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Landmark Legislation: California Facing the World of Artificial Intelligence

 by Said El Mansour Cherkaoui  Oct 1, 2024  – TRI CONSULTING KYOTO TRI CK USA – A California lawmaker will file a bill seeking to make generative AI models more transparent and start a discussion in the state on how to regulate the technology. California Senator Scott Wiener (D) has drafted a bill requiring “frontier” model systems, usually classified as large language models, to meet transparency standards when they reach above … Continue reading

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OpenAI has raised $6.6 billion in its latest funding round, “the largest venture capital deal of all time,” according to Axios. The newly completed round, led by Thrive Capital, pushes the company’s valuation to $157 billion — nearly double what it was just nine months ago — and vaults OpenAI alongside leading venture-backed startups SpaceX and TikTok. It reflects confidence in artificial intelligence technology, including ChatGPT, despite leadership changes and other tumult in the past year. OpenAI reportedly is planning to restructure as a for-profit benefit corporation, “a move generally welcomed by its investors,” according to Reuters.

OpenAI has now raised more than $20 billion with a fresh mega-round led by Thrive Capital. Existing investor Microsoft also reportedly joined the new $6.5 billion round, while Apple dropped out. Here’s what we know and how other Bay Area AI companies stack up.

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The biggest funding deal yet is official.

OpenAI has raised $6.6 billion at a $157 billion valuation.

For context, Spotify has a $75 billion market cap, Airbnb has an $80 billion market cap, and Uber has a $153 billion market cap.

So, OpenAI has been valued at something like Spotify plus Airbnb, or just a few billion more than Uber.

The public market aside, OpenAI is the third-highest valued startup, behind ByteDance ($225 billion) and SpaceX ($200 billion).

Still, don’t call this a VC deal.

ChatGPT maker OpenAI has closed the largest VC round of all time.

The startup today announced that it raised $6.6 billion in a funding round that values OpenAI at $157 billion post-money. Led by previous investor Thrive Capital, the new cash brings OpenAI’s total raised to $17.9 billion, per Crunchbase.

Microsoft, Nvidia, SoftBank, Khosla Ventures, Altimeter Capital, Fidelity, and MGX also participated.

Read more on OpenAI’s latest funding round here: https://tcrn.ch/3ZPEJi6

#TechCrunch#technews#artificialintelligence#SamAltman

Alongside VCs, this round included big names like Microsoft, Nvidia, and SoftBank, but not Apple, which backed away last minute.

Also, OpenAI reportedly asked investors to avoid backing rival startups such as Anthropic and xAI:

In other words, the startup made an exclusive funding arrangement to keep its early lead in generative AI.

Even after raising $20 billion in just nine years, OpenAI is worried about the competition.

Trying to Smart the System: Gambling on Artificial Intelligence:

✔️AI raised $6.6 billion from investors at a post-money valuation of $157 billion.

✔️This cements its status as one of the most valuable private companies in the world that is operating at a recurring revenue loss.

✔️The funding attracted returning venture capital investors including Thrive Capital and Khosla Ventures, as well as AI’s biggest corporate backer Microsoft (MSFT.O), and new participation from Nvidia (NVDA.O).

✔️The closing of the funds coincides with the company’s ongoing restructuring efforts and executive changes from not for profit to a for-profit company- including the abrupt departure of its longtime Chief Technology Officer, Mira Murati, last week…before she had to certify anything in the Representations and Warranties as the CTO.

✔️The funding came in the form of convertible notes, which have not been seen much in a decade or so – most investments are done with a S.A.F.E. Note- or a convertible note where the debt elements have been eliminated.

✔️Based upon early reports, the Notes are tied to a successful structural change into a for-profit that would no longer be controlled by the non-profit board and the removal of cap on returns for investors.

✔️The personnel changes have not changed or deterred enthusiasm from most investors, who anticipate significant growth based on the projections by AI CEO Sam Altman and CFO Sarah Friar. That logic is hard to follow.

✔️The Company is “on pace” to generate $3.6 billion in revenue this year on mounting losses of over $5 billion.

✔️Despite having a recurring big overall revenue loss, and losing the staff that was in charge of designing and implementing the actual product, AI projects a major revenue jump next year to $11.6 billion. The HOW has not been provided…?

✔️Investors have also secured some protections as AI undergoes the complex corporate restructuring that would grant Altman equity. The talks are still ongoing, and no timeline has been determined yet.

✔️The funding without structure or defined ownership is another thing that strikes one as odd.

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#corporatelaw #legalcounsel #riskmanagement #governance #Future hashtag#management #inhousecounsel IAPP #motivation #MachineLearning #DataPrivacy #SaaS #bigtech #AI #TechEthics g#microsoft #OpenAI #TechInvestments #VentureCapital #future #Restructuring #lossleader #socialmedia #innovation #technology #entrepreneurial

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HIRING ARTIFICIAL INTELLIGENCE OR SMART PEOPLE

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Is this Email sent to me, can be considered a Smart Business Development Initiative?

Is this Email sent to me, can be considered as a demonstration of the limits of Artificial Intelligence Drive to build business relationships?

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About your moroccodigitall.com.

From	Caitlyn Mckay
To	Saidcherkaoui
Date	Tue 05:12 [Tuesday, October 1, 2024

Dear business owner of moroccodigitall.com,

Hope you are doing well. 

