Roland Dürre
Thursday June 14th, 2018

RPA. ROBOTIC. PROCESS. AUTOMATION.

Walk & Think in the springtime sun.
Englischer Garten, Munich, 2018, 11th of Avril

In my conversations with young friends, RPA (Robotic Process Automation) has soften been introduced to me as the new “business hype topic“.

Officially, my first contact with RPA was at the “Symposium Digitale Verwaltung“ – which was organized by ITSMF – on April, 24th, 2018 in Nuremberg.

As you can see from the agenda, the “crème de la crème” of German digitalization was there. And, besides the topics “block-chain” and “artificial intelligence, which are probably unavoidable these days, many presentations were about RPA .

Then I found an article  in the facebook forum  Agile Administration | Exchange and Peer Counselling, which unfortunately is a closed community (due to the high quality of its discussions in this forum) with a comment that contained a note about Johann Herzberg, who is a group leader at the “county-wide IKT strategy” in the Berlin Senate of Interior Affairs.


”… the smart, i.e. automatically and real-time self-controlled, organization of situations and processes. (…) it is imaginable and probably, for reasons of efficiency, even desirable that an application system that is embedded in an AI environment can promote and finalize processes independently in the future. In the smart world, control will no longer happen through written notes but through decisions that will most likely have been reached through algorithms and only corrected by humans where necessary.“

This statement is an excellent description of the current development. Also, it will not only happen in public offices, but also in many areas of the “free economy” where white-collar jobs dominate, for instance everywhere in the financial sector. This future development is also called Robotic Process Automation (RPA). Many protagonist assume that RPA will cost many well-paid jobs. I am not yet quite sure how to judge this development. I will write an IF blog article about it. Various aspects…


Well, the statement is really loaded, isn’t it? Official orders will no longer be written by humans but by machines (robots). I am sure there are quite a few people who will not like the idea. But then, the assumption is that humans are expensive and IT is cheap. And that humans make mistakes and machines do not. There is certainly some truth in this.

As I see it, Herzberg describes the current development quite well. I find the definition of “smart” in the context of organization quite appealing.

However, I have two reservations:

My opinion about the first sentence is that such a system that processes these applications will not need artificial intelligence. In my book, “artificial intelligence” is a “self-learning system”. And a fully automated organization that controls itself in real-time is probably necessary even for “traditional programming” (the implementation of what today is often called algorithms) and will not need artificial intelligence.

About the second sentence: of course, there will still be decisions that come as a written “order”. The data with the results will continue to be saved in digital form. It does not really matter if these (hopefully public) entries in a database will then be embedded in traditional text and perhaps even printed on paper. Because also an “order document” on paper has its inner semantics and therein structured data that symbolize the result of the “order”.

The development Herzberg describes will not only take place in probably all sectors of public administration but also in many (all?) areas of “free economy“.  I am sure this development will be particularly obvious in the white-collar jobs. The financial sector is a good example. Many employees who now earn good money in banks and insurance companies will probably become redundant. It might happen quite soon.

This future development is also called Robotic Process Automation (RPA). Many protagonists assume that RPA will kill well-paid jobs on a huge scale.

Personally, I am not really worried. We had the same situation frequently in the past. In Germany, most of the jobs used to be in agriculture. Today, the number of people working in agriculture is by far the minority. Then we had industries such as the coal and textile industries. They also disappeared, just like the big post-war heroes Grundig, Telefunken and others. Just like the German automobile industry will some day disappear.

But we will certainly come up with new nonsense that absolutely needs to be produced in order to give us something to occupy our time with. And if there really comes a time when we want to restrict ourselves to the necessities – and perhaps that is what we will have to do in order to save the world – then there will be two options. Either we will finally be allowed to work less. Which is what I would like best.

However, I assume that the idea that less is more and growth is nonsense will only dawn on us when it is too late. And then we will have to really work hard in order to survive.

RMD
(Translated by EG)

Roland Dürre
Thursday May 31st, 2018

Modern Enterprises (Entrepreneur’s Diary #125)

 

This is my attempt at outlining a “modern enterprise”.

 

If you visit Antarctica, you will see the condition of our planet. We badly need change.

Because: The country needs new enterprises.

If we wish to improve our lives, perhaps even if we just want to survive, we will have to drastically change our individual behaviour and the fringe conditions of our society in politics, business, social and cultural areas.

🙁 In this article, I do not wish to write about social and cultural changes. In politics, I find the current tendencies towards demolition of the rule of law rather critical and dangerous. As far as business is concerned, I think we have now reached a perverse state of affairs that is really threatening. This is where we must start the process of change.

We managed to counter the destruction of our own bodies due to hard labour with the use of machines. Since the industrial revolution, we managed to drastically decrease the number of working hours per day.

Now the trend turns. Our growth ideology promotes an exploitation of both ourselves and others for stupid goals. The resulting burden is on our personal and social life (and on our families). By now, the process has reached a grotesque and fear-inspiring level (all-day care for small children, all-day schools for children and adolescents, several parallel jobs for grown-ups, full-time work for men and women, often in combination with hours of commuting that make the work day even longer, normal work on four or five days far away from home).

One would assume that it is the task of the state to change this situation. However, just like the unions, the state will not be able to do anything about it. Change is a task for all people who are concerned with the economy and who are responsible for enterprises – i.e. for many of us.

We must counterbalance the blind dogma of “productivity” with a new efficiency that promotes less waste (#nowaste) and more humanity. We must meet the wishes expressed by especially our young generation that say our work environments need some modification.

People are not here to serve the economy, but the economy is here to serve the people.

In this sense, our country needs new enterprises. There are quite a few communities and people who are concerned with the concept of #NewWork (#newwork) and who also try it out.

As early as in 1984, Wolf (Geldmacher) and yours truly, as the founders of InterFace Connection GmbH, aimed at establishing a really new and different enterprise. Unfortunately, we (and later I alone) only managed to do this during the first few years. Then the enterprise “grew up” and there were problems. Perhaps the time was not ripe, and/or I made too many mistakes.

Today, I at least feel competent to describe what such an enterprise would need to look like. I also know huge and small enterprises that show that modern enterprises, as described below, actually work quite well. This is true both for service providers (health, hotel, IT, mobility, care for the elderly and handicapped,… ) and the producing sector (bicycle technology, clothes, food, shoes, software, sports articles,…).

I would like to remind the reader that the following text describes many patterns that would be “ideal“ if realized. You will not find them too often in their purest form. It is already quite some progress if an enterprise leans towards the proposed direction.

I would also ask the kind reader to keep in mind that the following impulses are not supposed to be a textbook (which, with this topic, would have hundreds of pages). Instead, it is a lose document that wants to inspire a little bit and make you a little thoughtful!


 

Characteristics

Here are the outstanding characteristics of a modern enterprise

  • Common-good economy;
  • Networking idea;
  • Core competence and core business;
  • Customer and product centred;
  • Structure;
  • Processes;
  • Teams;
  • Infra-structure;
  • Requirements;
  • Culture and values;
  • Dynamics.

These are the important issues I would wish to discuss today!


 

Common-Good Economy

As demanded by the Bavarian Constitution, the priority of a modern enterprise must be to contribute towards the ” Gemeinwohl“. In other words, the products and services provided by an enterprise must, first and foremost, serve the people.

