk Management. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

265. T h e W h i t e S w a n T r e a t i s e — 265 [IV] Transformative and Integrative Risk Management comprises of other proprietary methodologies beyond the ones above that cannot be disclosed here. Again and again, TAIRM structurally and thoroughly deals with before-the-facts hazardous events and after-the- facts hazardous events. A Quick-Dated Summation, Accordingly: (A.-) Red Adair's Methodology, adapted to Transformative and Integrative Risk Management, was first included to said TAIRM in 2005. (B.-) The National Transportation Safety Board's of NTSB " ...Go Team ..." Methodology, adapted to Transformative and Integrative Risk Management, was first included to said TAIRM in 2007. (C.-) The “...Red Teaming...” Approach, adapted to Transformative and Integrative Risk Management, was first included to said TAIRM in 2009. (D.-) Transformative and Integrative Risk Management's Proprietary Techniques, coping with after-the-facts hazardous events was first included to said TAIRM in 2005. (E.-) Aforementioned Approaches (A.-), (B.-), (C.-) and (D.-) are seamlessly incorporated into and operated from the core of Transformative and By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

266. T h e W h i t e S w a n T r e a t i s e — 266 Integrative Risk Management with uncanny: (e.1) Cohesiveness, (e.2) Congruence, (e.3) Consistency, (e.4) Reliability, and (e.5) Integrity. Back to the White Swan hardcore: Ideas in which David and readers might prove to be interested? Insurance and Reinsurance Companies' Actuaries and Statisticians have a MEME: In that order, they, for instance, speak of: (a).- “...Short-Tail Risks ...”, (b).- “...Long-Tail Risks...”, and (c).- “...Dormant Risks...” (a).- “...Short-Tail Risks ...” is a risk whose disruptional maturity comes forwards soon. (b).- “...Long-Tail Risks...” is a risk whose disruptional maturity comes forwards afterward (towards mid and long term). (c).- “...Dormant Risks...” is a risk whose disruptional maturity is, at the moment, in a non- (c.1.-) Climactic Mode and/or (c.2.-) Critical-Mass Mode. Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

267. T h e W h i t e S w a n T r e a t i s e — 267 Some Reasoning Procedures Embraced by White Swan's Transformative and Integrative Risk Management interdisciplinary Problem-Solving Methodology (That is: Feet-on-the-ground problem solving): 1.- Deductive Reasoning, 2.- Quasi-Deductive Reasoning, 3.- Inductive Reasoning, 4.- Quasi-Inductive Reasoning, 5.- Partial and/or thorough blending of the above: “1.-”, “2.-”, “3.-”, and “4.-”. 6.- Other proprietary reasoning not disclosed her. Hence, let us define Deductive Reasoning: “... Deductive reasoning, also deductive logic or logical deduction or, informally, 'top-down' logic, is the process of reasoning from one or more general statements (premises) to reach a logically certain conclusion …. Deductive reasoning links premises with conclusions. If all premises are true, the terms are clear, and the rules of deductive logic are followed, then the conclusion reached is necessarily true ...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

268. T h e W h i t e S w a n T r e a t i s e — 268 Subsequently, let us define Inductive Reasoning: “... Inductive reasoning (as opposed to deductive reasoning) is reasoning in which the premises seek to supply strong evidence for (not absolute proof of) the truth of the conclusion. While the conclusion of a deductive argument is supposed to be certain, the truth of an inductive argument is supposed to be probable, based upon the evidence given ….Inductive reasoning forms the basis of most scientific theories e.g.; Darwinism, Big bang theory and Einstein's theory of relativity ...” Senses, immeasurably gauged by White Swans and Transformative and Integrative Risk Management, concisely: (A.-) Linear Sense of Proportion(s), (B.-) Linear Sense of Scale(s), (C.-) Linear Sense of Magnitude(s), (D.-) Linear Sense of Dynamic(s), (E.-) Linear Sense of Fluidity, (F.-) Linear Sense of Scope, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

269. T h e W h i t e S w a n T r e a t i s e — 269 (G.-) Linear Sense of Intensity, (H.-) Linear Sense of Probability, (I.-) Linear Sense of Complication, (J.-) Linear Sense of Complexity, (K.-) Linear Sense of Operational Limitations, Flawness, Errors and Incompleteness, (L.-) Linear Sense of Risks, including Existential Risks. (M.-) Nonlinear (In S-Curves) Sense of Proportion(s), (N.-) Nonlinear (In S-Curves) Sense of Scale(s), (O.-) Nonlinear (In S-Curves) Sense of Magnitude(s), (P.-) Nonlinear (In S-Curves) Sense of Dynamic(s), (Q.-) Nonlinear (In S-Curves) Sense of Fluidity, (R.-) Nonlinear (In S-Curves) Sense of Scope, (S.-) Nonlinear (In S-Curves) Sense of Intensity, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

270. T h e W h i t e S w a n T r e a t i s e — 270 (T.-) Nonlinear (In S-Curves) Sense of Probability, (U.-) Nonlinear (In S-Curves) Sense of Complication, (V.-) Nonlinear (In S-Curves) Sense of Complexity, (Y.-) Nonlinear (In S-Curves) Sense of Operational Limitations, Flawness, Errors and Incompleteness, (W.-) Nonlinear (In S-Curves) Sense of Risks, including Existential Risks. NB: Many other linear and nonlinear (In S-Curves) senses are proprietary. Back to the White Swan hardcore: ALSO to be considered: Synthesized Practical Toolkital Panoply by White Swan's Transformative and Integrative Risk Management encompasses: ONE.- Hindsightfulness, TWO.- Counter-hindsightfulness, THREE.- Foresightfulness, FOUR.- Counter-foresightfulness, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

271. T h e W h i t e S w a n T r e a t i s e — 271 FIVE.- Farsightfulness, SIX.- Counter-farsightfulness, SEVEN.- Closenessfulness, EIGHT.- Counter-closenessfulness, NINE.- Insightfulness, TEN.- Counter-insightfulness, ELEVEN.- Intuitvenessfulness, TWELVE.- Counter-intuitvenessfulness, THIRTHEEN.- Stargatenessfulness, FOURTEEN.- Counter-Stargatenessfulness, FIFTEEN.- DoctorStangelovesness, and SIXTEEN.- Counter-DoctorStangelovesness. Back to the White Swan hardcore: When instituting the TAIRM interdisciplinary methodology, I develop and give the client a FUNCTIONAL glossary of agreed-upon terms with By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

272. T h e W h i t e S w a n T r e a t i s e — 272 their definitions and concepts, as well with practical application examples. This glossary will be used during training, indoctrination and service (fundamental turnkey solution) in order to communicate back and forth with a universally in-agreement, consistent, congruent and underlying sense. My clients under TAIRM enjoy a practical and continuous knowledge transfer from me beyond initial training and indoctrination. Clients committed to accessing the sustained and progressive efficiencies, productivity, benefits, rewards and opportunities, as well as the respective durable advantages, of “...Transformative and Integrative Risk Management...” will receive vast (a) executive training and (b) technical indoctrination by me, for Perpetuity. “...Transformative and Integrative Risk Management...” is only for serious go-getter clients. Just a thought, the crucially important client's officer to TAIRM is not the CFO, but the Chairman and CEO. The CFO, the Human Resources Officer, the I.T. Officer (CIO), CTO, and every other officer (manager) By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

273. T h e W h i t e S w a n T r e a t i s e — 273 of “...function...” and incumbent of “...line...” will be, as well, properly trained, indoctrinated and coped with. To people that wish a quick and simple start-up overview on the future, I powerfully suggest to begin reading Alvin Toffler's “...Future Shock...” book. On 1985, a very late date, that book taught me that insurance losses (unmanaged risks) could, to a greater degree, be better either eliminated or mitigated or, at least, modulated. A Technological Singularity's Primer: Alvin Toffler's "...Future Shock...," narrated and explained by Mr. Orson Welles via YouTube at https://www.youtube.com/watch?v=9cB8FQeawvA I was then thinking about petroleum and petrochemical equipments and installations, including oil refineries and oil wells, automotive and logistical factories, facilities and many other industrial plants and organizations, whose manufactured and produced products and services are mostly tangible. Crucial infrastructure coped with through beyond- insurance risk management includes that of IT or data processing, such as data centers. As an insurance doubled major and a manager to me so-called “...insurance...” is not “...risk protection...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

274. T h e W h i t e S w a n T r e a t i s e — 274 but a financial device that just PARTLY indemnifies you from SOME losses and ONLY SOMETIMES and only to SOME degree. AND “LOSS INDEMNITY” IS NEVER RISK MANAGEMENT. In my case, a loss (disruption potential) is the unmanaged and uncontrolled unleashing of pent-up energy. Once pent-up energy is unleashed, it can create (upside risks) or destruct (downside risks). To this end, one helpful insight to the reader might be this: “...It would be hard to find anyone who believes that losses occur without any cause. Yet many managers, acting as though an accident is a random stroke of fate, have to be reminded to seek and remove causes prior to a loss. Less obvious to the layman is the idea that nearly all accidental losses have a multiple causes: virtually no accident has a single cause [….] Identifying causes, especially those that are subtle or unseen, requires tenacity, imagination, and a systematic method. However, since almost every accident or loss has a known precedent, you never have to start your search for causes empty-handed...” [226]. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

275. T h e W h i t e S w a n T r e a t i s e — 275 To cope with the future is to cope with changed changes (upside risks and downside risks), today. And the entirety of the planet is now inundated with massive, increasing changed changes, omnipresently. All incumbents and practitioners must perceive that management is turning itself into a highly scientific field and practice without a fail. Believe it or not, management is literally going into applied “...Rocket Science...” By way of example, the expression “...Keep It Simple, Stupid...” has been radically replaced by “...Keep It Scientific, Savant...” And notions as those of Thomas Paine's “...common sense...” are now absurd and rendered ineffectual and counterproductive by representatives of numberless institutions such as DARPA, NASA, MIT and Stanford University. Common sense is radically replaced by APPLIED SCIENTIFIC KNOWLEDGE. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

276. T h e W h i t e S w a n T r e a t i s e — 276 So called "...out of the box..." thinking is impious and outrageous mediocrity by the 21st-century standards and practices. "...Out of the box..." thinking will bankrupt you or your government easily and without a fail. And the “...power of simplicity...,” unless it is applied by a consummated polymath, is a chat about rubbish. We live in a world in which the Power of Complexity, Randomness and Pseudo-Randomness rules dictatorially. Pseudo-Serendipity, infinitely more than plain-vanilla Serendipity, is a self-inflicted ruler by an equivalent to the Tudor Family. Managing is an art, practice, methodology, technology and hard science. That's why Futures Studies, Foresight Research and Scenario Planning are managerial disciplines seriously observed by the United Nations and the advanced for-lucre enterprises in the world. Shell is a miniscule good example of this plethora of global enterprises. I firmly believe that management today is in a gargantuan challenge. More so than before because By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

277. T h e W h i t e S w a n T r e a t i s e — 277 of the massive, ubiquitous changes affecting society and economy. Change is going abusively “...auto...” and “...techno...” and “...in vivo...” and “...infotech...” and “...cyborg...” and “...digital...” and “... neuro...” and “...bio...” and “...transbio...” and “...nano...” and “...nanotech...” I am not afraid to proclaim. And wait until the scientific and technological convergence takes place even further, a tiny bit later. BEYOND THE MANAGERIAL CHALLENGES (DOWNSIDE RISKS) BESTOWED BY THE EXPONENTIAL TECHNOLOGIES AS IT IS UNDERSTOOD IN THE TECHNOLOGICAL SINGULARITY AND ITS INHERENT FUTURISTIC FORCES IMPACTING THE PRESENT AND THE FUTURE NOW, THERE ARE ALSO SOME GRAVE GLOBAL RISKS THAT MANY FORMS OF MANAGEMENT HAVE TO TACKLE WITH IMMEDIATELY. I must insist that the as-of-now Disruptional Singularity might preclude the Technological Singularity. THESE GRAVE GLOBAL RISKS HAVE NOTHING TO DO WITH ADVANCED SCIENCE OR TECHNOLOGY. MANY OF THESE ERRORS AND By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

278. T h e W h i t e S w a n T r e a t i s e — 278 HAZARDS STEM FROM NATURE AND SOME ARE, AS WELL, CHIEFLY MAN MADE AND ENFORCED BY UNIVERSAL POLITICAL CORRUPTION AND MEDIOCRITY. Corruption has no gender. In the Western Hemisphere, there are four (4) female heads of state amazingly corrupted. Like Sixth Sense and intuition, corruption have no gender. Back to the White Swan hardcore: FOR INSTANCE, THESE GRAVE GLOBAL RISKS — EMBODYING THE DISRUPTIONAL SINGULARITY — ARE GEOLOGIC, GEODESIC, CLIMATOLOGICAL, POLITICAL, GEOPOLITICAL, DEMOGRAPHIC, SOCIAL, ETHICAL, ECONOMIC, FINANCIAL, LEGAL AND ENVIRONMENTAL, AMONG OTHERS. To this purpose, Dr. Robert A. Collins, Ph.D. comments, “...Disasters are a natural and predictable part of the human condition. This includes both natural disasters and human-made disasters. In spite of this, whenever a disaster strikes, most people are unprepared. The inevitable result is the loss of life and property. It does not have to be this way [….] SINCE DISASTERS ARE AN INEVITABLE PART OF LIFE, THE WISEST By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

