Lifeboat Foundation

The Supreme Court of the U.S. finds John Rockefeller and his Trust guilty of corruption, illegal business practices and racketeering. As a result of this decision, the entire Rockefeller Standard Oil-Trust, the world’s largest corporation of its time, was sentenced to be dismantled. But Rockefeller was already above the Supreme Court and did not care about this decision.

In order to disperse public and political pressure on him and other robber-barons, Rockefeller uses a trick called “philanthropy”, whereby the illegal gains from his robber-practices in the oil business are used to launch the Rockefeller Foundation. This tax haven was used to strategically take over the health care sector in the U.S…

The Rockefeller Foundation was the front organization for a new global business venture of Rockefeller and his accomplices. This new venture was called the pharmaceutical investment business. Donations from the Rockefeller Foundation went only to medical schools and hospitals. These institutions had become missionaries of a new breed of companies: the manufacturers of patented, synthetic drugs.

How will learning and development cope with the growing trend of humans augmenting their basic capabilities with chemical, electronic, physical, and genetic enhancements?

We’ve been entertained by a never ending stream of Marvel and DC Comics characters with super powers ranging from x-ray vision to mind control. Many of us have also spent time fantasising about the additional capabilities we’d like to help see us through the day. But what happens when those boundaries blur between science fantasy and everyday reality?

The practice of human enhancement or augmentation is a phenomena well underway across society – although the concept may be new to many of us. Over the next 25 years, the integration of information and communications technologies (ICTs), cognitive science, new materials, and bio-medicine could fundamentally improve the human condition and greatly enhance human intellectual, physical, and psychological capacities. As a result, the notion of the “transhuman” could emerge. For example, we are well underway with the process of augmenting human beings’ cognitive and intellectual abilities through technological implants, such as memory storage. These enhancements mean humans could achieve heightened senses and biological capabilities that are largely the prerogative of other species (e.g. speed, resistance, adaptation to extreme conditions, etc.).

The speed of development is truly mind blowing. Advances in cognitive enhancement drugs and “nootropic” supplements, electronic brain stimulation techniques, genetic modification, age extension treatments, 3D printed limbs and organs, and body worn exoskeletons, have given rise to the notion of enhancing the human brain and body well beyond the limits of natural evolutionary processes. Indeed, many leaders in the field of AI are fierce advocates of Transhumanism as the next stage of human evolution—arguing that if humans want to keep up with AI, we ourselves will have to become machines—embedding technology in our brains and bodies to give us similar levels of processing power.

Continue reading “The Rise of Superhumans and the Challenges for Learning and Development” »

Tesla vehicles are apparently going to talk to people not only inside the car but also outside. CEO Elon Musk even released a quick preview video.

It’s no secret that Tesla wants to use more artificial intelligence in its business.

Continue reading “Tesla vehicles are ‘soon’ going to talk, Elon Musk releases preview” »

Zume Pizza, the Mountain View company that used robots to make its pizzas, has made its last delivery.

In filings with the state Employment Development Department, Zume said it is cutting 172 jobs in Mountain View, and eliminating another 80 jobs at its facility in San Francisco. Zume Chief Executive Alex Garden made the annoucement about Zume in an email to company employees on Wednesday.

“With admiration and sadness, we are closing Zume Pizza today,” Garden said in his email “Over the last four years this business has been our invention test bed and has been our inspiration for many of the growth businesses we have at Zume today.”

For the moment, massive job losses from automation and artificial intelligence are a largely theoretical worry. But tax economists and lawyers are thinking through the economic circumstances in which robot taxes might make sense and the tricky legal decisions and definitions needed to implement them.

A debate is heating up over whether businesses should pay up when they replace human workers with machines.

EmbraerX, the Brazilian planemaker’s innovation subsidiary, has signed a collaboration agreement with Silicon Valley drone delivery startup Elroy Air for the purpose of developing the unnamed air cargo market worldwide.

The announcement, made at the Consumer Electronics Show in Las Vegas on 8 January, positions Embraer as an “ecosystem player” in the area of urban air mobility, the disruptive business subsidiary’s president and chief executive Antonio Campello tells FlightGlobal.

The companies did not disclose details about the collaboration such as time frame or cost, but say they are already at work together and hope to present results soon.

The leadership challenge for all commercial organisations today is one of delivering continuous growth to their shareholders while trying to navigate an increasingly uncertain future and a world being transformed by dramatic advances in science and technology. There is also an underlying sense that we have to do everything faster – perhaps for fear that the opportunities may not last very long. In response, we are seeing the growing use of two key growth strategies — the quest for exponential growth and the growing use of corporate venturing. I discussed exponential growth in Part 1, and in Part 2 I focus on the learning and development implications of the adoption of corporate venturing.

Corporate venturing and intrapreneuring are seen as ways of buying ourselves faster learning and growth. As organisations wrestle with finding the right path to the future, we can expect a growing focus on the use of corporate venturing, or corporate venture capital. This is basically the investment of funds in external start-up companies. Intrapreneuring tends to be used to refer to investment in new venture ideas generated by internal team members. Typically, these venturing approaches are focused on capital and resource investments in firms and internally generated ideas that could enhance the core business, create enterprises in adjacent sectors, or generate ventures that could potentially disrupt and compete with the existing entity.

This business model may become increasingly popular as firms look to these startups to help speed up knowledge acquisition, learn about emerging technologies, accelerate entry to new markets, or access critical skills and resources. Core to the success of such models are intrapreneurs and venture managers who can help the ventures gain the support they need from the core business without the imposition of unnecessary central processes and controls. Alongside these venture management skills, success requires internal leaders and functional heads to have the ability to collaborate with new ventures which might threaten their existing business.

As the desire is typically to launch these venturing and internal incubator units at speed, a level of pre-emptive skills investment is required to establish the required structures and processes to manage the activities. Fast track approaches to learning here would include meeting with a range of such venture units in different organisations. These study tours can provide deep insight into the technical aspects of running venturing and how they have tackled the issues of securing internal support, ensuring accelerated decision making, and dealing with the conflicts that can arise as parts of the business feel threatened by the new initiatives and investments. Secondments to and from established venturing units and venture capital funds can also help with accelerated knowledge acquisition.

Continue reading “Strategies for the Digital Age Part 2 – Corporate Venturing” »

Google, Microsoft, and Amazon are teaming up with Big Oil to squeeze more oil and gas out of the ground using machine learning technology.

Sources:
Brian Merchant (Gizmodo) https://gizmodo.com/how-google-microsoft-and-big-tech-are-au…1832790799
Christopher M. Matthews (Wall Street Journal) https://www.wsj.com/articles/silicon-valley-courts-a-wary-oil-patch-1532424600
Matt Novak (Gizmodo) https://paleofuture.gizmodo.com/article-from-1975-the-world-…1732903871
Kasia Tokarska
Daniel Civitarese
Ghassan AlRegib — https://ghassanalregib.info/

Continue reading “Google and Amazon are now in the oil business” »