Page purpose: provide an exploration landscape and mental radar blips
We can only work on, with and toward the “things”
There are over 400 links on this page leading to other pages with multiple topics
Just reading is not enough …
Everything takes place within the “sweep of history”
What needs to be done to move forward?
The current global economic distress is part of the “sweep of history.”
Don’t expect the road ahead
Museums have more than one exhibit.
Luther, Machiavelli, and the Salmon
There is a persistent need to refocus the brain
The future depends on what’s between each individual’s ears.
One of the first things to abandon is,
A critical question for leaders is, “When do you stop pouring resources
Peter Drucker: THE Über mentor
A guiding light toward a functioning society
People don’t acquire and maintain a world beater reputation
“The more we dug into the formative stages and inflection points of companies like
I consider myself a “social ecologist,”
… society, polity and economy are a genuine environment, a genuine whole,
“Rarely in human history has any institution emerged as quickly
What management will we need from here on out?
Larger view of the big picture action system
There is no point in asking which came first: the educational explosion of the last hundred years or the management that put this knowledge to productive use.
rlaexp.com can help you
This page is a landscape
It is unique in its breadth and depth
Try Google searches on core ideas.
Harvesting and calendarization are necessary …
rlaexp.com brainroads, brain-addresses, exploration
The human brain has no natural way
Exploring the page with something specific in mind
On any topic there is a wide range of conflicting opinion and prescriptions —
Luther, Machiavelli, and the Salmon
A foundation for future directed decisions #2
One of the implications of this dynamic reality is the end of life-time employment.
If what people and organizations were routinely doing
Extrapolating yesterdayS is a fruitless attempt to predict the future.
Trying to predict the future is like driving down a country road at night
Corporations once built to last like pyramids are now more like tents.
The individual will have to assume responsibility
Larger view of the evolution of refrigeration
Many of these organizations were not initially resource strapped —
“A success that has outlived its usefulness
Many had to bring in an outside CEO
Spencer Stuart’s Tom Neff, the dean of CEO Executive Search,
After all of the examples of the last thirty years it’s
“The last twenty years have been very unsettling.
“It’s not the will to win,
New paradigms: “AS WE ADVANCE deeper into the knowledge economy,
Fine-tuning yesterdayS and waiting to fail is not a good approach.
Just like the worldS of
You must be prepared for the abandonment of everything.
These is nothing that can be done at point X in time
Getting toward tomorrowS requires doing something different.
We can only work on and with the things on our mental radar.
How strange must the first telephone, airplane or … have seemed? … Also you want competitors to not see the opportunity and leave you alone.
The preceding implies time usage decisions with serious consequences.
Requires simultaneous, overlapping stage work in several dimensions
If you investigated the prominent companies from the 1950s,
Because its function is to put knowledge to work
It must be organized for innovation;
It must be organized for systematic abandonment
It is the very nature of knowledge
Navigating a changing world
Where to jump next? Remember brain addresses mentioned earlier?
For each “topic” area on this page there are implications
Finding connections between topics:
The work approach presented here is not the same as course work.
There are decisions to be made:
What needs doing?: Exploration, vision, and foundation building;
If a person chooses to work on just more of the same,
Say goodbye to the you of yesterday.
Never forget that the real world and its dynamics
How will younger people get exposure
Work toward YOUR future while you’re successful !!!
And exit the dying worldS of yesterdayS before ASAP.
Try to minimize responding to the “flow of events”
So, what’s next?
“Managers are synthesizers
Along the road ahead unforeseen things will happen that set other wheels in motion.
Further down the page are a number of book outlines
And how do you keep your brain
… “Priorities and posteriorities always have to be reconsidered
Now, the details
Intro tour ::: rlaexp home page — a major difficult brainroad
Attention !!! (refocusing attention always comes first)
The patterning system of the brain needs a “heads-up” !!!
Three types of intelligence — Niccolò Machiavelli :::
The logic bubble (what are those crazy people thinking?)
“That knowledge has become the resource,
The post-capitalist society
It is the very nature of knowledge
Larger view of picture technologies image below
How long do you have before the next break in your present continuity?
