IBCM Technology

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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CorporateMOM
Corporate Management Orbiter Mission.

Podcast Episode 102 8-07 Corporate Critical Density – 007 factor Benchmarking

8-07 Corporate Critical Density.mp3

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Podcast Episode 102 8-07 Corporate Critical Density – 007 factor Benchmarking

8-07 Corporate Critical Density – 007 factor Benchmarking

I put through my detailed book extract on Atomic Structure vs Corporate Atomic Structure to Copilot: This is what Copilot has summarized:

Quote:
Your write-up presents a fascinating analogy between the atomic structure of the universe and corporate governance, drawing parallels in their critical balances:

1. **Foundation for Existence**: Just as hydrogen’s conversion into helium at a precise rate (.007 of its mass) is essential for the universe to function, a corporation’s ethical and fiscal assets (“Corporate Hydrogen”) must be utilized at an optimized performance level for it to thrive.

2. **Consequences of Underperformance**: A slight decrease in hydrogen’s conversion rate would prevent atomic transformations, leaving only hydrogen in the universe. Similarly, lowering corporate performance would stagnate the company, reducing it to immovable ethical and fiscal assets.

3. **Risk of Overutilization**: An increase in hydrogen’s transformation rate would result in excessive bonding, depleting hydrogen. In a corporation, misuse or overexploitation of assets, such as fund diversion or indulgent practices, could exhaust resources.

4. **Achieving Balance**: At .007, the universe achieves critical density, a “Goldilocks Effect” where everything is perfectly balanced for sustainability. Similarly, effective corporate governance (SOS Governance) balances directors, CEOs, and societal interests, ensuring stability and long-term success.

The analogy brilliantly captures how precise equilibrium is vital both in nature and in the corporate world. It blends scientific and corporate insights into a thought-provoking narrative.
Unquote

1. First establish Standards for your company with everlasting Metrics,
2. With Metrics – Management Manthra Crunches Corporate Data, and now with,
3. Corporate Critical Density – 007 factor Benchmarking, Corporate shall fast-forward to the future with Accountability factors set in.

We are in the domain of Accountability and are discussing one part of my IPR’s 5 principles – Corporate Atomic Structure. AI shall take a look at the opportunity of this Corporate Transformation.

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CorporateMOM
Corporate Management Orbiter Mission.

Podcast Episode 101 8-06 With Metrics – Management Mantra Crunches Corporate Data

8-06 Management Manthra.mp3

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Podcast Episode 101 8-06 With Metrics – Management Mantra Crunches Corporate Data

8-06 With Metrics – Management Manthra Crunches Corporate Data

[Takeaway for this post – With Metrics, Management Manthra, Crunches Corporate Data. Who wants AI, in an era of half-page report for decision making?]

Transcript

Happy Holi.

Here are 5 key points summarized from the transcript:
1. I discuss bringing science to management, particularly focusing on Einstein’s equation E=mc².
2. They relate the equation’s components (energy, mass, and speed of light) to business concepts like intangible assets and financial statements.
3. I describe three stages: liberated energy (E), matter waiting to become energy (M), and the collision of matter and antimatter (C²).
4. They suggest that energy is represented in profit and loss statements, while matter waiting to become energy can be seen in various business metrics.
5. I recommend converting “matter waiting to happen” into energy by moving it into profit and loss statements and balance sheets for better business outcomes.

We say a Matter is the one that takes a space and has a Mass. This is very important when we look into intangible assets. A non-monetary asset without a physical substance is no longer valid with physics being brought into the focus.
So ICAI has to take care of it.

Regards

Jayaraman

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CorporateMOM
Corporate Management Orbiter Mission.

Podcast Episode 100 8-05 First establish Standards for your company with everlasting Metrics

8-05 First Establish Standards.mp3

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Podcast Episode 100 8-05 First establish Standards for your company with everlasting Metrics

[Takeaway for this post – All functions are brought under science]

We had a good analytics on how to derive the metrics from nature, six stages of development from absolute nothing to a substance of quality. When I say nothing, it is before the Big Bang that is why. I would like to give an illustration how it can be used.