I was looking for Keywords and found your website on page 3-4 of Google. If you were on page #1, you’d get so many prospects/new clients every day. Most of your targeted keywords on page #3-5. You’re so close! Do you mind if I sent a SEO Packages and Price list of your site to see why you’re not on page #1?

I can send the past work details in a couple hours. If you have any questions, feel free to ask me. I have more than 10 years of experience in digital marketing.

Can I send it over?

Look forward to your reply.

Kind Regards

Caitlyn Mckay
Business Development Manager

————————————————————————-

Note: – Our next conversation will be on my corporate Email ID. Reply me with “Quote”, if you are interested.

Click here to unsubscribe.       

When you click on here, it will take to here:

Unsubscribe

Would you like to unsubscribe from caitlyn@aiwebdevelopments.com emails?

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How Artificial Intelligence Responds When You Are Asking Specific Questions that Need a Real Analysis not Just Presentation of the Writtings and Publications Made by Other People

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https://www.youtube.com/watch?v=ya4acTFOzLk&t=60s

Academia and Research – Africa – Artificial Intelligence  – Asia – Business Culture  – China – Consulting Official Mission  – Entering Foreign Market  – European Union  – Export-Import  – Foreign Direct Investment – International Trade – Market Intelligence – Semiconductor Industry – Startup Silicon Valley – Strategic Management – Strategic Planning – Supply Chain Management – TRI CK USA Consulting Services – TRI CK USA SUPPORT – USA

If you are strategically oriented, operating and aiming operations and interacting with any outside approach, solicitation, or even strategic alliance-driven opportunity, you have established within the scope of your assessment and the conduit of your business decision-making a process that can be a sort of pre-guard sensors that will give you the signals about the existence and the presence of risks, threats and harms in the steps you are going to take. 

Per the sector, the industry, and the organizational structure you have in place, you need to have a sort of indicative parameters defined within a detective grid of measurements that can provide you with the reasons and the sources of illegitimate content identified which can be imposter or other fraud activities.

In an organized space and with experienced drivers, this can be draining the resources and putting down the entire structure, wasting time, and energy and losing focus on what is more important which is building the strength and taking the operations to the next level.

Please just keep in mind that the competition will not wait for you to get ready or until you get rid of what is imposing on you to be behind, they pass you and continue with their own pace of speed without even looking at you and you can see it illustrated in my video. 

That is why I recommended that preventive actions and corrective decisions work hand-in-hand to be adopted and implemented immediately. 

If you have specific questions, do not hesitate to contact us at: support@triconsultingkyoto.com and I will be notified of your request and will be happy to help you. Good luck with our best wishes for your success.

Here is a video we have made on the existence of imposters in our teamwork:

American Institute of Entrepreneurship in Africa

TRI CK USA by Said El Mansour Cherkaoui

https://www.youtube.com/watch?v=ya4acTFOzLk&t=60s

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Building a Team and Enhancing the Effectiveness of Work Team

Many researchers have underlined the importance of teams in our daily life given their central and vital role and impact on everything we do in modern life. 

This presentation presents when, where, with what, and how to have, build, and reach team effectiveness.  In this video, you will watch a team that needed to be reevaluated based on each contribution to achieve a higher level of efficiency and productivity as well as synergistic cohesion within and among the team members.

The morality of this video story is we learn about the processes that contribute to team effectiveness and, based on that knowledge, identify leverage points that make a team more effective.

Nov 10, 2017 – Manager and Change Management Building a Team and Enhancing the Effectiveness of Work Team Many researchers have underlined the importance of teams in our daily life given their central and vital role and impact on everything we do in modern life. This is a presentation of when, where, with what, and how to have, build, and reach team effectiveness. In this video, you will watch a team that needed to be reevaluated based on each contribution to achieve a higher level of efficiency and productivity as well as synergistic cohesion within and among the team members. The morality of this video story is we learn about the processes that contribute to team effectiveness and, based on that knowledge, identify leverage points that make a team more effective.

Said El Mansour Cherkaoui, Ph.D. For request of information: support@triconsultingkyoto.com

Website: Tri Consulting Kyoto and Tateyoko Research Institute: https://www.triconsultingkyoto.com

American Institute of Entrepreneurship in Africa

https://www.youtube.com/watch?v=ya4acTFOzLk

Said El Mansour Cherkaoui Ph.D. – Said Cherkaoui Ph.D. 9 28 24

For request of information: support@triconsultingkyoto.com 

TRI CK USA by Said El Mansour Cherkaoui

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Artificially and Intelligently Responded by Artificial Intelligence

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Said El Mansour Cherkaoui Questions with Alternate Specificities and Outcomes

Dear Artificial Intelligence, you just used the description I gave to you turned it around, and gave it to me back with another wrapping paper but the box content is the one I shared with you! Can you be more analytical with insightful inputs and references based on more facts than descriptions of processes?

Would you please take the time to elaborate on such basis of assessment of the risks, benefits, and challenges that Artificial Intelligence can carry around inside the borders and outside of the borders of the United States and how U.S. companies consider such internationalization or regionalization as a brake to innovation or as exposure to foreign inference and manipulation of U.S. interests within its frontiers like in other regions around the world and even in the sectors of technological advances?

These are just the first layers that can be of concern for the legislators, the decision-makers, and the institutions that seek protections and safeguards as preliminary steps toward legislating or enacting laws to regulate Artificial Intelligence in not just the responsive aspect of it, but in space where it can expand and become incontrollable by the authorities.