The future that has already happened ::: Knowledge: Its Economics and Its Productivity (Connect, only connect) ::: The Daily Drucker (a foundational resource with an unparalleled field of vision) ::: TLN text site map (quick view of the Time-Life Navigation SM © site's scope. Over 500 html pages, 100+ PDFs, 1000s of images. Which of these elements are part of your future?) ::: Time-Life Navigation © SM (about living in a world moving toward unimagined futures) ::: Adventures in time (can you connect this idea with someone or a topic listed here?) ::: Adventures of a Bystander ::: Simplified TLN system view ::: The Unfashionable Kierkegaard ::: The futility of politics
Time usage decisions with serious consequences
“Success always obsoletes the very behavior
The Changing Social and Economic Picture (The mother-ship: look toward tomorrowS to avoid becoming a prisoner of the past) ::: Up to poverty ::: The First Technological Revolution and Its Lessons ::: Management and Economic Development ::: Knowledge ::: society of organizations ::: management ::: A Society of Organizations ::: Economic Content and Structure ::: Knowledge System View ::: Doing Business in the Lego World ::: Drucker on Asia — A Dialogue Between Peter Drucker and Isao Nakauchi ::: Society :: events :: stuff happening (thousands of article titles from WSJ, MarketWatch, McKinsey, Knowledge @ Wharton, NYT, network news and 70+ other regular sources). My Delicious ::: How Can The INDIVIDUAL Survive?
Work life brainscape © SM:
The “right” knowledge specialties are “passports” to careers.
… “For not only is it individuals who will have to convert this change
Peter Drucker — The Über Mentor ::: Early Career Work (a work approach for knowledge workers and ambitious knowledge technologists — a foundation for future directed decisions) ::: Exploring the world of permanent-temp work PEOs etc. — chapter 8, They're Not Employees, They're People in Managing in the Next Society ::: Productivity of knowledge and service workers — a priority
Résumé and Interview Planning for your years and the decades ahead
Learning that becomes a part of you ::: Education and the real world ::: Find “educat” in Drucker on Asia ::: Internet continuing adult education ::: rlaexp.com site search: continuing education … ::: For almost nothing in our educational systems prepares them for the reality in which they will live, work, and become effective … more
Knowledges by themselves are sterile.
What do you want to do with the second half of your life?
For what you do: Where will the growth in need be?
How will you monitor this?
Mergers and acquisitions: What to expect — Google: mergers survival job
“The conclusion bears repeating: Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.” More
“Most of us, if we live long enough, must change careers. If career planning means not being open to opportunity, it doesn’t work. Planning should tell you only which opportunities are the right ones for you and which are the wrong ones.” More
This may be premature, but what about roles?
A lot can be seen in the contrast between Winning: The Answers: Confronting 74 of the Toughest Questions in Business Today by Jack and Suzy Welch and Drucker’s work. Welch: If you're not number 1 or 2 in the world, fix-it, sell it, close it.
Promotions: Many people honestly believe that a promotion or change in status instantly and mystically qualifies them to handle any problem that comes their way or that they may seek out. Nothing could be further from the truth. A promotion likely to pan out produces temporary incompetence, the kind of awkwardness that always comes before deeper understanding. The only appropriate response to a promotion is “Good grief, have I got a lot to learn now!” Leadership Jazz by Max De Pree
“Promoting yourself” does not mean self-serving grandstanding or hiring a PR firm. It means preparing yourself mentally to move into your new role by letting go of the past and embracing the imperatives of the new situation to give yourself a running start. This can be hard work, but it is essential that you do it. All too often, promising managers get promoted but fail to promote themselves by undertaking the necessary change in perspective.
A related mistake is to believe that you will be successful in your new job by continuing to do what you did in your previous job, only more so. “They put me in the job because of my skills and accomplishments,” the reasoning goes. “So that must be what they expect me to do here.” This thinking is destructive because doing what you know how to do and avoiding what you don’t can appear to work, at least for a while. You can exist in a state of denial, believing that because you are being productive and efficient, you are being effective. You may keep on believing this until the moment the walls come crashing down around you. The First 90 Days: Critical Success Strategies for New Leaders at All Levels by Michael Watkins
Find “levels” in information literacy
What Everybody Knows Is Frequently Wrong ::: If You Keep Doing What Worked in the Past You’re Going to Fail ::: Approach Problems with Your Ignorance—Not Your Experience ::: Develop Expertise Outside Your Field to Be an Effective Manager ::: Outstanding Performance Is Inconsistent with Fear of Failure ::: You Must Know Your People to Lead Them ::: People Have No Limits, Even After Failure ::: Base Your Strategy on the Situation, Not on a Formula — A Class With Drucker: The Lost Lessons of the World's Greatest Management Teacher
Opportunities (in today’s situation and world — repeat when tomorrow’s world becomes today’s world) ::: Effective decisions ::: Action plans ::: Meetings ::: Executive responsibilities: communication (calendarize this?)
