Maga8

www.fbc-e.com
Issue 8, Dec 2010
Issue 8
4th quarter 2010
5th
Year
55thth
YearYear
The world is our expanding market!
Situational Analysis
The Q Principles
Futurer la Gestion de l’Innovation
Futuring Knowledge Management
KMfuturity.com
Who has moved the Jobs and where?
Optimism, a state of consciousness
More in the Table of Content, page 2

This magazine has been prepared with the
collaboration of the FBC>s team, fully
dedicated to the most defendable knowledge-
based innovation methodologies, systems and
thoughts.
Our modern foreseeing corporate philosophy
vision is extensively explained on our site :
www.fbc-e.com
It does contain our services offers, numerous
resources (articles, white pages, book summaries,
etc), links, and others.
You’ll be warmly welcome on this site! Make it
yours for your greatest convenience !
Editor : Daniel C. Renson
c/o FBC>s, 1210 Brussels
This magazine will be published quarterly.
Advertising : contact us via our site > contact
page for receiving the demanded information.
0202
Come along and meet us on these blogs:
EN : http://web2bizclub.blogspot.com/
FR : http://web2bizclub-fr.blogspot.com/
FR : http://bizz-exert.blogspot.com/
EN : http://groups.google.be/group/knowledge2be
30WikiBiz.Biz,
a constellation of thoughts & solutions
28Future Inside for greater business continuity
29BIZ352: You’re Special !
22FBC>s: our cloud of human & intellectual assets
21Le quizz BIZ-Acromania
14Desperately Seeking Talents
19Futuring KM: imagination is more important
than knowledge (Einstein) by Daniel C. Renson
18Inside Magazine
24Optimism, a state of consciousness
by Luc Simonet
34La Réunion du 21ème Siècle, by CBS
23International Heads Search with FBC, Partner
of CEO Europe: whohas moved the jobs and where?
by Daniel C. Renson
Contributors
04Situational Analysis
par Jean-Pierre Malle, Ensuite Informatique (France)
31Lalati.ma,
le portail de la femme Marocaine
02Table of content
Michael Byrnes (USA), Jean-Pierre Malle (France), Luc
Simonet (Belgium), Daniel C. Renson (Belgium),
Communication Business Solutions
10The Q Principles
by Michael Byrnes
15Futurer la gestion de l’Innovation
par Daniel C. Renson
33Biz – acromania
+7300 acronyms, 122 pages for free!
27WESP,
World Executive Search and Profiling
03Editorial
The world is your expanding market
FBC>s Business Magazine, table of content of the 8th issue, Dec 2010
FBC>s Business Magazine, December. 2010, issue 8
FUTURE-BASED CONSULTANCY and
SOLUTIONS, partner of CEO Europe,
is in the
« Who’s Recruiting Who in BELUX »
2008 and 2009
M. J. Horion – J. Mattelé
bvba H.M.A. sprl
Brusselsesteenweg 153
1860 Meise
Phone 02 269 8009
Email info@hma.be
URL www.hma.be

The world is our expanding market !
“Two-Zero-One-One” is arrived and …
“Global” has rudely demonstrated its existence …
“Think global, act local” hasn’t been under serious practice …
Entrepreneurs and exporters are building the future of our vertiginously expanding global market !
However, since 2008, most of us have been severely impacted by the consequences of uncontrolled
moves in the financial domain. Irresponsible thoughts have originated them and millions of individuals
are now badly suffering from the resulting business- and institutional-quake …
USA, the (still being) first world economy has now lots of difficulties to recover: the disastrously
indebted population may not buy the way it did before and the sequels are multiple in regard to forms
and numbers. Experts have never imagined such a mottled harmful socio-economic result because of
the society complication. A complication that isn’t easy to decipher !
As a sincere consultancy group devoted to our clients, we’ve developed a genuine unity of interest
with them ... For going much further !
We’re dedicating our ideas and business thoughts to all who have decided to step forward and
maintain the targeted resulting figures in their mind and accounting books !
As far as your local distribution channels and markets are concerned, push on the service quality.
And if you want to solidly sustain the growth and keep the activities results in the positive zone,
consider doing business in and with foreign markets (1).
Articles in this business magazine are free for you to download. We share massively years of
experiences with you and hope that this production will help in many ways, now and in the future.
Thank you for exploring your new challenging business tracks with us !
We wish you all a Great New Year 2011 !
Daniel C. Renson,
Editor
(1) Several KM and HR articles available in our publications, on our site.
French and / or English texts. Example: BizMag6, July 2010 has been
dedicated to the Talents search. More in this issue on page 23.
0303
FBC>s Editorial : The world is our expanding market !
Future-Based Consultancy & Solutions
Brussels, www.fbc-e.com
Mark Twain about the right word ……
« The difference between the right word and the almost right
word is the diffrence between lightning and a lightning bug »
Quoted by Tom Haunert, Editor in Chief of the Oracle Magazine, July/August 2010.
A GREAT magazine.

0404
Jean-Pierre Malle
Président, Ensuite Informatique
Understanding, anticipating and responding to situations
All of us use the word "situation" several times a day. However, this
commonplace linguistic term can hide many different concepts from the financial
situation of a multinational conglomerate to the school situation of your youngest
child.
For 30 years, I have been working on the concept of "situation" and the way
people behave when placed in particular situations in order to improve their
performance. In the following lines, you can read some of my ideas on the subject.
A little theoretical background
A situation, as it is commonly understood, is in fact a juxtaposition of several
elementary situations. These elementary situations can be described using a
specific data structure.
A situation is always something expressed by an observer. There can be no
situation without an observer. This means that the situation will be more or less
detailed, or more or less precise depending on the particular facets that capture
the observer's attention. A different observer would naturally describe the same
situation in a different way.
This description of the situation may also contain confusions, errors of
interpretation or incorrect references on the part of the observer.
In 1963, the Canadian writer Yves Thériault said: "Our truth consists of the
precision with which we perceive the state and the situation of the beings and
things of which we are one element and among which we evolve.“
When referring to situational analyses, I draw my pupils' attention to the vague
and imperfect nature of the material that is available for the conduct of such
situation analyses. It is necessary to talk in terms of clues rather than
characteristics or criteria. The term "clue" conveys this idea of uncertainty.
What good is it?
Sensible people perform much assured reasoning on the basis of data which they consider to be realistic but
which, in fact, consists merely of more or less uncertain situational clues. It is a salutary experience to consider
the extent of this phenomenon.
How many specifications, reports, reviews or audits, check sheets, training documents and procedures result
from a situation analysis? Treating these documents for what they are and not for what we would like them to
be would avoid many disappointments..
Is it really new?
Of course not. We all know that in our everyday lives we are required to treat all the information we receive with
a certain relativity and that we have to check, compare, integrate this information in order to obtain a more
reliable understanding of the situation.
In 1972, the philosopher Jean Piaget said: "Intelligence is our last resort when we do not know how to respond
to a situation.“
What is new is the idea of officially taking these factors into account and formalizing the approaches and types
of reasoning which are applied to this information and constitute the situational analysis. What is new is to say
that we do not have to be certain in order to act.
In 1791 Madame Roland, a woman of letters, said: "There can be no doubt that our situation greatly influences
our character and our opinions."
UNDERSTANDING, ANTICIPATING
AND RESPONDING TO SITUATIONS

Inductive reasoning
Human beings are able to perform both inductive and deductive reasoning.
However, the emphasis is habitually placed on deductive reasoning.
Considered to be purer, cleaner, neater, easier to teach, deductive reasoning
has, since Descartes, been a part of French culture. As a tool of discovery, this
type of reasoning is well suited to the 25 years of so of study that everyone
amasses during their youth. Given these conditions, how is it likely that they
might also have heard of inductive reasoning?
Yet, despite this, every time we cross the road, our brains perform inductive
reasoning. It processes the information holistically, in its entirety. Whenever we
have to act in a situational context, we call on this inductive reasoning. And
nowadays, rapid action is becoming increasingly frequent and crucial in business
life.
Quickly or properly?
Acting quickly does not rule out acting properly. If you act quickly to cross the
road, it is not your intention to do it badly!
What is important is to concentrate on the essentials and process only the
information that is useful. Do you need to know the speed of each vehicle in order
to cross the road? No, you simply need to be able to estimate whether the
distance to the closest of them gives you enough time to cross.
In today's business world, is it wiser to take the time to find the very best solution
or implement an acceptable solution immediately and act before your
competitors?
Situational analysis and statistics
There is no universally applicable situational analysis. Each case is strictly
individual. We cannot speak in terms of a "general situation".
The response to the question of what is an acceptable level of error will vary from
case to case. For a customer, a certain error will be acceptable whereas another
will not, one error will be tolerated but two or three will not, even if the third one is
acceptable, it will be rejected.
There are no situational statistics. Each situation is a specific case which depends
0505
on the experienced sequence of events, the context, the external events which may impinge on the context at
any given time.
A situational analysis makes it possible to detect situations and evaluate their environment, track their
development, place actors within the situation. In this way, it is possible to control situations.
Nothing is more frustrating than to do well but end up unsuccessful. In many cases, a situation analysis would
have made it possible to succeed even without doing quite so well.
Eye-opener
To observe a situation, it is necessary to adopt a position with regard to the situation. If a company's organization
distances all the actors from the situation, then it becomes impossible to respond to it adequately. In such cases,
the situations to be resolved become increasingly internalized and denuded of sense for the customer as they
progress through the organization. The company focuses on problems which it has created itself and the
customer's problems are either ignored or badly handled.
In a situational analysis, the actor placed within the situation must be able to observe, apprehend and process
the situation. Such actors must be trained to do this and must have the necessary freedom to act within the
situation.
Actors placed within a situation must learn to recognize situations, evaluate contexts, know how to act in
response to these situations and guide them in a positive direction. In such cases, we talk about the maturity of
the actor who is confronted with the situation and this can be seen in the way he or she is able to stand back and
appraise the situation.
A specific and difficult situation to deal
with! No situational statistics available!
FreakingNews.com

