Questions before looking at next slide which pictures the sources that systematically

1
Questions before looking at next slide which
pictures the sources that systematically
multiply knowledge age productivity (K1-K5) and
stakeholder value demands(V1-V5) Is there any
evidence that the innovation human beings are
most grateful for came from organisations
controlling things rather than people multiplying
things? There is evidence that huge valuable
creativity usually starts at coordinate K1 the
knowledge worker Which you can find if you
read Drucker, or The Intrapreneurial school of
Pinchot, Norman Macrae of The Economist (we
will add some testimonies at the back of these
slides as transparency mapping communities at
www.valuetrue.com dig them out) There is new
evidence that the only reason why people bother
to create the Internet and web was to empower
people productivities and multiply learnings as
testified by Debra Amidon in The Innovation Super
Highway http//www.knowledgeboard.com/cgi-bin/item
.cgi?id98621d1h417f56dateformato20B20
Y as well as lifelong elearning and community
experts http//www.headshift.com/moments/archives
/000124.htm , and by clued movements Dana
Blakenhorn http//www.a-clue.com , David
Weinberger http//www.smallpieces.com/kids/ Doc
Searls et al http//www.cluetrain.com There is
more evidence that todays greatest innovations
come from large scale Interventions which make
people networks real enough for them to continue
Virtually in spite of every organisational
distraction that micro-managing number addicts
hurl in peoples way. See Leiths Large Scale
Intervention Field-guide http//www.martinleith.c
om/nowtonew/downloads/guide.pdf or contact the
alumni of Breakthrough University
http//www.breakthrough.co.uk/brochure.pdf
Mathematically, there is no future innovation
worth celebrating unless all K1, K2,K3,K4,K5
multiply. Policy makers must be democratically
called on to re-licence large organisations
until they transparently govern this, or get out
of there as celebrities whose pre-knowledge
cultures are sell-by date
2
Context Leadership Locally Globally trust-flow
process 5
Part of THE MAP of trust-flow at www.valuetrue.com
How do the human flows map?...then
Intangibles
Capitals
H U M A N F L O W S
Employee segments
Knowledge Worker
K-Workers Personal Network
Customer Segments
Owner Segments
Organisation reporting entity
Partner Segments
Network of Organsiations
Infrastructure region/policy
Local Global Society



TRUST
COURAGE Co-responsibility
LEARNING Passion to innovate
EMOTIONAL-ID Win-win relationship energy
TIME
3
Help us catalogue what living system approaches
transparently multiply which productivities and
demands of intangibles-open invitation from
www.valuetrue.com
4
NORMAN MACRAE THE ECONOMIST, 1982http//www.norma
nmacrae.com Of 10,000 new patents a year that are
used, only 10-20 are for what the co-inventor of
the integrated circuit, Mr. Jack Kilby, calls
"major" inventions things that change our lives.
Over 70 were discovered by individuals or small
businesses. The individual inventors' list
turns alphabetically from air conditioning and
automatic transmissions, through jet engines and
penicillin, to xerography and the zipper. The big
companies' list runs more predictably through
crease-resistant fabrics, float glass, synthetic
detergents. Note how these fit with corporate
objectives "We are a big textile or soap
company, so go for something capital-intensive".
"We are Pilkington's Glass, and if we can beat
plate glass by developing float glass, then every
motor car in the world will pay us a royalty, so
we will research the last three problems in the
way of float glass even through 12 consecutive
years of negative cash flow." Nobody should
underestimate the intrapreneurial excitement
among a tiny group of researchers when a big
firm's opportunity presents itself. Sir Alastair
Pilkington described how his research group into
float glass was kept small to maintain total
secrecy, so that experiments progressed for seven
years before competitors knew of them how team
members, after working impossibly long hours,
were carried away on stretchers suffering from
heat exhaustion how 100,000 tons of float glass
were made and broken before the great day which
produced the first bit they could sell. But, as
Jack Kilby says each invention presents a
profile of opportunities and requirements, while
each company has its own profile of what
constitutes to it an acceptable product. The
probability that these two profiles, will
coincide is not high. The result is that many
big companies' brilliant researchers are, in
conditions of great secrecy, in their seventh
consecutive year of smashing unusable float glass