279. T h e W h i t e S w a n T r e a t i s e — 279 COURSE OF ACTION IS TO UNDERSTAND THEM, PREPARE FOR THEM, AND CAPITALIZE ON THE OPPORTUNITIES THAT THEY PRESENT. The first and most important step in disaster planning is, obviously, to have a plan. Without a specific plan, it will be very difficult, if not impossible, to implement the other steps in disaster preparation. Most organizations deal with disasters by first hoping that they don’t happen. Then when they do happen, they respond to them and try to recover from them. MOST ORGANIZATIONS DO NOT TRY TO MITIGATE THEM IN ADVANCE. THIS IS AN IRRATIONAL AND EXPENSIVE STRATEGY [….] It is impossible to plan for things that you cannot imagine. Therefore, the first step in forging the resilient organization is to conduct ‘scenario planning’ [….] It is necessary for the organization to be honest with itself when completing the scenario planning step in disaster preparation. THE TASK HERE IS NOT TO IMAGINE THE WORST DISASTER THAT THE ORGANIZATION THINKS THAT IT CAN HANDLE. THE TASK IS TO IMAGINE THE WORST DISASTER THAT COULD POSSIBLE STRIKE THE COMPANY, GIVEN ITS GEOGRAPHIC LOCATION AND INDIVIDUAL CIRCUMSTANCES. Lee Clarke, a disaster planning expert and professor at Rutgers University argues, ‘IT’S NOT CRAZY TO THINK ABOUT THE WORST CASES [IN ADVANCE]’ ...” [124] Brackets are of the author. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

280. T h e W h i t e S w a n T r e a t i s e — 280 Is there an example of disruption-potential and post-‘risk management’? “...You may remember the situation in 1982 when seven people in the U.S. died from ingesting Tylenol that had been laced with cyanide. The nation panicked. Some predicted that Johnson & Johnson would never be able to sell another product under that name. But Johnson & Johnson took responsibility for the situation. They immediately alerted consumers to stop using Tylenol until they could determine the extent of the tampering. They recalled approximately 31 million bottles of Tylenol, retailing at more than $100 million. They offered to exchange all Tylenol capsules that had already been purchased for Tylenol tablets, which cost them millions more. They established relations with law enforcement officers on every level to help search for the person who laced the medication and to help prevent further tampering. They put up a reward of $100,000 for the person who committed the crime. When they reintroduced the product back in the market, it had new triple-seal, tamper-resistant packaging. As a result of their actions, they turned what could have been a disaster into a victory in credibility and public trust ...” [196]. Xerox Vice President, Mr. Brooks also observes, “ … Both government and the private sector have prioritized critical infrastructure as the primary focus of By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

281. T h e W h i t e S w a n T r e a t i s e — 281 threat and response. There is a growing understanding of the seriousness and sophistication of the threats, especially denial of service and the adversarial actors that include states, organized crimes, and loosely affiliated hackers. Two former Secretaries of the Department of Homeland Security (DHS) best summarized the stakes if we are not proactive in meeting the potential cybersecurity threats. Hon. Tom Ridge noted that “a few lines of code can wreak more havoc than a bomb.” And Hon. Janet Napolitano stated that 'our country will, at some point, face a major cyber-event that will have a serious effect on our lives, our economy, and the everyday functioning of our society.' ...” And Brooks adds: “ … In the past year, DHS (U.S. Department of Homeland Security) tracked over 200,000 cyber incidents involving critical infrastructure in the United States. All critical infrastructure including the electric grid, healthcare, transportation, communications, and financial networks are vulnerable to attacks by hackers and even governments. Cybersecurity capabilities in information sharing, hardware, software, training and protocols, must keep pace to protect and pre-empt the increasingly sophisticated threats in both the public and private sectors ...” Parentheses are of the author. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

282. T h e W h i t e S w a n T r e a t i s e — 282 Continuing with the White Swan hardcore: Can we take advantage of risk and benefit from management with immense forethought and never in expensive hindsight? Verify this: “ ... Journalist Geoffrey Colvin (2005) argues: '…The events that do the worst damage are the one no even conceived of … The idea that a passenger jet might crash into the World Trade Center had been thought of; it was a fairly obvious possibility, especially since a plane once crashed into the Empire State Building. What no one imagined was the combination of large planes with nearly full fuel tanks plus the impact of the crashes jarring fireproofing from the girders, and how this could bring the towers down. In retrospect [a posteriori], it obviously could have been imagined. I’ just wasn’t'...” [124] How are these speedy and somewhat dramatic times shaping and re-shaping us? [124] “... Journalist Amy Bernstein (2006) point out, ‘…Few issues have morphed as dramatically in the last five year as corporate resilience. That phrase once refereed to managing risks that were fairly predictable and relatively easy to insure against: fires, strikes, and economic recessions for example. But all that has By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

283. T h e W h i t e S w a n T r e a t i s e — 283 changed. A string of catastrophes — beginning with the terrorist attacks on September 11, 2001, and continuing through the bombing of the Madrid railway and the Asian Tsunami in 2004, the blast on the London Underground in July 2005, Hurricanes Katrina and Rita in August and September, and the earthquake that devastated Pakistan in October 2005 — has rearranged our concept of disaster preparedness. It’s no longer enough for companies to devise a business continuity plan and file it away somewhere. THEY NOW HAVE TO FIGURE OUT HOW TO BOUNCE BACK FROM THE UNTHINKABLE.’...” [124] What are the relevant considerations that we insist on ignoring beyond any irresponsibility concerning advanced beyond-insurance risk management (the exact opposite of insurance-based risk unmanagement)? “...Yossi Sheffi, Professor of Systems Engineering at MIT, conducted a three year study of resilient organizations from Toyota to UPS to the US Navy, and drew a simple conclusion: A COMPANY’S ABILITY TO RETURN TO BUSINESS DEPENDS MORE ON THE DECISIONS IT MAKES BEFORE A SHOCK HITS THAN THOSE IT MAKES DURING OR AFTER THE EVENT… According to Sheffi, the terrorist attacks of 9/11 forced him and his colleagues to see a more comprehensive view of risk. He states: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

284. T h e W h i t e S w a n T r e a t i s e — 284 ‘Before that, I thought about it mostly in financial terms — buying insurance against various business risks, buying commodity futures such as oil to hedge against price fluctuations, the use of financial derivatives, Et cetera. In the wake of the attacks, I starred looking at all kinds of disruptions, and it became clear that there’s a lot more to consider than contingency planning or financial hedging. THERE ARE LOW-PROBABILITY/HIGH IMPACT EVENTS like terrorist attacks that may cause unplanned exists from important markets or even the demise of the unprepared business’ [….] During MIT’s three year study on resilient companies and interviews with dozens of companies, found that a culture of resilience was a common element. He argues, ‘The essence of resilience is the containment of disruption and recovery from it. Culture contributes to resilience by endowing employees with a set of principles regarding the proper response when the unexpected does occur, and when the formal organization’s policy does not cover the situation at hand or is too slow to react, it suggests the course of action to take’ ...” [124]. THE DISRUPTIONAL SINGULARITY'S MAJOR RISKS ARE GRAVELY THREATENING US RIGHT NOW, NOT LATER. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

285. T h e W h i t e S w a n T r e a t i s e — 285 Vast grave hazards by the Disruptional and Technological Singularities are also the combined downsides by and to the globalization, as well. By a folly fualty move by Western Europe the Euro- Asian superpower was awaken and unfailingly activated the World's Cold War II. Many national security advisers and diplomats, along with their majestic statesmen and stateswomen, gravely ignore to remember that Napoleon Bonaparte' and Adolf Hitler's armies invaded Russia through Crimea. New science and its intrinsic risks are further discussed herewith (to some extent). Please see the following accordingly: In a related manner, Cambridge University' and Royal Society's Sir Martin Rees, Ph.D. noticed, “...Science is emphatically not, as some have claimed, approaching its end; it is surging ahead at an accelerating rate. We are still flummoxed about the bedrock nature of physical reality, and the complexities of life, the brain, and the cosmos. New discoveries, illuminating all these mysteries, will engender benign applications; but will also pose NEW ETHICAL DILEMMAS AND BRING NEW HAZARDS ...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

286. T h e W h i t e S w a n T r e a t i s e — 286 And Sir Rees adds: “ … How will we balance the multifarious prospective [a priori] benefits from genetics, robotics, or nanotechnology against the risk (albeit smaller) of triggering utter disaster? [….] Science is advancing faster than ever, and on a broader front: bio-, cyber- and nanotechnology all offer exhilarating prospects; so does the exploration of space. BUT THERE IS A DARK SIDE: NEW SCIENCE CAN HAVE UNINTENDED CONSEQUENCES; IT EMPOWERS INDIVIDUALS TO PERPETRATE ACTS OF MEGATERROR; EVEN INNOCENT ERRORS COULD BE CATASTROPHIC. THE ‘DOWNSIDE’ FROM TWENTY-FIRST CENTURY TECHNOLOGY COULD BE GRAVER AND MORE INTRACTABLE THAN THE THREAT OF NUCLEAR DEVASTATION THAT WE HAVE FACED FOR DECADES. AND HUMAN-INDUCED PRESSURES ON THE GLOBAL ENVIRONMENT MAY ENGENDER HIGHER RISKS THAT THE AGE-OLD HAZARDS OF EARTHQUAKES, ERUPTIONS, AND ASTEROID IMPACTS ...” Brackets are of the author. By way of example: “ … A catastrophic collapse of civilization could destroy continuity, creating a gap as wide as the cultural chasm that we would now experience with a By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

287. T h e W h i t e S w a n T r e a t i s e — 287 remote Amazonian tribe. In Walter M. Miller Jr.'s novel A Canticle for Leibowitz (ISBN: 978-0060892999), North America reverts to a medieval state after a devastating nuclear war. The Catholic Church is the only institution to survive, and generations of priests attempt, for several centuries, to reconstruct prewar knowledge and technology from fragmentary records and relics ...”, argued by British national Sir Martin Rees PhD (cosmologist and astrophysicist), Astronomer Royal, Cambridge University Professor and Royal Society President. Parentheses are of the author. Towards the arena, Charles, Prince of Whales, observed: “ … The strategic threats posed by global environment and development problems are the most complex, interwoven and potentially devastating of all the challenges to our security. Scientists ... do not fully understand the consequences of our many- faceted assault on the interwoven fabric of atmosphere, water, land and life in all its biological diversity. Things could turn out to be worse than the current scientific best guess. In military affairs, policy has long been based on the dictum that we should be prepared for the worst case. Why should it be so different when the security is that of the planet and our long-term future? …” [229] By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

288. T h e W h i t e S w a n T r e a t i s e — 288 Bill Joy posits: “ … If we could agree, as a species, what we wanted, where we were headed, and why, then we would make our future much less dangerous—then we might understand what we can and should relinquish. Otherwise, we can easily imagine an arms race developing over GNR technologies, as it did with [nuclear] technologies in the twentieth century. This is perhaps the greatest risk, for once such a race begins, it's very hard to end it. This time—unlike during the Manhattan Project—we aren't in a war, facing an implacable enemy that is threatening our civilization; we are driven, instead, by our habits, our desires, our economic system, and our competitive need to know ...” [229] And then: Sir Martin Rees PhD. argues, “ ...Indeed, a main theme of this book is that technical advances will in themselves render society more vulnerable to disruption ...” A simpler and still a practical way to view complexity: Dr. Stephen Jay Gould argues, “...Once you build a complex machine [intricate fundamental mechanism], it can perform so many unanticipated tasks. Build a computer ‘for’ processing checks at the plant, and it By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

289. T h e W h i t e S w a n T r e a t i s e — 289 can also … whip anyone’s ass [or at least then them everlastingly] in tic-tac-toe ... " [187]. Brackets are of the author. To underpin the motion by Sir Martin Rees further, see also the following. The term Technological Singularity ( http://bit.ly/1hF6Vpe ) entered the popular science culture with the 1993 presentation at the VISION-21 Symposium sponsored by NASA Lewis Research Center and the Ohio Aerospace Institute, March 30- 31, 1993, by Professor of Mathematics Vernor Vinge (San Diego University). Correspondingly, Professor Vinge, PhD. indicated on March 30-31, 1993, “...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...” Brackets are of the author. San Diego University Scholar, Professor, Mathematician and Published Author Vernor Vinge, PhD. was the primordial scientist in coining the " By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

290. T h e W h i t e S w a n T r e a t i s e — 290 ...Technological Singularity..." concept in his «...Marooned in Realtime...» book under ISBN: 978- 0765308849. An even deeper exploration on existential risks is better achieved through the reading of the following three materials: 1.- "...Our Final Hour: A Scientist's Warning...” By Sir Martin Rees, PhD. at http://lnkd.in/bHkBp4S 2.- "...Existential Risks: Analyzing Human Extinction Scenarios..." By Professor Nick Bostrom, PhD. at http://lnkd.in/RsNRmm 3.- “...Prophets of Doom...” available at http://lnkd.in/bfpzAdx Back to the White Swan hardcore: AS PER NOBEL PHYSICS PRIZE LAUREATE DR. STEPHEN HAWKING WARNS, “ … Artificial intelligence '...could be the worst thing to happen to humanity...': Stephen Hawking warns that rise of robots may be disastrous for mankind …. Nobel Prize-winning physicist discusses Johnny Depp's film Transcendence. He says dismissing the film as sci-fi could be the ‘worst mistake in history’ ‘AI would be biggest event in human history,’ he wrote in By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

291. T h e W h i t e S w a n T r e a t i s e — 291 the Independent. ‘...IT MIGHT ALSO BE THE LAST, UNLESS WE LEARN HOW TO AVOID THE RISKS...’ …. A sinister threat is brewing deep inside the technology laboratories of Silicon Valley. Artificial Intelligence, disguised as helpful digital assistants and self-driving vehicles, is gaining a foothold — and it could one day spell the end for mankind. This is according to Stephen Hawking who has warned that humanity faces an uncertain future as technology learns to think for itself and adapt to its environment. Stephen Hawking has warned that artificial intelligence has the potential to be the downfall of mankind. 'Success in creating AI would be the biggest event in human history,' he said writing in the Independent. '...UNFORTUNATELY, IT MIGHT ALSO BE THE LAST...' [….] Professor Hawking said dismissing the film as science fiction could be the ‘...WORST MISTAKE IN HISTORY...’ …. He argues that developments in digital personal assistants Siri, Google Now and Cortana are merely symptoms of AN IT ARMS RACE which ‘... pale against what the coming decades will bring [….] ’ …. But Professor Hawking notes that other potential benefits of this technology could also be significant, with the potential to eradicate, war, disease and poverty …. GOOGLE SETS UP A.I. ETHICS BOARD TO CURB THE RISE OF THE ROBOTS. Google has set up an ethics board to oversee its work in artificial intelligence …. The search giant has recently bought several robotics companies, along with Deep Mind, a British firm By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