0606
A view from outside of the process
In the field of mass production, it is necessary to channel flows in order to
maximize productivity. Here the process obliterates the situational analysis. The
tasks move from actor to actor within the process and the situation becomes less
and less accessible to the actors the further the process progresses.
In many activities, and in particular those with a significant service-related
component, the actor shares the situation with the customer. In such cases, the
formalization of processes and the definition of all-embracing rules stand in
contradiction to the concept of situational analysis and are either bypassed or
simply lead to frustration.
It is necessary to gain a view from outside of the process and adhere to a service
perspective which obeys a small number of strict rules which require the
operators themselves to analyze the situations facing them. Given appropriate
training, all operators will be aware of the use cases that correspond to their
activities, be able to handle both common and exceptional situations and achieve
a level of performance that is unequalled by many deductive, secure processes.
Samantha™ is a situational analysis method published by Ensuite-Info that can
be used by all actors in their everyday work, people responsible for organizational
matters, IT system designers and publishers of software packages.
Accepting the facts
When placed within a situation, the actor observes situations which all represent
facts that have to be taken into account. By definition, situations are extremely
rich and varied.
Companies very frequently put in place a filter which standardizes situations by
stripping them of everything that makes them original in order to arrive at a
situation that is more "normal" and easier to process within a continuous workflow
in a process. This is an approach which attempts to deny the facts.
In contrast, addressing the unique nature of each individual situation means
responding better to the requester's expectations and obtaining valuable
information about him or her, user’s habits, trend-related effects and emerging
phenomena. This opens the way towards a more evolving process and secure
customer loyalty.
Contrary to the generally accepted view, accepting the facts and treating each
situation as new and different does not increase resource consumption. This is
because, in many cases, the standardization process produces standard service
packages which include services which are not expected by the customer and are
therefore useless.
Situation-oriented performance
Situation-oriented performance is the opposite of standard performance.
However, this is not a matter of choice: there are areas in which one is necessary
and others where the other is preferable. To be able to call on both standard
performance and situation-oriented performance is to have two tools rather than
one. If I only have a hammer, I will deal with nails and screws in the same way.
Standard performance applies to highly standardized processes in order to
produce products under optimum conditions in terms of price, deadlines,
warehousing, delivery and stock rundown.
Situation-oriented performance is more suitable for a service logic which attempts
to cover all the different types of situation in order to provide an appropriate
solution. It makes it possible to adapt flexibly to changes of context and maintain
the type of service that customers want. It also represents the best and fastest
way of winning new customers, satisfying their needs and securing their
requirements.
A better analysis of situations means a more precise identification of profiles,
appropriate services, more accurate predictions, more targeted information, more
efficient systems etc.
It is necessary to gain a view from
the outside and define original
perspectives containing new rules.
iStock
Situation-oriented performance is
more suitable to adapt flexibly to
changes of context and maintain
the desired type of service.
EinsteinEinstein
Categories aren’t
required but they are
so much convenient
to move on !

How to perform formalization?
In 1971, the Quebec-born author Gilbert Larocque said: "There is a language for
each situation". The question that keeps coming back is: How is it possible to
formalize all situations?
There is no answer to this question because, as far as situational analyses are
concerned, everyone is aware of the variety of situations and, in consequence, of
the futility of attempting to define and formalize them all. Situation analyses are
based on principles that can be formalized at the very highest level. This
formalization is an exercise in comprehension, not generalization.
The corollary to this approach is that actors confronted with a situation must
possess the skills required in order to understand the situation and make use of
the principles adopted in order to deal with these situations. They must therefore
be trained and thoroughly experienced in situation analysis and also be familiar
with the chosen situational strategy. In a company, management must ensure
that the operators who have to deal with situations both have the resources to
deal with these situations and are aware of the significance of dealing with them
in this way.
Sonia™ is a situational analysis language designed by Ensuite-Info which makes
it possible to formalize observed situations in order to transfer this information to
an automated processing system. Sonia possesses an ontology which provides
the professional input necessary for the interpretation of situations. Sonia takes
account of both the relativity and imprecision of observations.
0707
How to perform measurements?
Clearly, the implementation of a repetitive processing method which does not take account of the diversity of
situations makes it easier to draw up management indicators and compare figures year-on-year. However, this
approach is only valid in a world which doesn't change.
As far as situational analyses are concerned, each situation is a separate case in which one or more aspects
predominate. A history diagram will provide a lot of information regarding current changes and emerging
phenomena. Communication concerning efficiency and performance must concentrate on key elements at each
iteration in the management indicators. Even though today's indicators cannot be compared on a one-to-one
basis with those of yesterday, they do tell us whether we have anticipated the way the situations developed
correctly and reacted appropriately to these and what avenues we still have to address. Isn't that the most
important thing?
Do the tools exist?
Yes, we produce ongoing situation analysis processing systems as well as end-to-end situation analysis
systems. These systems can be integrated in any software package or IT system in which a human and/or
social component plays a role.
For example, as far as e-business is concerned, there is value in analyzing each situation experienced by an
Internet user in response to a sales site in order to find an appropriate solution and help users make their
choices. This is not a question of defining criteria and treating all users who correspond to these criteria in the
same way. Instead, it is a question of noticing, for example, that the customer is feeling stressed while ordering
a book and that, even though he or she usually wants to be given additional information, none has been
requested during today's transaction.
Let’s take the example of job applicants being put in touch with recruiters: it is not possible for an applicant's CV
to reflect every situation he or she has experienced, so the efficiency of such platforms is limited. As a result, a
person's career may depend on whether or not a keyword is present in their CV.
Diversity may not be forgotten in
a changing world !

A situation analysis can give applicants the incentive to change their skills description in a way that matches the
expectations of today's recruiters.
The situational analysis processing systems designed by Ensuite-Info are middleware products and easy to
interface appliances with all IT systems via XML flows. They encapsulate libraries of subject-specific engines
(such as knowledge management, marketing forecasts, usage monitoring, development of management rules,
implementation of learning situations, detection of abnormalities or unusual behavior, identification of maturity
when confronted with situations, etc.)
The absence of a model
A situation analysis emphasizes the small differences which characterize individual situations. It is important to
focus on these differentiating elements in order to derive the full benefit from the situation. As a result, it is not
desirable to define a situational model because the aim behind any model is to define a specific situation and
compare all other situations to this. This approach is not viable in a situation-oriented world which is constantly
evolving. If there is any model, then this should emerge as events unfold and apply only to a very constrained
time and space given the speed at which situations evolve.
If I create a model of meteorological situations in order to make weather forecasts while the climate is changing
all the time, then my model will not be applicable.
The real question is: why look for a model? A model brings reassurance while change induces fear. Having a
model makes us believe that things don't really change all that much. In a situational analysis, the model is
replaced by the set of previous situations. These situations are retained unchanged and are called on during
the search for connections with more recent situations in order to ensure that changes observed in the past are
included in the range of possibilities suggested by new situations.
Connections are key
When confronted with a situation, people search their memories for similar situations which they have already
experienced in order to derive from them the performed actions, whether successful or unsuccessful, which
they can then repeat, avoid, improve etc.
However, when there is no similar situation, we search for a related situation which provides some information
that can be transposed to the situation currently facing us.
Even if no such transposition is possible, this search for connections is performed in order to provide additional
information.
For example, someone gives you a green ticket and asks you for money for it. Then, a few weeks later,
someone gives you a yellow ticket and gives you money. It is not possible to deduce anything of relevance in a
new situation in which you are given a blue ticket. Despite this, the search for connections will remind us of the
cases associated with the yellow and green tickets and thus stimulate our thoughts. Our "connection engine"
performs a search through a range of very different situations (use of cheques, tokens, paper slips, etc) to
determine whether it is possible to draw an analogy with our past and our knowledge in order to predict a
possible use for the blue ticket.
Anticipation
In 1986, the psychologist Olivier Lockert said "Every new situation, every problem to be solved brings with it the
rare opportunity to learn something new." However, if I learn, then I can also anticipate.
Who has never thought he/she was able to foresee the future? Using situational analyses, it is possible to call
on software engines which identify phenomena and series of situations or scan for clusters of related situations
etc…
On this basis, it is possible to predict the situation that will result from a series of situations which take place
before an observer's eyes. All the potential situations induced by a series of situations constitute the set of
FBC>s Business Magazine, December. 2010, issue 8 0808