You will find something absolutely worth reading with Christian Felber, who is perhaps the most important protagonist of the common-good economy in the German-speaking world.


 

Common Good beats “Shareholder-Value“.

The common good principle limits entrepreneurial diversity and creativity.

Not everything that can be done is desired.

That is the price we have to pay for the common-good economy.

If you follow this principle, it is, for instance, hard to imagine how an enterprise that develops and produces weapons or mines can be common-good oriented. The service provided by private enterprises who “lease armies” or produce such things as “fighting robots“ – which is quite common today – cannot be in accordance with the common-good economy.

Less harmful examples for a clash between the common-good economy and products are the production of tobacco and e-cigarettes, or a farming concept that ruins the basis of its own existence (the soil and the country) in a predictable and sustainable way. I could make a long list of examples for existing misuse.

However, common-good economy not only takes the customers into consideration. It also considers other stakeholders, such as the employees and providers. The exploitation of employees violates the principle just as much as does the extortion of providers.

Also, in a common-good economy, the balance of “extremities” must be given. It contains and enumerates all the damage an enterprise does to its environment during the production process. The waste of water caused by a cheap production or the pollution of living space through wastewater are good examples.

However, damages caused by the products you make are also part of the extremity balance:
Example: If pre-defined threshold values for cars have been confirmed during examination but if they are then ignored and significantly higher when the cars are actually driving (exhaust scandal), then this is not simply fraud, but a huge damage in terms of the extremity balance by those enterprises that produce and are responsible for the cars.

Social damage caused by the enterprises (along with positive effects, if there are any) are also part of the extremity balance.

Examples: Damage done by enterprises if they grant credit to people although they know full well that those people cannot serve them. Manipulating people towards buying nonsense products (so-called marketing), making grown-ups addicts of gambling and children addicts of sweets, and much more of the same kind that happens every day.

Modern enterprises can follow the common-good principle!!!


 

The Idea of Networking

The networking idea means that an enterprise is willing and capable of promoting a special “added value“ to a number of cooperating enterprises, rather than wanting to develop highly complex system all by itself.

Partnership on the market beats dominating the market.

Example: The goal of a modern enterprise should not be to completely develop and produce an electronic car. Instead, it should provide an important part.

In general, you will want to say.
P (partnership) beats S (superiority)!

This is how, probably, dynamic alliances of small enterprises can make “better products“ that might well be complex and satisfy the basic needs of humans. Yet they can at the same time be sustainable and in harmony with the common good. In other words, they need not be detrimental to other people or, as is common today, to all of us.

Without – as is the practice of the huge concerns – manipulating the customers in advance and telling them what they have to need and then selling them those things.


 


Core competence and core business

There is a clear competence based on which a clearly defined service is offered or an actual product is developed or produced. In this business model, we need modern virtues such as self-restriction and the focus on your own strengths.

Example: An enterprise focuses on the development of electric motors (or perhaps even just an important sub-competence like the necessary software) or (rather than and) the efficient production of the entire motors.

Concentration and focussing beat “do-it-all-yourself“.


 

Customer centred and product centred

The customer and the product must be the centre of all entrepreneurial considerations. Consequently, all employees must work together towards one goal.

If you have a service enterprise, the person who receives the service must be the focal point of all creativity.

Examples: In an enterprise that offers home-care, the people you are assisting must get the optimal support and care. In a hospital or hotel, everything must be about the guests getting well soon or feeling absolutely comfortable. An enterprise that, for example, helps a medium-sized enterprise to cope with all the problems that can arise if you use IT, the service must give the customer time for his core business (the round-the-clock-worry-free solution).

Similarly, an enterprise that makes a product must make sure that all employees work towards making the product even more perfect on a permanent basis (functionality) and nicer (design) and easier on the eye (emotion), simpler, more efficient, less costly, etc.

Examples: You want to develop the electric motor for the low-volt sector, the best gear hub for the bicycle, the best e-velo for travelling, the best pair of shoes for making it easier to stand and walk in. Or to produce new e-cars by combining the simplest and best components available on the market.

If ALL employees in an enterprise are enthusiastic about a core competence and willing to work towards it – then true innovation will happen. The positive consequences are that the employees will identify with the enterprise in a healthy way and that being an active part of the enterprise (often simply called work) will give them courage and joy. That is what a modern enterprise needs in order to survive.

And this is how the customers can get so fascinated by a product that they recommend it in such a way that makes marketing (which basically should be banned) and sales promotion (the very word!) obsolete.

A shared enthusiasm for what you offer will move mountains.


 

Structure

I use the word “structure” as in “organizational structure”. I no longer use the word “organization“, because a modern enterprise organizes itself intuitively. They no longer need disciplinary bosses and an organigram that describes the organization.

A modern enterprise has no hierarchy. There are no panels such as directorate or work council. The legally binding positions of the enterprise (director or chairperson) are more representatives than decision makers.

All teams have a maximum size and are self-organized. They are well connected, interact directly and learn from each other. They are also responsible for their communication with stakeholders (customers, suppliers, …).

All decisions are team decisions. The teams are responsible for guaranteeing quality and time of delivery, as well as efficiency and further development.

Depending on the size of the enterprise, there might be a (small) back office. Possibly, some value adding teams are necessary in a direct or indirect way. Persons who mostly achieve the added value indirectly, however, will not give pre-defined requirements. Instead, they will give impulses and inspiration, or, in times of crises or problems, they help with actual moderation or support.

There are no main departments such as strategy, marketing, sales, human resources, product planning. The same is true for entrepreneurial processes and pre-defined methods. Neither are there any central services that get out of control and suddenly set their own standards. Simply because everyone uses their brains and actively participates. And because the services and products have a quality that sells by itself and because the promotion by those who bought it and tell the tale creates more demand than can be met.

Local & flexible beats central & inflexible, iteration beats planning!


 

Processes

I use the word “process” as in “process organization”. As before, I no longer use the term “organization“ because modern enterprises control themselves intuitively.

In a modern enterprise, you have no processes. Something that worked in practice and well-trained behaviour will always dynamically be adapted to change. Rules and regulations are not necessary, because the idea underlying every employee’s activities is their knowledge, their experience and their mental concepts. They all want to achieve the best goal – the best service for the customer or the best product. Social interaction is determined by values, rather than rules.

Common sense and intuition will beat processes and rules!


 

Teams

They realize the achievement of an enterprise, which means they render the service or make the products the enterprise thrives on. All employees in the teams must know and be competent in the core competences of the enterprise.

Example: There was a time when google only employed people who could actually program. That included administrative and managerial jobs.

Besides the explicit added value, all employees and team members also take responsibility for others

and for all the factors that make success possible.

Example: In a software team, everybody can program. Each team member takes responsibility for important fringe issues such as quality control, configuration, delivery on time, customer interaction,… on top of his original duties. This is how all competences and talents can be used for filling different roles that will contribute towards the success of the team either after mutual agreement or without even having had to talk about it.

Depending on the size of the enterprise and the challenges, it is possible that, apart from the teams that directly cause the added value, others will be necessary for the indirect achievement of added value.

Example: There might be service and moderation teams. The moderation teams are made up of particularly experienced employees with moderation competence. They can help if a team has problems or if a team becomes too big and cannot really cope with how to divide itself. However, their support should always be restricted to moderation and perhaps help towards finding solutions.

