Monthly Archives: May 2009


33rd Anniversary of The Unicist Research Institute

To translate this post, click on the title to open it and then click on your flag in the right menu.

The Unicist Research Institute invites you to toast on its 33rd Anniversary.  We invite you to light a candle for one minute on Monday, 1st of June at 1:00 pm New York time for the new era that began in the field of complexity management after the discovery of the ontogenetic intelligence of nature.

33anniversary

We are celebrating this anniversary having installed the countdown of the first ontology based knowledge building search engine available in the world:

We are making a business knowledge building engine available for the business world. It includes the technical, analytical and fundamental knowledge to make reliable decisions. The factual and analytical knowledge-base is provided by the existing search engines. The fundamentals knowledge bank is provided by The Unicist Research Institute based on almost 3,000 ontological structures, including the archetypes of 51 countries,  researched and discovered during the last 30 years in the field of individual, institutional and social evolution. The unicist ontology based fundamental analysis made the approach to complexity reliable and a cybernetic approach to business possible. This participative knowledge building technology will expand the technical, analytical and fundamental knowledge bank ad infinitum.

http://www.unicist.com

Access more information on the ontogenetic intelligence of nature:
http://www.unicist.org/deb_uoin.php

Executive Committee
The Unicist Research Institute

If you would like to receive monthly information on new scientific developments, please register here.

If you would like to get acquainted with unicist technologies, you can request an invitation as a Guest Participant in a module of Unicist Strategy.

Share

Unicist innovation management – Promotions and the paradoxes of innovations

To translate this post click on your flag in the right menu.

Innovative objects need to be used; if not, they are just inventions. Da Vinci’s works had an enormous amount of inventions, but few of them could be used in those times. The inventions that made him famous were the ones that were used. The rest were inexistent.

Innovations must be experienced. But in order to experience them, they need to be “promoted”. That is why innovations can only be accepted after having experienced their benefits and perceived their implicit costs. And in this sense, commercial promotions are the natural way to foster the use of innovations.

Commercial promotions are needed when innovative or highly differentiated products have to be sold. People who participate in these promotions might become users or not.

Those who do not participate in these promotions rarely became “first users”. Innovations need to be experienced in order to be bought. People cannot imagine the benefits of unknown products. They need to experience them in order to perceive the benefits of a new solution.

It has to be considered that innovations are demanded but rarely bought. The higher the innovation, the more the influence that is needed in order to sell it. That is why an extreme need or scarcity must precede the proposal of an innovation. People will buy something new if their needs are extreme.

The paradox is that on the one hand, products need to have a significant differentiation in order to compete with other alternatives, but on the other hand, this required differentiation needs to avoid having an innovation that cannot be recognized by the potential buyer.

The first automobile was a carriage with an engine. People could not have recognized a modern Mercedes. Presenting a Mercedes in those times would have had the same results as most of Da Vinci’s inventions at his time.

the_first_car1

How promotions work

Promotion, itself, is the process within which an individual experiences a given demonstration of a product, within a high level of participation, with a low risk of personal commitment and supported by a brand that is functional to the product.

The explicit objective of such promotion is that of making the prospect become, even if temporarily, an actual customer.

Experiential Activity – the key to innovation

When the brand has a mean value and does not determine a purchasing action, the experience is the natural path for the individual to prioritize the product’s -or service’s- functional aspects.

There is no way to achieve that individuals with a high preconception dose participate in experiences. It is fundamental that the experience be the result of an individual’s need.

Therefore, the experience strategy is fundamental for products of a mean brand and for innovating products (where the brand, regardless of its power, is not enough).

Experience implies the scale repetition of the product benefits in such a way that the prospect “takes it with him/her”.  The experiential activity is promotion at its maximum. It is the promotion per excellence, where the individual participates in experiencing the product, which makes him/her, temporarily, the user of such product.

When this level of promotion is reached, a high percentage of sales closings may be achieved in the promotion itself. It requires a brand with a high ethical content (utopical) and a very pleasant experience.

Some examples of how commercial promotions are used to foster innovation:

• Free samples of remedies
• Test drives
• Trial versions of software
• Software beta-tests

Access more information on innovations at: http://www.unicist.org/deb_int.shtml

Martin Alvaro

If you would like to receive monthly information on new scientific developments, please register here.