Have you seen Richard Attenborough’s Gandhi. Gandhi sits on a parapet wall near the river. He thinks, and all of a sudden, he jumps out. Hi, I got the idea. And then he walks towards his ashram.

What is it?

That is a conceptualizing an idea that comes out of the very innovative mind, in a state of quiescence.

Then it goes, as we have seen in the metrics, to go and discuss, communicate, then discuss with a group of people, then go formulate a particular policy, and come out with an earthly way of a substance of quality to take it forward.

That is what he did. Salt satyagraha that started immediately after that was something that stunned the world.

That is what very many of the innovators have done in our industry This is important for us to take it forward, for which I would like you to take a look at the four engines of development, which had been brought out in the Indian budget 2025, which I have analyzed. Is in terms of Agriculture, MSMEs, Investments, and Exports. In each of it, I have attached my analytics of connected companies, like agriculture or MSMEs or investment, which is like M&M and RIL, a fairly big area, which you can refer to and download.

How to start with, to install, implement your substance of quality? First, create that standard. There are 308 process blocks for which standards are being created. Then comes the action process. So, take a look, and it is available in the LinkedIn as Indian budget 2025, and then it is very simple for companies.

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CorporateMOM
Corporate Management Orbiter Mission.

Podcast Episode 99 8-04 Corporate Atomic Structure Metrics from Pancha Bhoota

8-04 Metrics Pancha Bhoota.mp3

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Podcast Episode 99 8-04 Corporate Atomic Structure Metrics from Pancha Bhoota

8-04 Corporate Atomic Structure Metrics from Pancha Bhoota

Management is science, it’s not the whims and fancies of individuals who come and destroy things and go. We got to make it. That’s what corporate atomic structure is meant for. From where I derive the ecosystem. From where I derive the metrics. The metrics are being derived from Pancha Bhoota.
The Pancha Bhoota is six stages of transformation from zero to a substance of Quality, Pancha Bhoota says. This is the one meant for a creative process.

Number one is zero first-stage. Before the big bang. State of Quiescence.
Number two is the space. Just got one element, which is sound.
Number three is communication. Air. We have sound and touch.
Number four is Form, fire. Formation of a team. Three elements, which are Sound, Touch and Form.
Number five is Formulation. Taste. Water has Four elements – Sound, Touch, Form and Taste. The fourth element which is the most difficult of all. You go to do a lot of work on that.
And the final one is the Earth. The smell. The five elements Earth has Sound, Touch, Form, Taste and Smell make the Substance of Quality.
You can smell it. You can smell the Strategy Plan 2030, You can smell the Policy Statement. You can smell the Innovation. You can smell everything over there,
Including natural as well as man-made objects. This is how it takes.

A policy statement to prepare can take about one hour. A baby can take about nine months to come out. A diamond can take about ten thousand years to be formed. But the most important thing is the linear progress. The process of six stages of transformation is the most important thing.

Now check for the first stage. Second stage which is the element of sound. Pancha Bhootha told eons back the space has only one element – Sound, corroborated by NASA in 2012. Hear the soundtrack. check the QR code to “Voyager 1 captures first-ever sounds in interstellar space”

With this scientific management the era of Freedom of Enterprise comes to an end and the discipline of Accountability begins.

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CorporateMOM
Corporate Management Orbiter Mission.

Podcast Episode 98 8-03 My IPR – IBCM – enables Knowledge Base for Accountability

8-03 My IPR IBCM Knowledge Base.mp3

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Podcast Episode 98 8-03 My IPR – IBCM – enables Knowledge Base for Accountability

8-03 Journey from Accounting to Accountability – My IPR – IBCM – enables Knowledge Base for Accountability

Journey from Accounting to Accountability – My IPR – IBCM – enables Knowledge Base for Accountability.

