Transformational Energy Units: The Fuel of Change, #15

In 1812 Napoleon marched into Russia with six hundred thousand men, the largest army Europe had ever seen.  His goal was continental dominance.  But dreams do not feed soldiers or warm them through a Russian winter.  As the march dragged on, supplies ran thin, horses starved, and morale cracked.  The farther the army advanced, the weaker it became.  When the survivors limped back across the border, fewer than one-hundred thousand remained.

Napoleon did not lose because he lacked strategy.  He lost because he ran out of energy.  The greatest vision collapses when the fuel runs dry.  That is the essence of Transformational Energy Units (TEUs)—the invisible reserves that power change.  Every transformation burns energy: human, cultural, organizational.  Without replenishment, the march stalls not in one dramatic clash but through slow exhaustion until people cannot carry the mission any farther.

John Boyd taught that maneuverability and conserved energy can defeat brute force.  But even the fastest jet stalls without fuel.  TEUs measure whether people can keep learning, unlearning, and relearning when the future pelts them with chaos.  They can be consumed by fear, overload, and uncertainty—or renewed by trust, purpose, and coherence.

Fear: The Hidden Gravity of Change

Every transformation begins with fear.  Fear of loss, of incompetence, of irrelevance.  It is the natural gravity that pulls people back toward what they know.  Suppress fear, and it burns energy underground; name it, and it becomes fuel.  TEUs are the mechanism for turning fear into flow—the courage to keep moving when certainty has vanished.

Fear taxes every system.  It slows decisions, silences truth, multiplies approvals, and corrodes meaning.  Managing TEUs means converting that fear into coordinated motion.  Leadership, at its core, is energy management under uncertainty.

Why Change Drains Workers

Consider Maria, a mid-level manager in a retail chain.  For fifteen years she had mastered her routines—Monday reports, Tuesday meetings, Friday inventory checks.  Competence was her identity, rhythm her comfort.  Then the pandemic arrived.

Overnight her company shifted to curbside pickup and e-commerce.  Her familiar spreadsheets were obsolete.  She went from expert to beginner, and her TEUs burned fast as she struggled to relearn what she thought she already knew.

Rumors of layoffs spread.  Anxiety devoured her reserves faster than any overtime shift.  Colleagues were furloughed, lunch-break friendships dissolved, and isolation did what no workload could—it drained her sense of belonging.

Working from the kitchen table while helping her children attend remote school multiplied the cognitive load.  Every ping, login, and Zoom call took another sip from her fuel tank.  Her identity—the reliable one who always delivered—wobbled.  Doubt replaced pride.

Then came the next wave: polyintelligence.  AI systems now forecast inventory, optimize routes, and analyze sentiment.  What had once been Maria’s judgment was now the algorithm’s recommendation.  Her value felt uncertain again.  Machines were fast; she was human.  The tempo gap widened, and fear whispered: Am I still needed?

Corporate sustainability goals followed.  Maria now had to weigh efficiency against carbon footprints, local sourcing against global costs.  These were moral decisions as much as operational ones.  Each demanded new learning—and burned more TEUs.

Maria’s story is everyone’s story.  The pandemic was a shock; polyintelligence is the marathon.  It demands constant adaptation, constant recalibration, and deliberate refueling of energy.

Fear into Flow

Fear burns energy without making progress.  Flow is energy moving forward and accomplishing things.  The leader’s task is to redirect one into the other.  TEUs describe that conversion in motion—the cycle of burn, replenish, and convert that keeps systems alive.

Burn is unavoidable; change consumes energy.  Replenish requires rhythm—cadence, rest, empathy, and shared purpose.  Convert turns temporary courage into lasting capability.  This cycle is the metabolism of transformation.

When DBS Bank in Singapore began its digital reinvention, leaders started by confronting fear directly.  They replaced control with curiosity, giving small teams room to experiment.  Failure became rehearsal, not crime.  Energy that once powered anxiety now powered learning.

Fujifilm faced extinction when photography went digital.  Instead of mourning film, it converted chemical expertise into healthcare and optics.  That was Transformational Energy in practice—fear transformed into focus.

Cadence: The Antidote to Anxiety

Fear thrives in chaos.  Cadence creates safety.  Predictable rhythms—daily stand-ups, reflection Fridays, clear sprint cycles—tell the nervous system: you can breathe here.  Atlassian’s Team Playbook codified such rituals so teams could balance intensity with recovery.  Predictability became permission.

Leaders who protect cadence protect courage.  Burnout is not commitment—it is unmanaged fear.

Pandemic Case Studies

Zoom — From Verb to Infrastructure

When the world locked down, usage exploded thirty-fold.  Engineers worked without rest, servers strained, and households coined the term “Zoom fatigue.”  Fear of collapse burned TEUs at every level.  Renewal came through massive infrastructure upgrades, rapid hiring, and a unifying mission: keep the world connected.

Moderna — Purpose as Jet Fuel

Scientists faced impossible deadlines and personal sacrifice.  TEUs drained daily.  But a single, moral sentence—we might save millions—refilled them faster than rest.  Purpose became the power source.

Uber — From Rides to Eats

When streets emptied, revenue vanished.  TEUs evaporated in fear and uncertainty until the company pivoted to food delivery.  That new sense of service recharged energy, giving workers and drivers renewed meaning.

Across every case the rhythm is the same: fear ignites the burn; purpose and coherence refill the tank.  Strategy and technology matter, but stamina decides survival.

CROME: The Levers of Energy

Leaders cannot prevent TEU burn, but they can guide the cycle through five levers: Coherence, Resilience, Orientation, Motivation, Empathy (CROME).

• Coherence keeps everyone rowing the same way.

• Resilience builds shock absorbers.

• Orientation provides maps, even short-term ones.

• Motivation reminds people why the struggle matters.

• Empathy acknowledges the cost.

CROME is not a checklist; it is a balancing act.  Push too much motivation without empathy and people burn out.  Over-control coherence and you calcify.  The leader’s role is to steward energy, not just assign tasks.