LE MONDE DU RECRUTEMENT EN BELUX
WHO’S RECRUITING WHO IN BELUX
HET REKRUTERINGSWEZEN IN BELUX
(600+ pages / bladzijden.)
M. J. Horion – J. Mattelé
bvba H.M.A. sprl
Brusselsesteenweg 153
1860 Meise
Phone 02 269 8009
Email info@hma.be
URL www.hma.be
possible situations. Within this set of possible situations, we are interested in those
that are plausible.
By analyzing the past and applying the principles of connections between
situations, it is possible to predict a plausible continuation for a series of situations
and prepare for this.
The genesis of a situation-oriented organization
Thanks to the enhanced technologies now available, we can now call on
processing systems which analyze situations and help the operators confronted
with these. At the same time, networks of actors can address the same situation
thanks to the advent of Web 2.0 and 3.0. All of this presages the emergence of
situation-oriented organizations in which each situation that is to be processed
induces the organization that is most suitable for its processing.
Author: Ingénieur Centrale - Marseille, Jean-Pierre Malle is the President of Ensuite Informatique, an editor of
solutions and IT tools for the real-time situational analysis. See more of his profile on Viadeo.
ONT
LIB
Intégrateur
ou tracker
IN 1
IN n
Révélateur
ou Distiller
OUT 1
OUT n
Moniteur
MON
Chargeur
Séquenceur ou
Concentrateur
Moteurs
Spécifiques
Moteurs
Standards
The practices involved in situation analyses can continue to develop, be adapted at any time to the new
situations that emerge and build on the experience of the past without ever being constrained by it.
Jean Pierre Malle
www.ensuite-info.com
jpm@ensuite-info.com

by its very inheritors living in this modern age, being
challenged by the tidal wave of individual
sovereignty. Perhaps the unintended consequence
of self-determinism may very well be the individual
becoming unresponsive to larger social restraints
and the unraveling of social order.
Although on one hand, the individual is progressively
provided the ability to contribute his/her economic
value via a plethora of other options—from self-
employment to ad hoc collaborative communities,
and from local to global markets—the individual, on
the other hand, rarely is provided the tools or process
to consciously weigh the newfound benefits of
individualistic self-determinism with the
responsibilities of self-restraint. These tools and
processes were in the past generally imposed upon
society by governments (often because there existed
some ideological glue to society—a common national
enemy, a common nation goal, a common religion,
etc.).
A substantial global shift has now occurred which
challenges any and all governments (democratic and
autocratic) to consistently wield power without some
form of national enemy, goal, or religion to effectively
solidify individuals into a common social direction.
If the choice is between anarchy and draconian
methods used to maintain social and political order,
The Achilles Heel of our Present Socio-Economic
Paradigm
We are beginning to witness in this modern era
orthodox institutional holders of authority and power
diminish in their ability to maintain both political and
economic order (both nationally and globally), whilst at
the same time, the individual and the corporation
becoming less exclusively dependent upon formal
government institutions and both evolving deeper and
deeper into the self-centered fog of social Darwinist
intentions. Nationalistic self-determinism has indeed
spread into the uncontrollable fathoms of personal
self-determinism. Three and a half centuries ago, the
Westphalia Order’s defining declaration of sovereignty
to be held exclusively within the nation-state is now,
A Brief Excerpt
Michael Byrnes
The following is a brief excerpt from The Q PrinciplesThe Q Principles, which explores a new
‘third way’ paradigm for global socio-economic interdependence. The
complete PDF book can be downloaded from www.outoftheboxinsight.org
The Q Principles

(wealth) with organized labor’s motives (honor), and
thus prevent the elitist’s accumulation of capital
becoming totally unrestrained. To Smith, free
markets were to keep the majority of society in a
reasonable form of equilibrium. To Marx, social
ownership was the foundation for equilibrium.
Indeed, global and national economies have always
experienced great ebbs and tides, ranging from
closer states of equilibrium within the West in the mid
stages of the Cold War, to massive concentrations of
wealth within a small percentage of the national and
global populations just preceding the Great
Depression of the 1930’s and now present in today’s
economy. Again, as Keynes observed and as history
persistently demonstrates, achieving wealth
distribution equilibrium within the constructs of
classical economics, seems nearly unattainable
unless governments intervene in some manner so as
to maintain aggregate demand. Thus, this paper
explores the potential for a new construct of global
socioeconomic foundations to be envisaged
possessing the following four intentions:
1-- Instead of developing an economic system that
presupposes humankind’s negative motives which
the system itself then attempts to compensate for
these negative motives, the first intention is to
develop a socioeconomic foundation that directly and
clearly makes incarnate the life intentions of diverse
societies (both noble and disruptive)—thereby
requiring these diverse societies to directly choose, a
priori, their larger moral and material intentions in
advance of entering the market place. Essentially, to
place the burden of a preconceived sense of
accountability directly onto the shoulders of all
peoples to balance, moment-to-moment, the benefits
of wealth generation with the responsibilities of
sustaining social well-being and environmental
security. This new socioeconomic foundation is not
an ideology of market and world order to which all
must conform—but rather is a tool to reveal the
deeper intentions of diverse societies, a translator of
sorts.
2-- Celebrating that the world is comprised of diverse
cultures, societies, and economies, the second
intention is to develop a socioeconomic foundation
that inspires vulnerable interdependenceof livelihoods
how will the world’s governments act in their
choosing? Is the dynasty of geopolitical nation-state
governance now beginning to decay? And if so, what
type of governance are we likely to inherit, or even
create for ourselves? Are we to revert to the
economic stability inherent within militaristic
economies, and thus create new enemies simply for
the sake of economic stability? Is socioeconomic
chaos something to fear or embrace?
New principles of Socio-Economic Interdependence
We now stand in front of a clean blackboard, chalk in
hand. If there might be a single notion that could
serve to allow us to consider the part visceral, part
rational sketching of some new form of social and
economic interdependence which the human race as a
whole could truly find benefit and honor, that notion
would have to be intention. Are we to sketch some
new version of a socioeconomic foundation based on
the intentions of favoring or protecting one group over
another (whether national or ideological, or in
retribution), thereby again placing the focus of wealth
in the weary arenas of conflict, control and power? Or
is it possible to sketch a new underpinning that forever
escapes these old arenas, and provides a radically
distinct intention to global socioeconomic relations? Is
it somehow practical to value wealth not as the
primary substance of economics, but rather us as the
primary substance of value?
Adam Smith believed that while human motives are
often selfishness and greed, competition within the
formalized space of free markets would tend to benefit
society as a whole by keeping prices low, whilst still
providing an incentive for a wide variety of goods and
services. Thus, it could be said that Smith’s construct
of free markets possessed the intention to
systemically compensate for often negative human
motives. Karl Marx never trusted the invisible hand of
free markets to act as an effective counterbalance to
negative human motives. Since labor was viewed as
nothing more than humiliated and exploited raw
material for the production of elitist wealth in the early
days of the Industrial Revolution, Marx’s construct of
economic production possessed the intention to
systemically counterbalance the elitist’s motives
http://socioecohistory.wordpress
The Q Principles

and peoples, rather than adheres to the self-
centeredness of separateness.
3-- The third intention is that the incentive to innovate,
produce, or consume does not originate from some
external source (access to inexpensive capital,
government subsidies, favorable tax or credit
incentives, etc.); rather, the incentive originates from
within each one of us. We, not markets, could
embody significance. Our own personal senses of
imagination and industry—coupled with our personal
responsibilities of maintaining our larger moral
determinants—could be the guiding force of any
incentive.
4--The fourth intention is that local, national, and
global economies are knowledgeably and
operationally capable to consistently adapt to ever-
occurring market shifts, and thus, maintain aggregate
demand.
These four intentions, then, provide the starting point
in exploring how the organismic processes of global
socioeconomic interdependence might be conceived
and eventually operate.
Roots of interdependency
Classical Roots
The concept of interdependency finds its roots in Ibn
Khaldun’s (1) great work, The Muqaddimah
(Prolegomena, or Prologue), 1377, where he
established a vital understanding of socioeconomic
relationships that define conflict, and its opposite,
union:
Know, then that the difference between people arises
principally from the difference in their occupations; for their very
union springs out of the need for co-operation in the securing of a
livelihood.
Essentially, as multiple studies of nation-building and other
socioeconomic conditions have quite consistently
demonstrated, social and ethnic tensions become
easily inflamed when economies become overly
disproportionate or oppressive. The opposite, then,
peaceful coexistence between diverse social groups,
occurs when economies are more balanced and
expandable, thus nondiscriminatory.
(1) Ibn Khaldun (b. 1332/732AH d. 1406/808AH), Arab
historiographer and socio-economist born in present-day Tunisia.
His central work was his Kitab al-Ibar (Universal History)
intimately detailing the history of Muslim North Africa and the
Berbers. Its six volumes, however, have been overshadowed by
the immense significance of the Muqaddamah (which he meant
merely as a prologue to the Universal History). In this prologue,
Ibn Khaldun outlined a philosophy of history and theory of society
that are unprecedented in ancient and medieval writing and that
are even now relevant in understanding modern sociology. The
rise and fall of societies, he believed, follow laws that can be
empirically discovered and that reflect economic causes and
effects.
These dynamic relationships between livelihood and
conflict or union, as well as the failures in world order
and free market mechanics, are vibrant indicators
that 21st Century civilization may now be teetering
on the verge of what Ibn Khaldun referred to as the
fourth stage in his First Law of Historical Cycles:
civilizational decline leading to ultimate collapse:
Civilizations must go through four stages: the first stage is the
emergence of a new civilization and society. The second stage
covers a period of growth and prosperity. Stagnation and
decadence characterize the third stage where wealth can no
longer increase. This brings us to a fourth stage of decline
leading to the ultimate collapse. Finally, a new civilization
emerges from the ashes of the previous one and another cycle is
born. The conditions of the world and of the nations do not
persist in one unchanging state, but are transformed with the
passage of time and move from one condition to another.
If we as a human species are indeed being drawn
from a stage of stagnation and decadence into a
stage of decline and collapse, is there any way in
which we might join together and renew ourselves
before some collapse can come about? Or is the
collapse inevitable? Is it some tragic form of destiny
that prevents us from an a priori awakening of our
entangled consciousness before the collapse
occurs? These questions are important to ask now
because, in the end, even if civilization were to be
faced with imminent decline and collapse, certainly,
the better angels of our nature would desire renewal
not as a matter of necessity, but as a matter of
choice. This distinction—voluntarily choosing
interdependence between diverse cultures and
peoples rather than being forced to become
interdependent—will come to make all the difference
in the world.
Perhaps the key to civilizational interdependence is
hidden within our very own livelihoods. Our very
callings.
Quantum Roots
Earlier, the modern era emergence of self-organizing
ad hoc collaborative communities and systems within
global market economies was placed in perspective
of the ‘old economy’ permanence-seeking institution.
Now, the self-organizing aspects of the ‘we-think’
economy will be taken to a radical direction: to be
The Q Principles