Rules express the truth and justify the conduct. The rules are provided by accounting, quantitative elements of management whereas how people conduct themselves within a company, we are not aware of. And this is why we do not have the knowledge base of accountability.

The goal of ethics is the knowledge base. Knowledge base of quantitative elements of management, we have the balance sheet. Whereas knowledge base of qualitative elements is missing and empty. That is where I would like to present my IPR, IBCM – Inactivity Based Cost Management. Activity has a cost incidence Whereas inactivity, a cost consequence.

Measure cost consequence now, now, now. That is the main theme.

How do we measure the cost consequence? There are five principles by which IBCM provides you with, which will enable you creating a knowledge base for your company.

The knowledge base is made up of five principles.

Principle#1: What gets measured, gets managed
Qualitative elements escape the measurement.
Then what do we have to do for that?
Go for Principle#2. Measure what is measurable and make measurable what is not so, So said, Galileo, Galileo. Let us follow that.
Principle#3: Corporate Atomic Structure.
The Corporate Atomic Structure. is what we have been talking about, the ecosystem. We have been just talking, now we are going to implement it by way of corporate critical density.

Principle#4: is The Return on THE Intangible [RoTI]
For The Return on THE Intangible, denominator is intangible.
It opens up everything to provide you with EPP, Effort Per Person. It enables to tap the immense potential each human possesses. This would be the crux of our future growth in agriculture, industry and commerce.

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CorporateMOM
Corporate Management Orbiter Mission.

Podcast Episode 97 ICGI An update on Accounting to Destination Accountability

ICGI An Update to Accountability.mp3

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pdf ICGI An Update to Accountability.pdf

ICGI An Update to Accountability

Podcast Episode 97 ICGI An update on Accounting to Destination Accountability

It was a great pleasure meeting Jaymin Panchal of PwC Acceleration Centres this afternoon. He had taken considerable effort to come and meet me at BKC and on seeing him I found my taking the trouble to go there was nothing.

We discussed thoroughly on my mission to establish ICGI [The Institute of Corporate Governance of India] and nuances of it. I buttonholed on the four Vibrant Gujarat Global Summit 2024 agenda I set myself last year:

1. Investor Assurance,
2. Investment Opportunities,
3. Promoting Consulting Firms,
4. CorporateMOM – Certification Scheme.

1. Investor Assurance
I reiterated the need for Investor Assurance as the top priority for SOS Governance Standards applied to Investee companies,

2. Investment Opportunities
Opportunities are aplenty particularly for AI that SOS Governance DD is critical for overall investment in AI. SOS Governance DD is the Architecture of applying HI [Human Intelligence] over AI behaviour, I brought to his attention.

3. Promoting Consulting Firms
SOS Governance DD being the fulcrum between Investor Assurance and Investee Accountability consulting firms would be benefited undertaking the responsibility. I offered the Franchisee scheme I have come out with for the consulting firms.

4. CorporateMOM – Certification Scheme.
I shall undertake certifying the companies’ and Franchisees’ performance on SOS Governance DD Standards applied and tracked.

Back home, I prepared this note on ICGI An update Accounting – Destination Accountability that you may have a look at. Journey from accounting to Accountability portrays the story of Cowries Shells to crypto currencies.

Thanks Jaymin. I enjoyed talking to you. More of you are welcome. It would be my pleasure, Take a look at this update to reach the destination Accountability.

Jayar

#ai, #sosgovernance,

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CorporateMOM
Corporate Management Orbiter Mission.

Podcast Episode 96 8-02 Change to Corporate Atomic Structure for Accountability

8-02 Corporate Atomic Structure.mp3

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Podcast Episode 96 8-02 Change to Corporate Atomic Structure for Accountability

8-02 Change to Corporate Atomic Structure for Accountability

Here are 5 key points summarizing the transcript:
1. I advocate for changing organizational structure from a two-dimensional to a three-dimensional model, inspired by Einstein’s view of the universe.
2. I propose a “corporate atomic structure” analogous to the structure of an atom, with protons, neutrons, and electrons.
3. In this model, the board of directors is likened to protons, society to neutrons, and the workforce to electrons.
4. The board and society together form a strong “nucleus” around which the workforce (electrons) revolves. With the strong nucleus corporate stability is established.
5. This structure is meant to create alignment between the organization, its leadership, and society, while allowing for changes in management (like CEOs) without disrupting the core structure.