The teams are the central elements of the enterprise!


 

Infra structure

The entire enterprise is part of one intranet (software system). Said system provides a wiki or social media system. However, I would not call it “knowledge management“ (the term has been used up). Instead, I would call it a common basis of communication.

Example: A system such as Google+ is very mature and offers all you need. If you have a bigger enterprise, you might consider customizing or even develop your own system. If you have a small firm, I would recommend you take one of the many systems available.

All members and teams contribute towards the content.

Example: A team found potential for improvement at the tag and tells other teams about it.

Ideally, the system should be available to all stakeholders (customers, providers, sympathizers and the competition), usually with reading and comment enabled. Because transparent systems are an advantage for all parties concerned.

In addition to the system, you organize meetings (face2face) at regular intervals and with a reasonable format, for instance barcamps. Basically, the internet only makes sense if you also see each other once in a while.

For the infra structure, the following is true: It always has to be a means to an end, rather than its own end. It must be capable of adapting to changed needs quickly and be absolutely simple. So here is what we need:

No more than the amount we really need and as much as necessary!


 

Requirements

From the business point of view:
The only element we know from classic enterprises and that has to remain intact in a “modern enterprise“ is the strict adherence to business control principles. All teams must have positive balance sheets. If a team has problems, it has to either solve them or ask other teams for help. Budget deficits are only tolerated for short time intervals. If they do not disappear quickly, the team will be suspended.

Any surplus will be used for financing the (low) infra-structure costs. A considerable part of the profit

remains with the team, the team members decide the quota and extent to which profit is distributed among the team members. Dependent on the individual situation, a suitable part remains with the enterprise or/and with the shareholders.

Example: If a team has a problem, for instance with coming up with a decision or with dividing itself into smaller parts, they will contact the moderator. That is also true if a team notices that it has technological problems or quality deficits. The team will choose its own moderator.


 

Structure:

The size of a team will be mutually agreed upon. Depending on the task or challenge, I would say a team should be between seven and fifteen employees.

As the situation requires, a moderator should be able to work for between ten and twelve teams. If you have a small enterprise, for instance only one team, then members of the teams will also play the moderator role.

Example: The enterprise Buurtzorg (The Netherlands, Home Care) has 1,000 teams with ten employees in each team (i.e. 10,000 employees), for which fifty moderators are totally adequate. They have many teams that never need a moderator and some teams that often need a moderator.

If you have founders (which, naturally, is only relevant for a young enterprise, since after a few decades the problem solves itself biologically), then they can, of course, be moderators, impulse givers and inspiratory, as well as achievers.

Example: At InterFace Connection GmbH (which was the predecessor of InterFace AG), I did consultant work for other companies and at the same time contributed towards building up CLOU/HIT (”product owner“).


 

Knowledge:

All experience is shared. This should at least happen online and, if we are talking important experience, also in person (peer2peer or in a barcamp).

Example: Best Practice concepts discovered by one team will be published for all teams on a shared website.

Merkantile clarity, the willingness to support each other and the absolute readiness to share all knowledge are indespensable requirements!


 

Values and Culture

Similar to the entrepreneurial culture, values are also best described by stories. It makes sense to remember the culture onion  (Kulturzwiebel).

Example: There are enterprises where the employees share the belief that all they do and all their decisions should be agile, slim, transparent, pragmatic, professional, uncomplicated and similar things. They also believe that listening is just as important as – or maybe even more important than – talking. The values they live are eye-level and respect. Self-organization, self-responsibility, participation and error tolerance are normal behaviour. They all share the basic assumption that all form of indoctrination can be avoided if you use your common sense and emotional intelligence. And, last not least, they all believe that the “heroes” that every social system will inevitably create will turn exceptional employees into models.

In summary, one could say that a modern enterprise is a social system with a respectable goal that masters the art of not producing system agents. Because diversity beats simple-mindedness. Together, the employees know and understand more than the “boss“ alone can ever know or understand.

Thus, “corporate identity” will not be decreed from above, but instead develops mutually, just like the future is also shaped by mutual agreement. This is possible in a modern enterprise. Bureaucratic detours like holacracy, („Holokratie“ – in my opinion, the concept is crazy) must be avoided. Because the cooperation in teams and in an enterprise must not be dominated by bureaucrazy.

In a modern enterprise, it must be clear that there is no control through set goals and that nobody tries to motivate anybody by explicitly holding out a prospect of rewards by granting material favours (extrinsic motivation). Both measures will not work and in the end they will be more detrimental than beneficial.

The employees are motivated because they experience an environment where they can work with courage, joy and confidence in a self-organized and self-responsible way. This is how an intrinsic motivation will grow. And because they know that they can and will be successful together and that, at the end of the day, the success will be shared fairly and in a self-organized way wherever possible.

In former times, I often invoked the term “fear-free zone” as something an enterprise must realize. Today, I have progressed and now I demand a “zone that leaves room for unfolding“.

If you want to have it, you will, first and foremost, need absolute mutual appreciation of everybody’s value. It must be lived and shown by the models. Most likely, something else must be added to this element, for instance maybe that the expectations are not ”too trivial“.

Culture and values are the “operating system” of a modern enterprise.


 

Dynamics

Since the world changes at an enormous pace and is also perceived as more complex than in former times, there must be a high willingness to change in a modern enterprise. The wisdom of an enterprise should ideally consist of the wisdom of the masses. The right questions are asked before you start working on the solutions.

Nothing is as constant as change!


 

Utopia?

Some readers will probably not understand this article and judge it as utopian. Freedom makes them insecure because they know another world and feel comfortable with this other world. They prefer clear statements by third parties, instead of accepting responsibility.

That has also been my experience with some of the people who started out with me. They considered my ideas utopian. Regardless, my experience with self-organisation and self-responsibility were always excellent.

There is another argument that, sadly, I have to accept:
Huge success, exceptional growth and the thus achieved enormous dimensions will corrupt an enterprise and its culture.
It is perhaps some kind of entrepreneurial natural law.

Well, all I can do is provide a nice counter-argument and a solution:

I notice all the time that huge enterprises that had medium-sized beginnings work better than the concerns I know.

And perhaps there is a counter-measure: You could decree that companies that grow too fast have to divide into smaller ones according to their core competences and determined by the teams that were built inside the company?

Today, I know a number of firms that show that it really works and that you can be very, if not fear-inspiringly, successful with utopian ideas. You can really earn a lot of money with this kind of company for your employees and for your enterprise.

Thank you very much for living and having discussions with me.

RMD

P.S.
I often and gladly give presentations on this topic. I always defend my theories. Strangely enough, though, I seldom have to do a lot of defence work to do. Instead, I usually get a lot of consent and support.
🙂 To my surprise (or not), this support often comes from very conservative leadership personalities.

P.S.1
For more articles of my entrepreneurial diary, see: Drehscheibe!

RMD
(Translated by EG)

Here is a famous joke:


On his way through the universe, planet EARTH meets another planet. The other planet asks the EARTH: “How are you?“ EARTH replies: ”I am not well, I suffer from Homo Sapiens“. The other planet has words of consolation: “Do not worry, this will soon be over”.


In duerre.de, my intentions for this year have been written down as follows:


Presentations & Activities in 2018:

Wake up! The bell rings!

