viernes, 15 de abril de 2011

Andres Agostini

(Brief Professional Profile)

Andres Agostini operates as an adviser, consultant, strategist, professional futurologist (incumbent of Future Studies), project leader, manager, etc. He institutes such undertakings in the tradition of a nonpartisan think tank and skunkworks’ perennial capturing of success towards turnkey solutions (i.e., solving complex problems). Such as it is implemented by Lockheed Martin Corporation, Boeing, GE, and other private enterprises around and beyond the Industrial Military Complex.

Agostini is a consultant to think tanks, multilaterals, supranationals, as well as to enterprises whose core business is into oil-and-energy, maritime, health-care, insurance, group employee benefits, logistics, transport, and consultancy.

Agostini is in no way attempting to be either a seer, or a soothsayer, diviner, or prophet, who can foretell the future. He's committed to learning of early every valuable lessons to more readily adapt to whatever demands.

In managing corporate and operational risks of many diverse natures, one needs not only to identify and recognize hazards but to anticipate them, very early on (and preemptively so, for Life), along with future and advanced disruption potentials (as well as ignored benefits and opportunities). This is instituted in the tradition of rigorous futures studies (never Futurism) coupled with a plethora of other practical disciplines.

In the last analysis and very seriously stated, this view here offers a lucrative and a useful pathway and a practical tool that requires from practitioners much better intellectual preparedness when facing systemic volatility, universal uncertainty and ubiquitous change and ambiguity.

When and if officially committed with his client and/or customer, Agostini will unveil plausible propensities and trends and tendencies in extensive details.

Agostini will only unveil the inter-meshing, the intertwining and the inter-coalescing of the DRIVING FORCES that will shape and re-shape the future and the present / continuum (so-called) in the most unambiguous and methodical way.

He will offer also the sequential steps to outsmart every downside and upside via his own "Transformative and Integrative Risk Management" (TAIRM), as defined at

Let it be known outright and well in advance that Transformative and Integrative Risk Management (TAIRM) above takes into great consideration the qualitative analyzes.

Nonetheless, its greatest focus and differentiation is dynamically in place through holistic, systemic, systematic QUALITATIVE ANALYZES fluidly.

The most important objective within TAIRM is to make things happen the soonest, yet organically, as well as through flexible and resilient approaches.

Once you deeply understand the UPSIDES and DOWNSIDES, the application of TAIRM stops attempting to be arcane to be a cross-functional and multidimensional toolkit to amplify the fiscally-sound continuity of your organization (business, NGO, multilateral, or supranational).

BY RISK MANAGEMENT, Agostini NEVER means “risk management” as it is understood in the financial systems and or the adjoining sectors.

TAIRM mitigates, modulates, and terminates designated RISKS through vast application of instrumental knowledge in order to bring complicated challenges and problems under control, thus unleashing sustainable earnings and differentiated strategic value.

Accordingly, the idea is to upgrade and sustain the financials of the entity exposed to such risks. For instance, mere outsourcing or offshoring is by no means, under this methodology, a “risk management” practice. In itself is a step less suboptimal than contra-productive.

Andres Agostini argues: “...Risk management is to prevent technological surprise to the wise organization seeking this advice and service, but also to create technological surprise for the enterprise’s competitors...”

This notion is better understood when the maxim “... strategy is a function of a grander risk management program and not the other way around...” is fully accepted and practiced.

Agostini’s customers and clients will get his thorough and in-depth description of the DRIVING FORCES and their potential tendencies and trajectories concerning the internal and external environments of their organizations.

Clearly, describing the dynamics in rigor is coupled by robust operational plans, given that he concentrates ─ in profound consideration ─ on the start as it is projected towards the end and the respective milestone completion.

To cite an instance and with full support by public and private agencies, “Transformative and Integrative Risk Management” can be used to mitigate, modulate, and terminate a gamut of hazards (including those used by many forms of extremism).

The most interesting risks are those covertly entrenched since they offer a greater potential for profit. Yes, yes, yes ─ as you see it first and understand it in much more than one way ─ you proactively transform said risks into overt fiscally-sound profits.

What Agostini doesn’t like (included in his intellectual manifesto), literally: “...I'm against fashionable thinking ... I'm against ignorance ... I am against the whole cliche of the moment ... I'm against sloppy, emotional thinking … I am against incomplete, nonlinear thinking...” Read Agostini’s intellectual manifesto at

Agostini is never into intuitiveness though he greatly value insight, foresight, and far-sight, as well as counter seeing!