Explore these situations because situations trump …
When you begin to fall into a pleasant routine, it is time to force yourself
“The leading management thinker describes seven personal experiences that taught him how to grow, to change, and to age—without becoming a prisoner of the past”. More
Executive Jobs and Growth: You have to learn to manage in situations
Will your past and current time usage serve your future needs?
The invisible person: Following a major organization shake-up,
… One implication of this is that individuals will increasingly have to take responsibility
table above: Tom Peter’s observations on purchasers of In Search of Excellence.
rlaexp.com has detailed notes
Mojo: How to Get It, How to Keep It, How to Get It Back if You Lose It
Managing oneself should be your foundation for everything else
You can’t design your life around a temporary organization.
Try reversing the ideas below: does it make sense to build one’s life
… Equally important, knowing the answer to these questions enables a person to say to an opportunity, an offer, or an assignment, “Yes, I will do that. But this is the way I should be doing it. This is the way it should be structured. This is the way the relationships should be. These are the kind of results you should expect from me, and in this time frame, because this is who I am.”
Even today, remarkably few Americans are prepared to select jobs for themselves.
“The responsibility for the development of the individual knowledge worker,
The decision, of course, cannot be that of the individual alone.
Today’s assumptions: Taking individual responsibility
It's more like vines, and you bring your own machete.
Harvest and calendarize?
What should I contribute?
“How could I make the greatest contribution with my strengths, my way of performing,
In the knowledge society, it is not the individual who performs.
Thinking of going solo?
The knowledge worker cannot be supervised closely or in detail.
He can only be helped.
But he must direct himself,
Effectiveness is what executives are being paid for,
Without effectiveness there is no “performance,”
The organization’s performance
Managing Oneself for Effectiveness (a step up the performance ladder … The Effective Executive … the big What NEEDS doing ? !!!!! The Effective Executive Preface !!!!! and The Effective Executive Outline !!!)
What needs doing around here?
Along the road to Terra Alta
What Executives Should Remember
Selling your business (in the money or in the game)
More looking out the window: The business x-ray, gap analysis, realities, performance chapters in Drucker’s time related books, the strategy chapters plus seven sources of innovative opportunity in Innovation and Entrepreneurship
The Second Half of Your Life (important to start by your mid-30s)
… This not only means that the equipment
Listening for the signal that it is time to change
Choosing your non-profit affiliations wisely
Career evolution © : Professional Grade ℠ (another door)
Organization evolution © SM —
“The center of modern society
“What executives should remember” — PFD
Theory of the business
Drucker made a distinction between business performance and management performance. Paraphrasing: Business performance is largely the result of past decisions. Management performance deals with bailing out those prior decisions and making the future. See A Scorecard for Managers, Measuring Business Performance, and Managing Capital Productivity in The Changing World of the Executive and Company Performance: Five Telltale Tests in Managing for the Future. In addition what is the REALITY STANDING?
Drucker’s insights are divided into five main themes that the modern organization needs to “create tomorrow”
“You have to start out with knowing
People coming in and people going out
According to Peter Drucker, “Leaders in every single institution
“Management’s concern and management’s responsibility are everything
“Q: Now we need to know how managers can operate
A: You have to learn to manage in situations
That is the fundamental change.
Management textbooks still talk mainly about managing subordinates.
But you no longer evaluate an executive in terms of
That standard doesn’t mean as much as
Similarly, business news still refers to managing subsidiaries.
But this is the control approach of the 1950s or 1960s.
The reality is that the multinational corporation
Businesses used to grow in one of two ways:
In both cases, the manager had control.
Today businesses grow through alliances,
This new type of growth upsets the traditional manager,
… “management is so much more than exercising rank and privilege;
Management affects people and their lives,
The practice of management deserves our utmost attention;
Inside-out or Outside-In?
“The customer never buys what you think you sell.