For me personally, the main topic in 2018 is how ruthlessly we destroy our environment and what are the consequences thereof. Besides, I am also concerned about the massive change due to the extremely fast technological progress, also known as “digitalization”.

In particular, I notice the social change in the world of adults. However, it seems that this change does not affect children and adolescents in their situations during day-care, kindergarden and school. We force our children to live a life that is the opposite of what we demand for ourselves.

As I see it, the destruction of our environment is an existential threat. Consequently, I feel rather convinced that humanity will only survive for a few more generations. I do not know if I should consider this a good thing or a bad thing, but I believe that, as long as we still exist, we should at least try to live in peace and happiness. And there is a little hope left in me that, in a digital world, we can limit the massive destruction of our environment a little bit.

So now I try to share my experience and knowledge during my presentations and interactions and to help especially young persons towards a happier and more successful life. Because this might be a small contribution towards a “slightly improved” world.


Let me give a short explanation and justification:


 

  • Grown-ups want self-determination and respnosibility. Children must obey.
  • The time spent at work decreases for adults, it increases for students.
  • Grown-ups want to move around, children have to sit still.
  • Leadership wants to make grown-ups look bigger, school makes children look small.
  • Grown-ups get flexible work hours. Children must be on time and get all-day schools.
  • Grown-ups want to be motivated intrinsically , children are motivated extrinsically.
  • Grown-ups want to share their experiences and learn together, children are trained and must learn by heart.
  • Grown-ups want to find self-fulfillment at work and joy. Children have to learn things that nobody ever needs and that the grown-ups themselves, too, can no longer master. 
(I will write a separate article on this).
  • Grown-ups live active lives, they strive towards work-life balance. This is unknown in day-care centres, kindergardens and schools.

#andsoon!


Perhaps we would create a more peaceful and less evil world if we treated our children like human beings. Maybe then they would turn into happy adults who can do without consumption and wars. And perhaps they would stop damaging our planet in the self-destructive way in which our generation is currently doing it.

RMD
(Translated by EG)

P.S.
Here is a presentation by Bruno Gantenberg on „unSchooling“. It makes many things clear.

Roland Dürre
Thursday April 5th, 2018

Can We Be Saved?

In 1999, it was played on the IF-Treff: our drama “Can We Be Saved?“. That is why we called it the IT-Treff Satire (1734) – you can read and play it here. The work was created and written down by Norbert Weinberger and yours truly – on our way to India in the overnight plane. And later, we polished in during many hours of fine tuning, before we finally played it in the Munich Schlachthof before an audience of more than 700.

In those days, we, as amateurs, were part of a good tradition from previous years during which the IT-Treff had celebrated through long nights with such famous protagonists as Gerhard Polt and Django Asül. The arena was always full, it was a hot summer. And in 1999, there was a wonderful finish to the legendary IT-Treff at the same location. We decided to stop because it was so beautiful. In my personal experience of many years, it is actually a wise rule to terminate something when it is best.

In those days, I – and I think the great Gerhard Polt thought the same – I still believed that something might be salvageable. Today, I am no longer so sure. Because too many things that I cannot at all understand happen.

A useless war in Syria that nobody can and wishes to stop.

A Germany that, as an heir to the Third Reich, again gets really into the leading role when it comes to producing weapons and the always predictably failure-doomed attempt at solving problems with armies. For me personally, this is extremely bitter, because if there ever was a country that had a good reason to never again have an army, then it is exactly this said Germany. Yet that is not what we did – and thus we missed a historically unique chance.

A language that suggests wars are harmless, because it continuously uses words like information war and economic war.

  • A world-economy that is more and more centred around betting and has long ago liberated itself from the real economy.
  • And as a by-product, we ruin the planet to such a huge extent that it probably no longer makes any difference if more and more people get poorer and poorer while very few get obscenely rich. Because all will be over very soon, anyway.
  • A world where, in the wealthy countries such as the FRG, one ton of car probably is no longer balanced by 100 kilograms of humanity. Regardless of the fact that the people – especially those who drive cars – are far from light-weight.
  • With people in this world for whom it is more important that their cars have space than that they themselves have space.
  • With a principle that systematically puts growth that is impossible over “less is more”.
  • And much more that nobody can understand, yet in some way or other everybody does. …

Mind you, I am basically not a sad or pessimistic person. On the contrary: I enjoy life and have lots of fun. In fact, sometimes I almost have a bad conscience because I am doing so well. Said conscience is then pacified by me writing these stupid articles. Or by me doing things like in the video below. How sad that I get the impression it might all be in vain. And regardless of the fact that, basically, everybody I meet agrees with what I say, the opposite of it is done collectively.

So – thank you for reading it! And perhaps even for watching the video recording. And if you enjoyed the video, here is another, even better one! It is even more worth watching!

Sorry, I just cannot quit!

RMD
(Translated by EG)

P.S.
The theatre play (IT-Treff Satire) was so great that I would like to see it again? Does any of you feel like performing? I would willingly support a re-run. Maybe in a potpourri with several short and quick pieces, as part of a nice party?

Roland Dürre
Sunday March 18th, 2018

Creative Communication – Texts

I remember something I really enjoyed. On October, 22nd, 2017. That was the day we met in Nuremburg to try something new in the evening. On that Wednesday, we planned a little show. We were going to jam with images, music and text and “be really creative”. It was the closing of the DOAG yearly conference “Soft Track“ sessions. We, that was Christian Botta, Knud Johanssen and yours truly .

The motto was “Jamming instead of Complaining” (Nicht Jammern sondern Jammen).

You can also see a Video recording. As promised, here are the texts accompanying the video.

To begin with, I introduce the solo by ALTO – the alto saxophone, a little towards the middle of the presentation (recited by Knud Johannsen)

Here is what ALTO the saxophone said.

And here are my texts. As a warm-up, I punched in a few catch-words (words that make sense). I only took words that started with the letter “K” in German. After all, it was all about “creative communication”.


Kaizen (in Japan as early as in the 1940ies), capital, commercialization, communication, accounts, costs, caste, consumption, concern, commerce, control & cooperation, tie, constructivism, context, cybernetik, communism (evil), capitalism (good), art (you cannot earn a living with it), coal (everything is based on it), carbon dioxide, Knud (the one with the saxophone), children (you no longer hit them these days), the (punch) card as the beginning of the computer, cats and kindergarden will come, crucifix will soon be a thing of the past (?), church, the motorbike, the crane, the power plant, nuclear energy, cars, (K70 but not as a combined thing), the cosmos, struggle (against sickness), war (is ostracized, but instead happens on the streets), committees, criminal stories & Kinsey(-report) – it was all crass, collective and complicated …


Then the time trip began with text and music, from yesterday over today into tomorrow – the stars  ****** in my texts always mean that Knud or Christian are the authors. And for those who do not know the songs, I always added a link to a video recording of the song. Naturally, the music played by Knud on his ALTO are always recognizable on the video recording.