single particle occupying just a bit more than 3,000
different places at the same time).
And more to the point of economics, particles that
were once joined to each other, then separated from
each other by great distances, react to each other
instantaneously—faster than the speed of light—and
classical laws of physics say nothing can travel faster
than the speed of light. By studying these sub-
atomic particles, science is beginning to understand
that all matter in the universe—including the human
species—is interconnected on the quantum level…
nothing is separate… all life is ‘entangled’.
interwoven into the fabric of we-think economies are
the minute threads of quantum entanglement (2). By
combining we-think’s self-organizing principles with
the entanglement concepts of quantum science, these
new ‘quantum economic’ principles may perhaps be
the tools which will allow us to balance aggregate
economic demand with our civilizational legal and
moral restraints. More particularly, quantum
economics may possess the astonishing potential to
finally bonding together all individuals and civilizations
by unleashing an almost unfathomable source of
human and economic value which presently lies
dormant, perhaps even feared. First, however, it is
necessary to explain quantum entanglement and its
possible relevance to economics.
Quantum science, like the discoveries of Copernicus
and Galileo, has provided humankind a different
perspective, and thus understanding of the physical
universe which was not previously perceived. All
matter in the universe (that which occupies space) is
composed of atoms, and atoms, in turn, are composed
of elementary or fundamental particles. In its most
basic description, quantum science is the study of how
these particles (or quanta) interact with each other and
with energy. Pertinent to this exploration of
economics, the following concepts of quantum science
might provide an additional perspective to individual
and group interdependency—and more specifically, to
how economic entanglement interacts with the energy
of the mind:
Entanglement. Classical laws of physics, which
helps humankind to define and understand physical
reality, works well when applied to large objects such
as car engines, high-rise buildings, even billiard balls.
In classical laws of physics, the maxim “no two objects
of mass can occupy the same space” is universally
accepted as not only true, but unbreakable. On the
sub-atomic or quantum level, however, everything
humankind has accepted as reality is simply
shattered. On the quantum level, not only can a single
particle be both a particle and at the same time a wave
of particles, a particle can exist in multiple places at
the same time (so far scientists have observed a
Sciences PictoLibraty
This means, economically, when a single individual
from one part of the world conceptualizes an idea—
someone else from the other side of the world may
perhaps intuitively understand how to exploit that
very same idea so as to generate economic value.
Our classical view of reality tells us this is science
fiction. But quantum physics shows us that it is
indeed possible. All we lack to see this quantum
potential of economics is the courage to see and the
‘plug-and-play’ infrastructure to give life to these
latent ideas. The original Latin definition of the word
‘idea’ is idein, “to see”. Quantum science, however,
is still unsure as how exactly to map these
entanglements due to the very fact that by simply
observing particles, the particles change their nature;
the act of observation,
(2) Quantum entanglement is a quantum (sub-atomic)
mechanical phenomenon in which the quantum states of two or
more objects are linked together so that one object can no longer
be adequately described without full mention of its counterpart—
even though the individual objects may be spatially separated.
Figure on the right
side: it is one of
various models that
attempt to illustrate
the topology of
quantum particles
in their entangled
state.
in and of itself, changes
the particles.
Brunnian Link
The Q Principles

rather as organismic sparks of potential energy—
human energy . It is thought the human brain is
capable of processing 400 billion bits of information,
yet our non-quantum state of awareness processes
only an average of 2,000 bits. This gap in how we
utilize our very minds represents an astonishing
potential for not only the human species, but also
global economics. How might we convert this latent
energy into actual activity, actual value (social and
economic)?
Certainly, it cannot be disputed that the world’s
civilizations are not exploiting the totality of their
human potential. The question becomes, then: why
not? In one version of ‘reality’, Muslims, Christians,
and Jews have drawn lines in the sand between
themselves; Americans and Russians, Whites and
Blacks, the thin and obese, rich and poor, too, have
drawn their lines. Powerful militaries are created
precisely to defend the notion of ‘separateness’. One
identity is prepared to kill another identity wholly
because of separateness. In another version of
reality, however, quantum science has demonstrated
that on the sub-atomic level, all of life is entangled,
not separate. The two realities, then, clash. Is there
a process where individuality (identity) and group
(commonality, reciprocity) can, themselves, become
entangled? Is that process already available to us…
right now lying dormant within our very minds?
About Michael Byrnes
After spending 9 years in Bosnia-Herzegovina, he
wrote Hands and Brains Unbound (2008), a book
which explores the failures of nation-building and
global economic systems. He presently is writing
From Eden to Apocalypse, which provides more
detail regarding the ‘Quantum Economic’ concepts
posited in The Q Principles. He presently resides in
Gent, Belgium. Email: michael.byrnes@gmail.com
The Brunnian (3) link is a nontrivial link that becomes
trivial if any component is removed. In other words,
cutting any loop frees all the other loops (so that no
two loops can be directly linked). This Brunnian
model will be used later in this text as a starting point
for constructing a geo-economics model of
interdependent livelihood.
Energy. Classical science (and our common
senses, our experience) tells us that a solid table is
just that: solid. But again, quantum science has
revealed that what we perceive as ‘solid’ is, in reality,
mostly ‘latent energy’. On the quantum level, solid
objects are comprised of atoms. But atoms are
mostly ‘empty’. It may not appear that this
emptiness—latent energy—is of any consequence to
the real world. But if two different perspectives of
this latent energy were to be considered: firstly, so
as to grasp the sheer physical dimension of the latent
energy existing between the proton and electron,
assume the proton is the size of a basketball, then
the electron would be orbiting a full 20 miles from the
basketball-sized proton. Secondly, if the proton’s
area represented the world’s total gross domestic
production (about US$ 55.6 trillion), then the ‘empty
space’ of the atom—the amount of latent energy
potential—would represent an unfathomable
innovation, production, and consumption potential of
US$ 70.4 quintillion. If we were to simply view
economic markets from this quantum perspective—
seeing its vast untapped reservoir of energy and
creativity—then we perhaps can begin to imagine
what kind of spark could ignite this latent energy. Is
this quantum view of economics entirely unrealistic?
Does this unorthodox view invite chaos? The original
Greek definition of chaos is: khaos “void, abyss”. Do
we fear chaos or khaos? What waits us in the void
and abyss of khaos?
By viewing global economics through the prism of
quantum science—a combination of entanglement of
peoples and our natural reservoirs of latent energy—
it becomes possible to view global innovation,
production, and consumption not simply as
mechanistic attributes of supply and demand, but
(3) Hermann Brunn, Über Verkettung, 1892.
Michael Byrnes is a strategic
planning advisor for corporations
and governments.
The Q Principles
Desperately seeking talents !
Talents and time or time and talents !?
Time is money because it’s a resource !
Talents save time and bring money!
Talents are “the” resource (s) ! (1)
(1) Page 23: Who has moved the jobs and where?
Also, FBC>s Business Magazines n° 6, 7.
1414

Même si les articles et “cases” fameux sont repris
dans quantités de business magazines ou par des
conférenciers intervenant dans nombre de clubs
d’affaires ou chambres de commerce.
Il faut aussi faire remarquer que beaucoup de
“trouvailles” n’atteignent pas le niveau de ce que sont
devenus des noms de produits tels que, par exemple,
BIC ou Nutella qui, pour le grand public, désignent
maintenant génériquement un style à bille ou de la
pâte à tartiner aux noisettes. Alors que, lors de la
mention des exemples cités, on désigne des produits
portant la marque appartenant à un groupe industriel
bien identifié.
Qu’a-t-il manqué?
Pour le dire très simplement et ne pas s’embarasser
de détails de gestion pratiques à ce stade … la
soutenance marketing du développement !
C’est ainsi que des spécialistes ont proposé des
modèles d’encadrement de l’innovation rentrant dans
la prise en compte de la soutenance de l’entreprise
en ce qui concerne, l’économie, la finance,
l’environnement, la dimension sociale ainsi que la
responsabilité que l’on y a. Et plus encore.
Il s’agit en fait de la SOI ou « Sustainability-Oriented
Innovation » qui est un outil dédié aux exigences de
la soutenance à terme des activités et, en même
temps, se soucie des attentes de la clientèle (d’où la
terminologie « User Innovation » qui met en évidence
la participation de l’utilisateur final dans le
processus), des segments de marché à « attaquer ».
Ensuite, il y a le SIC ou « Sustainability Innovation
Cube », un modèle générique pour la structuration de
L’importance et la nécessité de l’innovation
ne se discutent plus depuis bien longtemps.
Ainsi commencions-nous, en page 15 du
FBC>s BizMag n°7, cette série d’articles
consacrée à ce que tous considèrent comme
étant la prestation ultime pour le futur des
institutions, organisations, entreprises
locales et multinationales dans l’ensemble
des domaines d’activités de l’humanité!
Cependant, le « corps » de la démarche
innovante -supposée «partie prenante» des
problématiques d’engagement dans le futur
et de sa préparation pour nous y accueillir-
ne semble pas souvent se profiler de manière
appropriée dans nombre de cas: la longue et
large vue manque dans l’ « outillage » !
Pour exemplifier le constat, le souvenir d’une
discussion intéressante à propos de ce que
l’on nomme la « closed innovation » et
« open innovation » …
Bref, de récentes discussions avec des responsables
de projets et coordinateurs pédagogiques ont mis en
évidence de vertigineux écarts de vision (saisie de la
dimension du propos), compréhension (qui ne fait
plus partie de la dimension évoquée) et proposition
de préparation à la gestion de l’innovation (qui
n’apporte pas de réponse aux questions que vont se
poser les prochains acteurs responsables).
Pour continuer la réflexion de manière quelque peu
sophistiquée, il manque l’aspect métaphysique -c’est
très particulièrement critique- à la problématique que
l’on vient de soulever !
En d’autres termes, cela veut tout simplement dire
que l’on se pose peu, voire pas du tout, de questions:
on ne “voit” pas assez ce qu’une démarche innovante
va requérir comme compétences transversales.
1515
Futuring the Innovation Management / La gestion futurante de l’innovation
FUTURING THE INNOVATION MANAGEMENT
FUTURER LA GESTION DE L’INNOVATION
Daniel C. RensonDaniel C. Renson 11

