Universities, Sustainability and Businesses …
605
ing solutions and opportunities for the challenges ahead of us, as individuals, as
organizations, or as local or international citizens.
History has shown so many times that civilizations evolve and transform themselves, always seeking new bridges that connect them with a new promised land.
Nowadays, there is no desert to cross: the vehicles are here, more and more available
for all of us. The problem is the other way around: the transportation is so rapid
that many people are being left behind because their social or professional organizations have not developed accordingly to the accelerating speed of the potential being
placed at their disposal.
Thomas L. Friedman,
5 the prestigious New York Times journalist, wrote: “There
is a mismatch between the change in the pace of change and our ability to develop
the learning systems, training systems, management systems, social safety nets, and
government regulations that would enable citizens to get the most out of these accelerations and cushion their worst impacts.” Friedman emphasized that a mismatch
“is at the center of much of the turmoil roiling politics and society in both developed and developing countries today. It now constitutes probably the most important
governance challenge across the globe.”
Regarding this issue, Friedman interviewed Eric “Astro” Teller, the CEO of
Google’s X research and development lab, which produced Google’s self-driving
car, among other innovations. Astro said to Friedman: “Another big challenge is the
way we educate our population. We go to school for twelve or more years during
our childhoods and early adulthoods, and then we’re done. But when the pace of
change gets this fast, the only way to retain a lifelong working capacity is to engage
in lifelong learning.” Yes, LIFELONG LEARNING! There is no other way. Again,
the question is HOW. How do we transition from an Analog World to a Digital one?
How do we adapt to the accelerating transitions that are happening around us?
Experiences about co-operating instruments have shown that there are new kind of
systems that are not only surfing the new realities, but, in many cases, are the leaders
of the adaptation and transformation on their internal and external environment. They
are being called “EXPONENTIAL ORGANIZATIONS” (ExO), precisely because
they are molded to adapt, follow, and eventually contribute to the accelerating speed
of changes. First of all, ExOs believe that most of the solutions for modern problems
will come from Scientific Progress. Second, they believe in adaptability, and they
create and apply technological innovation to their old structures. Third, they are built
to create and grow capacities for them and their surroundings; they include in their
mission the task of learning faster and continuously.
Salim Ismail
6 defines Exponential Organizations as those “whose impact (or output) is disproportionally large compared to its peers because of the use of new organizational techniques that leverage accelerating technologies.” Ismail also says that
“the driver fueling this phenomenon is information.” Once any domain, discipline,
technology, or industry becomes information-enabled and powered by information
flows, “its price/performance begins doubling approximately annually.”
5 Friedman, Thomas—THANK YOU FOR BEING LATE.
6 Ismael, Salim—EXPONENTIAL ORGANIZATIONS.
605
ing solutions and opportunities for the challenges ahead of us, as individuals, as
organizations, or as local or international citizens.
History has shown so many times that civilizations evolve and transform themselves, always seeking new bridges that connect them with a new promised land.
Nowadays, there is no desert to cross: the vehicles are here, more and more available
for all of us. The problem is the other way around: the transportation is so rapid
that many people are being left behind because their social or professional organizations have not developed accordingly to the accelerating speed of the potential being
placed at their disposal.
Thomas L. Friedman,
5 the prestigious New York Times journalist, wrote: “There
is a mismatch between the change in the pace of change and our ability to develop
the learning systems, training systems, management systems, social safety nets, and
government regulations that would enable citizens to get the most out of these accelerations and cushion their worst impacts.” Friedman emphasized that a mismatch
“is at the center of much of the turmoil roiling politics and society in both developed and developing countries today. It now constitutes probably the most important
governance challenge across the globe.”
Regarding this issue, Friedman interviewed Eric “Astro” Teller, the CEO of
Google’s X research and development lab, which produced Google’s self-driving
car, among other innovations. Astro said to Friedman: “Another big challenge is the
way we educate our population. We go to school for twelve or more years during
our childhoods and early adulthoods, and then we’re done. But when the pace of
change gets this fast, the only way to retain a lifelong working capacity is to engage
in lifelong learning.” Yes, LIFELONG LEARNING! There is no other way. Again,
the question is HOW. How do we transition from an Analog World to a Digital one?
How do we adapt to the accelerating transitions that are happening around us?
Experiences about co-operating instruments have shown that there are new kind of
systems that are not only surfing the new realities, but, in many cases, are the leaders
of the adaptation and transformation on their internal and external environment. They
are being called “EXPONENTIAL ORGANIZATIONS” (ExO), precisely because
they are molded to adapt, follow, and eventually contribute to the accelerating speed
of changes. First of all, ExOs believe that most of the solutions for modern problems
will come from Scientific Progress. Second, they believe in adaptability, and they
create and apply technological innovation to their old structures. Third, they are built
to create and grow capacities for them and their surroundings; they include in their
mission the task of learning faster and continuously.
Salim Ismail
6 defines Exponential Organizations as those “whose impact (or output) is disproportionally large compared to its peers because of the use of new organizational techniques that leverage accelerating technologies.” Ismail also says that
“the driver fueling this phenomenon is information.” Once any domain, discipline,
technology, or industry becomes information-enabled and powered by information
flows, “its price/performance begins doubling approximately annually.”
5 Friedman, Thomas—THANK YOU FOR BEING LATE.
6 Ismael, Salim—EXPONENTIAL ORGANIZATIONS.