CorporateMOM
Corporate Management Orbiter Mission.
Podcast Episode 103 8-08 Science of Corporate Atomic Structure – human energy the denominator
8-08 Science of Corporate Atomic Strudcture.mp3
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Podcast Episode 103 8-08 Science of Corporate Atomic Structure – human energy the denominator
8-08 Science of Corporate Atomic Structure – human energy the denominator
[Takeaway for this post: When you do the strategic plan, when you do the ERP, you do the ERP only on quantitative elements. What Keynes says, the weighted average of quantitative benefits multiplied by quantitative probabilities. It’s all purely quantitative. This post enables preparing a Governance DD.]
Here are 5 key points summarized from the transcript:
1. I discuss three areas of “corporate atomic structure”: the Metrics, E=mc^2, and Corporate Critical Density.
2. The Metric concept starts from a state of quiescence and focuses on the individual as the source of energy, in contrast to typical action processes.
3. The E=mc^2 concept criticizes current strategic planning and ERP practices for focusing too much on quantitative elements while neglecting the “energy” or human component.
4. I pinpoint that out of 308 process blocks, only 12 are quantitative elements, while 296 are qualitative elements that need more attention. *
5. The third concept, Corporate Critical Density, involves detailed analysis of transactions to ensure companies run precisely, similar to the conversion of hydrogen to helium in the universe.
* IndusInd Bank: IndusInd Bank shares plunged significantly after disclosing discrepancies in its forex derivatives book, leading to a sharp drop in share price and a substantial erosion of market capitalization. Can you guess how Nick Leeson brought down Barings Bank? You guys have to get your SOS Governance DD done.
Corporate atomic Structure. We discuss three specific areas. One was the Metrics number two, the formula E MC square.
Number three, corporate critical density. If you take the first one, first one is starts from the state of quiescence. It is subtler than the subtlest.
What difference does it make than what is today existing? We look at the innovation, we look at the strategy plan. We look at the various areas where policies are being made. We look into the substance of quality first and then we prepare what we have to do.
Whereas in this Metrics, what we have brought in is we find who the person who does it. That state of quiescence comes for a person, for an individual, that is the energy. Whereas in the action process, it is the other way.
It starts with the gross. You have already a substance of quality created from gross. You go to get into the second law that is E equal to mc square.
When you do the strategic plan, when you do the ERP, you do the ERP only on quantitative elements extending beyond one’s capability. What Keynes says, the weighted average of quantitative benefits multiplied by quantitative probabilities. It’s all purely quantitative.
So this is what happens to E equal to mc square. We look into only M. We have not connected with E.
That’s a problem. The result, by the time it gets into the strategy plan 2030, we do not know. It’s all being written and approved by the board and all that what not.
But who are the guys who are going to do that? The energy portion of it is never discussed. There are 308 process blocks or which 12 are the quantitative elements, whereas 296 are the qualitative elements. We got to discuss that.
Then you come to the third law. The third law is extensive analysis of each and every transaction on what you intend to do by converting, as we said in the universe, hydrogen to helium in a precise and stately manner, so that the companies run in a precise manner. That is again is in terms of what we do for ourselves individuals as the denominator.
We shall look into it deeply.
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