Innovation-related Vocabulary
Agricultural Innovation (see Innovation Diversity)
American Innovation (see Global Innovation)
Asian Innovation
European Innovation
Border-less Innovation (see Global Innovation)
CIO / Chief Innovation Officer (see IVP)
Closed Innovation Model (see Open Innovation and Innovation
Management)
Collaborative Innovations
Collective Innovation (see User Innovation)
Competitive Innovation
Design-Based / Inspired Innovation
Digital Innovatione-Innovation (also e-Novation)
Emerging Technological Innovations
Enterprise Innovation System
Evolutionary Innovation
Financial Innovation
Financial Services Innovation
Global Innovation
Industrial Innovation
Innovating Design
Innovating Force
Innovating Intelligence
Innovating Team
Innovation Actors
Innovation-Based Competitive Advantage
Innovation Basics
Innovation Blocks
Innovation Capability
Innovation Capital
Innovation Complexity
Innovation Complication
Innovation Contributors
Innovation Control
Innovation Costs
Innovation Data
Innovation Databank
Innovation Design
Innovation Diversity (see American/Asian/European Innovation)
Innovation Diffusion
Innovation Dynamic
Innovation Economics
Innovation Enablers (see Innovation Influencers)
Innovation Environment
Innovation Focus
Innovation Foundational Thoughts
Innovation Framework
(1) La continuation se poursuivra sur notre site www.fbc-e.com tout
comme pour la liste des acronymes (“last update” chaque quinzaine)
(2) http://www.fbc-e.com/resources/acronyms/res_acro_d001_e.pdf
(3) Georges Orwell “1984”
(4) SIC et SOI feront l’objet du 3ème
article “Futurer l’Innovation”
l’innovation en veillant à ce que la soutenance soit
effective ou, en d’autres termes, que les preneurs de
décision soient amplement informés et ainsi que l’on
puisse éviter des risques de dérive à la suite
d’incomplétude dans l’information et les instructions
subséquentes. Cette façon de faire est quelque peu
reprise dans la liste annexée sous la dénomination
« Innovation Integration » tandis que l’on fait,
implicitement, allusion aux « Innovation Enablers »,
« Innovation Contributors », Innovation Spoilers ».
.
Ce fut notre propos la fois dernière. Il faut s’accorder
sans délai avec le gigantisme complexe du
phénomène globalisation en entamant des réflexions
circonstanciées, reconsidérées à l’intérieur de vues
stratégiques fondamentalement révisées, elles aussi!
C’est à ce propos que nous avons débuté une double
liste (1). Au long du fameux principe qui fait le titre de
notre «Acro-Classeur» (2), « Who controls the
vocabulary, controls the knowledge » (3), elles
invitent le lecteur à imaginer ce que pourrait être
l’activité à entreprendre ou a améliorer pour permettre
aux concepts, repris dans les colonnes qui suivent,
d’exister et de pouvoir satisfaire aux principes
évoqués lors de la courte définition des SIC et SOI (4).
L’initiative a pour origine une ancienne demande d’un
client tracassé par le tassement de son
positionnement alors qu’il disposait pourtant d’un
département R&D. Mais qui ne « percutait » plus de
manière aussi dynamique qu’auparavant.
Lors du traditionnel « état de l’art », les différences de
perception sur ce qu’il fallait comprendre et prendre
en charge se sont très effectivement manifestées.
C’est une invitation à participer au « jeu » organisé
pour l’occasion qui vous est faite maintenant.
Lisez tout cela bien attentivement. Nous y
reviendrons plus tard en reprenant la liste de manière
circonstanciée et comme déjà montré ici plus haut.
Daniel C. Renson,
Future-Based Consultancy, Founder
1616

Product Innovation Management
Service Innovation
Service Innovation Management
Scientific Innovation
Social Innovation
Strategic Innovation Management
Sustainability Innovation Cube / SIC (see SOI)
Sustainability-Oriented Innovations / SOI (see SIC)
Technological Innovation
Technological Innovation Management
Transformational Innovation (see Organizational Innovation)
User Innovation (see Innovation Network)
WEB Innovation (WEB2.0, 3.0 …)
(unfinished list)
Related domains and subjects
Biology
Creativity and Creative Process (see Idea and Innovation) (*)
Culture (local and national)
Design and Design Teaching Material
Domain Areas and their Relationships
Education and Educational Programs
Engineering and BPM, BPR, ...
Health and Healthcare
Human Resources: Management and Systems
Idea (see Creativity and Innovation)(*)
Intellectual Capital
Intellectual Property (and Transfer)
Know-How (and Transfer)
Knowledge Management and related concepts
Laws and Bylaws
Libraries
Ontologies (large variety)
Patent
Process
Product Management
R&D / Research & Development
R&D Management
Science and Sciences
Innovation Fundamentals
Innovation Grid
Innovation Handbook
Innovation Hierarchical Organization (see Innovation Process)
Innovation History
Innovation Impetus
Innovation Influencers (see Innovation Spoilers)
Innovation Integration
Innovation Intelligence
Innovation Invisible Components
Innovation Key
Innovation Leadership
Innovation Life-Cycle (ILC)
Innovation Life-Cycle Management (ILCM)
Innovation Making System
Innovation Management (IM)
Innovation Management Theory (IMT)
Innovation Maintenance
Innovation Map
Innovation Metadata
Innovation Methodologies
Innovation Model
Innovation Momentum
Innovation Moves
Innovation Networks (see User Innovation)
Innovation Optimization
Innovation Policy
Innovation Practices
Innovation Prerequisites
Innovation Principles
Innovation Process (see Hierarchical Organization and Innovation
Support Office)
Innovation Process Management (IPM)
Innovation Project
Innovation Revolution
Innovation Risks
Innovation Risks Management
Innovation ROI
Innovation Spoilers (see Innovation Enablers)
Innovation Strategy
Innovation Support Office (see Innovation Process)
Innovation Transfer
Innovation Value
Innovation Workflow
Innovative Design
Internet Innovation
IVP / Innovation VP (see CIO)
Neural Network-based Innovation
Open Innovation
Open Innovation Paradigm
Open-Source Innovation
Organizational Innovation (see Transformational Innovation)
Product Innovation
1717

Technology
Technological Transfer
Value and Value Creation
(unfinished list)
(*) See the preceding list about Innovation
© Future-Based Consultancy Group
December 2010
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1818

Content …
Who is the King ?
Content is the King … of the context. And the context
has to admire the King. Otherwise …
The kingdom dimension is up the size of the stepping
forward context when it keeps itself admiring the King.
Logic but not that obvious.
These simple thoughts give an idea of what it means
entering the expanding space-time universe, the
multidimensional place in action where experts are
supposed to write the best development scenarios for
the demanding enterprises.
And then !? …
Let’s take it reversibly …
The situation we are in has a context which is
implicating a content. Too often, is it not deciphered
sufficiently. And the “balance” is missing !
Communications are “handicapped” !
The most common solution many agree on, consists
in the data (full consensus, but what sort of data ?),
(1) In this article, we’ll relate it to the scenarios processes
design / engineering.
(2) More on our site and within our actual and future issues:
innovation being one of the critical related topics.
(3) “we always know more than we can say, and we will
always say more than we can write down" Dave Snowden.
(4) Made of a step-by-step negotiation and compromise in
the approach and progress making.
(5) FBC>s BizMag6, 2nd
Quarter 2010, page 5.
(6) FBC>s BizMag8, 4th
(7) FBC>s BizMag3, 1st
Quarter 2007, pages 11 and 12.
(8) The aim of our services is in “it” and justifying the
content of the magazine on your screen or in your hands.
(9) The FBC>s “41” we’re using with our clients is offering
easy to identify concrete starting points and indications of
what could come again in case of inappropriate initiatives
or, worst, absence of reaction.
FBC>s BizMag6, 2nd
(10) Optimization and Innovation ! Are they compatible ?
More on page 21.
"Imagination (1)(2) is more important than
knowledge. For knowledge is limited to all we
now know and understand, while imagination
embraces the entire world, and all there ever
will be to know and understand.“ A. Einstein
For summarizing several articles and conferences (3)
that have expressed the critical importance of the
“exchanges” (4) to build an almost all circumstances
applicable “know-how”, “know-how-to-behave” and
“let the other get the essentials at the same time”, the
coming question could be “knowledge … is it about
being an applied social scientist ?”
Context and situation
In his last “A View from North Atlantic”, (5) Douglas S.
Rebne has expressed an interesting thought that
goes along our contextualization recommendation(s)
and situational analysis of our French partner Jean-
Pierre Malle (6): “I cannot say definitely that every
general decision-making context you’ll find yourself in
is ultimately a problem of optimization. I can assure
you, though, that a surprising number of situations are
just that. In my view, it is essential that a manager-
cum-leader (7) be self-conscious of one’s own bias in
this matter and be open to the empirical possibility
that non-linear expectations are, indeed, the “order-of-
the-day”.
That statement brings a lot to be discussed for
several years or … centuries: we already hear the “it
depends on” or “what if” …
Let’s start with the “what if …”.
What about the dimensions of our next scenarios?
Future (8) is unforeseeable. Hopefully, scenarios can
help us in the conduct of our steps forward !
However, conditions do occur and that may not be
administered in some pleasant and accommodating
“tricky ways” !
It means that “whys ?”, after troubles of any sorts,
have to be honestly, completely and clearly answered
(remember the kids questioning their parents !).
Practically speaking, scenarios are initiated as from
(too) simple “what if ?” questions (9) still expecting
complete answers without any supporting explicit
indication of what completeness implies to be
simultaneously up the related challenge.
Moreover, applicable dimensions rules aren’t
interpreted correctly as what’s behind the immediately
perceived “reality” is not integrated sufficiently. Not
immediately perceived means without any cognizance
of what the so-called “reality” is made of and/or what
could have been the originating event (6)(10).
1919
Innovation ! Nice … and then ?
FUTURING KNOWLEDGE MANAGEMENTFUTURING KNOWLEDGE MANAGEMENT
Daniel C. Renson,
KMiB Editor,
Technofutur annual
KM Forum President,
kmfuturity.com
Futuring Knowledge Management / Gestion futurisante de la connaissance
To know that we know what we know,
and to know that we don’t know
that we do not know what we do not know,
that is true knowledge!
Nicholas Copernicus
Imagination is more important than KnowledgeImagination is more important than Knowledge

