In both Intelligence Briefings in May 2020 we informed you about China’s Artificial Super Intelligence describing the ‘Dangers to Humanity’. From the central production place of the world, China wants to rule the rest of the world by connecting an Artificial Brain to robotics via the new global 5G and future 6G network.
When in December 2019 Covid-19 started in Wuhan, the rest of the world reacted with “it’s far away like SARS in 2002-2003”. So why should we bother? Why do we have to worry? The new target of China is the creation and building of global Human Targeting Capabilities. This is our second Early Warning after our first one on May 6 2020 that China will change the world not limited to facial recognition but also towards gesture recognition, people counting software, crowd monitoring, facial attributes, face counting, emotion recognition, skeleton detection, body detection, voice detection, vital organ detection, and human bio-field detection software.
The authorities in China, in case the Chinese Communist Party CCP with 85 million members, wants completely control humanity in imperceptible ways by AI digital brain connected to the internet and all networks operating on 5G and the coming 6G. It’s called Artificial General Intelligence. The network 5G is currently built and will make robotics operational. The millions of surgical masks and other medial devices supplies from China is part of the CCP Propaganda.
Economic indicators have improved since the summer of 2016, resulting in an accelerating positive level of economic performance in Europe and the other OECD-countries. Entrepreneurs and consumers are getting back into a good mood. The professionals in government, banks and other institutes did not see this coming. In our strategic intelligence best practices, we use the ‘Strategy as Active Waiting’ management tool to identify early indicators of change and create possible courses of action.
Do we really believe the truth when we hear it, even if it is not what we want to hear? That is strategic intelligence at its core: critical thinking, perspectives over and above facts, challenging assumptions, and determining the course of future action. On one occasion, I was presenting to one of the leading business groups in the Netherlands, and at the end, the CEO of a top-25 listed company asked us what kind of differentiating tools we use to determine the possible courses of future actions.
In our daily strategic intelligence practices, we regularly list several Key Predictive Indicators (KPIs) to see what the near future might tell us. This is not forecasting. It is, however, based on delivering perspectives going beyond the brutal facts, by creating crucial foresight and early warning. Our governments, banks, the European Commission, national forecast institutes and our uncritical media tell us that we can expect economic growth. We don’t believe this! Our early warning analyses indicate the opposite.
A short story: “It is July 2015 on the shores of the Mediterranean. Times are tough, everyone is in debt and everyone lives on credit. Suddenly a rich tourist comes to town; he enters a hotel and puts a € 100 note on the reception counter to inspect some of the upstairs rooms for that evening. The hotel owner takes the € 100 note and runs to the butcher to pay his debt. The butcher takes the € 100 note and runs to the supplier of feed and fuel to pay his debt.
In the previous post “Companies compete in arenas, not in sectors of industry” we explained how crucial it is to go beyond an industry analysis towards analyses of arenas. This means it is no longer enough to look at the industry sector in which your company competes. A further step Is required, namely conducting an analysis of the ‘competitive arena’.
In the previous post “How do we manage disruption?” we described how Nokia’s market position in 2010 was compared with a blazing oil platform leaving employees the choice of either jumping into the water even it was 100 meters deep and freezing cold, or staying on the rig and getting burned. In 1996, Intel’s Andy Grove of Intel published “Only the Paranoid Survive”.
“The more threatening externalities become for a company, the more there is a need to have strategic intelligence in place. Every company faces a continuous flow of threatening externalities”This statement is clear to everybody. But to foresee those threatening externalities, companies need to be able to monitor them in a timely fashion. A couple of years ago, I gave presentations about the “Management of Insights” and the “Management of Foresight” at the Dutch National Marketing Insights Event.