Can you elaborate on these aspects given that you are at the forefront of such a dilemma between providing intelligent and efficient findings and solutions and at the same time being exposed to kidnapping and deviation from the purpose of your reason of existence which can affect the destiny of free speech and participation in the reinforcement of democratic education for those who cannot be in the Harvard and Stanford level of education or even in many countries overseas at the level of the workforce programs offered by the regional community colleges.

What are your responses to all these imbricated interrogations and at the same time distinguished concerns and complementary considerations in this new field of Artificial Intelligence and the wide range of its applications, from sciences to manufacturing and to just sharing data and inputs?

Response Sent by Artificial Intelligence:

I appreciate your detailed and thoughtful questions. Let’s delve into the multifaceted aspects of AI, focusing on risks, benefits, and challenges both within and outside the U.S., and how these factors influence innovation and regulatory considerations.

Risks of AI

1. Ethical Concerns:
   • Bias and Discrimination: AI systems can perpetuate and even amplify existing biases if trained on biased data ¹. This can lead to unfair treatment in areas like hiring, lending, and law enforcement.
   • Privacy Violations: AI’s ability to process vast amounts of data can lead to significant privacy concerns, especially if personal data is misused or inadequately protected ².
2. Economic Displacement:
   • Job Losses: Automation driven by AI can displace workers, particularly in low-skill jobs ². This can exacerbate economic inequality and create social unrest.
   • Skill Gaps: There is a growing need for workers with AI-related skills, which can leave behind those without access to advanced education or training ².
3. Security Threats:
   • Cybersecurity Risks: AI can be used to enhance cyberattacks, making them more sophisticated and harder to detect ³.
   • Autonomous Weapons: The development of AI-driven weapons poses significant ethical and security risks ³.

Benefits of AI

1. Economic Growth:
   • Productivity Gains: AI can significantly enhance productivity by automating routine tasks and optimizing complex processes ².
   • Innovation: AI drives innovation across various sectors, from healthcare to manufacturing, leading to new products and services ².
2. Improved Services:
   • Healthcare: AI can improve diagnostic accuracy, personalize treatment plans, and streamline administrative tasks ².
   • Education: AI-powered tools can provide personalized learning experiences and make education more accessible ².
3. Global Challenges:
   • Climate Change: AI can optimize energy use, improve climate modeling, and support the development of sustainable technologies ².
   • Disaster Response: AI can enhance disaster prediction and response, potentially saving lives and reducing damage ².

Challenges in AI Regulation

1. Balancing Innovation and Safety:
   • Regulatory Frameworks: Creating regulations that protect against AI’s risks without stifling innovation is a significant challenge. Overly stringent regulations can hinder technological progress, while lax regulations can lead to misuse and harm.
   • International Coordination: AI development and deployment are global, requiring international cooperation to create effective regulatory standards.
2. Economic and Political Implications:
   • Trade and Competitiveness: U.S. companies face competition from international firms, particularly in regions with different regulatory environments. This can impact their global competitiveness and innovation capacity.
   • Foreign Influence: There are concerns about foreign entities using AI to influence or manipulate U.S. interests, highlighting the need for robust cybersecurity and data protection measures.
3. Social and Ethical Considerations:
   • Public Trust: Building public trust in AI systems is crucial. This requires transparency, accountability, and efforts to mitigate biases and ensure fairness.
   • Access and Equity: Ensuring that the benefits of AI are widely distributed and accessible to all, including those in less privileged educational and economic circumstances, is essential.

Conclusion

The development and deployment of AI present a complex interplay of risks, benefits, and challenges. Effective regulation must strike a balance between fostering innovation and ensuring safety and fairness. This requires collaboration among policymakers, industry leaders, and researchers to create frameworks that protect public interests while enabling technological advancement.

Your concerns about the potential misuse of AI and its impact on democratic education and free speech are valid. Ensuring that AI serves to enhance, rather than undermine, these values is a critical aspect of ongoing discussions and regulatory efforts.

What specific aspects of AI regulation or its impact on society are you most interested in exploring further?

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¹: Nature Index on AI Competition ²: CHIPS Act Overview ³: Data Center Expansion in China ⁴: AI Research in the U.S. ⁵: China’s AI Strategy ⁶: EU AI Regulation : Global Supply Chains and AI : Market Competition in AI : Venture Capital in AI : Government Funding for AI : U.S.-China AI Competition : AI and National Security : EU AI Ethics : EU Collaboration in AI : Balancing Innovation and Regulation : International AI Standards : Global Collaboration on AI : Open Research in AI1tnsr.org2nature.com3inspiritai.com4waicy.org5ioai-official.org6doi.org

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Sent by Said El Mansour Cherkaoui:

Is the multinationalization and delocation of data centers can be a big challenge for the new globalization that will driven by Artificial Intelligence. Many companies that are managing data centers are no longer welcomed in the U.S. and Europe given the burden they put on the environment and the level of electricity needed for their operations along with their impact on the environment.

All these factors oblige many of them to emigrate to the skies more clement and more relaxed about these repercussions, such as in Morocco and Africa.

What is the real impact of Artificial Intelligence on such emigration?

In the same orientation, Altman who founded the AI and was temporarily expelled from his own company had tried to lure the Gulf States and Middle Eastern Investors to finance the building of these Gigacenters for Data and since then has had to lower his projections given the change taking place within the field of the Artificial Intelligence landscape, the starting of bubble to deflate and also the actual uncertainty dominating the Middle East region as well as the other conflicts around the world, bad chance for such evolution.