… and moving beyond the 3d and 4th
D !
3D is a very well known set of 3 dimensions used to
define a conventional space.
4D, actually, has got diverse interpretations: some
consider it as time when others say that it has the
capacity to unify space and time with various metrics.
In that “new space”, the time is administered
distinctively from the 3 other measures.
5D is an extra-dimension about which a lot of
speculations have been formulated with several
allusions to the relativity theory and related aspects.
Holographic principles have also been evocated: a
3D form animated above a supposed 2D place. A
convenient way to look at some well conceived
statistical figures or exploring brain maps.
These considerations are suggesting the concept of
the space time fabric as defined by the physicist
Gerard’t Hooft.
We’ve retained that (supposed to be the part of)
“mechanism” for considering much more attentively
the resulting evolution stages analysts are auditing as
from their points of views during the enterprises life.
As it is made of myriads of elements of various
natures -and this is really the biggest difficulty
managers are confronted with- evolutions,
progresses are rarely changing in a totally coherent
and homogeneous ways.
The 5th D has intrigued many artists and authors in all
ways of expressions. It involves time and space …
travels. And we can relate these views to multi-scale
environments, passing from the protein to neuron,
brain, organism, organization, national economy, etc
and see that they are adapting themselves to each
other but not doing it homogeneously when they
“cross” intermediate “spacetimes”.
As a matter of consequence, disorders are common
issues and troubles of various intensities affect the
harmony and progress quality level.
Cognition extension and social development through
several IS-mediated activities are recommended for
keeping the participants along the strategic views. But
what human beings are “made of” may not be
forgotten …it means all what is making them
different. Differences being part of the reasons why
they would accept (or not) working together.
Times are changing: every day (and not every year)
are we entering another world !
Daniel C. Renson,
KM in Belgium and FBC>s Business Magazine editor
(1) See the “runaway “4D ” exploration “ paragraph in the
preceding “Futuring KM” in the FBC>s BizMag7.
information (full consensus again. But what about the
related information production rules and theory?),
knowledge (whose reality isn’t that clearly interpreted)
accumulation.
Finally, that doesn’t bring the expected successes.
Efficiency has gained some points in the various
score-cards but the corporate innovation (1) hasn’t
showed up: data and information were only
components of the “way to” the targeted issue !
Looking further …
Consequently, responsible operators decide to add a
sort of “glue” in between them and collaboration is
often mentioned as being the sort of “intra-
crowdsourcing” system that leverages the power of
the enterprise people.
Let’s add the clients, partners and experts to form a
revamped extended CoPs (2) along the Supply Value
Chain plus their typically developped / implemented
IS (3) to get a borderless “cloud crowdsourcing”
innovation catalyzer.
We’ll come back to that way of proceeding in our
coming issue. The principle consists in the building of
“something” that is operating and servicing in and
thanks to an hyper-multidimensional space-time
universe (STU).
That may not be expensive. The system is “simply
based” on an improved intelligent map (4) where it
becomes possible to build stronger connections
between all the active (human beings and / or robots)
and passive internal / external actors.
By the way, the BPML (5) has convenient operational
elements to look at for the first physical and digital
approaches.
(1) a large concept we did evocate in the article “Futurer
l’Innovation” on page 15.
(2) Communities of Practices
(3) Information System, complying with the double “proximity
and sharing” principle.
(4) It supposes a much better knowledge of the enterprises
strategy and communication plans.
(5) Business Processes Modeling Language: messages,
participants, activities, rules, transactions, processes.
2020
Innovation ! Nice … and then ?
FUTURING KNOWLEDGE MANAGEMENTFUTURING KNOWLEDGE MANAGEMENT
Futuring Knowledge Management / Gestion futurisante de la connaissance
TRANSACTION
KNOWLEDGEKNOWLEDGE
PHYSICAL PART
buybuy sellsell
contextcontext
content
relationship

Some questions!
What’s the meaning of …
3PL ?
ACK ?
ACR ?
ACU ?
ACWP ?
Solutions in this magazine
on page XX !
What about …
BPO ?
Cloaking ?
SOA ?
BSC ?
Geekspeak ?
HIPS ?
ESS ?
C-SCM ?
XML ?
Flipping ?
SOI ?
Key logger ?
Kaikaku PM ?
Solutions on our site !
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Transylvania Construct, créée en 1989, dispose des corps de
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Optimization and Innovation !
Are they compatible ?
According to some studies, companies aren’t
innovating sufficiently because of their optimization-
oriented only structures.
According to our KM questionnaires results, the
majority of the respondents (more than 500) have
declared that a well oriented KM-based structure
will enable the companies working profitably both
directions.
More on www.fbc-e.com and in this magazine (page 19)
1/2 82
1086810868
Who is this person?
You want to know? Let’s meet on page 26 …
Who is this person?
You want to know? Let’s meet on page 22 …

He / She is an iCEO !
You want to know more? Let’s meet on the next page.
2/2
10901
Personal Branding
Personal KM
Corporate Identity
Web Management
Talents Profiling & Search
Cyber-Strategy
Trends setting
KM Systems
Audits
HR due diligence
Export Maturity Level
BSC and SWOT
Future Exploration
IT Management
E-Management Business Processes Management
CRM
Risks Management
Change Conduct
« 41 »
Triads-Based Business Development
Diversity Management
The Documental Chain Principles
COBRA
CMM
Budget Plan Project Management and PSO
BI, CI, SI Management
IC Development and ManagementIC Development and Management
Common Semantic
Creativity and Innovation
Events-Driven Development
Applied Change Technology
Accelerating Forward Move
Augmented Intelligence
Beginner's All-purpose Systemic
Individual Construction
CMM-Associated SWOT
Business Information Zone 352
Collectively Built Business Model
(for Start-ups)
Capability Maturity Level
Change Management Principles
Commando Marketing
Expanded Set of Life Rules
First Fundamental Triad
Generally Accepted Complexity Level
WESP
In-sourced Team Building
& Optimization
Just-Before-Time
Knowledge Maturity Level ®
Individual Empowerment
Structured Behavior
PFUOL
Robot Resources
Total Emotional Intelligence
Time as the 2nd resource
Time-To-Change
WH5 + How
XMM ©
Our Cloud of Human and Intellectual AssetsOur Cloud of Human and Intellectual Assets
2222
82

Solutions do exist with CEO EUROPE
We are a global player at the world level with about
11000 certified iCEO (see the previous page and
more in the preceding FBC>s Business Magazine n°7,
on our sites www.ceo-europe.be, www.fbc-e.com ).
On top of whoever wants to return to a country he has
had incomparable experiences, we have also talented
resources all around the world, places where our
clients are already established or are willing to move
for greater profitable businesses.
We are offering an incredibly rapid intelligent and
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A dynamic concern of +22 years !
Since 1989, in Denver (Colorado, USA), Future-
Based Consultancy (FBC>s), Daniel C. Renson's
company, has always promoted, internationally, the
human values enormous potential. In 2007, FBC>s
became a CEO Europe partner and has added, to its
highly flexible virtual organization, the new resources
for sharing in a much closer way the same kind of
empathy with the clients to serve them like if it was
participating for years with their enterprise conduct.
Who has moved the jobs and where ?
Large companies are surging positively again. Their
stock prices are up but the unemployment is still
affecting the populations in many countries.
What is then happening ?
After the crisis, it seems more and more obvious that
companies aren’t any longer hiring so much as they
did before.
In fact, they’re actually giving the preference to the far
foreign countries where they could benefit from more
important growths, low cost capable human resources.
In some other words, enterprises are now going to
places where they get rapid high returns with top local
talents …
Shifts happen …
… that’s remembering a little animated PowerPoint. It
has been turning all around the world for several years
and that has not really impressed the viewers.
Fundamentally, we just see that the crisis has
precipitated the change of the top economic powers
positions. Something that had still been announced
ten years ago … the BRIC countries … in a fully
distressed attitude.
HEADS SEARCHES with
FUTURE-BASED CONSULTANCY & SOLUTIONS,
Who has moved the jobs and where ?
HEADS SEARCHESHEADS SEARCHES with
FUTURE-BASED CONSULTANCY & SOLUTIONS,
Who has moved the jobs and where ?Who has moved the jobs and where ?
International Heads Search with
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& Solutions
a CEO Europe partner
We are established in Brussels,
nearby the EEC.
Phone +32 (0)2 230 9590
Mobile +32 (0)476 521 060
Skype danielcr3000
www.fbc-e.com
2323FBC>s Business Magazine, December. 2010, issue 8
Heads Search: who has moved the jobs?