292. T h e W h i t e S w a n T r e a t i s e — 292 creating software that tries to help computers think like humans …. One of its founders warned ARTIFICIAL INTELLIGENCE IS '...NUMBER 1 RISK FOR THIS CENTURY...,'[….] and believes it could play a part in human extinction …. ' … Eventually, I think human extinction will probably occur, and technology will likely play a part in this,' DeepMind’s Shane Legg said in a recent interview …. site The Information, is to ensure the projects are not abused …. In fact, IBM has already developed smart chips that could pave the way for sensor networks that mimic the brain’s capacity for perception, action, and thought …. One day, it could allow computer scientists to develop a machine with a brain that is even more intelligent than that of humans …. ‘...As Irving Good realized in 1965, machines with superhuman intelligence could repeatedly improve their design even further, triggering what Vernor Vinge called a technological singularity,’ said Professor Hawking ….Professor Hawking added experts are not prepared for these scenarios. Offering a comparison, he said that if aliens were to tell us saying they would arrive within a few decades, scientists would not just sit waiting for their arrival ….‘ … Although we are facing potentially the best or worst thing to happen to humanity in history, little serious research is devoted to these issues …. ‘... All of us should ask ourselves what we can do now to improve the chances of reaping the benefits and avoiding the risks...’ ….In the short and medium-term, militaries By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

293. T h e W h i t e S w a n T r e a t i s e — 293 throughout the world are working to develop autonomous weapon systems, with the UN simultaneously working to ban them ….” [232] Back to the White Swan hardcore: THEREFORE, PRACTITIONERS AND INCUMBENTS FORCEFULLY NEED TO MOST URGENTLY AND CONCURRENTLY MANAGE A MYRIAD OF GLOBAL RISKS IN PARALLEL (SIMULTANEOUSLY AND HENCE: ORCHESTRATING THE TOTALLY OF THE WHOLE AT THE SAME TIME, AT ONCE) BY BOTH THE DISRUPTIONAL SINGULARITY AND THE TECHNOLOGICAL SINGULARITY. THIS IS ULTIMATELY AND DESPERATELY IMPORTANT! Consequently, Dr. Gary Hamel, PhD. indicates, “...What distinguishes our age from every other is not the world-flattening impact of communications, not the economic ascendance of China and India, not the degradation of our climate, and not the resurgence of ancient religious animosities. RATHER, IT IS A FRANTICALLY ACCELERATING PACE OF CHANGE...” Conversely: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

294. T h e W h i t e S w a n T r e a t i s e — 294 White Swan’s Pandora Versus Cassandra Predictions! Cassandra: What is going to happen in the World as per the Euro-Asian Superpower? Pandora: First, we have Cold War II and beautiful Preconditions of a Global War of Trade and Commerce in place. Second: Let us hope that switches to ascertain M.A.D. ( http://en.wikipedia.org/wiki/Mutual_assured_destruct ion ) are never turned on. Cassandra: What is going to happen in Southern Europe's Public Health-care and Retirement Systems? Pandora: Those safety nets will be somewhere between insolvency and meagerness and totally downed. And citizens either become inventors and find their own solutions or bestow upon them self- inflicted death sentences. Cassandra: What is going to happen by 2023? Pandora: Bots will have human-intelligence level of themselves. And they will be competing for jobs and professional contract services against un-enhanced humans. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

295. T h e W h i t e S w a n T r e a t i s e — 295 Cassandra: What are Ministers of Defense and Intelligentsia Agencies are going to do? Pandora: They will secure to increase budgets for scientists and technologists to bring about extreme bots to make the human soldier a thing of the past, rendering the human mind insanely worthless. Cassandra: What is going to happen to major democracies soon? Pandora: Well, most of them are Plutocracies already. But in pursuing a more strict control of the citizenry they will become Stratocracies, also ruled by Aristocracies and Technocracies. Cassandra: What is going to happen to the Superrich 1%? Pandora: The 1% is going to get infinitely more in the zillions. And the 99% is going to become more indignant and chaotic. Cassandra: What is going to be brought about by techno-snoopying? Pandora: Police states, all over the place. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

296. T h e W h i t e S w a n T r e a t i s e — 296 Cassandra: Who is going to countermeasure economic, political and military dominance in the Pacific Ocean? Pandora: China and Russia. Cassandra: What are the jobs that are going to be lost to Artificial Intelligence? Pandora: From theologians all the way through to computer scientists and computer engineers. Cassandra: If we don't get “...Rocket Science...”- based tiny-wienie startup entrepreneuring Mentoring, Where are we going to get it from? Pandora: Right now, evidently by talkative savvy bots. But come to think of it: They don't need you at all unless you are forced to be a mascot pet under the watch of the Bot Master. Cassandra: Whose backyard is that of Latin America today? Pandora: Of course, that of China and Russia. Cassandra: What is wrong in the West? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

297. T h e W h i t e S w a n T r e a t i s e — 297 Pandora: In addition to rampant violation of ethics by public and private sector, there is a GRAVEST abject lack of applied German language and STEM. Cassandra: What are public protests around the world? Pandora: The Age of Indignant immemorial and the marvelous preconditions to massive civil wars. Cassandra: Will that nation into shop keeping, marketing, public relations and sales ever make it decently? Pandora: Germany will outdo them both in Europe and in the World, through manufacturing tangibles, not marketing tricks. Cassandra: What is Germany? Pandora: The World's Manufacturing Superpower #1. Cassandra: Who are the world's leaders in education? Pandora: South Korea, Japan, China, Scandinavia, Germany, Switzerland and Israel. Cassandra: How far damaging can get the universal disruption of ethics and statespeople’s mediocrity? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

298. T h e W h i t e S w a n T r e a t i s e — 298 Pandora: The end of the world, right now. Cassandra: Who will be profitable in the next 12 months? Pandora: Anyone who manages, in all practicality, five or six superspecializations at once. Cassandra: Where can I get the whole White Swan predictions? Pandora: Get real, go and read the White Swan at http://lifeboat.com/blog/2014/04/white-swan Back to the White Swan hardcore: CONCLUSIONS: (PLEASE SEE THE ENTIRE INFORMATION ENSUING RIGHT AFTER THIS). In addition to being aware and adaptable and resilient before the driving forces reshaping the current present and the as-of-now and contemporary-time future and present, THERE ARE SOME EXTRA MANAGEMENT SUGGESTIONS THAT I CONCURRENTLY PRACTICE: 1.- Given the vast amount of insidious risks, futures, challenges, principles, processes, contents, contexts, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

299. T h e W h i t e S w a n T r e a t i s e — 299 practices, tools, techniques, benefits, rewards and opportunities, there needs to be a full-bodied practical and applicable methodology (methodologies are utilized and implemented with the utter purpose of solving complex problems and to facilitate the decision-making and anticipatory process). (That is: Feet-on-the-ground problem solving). Arguably, Dakota tribal and decision making wisdom: “...Dakota tribal wisdom says that when you discover you’re on a dead horse, the best strategy is to dismount. Of course, there are other strategies. You can change riders. You can get a committee to study the dead horse. You can benchmark how other companies ride dead horses. You can declare that it’s cheaper to feed a dead horse. You can harness several dead horses together. But after you’ve tried all these things, you’re still going to have to dismount...” Then: The manager must always address issues with a panoramic view and must also exercise the envisioning of both the whole and the granularity of details, along with the embedded (corresponding) interrelationships and dynamics (that is: [i] interrelationships and dynamics of the subtle, discrete and non-discrete, [ii] interrelationships and dynamics By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

300. T h e W h i t e S w a n T r e a t i s e — 300 of the overt and [iii] interrelationships and dynamics of the covert). Both dynamic complexity and detail complexity, along with fuzzy logic, must be pervasively considered, as well. Along with Fuzzy Logic, Cybernetics must also be contemplated: “ … Cybernetics is, in general engineering, the branch of science concerned with control systems in electronic and mechanical devices and the extent to which useful comparisons can be made between man-made and biological systems …. The comparative study of complex electronic devices and the nervous system in an attempt to understand better the nature of the human brain ...” Back to the White Swan hardcore: Black Swan entails Event Horizons that are so because corporations have NOT instituted the White Swan. Under the White Swan there are many (a) lucrative "...points of no return..." and (b) lucrative “...points of reversals...” Under the White Swans “...reversals...” are positive risks and upside futures, out-conquered in the theater of operation. Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

301. T h e W h i t e S w a n T r e a t i s e — 301 To this point, it is wisely argued, “...You can’t understand the knot without understanding the strands, but in the future, the strands need not remain tied up in the same way as they are today...” For instance, disparate skills, talents, dexterities and expertise won't suffice ever. A cohesive and congruent, yet proven methodology (see the one above) must be optimally implemented. If you don't like that one, you are, alas, most welcome to create your own. Subsequently, the Chinese proverb indicates, “...Don't look at the waves but the currents underneath...” 2.- One must always be futurewise and technologically fluent. Don't fight these extreme forces, just use them! One must use foreknowledge-mired counter- intuitiveness (geometrically non-linearly so), insight, hindsight, foresight and far-sight in every day of the present and future (all of this in the most staggeringly exponential mode). By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

302. T h e W h i t e S w a n T r e a t i s e — 302 By the way, counter-intuitiveness and sixth sense have no gender. To shed some light, I will share two quotes as well. Nevertheless, the Panchatantra (body of Eastern philosophical knowledge) establishes, “...Knowledge is the true organ of sight, not the eyes ... " And Antonio Machado argues, “... An eye is not an eye because you see it; an eye is an eye because it sees you …” Managers always need a clear-eyed and lucid pineal gland's knowledgeable and knowledge-injected vision. Did you already connect the dots stemming from the Panchatantra and Machado? Did you already integrate those dots into your marshable big-picture vista? As side effect, British Prime Minister W. E. Gladstone considered, “...You cannot fight against the future...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

303. T h e W h i t e S w a n T r e a t i s e — 303 3.- In all the Manager does, he / she must observe and apply, at all times, a sine qua non maxim, “...Everything is somewhat related to everything else...” 4.- Always manage as if it were a “project.” Use, at all times, the “...Project Management...” approach. In so doing Matrix Management is optimal. 5.- Always use the systems methodology with the applied omniscience perspective. In this case, David, I mean to assert: The term “ … Science ...” equates to about a 90% of “...Exact Sciences...” (Pure, Hard Sciences) and to about 10% of “...Social Sciences...” All science must be instituted with the engineer's view. And scientific inquiry is the most advanced application of the ever-enhanced Socratic Method. 6.- Always institute beyond-insurance risk management as you boldly integrate it with your scientific futuring skill and expertise. 7.- In my firmest opinion, the following must be complied this way (verbatim): By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

304. T h e W h i t e S w a n T r e a t i s e — 304 The corporate strategic planning and execution (performing) are a function of a grander application of beyond-insurance risk management (the exact opposite of insurance-based risk unmanagement). It will never work well the other way around. TAIRM is the optimal mode to do advanced strategic planning and execution (performing). TAIRM is not only focused on terminating, mitigating and modulating risks (expenses of treasure and losses of health and life), but also concentrated on bringing under optimal control fiscally-sound, sustainable organizations and initiatives. TAIRM underpins sensible business prosperity and sustainable efficiency, growth and progress. 8.- I also believe that we must pragmatically apply the scientific method in all we manage to the best of our capacities. Responsible scientists don't speak of “...Excellent...”, but Optimal. If we are “...MANAGERS...” in a Knowledge Economy and Knowledge Era(*) (not a knowledge-driven multi- fold eon because of superficial and hollow and shallow caprices of the follies and simpletons and ignoramuses), we must thence do extensive and By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

305. T h e W h i t e S w a n T r e a t i s e — 305 intensive learning and un-learning for Life if we want to succeed and be sustainable. (*) Some authors argue that this is the “...Age of Innovation...” Others argues that this is: the “ … Age of Discovery ...” and going into the “….Age of Mastery ...” Back to the White Swan hardcore: As a result, Dr. Noel M. Tichy, PhD. argues, “...Today, intellectual assets trump physical assets in nearly every industry...” Consequently, Alvin Toffler indicates, “...In the world of the future, THE NEW ILLITERATE WILL BE THE PERSON WHO HAS NOT LEARNED TO LEARN...” We don't need to be scientists to truly learn some basic principles of actionable advanced hard science and hi-tech. Accordingly, Dr. Carl Sagan, PhD. expressed, “...We live in a society exquisitely dependent on science and technology, in which hardly anyone knows about science and technology...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

306. T h e W h i t e S w a n T r e a t i s e — 306 And Edward Teller stated, “...The science of today is the technology of tomorrow ...” And it is also crucial this quotation by Winston Churchill, “...If we are to bring the broad masses of the people in every land to the table of abundance, IT CAN ONLY BE BY THE TIRELESS IMPROVEMENT OF ALL OF OUR MEANS OF TECHNICAL PRODUCTION...” I am not a scientist buy I tirelessly, and by several orders of magnitude, support responsible scientists and apply science. I like scientific, engineering and technological knowledge and methodologies a great deal. 9.- In any management undertaking today, and given the universal volatility and rampant and uninterrupted rate of change, one must think and operate in a fluid womb-to-tomb mode. The manager must think and operate holistically, both systematically and systemically, at all times. In the twentieth-one century, How managers must be in order to succeed? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

307. T h e W h i t e S w a n T r e a t i s e — 307 The manager must also be: i) Multidimensional, ii) Interdisciplinary, iii) Cross-disciplinary (or Interdisciplinary), iv) Multifaceted, v) Cross-functional, vi) Multifarious, vii) Multi-specializing, viii) Cross- Referential, ix) Multitasking, x) Cross-pollinating, xi) Cross-fertilizing, xii) Cross-sectional and xiii) Longitudinal. That is, the manager must now be an expert state-of- the-art in-all-practicality generalist and erudite. An expert state-of-the-art in-all-practicality generalist and erudite INCLUDES, as per 1999's SAIC CEO, Mr. Roger Brown, observed that my notion comprises of: (I.-) A Knowledgist, (II.-) A Champion, and (III.-) A Braingainer. ERGO, THIS IS THE NEWEST SPECIALIST AND SPECIALIZATION. ATTENTION: In Corporate Life there is now the right time for a senior-most CPO, Chief Polymath Officer or Chief Officer of Polymathy (A Braingainer). By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