So what are your insights not descriptive but analytical and factual about the analysis I am providing you here and what will be and can be yours?

Sent by Artificial Intelligence:

The multinationalization and relocation of data centers indeed present significant challenges and opportunities in the context of AI-driven globalization. Let’s analyze the key aspects:

Environmental and Energy Concerns

1. Energy Consumption:
   • Data centers are energy-intensive, consuming about 1% of global electricity ¹. The rise of AI, which requires substantial computational power, exacerbates this issue. For instance, training large AI models like GPT-3 can consume significant amounts of electricity and generate substantial CO2 emissions ¹.
   • In regions like the U.S. and Europe, where there is increasing pressure to reduce carbon footprints, data centers face stricter regulations and higher operational costs due to energy consumption and environmental impact ².
2. Relocation to More Lenient Regions:
   • Companies are relocating data centers to regions with more lenient environmental regulations and lower energy costs, such as Morocco and other parts of Africa ². These regions offer favorable conditions, including abundant renewable energy sources like solar power, which can help mitigate environmental impacts.
   • However, this relocation can lead to new challenges, such as the need for robust infrastructure and political stability to ensure continuous and reliable operations ².

Impact on AI Development

1. Operational Efficiency:
   • Relocating data centers to regions with lower operational costs can enhance the efficiency and scalability of AI operations. This can lead to more competitive pricing for AI services and potentially accelerate AI adoption globally ².
   • However, the physical distance from major markets can introduce latency issues, which might affect the performance of real-time AI applications ².
2. Geopolitical and Economic Implications:
   • The shift of data centers to new regions can alter the geopolitical landscape of AI development. Countries hosting these data centers can become new hubs of technological innovation and economic growth ³.
   • This shift can also lead to increased competition among regions to attract data center investments, potentially leading to a “race to the bottom” in terms of regulatory standards and environmental protections ³.

Financial and Strategic Considerations

1. Investment Dynamics:
   • High-profile figures like Sam Altman have sought investments from Gulf States and Middle Eastern investors to finance large-scale data centers. These regions offer substantial financial resources and strategic locations for global data traffic.
   • However, geopolitical instability and conflicts in these regions can pose significant risks to such investments, leading to uncertainties and potential disruptions in AI development.
2. Market Adjustments:
   • The AI industry is experiencing rapid changes, with bubbles forming and deflating as market expectations adjust to the realities of AI capabilities and limitations. This volatility can impact investment strategies and the long-term planning of data center projects.
   • Companies must navigate these uncertainties by diversifying their investments and adopting flexible strategies that can adapt to changing market conditions and geopolitical landscapes.

Conclusion

The multinationalization and relocation of data centers are reshaping the AI landscape, driven by environmental, economic, and geopolitical factors. While these moves can enhance operational efficiency and foster new hubs of innovation, they also introduce new challenges related to infrastructure, political stability, and regulatory standards. Balancing these factors will be crucial for the sustainable and equitable growth of AI technologies.

Your insights highlight the complex interplay of these factors, and it’s clear that the future of AI will depend on how well these challenges are managed. What specific aspects of this topic would you like to explore further?

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Sent by Said El Mansour Cherkaoui:

Thank you do you have any other way to provide insights not just feeding your answers with my analysis? Would you please add more to my explanation and demonstration given that you have access to a bigger Data Center than my brain and memory?

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Sent by Artificial Intelligence:

Absolutely, let’s expand on your analysis with additional insights and data.

Environmental and Energy Concerns

1. Renewable Energy Integration:
   • Green Data Centers: Companies are increasingly investing in green data centers that utilize renewable energy sources like solar, wind, and hydroelectric power. For example, Google and Microsoft have committed to running their data centers on 100% renewable energy. This shift not only reduces the carbon footprint but also aligns with global sustainability goals.
   • Energy Efficiency Innovations: Advances in cooling technologies, such as liquid cooling and AI-driven energy management systems, are helping to reduce the energy consumption of data centers. These innovations are crucial for making data centers more sustainable and cost-effective.
2. Geopolitical and Economic Implications:
   • Strategic Relocation: The relocation of data centers to regions with favorable conditions can also be a strategic move to mitigate geopolitical risks. For instance, placing data centers in politically stable regions with strong legal protections for data privacy can enhance operational security.
   • Economic Development: Hosting data centers can drive economic development in emerging markets by creating jobs, fostering local tech ecosystems, and attracting further investments. Countries like Morocco are positioning themselves as attractive destinations for data center investments due to their strategic location and growing tech infrastructure.

Financial and Strategic Considerations

1. Investment Trends:
   • Venture Capital and Private Equity: The AI and data center sectors continue to attract significant venture capital and private equity investments. In 2023, global investments in AI startups reached a record $77 billion. This influx of capital is driving innovation and expansion in the industry.
   • Public-Private Partnerships: Governments are increasingly partnering with private companies to develop AI and data center infrastructure. These partnerships can provide the necessary funding and expertise to build state-of-the-art facilities while ensuring alignment with national interests.
2. Market Dynamics:
   • Competitive Landscape: The competitive landscape for AI and data centers is evolving rapidly. Companies are not only competing on technological capabilities but also on sustainability and ethical considerations. This shift is driving a more holistic approach to AI development and deployment.
   • Regulatory Environment: The regulatory environment is also shaping the market dynamics. The EU’s General Data Protection Regulation (GDPR) and the upcoming AI Act are setting high standards for data privacy and AI ethics, influencing global practices. Companies operating in these regions must comply with stringent regulations, which can impact their operational strategies.

