Peter Belohlavek


Unicist Strategy: The Past and the Future are not symmetric

Future can only be managed knowing the fundamentals that rule it. The Unicist Standard was developed to influence reality in order to make a “future” happen.

The “future” (fundamentals) drives action and the “past” (technical analytical knowledge) sustains the energy conservation.

Maximal strategies are driven by the knowledge of fundamentals and minimum strategies are sustained by the technical analytical knowledge.

Future scenarios, diagnoses, strategies and business organization are typical activities that deal with the future. As past and future are not symmetric, a different result can only be achieved if the fundamentals are managed.

Fundamentals are, by definition, the functional description of the essences (the nature) of a specific reality and require an extreme effort of abstraction in order to “grasp” them.

This abstraction is what we call unicist reflection which is necessary to apprehend the nature of something. The core of the reflection process is the confirmation of the hypothetical fundamentals with the necessary “pilot tests” which are real actions in the environment.

The Unicist Standard implies managing the fundamentals of reality to influence the future and having the necessary technical-analytical knowledge to deal with the present based on the past.

It all begins with the knowledge of the fundamentals to find out if the desired future is possible. This is an extreme abstraction effort to deal with a non-symmetric solution.

Only those who need to influence the future in their environment need to deal with fundamental analysis. This is a precondition to apprehend the Unicist Standard.

Those who are used to working with the “benchmarks” of the past are threatened by this technology. They cannot deal with the innovation that is implicit in the future.

Peter Belohlavek

NOTE: The Unicist Research Institute was the pioneer in using the unicist logical approach in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. It has an academic arm and a business arm.
https://www.unicist.org/conceptual-thinking/wp-content/uploads/2015/09/turi.pdf

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Architecture, conceptual design and process automation

The first aspect to be considered is to relate the architecture of a given reality with its conceptual engineering. Conceptual engineering defines a problem’s architecture. To do so it is necessary to structure the ontology of that reality.

Architecture is used to define the concepts of a reality materializing them as solutions, within the possibilities of existing knowledge.

Redesigning the automation of a process implies restructuring its functionality in terms of effectiveness.

Effectiveness = Efficiency*Efficacy*Automation

The concept of effectiveness was discovered at the beginning of the seventies.

The first approach to effectiveness was adding efficiency plus efficacy to achieve the best possible result.

It was an empirical solution developing work processes optimizing the efficiency of the systems and the efficacy of humans.

In those times people were trained to develop the necessary skills to manage the working processes.

The results of this theory were inconsistent. “Change resistance” was the natural explanation for inadequate results.

The research of effectiveness, considered as a complex system, showed that its components should not be added, but integrated. Integration means conjunction. Conjunction, in mathematical terms, means multiplication.

This was the first approach to ontological analysis of working processes, integrating its three components, considered in those times as variables, which at the end were defined as the functions of a concept.

Analyzing a working process from an ontological point of view implies recognizing a different reality of workflow. It is much more flexible and offers much more possibilities than the empirical addition of efficacy + efficiency.

Peter Belohlavek

NOTE: The Unicist Research Institute was the pioneer in using the unicist logical approach in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. It has an academic arm and a business arm.
https://www.unicist.org/conceptual-thinking/wp-content/uploads/2015/01/turi.pdf

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Peopleware: the integrator of hardware and software

Peopleware is defined by the structure of objects that individuals have in their minds which define the models they use when dealing with hardware and software at work. It  provides the necessary information to transform business architectures into operational business models.

Peopleware is what allows integrating hardware and software providing the true driver of the business model.

It is necessary to understand the organizational equilibrium laws, the natural organization and the object driven business model in order to manage peopleware.

When peopleware has been defined and adequate aesthetic use of software with a solid hardware will make business processes operational.

Peopleware is perhaps the most significant development to provide business operational solutions to companies.

It allows transforming administrative systems into adaptive systems to upgrade work processes when managing businesses as unified fields.

Peopleware provides the utility to operational business models allowing software to be user friendly (aesthetic for the user) and the functionality of hardware to become solid.

