Towards an Empowerment Economy - Santa Fe Institute - August 2, 2017.Nick Pinkston
In this talk, I talk about my the notion that our current form of economy (info or platform capitalism) is at a critical point of changing into something else that I call the "Empowerment Economy" - which is about building 21st century capabilities to empower humanity to flourish.
There are three core themes: 1.) New Forms of Finance that "Fund the Unfundable", 2.) New ways of developing/investing in people, 3.) Digital Finance (Fintech and blockchain).
Towards an Empowerment Economy - Santa Fe Institute - August 2, 2017.Nick Pinkston
In this talk, I talk about my the notion that our current form of economy (info or platform capitalism) is at a critical point of changing into something else that I call the "Empowerment Economy" - which is about building 21st century capabilities to empower humanity to flourish.
There are three core themes: 1.) New Forms of Finance that "Fund the Unfundable", 2.) New ways of developing/investing in people, 3.) Digital Finance (Fintech and blockchain).
Matti Schneider - How public action gets digitalAgile Lietuva
Software eats the world, data is the oil of the XXIst century… yet, assessing my retirement pension online is still a pain. And I'm pretty sure I already filled in that form six months ago!
Why aren't public services as easy to use as AirBnB? What would happen if civil society could use their APIs? Or if one made pull requests on them?
In this session, I will talk you through remarkable examples of government services digital transformation, and highlight what they have in common. Spoiler: it is always about being more open, more collaborative, and more trustful. Did you say more “agile”?
I will illustrate these points with the French beta.gouv.fr initiative, in which we use digital, agile and lean culture to deliver high-quality digital public services that change the relationship between citizens and the administration.
The story of Viisi | Tom van der Lubbe of Viisi Insights for Teal around the ...Viisi Insights
1. Golden Rule
2. Purpose: Let's Change Finance
3. People First
4. Radical Transparency
5. Viisi Compensation Model
6. Primus Inter Pares (First among Equals/Rotating principle)
AI in Fintech - slides for plenary panel @ IJCAI-20 Usama Fayyad
AI in Fintech - slides for plenary panel @ IJCAI-20 – 1/14/2021: https://ijcai20.org/panels/
AI in the FinTech era powers unprecedented financial innovations that facilitate, diversify, and transform our lives, society, and economy:
What makes AI critical in innovating FinTech?
What financial challenges demand AI?
What are challenges brought by AI-empowered finance? Opportunities or challenges?
What will next-generation AI-enabled FinTech look like? and
Answering these big questions demand deep thinking, insight, knowledge, and experience in the interdisciplinary innovation. 4 outstanding leaders share their unique insights and impactful experience.
Stop chasing that process dream and market what you do well.
--------
MEDIA and PRESS INFORMATION: http://chrisdancy.pressfolios.com/
Feel free to reach out at chris.dancy@gmail.com, +1-303- 872-0786, or by texting "chrisdancy" to 50500.
Holacracy in Times of Crisis | Tom van der Lubbe for Teal Around The World 2023Viisi Insights
No bosses, but “primus inter pares”
No functions, no business cards, only one title “Viisionair”
No permission culture, but autonomy
No “top-down” decisions, only “horizontal” team decisions
No bonuses, no “bargaining”, only fix salaries
No performance reviews, only “peer to peer” feedback
No “HR” hiring, but hiring by the team itself
No handbooks, only one “Golden Rule”
No budgets, “beyond budgeting”
No secrecy, but “radical transparency”
Less is more | Tom van der Lubbe for Agile Turkey Summit 2022Viisi Insights
No bosses, but “primus inter pares”
No functions, no business cards, only one title “Viisionair”
No permission culture, but autonomy
No “top-down” decisions, only “horizontal” team decisions
No bonuses, no “bargaining”, only fix salaries
No performance reviews, only “peer to peer” feedback
No “HR” hiring, but hiring by the team itself
No handbooks, only one “Golden Rule”
No budgets, “beyond budgeting”
No secrecy, but “radical transparency”
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Matti Schneider - How public action gets digitalAgile Lietuva
Software eats the world, data is the oil of the XXIst century… yet, assessing my retirement pension online is still a pain. And I'm pretty sure I already filled in that form six months ago!