Fear Transformed: Global Lessons

In Rwanda and Ghana, Zipline uses drones to deliver blood and vaccines where roads fail.  Over one million deliveries and 100 million autonomous miles later, their engineers still talk about the mission, not the machines.  Seeing a life saved replaces fear of failure with pride.

In Kenya, Safaricom’s M-Pesa faced political resistance and technical risk, yet its purpose—banking the unbanked—overpowered fear.  Each successful transaction restored national confidence.

In Mumbai, the Dabbawalas deliver hundreds of thousands of lunches daily with near-perfect accuracy.  Their strength is rhythm—cadence so precise that even monsoons cannot disrupt it.  Routine becomes resilience.

These examples share a pattern: fear met with purpose, uncertainty met with trust, exhaustion met with meaning.

Polyintelligence and the Energy Gauntlet

The fusion of human, machine, and ecological intelligences—what this series calls polyintelligence—magnifies both capability and cost.  Humans must adapt to machines that learn faster and never rest.  Organizations must embed ecological intelligence, balancing sustainability with profit.  Leaders must orchestrate across these domains without losing human identity.

Each fusion burns TEUs.  Workers lose confidence when AI outperforms them, or when environmental mandates reshape familiar roles.  Cognitive overload and identity drift are the new occupational hazards.  

Polyintelligence is necessary for survival in the Sixth Great Transition—but it is not free.  TEUs are the only currency that can pay for it.

If polyintelligence came with a warning label, it would read: “Combining human, machine, and ecological intelligences will cause fatigue, disruption, and identity shock.  Use TEUs responsibly.”

Energy Meets Tempo

Boyd taught that tempo wins battles; TEUs remind us that stamina decides who finishes the war.  CROME gives leaders the levers to sustain that stamina.  The hidden side of transformation is not technology or strategy—it is energy.  The future belongs to those who can balance tempo with Transformational Energy, keeping the music alive when others fall silent.

Digital systems now move at speeds our biology cannot match.  My next article in this series explores what happens when machines take the lead—and why leaders must design organizations that can operate beyond human tempo without exhausting the human spirit.

*I use AI in all my work.

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Kevin Benedict

Futurist, and Lecturer at TCS

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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Vices and Virtues that Impact Foresight, #14

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How many of us have tried to convince another about the merits of an argument using data, facts, science, evidence and logic, only to make no progress at all.  The biases and lenses we all use to filter information changes our reality and view of the future as the following examples demonstrate.

On a frozen January afternoon in 1982, Air Florida Flight 90 sat on the runway at Washington National Airport. Snow drifted across the tarmac, visibility was low, and ice clung to the wings and engine inlets. Inside the cockpit, Captain Larry Wheaton studied the power readings with a growing sense of unease. “That doesn’t look right, does it?” he said softly—less a warning than a quiet appeal.

His first officer sensed the danger too. The instruments looked wrong. The engines felt slow. Nearby aircraft reported dangerous levels of ice. Yet both men excused their concerns, hoping the other would carry the burden of truth. Their unease grew, but neither spoke with the clarity reality demanded. Weak signals accumulated around them like snow flakes.

Moments later, Flight 90 lifted off with too little thrust. The engines stalled almost instantly, strangled by ice. The aircraft plunged into the Potomac River, killing seventy-eight people.

There was no mechanical failure.

The system did not break.

The humans did.

This cockpit was not simply a tragedy—it was a perfect illustration of moral misalignment: the quiet internal distortions that disable clear perception, distort orientation, and prevent leaders from acting on reality as it actually is. The pilots were not incompetent or malicious. They were human beings under emotional pressure, swept along by subtle vices—fear, deference, denial, avoidance, ego sensitivity. Each distortion was small. Together they made catastrophe inevitable.

Most systems do not crash into icy rivers; they drift, little by little, until the drift becomes distance. And always, misalignment destroys foresight long before it destroys anything else. Every inflection point begins with weak signals. Every future arrives with early warnings. But leaders, teams and organizations who are internally misaligned cannot adequately perceive them.

You cannot anticipate what you refuse to perceive. Let me repeat this point, “You cannot anticipate what you refuse to perceive.” Weak signals register only in systems that are aligned enough—internally clear enough—to let discomfort become information that is acted upon. 

Flight 90 was surrounded by signals: ice on the wings, abnormal power readings, sluggish acceleration, warnings from other pilots. But misalignment muffled those cues until they were no longer signals—only noise.

When leaders and organizations lose alignment, they lose their future.

Practicing & Navigating the Future, #13

Imagine being assigned to repair a complex machine without proper instructions. You know it should function, but you’re not sure whether the leftover screws, washers and roll of red wire are optional or the reason it doesn’t turn on. That’s what leading without foresight feels like.

Frank Diana, principal futurist at Tata Consultancy Services, argues foresight is the instruction manual for navigating the future’s chaos. Only his manual doesn’t give you a single design—it lays out multiple possibilities.

Frank Diana’s Map of the Future

Diana’s core idea is simple: stop predicting one future and start preparing for many different possibilities. He calls the method possibility chains. Picture them as dominoes. One disruption triggers another, then another. Generative AI enters the office, hiring patterns shift, training budgets move, spans of control widen, real estate needs shrink, tax bases wobble, regulations evolve. Each trigger is a link in a chain, and together they form a picture of how the future might branch.

This is what makes Diana distinct. He isn’t interested in trend lists that sit in slide decks; he’s interested in how trends connect, converge, multiply and amplify. Foresight isn’t prophecy; it’s practice. Leaders rehearse possible branches the way pilots run simulators—so when turbulence comes, muscle memory kicks in.

The Great Energy Rethink with Expert David Carlin

In this episode of FOBtv, we tackle one of the most urgent questions of our time: Can the world grow richer without cooking the planet? Our guest, David Carlin, argues that we’re framing the climate challenge all wrong. The real goal isn’t to use less energy—it’s to use cleaner energy, and that shift in mindset radically reshapes how we think about growth, development, and the future of global prosperity.

Take a deep dive into the report: https://lnkd.in/ezQC8abU

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*I use AI in all my work.