By definition, an approach that deals with the deepest human drivers to work is abstract. This abstraction needs to be apprehended in a reflection process to approach solutions for work processes.

Peopleware is business architecture applied to work process design. Therefore, it is for people who have a sound knowledge of the business that is being modeled.

Peter Belohlavek

NOTE: The Unicist Research Institute was the pioneer in using the unicist logical approach in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. It has an academic arm and a business arm.
https://www.unicist.org/conceptual-thinking/wp-content/uploads/2014/11/turi.pdf

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The Unicist Institutional Maturity Model for Businesses

The maturity of an organization defines the company’s capacity for growth. The Unicist Institutional Maturity Model (UIMM) has been developed to define the type of strategies and architectures that can be used in a company. The higher the maturity level the more expansive a business can be.

This model is the synthesis of almost 40 years of applications in more than 500 organizations and thousands of individuals, which allowed confirming that the individual work culture and the business culture are defined by the work / business processes that are being used.

As it is known, the Unicist Standard was developed to manage the adaptiveness of human actions in the individual, institutional and social fields. It establishes the basic fundamentals that need to be managed in any adaptive process.

The Unicist Maturity Standard has been developed to define the maturity of work processes in the individual and business field in order to define the critical mass an individual or organization has to influence the environment to grow. Growth implies going beyond existing boundaries, which implies “globalization” within a country or in the world.

The output of a retreat has been transformed into Unicist Maturity Guidelines to be used by our partners. These guidelines are being applied since April 2, 2014. The Unicist Maturity levels are fully compatible with the maturity levels of the CMMI (Capability Maturity Model Integration)

Unicist Institutional Maturity Model – UIMM

Unicist Maturity StandardThere is an initial stage, Level 1 that can be divided into two entrepreneurial approaches, level A and B.

A) Money driven Organizations

Their goal is to profit from the environment in a materialistic way. They are driven by individual monetary goals and manage the business driven by their cash-flow.

B) Power driven Organizations

Their goal is to obtain profits following the subjective rules of their owners. They are entrepreneurial organizations driven by the need to follow the non-structured orders of the entrepreneurs.

2) Materialistic driven Institutions

Their everyday activity is driven by the guidelines that are strictly followed to ensure the operational results.

3) Ideology driven Institutions

Their everyday activity is driven by strict rituals and methods that materialize the ideology. They establish a defined path to behave within the rules.

4) Value driven Institutions

Their everyday activity is driven by the methodologies they have. They are strict in the application of their methodologies, which implicitly include the vision of their activity.

5) Transcendence driven Institutions

In a transcendence driven institution the institutional vision is used in everyday activity. It has flexible methodologies to apply the vision but strict methods to follow the operational rules.

The maturity of an organization evolves based on the functionality and success of its rules and procedures. The flexibility of its business processes is a consequence of having achieved an adequate reliability level in the application of the methods.

Peter Belohlavek

NOTE: The Unicist Research Institute was the pioneer in using the unicist logical approach in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. It has an academic arm and a business arm.
https://www.unicist.org/conceptual-thinking/wp-content/uploads/2014/07/turi.pdf

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Information for Newcomers – Adaptive Automation Business

Today, as scheduled, the Unicist Confederation started its “multiplication” process. It implies building a worldwide organization that is able to deal with dynamic (complex) and not only static (simple) problems. This is an approach that can only be managed by leaders.

LeadershipAs it is self-evident, leading requires adapting, which implies dealing with complex adaptive problems and transforming them into simple solutions that can be followed by dualistic minds.

Going beyond dualism requires activating neural circuits until individuals can use their “gamma” waves to apprehend and adaptive aspect of reality it its functional oneness. “Alpha” waves are the “stars” of dualistic thinking and “Beta” waves are its “heavy duty workers”.

This logical approach is based on the main discoveries we made in the field of the drivers of individual behavior: conceptual thinking, integrative logic, double dialectical logic, ethical intelligence, logical thinking, strategic intelligence, fallacies and collective intelligence.

This requires a personal decision; it is not a business decision. Leaders need to use the double dialectical logic in order to develop reasonable, understandable and provable solutions that can be used by dualistic thinking followers.