308. T h e W h i t e S w a n T r e a t i s e — 308 Accordingly, the manager must have seven (7) or eight (8) areas of great expertise (thus: five or six Subject-Matter Expertises, i.g. SMEs) while also being able to include and efficiently manage generic and generalizable knowledge of a plethora of fields within his and her management areas of incumbency, directly stemming from his or her organization. To some extent and degree, Howard Hughes is a good example. Without a formal education in science and engineering, he anyway could work very well with engineers and scientists. In fact, he really got the best out of them and beyond posterity. Managers must never manage elements, components or subsystems separately or disparately (that is, they mustn’t ever manage in series). Everything should be managed in parallel. This requires of (a) Altogetherness and (b) Orchestrated: (i) Thinking and (ii) Execution. Managers must always manage all of the entire system at the time (that is, managing in parallel or simultaneously the orchestrated totality of the whole at once and always so). This theorem is highly advisable: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

309. T h e W h i t e S w a n T r e a t i s e — 309 “...A primer on the development, application, and requirement of ‘...systems thinking...’ to obtain an ordered, global [...beyond-insurance...] management perspective — a critical need if historical risk management is to be translated [in advance] from reaction into prevention of risk [many call risks '...problems...'] [….] The systems approach is godlike — at least in perspective. It aims to look at any situation with OMNISCIENCE — TOTALITY OF KNOWLEDGE [….] Of course, it never succeeds because of human limitations. But the goal remains. And such goal is essential if risk is to be managed effectively. Every possible risk must be considered before systematic management of risk can occur. If this seems grandiose, it isn’t meant to be. In failing to take such a lofty and all-encompassing view, managers are vulnerable to being blind-sided by an overlooked risk while believing that they have everything under control ... " [226] Brackets are of the author. If you want to make it even better go from Systems Thinking into Concurrent Convergent Systems Thinking. “... Concurrent Convergent Systems Thinking...” is an expression as per the sole ingenuity of the author. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

310. T h e W h i t e S w a n T r e a t i s e — 310 10.- In any profession, beginning with management, one must always and cleverly upgrade his or her learning and education until the last exhale. An African proverb argues, “...Tomorrow belongs to the people who prepare for it...” A D.C. thought indicates, “...The heritage of the past is the seed that brings forth the harvest of the future...” — Inscription from statuary pedestal at National Archives in Washington And Winston Churchill established, “...The empires of the future are the empires of the mind...” And an ancient Chinese Proverb, “...It is not our feet that move us along — it is our minds...” And Malcolm X observed, “...The future belongs to those who prepare for it today...” And Leonard I. Sweet considered, “...The future is not something we enter. The future is something we create...” By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

311. T h e W h i t e S w a n T r e a t i s e — 311 And finally, James Thomson argued, “...Great trials seem to be a necessary preparation for great duties ...” In search of those that are instituting a search of a future-wise meaning? Are you? T. S. Elliot: “...We must never cease from exploring. At the end of all of our exploring will be to arrive at where we began and know the place for the first time ...” [153] And, William Shakespeare (Macbeth): “...To-morrow, and to-morrow, and to-morrow, creeps in this petty pace from day to day, to the last syllable of recorded time; and all our yesterdays have lighted fools the way to dusty death. Out, out, brief candle! Life's but a walking shadow, a poor player that struts and frets his hour upon the stage, and then is heard no more; it is a tale told by an idiot, full of sound and fury, signifying nothing ...” [96] Back to the White Swan hardcore: Fairly sophisticated measures follow: Every manager should take unprecedented thinkable and unthinkable precautions with the purpose of By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

312. T h e W h i t e S w a n T r e a t i s e — 312 countermeasuring threats at all times (including intractable threats). By way of example only, it comes very handy Dr. Robert Collins, PhD.'s “...Ten Commandments of Resilience ... " He, accordingly, observes: I.- Thou Shalt Have a Written Disaster Plan, II.- Thou Shalt Do Cost Benefit Analysis, III.- Thou Shalt Be Fully Insured, IV.- Thou Shalt Search Out and Repair Vulnerable Systems, V.- Thou Shalt Have Redundant Systems, VI.- Thou Shalt Be Mobile, VII.- Thou Shalt Set and Follow Priorities, VIII.- Thou Shalt Not Depend on Others, IX.- Thou Shalt Keep Lines of Communication Open, X.- Thou Shalt Capitalize on Opportunities, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

313. T h e W h i t e S w a n T r e a t i s e — 313 XI.- Thou Shalt Rib Bureaucracy at any cost and always Run Mean and Lean, XII.- Thou Shalt Concentrate on Completion Through The End. (Leonardo Da Vinci asserted, “ ...Let's first think in completion, and then let's carry on through the end ...”) Item XI.- was researched and written by author. [221]. XIII.- Thou Shalt Follow Precedence insofar that “...Two paradoxes are better than one; they may even suggest a solution ...” Item XIII.- was originally generated by Edward Teller. [93] Even if each risk is small, it could mount up to a substantial cumulative danger, and foreseeable fundamentally coping, thereby, is in place in the instances of: Quandaries, predicaments, uncertainties, perplexities, paradoxes, contradictions, dilemmas, black swans (so-called), troublesomeness, plights, complicated challenges, complex problems, persistent risks, dystopian futures, asymmetric situations, mishaps to be, the combined or successive failure of several components (to be), so forth. All of the preceding harbors magnificent lucrative knowledge, too. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

314. T h e W h i t e S w a n T r e a t i s e — 314 AT THE END OF THIS MATERIAL, THE READER CAN THEREFATER ACCESS THE WALKTHROUGH MANAGERIAL SUCCESS TENETS (PRINCIPLES) BY THE AUTHOR. Comprising points 1), 2), 3), 4), 5), 6), 7), 8), 9) and 10) above, I hence composed the following thought some weeks ago: "...If you do your attitude, you can't do your conscientious awareness. Once your conscientious awareness is done by you, you can then do your attitude. Your attitude will only count if it is practical and concerns actual problem solving and current decision making. Once you do your problem solving and decision making, you can transform your risks. To transform your risks, you need to do your strategy. Once your risks are transformed by you, you can couple your strategy with your futuring. To make your strategy matter-of-fact and morrow-ready, you first need to do your futures. Once the upsides (benefits) and downsides (risks) of the future are done by you, you can overcome your challenges and driving forces in order to seize your benefits, sustainability, growth, profitability and progress. Once you do your benefits, sustainability, growth and profitability, you can do your continuous success and progress..." OF COURSE, ONE MUST DO HIS / HER ETHICS. WONDERFUL SCIENTIFIC, TECHNOLOGICAL AND By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

315. T h e W h i t e S w a n T r e a t i s e — 315 MANAGERIAL INITIATIVES FAIL BECAUSE ONE SINGLE INDIVIDUAL IS FLAGRANTLY VIOLATING ETHICS WHILE HONORING PSEUDOSCIENCE. Speaking of “...pseudo-science...”, let us consider: When SOME scientists feel theirs thought process challenged by omniscient ideas by other intellectuals, they have a couple of wild-cards to downplay the new ideas: (1.-) By using sophistry, they called the challengers: Prima Donnas. (Prima donnas often had grand off- stage personalities and were seen as demanding of their colleagues. From its original usage in opera, the term has spread in contemporary usage to refer to anyone behaving in a demanding or temperamental fashion or has an inflated view of herself.). (2.-) By using trickery, they called the challengers: Pseudo-Scientists. (3.-) Then, these SOME SCIENTITS, start frequently reciting quotations by Henri Poincaré. Their tenures, publications and commissioned R&D&I grants, because of omniscient ideas by other intellectuals, immediately become endangered species by the emergence of proven new groundbreaking ideas. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

316. T h e W h i t e S w a n T r e a t i s e — 316 But Google and Amazon and Facebook, NASA and DARPA, the U.S. Industrial-Military-Complex, the White House and the U.S. Homeland Security Department, GE and Exxon-Mobile, the glorious U.S. Armed Forces and the Los Alamos National Laboratories cannot just wait and accept old-timer's “...non pseudo-science...” to be worshiped as Germany', China' and India' and Brazil's are outright coming forward with novel idea, seeking Outright Non-American-Exceptionalism and World’s-Power- Number-1 Status, through their clever and radical scientific and technological development and conquest, creatively disrupting ─ for Life ─ the old- snailed démodé and allegedly non-pseudo-science scientists. What is Soft Power? And Germans, as well as Austrians, redefine the totality of everything, beginning with Thought-Process Completeness and Thought-Process Thoroughness literally at any expense, as long as THEY PREVAIL through DIPLOMACY, COMMERCE, TRADE, AND INSANELY-FRUITFUL DEVELOPMENT OF TECHNOLOGICAL BREAKTHROUGHS AND SCIENTIFIC DISCOVERIES AND NOVEL INNOVATION DEVELOPMENTS, again, and again at the expense of any emotional evenness or emotional unevenness, ludicrously coined by Goleman. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

317. T h e W h i t e S w a n T r e a t i s e — 317 Germans (and Austrians) don't believe in the silly notion of Daniel Goleman by means of which a bus driver falsely throws phony smiles, in order to retro- project the flawed self and in order to be accommodating toward the passengers. To them that is neither Customer Services and nothing but ridiculous marketeer’s stunt, never “...Positive Psychology...” Plain-vanilla Psychology is more than sufficient. Under the guidance of most august University of Göttingen and most prominent Her Excellency German Chancellor and STEM-ed and non-pro-Rusky and non-pro-“... São Paulo Forum ...” Dr. Angel Merkel (Doctor in Physics and Chemistry, and NEVER into appalling: Tweeting, PR, marketing, guerrilla marketing and so-called “...smart networking …”), and NEVER INTO Emotionally-Supine Ignorance (ESI), solely in order and with the ultimate purpose of outsmarting the totality of China, Japan, India, Brazil, Russia and the U.E. And also in order to make Germany the greatest Milky-Way's Exporter of Tangibles. For instance, in outputted high-end tangibles worldwide, Germany is, by far, going to supersede China's without flagrancy. Why Anglo-Manufacturers insist that, as per the Bilderberg Group's Prescription, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

318. T h e W h i t e S w a n T r e a t i s e — 318 it is only better to manufacture un-instituted intangibles. BGP tells Anglo-Manufacturers to outsource to far East all the tangibles-based jobs. While the Germanics tell themselves to in-source every single intangible and tangible. And Germany does NOT need a 300-million-plus population to beat China, but only a tiny 81-million- plus population. In related manner: To see what Germany and China are doing about manufacturing, let us read this by The Economist: “... Developed manufacturing nations such as the US, Japan and Germany are under pressure to enhance their manufacturing capabilities. THESE COUNTRIES ARE ALREADY FALLING BEHIND CHINA IN TERMS OF COMPETITIVENESS; in the next five years, they are expected to fall even further behind. At the same time, enhanced manufacturing capabilities are increasingly important for developing nations, especially China, which risk losing their competitive advantage as labor costs continue rising in the medium and long term …. COUNTRIES SUCH AS GERMANY, WHICH HAVE BEEN STRONG IN THE DEVELOPMENT OF MACHINES, SEE THIS AS AN By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

319. T h e W h i t e S w a n T r e a t i s e — 319 OPPORTUNITY TO TAKE THE LEAD IN THIS NEXT WAVE OF INNOVATION IN MANUFACTURING …. Enhanced manufacturing capabilities are a must for developed manufacturing economies such as the US, Japan and Germany. According to Deloitte’s 2013 Global Manufacturing Competitiveness Index, these nations already fall behind China in terms of competitiveness; in the next five years, they are expected to fall even further behind. In the past decade or more, the US, Japan and Germany have seen declines in their manufacturing output and manufacturing employment. IN THE US, MANUFACTURING HAS DECLINED TO 20.7% OF GDP, ACCORDING TO DATA FROM DELOITTE. AND IN THE DECADE TO 2010, 3.1 MANUFACTURING JOBS PER HUNDRED POPULATION DISAPPEARED ...” Back to the White Swan hardcore: Accordingly, without firing one a single Luger-shot, Germany does not theorize about Soft Power, but Applies it, boundaryless-ly. By any measure, any median German and Austrian lay-person is absolutely kind, tactful, friendly, prudent, constructive, acculturated and educated. A good example of German citizenship and citizenry was intensely exploited by NASA and by NASA's Dr. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

320. T h e W h i t e S w a n T r e a t i s e — 320 Wernher von Braun (Optimal Critical Mass). While Dr. Robert H. Goddard offered a Sub-Optimal Sub-Critical Mass. Dr. Merkel's is the greatest female polymath in every exo-galaxy. Germans, in all sanity, believe in the universal violation — within legitimacy and lawfulness — of Emotional Intelligence with the Breathtaking Geostrategic End to Exercise Legal and Peaceful LUCRATIVE SOFT POWER. The people who better understand the infinite potentials by Germans are the Japanese, Israeli, Austrian and Germanic Swiss. Back to the White Swan hardcore: If you country is flooded with unemployment, poverty, public protests and a promissory future of outright failure? Why? I will tell you why exactly: Because in your country the first language is not amazing German! Other prominent Lucid Thinking Folks are those from the Netherlands. Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

321. T h e W h i t e S w a n T r e a t i s e — 321 Some intellectuals sincerely argue that the three only statespeople respected, whether in the West, the East or the nugatory limbo, by Mr. Vladimir Putin are: (a) Don Juan Carlos I of Spain, (b) German Chancellor Angela Merkel PhD., and (c) The President of the People's Republic of China Mr. Xi Jinping. The Castilian and Spanish word “...Don...” above is a respectful treatment, quite generalized today, that is ante-posed to masculine names, in antiquity reserved to determined people of high social rank. For females, there is the equivalent title: Doña. Spain's Queen is, by the way, Doña Sofía. Back to the White Swan hardcore: IN THE WORLD TODAY THERE ARE MANY HIGH- RANKING PEOPLE, BOTH IN PUBLIC AND PRIVATE OFFICE, UNIVERSALLY VIOLATING ETHICS TO THE MEASURE OF AN EXISTENTIAL RISK TO EARTH IN ITS TOTALITY. I am neither a moralist, nor an ethicist. I am a firmest believer in the two paragraphs above. I AM AND WILL ONLY BE A BEYOND-INSURANCE RISK MANAGEMENT CONSULTANT, RESEARCHER, STRATEGIST AND PRACTITIONER By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