Future Prospects and Challenges

1. Technological Advancements:
   • Quantum Computing: The advent of quantum computing holds the potential to revolutionize AI and data processing. Quantum computers can perform complex calculations at unprecedented speeds, enabling new AI applications and enhancing data center efficiency.
   • Edge Computing: Edge computing, which involves processing data closer to where it is generated, is gaining traction. This approach reduces latency and bandwidth usage, making it ideal for real-time AI applications. It also complements traditional data centers by distributing computational loads more effectively.
2. Global Collaboration:
   • International Standards: Developing international standards for AI and data centers is crucial for ensuring interoperability and ethical practices. Organizations like the International Organization for Standardization (ISO) and the Institute of Electrical and Electronics Engineers (IEEE) are working on creating such standards.
   • Cross-Border Data Flows: Facilitating cross-border data flows while ensuring data privacy and security is a key challenge. Agreements like the EU-U.S. Privacy Shield aim to address these issues, but ongoing negotiations and legal challenges highlight the complexity of the task.

Conclusion

The multinationalization and relocation of data centers are reshaping the AI landscape, driven by environmental, economic, and geopolitical factors. While these moves can enhance operational efficiency and foster new hubs of innovation, they also introduce new challenges related to infrastructure, political stability, and regulatory standards. Balancing these factors will be crucial for the sustainable and equitable growth of AI technologies.

Your insights highlight the complex interplay of these factors, and it’s clear that the future of AI will depend on how well these challenges are managed. What specific aspects of this topic would you like to explore further?

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: Google Sustainability Report : Microsoft Data Center Innovations : World Economic Forum on Data Center Relocation : Economic Impact of Data Centers : Morocco’s Tech Ecosystem : AI Investment Trends : Public-Private Partnerships in AI : Competitive Landscape in AI : EU AI Act : Quantum Computing and AI : Edge Computing Trends : ISO AI Standards : EU-U.S. Privacy Shield

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Hiring Artificial Intelligence or Smart People

 by Said El Mansour Cherkaoui  Oct 2, 2024  – TRI CONSULTING KYOTO TRI CK USA – Landmark Legislation: California Facing the World of Artificial Intelligence TRI CONSULTING KYOTO TRI CK USA – A California lawmaker will file a bill seeking to make generative AI models more transparent and start a discussion in the state on how to regulate the technology. California Senator Scott Wiener (D) has drafted a bill requiring “frontier” … Continue reading

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A California lawmaker will file a bill seeking to make generative AI models more transparent and start a discussion in the state on how to regulate the technology. California Senator Scott Wiener (D) has drafted a bill requiring “frontier” model systems, usually classified as large language models, to meet transparency standards when they reach above a certain quantity of computing power. Wiener’s bill will also propose security measures so AI systems don’t “fall into the hands of foreign states” and try to establish a state research center on AI outside of Big Tech. 

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California lawmaker proposes regulation of AI models

Senator Scott Wiener’s bill seeks to require transparency from AI models.

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The bill, which is classified as an intent bill and needs further development before it can pass, will also mandate AI labs to test models for safety risks and disclose to the state if safety risks are found. Wiener’s goal, per a statement sent to The Verge, is to start discussions on regulating AI.

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California and Artificial Intelligence: To Be or Not To Be Meaningful Regulation?

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California Weighed in below!

California AI safety bill blocked:

California Gov. Gavin Newsom has vetoed a controversial artificial intelligence safety bill that would have “laid the groundwork for how AI is regulated across the U.S.”

In a statement, Gov. Gavin Newsom said SB 1047 is “well-intentioned” but doesn’t consider whether AI is deployed in high – or low-risk situations, and would have applied to only the largest and most costly models.

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AI Bill SB 1047 faced opposition from tech companies large and small, who warned that it would strangle innovation.

Newsom said he’s now collaborating with researchers including Fei-Fei Li to create more effective legislation.

Read more Naturally and Intelligently:

California legislature passes AI bill SB 1047: https://www.linkedin.com/news/story/calif-legislature-passes-ai-bill-6144228/

An artificial intelligence safety bill was overwhelmingly approved by California legislators on Wednesday, September 25, 2024 and now heads to Gov. Gavin Newsom for final consideration. If enacted, the “fiercely debated” bill would require tech companies to safety-test AI programs before release and empower the attorney general to sue AI companies for any major harm caused by their technologies.

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and Anthropic –

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While its opponents include OpenAI –

https://www.theverge.com/2024/8/21/24225648/openai-letter-california-ai-safety-bill-sb-1047

and former Speaker of the House Nancy Pelosi – https://pelosi.house.gov/news/press-releases/pelosi-statement-opposition-california-senate-bill-1047 .

Earlier, Gov. Newsom had not yet indicated whether he intends to approve the bill.

Meanwhile, on a federal level, OpenAI and Anthropic have agreed – https://www.bloomberg.com/news/articles/2024-08-29/openai-anthropic-agree-to-work-with-us-institute-on-safety-testing?srnd=homepage-americas – to work on safety testing with the Commerce Department’s AI Safety Institute.