Yesterday


***** Yesterday (ALTO & Knud)
Yes, that was yesterday.
Yesterday was the beginning of Anthropocenum, – which is how we propose to name a new  geo-chronological epoch: the era in which homo sapiens  has become one of the most formative factors for the biological, geological and atmospheric processes on the earth. (Wikipedia).
It all started quite well! Electricity replaced coal, what progress! Electric motors instead of steam engines. Wonderful!
But: Electricity is still made from coal.
It is all still about coal – time is money.
***** Money – That`s what I want (ALTO & Knud)
Yesterday was also:
The conveyor belt (Taylorism – after Henry Ford or as practiced in the Chicago slaughterhouses) becomes part of the administration (process and organisation). The caste of engineers becomes the manager caste. Humans are resources. Punch cards for the white collars, too.
Power is in the hands of men. They are the makers. Positive: we have more wealth and are less hungry. We dance on the iceberg.
***** Dirty Dancing (ALTO & Knud)
A life of wastefulness. Waste and nonsense – like the life boats on the unsinkable ship Titanic.
***** Titanic (Alto & Knud)
On the streets, you can hear: damage what damages you!
***** Brick in the wall (ALTO & Knud)


Our trip continues in the Present:


Today


***** Löwenzahn (ALTO & Knud)
Today, success means “survival”.
With joy in life.
And the courage to preserve.
Since life becomes more and more complex: here is how it works. Basically, it is already complex enough. Then we find mistakes that are complex. Correcting the mistakes is complex and makes the system even more complex. We find new, even more complex mistakes. This is how you get a vicious circle of complexity.
***** Solo: Christian climbing a mountain to get at simple, complicated, complex and even “research“ projects (spoken presentation) supported by Heidi.
Enterprises become “excel managed companies“. They are considered machines. The managers turn the levers of this machine and thus control the turnover, profit and stock market value. Everybody competes against each other when planning and everybody bets no end. The golden lamb is growth. In politics, they talk a lot and do not do much. We know everything and do nothing. Inherent necessities rule and we have a contingent of women.
Regardless: wherever you look and in many dimensions, you will find upheaval and new ideas. We now understand: it is not that we lack the courage to do it because it is a hard job, but it becomes a hard job because we lack the courage to do it.


Tomorrow


Let us continue our trip and look at tomorrow. What will be important tomorrow?

  • Less is more!
  • KISS (keep it simple, stupid).
  • Leadership – make people look great, instead of small!
  • The future cannot work for individuals. Let us network and cooperate. Co-creativity will be the concept of the future.
  • Communicating at eye-level!
  • Give others your time, inspire and give impulses.
  • Freedom: willing and being capable of living your own life in a self-determined way
  • Wisdom as human prudence.
  • Sustainability: production cycles with no Waste
  • Biophilie: act in such a way that both your own and other lives will tend more towards increasing than decreasing in many dimensions.
  • The future is female!

We cannot make things right.
We can do the right things.
What will happen if we do the wrong things right?


Then there were some nice solo pieces by Christian (for instance about complexity), Knud never seemed to stop rapping and playing; and then everybody hummed imagine and sang hey jude.

For me (and I believe the same is true for our audience), those were 30 beautiful minutes of our lives. And if you now have become curious: here is the direct LINK to the video recording. We wish you lots of fun when you look at the material

RMD
(Translated by EG)

Roland Dürre
Wednesday November 15th, 2017

The Future of the Planet

Today, I will not write about electric bikes or sex, but about politics.

The Jamaican coat of arms

Jamaica

Currently, many people develop a sudden interest in the land of Bob Marley. It is about Jamaica, which, naturally, is only a silly word-play. It is all about the “Coalition Discussions“ (Koalitionsverhandlungen) in Berlin. We call them Jamaica because the coat of arms of this country is identical with the colours of the parties concerned (black, yellow and green).

I must admit that I had been hopeful for the Green Party to be the positive factor in these discussions.

But what is the Green Party doing?

They went to Berlin with demands that were probably justified but it is clear that these demands cannot be successfully pushed through during negotiations (which has already been proved). The first of these demands was that the combustion motor be abolished in the year 2030 (1) and the second was that all coal-based power plants be closed by the same year (2). Especially (1) sounds more than utopian. Besides, we do not need general goals but actual measures.

Electricity must replace coal, not use it up!

I will not comment on (2). After all, it is evident that the only way we can and must end the “dark” era when fossil energy was burned using electricity. Yet replacing coal by electricity cannot mean that half of the electricity world-wide is produced with coal. This must (and will soon) become a thing of the past. However, I find (1) a lot more exciting.

Driving an automobile is out!

Everybody must realize that an “individual mobility” based on electricity cannot and will not be the same as many of us now use the car. Just like “autonomous cars”, too, will not be driven in the same way as MEN and WOMEN drive them now.

2030 will soon be here!

In only 12 years, it will have arrived – that is as many years as the life-span of a car used to be. In that respect, what the Green Party demanded would have been rather easy to realize.

Prepare for the exit!

One of the factors is to quickly establish a speed limit – if necessary, why not step-by-step so that people can get used to it – but with a clear end even before 2020 at a maximum of 30 km/h in closed built-up areas, 70 km/h on secondary streets and 100 km/h on motorways. And, also step-by-step, a truly relevant and drastic increase in taxes on fossil fuel (including kerosene for planes). And if then the gigantic subsidies on “business cars” (at least the huge practice of abuse) were finally restricted, then the entire scenario would make sense!

Slim end efficient!

That would be a slim and efficient solution and it would raise hopes for a “soft landing”. It would also make quite a few stupid ideas, such as road charges, obsolete. And the Green Party, perhaps for good reasons, does not wish to be unpopular. Mind you, I personally believe that being unpopular brings you more votes than it costs you.

Investing in the future

And the money you get from all these projects must not be spent for building even more new motorway crossings on two levels with up to ten lanes, which today apparently, as a consequence of the motorway expansion having to happen on ever more lanes, has become a necessity. Instead, we should invest these moneys in a public transport system and, of course, in the “energy change” – which basically only means the abolition of nuclear and coal-based electricity production. As I see it, we are actually already quite well under way in this respect.

RMD
(Translated by EG)

Roland Dürre
Wednesday November 1st, 2017

About Authenticity and Identity in a Real and Virtual World.

 

A Tightrope Walk

 

Stone mask from the pre-ceramic New Stone Age around 7,000 before Christ. One of the world’s oldest masks (Musée Bible et Terre Sainte, Paris)

In this article, I formulate ideas I got during my current work on “block-chain technologies” in general and “crypto currencies” like Bitcoin in particular. Actually, my own ideas rather surprised me. Because many things that had not been clear to me before have become clear during the process.

Let me start with terminology: WORLD, REAL and VIRTUAL.

For me the WORLD is all that is around me – humans, social systems, … My dealings with the WORLD are through interactions and transactions. My activities not only touch me, but also instances from WORLD. On the other hand, events from WORLD also concern and touch me.

For me, the REAL world is always what I can see, touch, feel, experience. Or what I can eat. The same is true for the firewood I feed into my oven in order to get a cosy warmth in the room. The warmth from the central heating was also REAL for me. After all, I know its origin, which is either from the outside as long-distance heating or from my basement. Even money was REAL for me – but is that true?

I would say that everything I could picture myself was the REAL world for me. But newspapers were also REAL for me, and the same was true for telephone conversations. Even watching TV was part of the REAL world for me. Is that still the case?