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Kevin Benedict

Futurist, and Lecturer at TCS

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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Loops, Truth, and Tempo: The Strategic Genius of John Boyd, #12

John Boyd never got queasy on a carnival ride. He loved loops. He flew them, he studied them, and eventually he turned them into one of the most powerful strategic tools of the modern age. In the cockpit, loops were his edge—rolling, climbing, and diving until he was behind his opponent in forty seconds or less. Later, in briefing rooms filled with generals and CEOs, loops became his metaphor for how to outthink, outmaneuver, and outlast any rival.

Boyd was a U.S. Air Force fighter pilot, but calling him that undersells him. He was part pilot, part mathematician, part philosopher, and part troublemaker. He asked questions nobody wanted asked, and once he started, he wouldn’t stop until you saw the world differently.

The 40-Second Rule and Energy–Maneuverability Theory

Boyd’s legend began in the cockpit. They called him “40-Second Boyd.” His standing bet was simple: start in any position, and within forty seconds he would maneuver behind you for the kill shot. Nobody could beat him. What made him unbeatable wasn’t just raw reflexes—it was science. Boyd created the Energy–Maneuverability Theory, which quantified aircraft performance in terms of energy gained or lost during combat. Suddenly, dogfights weren’t just instinct—they were math. Pilots who flew by feel now faced someone who could calculate their every move in joules of energy. That gave Boyd an unbeatable edge and reshaped how aircraft were designed and flown.

The Birth of OODA in the Sky

To understand why Boyd created the OODA loop, you need to imagine the cockpit of a fighter jet in the middle of a dogfight. The airframe is rattling under g-forces that press your body into the seat like a lead blanket. Your vision tunnels. Blood drains from your brain. Every turn, climb, and dive squeezes your body until you fight to stay conscious. At the same time, you are calculating airspeed, altitude, fuel, weapons, enemy position, and the physics of the sky. One hesitation—one wrong assumption—and you are dead.

Boyd thrived in this environment. He constantly observed what the enemy was doing, oriented himself in relation to the changing situation, decided on the best maneuver, and acted—all before the other pilot could finish their thought. In aerial combat, that tiny advantage in loops meant life or death.

Fighter pilots in dogfights have to track dozens of variables at once: the position of the sun blinding the canopy, the enemy’s angle of attack, the feel of the jet shuddering near a stall, the shrinking margin of fuel, the blur of tracers arcing past. Every second, the environment changes. Every second, new data floods in. The pilot who loops through that chaos faster seizes the initiative and forces the other to react on stale information. That is the heart of OODA—speed to truth.

Hype, Value and Future of AI with Gartner Expert Deepak Seth

In this high-energy episode of FOBtv, TCS futurist Kevin Benedict sits down with Deepak Seth, Gartner Director Analyst and leading expert in Data, Analytics, and Artificial Intelligence, for a rare inside look at how AI is truly reshaping the enterprise. This isn’t another hype-driven discussion. Deepak cuts through the noise to reveal how organizations are actually extracting value from AI—what separates real transformation from empty experimentation, why analytics is evolving far beyond dashboards, and how top companies are collapsing the gap between data, decision, and action.

*I use AI in all my work.

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Kevin Benedict

Futurist, and Lecturer at TCS

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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Rome, OODA & the Importance of Loops, #11

Everything alive runs on loops. It’s how energy moves, how information travels, and how systems learn. A loop is a circle that keeps returning, adjusting, and refining. When loops are healthy, life expands. When they break, decay begins.

Leaders who understand loops stop thinking of organizations as machines and start seeing them as ecosystems—networks of trust, data, and purpose that depend on continuous circulation. Flow, is what keeps them alive.

The Circulation of an Empire

Rome was once the master of loops. Its entire civilization was a circulatory system that moved taxes, grain, soldiers, and loyalty across continents. Money collected in the provinces flowed back into roads, aqueducts, pay for legions, and bread for citizens. Grain from Egypt fed the capital. Roman law built trust that kept trade humming. The empire pulsed with motion, every part nourishing the whole.

Then the flow began to slow. Wealth stuck at the top as elites hoarded fortunes instead of reinvesting them. Emperors silenced dissent. Aqueducts crumbled, and grain reserves ran dry. What had been a living network hardened into hierarchy. Rome didn’t fall in a single night—the drag of friction increased loop by loop.

The same pattern plays out in businesses and nations today. When circulation stops, when feedback is ignored, or energy stops recirculating, collapse begins.

Investing in Sustainability with Banking Americas' Marie Clara Buelligen

In this podcast episode, Marie Clara Buelligen, Head of Sustainable Investment Banking Americas at Societe Generale, shares a candid and strategic perspective on the future of sustainability in business. With deep insights into the intersection of finance, technology, and environmental responsibility, Buelligen explores how emerging tools like AI, digital twins, simulations, and modeling are reshaping long-term sustainability planning and climate risk management. 

Read the full report: https://lnkd.in/ezQC8abU

*I use AI in all my work.

************************************************************************

Kevin Benedict

Futurist, and Lecturer at TCS

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Follow me on X @krbenedict

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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Tempo: The Operating System of Success, #10

The different time dimensions of human time, digital time, and future time will impact us all, and when those different dimensions line up into a rhythm its a beautiful thing. It’s the operating system of the polyintelligent advantage.

You see it clearly in retail. A brick-and-mortar store runs on human-time. Doors open at ten, clerks work shifts, checkout lines move at the speed of hands and eyes. E-commerce, however, runs on digital-time. The site never closes, algorithms recommend products instantly, and payments clear in milliseconds. But neither works without future-time. Holiday promotions are planned months in advance, toys are pre-ordered based on trends, and shipping networks are prepared for the rush.

All three time dimensions—human, digital, and future—show up in every shopping trip. If forecasts are wrong, shelves are empty. If the website crashes, carts are abandoned. If delivery drivers can’t keep pace, the system collapses. The winners are those who can orchestrate the dimensions into one smooth tempo. 

Tempo Inequality – The New Wealth Gap

History shows what happens when tempos diverge. The winners aren’t always the fastest—they’re the ones who move in rhythm with the needs of the age.