322. T h e W h i t e S w a n T r e a t i s e — 322 WITH AN EMPHATIC FUTURES STUDIES PERSPECTIVE. Universal violation of ethics in both public and private office is, by way of example, a primordial component (risk) of the Disruptional Singularity. HOW DOES A 21ST-CENTURY MANAGER MUST EXERCISE HIS OR HER MIND? Exactly and concisely, by implementing the following at all times: FIRST. Through Discipline of Thought. SECOND. Through Discipline of Technique. THIRD. Through Discipline of Procedure. To underpin the preceding disciplines, the following explanation is now in place: “...DISCIPLINE OF THOUGHT [….] As might be expected, the first set of disciplines involves thinking. The systems approach employs orderly inductive logic. That simply means to think or reason by going from particular facts to general conclusions. This type of thought is also the backbone of the scientific method. The inverse — deductive thought, which reasons from general principles to specific By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

323. T h e W h i t e S w a n T r e a t i s e — 323 conclusions — is also used at times. But it is of less importance [….] A second mental discipline seeks totality of understanding. The objective of this discipline is omniscience, or unlimited knowledge of a system, its use environments, and its risks. This idealistic goal is never reached, of course, even though is vigorously pursued. Two quite different kinds of understanding are combined [….] Theoretically understanding is related to comprehending how all the elements in a system (for example, physical plant, products produced, personnel employed, management policies, and accounting methods) are intended to interact with one another. In contrast, practical understanding is knowing how these factors actually work together in a real world [….] The third discipline of thought — continued challenge in depth — emphasizes the fact that professional managers can never relax in the comfort of all their analyzes. Constant vigilance and sustained questioning — ‘What if such and such happens?’ — is essential [….] The three disciplines of thought collectively identify the problems that must be solved in the system. They also produce a qualitative picture of the system … DISCIPLINE OF TECHNIQUE [….] The problems that have been identified by disciplines of thought are next resolved by a second set of disciplines — those of technique [….] Specific mathematical tools used in risk management are not expounded here. However, Boolean algebra and set theory — as well as By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

324. T h e W h i t e S w a n T r e a t i s e — 324 probabilistic logic, statistical mechanics, and other calculative modeling methods — are widely employed to solve complex problems [‘advanced problems’] in a system [….] Complexity of most systems also forces the use of system analysis methods to solve difficult problems. Several types (for example, Fault Tree Analysis or Hazard Mode and Effect Analysis) that are used extensively in risk-related issues [….] Automatic processing capability by computers makes a considerable technical contribution to solving system problems. For example, many functions formerly performed by people can be much more rapidly and efficiently done by computers [….] These three problem-solving techniques, taken together, also produce quantitative assurance that the system is adequate for its intended objectives [….] DISCIPLINE OF PROCEDURE … One of the greatest differences between the systems approach to problem solving and other choices lies in this third set of disciplines. In fact, it is the easiest way to tell whether a problem has been attacked systematically or not [….] stimulated the establishment of procedural disciplines. Paperwork and records are anathemas to everyone who has to create them. Yet, because of complexity, it is necessary to have a documented trail, for several reasons. First, in complicated situations, objective review by someone other than the person who perform a function is generally required. Second, …, you need it not only for failure analysis but for success analysis as well! Otherwise, you have to By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

325. T h e W h i t e S w a n T r e a t i s e — 325 always start over at ‘square one.’ [….] There are two major disciplines of procedures. The first — system engineering procedural requirements [….] Results of work completed — such as Functional Flow Block Diagrams, resource allocation sheets, and trade-off studies — are documented and retained for future reference [….] Complete, unambiguous technical writing is another ideal never reached. But to the degree that the documented information is both complete and free from misunderstanding, the decision-making workload is reduced. This is true both at the time of decision and at later times of reconsideration ... " [99] Brackets are of the author. I create theories to disprove them and to find their embedded disconfirming evidence. Once I have ruled them out, I ensuingly create neo-theories and new proto-theories, in order to disprove them and to find their embedded disconfirming evidence. From the entirety of this process I gained new knowledge that I apply in all practicality. And this process lab-to-fab life cycle by me goes on infinitely. In the ultimate analysis, I am into 30% Practical Theories and Neo-Theories and novel Proto-Theories and 70% in to Outright Theory. UNDER A BRIEF CONCISE SYNTHESIS, TRANSFORMATIVE AND INTEGRATIVE RISK By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

326. T h e W h i t e S w a n T r e a t i s e — 326 MANAGEMENT INTERDISCIPLINARY PROBLEM- SOLVING METHODOLOGY SERIOUSLY CONTEMPLATES: (1.-) Proprietary Quality-Assurance Methodologies, (2.-) Toyota Production System (TPS), (3.-) Kaisen Methodology, (4.-) Juran Prescription. (5.-) Deeming Prescription. (6.-) Six Sigma. (7.-) Lean Management. (8.-) SixSigma Methodologies (9.-) Lean SixSigma Methodologies. (10.-) Agile Management. (11.-) Scrum Management. (12.-) Extreme Project Management. (13.-) Kanban. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

327. T h e W h i t e S w a n T r e a t i s e — 327 (14.-) Process Re-Engineering Methodology (Conjointly: Los Alamos Labs and Procter and Gamble) (15.-) Mr. Bill Conway's Methodology. (16.-) Methodologies by the U.S. Navy and Hitachi. (17.-) Several methodologies into Continuous Improvement. (18.-) Red-Teaming. (19.-) Red Adair's Approach. (21.-) NSTB's Go-To Team Approach. (22.-) Agile Management (Extreme Project Management). (23.-) A considerable number of proprietary: (23.1) Approaches, (23.2) Methodologies, (23.3) Prescriptions, (23.4) Techniques and (24.5) Practices that are forbiddingly disclosed, given their proprietary nature. Back to the White Swan hardcore: WHAT AND HOW TO STUDY? By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

328. T h e W h i t e S w a n T r e a t i s e — 328 (1.-) If you want to study Political Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (2.-) If you want to study Sociological Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (3.-) If you want to study Jurisprudence Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (4.-) If you want to study Psychological Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (5.-) If you want to study Psychiatric Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (6.-) If you want to study Sacred-Scriptures Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

329. T h e W h i t e S w a n T r e a t i s e — 329 (7.-) If you want to study History-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (8.-) If you want to study Leadership-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (9.-) If you want to study Mathematics-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (10.-) If you want to study Physics-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (11.-) If you want to study Chemistry-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

330. T h e W h i t e S w a n T r e a t i s e — 330 (12.-) If you want to study Biology-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (13.-) If you want to study Quantum Mechanics-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (14.-) If you want to study Genetics-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (15.-) If you want to study Genomic-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (16.-) If you want to study Biotechnology-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (17.-) If you want to study Nanotechnology-Based Science(s) in the second order, by the FIRST ORDER By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

331. T h e W h i t e S w a n T r e a t i s e — 331 you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (18.-) If you want to study Astronomy-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (19.-) If you want to study Astro-Physics-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (20.-) If you want to study Law-Enforcement-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (21.-) If you want to study Law-and-Order-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (22.-) If you want to study Medicine-Based Science(s) in the second order, by the FIRST ORDER you must By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

332. T h e W h i t e S w a n T r e a t i s e — 332 commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (23.-) If you want to study Theology-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (24.-) If you want to study Philosophy-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (25.-) If you want to study Accounting-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (26.-) If you want to study Auditing-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (27.-) If you want to study MBA-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

333. T h e W h i t e S w a n T r e a t i s e — 333 (28.-) If you want to study Belles-Letters-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (29.-) If you want to study English-Language-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (30.-) If you want to study Criminology-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (31.-) If you want to study History-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (32.-) If you want to study Economy-Based Science(s) in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (33.-) If you want to study Finance-Based Science(s) in the second order, by the FIRST ORDER you must By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

334. T h e W h i t e S w a n T r e a t i s e — 334 commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, (34.-) If you want to become Astronomer Royal in the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand, and (35.-) If you are a High-School Graduated and College Freshperson the second order, by the FIRST ORDER you must commence by studying Systems Engineering (this is non Computer-Science Engineering) beforehand. Back to the White Swan hardcore: Forthcoming as-per-now times will be: (A.-) Counternatural, (B.-) Antinatural, (C.-) Transnatural, (D.-) Overnatural, (E.-) Supernatural, and (F.-) Preternatural. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

335. T h e W h i t e S w a n T r e a t i s e — 335 AND HENCE: Plausabilities, as of today: Pre-Crime, Pre-Cop, Pre-Law-And-Order, Pre-Law-Enforcement, Pre-Intel, Pre-CounterIntel, Pre-War-Waging, and Pre-Soft-Power. Back to the White Swan hardcore: How are those pseudo-plausabilities possible? Via PreCognition (the Cognition Embracement of Forethought and Foreknowledge). Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

336. T h e W h i t e S w a n T r e a t i s e — 336 WHITE SWAN TRANFORMATIVE AND INTEGRATIVE RISK MANAGEMENT PROBLEM- SOLVING METHODOLOGY ENCOMPASSES: (1.-) Systems Quality Assurance, (2.-) Systems Continuous Improvement, (3.-) Systems Safety (Including: Systems Industrial Safety), (4.-) Systems Security, (5.-) Systems Corporate Integrity, and (6.-) Many other, along and beyond these lines, that are Proprietary. Where will White Swan be Scrutinizing in the Corporation? Every Corporate: (a) Function and (b) Line or Staff Responsibility and Duty that will be Reviewed THOROUGHLY through White Swan Transformative and Integrative Risk Management: For illustration purposes (brief list): (1.-) Risk and Insurance, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

337. T h e W h i t e S w a n T r e a t i s e — 337 (2.-) Corporate Planning, (3.-) Into-Futuring, (4.-) Quality Assurance, Continuous Improvement, Reliability and Industrial Safety, (5.-) Group Employee Benefits, (6.-) Corporate Integrity, (7.-) CIO, CTO, (8.-) CFO, (9.-) HHRR, (10.-) Legal Affairs, (11.-) Sales and Marketing (CMO), (12.-) Corporate Integrity. Back to the White Swan hardcore: BRIEFLY AND GENERICALLY STATED, ONE MEETS AND PREVAILS THROUGH FACING AND COPING WITH REALITIES AND BY INSTITUTING — FOR INSTANCE — THE FOLLOWING AND SUGGESTED MANAGEMENT ROAD-MAP. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

338. T h e W h i t e S w a n T r e a t i s e — 338 INCIDENTALLY, EVERY REALITY BEFORE THE MANAGER MUST BE BROUGHT UNDER OPTIMAL CONTROL. As it ensues: First! Once you realize that the most important thing to nurture is the rotational-and-translational motion revolting within and beyond the innermost core of and by you, you can do your ethics and morality. Now you have conquered bridge 1. Conquering this foundational pillar also implies that every facet and phase of your personal and professional life will be carried on with dogged solemnity. Second! Once you do your ethics and morality, you can do your actionable knowledge for Life. Now you have conquered, and will be, as follows, securing control of bridge 2 for Life. Third! Once your actionable knowledge is done by you, you can do your corporate planning and respective marshaled strategy. Now you have conquered, and will be, as follows, securing control of bridge 3 for Life. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

339. T h e W h i t e S w a n T r e a t i s e — 339 Fourth! Once your corporate planning and respective marshaled strategy is done by you, you can do your systems hazard management. Now you have conquered and will be, as follows, securing control of bridge 4 for Life. Fifth! Once your systems hazard management is done by you, you can do your systems quality assurance management. Now you have conquered and will be, as follows, securing control of bridge 5 for Life. Sixth! Once your cross-functional, interdisciplinary systems quality assurance management is done by you, you can do your systems reliability engineering. Now you have conquered and will be, as follows, securing control of bridge 6 for Life. Seventh! Once your systems reliability engineering is done by you, you can do your systems risk management. Now you have conquered and will be, as follows, securing control of bridge 7 for Life. Eighth! Once your systems risk management — with the applied omniscience perspective — is done by By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

340. T h e W h i t e S w a n T r e a t i s e — 340 you, you can do your contingency planning lavishly and with thousand layers of redundancy in place for Life. Now you have conquered, and will be, as follows, securing control of bridge 8 for Life. Ninth! When your contingency planning is done by you, you can do your benefits (both upsides and downsides). Now you have conquered, and will be, as follows, securing control of bridge 9 for Life. Tenth! When benefits are done by you and you become hyper-engaged into pervasively transformational self-renewal and self-challenging in excelsis of your own intellect, you can do your sustainability perpetually. Now you have conquered, and will be, as follows, securing control of bridge 10 for Life. Eleventh! Now you can conceive of and design your own profession and tenure while concentrating in capturing womb-to-tomb (so-called) “...success...” and its gargantuan sustainability effort. Now you have conquered, and will be, as follows, securing control of bridge 11 for Life. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

341. T h e W h i t e S w a n T r e a t i s e — 341 Twelfth! Neither “...the secret,...”, nor the “...hidden secret,...”, nor the “...discrete secret...,” or any “...magnificent marketing stunts...” will warrant the oxygen and energy and vision that your mind, body, and souls require (sic). Now you have conquered management for Life. Back to the White Swan hardcore: GROUNDBREAKING MANAGEMENT BOOKS I HIGHLY RECOMMEND AND IN THIS SEQUENTIAL ORDER! N.B.: PLEASE NOTE, TOO, THE IMPORTANT MATERIAL ENSUING AFTER THE READING LIST! Managing Risk: Systematic Loss Prevention for Executives by Vernon L. Grose ( ISBN: 978- 0135511107 ) The Human Race to the Future: What Could Happen - and What to Do by Daniel Berleant ( ISBN: 978- 1494712112 ) Leading the Revolution by Gary Hamel ( ISBN: 978- 0452283244 ) The Future of Management by Gary Hamel ( ISBN: 978-1422102503 ) By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