The VIRTUAL world included what was “socially” offered, along with the products of the digital WORLD, the creation of which I myself took part in. There is no need to go as far as a mental concept of “second life“ or similar things. My first VIRTUAL worlds were forums and chat rooms where diverse, often technological, topics were discussed.

Today, social media, such as twitter, facebook and many more, could do that job. Or is all of this also REAL?

Let us now consider the terms AUTHENTICITY and IDENTITY. The first thing I learned here was how careless I (and our entire society) treat the term IDENTITY. I used to believe that the identity of a person is a singular thing. At least as far as the VIRTUAL world is concerned, this is nonsense. Because (so far) you have anonymity in the virtual world.

Anonymity means that 
a person or a group cannot be identified. If you want more or less the same meaning as anonymous, you can also say incognito. You will also find unknown, camouflaged and nameless (Wikipedia 10/2017).

Consequently, a person who wants to hang around in the internet “anonymously” (for instance as a bitcoin owner in the respective money community) needs more than one identity! He will need more or less one for every purpose. There is always only one person behind all these identities. It is one unique and undoubted existence. But none of the identities will lead to it. So there are singular images of the “authentic person” leading to diverse identities, but no way back – i.e. it is impossible to find the person behind the scene through the identity. I find that rather exciting!

For me, authentity is something like an exceptional form of identity, i.e., the unique and true “original identity” that is hidden behind several identities. Incidentally, I cannot find the term AUTHENTITY in Wikipedia, but I can find Authenticity. Since it is so important for the topic I discuss, let me cite it:
Authenticity (from gr. αὐθεντικός authentikós “true“; spätlateinisch authenticus “reliable”) concerns the truthfulness of origins, attributes, commitments, sincerity, devotion, and intentions. (Wikipedia 10/2017).

Consequently, I would say that identities are nothing but anonymous alias instances for one singular authentic instance that I would call authentity. In the VIRTUAL world, they are just masks or Avatars . The owner of the mask/avatar remains anonymous and you cannot find out who he/she is, yet he “automatically” (guaranteed through technology and algorithm) has ownership of everything that belongs to his mask/avatar as part of the “community”.

For a Bitcoin, you would have the following scenario: all bitcoin owners are part of a special community of identities, all of which are anonymous. The surprising thing about it is: it works (or is supposed to work) through “peer2peer” interaction. So you have no central instance!

However, the used (necessary?) technology costs a lot, which means this currency is rather impractical as a means of payment. Which means that bitcoin will only be used for speculation (betting). On the other hand, what is special about that? After all, more than 90 % (99 %?) of all currency business, such as the exchange between EURO (€) and DOLLAR ($) and vice versa, are only made for reasons of speculation. They have nothing to do with the exchange of goods! Maybe normal money is also a VIRTUAL commodity today?

Back to the topic: I used to believe that my IDENTITY is actually my AUTHENTITY. But now I know better. The opposite is true: in the internet, I hide my AUTHENTITY behind various IDENTITIES. And no way must lead from them to my AUTHENTITY.

The AUTHENTITY is as unique as my DNA. It would be a good “key” (as a biometrical data set), since the probability of two identical DNA’s is practically zero (due to the quasi endless quality of DNA-s.).

So far, for instance, I still have to fill in the registration form at all hotels, i.e., I must give my surname, first name, place of birth, nationality, home address and passport number. As an entity, these data make me uniquely identifiable. I testify to their truthfulness by showing my passport and giving my signature. …
🙂 The hotel, too, has an address, although it would probably be more precise (and easier?) to just take the GPS coordinates.

But let us go step by step and start with the REAL world: the first thing I did was look for “truly anonymous identities” in the REAL world.

Here are the examples I found:

  • Numbered account: 
Formerly, and especially in Switzerland, it was possible to open an anonymous bank account. The account only had a number, but the bank did not know who owned the account (and the money deposited on it). Legitimation happened by giving a number (cipher). And everyone who visited the bank branch and had the account number and cipher could (anonymously) draw money from the account. It worked quite well for many decades.
  • Classified advertisements
    Formerly, you could publish classified ads, for instance personal ads, anonymously in daily papers. You had a cipher and said cypher was assigned to a key. With this key, the incoming replies were correlated with the advertisements (through the cipher).
    🙂 I remember how, at school in the 1960ies, we (especially the girls) were warned against marriage frauds that took advantage of this anonymity …
  • Car number plates, telephone numbers … 
If you think of traffic, car number plates come to mind. They, too, used to be anonymous – although there was a central agency (some kind of “man-in-the-middle“) who knew who was hidden behind the number plate. Today, only number plates for cars driven by federal security agencies and similar institutions are anonymous – even the police has no way of getting hold of them. The same used to be true for telephone numbers. Of course, the postal service, as “man-in-the-middle” knew who was hidden behind the telephone number. But if you had a good reason, you were not listed in the telephone book and could basically only be traced by being called.
  • Prepaid and Email 
In the REAL world, you could remain anonymous thanks to prepaid cards. And you could also open an email account without giving any personal information. But is that the definition of the VIRTUAL world? As I see it, there is currently a huge process of change, at least in Germany. These things can be done less and less easily. 
They want the darknet in the VIRTUAL world (?) to make less and less accessible. But that is not something I personally know. I would have to investigate in order to find out more.

So:
Currently, I cannot think of any existing anonymities established through identities in the REAL world. On the contrary: in my perception, ANONYMITY is not desired in the REAL world – and consequently it has been/is being more or less totally abolished by the legislators and the administration.

But then, is not the VIRTUAL world part of the REAL world? And isn’t the VIRTUAL world rather schizophrenic? On the one hand, everyone dreams of “anonymous currencies and communities” and on the other hand they do everything to abolish anonymity!

For instance, the postal service advertises its POSTIDENT-service, which, basically, has one goal: to abolish anonymity in the VIRTUAL world, as well.


Close to the customer – tailor-made identity management!

Here is the individual legitimation check for your customers – now online!
The Deutsche Post offers the tailor made identification concept for your business model. With our online and offline POSTIDENT method for legitimacy control, we identify your customers quickly, securely and without violating the statutes Geldwäschegesetz and Datenschutz (postal advertising).


Isn’t that hot stuff? Note that they use words such as – identity concept and legitimacy control.

But regardless, the service – which is definitely questionable and easy to abuse – is used by many internet providers who want to know who they are really dealing with.

For me, the following questions arise:

Isn’t it paradox if anonymity is completely abolished in the REAL world but can flourish in the VIRTUAL world? Regardless of the fact that the VIRTUAL world is basically part of the REAL world?

What if technological leaders like CHINA abolish anonymity? Would not the consequence be that, through the technology we import from them, we automatically forfeit our anonymity?

What sense does it make if the functionality of the “good old Swiss numbered account” is again realized through anonymous crypto currencies? Do we even want that to happen? Or isn’t it just a question of time before, for instance, the bank secret, too, will soon no longer be socially trendy?

Is it not so that the entire affair is just a special tool for speculation – just like “betting in the internet” becomes more and more popular and is already a massive business as far as turnover and profit are concerned?

As I see it, these issues should be discussed in the context of social ethics. But what do we do? We establish an ethics commission that deals with artificial intelligence and driverless cars. Yet we do not discuss the important question whether or not we should leave certain parts of society anonymous. We make noises about absurd data protection laws and get enthusiastic about it, although we know full well that it will not work in the way it was demanded, and in doing so, we get lost in a network of rules and laws that paralyze us and from which there will probably eventually be no rescue.