In the mid-1800s, sailing ships could outrun early steamships when the winds were right. Clippers set records, shaving days off Atlantic crossings. But wind is a fickle partner. Voyages could double in length if storms hit or skies went still. Steamships, by contrast, weren’t glamorous sprinters, but they were steady. Liverpool to New York became a timetable, not a gamble. Merchants, bankers, and governments shifted allegiance to steam. Tempo inequality—not sheer speed—sank the sailing ship.

The Pony Express fell the same way. Riders crossing prairies in ten days seemed unbeatable—until the telegraph carried messages across the continent in ten minutes. Heroic endurance was irrelevant once a new tempo dimension arrived.

The pattern repeated in retail. Sears built its empire on seasonal catalogs, physical stores, and human-time logistics. For decades it worked. But Amazon entered digital-time. Its warehouses ran on real-time data, its algorithms anticipated demand, and its logistics promised delivery in days—sometimes hours. Customers adjusted to Amazon’s tempo, and Sears could not keep up. Tempo inequality shifted from a competitive edge to a matter of survival.

The lesson is clear: being stuck in the wrong tempo dimension isn’t just a disadvantage. It can be fatal.

When Scale Changes Everything, #9

Why talk about scale in a series on leadership and polyintelligence? Because scale is where small decisions stop being small. It’s where a clever idea, a promising experiment, or a niche technology suddenly impacts millions of lives. Scale is the moment the grid becomes a launchpad, not just a net.

Think about Zoom. Before 2020, it was one of many video-conferencing tools, used by tech teams and remote workers but hardly a household name. Then the pandemic hit. Within weeks, kindergarten classes, corporate board meetings, weddings, therapy sessions, and even funerals moved online. Zoom went from 10 million daily users in December 2019 to over 300 million by April 2020. That’s scale—when context and need snap into alignment and an “app” suddenly becomes social infrastructure.

Zoom didn’t succeed just because the software worked. It scaled because internet bandwidth, cloud capacity, user readiness, and cultural desperation for connection all aligned. The world was primed. Overnight, Zoom wasn’t just a product—it was a platform, rewiring education, healthcare, and workplace culture in real time.

Here’s the leadership lesson: if scale can happen this fast, leaders can’t just prepare for success; they must prepare for consequences. Scaling doesn’t only multiply opportunity—it multiplies responsibility.

The Future & Seventh Generation Principles, #8

Most business leaders are required to think in quarters. The Haudenosaunee Confederacy (made up of indigenous Americans) thought in centuries. Their Seventh Generation Principle asked leaders to make decisions as if seven generations of descendants were in the room. That’s 140–180 years of responsibility sitting across the campfire from you.

This wasn’t just a nice idea. It was wisdom written into the Great Law of Peace, the constitution that bound six nations together. Leaders who ignored it could be removed by the Clan Mothers—the original accountability committee. In other words, responsibility for the long-term wasn’t optional; it was enforced.

Why does this matter to us? Because the Seventh Generation Principle is one of the earliest examples of polyintelligent leadership. It combined human intelligence (through governance and law), ecological intelligence (through care for land, animals, people, generations, and water), and ethical intelligence (through responsibility to the unborn) into one operating system. Today, we need to add machine intelligence to that mix, but the principle gives us a template: decisions must serve more than just our short-term lives—they must cohere across generations.

Investors and Investing in Authentic Sustainability with Expert Eric Weitzman

Investors today are demanding more than promises—they want data. In this episode of FOBtv, I speak with Eric Weitzman of FactSet about how investors are scrutinizing companies’ authentic sustainability commitments, and how technologies like AI, digital twins, and advanced analytics are reshaping the way businesses prove their impact.

*I use AI in all my work.

************************************************************************

Kevin Benedict

Futurist, and Lecturer at TCS

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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

John Boyd & The Art of Adaptation, #7

Change is hard.  Managing in an uncertain world is hard, and winning in this environment is even harder. All of these things make it very difficult to keep your head in the game and to be competitive.  John Boyd was an officer, military pilot, and a military strategist that dedicated much of his life to thinking about thinking.  I find his ideas captivating and timely.

John Boyd, was a maverick U.S. Air Force colonel and fighter pilot, who never ran a company, yet his ideas have quietly shaped many of the world’s most adaptive organizations and leaders. His genius was not in tactics but in synthesis. He fused physics, philosophy, and human psychology into a unified theory of adaptation—showing that victory, in war or business, comes not from strength or scale, but from speed of learning.

Boyd’s central revelation was simple but radical: survival and winning depends on the ability to adapt faster than the environment, and faster than your adversaries can disorient you. The organizations that thrive are not those that predict the future perfectly, but those that can sense, decide, and act faster and more coherently than competitors.

Myths, Mechanisms, and the Grid, #6

The lone frontiersman. Rifle over one shoulder, axe in hand, squinting at the horizon with bacon fat in his pack and destiny and dust in his eyes. His boots? Homemade. His mule? Raised from birth. His clothes? Woven by candlelight, stitched with sinew, cinched by a belt carved from last winter’s elk. He is America’s favorite fiction.

Because that’s what he is: fiction.

He sounds self-sufficient, but he didn’t get there alone. He followed roads surveyed by the federal government. Claimed land acquired by government treaty or conflict. Relied on supply chains, currency, forts, railroads, and laws. His bacon fat probably came by boat. His independence rode on the back of infrastructure built stone by stone by collective effort, tax payers, and the many generations before him.

The idea of being “off-grid” was, in reality, made possible by the grid. Take the westward expansion:

• Land policy: The Louisiana Purchase, the Homestead Act, the annexations and territorial acquisitions of Texas, California, Nevada, Utah, Arizona, New Mexico, Hawaii, and parts of Colorado and Wyoming, along with the purchase of Alaska years later, gave millions access to land they had not settled themselves. These examples do not even include the many wars and forced removals of Native Americans.

• Movement systems: Roads, canals, and railroads were surveyed, funded, and maintained by governments, tax payers, and networks of engineers.

• Knowledge flows: Land-grant universities spread the agricultural and engineering know-how required to prosper.

• Enforcement systems: Property rights, military security, and legal frameworks secured claims.