342. T h e W h i t e S w a n T r e a t i s e — 342 What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation by Gary Hamel ( ISBN: 978- 1118120828 ) A Guide to the Project Management Body of Knowledge: PMBOK(R) Guide by Project Management Institute ( ISBN: 978-1935589679 ) The Singularity Is Near: When Humans Transcend Biology by Ray Kurzweil ( ISBN: 978-0143037880 ) Physics of the Future: How Science Will Shape Human Destiny and Our Daily Lives by the Year 2100 by Michio Kaku ( ISBN: 978-0307473332 ) Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodies — and What It Means to Be Human by Joel Garreau ( ISBN: 978- 0767915038 ) Abundance: The Future Is Better Than You Think by Peter H. Diamandis and Steven Kotler ( ISBN: 978- 1451614213 ). Back to the White Swan hardcore: Subsequently and more than ever, own education is learning by doing as it is perpetual studying and By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

343. T h e W h i t e S w a n T r e a t i s e — 343 researching the books above all of the time and forever. But managers must go, by far, way beyond the books and other resources. Thus, Napoleon Bonaparte asserted, “...I have only one counsel for you — be master...” In his many letters and beyond his military achievements, Bonaparte indicated that the study of English, Math and Science was instrumental to him and every subject in the Napoleonic Empire. I consider him the world's best thinker and manager into Systems Approach. I read a book by a consummated scholar into military science and a professor to the U.S. Armed Forces Academies. He strongly argues that U.S. Military doctrines are based on Napoleon Bonaparte's teachings and practices. By way of enlightenment, Napoleon Bonaparte (1769 - 1821) declared, "...No longer it is question simply of education ... NOW IT BECOMES A MATTER OF ACQUIRING [HARD] SCIENCE …" Brackets are of the author. Back to the White Swan hardcore: By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

344. T h e W h i t e S w a n T r e a t i s e — 344 HOW DO WE WALK THE TALK BY ANDRES HERE? VERY EASILY: PLEASE SEE BELOW FOR A PRACTICAL ILLUSTRATION (SIC.): THE MANAGER'S HYPOTHETICAL BLUEPRINT TO PRACTICAL SUCCESS CAPTURING: (1) Picture mentally, radiantly. (2) Draw outside the canvas. (3) Color outside the vectors. (4) Sketch sinuously. (5) Far-sight beyond the mind’s intangible exoskeleton. (6) Abduct indiscernible falsifiable convictions. (7) Reverse-engineering a gene and a bacterium or, better yet, the lucrative genome. (8) Guillotine the over-weighted status quo. (9) Learn how to add up — in your own brainy mind — colors, dimensions, aromas, encryptions, enigmas, phenomena, geometrical and amorphous in-motion shapes, methods, techniques, codes, written lines, symbols, contexts, locus, venues, semantic terms, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

345. T h e W h i t e S w a n T r e a t i s e — 345 magnitudes, longitudes, processes, tweets, “...knowledge-laden...” hunches and omniscient bliss, so forth. (10) Project your wisdom’s wealth onto communities of timeless-connected wikis. (11) Cryogenize the infamous illiterate by own choice and reincarnate ASAP (multiverse teleporting out of a warped / wormed passage) Da Vinci, Bacon, Newton, Goethe, Bonaparte, Edison, Franklyn, Churchill, Einstein, and Feynman. (12) Organize relationships into voluntary associations that are mutually beneficial and accountable for contributing productively to the surrounding community. (13) Practice the central rule of good strategy, which is to know and remain true to your core business and invest for leadership and R&D+Innovation. (14) Kaisen, SixSigma, Lean, LeanSigma, “...Reliability Engineer...” (the latter as solely conceived and developed by Procter & Gamble and Los Alamos National Laboratories) it all unthinkably and thoroughly by recombinant, a là Einstein Gedanke-motorized judgment (that is to say: Einsteinian Gedanke [“...thought experiments...”]. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

346. T h e W h i t e S w a n T r e a t i s e — 346 (15) Provide a road-map and blueprint for drastically compressing (‘crashing’) the time’s ‘reticules’ it will take you to get on the top of your tenure, nonetheless of your organizational level. (16) With the required knowledge and relationships embedded in organizations, create support for, and carry out transformational initiatives. (17) Offer a tested pathway for addressing the linked challenges of personal transition and organizational transformation that confront leaders in the first few months in a new tenure. (18) Foster momentum by creating virtuous cycles that build credibility and by avoiding getting caught in vicious cycles that harm credibility. (19) Institute coalitions that translate into swifter organizational adjustments to the inevitable streams of change in personnel and environment. (20) Mobilize and align the overriding energy of many others in your organization, knowing that the “...wisdom of crowds...” is upfront and outright rubbish. (21) Step outside the boundaries of the framework’s system when seeking a problem’s solution. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

347. T h e W h i t e S w a n T r e a t i s e — 347 (22) Within zillion tiny bets, raise the ante and capture the documented learning through frenzy execution. (23) “...Moonshine...” and “... Skunkworks ...” and “...Re-Imagineer...” it all, holding in your mind the motion-pictured image that, regardless of the relevance of “...inputs...” and “...outputs,...”, entails that the highest relevance is within the sophistication within the THROUGHPUT. (24) Don’t copy Nature and Biology, don’t even copy Universe. Just copy the Omniverse. (25) Correlate everything else with the ignored and unthinkable ‘else’ of everything else, forever. (26) Combine the practical and technological with the mysterious and meaningful. (27) Pencil your map. (28) Brush your road-map. (29) Scratch your blueprint. (30) Conceive of, develop and share unthinkable lessons learned. (31) Facilitate a heterogeneous group — in the midst of appalling interpersonal chemistry — towards the accomplishment of a common goal. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

348. T h e W h i t e S w a n T r e a t i s e — 348 (32) Learn complex new skills and new ways to make corporate miracles crystallize. (33) Typo the cartoon. (34) Keystroke the drawing. (35) Acculturate your brain to operate executions from the applied omniscience via the lenses and springs of systems methodology. (36) Manage RISKS and BENEFITS in series and never in parallel. (37) Remove accident causes prior to a loss, knowing that an accident is never a random stroke of fate, but an utter and thus purported instrument of ignorance of supine ignorance. (38) Convert your viewpoint to a systems approach. (39) Enable full-orbed and balanced stability of your thinkables and unthinkables. (40) Attempt to know, early on, the end from the beginning. (41) Identify driving forces to make better decisions, manage uncertainty, and profit from change. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

349. T h e W h i t e S w a n T r e a t i s e — 349 (42) Declare the past, recover yesterday, analyze the present, enjoy today, and reinvent tomorrow (today's ensuing 24 hours). (43) Build your own FUTURE transcending your past. (44) Contort your mindful, mindless executions — and those in the midst of 'mindful' and 'mindless' executions —, solely out of this world, and solely out of this universe, and solely out of this reality, but not just for the inexpensive, tangential, impious sake of intellectual stunts, but only so that the 'life' has not unfruitful 'afterlife' — so-called —, and also so that the 'world' has no 'afterworld' (as well as, in congruence with the present work, ‘after-universe’ and even ‘after- verse.’) — so-called —. Aren’t afterlife and afterworld dis-intermediated anyway? Now, you, and merely you, proceed and transcend yourself, by yourself and for yourself. (45) If you really want to make an operational difference in your professional theater of operations, go and get a full immersion in the fringe. Right in there, under that tense and pressing dynamics, you’ll have the vantage flux of the mirage. (46) Tantalize your tangential pre-cognition and cognition into ever-metamorphosing your attentive and contemplative trans-meditation Zen. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

350. T h e W h i t e S w a n T r e a t i s e — 350 (47) De-realize, thus, de-focus from that taken-for- granted realities of the folly and the faulty, literally! (48) Mostly in-source your mind with long-unknown virtualities. (49) Assure that there are not un-searched areas of risk, benefit and sustainable opportunity. (59) Acculturate yourself and those in your crew and in the orbit of incumbent stakeholders with most actionable, applied omniscience. Remember culture without science and technology is beyond blind. (60) Cultivate the highest manifestations of human intelligence: vision, discipline, passion and conscience. (61) Achieve next-level breakthrough in productivity, innovation and leadership in the marketplace and society. (62) Develop the internal power and moral authority to break out of those problems to become a significant force in solving them. (63) Use your voice and deeds to superbly serve your organization’s purposes, functions and stakeholders. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

351. T h e W h i t e S w a n T r e a t i s e — 351 (64) Magnify your current gifts, talents, skills and dexterities. (65) Take a prior learning for Life, apply it to a new situation, learn from practical experience, and apply the new learning. (66) Pervasively reason from effect to cause and from cause to effect. (67) Envision shrewd yet calculated risks, from start to end, to turn downsides into upsides. (68) “...Exponentialize the rushed and marshaled progression of your own all-rounded, perennial learning curves on the doubles, chiefly those directly concerned with engaging your diverse skills, dexterities, and talents to overcome — through fluid execution by mind preparedness — your theater of operations because of and by the increasingly threatening surroundings. Otherwise, the onset Technological Revolutions (compounded in a pervasive composite), as explained in «Futuretonium and Futureketing», will give you the hardest time to you and yours. There is realistic and austere hope if we work the hardest and in the most scientific mode. (69) Figure out exactly which genes and neurons coalesce to make synapses with. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

352. T h e W h i t e S w a n T r e a t i s e — 352 (70) Wire up synapses and genes the soonest. (71) Ask now more sophisticated questions to marshal upon. (72) Don't juts copy Nature but focus on copying Biology, Nature and the Omniverse. Given your clever question, David, and commented simply to you: “...I am no longer a captive to history. Whatever I can imagine, I can accomplish. I am no longer a vassal in a faceless bureaucracy, I am an activist, not a drone. I am no longer a foot soldier in the march of progress. I am a Revolutionary!...” (Leading The Revolution). Back to the White Swan hardcore: IT MUST BE FINALLY NOTED #1 (ONE OF FOUR): The beyond-insurance risk management cases above were solved as complete and deep theoretical, practical, empirical and factual knowledge were applied and made a huge difference as per the By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

353. T h e W h i t e S w a n T r e a t i s e — 353 ultimate outcomes and in-place metrics that were verified by top-ranking stakeholder in the cited corporate organizations. The pure-science scientists that audited said outcomes established and documented utilized systems (ample connotation), boundaries of said systems, structure, hierarchies and priorities, among other aspects, explaining that aforementioned outcomes were, in fact, canonical milestones achieved within the designated time frame in all practicality. IT MUST BE FINALLY NOTED #2 (TWO OF FOUR): I have seen many corporate cadavers and entrepreneurial and managerial morgues in my professional experience. Beyond the current bibliographic references contained herein, this author has the most breathtaking contingent literature that pales the bibliographical reference included. IT MUST BE FINALLY NOTED #3 (THREE OF FOUR): Readers seeking more updates, insights, information, publications and other resources are very welcome to join the author at LinkedIn's Becoming Aware of the Future! At http://www.linkedin.com/groups? gid=2131629&trk=my_groups-b-grp-v By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

354. T h e W h i t e S w a n T r e a t i s e — 354 IT MUST BE FINALLY NOTED #4 (FOUR OF FOUR): The present author owns a never-publicized proprietary method of Intelligence Augmentation and Amplification (IAA) by natural biological means without resorting to genetics or cochlear implants. Any student from and/or into: (I.-) Post-Doctoral Studies, (II.-) Doctoral Studies, (III.-) Master's-Degree Studies, (IV.-) Bachelor's-Degree Studies, (V.-) AS or AA-Degree Studies, (VI.-) Schoolchild Studies, (VII.-) Primary-school Studies, Can ardently benefit from IAA before the advent of beyond-human-intelligence ubiquitous bots (supra bots and nanobots), populating and ruling the marketplace. For simplistic illustration purposes, by using IAA it was thoroughly accomplished: (A.-) Transformative and Integrative Risk Management, (B.-) The White Swan treatise. By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

355. T h e W h i t e S w a n T r e a t i s e — 355 As major and tiny governments and other organizations spend zillions into weapons build-up, access to IAA can be sold by a nice cash-paying figure, only. My clients are warranted to have a first-sight taste of it. I greatly agree with the lucid slogan by the American Negro Foundation, “...the mind, a terrible thing to waste ...” Optimal intellectual functioning is crucial. Back to the ending White Swan hardcore: David, given your posited question at the beginning here, I hope my independent POV helps. This is no substitute for your own discernment at all. Please note the bibliographical references below. Mr. Andres Agostini The Lifeboat Foundation Worldwide Ambassador at http://lifeboat.com/ex/bios.andres.agostini The «... The Human Race to the Future ...» Worldwide Ambassador at http://amzn.to/19H3qf0 AND at http://amzn.to/1cujxeG POINT OF CONTACT AND QUERY: www.linkedin.com/in/andresagostini By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

356. T h e W h i t e S w a n T r e a t i s e — 356 PROFESSIONAL SERVICE: http://ThisSuccess.wordpress.com Arlington │ NYC │ Miami │Reno │ London │ Caracas │ Madrid │ Sao Paulo │ Rio de Janeiro │ Mexico City │ Buenos Aires │ Worldwide AS A CONSULTANT, MANAGER, STRATEGIST AND RESEARCHER, ANDRES WORKS AND HAS WORKED WITH INSTITUTIONS — AND THE RESPECTIVE EXECUTIVES OF SAID ORGANIZATIONS — INCLUDING THOSE ONES SUCH AS: ► Toyota, ► Mitsubishi, ► World Bank, ► Shell, ► Statoil, ► Total, ► Exxon, ► Mobil, ► PDVSA, Citgo, ► GE, ► GMAC, ► TNT Express, ► AT&T ► GTE, ► Amoco, ► BP, By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