If you would like to get acquainted with unicist technologies, you can request an invitation as a Guest Participant in a module of Unicist Strategy.

Share

Unicist technologies for surviving entrepreneurs

To translate this post click on your flag in the right menu.

Business quicksands are produced by human mind

To survive and expand businesses need to have a critical mass in the market they work in. When this critical mass is not given they do not find a solid grounding for their activity.

If one takes a look at the structure of quicksands, the structure of how markets “swallow” businesses will become self-evident.

Quicksand is created when water saturates an area of loose sand and the ordinary sand is agitated. When the water trapped in the batch of sand can’t escape, it creates liquefied soil that can no longer support weight.

A business quicksand has two possible origins:

1)  Structural changes in the environment that cannot be managed
2)  The inexistence of markets or the inexistence of a critical mass to work in them

Lazy minds produce business quicksands

Brain uses about 20% of the energy consumed by the human body. Therefore the human energy conservation function needs to save the energy the brain uses. This is a natural and functional path that makes people “do things simple”.

But there are also “lazy minds” that go beyond simplicity. They approach reality based on analogies, value judgments, fallacies and utopias.

1)  Analogies allow “reading” reality based on appearances. No further analysis is necessary.
2)  Value judgments sustain superiority feeling with no real commitment with facts to be produced.
3)  Fallacies are mind constructions used to confirm the validity of the analogies.
4)  Utopias provide a feeling of superiority.

This is how lazy minds create parallel realities that are necessarily a quicksand for businesses.

These four elements produce the “water drops” that make business soil inconsistent. Once you are in, the more you move, the worse the situation. Businessmen / women need to rethink the business one they are trapped in a quicksand.  External crises foster the appearance of quicksands for those businesses who cannot find a way to adapt to the new situation.

Critical mass, differentiation and low cost are the responses to be achieved to leave a quicksand. The difference with a real life quicksand is that no one can pull you out. The businessman / woman has to rebuild the soil. 

Access more information at: http://www.unicist.org/deb_fb.php

The Editor

If you would like to receive monthly information on new scientific developments, please register here.

If you would like to get acquainted with unicist technologies, you can request an invitation as a Guest Participant in a module of Unicist Strategy.

Share

Entrepreneurs can only grow in the field of their talents

To translate this post click on your flag in the right menu.

Entrepreneurs need to be able to deal with the reality of their business. To grasp that reality every entrepreneur has to be a learner. Depending on the business is the type of medium to be used to learn. The most expensive type of learning is the “trial and error” system.

Learn about how the expansion of entrepreneur’s learning capacity can be organized using the unicist approach at:  http://www.unicist.org/talents

The Editor

If you would like to receive monthly information on new scientific developments, please register here.

If you would like to get acquainted with unicist technologies, you can request an invitation as a Guest Participant in a module of Unicist Strategy.

Share

Unicist drops for entrepreneurs' work

To translate this post click on your flag in the right menu.

…ordinary people do;
they raise when they do what they love;
but they elevate much more when they do what they love
and love what they do…

An analogy to guide reflection

Only those who love what they do
can access the real knowledge
of what they are doing….

Extracted from the book Unicist Riddles (*) by Peter Belohlavek

(*) Riddles have many solutions. In the Far East, riddles are used to develop internal freedom and responsibility.

If you would like to receive monthly information on new scientific developments, please register here.

If you would like to get acquainted with unicist technologies, you can request an invitation as a Guest Participant in a module of Unicist Strategy.

Share

Business-driven family companies vs. family-driven companies

To translate this post click on your flag in the right menu.

We will now analyze the functionality of a business-driven family company from a conceptual point of view and we will include an analysis of the fundamental difference between a business-driven family company and a family-driven company.
In a family-driven company the family game rules apply. That is, the roles in the company replicate the family roles. These companies have the big advantage in that they do not generate conflicts between the family roles and economic activity.
On the other hand they have a weakness in that they generate a contraction of the company as the roles that the company does not cover and the family does, the affective protection and the social insertion, generate compensating activities in the company that lead it to lose market orientation.
In the business-driven family company the company game rules apply. The roles are those of any company and the family is only an owner or a shareholder of the company. The company’s activities take place in the same way as they would in an anonymous corpora-tion.
The advantage is that the company’s activity, as an intermediary between the customer and the owner of the capital takes place naturally. The stress felt by the individuals in the company to conciliate a cus-tomer’s interests with those of the shareholders is prevalent and gen-erates an expansive attitude towards the market. They have a disadvantage in that they generate family conflicts, as in the end conflicts of interest occur without the compensation of social and affective relationships.
The clash between business-driven family companies and family-driven companies leads to a lot of mixed companies. Mixed companies are those that take on both concepts of a company. These mixed companies require a logical sense of integration to function.
It is frequent to find these mixed companies among those set up by different families and those set up by the second or third generation to manage business-driven family companies.
The mixed company has the advantage of resolving family problems but has the cost of generating, in general, problems in the functioning of the company.