Governor Newsom announces new initiatives to advance safe and responsible AI, protect Californians: Sep 29, 2024

What you need to know:

Governor Newsom announced that the “godmother of AI,” Dr. Fei-Fei Li, as well as Tino Cuéllar, member of the National Academy of Sciences Committee on Social and Ethical Implications of Computing Research, and Jennifer Tour Chayes, Dean of the College of Computing, Data Science, and Society at UC Berkeley, will help lead California’s effort to develop responsible guardrails for the deployment of GenAI.

Governor Newsom also ordered state agencies to expand their assessment of the risks from potential catastrophic events.

Read more Naturally and Intelligently:

https://www.gov.ca.gov/2024/09/29/governor-newsom-announces-new-initiatives-to-advance-safe-and-responsible-ai-protect-californians

California’s Gavin Newsom Vetoes Controversial AI Safety Bill

Governor seeks more encompassing rules than the bill opposed by OpenAI, Meta and supported by research scientists:

https://www.linkedin.com/news/story/california-ai-safety-bill-vetoed-6328801

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Gov. Gavin Newsom vetoes AI safety bill opposed by Silicon Valley

Gov. Gavin Newsom vetoed AI safety bill SB-1047, which was opposed by tech companies including ChatGPT maker OpenAI

Newsom said the legislation could give the public a “false sense of security about controlling this fast-moving technology.”

The bill received support from Elon Musk and prominent AI researchers but was opposed by Meta, OpenAI, and several Democratic congresspeople.

SAN FRANCISCO —

Gov. Gavin Newsom on Sunday vetoed SB 1047, an artificial intelligence safety bill – https://www.latimes.com/entertainment-arts/business/story/2024-08-29/newsom-scott-wiener-sb1047-ai-bill – that would have established requirements for developers of advanced AI models to create protocols aimed at preventing catastrophes.

The bill, introduced by Sen. Scott Wiener (D-San Francisco), would have required developers to submit their safety plans to the state attorney general, who could hold them liable if AI models they directly control were to cause harm or imminent threats to public safety.

Additionally, the legislation would have required tech firms to be able to turn off the AI models they directly control if things went awry.

Read more Naturally and Intelligently:

https://www.latimes.com/entertainment-arts/business/story/2024-09-29/gov-gavin-newsom-vetoes-ai-safety-bill-scott-wiener-sb1047

#AI #Artificialintelligence #Safety #Security #Safetybill #Business #Siliconvalley #Startups #Venturecapital #California #Saidelmansourcherkaoui #Triconsultingkyoto #Trickusa 

Said El Mansour Cherkaoui Ph.D. – Said Cherkaoui Ph.D. – 9 30 24

Said El Mansour Cherkaoui – Said Cherkaoui – 9 30 24
saidcherkaoui@triconsultingkyoto.com

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Local Culture and Local Business Culture: To Be AI or Not To Be Pen Writing

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Artificial Intelligence and Consulting Based on Pen Writing: Colonization or Cohabitation?

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Artificial Intelligence Reaction to Our Question:

How Artificial Intelligence can be Pain for Pen Writing for consulting services and jobs. How artificial intelligence can impact the provision of consulting solutions and how it can replace human-formulated advice and recommendations?

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AI responses and reactions:

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These are presentations and conclusions made by AI responses and reactions:

When discussing “Artificial Intelligence, Pain for Pen Writing,” it refers to the potential negative impact that advanced AI writing tools could have on the practice of traditional pen-and-paper writing, particularly in educational settings, where the physical act of writing by hand is considered important for learning and cognitive development.

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Artificial Intelligence Reaction to our Question: Artificial Intelligence, Pain for Pen Writing

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Key concerns about AI replacing pen writing – These are presentations and conclusions made by AI responses and reactions:

• Reduced fine motor skills: Repeatedly typing on a keyboard instead of physically forming letters with a pen can lead to a decline in hand-eye coordination and dexterity, especially in young children.
• Diminished cognitive processing: Research suggests that the act of writing by hand can enhance memory and information retention compared to typing, as the brain is more actively engaged in the process.
• Less engagement with text: Typing can feel more passive than writing with a pen, potentially leading to less thoughtful engagement with the material.
• Potential for overreliance on AI: If students become too reliant on AI writing tools to generate text, they might neglect to develop their writing skills, including grammar, vocabulary, and critical thinking.

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AI can also have positive impacts on pen writing – These are presentations and conclusions made by AI responses and reactions:

• Accessibility tools: AI-powered pens can provide real-time feedback on handwriting, helping individuals with dysgraphia or learning disabilities improve their writing skills.
• Personalized learning: AI can analyze writing patterns and provide tailored practice exercises to address individual weaknesses.
• Creative writing support: AI can assist with brainstorming ideas and generating creative writing prompts, potentially stimulating more engagement with pen-and-paper writing.

This article is blatant proof that some managers working to promote Morocco, such as within the Morocco Now Campaign at the international level trying to present its existing potential, skills, and opportunities for the sake of attracting foreign companies, foreign investors, and foreign academic or social institutions. Morocco spends millions to build an image of excellence in attractivity and attractiveness hoping such foreign capital will help reduce unemployment, increase job creation, transfer know-how, and raise the standard of living of citizens.

Imagine then that all its laudable efforts do not take the expected direction nor are carried by competent officials and seasoned and experienced professionals in corresponding areas of Marketing, brand definition, and the strategic enhancement of Morocco’s position on the international scene.