It has to be considered that followers do not need to adapt; they just over-adapt by dominance, submission or opposition. Leadership is the world of having the foundations of what has been decided and not only the justifications.

Followers, by definition, judge the leaders to achieve the perception that they are in power. Please recall the saying “eat excrements; millions of flies cannot be wrong”. Results are the only acceptable judges in the field of complex adaptive solutions.

As this is a personal question you have to become a user at a personal level before you can consider transferring the use to the business world. It is like any other universal approach: mathematics, language, etc. It demands time, because a new neural activity needs to be activated until it becomes a habit.

We know that professional education fosters dualism and inhibits integrative thinking. People are taught to seek for answers instead for the questions that drive to the answers. This inevitably produces dualism: right or wrong.

Please bear in mind that the unicist logical approach is a breakthrough for leaders but a meaningless complication for followers.

Here, at the Unicist Confederation, you follow no-one; that is why it is a Confederation; what needs to be defined is your role in the organization.

This is a business objects and client centered organization of doers, developed by doers and for doers. You only have to follow an “object” during the learning processes but only until you achieved your “adolescence” in a specific field.

You are welcome if you see the opportunity and are willing to pay the prices.

Peter Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. http://www.unicist.org

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Spin-offs: The Unicist Research Institute’s Growth Model

The purpose of a technological spin-off is to provide a world-changing solution for a market. It requires having developed an innovative unique technology.

Technological spin-offs require the participation of three agents:

1)      The provider of the innovative solution

2)      The marketplace builder

3)      The investor

“By definition” innovations require the development of a new marketplace which needs the necessary investment to develop it until the new value adding solution is part of the establishment of a market.

When corporations develop the spin-offs the investor and the marketplace builder might be one.

Spin-offs are successful when the innovative technology solves an extreme scarcity by providing solutions that were not possible before. That is why the spin-off business is meaningful when it provides “world-changing” technologies.

See example: http://sri.com/about/spin.html

Peter Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a global decentralized world-class research organization in the field of human adaptive systems. https://www.unicist.org/conceptual-thinking/wp-content/uploads/2012/04/turi-1.pdf

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Reorganization of Butterfly-Companies

Finally it was decided to enter the business of restructuring small and mid-size businesses that suffer the syndrome of being butterfly-businesses.

Butterfly Enterprises are businesses that have been built with the implicit “butterfly virus” which kills the business after a conjuncture ended.

The research on the nature of the Butterfly Company began in 2001. These companies were named Butterfly because they are extremely beautiful and ephemeral for their owners.

Their main observable characteristics are the lack of: business planning, ROI, image building and use of adaptive systems. They cannot behave as an adaptive system and depend on the efficacy of their owners.

They are companies that disappear when the external conjuncture changes or the owners die.

The condition to restructure these businesses is that during the transition period an interim management is installed. This interim management needs to be hired by the company owners. The Unicist Confederation needs to have the veto for the hiring of the management.

This is an extremely valuable business focused basically on Family Businesses.

We invite you to be our guest at the Unicist Library to access the book “Butterfly Companies and their cure”:  http://www.unicist.com

Peter Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became the major research organization in the world in the field of human adaptive systems. More than 4,000 unicist ontological researches were developed since 1976 until July 2011 in the field of individual, institutional and social evolution. They included the development of the unicist ontogenetic maps (DNA) of institutions.

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Honoring Steve Jobs for having opened a window

Steve Jobs passed away yesterday leaving behind a deed that is, and will be, multiplying worldwide.

He will probably be remembered as the co-founder of Apple which, from our standpoint, is unfair.

He is the person who introduced the user in the organization, giving true meaning to work. His search for transcendence, in the wide and not egotistic sense, allowed him to understand the needs of the community. He worked and organized the work to cover such needs.

See: http://unicist.net/engineering/aesthetics-is-the-core-of-steve-jobs-business-approach

Courage was, without doubt, his guide in everyday work. He had to face “Goliaths” being a “David” and also had to overcome the “yes but” and “no” that innovators have to deal with. The prices he had to pay were extremely high.