We got to change our organization structure. If you are going to run your organization only with a debit credit, we can never improve. There will be no growth at all.

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CorporateMOM
Corporate Management Orbiter Mission.

Podcast Episode 95 8-01 Way forward – Accountability – Franchisees for SOS Governance DD

8-01 Way forward Accountability Franchisee.mp3

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Podcast Episode 95 8-01 Way forward – Accountabilit – Franchisees for SOS Governance DD

8-01 Way forward – Accountability – Franchisees for SOS Governance DD

Here are 5 key points summarized from the transcript:
1. The contrasts of traditional accounting methods with the emergence of cryptocurrencies, highlighting the need for new governance systems.
2. They emphasize the importance of governance due diligence in all transactions and decision-making processes.
3. My IPR a concept called “SOS governance DD” (subject, object, self governance due diligence) is an important need for management operating systems.
4. The importance of metrics and benchmarks, describing metrics as “everlasting” (at least on Earth) and benchmarks as universal, are discussed.
5. I aim to establish a franchisee system in Mumbai to help MSMEs (Micro, Small and Medium Enterprises) with governance due diligence, while also expressing interest in assisting larger companies like Byju’s.

We are moving away from mere accounting for transactions to assuming responsibility for non-transactions. Will involve all personnel within a company. Don’t get any false notion that Governance is part of an internal audit system and they would all report to an Audit Committee. There will not be any Audit Committee under the scheme of things when we move forward nor there would be any Internal Auditors. Brace yourself to forget ex-post-facto but apply ex-ante. Governance is a Dynamic function, ask yourself what is the point in securing your stable after the horse has bolted – Saudi Wealth Fund and NFRA should learn what is Governance.

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CorporateMOM
Corporate Management Orbiter Mission.

Podcast Episode 94 7-07 Why do we need ICGI – for non-transactional

7-07 Why we need ICGI – for non-transactional.mp3

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Podcast Episode 94 7-07 Why do we need ICGI – non-transactional

Here are 5 key points summarized from the transcript:
1. I suggest there’s a need for ICGI (Institute of Certified Global Accountants) due to challenges in handling non-transactional items in accounting.
2. While many sectors (manufacturing, agriculture, services, etc.) have seen improvements, management has resisted controls and regulations in accounting.
3. The development in the accounting area has been stagnant or declining since 1985, with issues like IAS 38 (intangible assets) causing problems.
4. Modern CFOs are limited to analyzing financial ratios without much improvement in their methods.
5. I argue that ICGI (The Institute of Corporate Governance of India) needs to be established to address these issues in accounting and financial management.

With this 7-07 let me conclude Accounting aspects of our journey toward Accountability. I elaborated how accounting has not kept pace with advancements in other industries, particularly in handling non-transactional items. IAS 38 Intangible Assets no doubt is the most damning non-transactional item, a non-monetary asset without a physical substance but there are others too, such as insider trading. More than 296 such qualitative items exist in an organization that are non-transactional. By removing ICAI’s version of Intangible Assets, Accounting shall deal with mainly on transactions . It shall fortify Accounting body without showing concession to any other body. Intangible Assets Standard be replaced with the earlier version of Capitalization of Research & Development costs. Accounting profession will be secured.

Non-transactional items are very many such as Code of Conduct, whistle blower policy, Women Empowerment etc. nearly 296 of them and we would keep counting more and more. Accounting Standards will not be able to handle them and hence an independent ICGI – The Institute of Corporate Governance of India by an Act of Parliament is very much warranted.

I shall continue giving you in a few YouTube shorts way, explaining the science based approach toward ICGI.

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