Production (from “specs” to user’s new reality — and then?)
Realities: Neither results nor resources exist inside the business. Both exist outside ::: Results are obtained by exploiting opportunities, not by solving problems ::: Resources, to produce results, must be allocated to opportunities rather than to problems ::: Economic results are earned only by leadership, not by mere competence ::: Any leadership position is transitory and likely to be short lived ::: What exists is getting old ::: What exists is likely to be misallocated ::: Concentration is the key to economic results
“THE NEW CHALLENGE facing the post-capitalist society is the
“To improve the productivity of knowledge workers
“Even more drastic,
You can no longer depend on the competitive advantage of knowledge.
Management, Revised Edition ::: What Results Should You Expect? — A Users' Guide to MBO ::: How to guarantee non-performance ::: The Five Most Important Questions You Will Ever Ask About Your Organization ::: The Definitive Drucker ::: Management Challenges for the 21st Century ::: Managing in the Next Society (It’s the society, stupid; From corporation to confederation and the steady decline of manufacturing as a producer of wealth and jobs) ::: More Drucker books — important to review chapter titles ::: Chaotics: The Business of Managing and Marketing in the Age of Turbulence ::: The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation by A.G. Lafley and Ram Charan ::: Playing to Win: How Strategy Really Works by A.G. Lafley and Roger L. Martin
Managing the Non-Profit Organization — central to American society. The non-profit institutions are human-change agents. Its product is a changed human being. Good intentions: the road to hell. Most nonprofit organizations, almost all big foundations, and a good deal of government spending are invested in “good intentions.” Look here
Abandonment (the key to moving forward) ::: Marketing (creating a customer — the purpose of business and economic activity) ::: Technology ::: Globalization ::: Alliances, Collaborations, Outsourcing ::: other
People decisions (the real control of an organization — start very early)
Developing Management and Managers Chapter 24
“What do our jobs have to be to attract and hold the kind of people we need and want? What is the supply available on the job market? And, what do we have to do to attract it?” ... snip, snip ... Every organization, therefore, needs to design a “career product” that will attract and satisfy the career customer of tomorrow.
How to Develop People
All of them have to bring people
Apple ™: Apple II, Lisa, Mac, Laptops, iPod and iTunes and other online stores,
What would you see by
New paradigms: “AS WE ADVANCE deeper into the knowledge economy,
“High tech is living in the nineteenth century, the pre-management world.
Innovation and Entrepreneurship (“This is a practical book, but it is not a “how-to” book. Instead, it deals with the what, when, and why; with such tangibles as policies and decisions; opportunities and risks; structures and strategies; staffing, compensation, and rewards. … Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service. … The test of an innovation, after all, lies not in its novelty, its scientific content, or its cleverness. It lies in its success in the marketplace. … A successful innovation aims at leadership … successful entrepreneurs aim high. They are not content simply to improve on what already exists, or to modify it. … Successful businesses, businesses that are today in the right markets with the right products or services, are likely ten years hence to get three-quarters of their revenues from products and services that exist today, or from their linear descendants. In fact, if today’s products or services do not generate a continuing and large revenue stream, the enterprise will not be able to make the substantial investment in tomorrow that innovation requires.”)
Entrepreneurship (total confusion)
“Innovation is not a technical term. It is an economic and social term. Its criterion is not science or technology, but a change in the economic or social environment, a change in the behavior of people as consumers or producers, as citizens, as students or as teachers, and so on.
… “Views about social entrepreneurship … First, it’s as important as economic entrepreneurship. More important, perhaps. In the United States, we have a very healthy economy but a very sick society. So perhaps social entrepreneurship is what we need the most — in health care, education, city government, and so on. Fortunately there are enough successes around so that we know it can be done — and also how to do it. You have to start small—the big cure-alls never work”
“What about innovation and entrepreneurship in government? That’s probably our most important challenge. Look, no government in any major developed country really works anymore. The United States, the United Kingdom, Germany, France, Japan — none has a government the citizens respect or trust. In every country there’s a cry for leadership. But it’s the wrong cry. When you have a malfunction across the spectrum, you don’t have a people problem, you have a systems problem.” — Peter Drucker
And it is change
“A key to innovation is not to try to be brilliant, but to be simple….