Incidentally, the solution to this problem is rather simple in my concept:
As soon as we have a (world-wide) guaranteed rule of law, anonymity is no longer needed. That is also true for an anonymous currency.

If and as long as, however, the rule of law is threatened or non-existent, we are well advised to keep “anonymous areas”.

RMD
(Translated by EG)

P.S.
Now I hope what I said is more or less understandable. I would not wish to have confused you with AUTHENTITY and IDENTITY. And as a post scriptum, here is another story:
In my carelessness, it happened that my purse was stolen from me early this spring in Athens when I was riding an underground train. It contained EVERYTHING. Consequently, I also had to apply for a new passport. They asked me if I wanted it with my digital signature. It is free whenever you apply for a new passport, whereas, if you want it later, you need to pay 20 € extra.
Naturally, I asked what advantages this digital signature would have for me. My advisor at the municipality was unable to come up with very much – except a strange professional register the purpose of which remained unclear to me.
So I asked him if the signature would at least be an option for the electronic tax declaration (Elster). When he said no, I declined – perhaps out of defiance – and I believe this decision will not be detrimental.

Klaus Hnilica
Thursday August 17th, 2017

“Don Carl“ – or: the Heroic Fight for the Underpants

Carl and Gerlinde (Instalment #52)

Rarely had Carl stepped into his underpants more enthusiastically in recent years. It was this great feeling of ’being embedded’ and ’being protected’ that he enjoyed.

It was a pleasure he made himself aware of several times each day these days – and the feeling was strangely enhanced whenever, during the day, he allowed himself to re-position the private parts hidden therein by discreetly re-arranging his trousers!

Yes – it was “allowed himself to” – not “had to” – as he formerly used to look upon it!

Because ever since, apparently, a movement that originated in Southern Germany – headed by the usual suspects /1/ – had started discrediting men’s underpants – which, incidentally, had been establishing an excellent tradition in the Christian culture over almost three hundred years – with Bavarian relish, Carl had become alarmed for more than one reason!

Yes – it was really a ’shock with an aura’ that found its way to Carl when, on this 13th day of August in 2017, he came upon said IF blog /1/ in the social networks. In this article, the author talked about a world-wide underpants-free future for all men: a world where, from one day to the next, wearing underpants by men was abolished. As a reason, it was stated that, apparently, all chafing, uncomfortable itching, disgusting tickling and virility-threatening clamping between razor-sharp zippers was now ignored, denied or hidden under a ’caftan ’.

A ’caftan’ that allegedly was only invented to give more freedom – that is, freedom for the ’unrestrained dangling of the male privates’ and consequently freedom to enjoy the ’so-called feeling of comfort’ that went along with it!

Of course, this had unimaginable consequences for the body – life – health – morals – society and economy! Not just for Germany and the European Union, but, when all was said and done, also for the entire Christian Occident and thousands of underpants-producing workers.

And was the time really chosen at random?

Had not just a few months ago Putin forbidden all activities around ladies’ underwear for the entire Eurasian Economic Zone, which had had disastrous consequences for TRIGA?

Maybe this was the balance against the male half of creation that was necessary due to gender-equality, after the first hit had devastated the female half of creation?

And was it really totally by accident that this campaign started in Bavaria of all regions? Or was it perhaps part of a long-planned conspiracy by Putin and Seehofer?

But when Carl, a few days ago when they had a meeting to discuss the ’development of new market strategies’ at TRIGA, mentioned these aspects, he was appalled to notice how his colleagues could not have cared less. Bernie – i.e. Dr. Osterkorn –, who was the head of the hosiery sector at TRIGA, in particular, did not seem to understand the impact of this event at all. As often before, he, again, lacked the antennae for trends in fashion and society!

Incidentally, the same was true for Gerlinde during their breakfast in the morning!

She, too, only had a laugh for him …

And – almost sympathetically – called him, Carl, a maniac who, once again, was chasing ghosts. And when Carl reacted offended and left the breakfast table without having drunk all of the morning coffee she always brewed for him with special love and care, she cried after him that she was not going to believe in the threat to occidental culture before Horst Seehofer appeared wearing a ’Caftan’ for the next Political Ash-Wednesday in Vilshofen!

Luckily, Carl knew what needed to be done in such catastrophic situations when everything was in danger of tumbling down: ’nothing’!

Now that was one aspect where, as always, he found himself in the best company with the others …

KH
(Translated by EG)

Roland Dürre
Friday March 17th, 2017

We Cure the Symptoms and Ignore the Sources.

Long Live Populism!

or
Talking Instead of Acting?

Charly, the Great Dictator.

Now I witnessed the first (electoral) campaign events with Martin Schulz. Even from the distance, I got the impression that this is another and admittedly talented attempt at using the general uncomfortable feeling of many persons as a resonance body for someone’s own goals and demanding a few improvements where small details are concerned that, however, only equal a treatment of symptoms if you look at the entire picture.

In these speeches, I perceived what is probably generally called populism and what is probably the last remaining recipe for success in the current generation of politicians. Apparently, nobody ever got the idea of asking what caused the problems and then introducing change in a social consensus through political activities.

Consequently, Martin Schulz is the next populist looming on the horizon for Europe. This time it is a candidate for the one “party of the people”. Again, the motto in the speeches I heard is the same:

We are appalled by the symptoms and enjoy to point out what went wrong, but we do not dare to approach the sources.

After all, that would be system-critical and call for change. Which is an absolute no-go. Especially for the SPD. Because that is something the comrades forbade themselves many years ago. After all, they want back to power. And even when they were part of the government, they avoided all “system-critical” issues wherever possible. Because “holy” practical constraints and systemic necessities stood in the way of change.

The environmental catastrophe and destruction of our planet (plastic, climate, …) and the social polarization of humanity with all its consequences such as flight because of destroyed living space and more left them just as untouched. In fact, they would like to just leave these issues out of the government altogether. Because it would only have be a nuisance.

“Social Democracy First” is rhetorically easy to communicate. Except: it is a little harder to actually realize and then to work on the causes. After all, you do not want to be (too) inconvenient and you also would not wish to hurt anybody, would you? These topics do not even appear in the electoral slogans, because bad news are not popular. Especially if you can no longer ignore them.

Regardless of the fact that reality, too, might well be a good topic for populists. See the video below. But if you talk about reality, you cannot be afraid of your own courage. You have to be able to bear the truth. And you are ill-advised if you fear that it might cost you votes. So what you need is courage. But currently, it seems that cowardice is more popular. Fear happens between the ears and it reigns over the world in a truly demonic way.

So here, yet again, I am trying to describe the reasons why our society drifts apart into fewer and fewer rich and more and more poor people. Which is exactly where you should get active if you call yourself a social democrat.

The reasons for polarisation are:

  • The free speculation with everything: currencies, enterprises, food, raw materials, property, copyright, all sorts of rights …
  • A property legislation that protects individual “mental property” in an exorbitant and excessive way;
  • A general understanding of ownership that seems to have totally isolated itself from the maxim of “ownership is also a responsibility”;
  • The social legitimacy of illegitimate influence on common-good interests exerted by interest groups (aka lobbyism as a criminal act of advantage theft);
  • Propaganda, including the seduction and manipulation on all levels, also of the sub-conscious, as a normal business method (aka marketing). Seduction that aims at making the concerned persons behave in contrast to their will and ratio.