Given that since the 60’s science and technology have made the world OVER-EXPONENTIALLY AND TRANS-GEOMETRICALLY NONLINEAR, he perpetually operates in a strong-sense, critico-creative thinking mode, through amplified nuanced discernment and gradation judgment

As this is happening now in both marketplace and society at large with the utmost speed and acceleration by an ever-increasing velocity, then in this case the “over-exponentially and trans-geometrically NONLINEAR” mentality must be coupled (a) in pondering and (b) in deed with THE MOST EXTREME COUNTERINTUITIVENESS AND CLEVER SENSE OF URGENCY.

Huge comfort before a complexity-mired world subsequently besieged by paradoxes and contradictions (only if the minds are duly prepared for Life) will prove to be greatly fruitful.

This must-have comfort is a pervasive asset as a result of the fluid alignment of multiple decisive efforts.

As a consultant and management educator, Agostini has worked for companies as diverse as Toyota, Mitsubishi, World Bank, Shell, Statoil, Total, Exxon, Mobil, Citgo, PDVSA, GE, GMAC, UPS, TNT Delivery Express, GTE, Amoco, BP, Abbot Laboratories, World Health Organization, Ernst Young Consulting, SAIC (Science Applications International Corporation), PakMail, Wilpro (Williams Company), Phillips Petroleum Company, Dupont, Conoco, ENI (Italy’s petroleum state-owned corporation), Chevron, LDG Management (HCC Benefits).

Product of over twenty years of expertise, Agostini articulated some of his thinking and that of others through presentations, papers, and the Futuretronium Book at

He is also the Publisher and Editor of the “Observatory of the Future” at, designated for those that won’t settle for less than the cutting-edge of science and technology.

NB #1: Most extended Professional Profile at

NB #2:Additional information and resources at

martes, 12 de octubre de 2010


by Andres Agostini

Version 1.0

(This Proprietary Book may be reproduced for noncommercial purposes if it is copied in its entirety, including this notice. Please recall that “it is copied in its entirety, including this notice.”)




By (c) Copyright 2010 by Andres Agostini — All Rights Reserved ―

What doesn’t get understood in this age becomes a major liability. To this end Henry Kissinger’s quotation is timely. Ensuing: “An ignored issue is an invitation to a problem.” [12]

Forget what you know and just believe in what you see and sense. It’s time for you to conceive, develop and institute your own Futures — exploiting the upsides and downsides of the surreptitiously covert ones — unless you will make yourself enslaved by circumstances beyond your control, regardless of your “powers.” Kindly please, if you’d like, make your choices wisely and by you and for yourself!

Who creates the future and who doesn’t?

Michael Anissimov: “One of the biggest flaws in the common conception of the future is that the future is something that happens to us, not something we create.” [142]

Interacting with the future?

Rainer Maria Rilke: “The future enters into us in order to transform itself in us long before it happens.” [142]

I can offer this perspective as of now (the wonderful continuum) and under my human and humane perspective. I do like a great deal science and technology, but only to the truest service of the global civilization. Given the ubiquitous dynamics tsunami, these days I find the term “continuum” beyond ineffectual.

Nonetheless, if you want to “reality check” these reflections, you will be able, soonest, to have every detailed explanation by, say, an omniscient robot hovering “midair” if you indefinitely postpone your homework and fail to do your own independent research, done for and by you (as of now).

Horses, dogs and robotic dominance of all?

Samuel Butler (1863 letter): “Who will be man’s successor? To which the answer is: We are ourselves creating our own successors. Man will become to the machine what the horse and the dog are to man; the conclusion being that machines are, or are becoming, animate.” [142]

Go to any “snail paced” newspapers (online or old-fashioned “offline”) in a developing country and this you’ll find within the daily headlines: Fiction immensely superseded — through many orders of magnitudes (that is, by hyper-geometrical exponential rates) — by incontrovertible and yet the most dramatic realities.

People kind of see a part of the waves, but are famously infamously unaware that most pervasive currents underneath are the true dynamos of these swirling changed changes.

What is the current rate of change? What is the as-of-now rate of technological and scientific knowledge doubling?

Mark Miller, computer scientist: “You know, things are going to be really different … No, no, I mean really different.” [142]

What is it meant by “Future”? When speaking about “FUTURE” as the undersigned is speaking about change, there is included positive change and negative change (as well as the grave tradeoffs between [a] positive change and [b] negative change). However, the emphasis is to underpin the upside changes and to cripple the downside changes.

Why everything changes, beginning with change itself?