Access more information at: http://www.unicist.org/deb_fb.php

The Editor

If you would like to receive monthly information on new scientific developments, please register here.

If you would like to get acquainted with unicist technologies, you can request an invitation as a Guest Participant in a module of Unicist Strategy.

Share

The unicist approach to entrepreneuring

To translate this post click on your flag in the right menu of the bogs homepage.

Entrepreneurs are organizations in which the activity is driven by personal and individual goals. Their actions are oriented towards earning value and profit while they are committed to individual and group interests.

Two extreme entrepreneurs

There are two extremely different entrepreneurial projects: the “solo-preneur” and the start-up businesses.
Solopreneurs are individuals who make businesses as lone runners.

Sometimes they are considered as a self-employment. But in fact these are the entrepreneurs that are either:
a)    Survivors who are trying to make a living
b)    Specialists, artists, scientists, professors who have a high personal value in a market

The start up business is an incipient enterprise that necessarily begins to work with an entrepreneurial attitude until “permanence goals” are possible.
When companies “are born”, they are either entrepreneurs or survivors. Survivors usually tend to disappear when a crisis affects their market and they also have great difficulties in managing generational change.

Entrepreneuring strategy

The characteristic of the entrepreneurial attitude is that the maximal strategy is given by a group that is materialistic and ideology driven. That is why entrepreneurs can only do what they “believe” in.
They have a great difficulty to change based on the needs of an environment. The consequence of this is that more than 80% of entrepreneurs disappear from the market within the first two years.
Their minimum strategy is based on a money making attitude and the need to be in power.
Entrepreneurs cannot manage without being in power of the situation they are dealing with. That is why they have great difficulties to grow beyond their own boundaries. But they are extremely powerful in making money within their beliefs.
Entrepreneurs need to transform into enterprises to make a real growth in the market. But they do this only if they are led by someone who is interested in building an enterprise considering the entrepreneurial stage as the first step to do so.

Access more information at:  http://www.unicist.org/deb_i.php

The Editor

If you would like to receive monthly information on new scientific developments, please register here.

If you would like to get acquainted with unicist technologies, you can request an invitation as a Guest Participant in a module of Unicist Strategy.

Share

Successful entrepreneurs are doers

To translate this post click on your flag in the right menu of the bogs homepage.

Doers are individuals that basically produce their deeds based on their need of self-actualization and esteem which provides the necessary conditions to develop them. They do not hesitate to find any way to develop a solution.
The more challenging the problem is, the more sense of doing they have. Therefore doers are the individuals that naturally face complex problems to solve them. Only doers can develop strategies.
Doers have their basic needs satisfied
Doers have the physiological, safety and belonging needs satisfied (see Maslow). That is why they can focus on doing.
Strategies are necessary to help doers to develop solutions. But these strategies depend on the strategic intelligence of the doer.
Doers have a powerful inner life. They need it in order to imagine and have the idea of the concept of what they are doing and how to achieve it with the support of the environment or without it when necessary.

On one hand, doers’ maximal strategy is sustained by their self-criticism that makes her/his continuous improvement possible to develop the next deed which necessarily is different from the preceding one. Doers do self-critic after they finished a work. This self-criticism has two effects:

1)    It sustains the learning of the doer
2)    It hinders self-fulfillment and generates the need of the next deed.

Sometimes doers are seen as workaholics. But in fact what they are is “deedaholics”. Work is a pastime for them. The value is not in the work, it is in the deed.

Access more information at:  http://www.unicist.org/deb_doers.php

The Editor

If you would like to receive monthly information on new scientific developments, please register here.

If you would like to get acquainted with unicist technologies, you can request an invitation as a Guest Participant in a module of Unicist Strategy.

Share