Although we know better, we still believe that

  • Growth beats health;
  • Taylorismus beats task-identity;
  • Shareholder Value beats common-good economy.

When will we understand that

  • the interests of the stakeholders (customers, employees, …) should have priority over the shareholder interests and that
  • In a society with a future social togetherness instead of private property preservation must have the highest priority both for all individuals and the entity?

So why do politicians never talk causes but instead only make loud populist noises? And why do they always only write in their programs about minimal corrections and symptoms that need to be cured? And why do these methods actually make them successful?

🙂 Here is an example for POPULISM I rather like. Even if Harald Lesch is only partly correct (and I can easily imagine it), my aforementioned “social fear” might soon no longer play a role at all, because surviving will be more important.

Yes – this is exactly the speech I would like to hear from a politician…

RMD
(Translated by EG)

Two Magazines I Like – Or: Paper that Deserves to be Read.

brand eins & enorm!

I started “blogging” and publishing my experiences and ideas in the IF blog in 2008. It was a true delight for me to primarily do this for myself. Then I enjoyed noticing how many readers I have and also liked the many events and contacts that developed from it. Then I looked for and found a few co-authors, not many of whom actually remain to this day.

IF-Blog.de was also responsible for me finding brand eins. But more on this later in this article.

The January 2017 Edition

The history (Geschichte) of  brand eins officially starts in August, 1999. In 2008, brand eins was already in its ninth year. In fact, the early stages of its history were even three years before that, in 1996. And yet, like many of my friends, I did not yet know anything about brand eins.

The beginning of the brand eins story was probably with an interview by Jost Stollmann (1996). At the time, Jost was the boss of Compunet; the InterFace Connection GmbH was twelve years old at the time. My personal connection with Jost Stollmann is not only that we are both IT enterprises. No: he was also one of Rupert Lay’s students.

At the time, Rupert drove a red Series-Three-BMW (including a 2.0-litre machine), which was rather extraordinary for a Jesuit pastor. In fact, his car looked a lot like my red Series-Three-BMW (including 2.3-litre machine). That was something we enjoyed very much. Rupert’s BMW, however, was not a business car, but a gift (or item on loan) from Jost. And Rupert very much delighted in his fast red BMW and especially in its origin.

Incidentally, Jost Stollmann remained faithful to brand eins – he gave more interviews with them (in 2009 and in 2012).

(Unfortunately, I could not find the 1996 interview anywhere. I would really like to read it. If any of you has a link or a pdf for it, you could make me happy by sending it).

Florian Prange, Entrepreneur and Treasurer of FÖS.

brand eins is something I first came upon through Florian. At the time, Dr. Florian Prange had just started working for InterFace as a senior consultant. He was a very refined, young and socially active type of person. Today, he has his own enterprise and is treasurer in the board of directors of FÖS (Forum Ökologisch-Soziale Marktwirtschaft), which is also a very interesting address.

Florian liked my articles and consequently pointed me towards brand eins. In his opinion, my articles deserved a few more readers – and he thought that maybe this could be achieved through brand eins.

In fact, I did not know about brand eins at the time, regardless of the fact that it had already been on the market for nine years. For managers, the “must” magazines were the Manager Magazin or the  Wirtschaftswoche. Both are anathema to me – and I saw that brand eins was totally different and much better.

Consequently, I was fascinated by brand eins and quite a few friends and business partners were given a copy or two of the magazine over time. Giving it to them was always a huge success – many had never heard about it and were surprised. They were happy to get totally new impulses.

It was even beneficial in terms of business. One of my friends (If-blog author Edwin Ederle) managed to be mentioned in one of their editions with his enterprise data2impact (Feine Klitsche). And the reviews (Rezensionen) on brand eins I wrote in IF-blog for quite a few years were also often read.

Frau Gabriele Fischer Giving a Presentation for InterFace (2009)

This is also how I first met Gabriele Fischer, the founder of brand eins. My contact with her led to a great presentation by Frau Fischer at the IF-Forum.

Unfortunately, Frau Fischer did not want to become a “Youtube-Toussie“ (this is how she herself formulated it), which means we cannot offer you a video documentation of her excellent presentation.

And this is how posterity will really miss something very important.

brand eins still exists today – and it is now the established business magazine, not only for managers! And it is still the only paper I deem worthy of reading. …

Wrong!

I should have written:  Was. Because now I found enorm . That is a magazine dealing more with life than with business.

Here is how it happened. On Friday one week ago, I was introduced to Peter Felixberger (who, incidentally, is good friends with Gabriele Fischer). Among other things,  Peter was also the founder of changeX.

Today, he is programming manager of Murmann Publishers. He is the editor and responsible for the edition of kursbuch.edition and of the magazine enorm, as well as publisher of »Kursbuch auf Weltreise« (Goethe-Institut). And there are many other things he does on top of that. My friend Andreas Zeuch also published his latest book  at Murmann.

On that Friday, I had a wonderful conversation with Peter Felixberger. I noticed that there are many similarities between our ideas of value, interests and needs. Consequently, it was very nice for me to listen to him. He really made me quite enthusiastic about his publishing company and his products.

He also showed me enorm, which is a magazine directed at the age group between 20 and 40, but in my estimation it will find and has already found many followers among the younger and older readers.

I can easily imagine enorm in less than ten years being as much of a success as brand eins is today. Consequently, I will now give you a short mini review of the current edition 06 (December/January 2016/2017).

What is it that fascinates me about enorm?

There are two elements that fascinate me: the basic concept of the magazine and the topics.

I would say the basic concept is one of fairness and considerateness.

I rather like the topics because everything I find in the magazine is of high relevance for me. The structure is GET-UNDER-WAY, BECOME-ACTIVE and LIVE.. Under the subsection “Against All Odds”, I find a beautiful collection of topics that I consider extremely important today. After all, enorm has been available since January 2010. You will find all the editions since 2010 in the archive archive on their website. Also full of important topics. Many articles, however, are “not yet set public” – dependent on the edition. I find that reasonable, because especially if you write about important topics, you should also be able to earn money with what you write. Besides, there is still enough to read.

Now I wonder if it is perhaps a good idea to make some enorm editions gifts to my friends and business partners – as I formerly did with brand eins. Especially in the departments with the impossible name “Human Resource“ (HR), enorm might perhaps be extremely helpful in small and big German enterprises when it comes to better understanding the values, expectations, interests and needs of the employees. And there is probably no enterprise that could not potentially benefit from such understanding.

Withbrand eins, it was possible to read all archived articles for free. That seems to be a thing of the past. But I find many brand eins articles on the internet – see also the two Jost Stollmann interviews. And the Inspiration section on the brand eins website also looks very attractive to me.

Incidentally, it is also very rewarding to follow both magazines on twitter. Here are the “accounts“:
@brandeins and @enorm_magazin. So: #FF!

Buy and Pay!

I think it is a matter of fairness to, once in a while, also buy paper articles. If you do not wish to read it yourself, you can make a gift of it. And that will inspire other persons.

So here is what you want to do: walk to the kiosk on February, 24th and buy the next enorm edition.

RMD
(Translated by EG)