357. T h e W h i t e S w a n T r e a t i s e — 357 ► Abbot Laboratories, ► World Health Organization, ► Ernst Young Consulting, ► SAIC (Science Applications International Corporation), ► Pak Mail, ► Wilpro Energy Services, ► Phillips Petroleum Company, ► Dupont, ► Conoco, ► ENI (Italy’s petroleum state-owned firm), ► Chevron, ► LDG Management (HCC Benefits). ► Liberty Mutual (via its own Seguros Caracas) ► MAPFRE (via its own Seguros La Seguridad) ► AES Corporation (via its own Electricidad de Caracas) ► Lafarge ► The University of Arkansas at Little Rock's Most Honorable and Respected Professor Dr. Daniel Berleant, PhD. SKILL AND SPECIALTIES (IN ALPHABETICAL ORDER) BY MR. ANDRES AGOSTINI: 1) Business Development 2) Business Process Improvement 3) Business Process Outsourcing 4) Change Management 5) Complex Negotiations By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

358. T h e W h i t e S w a n T r e a t i s e — 358 6) Conflict Resolution 7) Continuous Improvement 8) Cross-functional Teams 9) Customer Satisfaction 10) Design thinking 11) Entrepreneurship 12) Executive and Technical Instruction 13) Government Relations 14) Government Relations 15) Hard Science (Advanced Knowledge: Dissemination and Propagation) 16) Healthcare Solutions 17) Insurance and Reinsurance 18) Intercultural Counseling 19) Interpretive Translations 20) Marketing Strategy 21) Marketing/Sales for Corporations and Governments 22) Master Classes 23) Organizational Culture Diagnosis and Development 24) Outsourcing 25) Personal and Professional Development 26) Public Outreach 27) Quality Assurance 28) Risk Management (Advanced and Beyond Insurance) 29) Sales and Business Development 30) Scientific Futuring 31) Senior Executive Management By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

359. T h e W h i t e S w a n T r e a t i s e — 359 32) Social Media Marketing 33) Strategic Communications 34) Strategic Foresight and Scenario Planning (Lecturer, Researcher, Developer, Strategist) 35) Strategic Partnering 36) Strategy (Corporate, Organizations) 37) Strategy and Management and Leadership Consulting 38) Systems Integration 39) Scientific Futuring 40) Technologies 41) Technology Transfer 42) Workshop Facilitation 42) Writing (technical) BIBLIOGRAPHICAL REFERENCES: [1] Every quotation and/or citation is attributed to the mentioned author of said quotation. [2] Sir Francis Bacon (Oxford Dictionary of Quotations, ISBN: 0-19-866185-1 [3] Dr. Bertrand Russell (Oxford Dictionary of Quotations, ISBN: 0-19-866185-1) [4] Dr. Albert Einstein (Oxford Dictionary of Quotations, ISBN: 0-19-866185-1) [5] Dr. Buckminster Fuller (Oxford Dictionary of Quotations, ISBN: 0-19-866185-1) and at ‹brainyquotes.com› By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

360. T h e W h i t e S w a n T r e a t i s e — 360 [6] Friedrich Wilhelm Nietzsche (Oxford Dictionary of Quotations, ISBN: 0-19-866185-1) and at ‹brainyquotes.com› [7] Theodore Roosevelt at ‹brainyquotes.com› [8] Ralph Waldo Emerson at ‹brainyquotes.com› [9] Dr. Malcolm Knowles at ‹brainyquotes.com› [10] Dr. Albert Einstein at ‹brainyquotes.com› [11] Thomas Jefferson at ‹brainyquotes.com› [12] Dr. Henry Kissinger at ‹brainyquotes.com› [13] Sir Winston Churchill at ‹brainyquotes.com› [14] Antonio Machado from Oxford Dictionary of Quotations, ISBN: 0-19-866185-1. [15] The Panchatantra (body of Eastern philosophical knowledge) from Oxford Dictionary of Quotations, ISBN: 0-19-866185-1. And at << http://bit.ly/bj0rI1 >> [16] Bernard d'Espagnat from Oxford Dictionary of Quotations, ISBN: 0-19-866185-1. [17] Peter Drucker from Oxford Dictionary of Quotations, ISBN: 0-19-866185-1. [18] Dr. James D. Watson, Ph.D. as he was interviewed by Charlie Rose most recently in year 2009. [19] Arthur C. Clarke at ‹brainyquotes.com› [20] Otto Herman Khan at ‹brainyquotes.com› [21] General Francisco de Miranda from Oxford Dictionary of Quotations, ISBN: 0-19-866185-1. [22] James Canton, “...Technofutures: How Leading- Edge Innovations Will Transform Business in the 21st Century...” by James Canton (http://amzn.to/bYrN8q ) By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

361. T h e W h i t e S w a n T r e a t i s e — 361 [23] “...Revolutionary Wealth: How it will be created and how it will change our lives...” by Alvin Toffler and Heidi Toffler (ISBN-10: 038552207X) [24] Ella Wheeler Wilcox at ‹brainyquotes.com› [25] “...Future Shock...” by Alvin Toffler (ISBN-10: 0553277375) [26] “...Fantastic Voyage: Live Long Enough to Live Forever...” by Ray Kurzweil and Terry Grossman ( ISBN-10: 0140282025 ) [27] “...Transcend: Nine Steps to Living Well Forever...” by Ray Kurzweil Ph.D. and Terry Grossman M.D. (ISBN-10: 1605299561) [28] “...Leading the Revolution...” by Gary Hamel (ISBN-10: 1591391466) [29] “...Emotional Intelligence...” by Daniel Goleman (ISBN-10:055309503X ) [30] Criss-cross at Oxford Dictionary ISBN 0-19- 861122-6 [31] Crinkum-crankum at Oxford Dictionary ISBN 0- 19-861122-6 [32] Terzetto at Oxford Dictionary ISBN 0-19-861122- 6 [33] Thé dansant at Oxford Dictionary ISBN 0-19- 861122-6 [34] Tertium quid at Oxford Dictionary ISBN 0-19- 861122-6 [35] Computronium at http://bit.ly/bvf2AE [36] Futuretronium at http://bit.ly/aP2VlF By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

362. T h e W h i t e S w a n T r e a t i s e — 362 [37] “...Einstein in the Boardroom...” by Suzanne S. Harrison and Patrick H. Sullivan Sr. (ISBN-10: 0-471- 70332-X [38] Tête-à-tête at Oxford Dictionary ISBN 0-19- 861122-6 [39] Dilettantes and poseurs at Oxford Dictionary ISBN 0-19-861122-6 [40] “...Why Mars and Venus Collide: Improving Relationships by Understanding How Men and Women Cope Differently with Stress...” by John Gray. [41] Multiverse at http://bit.ly/2FTBYa [42] “...The Cycle of Leadership...” by Noel M. Tichy (ISBN0-06-662056-2) [43] Herman Kahn’s quotations at http://bit.ly/bgxeP0 [44] “...Innovate Like Edison: The Five-Step System for Breakthrough Business Success...” By Michael J. Gelb (ISBN-10: 0452289823) [45] Déclassé at Oxford Dictionary (ISBN 0-19- 861122-6) [46] Démodé at Oxford Dictionary (ISBN 0-19- 861122-6) [47] Richard Buckminster Fuller at http://bit.ly/amahEh [48] Yoctosecond, definition of, at http://bit.ly/c5ZMZS [49] Dr. Pangloss at http://bit.ly/b5LkXL [50] “...Monster of omniscience...” at page V, first paragraph, Concise Oxford Dictionary (ISBN 0-19- 861122-6). Also viewable online at http://bit.ly/Omniscience-Monter-Bibliography [51] Quotations by Karl Popper at http://bit.ly/d9GdeX By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

363. T h e W h i t e S w a n T r e a t i s e — 363 [52] “...Radical Evolution...” by Joel Garreau (ISBN0- 385-50965-0). [53] Definition of “...throughput ... " Throughput: Output or production, as of a computer program, over a period of time. The quantity or amount of raw material processed within a given time, esp. the work done by an electronic computer in a given period of time. An amount of work, Et cetera. done in a particular period of time. Volume of data or material handled: the amount of something such as data or raw material that is processed over a given period. [54] The American Heritage Dictionary’s (fourth edition, 2000)— ISBN 0-395-82517-2 [55] By John F. Kennedy, Address at Rice University on the Nation's Space Effort Delivered in Houston, Texas, September 12, 1962. SOURCE: http://bit.ly/ckBJ4r (seen on June 12, 2007). [56] “...The Art of The Long View...” — ISBN 0-385- 26731-2 [57] “...The New Religion of Risk Management...” by Peter L. Bernstein, Harvard Business Review, March- April 1996. [58] As quoted in title — ISBN 978-980-293-503-1 [59] As cited by David Jay's 2006 textbook, “...Mavericks of Medicine...” (ISBN: 1-890572-19-5) [60] http://bit.ly/LuNRa [61] Einstein “...on being smart...” at http://bit.ly/EZMFj [62] “...A Devil’s Dictionary of Business...” (2005) — ISBN 1-56025-712-1 by Nicholas von Hoffman [63] Original source: http://bit.ly/aEmAkO By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

364. T h e W h i t e S w a n T r e a t i s e — 364 [64] Textbook: “...Leading The Revolution...” (ISBN 1- 57851-189-5), year 2000, by Gary Hamel [65] Oxford Dictionary ISBN 0-19-861122-6 [66] Textbook known as “...A Dictionary of Scientific Quotations...” by Alan L. Mackay (ISBN-10: 075031066) in 1991. [67] Dr. Stephen Hawking was interviewed by CNN's journalist Becky Anderson in year 2009. [68] http://bit.ly/9aLCB4 [69] “...A Dictionary of scientific quotations...” By Alan Lindsay Mackay - ISBN-10: 0750301066 [70] The Oxford dictionary of quotations - ISBN-10: 0199237174 [71] “...The Book of Positive Quotations,...” 2nd Edition (2007) — ISBN-10: 1577491696 [72] “...The Yale Book Of Quotations...” by Fred R. Shapiro (2006) — ISBN-10: 0300107986 [73] Well said, well spoken: 736 quotable quotes for educators by Robert D. Ramsey (1999) — ISBN-10: 0060194111 [74] Compelling conversations: questions and quotations on timeless topics by Erin Hermann Roth (2007) — ISBN-10: 141965828X [75] Wit and Wisdom of the American Presidents: A Book of Quotations by Joslyn T. Pine (2000) - ISN-10: 0486414272 [76] The Routledge Dictionary Of Latin Quotations by Jon R. Stone (2004) ISBN-10: 0415969085 [77] Quote Unquote by M.P. Singh (2004) — ISBN: 1557099405 By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

365. T h e W h i t e S w a n T r e a t i s e — 365 [78] “...Inevitable Surprises: Thinking Ahead in a Time of Turbulence...” by Peter Schwartz (2004) — ISBN- 10: 1592400698 [79] “...Mind Set...” by John Naisbitt (2008) — ISBN- 10: 0061136891 [80] http://bit.ly/2lvo4q [81] As per David Jay Brown’s text book “...Mavericks of Medicine...” (2006) — ISBN 1-890572-19-5 [82] Singularity: Webster's Quotations, Facts and Phrases By Inc Icon Group International. [83] http://bit.ly/b3aBN4 [84] Cumputronium at Wikipedia at http://bit.ly/4zTEHn [85] Multiverse at Wikipedia at http://bit.ly/2FTBYa [86] James N. Gardner’s “...The Intelligent Universe...” (2007) — ISBN: 978-1564149190 [87] Gary Hamel’s textbook “...Competing for the Future...” (1996) — ISBN-10: 0875847161 [88] Gary Hamel’s “...Leading The Revolution...” book — ISBN-10: 1591391466 [89] Eamonn kelly’s book “...Powerful Times...” (2006) — ISBN 0-131-85520-4 [90] http://bit.ly/bLrAOk (bibliography to Fuzzy Logic and Quantum Mechanics) [91] As cited on “...The Juran Prescription...” by Kathleen Jennison Goonan, M.D. — ISBN 0—7879- 0096 [92] Http://Futuretronium.blogspot.com/ [93] http://bit.ly/Past_Vs_Now [94] http://bit.ly/Industrial-Military-Complex By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

366. T h e W h i t e S w a n T r e a t i s e — 366 [95] The State Of The University: Academic Knowledges And The Knowledge Of God (2007) By Stanley Hauerwas, B.D. M.A. M.Phil and Ph.D. — ISBN-10: 0300057253 [96] http://en.wikiquote.org/wiki/Future [97] http://www.wfs.org/forecasts.htm [98] In the Book “...How We Decide...” (2009) by Jonah Lehrer — ISBN 978-0-618-62011-1 [99] “...Managing Risk: Systematic Loss Prevention for Executives...” (1987) — ISBN 0-13-551110-0 by Dr. Vernon Grose, D.Sc. [100] http://bit.ly/9xPbxJ [101] http://bit.ly/9yTWk5 [102] Adam Gordon in Book “...Future Savvy ...” ( 2008 ) — ISBN-10: 0814409121 [103] J. Scott Armstrong in book “...Principles of Forecasting...” — ISBN: 0792379306 [104] Bob Seidensticker's book "Future Hype..." (2006) — ISBN-10: 1576753700 [105] Dr. Philip Zimbardo, Ph.D. ’s book “...The Time Paradox...” (2009) — ISBN-10: 1416541993 [106] Hans Moravec’s “...Mind Children: The Future of Robot and Human Intelligence...” (1990) — ISBN-10: 06745761187 [107] David Jay Brown’s “...Mavericks of Medicine...” (2006) — ISBN: 1-890572-19-5 [108] Quotations under this number either has been sent to me via e-mail or have emerged as a result of private interviews. [109] http://bit.ly/9P6HHB By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