Realistic and informed optimism is based on values
and, especially, the principle of Emmanuel Kant that
the world will not be troubled if everyone acts as us.
According to Mahatma Gandhi, the earth supplies
enough for the needs of mankind excluding greed;
and the economy, which must take care of everyone,
including the weak, must have ethics of the highest
level.
From this point of view, the crisis we are now going
through was urgent and, more important indispensible.
Was it conceivable that the western world continues
to waste resources and destroy the planet without
considering the poverty of three quarters of the
population?
Cultivate to raise the conscience of the world?
Three years ago, at the peak of our euphoria, I wrote:
“Thought creates reality”
Shouldn’t we look more towards relationships rather
than material things. The current economic crisis,
which is perhaps just beginning, will certainly put
limits in place. We are going through more than a
crisis; it is a revolution of the values which, hopefully,
will end our society of overproduction and
overconsumption of goods with marginal added
pleasure.
This revolution will render obsolete the world which
we are now leaving (1). It is preferable to substitute
the word “mutation” in place of “crisis,” which implies
a return to the previous state (2). This “mutation,” as
painful as it is, could be a gift of collective intelligence,
a reason to hope for a more happy future.
(1) Anne de Ligne, Vice President of the Association International
Optimists Without Borders
(2) According to Albert Jacquard
Luc Simonet, Optimists Without Borders Founder-President
Optimism,
a state of consciousness
No one is a born optimist. Optimism is a learning process, starting with a conscientious
decision, during which man builds and develops a state of mind through which he
achieves an understanding of himself.
The international Association Optimists Without Borders and its affiliated
organizations wish to initiate a cultural revolution based on voluntary optimism and
not on optimism by chance, which is wrong. They want to encourage a revolution of
confidence in the future which will create the desire and pleasure for a world more
beautiful, more and just and more human than we have today. They want the cultural
revolution to choose cooperation based on the belief of abundance, rather than
competition from the fear of shortage.
Raising the conscience of the world

“Confidence is illuminating. It is the opposite
of our fears which are often related to
ignorance and, especially, fear to be different
from others.”
This message of optimism of faith in the future, the
organization wishes to promote with a little humor,
because, according to the theory of Francois de la
Rochefoucauld, virtues are sometimes only hidden
defaults, the organization does not wish to be seen as
a school teacher.
of Neurosciences, conferences and seminars to
assist conscientious and responsible citizens that we
want to be or become.
In the pure tradition of Belgian surrealism, the
creation of “Optimistan” approaches the State of
Conscience. Optimistan is a landless virtual State, of
which the members of Optimists Without Borders and
affiliated associations are its citizens.
(6) The word enthusiasm comes from Greek « en theou athmos » which
means literally « in the breath of god ». Why not in the breath of the
universal conscious?
“the economy, which previously belonged to laborers,
tradesmen, merchants and manufacturers will now
have a difficult struggle against the financial sector
who wrapped themselves in a façade of honor and
ethics, but, in fact, had adopted rapid profit as their
only value. The financial sector, for which we are all
responsible for insisting on profits that could not be
sustained in a healthy economy, has fortunately
collapsed like a house of cards. I think that its ruins
and debris are a forewarning of a better world based
on a more sacred and respectful society.
Do we question the concept we have about money?
Is it something material that we strive to accumulate
even though it is only a number and a number is
infinite. Or is it a beneficial energy with which we
strive to achieve good things.
to think not only about being the best in the world but
the best for the world (5).
The brutal and rapid changes, which took us out of an
unconscious egotism, constitute a fantastic
opportunity for us to excel in creativity and audacity,
excellent reasons to give rise to optimism.
(3) Pierre Rahbi, Manifeste pour la Terre et l’Humanisme, Actes Sud,
2008
(4) From the formula of Dieter Van Walle
(5)Guibert del Marmol, Tomber plus haut: comment redécouvrir son
intelligence intérieure …, Le Serpent à plumes, 2009
We must change our perception of
the earth, that we cease to
consider it only from the point of
view of profitability that it is an
unending source of wealth, even if
we respect it. Shouldn’t we learn
to take care of it with love, like or
ancestors, but we forget because
we are pursued by our malicious
desires (3)?
Time has come for all enterprises
to take on new values, to take into
account the interests of society in
general as well as the planet.
Time has come to talk about
prosperity rather than profit (4); and
a school teacher.
The international association Optimists
Without Borders wishes, by promotion of
enthusiasm (6), optimism, audacity, initiative,
respect and good relations of citizens and
communities, participate in raising of the
State of Conscience of the world, according
to the thoughts of the philosopher Pierre
Teilhard de Chardin who suggested to raise
the conscience of the world proportionately to
the level that it is becoming complex. Raising
the state of consciousness of the world is
achieved by evidence of information,
learning, sharing and transfer. For that
reason, I am pleased to organize together
with other fine associations, such as Tetra,
Philosophy & Management and the Institute

Opimistan will be the state in which each citizen will
benefit from differences with others, a state that
moves like a caravan, for which the Capital will be
located each year in another city, where the
international association “Optimists Without Borders”
will organize its annual conference of Optimism and
will invite world renowned speakers (10).
Optimistan will be a state in which music will be the
only official language. As said by Sofia Gubaidulina,
life reduces man to a state of pieces for which music
can help to recompose his spiritual unity.
Optimistan will not proclaim independence, but, on
the contrary, total adherence to universal values.
We do not seek to convince pessimists, skeptics or
cynics, but want to unit those who have confidence
and have opted for optimism so that their union
increases the force and efficiency of their enthusiasm.
Confidence is illuminating. It is the opposite of our
fears which are often related to ignorance and
especially fear of differences with others socially,
culturally, in color of skin, religion and language.
Even though it is not a political forum, the
organization wants to participate in the reconstruction
of citizenship.
Optimists are convinced that thought creates reality.
They want to fight resignation, sadness, negative
ideas and prefer good news instead of bad. They
appreciate also that people speak well of them; it is
so easy to criticize others.
If we are free to think in one direction or another, we
are also responsible for our thoughts and we carry
our share of responsibility of everything that happens
in the universe.
In effect, the optimist has decided that he is master of
his mind and not the universe. He takes measures to
orient his mind in a positive direction rather than
negatively. It is an act of freedom. The power of this
liberty implies, however, responsibility of the same
importance.
Responsibility is the foundation of optimism. If we
blame others or circumstances for our problems, we
will not be able to transform our life.
“Audacity contains genius, power and magic”
A happy life is, in effect, a privilege reserved for those
conscious of their power, as well as the
accompanying liberty and responsibility. These
persons prefer to abandon easy routes of conformity
to take risks on paths of audacity and creativity.
They think also that optimism begins by accepting
what exists, because nothing is more absurd than to
fight against something over which we have no
influence.
(10)The first conference will be held in Brussels, Oct. 26, 27, & 28, 2011.
It will be what Cordoba was one thousand years ago.
At one point in history, the XIth Century and the
beginning of the XIIth, in one single place, Andalusia,
the three religions chose to respect, admire and help
each other. In complete freedom, their great
philosophers maintained a dialogue among
themselves and with Greek philosophers. Science
and religion lived peacefully together.
You could hear many spoken languages: from Arab to
Berber, from Romance languages to Hebrew. Some
persons from the north even continued to argue in
French, Flemish or Genovese.
Merchants from France, Tuscany, the North Seas,
India, Africa and China made Cordoba, a small village
in Andalusia, the most prosperous city of the
Occident, the leading commercial center west of
India, the convergence of intelligence, the meeting
point of religions, the refuge for those fleeing
obscurity.
Nowhere else you saw such exchanges between men
of faith, intellectuals, doctors and merchants, for the
benefit of every one.
“Abandon easy routes of conformity to take
risks on the paths of audacity and creativity.”
Andalusia could overcome its conquerors who soon
fell in love with the quality of life, abandoned their
fundamentalism, let the three religions live together in
peace, and adored poetry and music (7).
Similarly, could Optimistan perhaps be the point of
convergence of intelligence, the meeting point of all
languages, all skin colors, the current trends of
thought, and the refuge of those fleeing obscurity?
Optimistan will become the state based on moral
values, especially ethics and responsibility. As Saint-
Exupery wrote, to be a man means precisely to be
responsible, to feel, by placing the first stone, one is
contributing to build the world (8); a state of hope
because no one can feel, at the same time, to be
responsible and hopeless (9).
(7) Jacques Attali, La Confrérie des Eveilles, Pocket Book, 2006
(8) Antoine de Saint-Exupéry, Terre des Hommes, Gallimard, 1939.
(9) Antoine de Saint-Exupéry, Pilot de Guerre, Gallimard, 1942

World Executive Search and Profiling
®
Debating about the competencies companies are
needing for facing the rude challenges our global
economy is “made of”, has always been a “solid
subject” experts are discussing for centuries!
Publications (including the one you have on hand or
maybe you read on your screen) are abundant. They
are all trying to say simply how it would be possible to
set something clear and unambiguous with the
countless sophisticated elements CEO get in their
vision picture at the time they want to share it with the
board and shareholders!
Very often, the situation that doesn’t show up as an
easy one to catch could be a challenge a long time
experienced practitioner knows very well and, most
probably, likes to get challenged by!
Our magazines and articles, on our site, are all
dedicated to that problematic, in one way or another.
And WESP® is a hub that has been created on Xing®
to get in touch with people willing to share their
experiences and views along those -let’s say-
thrilling ways of futuring the enterprises management.
https://www.xing.com/net/prid76280x/wesp/.
A previous registration on this prestigious business
networking platform is required (no charges applied):
www.xing.com/
Those who want pearls must dive into the sea, let go
and dare to take risks, because, more we have
security, more we fear losing our security. However,
the moment man commits to something definitively,
providence reacts and things happen that would
never happen otherwise. Events occur, as a result of
a daring decision, which are favorable. These events
are sometimes called coincidence or supernatural
help which no one could dream would occur.
Audacity contains genius, power and magic (11).
Ultimately, members of the organization think that
optimism is based on values, resignation is pollution,
being optimistic does mean faking happiness at every
moment of life, optimism is good for one’s health,
there is no alternative for the realistic optimist, and
finally, the reality of the world is better than that
presented by the media.
The optimist is an actor, not a victim.
Luc Simonet
Info:
www.liguedesoptimistes.be
www.optimistswithoutborders.org
(11) According to Johan Wolfgang von Goethe.
WESP
10-2008
SinceOctober 6th, 2008
WESP means World Executive Search and Profiling ®
The purpose of this group, deferenced persons from all over the world are part of, is to discuss the
required competencies enterprises need to support their ambitious strategies on a long term base.
You’re are invited to join and participate freely.
https://www.xing.com/net/prid76280x/wesp/
A previous registration on this prestigious business networking platform is required (no charges
applied) : www.xing.com/
In case of difficulty to join, simply “drop” me an email dcr (at) fbc-e.com and I’ll send you an
invitation.
I look forward to meeting you soon !
Daniel C. Renson
on® ®
Conférence Eloge de l‘Optimisme
Intervention de Philippe Gabilliet
À la fois art de penser, art de ressentir, art de communiquer et art de décider,
l'optimisme est dès à présent appelé à devenir l'art de vivre du XXIe siècle !
Philippe Gabilliet est professeur en comportement organisationnel à ESCP Europe.
GABILLIET Ph. (2010), Eloge de l'optimisme. Quand les enthousiastes font bouger
le monde, Saint-Simon, Paris, 148 p. www.youtube.com/watch?v=PPdiky0MwyA
Optimism, a state of consciousness WESP