Similar myths live on in technology start-ups. Founders in garages eating pizza and wearing hoodies programming world changing software capture headlines, but under the surface are venture capital, cloud infrastructure, open-source libraries, universities,  intellectual property law, federal research grants, and global labor markets.

The myth of the self-made hero persists because it flatters. But the truth is more useful: civilization doesn’t grow from grit—it grows from grids. The myth sells. The grid delivers.

The Cowboy We Idolize Never Existed

Americans love to imagine the cowboy as the purest symbol of American freedom — the lone rider beholden to no master, living by grit, will, and muscle. But the cowboy we remember never existed. The real cowboy was a poor, seasonal wage worker at the bottom of the economic ladder — a migrant laborer who slept on the ground, owned nothing, and moved someone else’s wealth from one place to another. He didn’t own the land beneath him, the cattle he drove, or even the saddle he sat in. When the cattle reached the railhead, he was paid barely enough to replace his torn gear, and then discarded until the next season.

The role of a cowboy, America’s low cost seasonal laborer, was not a dream job.  It was often the very dangerous last option to put food in one’s stomach for a few months each year.

And a real cowboy was never alone. The real cowboy worked on a team made up largely of immigrants and non-whites — Mexican vaqueros (horsemen), Black freedmen, Indigenous riders, and drifting laborers with little education or prospects. The skills Americans later romanticized were originally vaquero skills (Mexican herdsmen known for horsemanship, roping, braiding). The mythical cowboy character of a stoic, white, loner came later — invented by novels and film after the real cowboys were no longer required.

The West he rode across was not lawless wilderness - although lawmen were often spread thin. It was surveyed, titled, adjudicated, and claimed long before he arrived. Grazing rights, branding law, property enforcement, mining rights, claims, and water access were all regulated. The cowboy was not living beyond the reach of government — he was living inside it.

Even his livelihood was government-dependent. The range was “open” only because our collected taxes paid the U.S. Army to forcibly displace Native nations. The cattle trade existed only because federally subsidized railroads, paid for by US tax dollars, made long drives profitable. Remove government land policy or railroad subsidy and the cowboy era disappears. The irony is unavoidable: the cowboy myth is used today to celebrate freedom, rugged independence, and self reliance, yet the real cowboy’s very existence depended on massive investments in public infrastructure paid for by tax payers.

Only after the real cowboys lost their jobs and vanished did he become a legend and myth. When barbed wire ended open grazing, and the railroads pushed south, ranchers no longer needed to hire cowboys. So the cowboy was reimagined — not as the poorly paid disposable seasonal worker he was, but as an icon of independence, strength and freedom. His legend said he built this nation, alone, on his folksy wisdom and strong shoulders. 

This myth, this legend still shapes how Americans think about freedom: we treat needing nothing and self-sufficiency as virtues, and community and interdependence as weaknesses. But the real cowboy’s story teaches the opposite — that being alone is not liberty, it is vulnerability, poverty, and disposability.

He was not proof that independence built the West.

He was proof that interconnectedness, government infrastructure and investments, legal systems, property rights, and laws supported the economic growth of the West.

If he could tell the story himself, without the myth laid over him, he would remind us that a man without a living wage, safety network, or community is not a state one aspires to be in without duress.

The lesson that history erased is the one we most need now: freedom is not the absence of support scaffolding — it is belonging to a scaffold that holds you up, not one that uses you up. The mythical American cowboy was created, romanticized and untrue.

The real cowboys deserved better than the myth.

Why is a futurist writing about the mythical cowboy?  Because this myth impacts our future.  The myth says the future can be conquered on one's own.  The truth is the future will be all about succeeding through collaboration, interconnected communities, ecosystems and long-range purposeful planning and investments - all things that require interdependence and networks of like minded future-builders.  

*I use AI in all my work.

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Kevin Benedict

Futurist, and Lecturer at TCS

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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Circular Economies, Regenerative Processes, and Biomimicry with TCS Expert Haley Price

In this episode TCS's sustainability expert Haley Price and I dig deep into the motivations leaders and companies have to support sustainability and sustainable business models.  We explore the technologies, risks management strategies, and standards used to audit progress, and where the future of sustainability is likely to take us. TCS Digital Twindex Sustainability: https://www.tcs.com/what-we-do/servic... Read the TCS Digital Twindex Series: https://tinyurl.com/3tha7p58

*I use AI in all my work.

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Kevin Benedict

Futurist, and Lecturer at TCS

View my profile on LinkedIn

Follow me on X @krbenedict

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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

How the Past Informs the Future with Archeologist and Futurist Janna Jokela

What can a buried city, and ancient materials teach us about building a better tomorrow? On this episode, we connect the deep past with the long future. We're joined by Janna Jokela, a futurist and archaeologist who sees the remnants of ancient civilizations not just as historical artifacts, but as a map for our future. 

*I use AI in all my work.

************************************************************************

Kevin Benedict

Futurist, Lecturer and Humorist at TCS

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***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Survival Skills 2025

Knowing how to survive in the heat of the desert, does not help much in the darkness and cold of wintertime in Alaska.  Likewise, having the skills to operate in an environment running on 1970 business processes and practices does not offer much for a business operating in 2025.

New graduates today will be entering a world that is a completely different place than we faced decades ago.  Their skills will need to be relevant for today and tomorrow.  They will need to understand, and skillfully utilize intelligent digital platforms, intelligent tools, intelligent cobots (digital agent, partners and coworkers), and how to interact with intelligences of all kinds in our emerging polyintelligent world.

I fear though we will miss our mark.  Today, we check our phones between 72-100 times a day, spend many hours a day using our phones, but nothing in our schools teach us how to use our smartphones optimally, strategically or skillfully. We focus on banning them from schools, not because they lack utility, but because we use them wrongly and destructively.

Our world uses smartphones, but we don't teach them in school.  Our systems and processes use smartphones, but we don't educate ourselves, or our kids on how to use them effectively, optimally or positively.