Why aren't public services as easy to use as AirBnB? What would happen if civil society could use their APIs? Or if one made pull requests on them?
In this session, I will talk you through remarkable examples of government services digital transformation, and highlight what they have in common. Spoiler: it is always about being more open, more collaborative, and more trustful. Did you say more “agile”?
I will illustrate these points with the French beta.gouv.fr initiative, in which we use digital, agile and lean culture to deliver high-quality digital public services that change the relationship between citizens and the administration.
The story of Viisi | Tom van der Lubbe of Viisi Insights for Teal around the ...Viisi Insights
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2. Purpose: Let's Change Finance
3. People First
4. Radical Transparency
5. Viisi Compensation Model
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AI in Fintech - slides for plenary panel @ IJCAI-20 Usama Fayyad
AI in Fintech - slides for plenary panel @ IJCAI-20 – 1/14/2021: https://ijcai20.org/panels/
AI in the FinTech era powers unprecedented financial innovations that facilitate, diversify, and transform our lives, society, and economy:
What makes AI critical in innovating FinTech?
What financial challenges demand AI?
What are challenges brought by AI-empowered finance? Opportunities or challenges?
What will next-generation AI-enabled FinTech look like? and
Answering these big questions demand deep thinking, insight, knowledge, and experience in the interdisciplinary innovation. 4 outstanding leaders share their unique insights and impactful experience.
Stop chasing that process dream and market what you do well.
--------
MEDIA and PRESS INFORMATION: http://chrisdancy.pressfolios.com/
Feel free to reach out at chris.dancy@gmail.com, +1-303- 872-0786, or by texting "chrisdancy" to 50500.
Holacracy in Times of Crisis | Tom van der Lubbe for Teal Around The World 2023Viisi Insights
No bosses, but “primus inter pares”
No functions, no business cards, only one title “Viisionair”
No permission culture, but autonomy
No “top-down” decisions, only “horizontal” team decisions
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No “HR” hiring, but hiring by the team itself
No handbooks, only one “Golden Rule”
No budgets, “beyond budgeting”
No secrecy, but “radical transparency”
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No functions, no business cards, only one title “Viisionair”
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No bonuses, no “bargaining”, only fix salaries
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
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Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
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https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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The story of Viisi | Tom van der Lubbe of Viisi Insights for Rendanheyi boundaryless network opentalk 2020 t
1. Let’s change Finance.
How can Microenterprises
Avoid Falling into the
Bureaucratic Dilemma
after They Become Bigger
Enterprises?
for:
Rendanheyi Boundaryless Network OpenTalk
16 - 18 September 2020
Tom van der Lubbe
2. ● People first - Our own
Viisionairs come first
● Clients second - Every day we
do our utmost to make our
customers happy
● Shareholders last - Financial
health in order to increase our
long term impact
Viisi’s “People First” model:
3. Does it work when we are 100 times bigger? (x100 Rule)
● “radical transparency” (open by default)
● decentralised decision making (complex ecosystems etc.)
● no functions, no titles
● rotation of leadership, “Primus inter Pares” (polis of Athens, Roman
Senate, Merchant cities, Swiss government)
● one rule: “The golden Rule”, no other rules, no handbooks etc.
● performance: horizontal “peer to peer” feedback in the team
● automatic salaries: fixed with yearly rise to create “psychological safety”
● checks and balances (principle of the State, trias politica, Senate etc.)
How can Microenterprises Avoid Falling into the
Bureaucratic Dilemma after They Become Bigger
Enterprises?
12. For those who want more & contact details
Interviews, articles, podcasts
Employees First, Customers Second, Shareholders last
Employees First, Customers Second, Shareholders Last
Can Business learn from the State
https://www.viisi.nl/in-de-pers/being-human-63-can-business-learn-from-the-state-with-tom-van-der-lubbe/
On Salaries and purpose in self-managing organisations
https://www.viisi.nl/in-de-pers/podcast-leadermorphosis-tom-van-der-lubbe-on-salaries-and-purpose-in-self-managing-organisations/
Email: Tom.vanderlubbe@viisi.nl
LinkedIn: https://www.linkedin.com/in/tomvanderlubbe/