Nicola Tesla, 1896, Inventor of Alternative Current: “I do not think there is any thrill that can go through the human heart like that felt by the inventor as he sees some creation of the brain unfolding to success.” [142]

There is here a point of view about change (as change is partly explored here):

Adam Gordon: “We have seen eye-popping developments across society, technology, institutions, and products and services in the last generation; this will surely continue into the future …. if we decide today to launch a product, buy a house, study for a degree, build a new light rail system, or take any similar decision of significance, the environment of tomorrow will be a key factor in the success or failure of that decision….Our decisions are only as good as the view of the future they rest on [profound understanding of all of the driving forces shaping and re-shaping the environment]. All opportunities and successes and profits are realized in the future. All threats, failures, and losses are in the future …. Either way, the earlier and clearer we see future circumstances, the better we will be able to benefit by changing our current recipes for success to keep up with the changes in the world. The better managers’ view of the future, the better their decisions will turn out to be ….” [102]

Why this changed change is unprecedented and different? San Francisco futurist James Canton offers insight.

“CIO Insight: In The Extreme Future, you say the 21st century is going to be lightning-fast, complex and driven by disruptive changes. But aren't we already in this extreme future? [RESPONDING THE QUESTION,] JAMES CANTON: WE ARE TO A CERTAIN EXTENT. BUT THE POINT OF MY BOOK IS THAT THINGS ARE GOING TO GET EVEN MORE DISRUPTIVE, COMPLEX AND COMPETITIVE; THINGS ARE NOT GOING TO EASE OFF, THEY'RE ACTUALLY GOING TO ACCELERATE.” [138]

What are the organic properties of change and its impact?

David Schlesinger, global managing director at Reuters, indicates: “Change is hard. Change is hardest on those caught by surprise. Change is hardest on those who have difficulty changing too. But change is natural; change is not new; change is important.” [139]

The universe and the morrow?

Isaac Asimov: “Humanity has the stars in its future, and that future is too important to be lost under the burden of juvenile folly and ignorant superstition.” [141]

Is anyone exaggerating about the dynamics of change?

Ian Pearson: “By mid-century, computers will be linked directly into our nervous systems via nanotechnology, which is so small it could connect every neuron in our brains. By about 2040, there will be a backup of our brains in a computer somewhere, so that when you die it won’t be a major career problem.” [140]

Brainy discoveries and the IT revolution?

J. G. Taylor, B. Horowitz, K. J. Friston: “Now, for the first time, we are observing the brain at work in a global manner with such clarity that we should be able to discover the overall programs behind its magnificent powers.” [142]

What is the personal cosmology in the orbit of a person seeking foresight?

Antonio Machado: “Man, incurable futurist, is the only traditionalist animal.” [130]

Don’t win their “hearts,” just win their minds kindly and respectfully?

The undersigned and the present material’s author indicated: “If you really want to make an operational difference in your professional theater of operations, go and get a full immersion in the fringe. Right in their, under that tense and pressing dynamics, you’ll have the vantage flux of the mirage.” [129]

I just wonder: Is it about Scientific Method or is it about Scientific Method Under The Tutelage of Applied Omniscience and With The Application of The Systems Methodology Approach? I designed, to this effect, the illustration viewable at and also note

The more scientific and technological knowledge doubling, the most indispensable becomes the grasping the applied omniscience notion in every execution for Life.

Before we proceed any further, please always remember the following.

“Everything is related to everything else.” [109]. When invoking “Everything is related to everything else,” it is succinctly to say (that is) by way of matter-of-fact example:

“Everything is interrelated to everything else.”

“Everything is connected to everything else.”

“Everything is interconnected to everything else.”

“Everything is intricate to everything else.”

“Everything is involved in everything else.”

“Everything is inter-associated to everything else.”

“Everything is interlocked to everything else.”

“Everything is inter-coupled to everything else.”

“Everything is inter-joined to everything else.”

“Everything is conjoint to everything else.”

“Everything is inter-tied to everything else.”

“Everything is interdependent to everything else.”

“Everything is correlated to everything else.”

“Everything is intertwined with everything else.”

“Everything is inter-meshed with everything else.”

“Everything is implicated in everything else.”

“Everything is entangled with everything else.”

“Everything is entwined with everything else.”

“Everything is tangled with everything else.”

“Everything is knotted with everything else.”

“Everything is interwoven into everything else.”

“Everything is engaged with everything else.”

“Everything is parenthetical to everything else.”

“Everything is related to everything else” does not make any sense at all for people who have chosen not to get educated and self-educated on indispensable basic science for Eternity.

Einstein has an appropriate thought to share: “... [the human being] experiences himself, his thoughts and feelings as something separated from the rest — a kind of optical delusion of our consciousness. This delusion is a kind of prison for us, restricting us to our personal desires and to affection for a few persons nearest to us. Our task must be to free ourselves from this prison by widening our circle of compassion to embrace all living creatures and the whole of nature in its beauty...” [108]