Now comes a world where artificial intelligence will be inside everything.  We will depend on AI to support us in all of our endeavors.  Will we treat AI as another smartphone - a toy, hobby or uninvited guest to be banned from our schools, or will we recognize its utility and build a deep understanding of it into our educational curriculum so we can amplify and optimize that which is positive, and manage and diminish that which will cause us trouble?  

*I use AI in all my work.

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Kevin Benedict

Futurist, Lecturer and Humorist at TCS

View my profile on LinkedIn

Follow me on Twitter @krbenedict

Join the Linkedin Group Digital Intelligence

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

When Time Became Geography, #5

The world’s most powerful weapon in the 18th century wasn’t a cannon, a fleet, or a fortress. It was a clock. Not the kind that told you when to put the kettle on — the kind that decided whether your king’s treasure ships arrived in port or rested on the sea bed. A carpenter with a stopwatch ended up doing what navies and kings could not: he made the oceans predictable.

Clocks don’t usually win empires. But then again, most clocks don’t redraw the map of the world – on time.

The Scilly Naval Disaster: Longitude's Bloody Lesson

In October 1707, Admiral Sir Cloudesley Shovell, one of Britain’s most celebrated naval commanders, was sailing home from Gibraltar at the head of a great fleet. The journey had been brutal: storms, poor visibility, overcast skies that blotted out the stars. Latitude — north and south — they could measure. Longitude — east and west — they guessed. And guesswork at sea is gambling with death.

As the fleet approached England, the officers believed they were safely in the English Channel. In reality, they were dozens of miles off course, bearing straight for the Isles of Scilly — a rocky graveyard southwest of Cornwall.

On the night of October 22, the catastrophe unfolded.

• HMS Association, Shovell’s flagship, struck the rocks off Gilstone Ledge and sank in minutes. All 1,400 men aboard drowned.

• HMS Eagle, HMS Romney, and HMS Firebrand also ran into the rocks. Hundreds more perished.

• Survivors described chaos: the sea boiling with wreckage, men clinging to timbers, cries vanishing into the roar of the waves.

In a single night, between 1,600–2,000 sailors died — not by cannon fire, but by navigational error.

The disaster was a national humiliation. Britain’s most advanced navy had been defeated by the complexity of geography. Insurance markets trembled, trade partners panicked, families from Portsmouth to Plymouth mourned. Admiral Shovell’s body was later found washed ashore.

The Scilly Disaster laid bare a cruel truth: latitude without longitude doesn’t get you where you want to go. Confidence on one axis meant nothing without accuracy on the other. This was the disaster that pushed Parliament, in 1714, to establish the Longitude Prize. The empire needed a solution, or the seas would keep collecting bodies.

Profitable and Sustainable Futures with TCS Expert Jayasree Kottapalli

In this episode, our guest is Jayasree Kottapalli, Head of Sustainable Solutions, Communications, Media and Information Services at TCS. In this conversation we learn how businesses can thrive at the intersection of profitability and sustainability. Jayasree shares her personal journey into sustainability, unpacks the forces motivating organizations to act now, and explores how breakthrough technologies—AI, digital twins, sensors, simulation, and modeling—are transforming sustainability strategy. 

Read the full report on sustainability here: https://lnkd.in/ezQC8abU

gies—AI, digital twins, sensors, simulation, and modeling—are transforming sustainability strategy. 

*I use AI in all my work.

************************************************************************

Kevin Benedict

Futurist, Lecturer and Humorist at TCS

View my profile on LinkedIn

Follow me on Twitter @krbenedict

Join the Linkedin Group Digital Intelligence

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Polyintelligent Leadership, #4

When the ice cracks beneath you, you had better already know how to swim. The Sixth Great Transition is that cracking ice. Science, technology, society, economics, environment, geopolitics, and philosophy are all shifting at once—faster than most leadership playbooks can process.

In such an age, the leaders who survive—and the rare few who thrive—will not be unrehearsed. They will be practiced and polyintelligent.

What Polyintelligent Leadership Really Means

Polyintelligence is the braiding of three core intelligences into a single leadership operating system. Human intelligence provides judgment, ethics, empathy, and creativity. Machine intelligence delivers the speed, scale, AI, automation, and pattern recognition that humans alone cannot achieve. Ecological intelligence keeps the entire system honest, teaching us that every decision has ripples that extend into environments, ecosystems, cultures, and futures.

The polyintelligent leader doesn’t toggle between these streams as if flipping switches. They braid them into one strand of unified decision-making—fast when speed matters, deliberate when ethics or complexity demand it, and always aware of the wider system in which they operate.

The Leadership Shift

Author and military strategist, Robert Leonhard, reminds us that time is the dominant dimension of competition. Author Christian Brose shows us that compressing the chain between sensing and acting is decisive. Frank Diana warns us that multiple futures are always in play—and the leader’s task is to prepare for all of them.

Polyintelligent leadership is not about mastering each domain separately, but about standing at their intersection and conducting them as one.

The Responsible Revolution with TCS Expert Kiran Gupta

This episode of FOBtv, features podcast host Kevin Benedict, and guest Kiran Gupta, Global Head of Sustainability Services for TCS.  In this forward-thinking discussion we dive into the critical intersection of technology and ecological responsibility. We explore how cutting-edge technologies like AI, digital twins, and sensors can revolutionize ecological system management and enhance long-term sustainability planning.

TCS Digital Twindex Sustainability Report: https://tinyurl.com/3tha7p58 

*I use AI in all my work.

************************************************************************

Kevin Benedict

Futurist, Lecturer and Humorist at TCS

View my profile on LinkedIn

Follow me on Twitter @krbenedict

Join the Linkedin Group Digital Intelligence

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

The Future of Sustainability with TCS Futurist David Kish

 In this episode of FOBtv, our guest is TCS futurist and thought leader David Kish.  We dig deep into the "Future of Sustainability", and the concepts of regeneration, circular economies, coexistence, interdependencies and more. This episode introduces listeners to a new era where both the problems and solutions can be found in the convergence of domains such as science, technology, societal, geopolitical, economic, philosophical, and environmental.  This is the future of life on earth folks!  I learned a great deal.