367. T h e W h i t e S w a n T r e a t i s e — 367 [110] http://bit.ly/be9kE4 [111] Quotations at ‹brainyquotes.com› [112] The Adult Learner, Sixth Edition: The Definitive Classic in Adult Education and Human Resource Development by Malcolm S. Knowles Ph.D. (2005) — ISBN-10: 0750678372 [113] Napoleon Bonaparte: A Life By Alan Schom (1998) — ISBN-10: 0060929588 [114] “...Science But Not Scientists...” By Vernon Grose (2006) — ISBN-10: 1425969917 [115] Http://www.jfklibrary.org/ [116] Http://www.brainyquote.com/quotes/ [117] Gerard K. O’Neill’s “...The High Frontier...” (2000) — ISBN-10: 189652267x [118] "Life's Solution: Inevitable Humans in a Lonely Universe" by Simon Conway Morris, Ph.D. — ( 2004) — ISBN-10: 0521603250 [119] “...Frases Celebres Para Toda Ocasión...” (In Spanish, “...Famous Sentences For Every Occasion) — (1993) By Rafael Escandon — ISBN 968-13-1285- 6 [120] “...Our Final Hour...” (2003) By Sir Martin Rees — ISBN 0-465-0682-6 [121] http://bit.ly/xXGMf [122] http://bit.ly/aMQjdV [123] “...A Risk Management Approach to Business Continuity: Aligning Business Continuity with Corporate Governance...” (2006) — ISBN: 1931332363 By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

368. T h e W h i t e S w a n T r e a t i s e — 368 [124] Dr. Robert A. Collins, Ph.D. ’s “...Resilience: Protecting your Business from Disasters in a Dangerous World...” (2007) — ISBN-10: 0595409245 [125] “...Thinking in Technical Analysis...” (2000) By Rick Bensignor— ISBN-10: 1576600491 [126] http://linkd.in/chnhzH [127] Source: “...Against The Gods...” (1998 ) — By Peter L. Bernstein — ISBN: 0-471-29563-9 [128] http://bit.ly/9h9prC [129] Quotations and citations that are solely under the own and utter discernment and intellectual faculties of the present author. Among many amenities that are described in my biography, I am a perpetual and ruthless researcher. [130] “...Diccionario de Citas...” (Spanish, “...Dictionary of Quotations...”) by Castañares y Quiroz — ISBN 84-87462-03-0 [131] Respondent’s answers are in actuality own quotations of those authors, whose citations are accurate and available at <<www.brainyquote.com>>. [132] http://bit.ly/mB6Oo [133] “...Principles of Counseling and Psychotherapy: Learning the Essential Domains and Nonlinear Thinking of Master Practitioner...” (2009) — Gerald J. Mozdziers, Paul R. Peluso, Joseph Lisiecki — ISBN- 10: 0415997518 [134] “...Cracking Creativity...” by Michael Michalko — ISBN 1-58008-311-0 By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

369. T h e W h i t e S w a n T r e a t i s e — 369 [135] “...The Definitive Handbook of Business Continuity Management...” (2007) By Andrew Hiles — ISBN 0470516380 [136] Ray Kurzweil’s quotations at ‹brainyquotes.com› [137] http://bit.ly/9BWSVQ [138] http://bit.ly/bCOZDF [139] “...The World is Flat...” By Thomas L. Friedman (2006) — ISBN-10: 0-374-29279-5 [140] “...Out of Our Minds: Learning to be Creative...” (2001) By Ken Robinson — ISBN-10: 1841121258 [141] http://bit.ly/NfD8z [142] The Singularity is Near (2005) by Ray Kurzweil — ISBN 0-670-03384-7 [143] http://en.wikipedia.org/wiki/Louis_V._Gerstner,_Jr. [144] www.dni.gov/nic/NIC_2025_project.html [145] http://www.saffo.com/ [146] http://www.monitorinstitute.com/ [147] http://en.wikiquote.org/wiki/Alvin_Toffler [148] http://www.brainyquotes.com/quotes/authors/a/alvin_t offler.html [149] http://bit.ly/9gQMiY [150] http://slidesha.re/9CN0mO [151] http://bit.ly/10V0Xm [152] http://bit.ly/dWw04 [153] The 8th Habit (2004) By Dr. Stephen R. Covey — ISBN 0-684-84665-9 By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

370. T h e W h i t e S w a n T r e a t i s e — 370 [154] Blown to Bits: How the New Economics of Information Transforms Strategy (1999) — ISBN-10: 087584877X By Thomas S. Wurster [155] Blown to Bits: Your Life, Liberty, and Happiness (2008) — ISBN-10: 0137135599 By Hal Abelson [156] http://bit.ly/a3oaUk [157] “...The Failure of Risk Management...” (2009) — ISBN-10: 0470387955 By Douglas W. Hubbard [158] http://www.thefreedictionary.com/futurism [159] http://www.thefreedictionary.com/futurology [160] “...Futuristics: Looking Ahead...” ( 2005 ) By Dr. Arthur B. Shostak, Ph.D. — ISBN-10: 0791084019 [161] “...Moving Along: Far Ahead...” (2005) By Dr. Arthur B. Shostak — ISBN-10: 0791084043 [162] “...Creating Better Futures: Scenario Planning As a Tool for A Better Tomorrow...” (2002 ) By James A. Ogilvy — ISBN-10: 0195146115 [163] “...As the Futures Catches You: How Genomics & Other Forces Are Changing Your Life, Work, Health and Wealth...” (2005) By Juan Enriquez — ISBN-10: 1400047749 [164] “...Robo sapiens: Evolution of a New Species...” (2001) By Peter Menzel and Faith D’Aluisio — ISBN- 10: 0262632454 [165]...”...Beyond Humanity: Cyberevolution and Future Minds...” (1996) By Gregory S. Paul and Earl Cox — ISBN-10: 1886801215 [166] http://bit.ly/gWka0N By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

371. T h e W h i t e S w a n T r e a t i s e — 371 [167] “...Managing Product and Service Development...” (2006) By Stefan Thomke — ISBN- 10: 0073023019 [168] “...The Art of Asking: Ask Better Questions, Get Better Answers...” (2008) By Terry J. Fadem — ISBN- 10: 0137144245 [169] “...Beyond Humanity: Cyberevolution and Future Minds...” (1996) By Gregory S. Paul and Earl Cox — ISBN-10: 1886801215 [170] “...The Future and Its Enemies: The Growing Conflict Over Creativity, Enterprise, and Progress...” (1999) By Virginia Postrel — ISBN-10: 0684862697 [171] “...Visions: How Science Hill Revolutionize the 21st Century...” (1998) By Dr. Michio Kaku, Ph.D. — ISBN-10: 0385484992 [172] http://bit.ly/dXWGm2 [173] http://bit.ly/guBaWL [174] “...Physics of the Impossible: A Scientific Exploration into the World of Phasers, Force Fields, Teleportation, and Time Travel...” (2009) — ISBN-10: 0307278824 By Dr. Michio Kaku [175] “...The Gutenberg Galaxy: The Making of Typographic Man...” (1962) By Dr. Marshall McLuhan, Ph.D. — ISBN-10: 0802060412 [176] http://www.reuters.com/article/idUSTRE6B16U92010 1203 [177] http://bit.ly/fnOO6h [178] Massive Change (2004) — ISBN-10: 0714844012 By Bruce Mau By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

372. T h e W h i t e S w a n T r e a t i s e — 372 [179] The Artilect War: Cosmists Vs. Terrans: A Bitter Controversy Concerning Whether Humanity Should Build Godlike Massively Intelligent Machines (2005) — ISBN-10: 0882801546 by Hugo de Garis [180] “...Creating Tomorrow’s Schools Today: Education — Our Children — Their Futures...” (2010) — ISBN-10: 1855393948 by Richard Gerver [181] http://tiny.cc/p3piz [182] “...The Extreme Future: The Top Trends That Will Reshape the World in the Next 20 Years...” (2007) — ISBN-10: 0452288665 By James Canton [183] “...The Predictioneer’s Game: Using the Logic of Brazen Self-Interest to See and Shape the Future...” (2010) — ISBN-10: 081297977X By Bruce Bueno de Mesquita [184] “...Crucial Questions About the Future...” (2002) — ISBN-10: 0819182753 By Allen Tough [185] http://tiny.cc/j33u9 [186] http://tiny.cc/ocn6a [187] Synaptic Self: Our Brains Become Who We Are (2002) — ISBN 0-670-03028-7 [188] The Political economy of information (1988) By Vincent Mosco and Janet Wasko — ISBN 0-299- 11570-4 [189] Management Information Systems (2009) ISBN- 10: 013607846X By Ken Laudon (Author), Jane Laudon (Author) [190] http://tiny.cc/xbob0 [191] Wilson's Ghost: Reducing The Risk Of Conflict, Killing, And Catastrophe In The 21st Century by By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

373. T h e W h i t e S w a n T r e a t i s e — 373 Robert S. McNamara (2003) — ISBN-10: 1586481436 [192] Artificial Intelligence: A Modern Approach (3rd Edition) by Stuart Russell and Peter Norvig (Dec 11, 2009) — ISBN-10: 0136042597 [193] http://3.ly/XWtr [194] “...The Dance of Molecules: How Nanotechnology is Changing Our Lives...” (2006) — ISBN-10: 1-56025-895-0 by Ted Sargent [195] http://goo.gl/YFQZ6 [196] The Speed of Trust (2006) — ISBN-10: 0-7432- 9730-X — By Stephen M. R. Covey [197] Managing Innovation: Integrating Technological, Market and Organizational Change (2009) —ISBN- 10: 0470998105 —By Joe Tidd, John Bessant [198] http://goo.gl/LuojF [199] http://bigthink.com/ideas/14657 [200] Source: http://goo.gl/iFpX2 [201] Hyperinnovation: Multidimensional Enterprise in the Connected Economy (2002) — ISBN-10: 0333994388 by Chris Harris [202] “...Learning from the Future: Competitive Foresight Scenarios...” (1997) — ISBN-10: 0471303526 By Liam Fahey, Robert M. Randall [203] “...Rethinking the Future: Rethinking Business, Principles, Competition, Control & Complexity, Leadership, Markets, and the World...” (1998) — ISBN-10: 9781857881080 By Rowan Gibson By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

374. T h e W h i t e S w a n T r e a t i s e — 374 [204] “...Connect the Dots... To Become An Impact Plyer...” (2003) — ISBN-10: 0595294928 By Dick Lynch [205] Source: http://goo.gl/7KGG4 [206] “...The Leader Manager...” (1986) — ISBN-10: 0471836931 by John N. Williansom [207] ISBN 978-0-309-11660-2 [208] http://goo.gl/dvfoQ [209] Inscription in Washington National Archives’ building. [210] Found via search engine query as it was earlier mentioned in REDES, the scientific television program from the Spanish state-owned television network. (As it was seen in August 2011). [211] http://goo.gl/3GoQe [212] Emergence: The Connected Lives of Ants, Brains, Cities, and Software — ISBN-10: 0684868768 by Steven Johnson [213] www.time.com/time/printout/0,8816,2048299,00.html [214] The (Mis)behavior of Markets (2004) — ISBN 978-0-465-04355-2 By Benoit Mandelbrot [215] The Lights in the Tunnel (2009) — ISBN: 978- 1448659814 by Martin Ford [216] Thinking for a Change: Discovering the Power to Create, Communicate and Lead (1996) by Michael Gelb — ISBN-10: 1854104209 [217] No Higher Honor: A Memoir of My Years in Washington — (2011) — ISBN: 978-0307587862 by Condoleezza Rice By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

375. T h e W h i t e S w a n T r e a t i s e — 375 [217] http://lifeboat.com/blog/2014/03/Futureketing [218] At http://bit.ly/1lcGtsH [219] At http://bit.ly/1gK1Md3 [220] At http://bit.ly/1rdbP3t [221] At http://bit.ly/OMVQtT [222] At http://bit.ly/NDtiBW [223] Athttp://goo.gl/SzF3U9 [224] At http://bit.ly/1iOhs4h [225] Resilience: Protecting your Business from Disasters in a Dangerous World by Ph.D. Robert Collins (ISBN: 978-0595409242). [226] All citations and quotations are from the Futuretronium Book ( http://lnkd.in/ZxV3Sz ) and The Future of Scientific Management, Today! ( http://lnkd.in/bYP2nDC ) . A descriptive bibliographical reference has been included. [227] By Dr. Nassim Nicholas Taleb PhD in his book: The Black Swan: Second Edition: The Impact of the Highly Improbable. (ISBN: 978-0812973815). [228] Mr. David Shaw's profile is at http://lnkd.in/ba6xX-K . [229] Our Final Hour: A Scientist's Warning by Martin Rees (ISBN: 978-0465068630). [230] http://www.mercurynews.com/business/ci_25627092/ google-facebook-and-other-tech-companies-race- develop [231] http://www.theguardian.com/technology/2014/feb/22/r By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

376. T h e W h i t e S w a n T r e a t i s e — 376 obots-google-ray-kurzweil-terminator-singularity- artificial-intelligence [232] http://www.dailymail.co.uk/sciencetech/article- 2618434/Artificial-intelligence-worst-thing-happen- humanity-Stephen-Hawking-warns-rise-robots- disastrous-mankind.html RECOMMENDED READING: EDUCATION, ELUCIDATED BY NAPOLEON BONAPARTE AND DR. WERNHER VON BRAUN: REFLECTING ON THE EDUCATION WE IMMEDIATELY NEED! NAPOLEON BONAPARTE ON EDUCATION (1769 — 1821) observed: “...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 By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

377. T h e W h i t e S w a n T r e a t i s e — 377 at sixteen years of age thence 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 ...”. [113] DR. WERNHER VON BRAUN ON EDUCATION, (1912 — 1977and Father of the American Space Program) observed: “...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 By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

378. T h e W h i t e S w a n T r e a t i s e — 378 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 that 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 By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

379. T h e W h i t e S w a n T r e a t i s e — 379 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? ... " [114] By © Copyright 2013, 2014 Mr. Andres Agostini — All Rights Reserved Worldwide — « www.linkedin.com/in/andresagostini »

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The White Swan Treatise! By © Copyright 2014 Mr. Andres Agostini at http://lnkd.in/WUm7zA (All Rights Worldwide Reserved). An Idea for NASA! Bio and Point of Contact: www.linkedin.com/in/AndresAgostini

by Mr. Andres Agostini , Advisor, Manager, Strategist: Risk Management, Futures Studies, Foresight Research, and Scenario Planning.

on Oct 09, 2013

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The White Swan Treatise! By © Copyright 2014 Mr. Andres Agostini at http://lnkd.in/WUm7zA (All Rights Worldwide Reserved). An Idea for NASA! Bio and Point of Contact: www.linkedin.com/in/AndresAgostini Document Transcript