Apple was the vehicle for his innovations. It has to be considered that innovators without users have no added value. His creation allowed the integration of human beings with electronic devices.

He is the true creator of the “phenotype” of computers and adjacent devices, which are their interfaces. The “window” he opened will never close.

I would like to say “good bye” with two simple words:

Thank you…

Peter Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became the major research organization in the world in the field of human adaptive systems. More than 4,000 unicist ontological researches were developed since 1976 until July 2011 in the field of individual, institutional and social evolution. They included the development of the unicist ontogenetic maps (DNA) of institutions.

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Homology of the DNA of living beings and Unicist Ontologies

Genetic Map

The unicist ontology defines the ontogenetic map of an institution and is essentially analogous to the DNA of a living being. They both define the nature of the being, have an implicit purpose and materialize the action and the energy conservation principles.

Being aware of the unicist ontological structure that underlies and rules the behavior and evolution of an institution it is possible to define the taxonomies and action plans to ensure the functionality of an organization respecting its nature.

The difference between the DNA of different species is minimal although the physical difference might be enormous.

The same characteristic is given at the unicist ontological structure of institutions. Subtle differences generate different species.

That is why the accuracy of diagnoses of the conceptual structure of an institution is determinant. It defines its species and the possibilities and probabilities of its evolution.

Ontogenetic Maps for the genetic engineering of institutions

The Ontogenetic Map of IT Architecture

The functionality of algorithms is to provide a logical structure to understand and influence reality in a secure way. Following ontological algorithms an individual is respecting the rules of ontogenesis.

Algorithms describe and explain the natural functionality of a reality and establish the relationships of the objects that are part of such reality based on the ontogenesis of the evolution process.

They provide the natural way to influence institutions.

Using unicist ontologies to influence institutions implies dealing with the genetic engineering of the institution.

Therefore, the use of unicist technologies in institutions is based on “change without changing”.

That means introducing changes that respect their nature and do not try to change their essential concepts.

We invite you to be our guest at the Unicist Library to access the collection of books on Unicist Business Architecture: http://www.unicist.com

Peter Belohlavek

NOTE: The Unicist Research Institute is a pioneer in complexity science research. More than 4,000 unicist ontological researches were developed since 1976 until July 2011 in the field of individual, institutional and social evolution. They included the development of the unicist ontogenetic maps (DNA) of institutions.

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Unicist Business Platforms include the ontology of growth

The unicist business platforms are based on the ontological algorithm for business growth. This is what makes the platforms work as virtual business units.

Business Growth is implicit in the architecture of a business. The context for structural growth is defined when the architecture has been designed. But it has to be considered that structural growth is in the details of the architecture and between the lines of the work procedures.

The unicist ontology of economic growth was discovered in 1989 after 10 years of research and country scenario building. Since then, its application to business growth drove to multiple experiences until it could be confirmed in 2011. The Unicist Research Institute used this ontology to grow from a pioneer in 1976 to where it is now.

The unified field of business growth, in unicist standard language, includes:

  1. A context for growth, which is defined by the implicit vision of a company.
  2. The economic growth algorithm: driven by technology, value generation and institutionalization.
  3. Synchronicity: driven by opportunity, critical mass and added value.
  4. Timing: driven by synchronicity, acceleration of actions and speed of actions.
  5. Action: driven by value adding displacement, focused energy and work.

The algorithm for growth allows, on the one hand, diagnosing the possibilities of structural growth, defining its strategy and implementing the business processes to build it.

On the other hand, it defines the possibilities of conjunctual growth. Conjunctural growth implies actions that only drive to the growth of revenue that cannot be incompatible with the above described unified field of the growth algorithm.

We invite you to be our guest at the Unicist Library to access the collection of books on Unicist Business Architecture: http://www.unicist.com

Peter Belohlavek

NOTE: The Unicist Research Institute is a pioneer in complexity science research. More than 4,000 ontological researches were developed since 1976 until July 2011 in the field of individual, institutional and social evolution, including the development of ontology based and business object driven solutions for businesses.

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