… “Today you need an organization that is a change leader, not just an innovator. Five years ago, you had an enormous amount of literature on creativity. Most of creativity is just hard and systematic work. Fifteen years ago, everyone wanted to be an innovative company, but unless you are a “change leader” company you won’t have the mindset for innovation. Innovation has to have a systematic approach. And innovation is very unpredictable … ” — Managing in the Next Society. Also find “change agent” in Management, Revised Edition
… “The management of change is, however, the wrong place to start. What has to come first is the management of continuity. Every business enterprise needs to balance continuity and change, and that has to begin with establishing the fundamental direction, that is, with the continuity of the enterprise. To make a business effective does indeed require that it be able to use change as an opportunity, but this, in turn, requires first that the enterprise have a clear mission” — more
“Continuous improvement is considered a recent Japanese invention — the Japanese call it kaizen.
But in fact it was invented almost eighty years ago, and in the US.
From World War I until the early 1980s when it was dissolved, the American Telephone Company (the Bell System) applied ‘continuous improvement’ to every one of its activities and processes, whether it was installing a telephone in a home or manufacturing switchgear.
For every one of these activities Bell defined results, performance, quality, and cost.
For everyone it set an annual improvement goal.
Bell managers were not rewarded for reaching these goals.
Those who did not reach them were out of the running,
… This has given shareholders the power
Inside-out or Outside-In?
“The customer never buys what you think you sell.
The world’s most popular cars: a new champ
“The Ford Focus isn’t the best-selling car in America; it’s not even in the Top 10. But around the world, especially in fast-growing markets in Asia, the sporty compact is growing in popularity, so much so that it is about to knock off the venerable Toyota Corolla as the world’s most popular car.
It’s been a record year for the auto industry, with global sales expected to top 80 million cars and trucks. Although European sales have been weak and China has slowed a bit, sales in the U.S. market have been robust, fed by pent-up demand. Analysts are forecasting U.S. sales of about 14.5 million units (less than 20 per cent of the market).
When it comes to crowning the best-selling cars, though, China, now the world’s largest automotive market, has the most clout. And in 2012, Ford and Toyota saw very different outcomes there. Ford has been investing heavily in China, and the Focus is one of 15 new models being introduced there over the next few years. Meanwhile, a long-simmering territorial dispute between Japan and China sparked a boycott of Japanese cars by Chinese consumers in the latter half of the year. As a result, Toyota’s sales in China fell about 25 percent below expectations” — Forbes
Selling to the World
“In the global economy, businesses are increasingly forced to shift from being multinational to being transnational.
The traditional multinational is a national company with foreign subsidiaries. These subsidiaries are clones of the parent company.
Most companies doing international business today are still organized as traditional multinationals. But the transformation into transnational companies has begun, and it is moving fast.
The products or services may be the same, but the structure is fundamentally different.
In a transnational company there is only one economic unit, the world.
Selling, servicing, public relations, and legal affairs are local.
But parts, machines, planning, research, finance, marketing, pricing, and management are conducted in contemplation of the world market. …
One of America’s leading engineering companies, for instance, makes one critical part for all of its forty-three plants worldwide in one location outside of Antwerp, Belgium—and nothing else. It has organized product development for the entire world in three places and quality control in four. For this company, national boundaries have largely become irrelevant.
The transnational company is not totally beyond the control of national governments. It must adapt to them. But these adaptations are exceptions to policies and practices decided on for worldwide markets and technologies.
Successful transnational companies see themselves as separate, nonnational entities. This self-perception is evidenced by something unthinkable a few decades ago: a transnational top management. …
The U.S. government is trying to counteract this trend by extending American legal concepts and legislation beyond its shores. …
Although the United States is still the world’s largest economic power—and likely to remain so for many years—the attempt to mold the world economy to American moral, legal, and economic concepts is futile.
In a global economy in which major players can emerge almost overnight, there can be no dominant economic power.