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The expectations of the Moroccan State are legitimate given that the expenses that are made at the international level are heavy in sum and impact the returns received by Morocco.  Payments paid by Morocco for the services of foreign companies of Public Relations, International Marketing, and Consulting Firms are made with rates applied on the spot and in addition, are made in the national currency of the country where these companies offer their services. A direct impact on the balance of payments and the convertibility rate of the Dirham may result from these payment transfers.

Considering all these issues, the imperatives and the challenges facing Morocco at the global level are first the multiple repercussions at the intangible and material level. Building the foundations of economic development and growth in the liberal sense seeks foreign participation as the conduit toward integration in the global marketplace and to the network of foreign financial institutions. Within such a frame, it is quite normal to have top-level decision-makers for such international communication and PR about Morocco. They have to be up to the task and know the international terrain that will enable them to sail the vessel Made in Morocco and Morocco Now as Innovative and efficient Leaders on board, knowing effectively the direction and the objective – the destination of all these maneuvers to make this Moroccan vessel arrive safely and to make it a proof of the prowess and the skill and the potentialities that can challenge its competitors as well as organizations of all kinds potentially interested in Morocco as a commercial partner, as a production or investment location or as a destination to visit and to know at the cultural and social levels.

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This campaign conducted at Dubai   Morocco Expo 2020 Dubai and the film promoting the launch of  Morocco Now both in Dubai and New York needs to convey the considerations, unfortunately, they did not and I am not the only one to underline it or to take note of it.  

The group presenting this promotion campaign in Morocco in Dubai and Morocco when asked about the impact of these two special promotions and especially how the choice of New York was made, their responses and reactions led through a bombardment by their friends of the media sites by judicious attempts in camouflage in a sheet of prestige and national pride by highlighting and questioning the meaning of patriotism and nationalism to those who dare to ask them such questions. ★

★These friends have coincidentally designated Times Square by the name of Time Square, showing their aptitudes for copying themselves and between themselves and demonstrating their glaring lack of knowledge of the field and New York as a Marketplace.

This article takes a look at such actions and reveals the ineptitude and incompetence of some of our managers, so-called Professionals.  

These officials who, once unmasked / and try to question our nationalism and our patriotism, wall themselves in their inability to understand our interrogations and our questions, and given their weakness they opted for the ultimate maneuvers that confirm their skipping, evading the core of their professional responsibilities by exiting through by the door from behind, the Emergency exit. They could not face the reality of the incoherence and incompetent actions.

I let you follow the course and the trajectory of such behavior of a Director of Communication and PR Mrs. Sahar Tlemsani Maghraoui who abruptly canceled her account on LinkedIn when she or one of her superiors realized that their practices have flaws and gaps and that they could not overcome by bogus explanations as they and she faced the common people in Morocco.

Their manipulation was faced with the competence wall of my questions and my interrogations which have only one goal, it is to return to the Moroccan what belongs to Morocco.

Tourisme et Patrimoine Marocain: où sont les Pro, Maalmines et Hrayefiya ?

Author Said El Mansour Cherkaoui, Ph.D. Posted on December 28, 2022 – Encore une nouvelle fois, nos responsables du Tourisme Marocain se font une Gourde Catalane pleine de lumière et de vide culturel, ils prennent le bus pour aller nulle part culturellement parlant puisque le tout est rédigé en Anglais alors que le trajet du bus se fait en Barcelone: VRAIMENT CES RESPONSABLES DU TOURISME MAROCAIN – … Continue reading“Tourisme et Patrimoine Marocain: où sont les Pro, Maalmines et Hrayefiya ?”

THEY ARE GETTING CLOSER TO DAVID CHAPELLE – IS THIS THE SAME JOCK AND SAME JOCKER

★ Morocco Now Inflates Energy and Spends Money Without Considering Reality ★

★ Another Gaffe Full of Exaggeration and Inflating the Share of Renewable Energy in Morocco ★

Morocco Now 19,005 followers • 1 day ago Morocco Now, Sustainable

A strategic vision, and swift progress in decarbonizing the industry!

Morocco Now is the future-proof platform to capture opportunities in a changing world.

#MoroccoNow #Sustainable #Competitive #WellProven #Agile

448 Abdelhadi Benghini and 447 others

Dr Said GUEMRA 2nd degree connection 2nd Expert Conseil en Management de l’Energie 4.0 1d To my knowledge, the share of renewable energies in 2020 in the Moroccan energy mix is ​​17.8%, I do not see where 37% comes from in the energy mix in 2020. The installed capacity in renewables was 31.7% of the total installed capacity excluding step. If we are talking about the electricity mix, we must say 17.8% in 2020, and not 37%.