GenAI: Getting Personal and Productive with Expert Ken Hubbell

In an era where every company is trying to navigate the complex world of generative AI, many leaders are still searching for the practical, day-to-day applications that truly move the needle. This is not another episode about the future potential of AI. This is a look at its practical present. Join us as we sit down with Ken Hubbell, a pioneering author and AI expert who has been at the forefront of the generative AI revolution since its early days. Ken pulls back the curtain on his career-long journey, sharing candid insights from his experiments, high-stakes projects, and the surprising ways he uses AI tools every day.

Why Polyintelligence Matters, #3

In April 2010, a volcano under Iceland’s Eyjafjallajökull glacier erupted, releasing a vast ash cloud into European airspace. Within hours, 100,000 flights were grounded. Millions were stranded. Global supply chains faltered.

Some organizations froze, paralyzed by the unexpected. Others instantly rerouted cargo through sea and rail, shifted production across borders, and reallocated staff in real time. Same event, different outcomes. The difference? Some companies could sense across domains, interpret the signals, and respond before the chaos became catastrophe. That’s practiced polyintelligence in motion.

Polyintelligence: A Leadership Imperative

Polyintelligence isn’t just a clever buzzword or a luxury—it’s the new operating system for leadership in the Sixth Great Transition. It is the fused capacity to sense, decide, and act across three synergistic domains:

• Human Intelligence: Context, ethics, imagination, intuition. The ability to interpret complexity, weigh meaning, and lead with conscience.

• Machine Intelligence: Pattern recognition, automation, scale, simulation. The capacity to sift signal from noise and act at speed.

• Ecological Intelligence: Systems awareness, interdependence, constraint recognition. The wisdom to live within planetary limits and anticipate feedback loops.

Futurist Frank Diana once put it simply: “The future belongs to those who connect dots across domains before others even see them.” Polyintelligence is dot-connecting in a world of entangled systems, relentless acceleration, and high stake consequence.

Complexity, Optimism and the Sixth Great Transition, #2

“You can’t manage your way through a great transition with a spreadsheet.”

Yet that’s exactly what many leaders are trying to do—optimize their way through systemic collapse using 20th-century tools and yesterday’s assumptions. What we’re facing isn’t just disruption. It’s a full-blown operating system upgrade for civilization. And it requires a whole new kind of leadership.

If you’re feeling overwhelmed, disoriented, and vaguely betrayed by the promises of progress, congratulations—you’re alive during a Great Transition. Not a blip. Not a market correction. A full-system transformation of how humans live, work, relate, think, and survive.

The last few times this happened, it gave us steam engines, global supply chains, electric lights, indoor plumbing, and middle-class dreams. This time, the outcome is still undecided.

For thousands of years, humanity has lived in the shadow of a wall. It was the wall of complexity—the place where our imagination outpaced our ability to calculate, predict, or control. We could see just high enough to glimpse possibilities, but not high enough to map them. Sailors hugged the shoreline because oceans were too complex to navigate. Doctors bled patients because the body’s mysteries remained opaque. Economies rose and collapsed because no one could model the system they were part of.

Even games reminded us of our limits. For millennia, the board game Go was considered unassailable by machines. Its possibilities may even outnumber the atoms in the universe. Human players mastered it not through brute force, but by intuition, creativity, and pattern recognition. Complexity was our fortress.

Then, in 2016, a machine climbed the wall. Google’s AlphaGo didn’t just defeat the best human Go player—it overwhelmed him by seeing thousands of futures in advance. Not by being cleverer, but by being able to contemplate what we could not. The wall of complexity cracked.

Polyintelligence and the Sixth Great Transition, #1

History follows you everywhere — it trails behind like an unshakable shadow, reminding you of debts, traditions, and unfinished business. The future, though, doesn’t wait outside. It kicks in your door, uninvited and unpredictable, carrying a mixed bag of opportunities and crises. Leaders don’t get to choose whether it shows up. The only choice is how prepared they are when it does. And if you want to see how intelligence survives such intrusions, don’t start in a boardroom. Start in an anthill, where survival depends not on hierarchy but on coherence, connection, and the ability to adapt together.

Ants don’t follow blueprints. No single ant knows how to build a ventilation shaft or coordinate a food convoy. But collectively, they do. One ant finds sugar, lays a trail, and thousands follow. They aren’t smart because they think; they’re smart because they’re connected. This is ecological intelligence in action: simple parts forming a coherent whole through optimized information flow. Every signal matters. Timing is everything.

Now jump to New York City in the 1990s. Crime was spiking. The subway system looked like a rolling mural of despair. The social fabric frayed. But instead of collapsing, the city pivoted. Not with brute force, but with a strategy. Police adopted CompStat, a software solution that enabled near real-time crime mapping across the city.

When Speed Becomes the System

Speed is no longer an attribute. It is the architecture of our reality.

We once built systems that moved at the pace of human time—defined by breath, dialogue, daylight, and deliberation. But we now inhabit a world animated by digital time, where light-speed communication and machine reflexes shape the tempo of everything from stock markets to supply chains to social movements.

As speed increases, it doesn't merely accelerate outcomes—it alters the structure of experience. Jobs evolve not because their tasks have changed, but because the tempo of the environment has. Organizations flatten not from ideology, but from necessity—hierarchies simply can't keep up. Governance strains, not because we lack laws, but because legislative cycles lag behind technological cycles. Warfare becomes unrecognizable not due to new weapons alone, but because the window for response has collapsed.

Speed transforms not just what we do, but who we are allowed to be in systems that no longer pause.

This is where polyintelligence offers a path forward—not as a philosophy, but as a design requirement. It recognizes what the human nervous system alone cannot bear: that in a world of instantaneous interactions and exponential complexity, no single form of intelligence is sufficient.

We must now orchestrate a symphony of intelligences:

Cognitive intelligence (human insight and intuition) provides ethics, meaning, and emotional discernment.

Computational intelligence (AI, automation, algorithms) offers the reflexes we no longer possess.

Ecological intelligence (nature’s cycles and systems thinking) reminds us that not everything should be fast—that resilience lives in rhythms, not just reactions.

Ethical intelligence provides the guardrails—the boundary conditions of responsibility in a world of instantaneous capability.