www.fbc-e.com
Organizational communication,
information integration, adaptive
synchronization are what the
enterprises have difficulties to deal with.
All together, they are largely exceeding
what we have defined as a new very
critical management concept : the
“generally accepted complexity level” …
In fact, is it linked to the knowledge maturity
level (1) and we need to talk about
complication, a sort of large compounded
living dimension, made of different elements -
not of the same nature with no or almost no
direct relation in between them- and hence is
difficult to analyze and understand.
So, do we understand that it goes better when
the participants can talk “effectively” to each
other and start exchanging their ideas for
transforming the business and pushing it on
the right direction …
On the opposite side, try to “lock” the
communication and guess about the
consequences … !
Read again the complication definition !
The FBC>s magazine and site are “the
sources” for your ultimate practical instant
knowledge and "how-to-and-why" information
about the easy to access management
essentials : the above mentioned SOA-based
“fundamental triad” …
-----------------------------------------------
(1) Read more on our site: www.fbc-e.com
Future-Based
Consultancy & Solutions
Brussels

VSP = Very Special Person
To say it shortly, we’ll capture the imagination
embedded in your corporate culture and inter-
connected environment to feed the move towards
the most defendable future-based positioning!
Something you’ll never miss in the future !
‘see you soon !
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Biz352 is a simple “feel free to be very
specially yourself” convivial place located
in a well-known for its exotic restaurants
pedestrian street. We have selected this
unusual place for inviting you to join and
participate with our rejuvenating
“intelligent events” …
Well, our lives -private and professional- continue
to change at a dramatic pace and we need to :
- find non-stressing place to be “in”;
- encounter more “complying intelligences” (see
next page);
- talk about intuitive ways out of the impending
forces;
- adapt smoothly to what could help us in the
natural self-actualization pursuit.
We’ll begin with the essentials of the personal
and professional management intelligence …
“Art” in all serious businesses is our target …
But we’ll “do” it in a much different way with
experienced international practitioners.
They will pack tons of real cases for you to
discuss openly and we are sure that these
encounters will rapidly become solid life- and
career-enriching experiences.
2929
Experienced practitioners, executives, product or
project managers, professors, scientists,
researchers, philosophers and others are invited
to come along for sharing their thoughts,
successful stories, and participating with our
witnesses and renewed activities. Now and later …
It’s our intention to become part of the best
multidisciplinary information communities for
sharing abundant and fertile perspectives beyond
the common best practices …
Why not looking at the building of an original
“body of knowledge” to anticipate the always
surging unaccustomed challenges ?
Feel free to contact us and suggest ways of
exploration, add topics to our actual program of
conferences, seminars, workshops.
Imagination commands !
BIZ352 … You’re special !

The philosophy
Your business is your business and it has its very
special own characteristics !
Being in need of assistance, why would you call for a
group having its own consultancy guidance, willing
your enterprise to use them for an innovative move ?
Paradoxical … don’t you think so ?
Well … a professional consultant, with the clear-sight
of a extended business experience, understands what
building the business -your business- has meant to
the entrepreneur you are.
That’s the reason why a “FBC>s advisor & coach”
starts looking at the valid best parts of it for keeping
the core business essentials into the next steps !
We’ll activate and catalyze the collaborators and
employees talents, adapt to new forms of
communication and computer technology, conduct a
rational change based on shared values, set
rejuvenated performances standards for moving
beyond the global economy challenge boosted by the
powerful digital reality ! To say it shortly, we’ll capture
the imagination embedded in your corporate culture
and inter-connected environment to feed the move
towards the most defendable future-based positioning!
The concept
Everyday, new “compliances” -a very large concept
that is covering all aspects of the management
considered as “beaux-arts” - are required : managing
business processes changes -physically and / or
virtually- are critically oppressing.
Becoming better constantly is a first individual
challenge for all of us before envisaging to face the
galloping global challenge !
The world population has taken the control of the
WEB and only the best prospectivists had predicted
such a rapid evolution (1) !
Because it has never been an epoch like that before,
we’ve created the WikiBiz.Biz concept.
It’s about setting the talents together. Talents from all
over the world for the reason of the burgeoning
opportunities multiplications and diversifications.
It’s like a “continuous economical spring”. And maybe,
will it stop most of the conflicts our world is still
suffering from !?
A “continuous economical spring” needs excellent
staffs, executive pilots and top advisers.
Also, professors, scientists, researchers.
We’ll try to meet the most of them. We’ll make them
meeting each other. Face-to-face ideally in our
BIZ352 place or in some other places from time to
time or virtually thanks to the abundance of the
electronic means.
And then, will it be also about learning programs, and
assistance in our partners’ offices.
Uniqueness is an unavoidable principle for us and it
will remain like this for ever.
Knowing the fine detail of their corporate life is the
ultimate for servicing and defining the really
innovative solution !
-----------------------------------------------------------------------------------------
(1) Read “Internet 2020”, FBC Magazine, issue 4,
page 18.
as seen on our cover page
WikiBiz.biz, a constellation of thoughts and solutions

Leurs études avancées ouvrent la voie à des
positions professionnelles en vues et prometteuses.
Le carriérisme les attirent.
Déjà presque toutes assez adeptes du fameux
réseau Facebook, une nouvelle plateforme de
rencontre bien de chez elles avec des rubriques
mode, soins et santé, maquillage, sorties, petits plats,
relations amoureuses, etc … toutes orchestrées et
rédigées par des femmes modernes bien de chez
elles ne pouvait pas manquer de se positionner
comme une alternative gagnante ! Ou, une formule
très irrésistiblement associable !
Lalati.ma est donc une communauté de femmes
marocaines qui promet une fenêtre largement ouverte
sur le monde pour rencontrer d’autres marocaines,
célèbres ou non, vivant au Maroc ou ailleurs, grâce
aux interviews, articles, dossiers, archives.
Lalati.ma est le premier espace virtuel ou portail
dédié à la femme marocaine et à celle des pays voisins.
D’emblée, elles ont été nombreuses à rejoindre la
communauté tant les sujets y sont traités et illustrés
dynamiquement avec beaucoup d’humour. Ils sont
multiples ainsi que montrés en bas de page et après.
C’est donc très nouveau. Et c’est aussi osé quand on
voit que, d’emblée, le site invite les “surfeuses” à se
présenter au concours de Miss Lalati!
La deuxième édition étant d’ailleurs en préparation!
Oui, c’est vrai, alors que l’on sait que ce n’est pas
vraiment le sujet politiquement correct au Maroc …
Mais voila, de récents rapports mettent en évidence
de profonds changements: les jeunes filles font plus
d’études, recherchent alors plus d’autonomie, se
marient dès lors plus tard et ont ainsi moins d’enfants.
3131
Le Portail de la
Femme Marocaine
Lalati.ma
publi-reportage

Le ton dynamique est donné et la “plongée
compulsive” dans le site est assurée quand on lit
l’invitation à rejoindre la communauté : “Lalati est un
endroit qui n’appartient qu’à vous, un endroit convivial
où les générations se croisent, communiquent et
partagent leurs avis, leurs expériences et leurs vécus.
Lalati est au croisement de votre vie et du reste du
Monde. Si vous êtes prête, envolez-vous !”
Et l’on aurait pu y ajouter « avec nous », pour vivre
des expériences d’échanges sur un site personnalisa-
ble, simple d’utilisation pour y évoluer à son rythme,
selon les besoins ou les envies, au gré d’une curiosité
qui sera continuellement avivée.
Lalati.ma

+7300
acronyms &
buzz words
+7300+7300
acronyms &acronyms &
buzz wordsbuzz words
Available
on our site
Feel free to download
the 123 pages !
AvailableAvailable
on our siteon our site
Feel free to downloadFeel free to download
thethe 123123 pages !pages !
www.fbc-e.com 3333
28-02-2007Release of September 01

Powered Digital InkPowered Digital Ink
3434
Sujets pour de prochaines publications / Content of the coming issues …
L’argent ne suffit plus. Il faut du capital humain : Human Resources Banking !
Le BPR revisité / A newly molded BPR.
Les agents du changement : Train the Trainer as a Change Agent.
L’organisation transformationnelle : The Transformational Organization.
La DRH au-delà de la fiche de paie : e-HRM beyond the Payroll.
Le capital intellectuel : Intellectual Capital / Assets.
Merger & Acquisition and the new due diligences.
L’audit du capital humain : Human Capital / Resources Audit … Etc.
Faites-nous part de vos attentes … Feel free to express your expectations …
www.fbc-e.com
Communications Business Solutions can be found at
http://users.skynet.be/fa851586/cbs9fr.pdf (French issue)
http://users.skynet.be/fa851586/cbs9nl.pdf (Dutch issue)
Communications Business Solutions, without any doubt,
the finest source of inspiration for the business world !
La réunion du 21ème
siècle,
offert par Communication Business Solutions

Maga8

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