Nonetheless, there is certainly need for moral, legal, and economic rules that are accepted and enforced throughout the global economy. A central challenge, therefore, is the development of international law and supranational organizations that can make and enforce rules for the global economy.” — The Transnational Economy and Managing in the Next Society. Also see Drucker on Asia — A Dialogue Between Peter Drucker and Isao Nakauchi and Find “transnational” in Drucker books
Competition on the roads ahead: … One consequence of this is that every business must become globally competitive, even if it manufactures or sells only within a local or regional market. The competition is not local anymore—in fact, it knows no boundaries. Every company has to become transnational in the way it is run. … But in e-commerce there are neither local companies nor distinct geographies. Where to manufacture, where to sell, and how to sell will remain important business decisions. But in another twenty years they may no longer determine what a company does, how it does it, and where it does it … more
For all of this to take place, what is involved? What people, located where, doing what, generating what financial flows …
Budgeting (a managerial tool using financial notation) “This managed expense budget is the area in which we really make our decisions on our objectives. (That, incidentally, is why I dislike accounting ratios in that area so very much, because they try to substitute the history of the dead past for the making of the prosperous future.)” Technology, Management and Society ::: Profits and Profitability (Profit is needed to pay for attainment of the objectives of the business. Profit is a condition of survival. It is the cost of the future, the cost of staying in business. It also serves a major social function)
However beautiful the strategy,
The Priority Tasks — The Need for Social and Political Innovations
The twenty-first century will surely be one of continuing social, economic, and political turmoil and challenge, at least in its early decades. The Age of Social Transformations is not over yet. And the challenges looming ahead may be more serious and more daunting still than those posed by the social transformations that have already happened, the social transformations of the twentieth century.
Yet we will not even have a chance to resolve these new and looming problems of tomorrow unless we first address the challenges posed by the developments that are already accomplished facts, the developments reported in the earlier sections of this essay — A Century of Social Transformation
Our aim should be to make people be more responsible. What we ought to be asking is not, “What should you be entitled to?” but, “What should you be responsible for?”
“Man becomes the instrument of evil when, like the Hensches, he thinks to harness evil to his ambition; and he becomes the instrument of evil when, like the Schaeffers, he joins with evil to prevent worse.” The Monster and The Lamb in Adventures of a Bystander
“Peter Drucker shined a light in a dark and chaotic world,
… “Power has to be used. It is a reality. If the decent and idealistic toss power in the gutter, the guttersnipes pick it up.” … more
Special interest pages
Knowledge as a system ::: The competitive knowledge economy ::: School and education as society’s center ::: Managment and the world’s work ::: What really ails the US auto industry ::: New Japanese business strategies ::: Sell the mail room ::: The learning society is taking over
Life lines (a view from above, in addition to within) ::: Non-competitive Life and Personal Community ::: Living in More Than One World — How Peter Drucker's Wisdom Can Inspire Your Life by Bruce Rosenstein ::: Life design © SM (as your verb or noun : a healthy work life + YOUR life)
Life design is inter-related with organization evolution and work life evolution. You can’t have a smartphone or an HD TV without organizations that produce and distribute them. Organizations can’t produce what we want without the required knowledge bases (one of which is management)
Ten To-Dos For Young People
What are your attractions?
Mental patterns (our self-organizing information system)
Thinking is the knowledge worker’s specific work;
He didn’t say job he said work.
Questions were part of Drucker’s thinking process
“Thinking … the most fundamental,
Book store: no thinking category
Universities: no thinking faculty and zero possibility thinking
School: no thinking subject” — Edward de Bono
Practical Thinking (knowing what to do) ::: The Six Value Medals ::: Six Action Shoes ::: Six Thinking Hats ::: Six Frames For Thinking About Information ::: de Bono’s Thinking Course ::: Effective Thinking Course ::: Teach Yourself to Think ::: Edward de Bono (more thinking resources: creative, design, perceptual, & operacy — the thinking involved in doing)
Keep track of your thinking with a thinking canvas ©
The Constructive Attitude
Using conceptual resources (as brainroads © and brainscapes ©)
Larger view of radar concepts
Larger view of harvesting and action system (above)
Larger view of topic implementation (above)
Collection of harvested action areas (larger)
Working it out in time
Hopefully this page has helped you create a mental movie — not picture — of an unfolding life as one gets older and encounters different unpredictable situations in different unpredictable surroundings in a world that is moving toward unimagined futures. Once you grasp the reality of these movies (because everyone has their own movie), place them on your future focused horizon and always keep thinking about time investments. Read and explore this page repeatedly while thinking calendarization ©.
We are embedded within the sweep of history
… “All this suggests that the greatest changes are almost certainly still ahead of us.
How will you build and maintain time-life navigation dashboard?
The hand of distance
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