Relational intelligence—our capacity for trust, dialogue, and interdependence—enables us to collaborate across human and machine networks alike.

Speed breaks what is linear. Polyintelligence restores what is coherent.

It enables a new form of human-AI teaming—not one where machines replace humans, but where machines extend humans into domains where we were never designed to operate at pace. When algorithms decide in milliseconds, and humans consider in minutes, it is no longer a matter of speed alone—it is a matter of orchestration. The challenge is not just to go faster, but to go together, at the right tempo, in the right domain, for the right reason.

In the 20th century, strategy was about position and force. In the 21st, strategy is about tempo and alignment.

The future belongs to those who can synchronize across time dimensions—human time, digital time, and future time—while weaving together intelligence across every available form.

Speed may change everything. But polyintelligence is how we change with it—without losing ourselves.

*I use AI in all my work.

************************************************************************

Kevin Benedict

Futurist, Lecturer and Humorist at TCS

View my profile on LinkedIn

Follow me on Twitter @krbenedict

Join the Linkedin Group Digital Intelligence

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

The Echoes of Many Minds

“To understand the future, we must learn from those who saw the world whole.”

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Throughout history, there have been people who seemed to live with many minds in one body—individuals who refused to confine their thinking to a single discipline. They painted, invented, dissected, wrote, calculated, experimented, and prayed—all in the pursuit of deeper understanding. These were the polymaths: those who “learned much,” as the original Greek term polymathēs describes—not just in quantity, but in connection.

While the word “polymath” didn’t enter the English language until the 17th century, the idea behind it is ancient. The Greeks associated it with the soul’s desire to “attain and keep knowledge,” even naming one of their Muses, Polymatheia, after this impulse. From Aristotle’s vast studies in logic, biology, and ethics, to Hildegard of Bingen’s prophetic music, herbal medicine, and theological vision, polymathy has long been a quiet force shaping civilizations.

Preparing for the Future: Operating in Three Time Dimensions

“The better we are at understanding the future, the more value can be harvested from it today.” ~ Kevin Benedict

In an era defined by speed, saturation, and simulation, leading organizations are discovering that strategic advantage is increasingly a matter of temporal architecture. That is, the ability to operate, align, and orchestrate across multiple dimensions of time—human-time, digital-time, and future-time.

This article introduces a tri-temporal framework that helps leaders design systems and cultures capable of thriving across diverse speeds and temporal demands. It builds upon the foresight principles in the preceding pages and sets the stage for the operational imperatives explored in Chapter 9.

Polyintelligence: A New Operating System for Leadership

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We are living through the early stages of what might be called the Sixth Great Transition following:

1. Hunter to farmer
2. Farmer to the axial consciousness
3. Axial to Renaissance/Scientific Revolution
4. Renaissance to Industrialization/Capitalism
5. Industrialization to Digital/Global

This is a moment in history marked by the convergence of machine intelligence, global crises, exponential technologies, ecological boundaries, and social upheaval. It’s not merely a time of change; it’s a time of entanglement, where systems collide, timelines compress, and traditional models of leadership are stretched to the breaking point.

In this age, polyintelligence emerges as an essential framework for leadership—not as a single skill or solution, but as a dynamic, systemic way of navigating complexity, velocity, and uncertainty.

The American Dream - Opportunities for Some

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The United States has long been viewed as a land of opportunity—a place where dreams could be realized, and fortunes made. But what lies at the heart of this “American Entrepreneurial Exceptionalism”? It is not merely the existence of capitalism, nor simply the size of the American market, but a unique cultural alchemy forged from the interplay of capitalism, democratic ideals, American religious theology, and the boundless promise of the frontier. This blend has made the U.S. uniquely innovative, aspirational, and entrepreneurial—but it has also produced deep contradictions and persistent injustices that must be acknowledged and addressed.

The Foundations: Democracy, Freedom, and Individual Agency

The founding of the United States was itself a revolutionary act of imagination—a bold declaration that all men are created equal, endowed with unalienable rights to life, liberty, and the pursuit of happiness. Though this promise was initially extended only to a privileged subset of the population, it planted the seeds of a cultural narrative that prized individual freedom and self-determination.

Democracy, though limited in its original inclusivity, provided a framework of self-governance and ownership over one’s future. It legitimized the idea that ordinary citizens had a right—and even a duty—to shape the world around them. This encouraged ambition, initiative, and the pursuit of personal projects that would, over time, evolve into thriving enterprises.

Tariffs, Wild Supply Chains & Advice from Expert Joe Carson

In my latest podcast episode, our guest is procurement and supply chain expert, Joe Carson. Joe provides candid insights, and a comprehensive overview of critical challenges, from geopolitical shifts, navigating tariffs, fostering supply chain resilience, and embracing the transformative potential of artificial intelligence. Enjoy!

*I use AI in all my work.

************************************************************************

Kevin Benedict

Futurist, Lecturer and Humorist at TCS

View my profile on LinkedIn

Follow me on Twitter @krbenedict

Join the Linkedin Group Digital Intelligence

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.

Leading at Speed Through Complexity

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In the past, leadership was about vision, experience, and strategic execution within reasonably predictable systems. Today, that world is gone. The leaders of tomorrow are not navigating calm waters—they are piloting high-speed vessels through swirling storms of convergence.

Across every area—business, military, governance, healthcare, education—leaders are struggling to operate effectively in environments where speed compresses time, networks collapse distance, and complexity multiplies unseen connections. The result is a deep and growing tension between the demands of the external environment and the internal limitations of the human mind.

Cloud Architectures for Enterprise AI with IDC Expert Rob Tiffany

In this episode of FOBtv, our guest is Rob Tiffany, a distinguished IDC Research Director, submariner, author and inventor.  We explore the many different kinds of cloud architectures designed to support Enterprise AI and Private AI applications.

*I use AI in all my work.

************************************************************************

Kevin Benedict

Futurist, Lecturer and Humorist at TCS

View my profile on LinkedIn

Follow me on Twitter @krbenedict

Join the Linkedin Group Digital Intelligence

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I work with and have worked with many of the companies mentioned in my articles.