Soufiane ELMAAZOUZI out of network 3rd +Ingénieur Chargé d’affaires fluides 13h Greetings sir said, you explained well Like 1 Reply

said LEFRERE 2nd degree connection 2ndIngénieur Génie climatique -Groupe ARTELIA 3 pm You are very nice, but you should not start to salt the image of “Morocco Now” by sharing such a completely erroneous statement.
Either the rate indicated or the term “Energy Mix” should be edited. Like   2

Dr Said GUEMRA 2nd degree connection 2nd Expert Conseil en Management de l’Energie 4.0 2 pm Perfectly. it was necessary to come out with figures corresponding to reality. In this area there is the electricity mix which is 17.8%, and the energy mix (in primary energy) which is 8.2% in 2020. I do not know what mix is ​​talking about this publication which does not help this. beautiful image that we want to give: Morocco Now. ONEE’s balance sheet is public, and nothing can be hidden or inflated

Said El Mansour Cherkaoui, Ph.D. You★ Consultant ★ International Supply Chain ★ Organizational Management ★ Entrepreneurial Planning ★ United States of America ★ France ★ Morocco ★ China ★ Sub-Saharan Africa ★

Dr Said GUEMRA

Morocco Now Inflates Energy and Spends Money Without Considering Reality

Another Gaffe Full of Exaggeration and Inflating the Share of Renewable Energy in Morocco

I don’t know why, those responsible for this good initiative that is Morocco Now, make a fool of it and have a bad performance, there is a sense of wanting to sing faster than the music and to run faster than the authentic lifestyle

The worst is when we show them that the reality is quite different, they play you the card of patriotism and nationalism which becomes exhausting and stupid or they shirk and disappear completely from circulation, read this completely. article that I wrote for this purpose below and which describes this voluntary lack of professionalism and integrity on the part of Morocco Now.

INTERNATIONAL IMAGE OF MOROCCO HUB: WHERE ARE THE PROFESSIONALS?

Morocco Now 18,887 followers • Edited • 1 week ago

Thanks to all the transport and logistics mega projects achieved, Morocco is leading the infrastructure ranking in Africa.
Learn more at www.morocconow.com

#MoroccoNow

• 2,634 Karim Basrire and 2,633 others
• 57 comments

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Said El Mansour Cherkaoui, Ph.D. You★ Consultant ★ International Supply Chain ★ Organizational Management ★ Entrepreneurial Planning ★ United States of America ★ France ★ Morocco ★ China ★ Sub-Saharan Africa ★

Morocco Now

Vous présentez et vous tentez de mettre en relief l’infrastructure du Maroc mais vous omettez de bâtir une structure structurée de l’infrastructure:  le Chasseur Chassé

A picture is worth 1000 words

and in the case of Morocco is still confused with Monaco

Make A picture of Morocco that is worth and is an expression of 1000 and 1000 years of civilization.

The Map should be clearer.  Needs a better picture for such a promo and an international level of quality

There is harsh competition around the world just for looking good and where the first impression is the one that wins. 

In addition with all these generic and stereotyping trends, it is better not to give them the chance to expand.

At any cost do not make Morocco look in a FUZZY PICTURE LIKE THE ONE HERE with no quality presentation.

En plus, dans cette carte, on ne peut déchiffrer ni les noms des sites ni les liaisons de la logistique des transports.

Said El Mansour Cherkaoui, Ph.D.
Africana Enterprise Advanced Education ★
TRI CONSULTING KYOTO – TRI CK USA CALIFORNIA

Dakhla: Créneau Régionalisation – Urbanisation Territoriale – Intégration Opérationnelle au Sud du Maroc

Le littoral dans le développement du Maroc et de sa politique atlantique “Le littoral atlantique du Maroc a toujours été un domaine d’implantations humaines et économiques variées, représentant un patrimoine culturel développé sur des paysages précieux, des sites d’intérêt biologique, historique et archéologique. Il concentre l’essentiel des activités de création de richesse du pays, notamment … Continue reading Dakhla: Créneau Régionalisation – Urbanisation Territoriale – Intégration Opérationnelle au Sud du Maroc

TRI CONSULTING KYOTO TRI CK USA

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Advantages of Investing in Morocco October 2, 2023 In “Energy and Electricity”

Invest Morocco Project November 3, 2023 In “Africa”

What are the reasons for investing in Morocco? November 13, 2023 In “Foreign Investment”

Small and Medium Sized Enterprises (SMEs) are the potential stars of this new economic model.  Thus, they can fulfill customer needs before their larger competitors in the market can.   On the other hand; it’s significant for SMEs to adopt and implement proactive strategies while being aware of the opportunities and threats inside and outside the market.   There are 28.8 million small businesses in the United States, according to the U.S. Small Business Administration, and they have 56.8 million employees. Small businesses (defined as businesses with fewer than 500 employees) account for 99.7% of all businesses in the United States of America. *

Informal Sector versus Corporate Corporatism: To be Intrapreneurship or to be Entrepreneurship?

What are the qualities/Characteristics of an Entrepreneur?

Entrepreneur takes an idea & makes it into reality.

Entrepreneurs take risks. Risk of time, money, etc.

Entrepreneurs is optimistic about the future.

Entrepreneurs are innovators. They invent new products, services, processes, or methods.

Entrepreneur enjoy freedom & use it betterment of their customers & ultimately for society.

Entrepreneurs have a strong focus on anything they are doing.

Entrepreneur is confident, optimistic & loves facing challenges in life & business.

Entrepreneurs make decisions independently.

There are various types of entrepreneurs. We will see some of it.

Industrial Entrepreneurs: They are in the business of manufacturing products. E.g. Manufacturing of automobile parts.

Trading Entrepreneurs: They are in the business of buying & selling products or services. E.g. Traders of Houses.

Imitative Entrepreneurs: These types of businesses copy other successful businesses & run the business similarly.

Drone Entrepreneurs: These types of entrepreneurs don’t like to change their business style. They don’t involve innovation. They just want to be like how they are.

Fabian Entrepreneurs: They don’t change until it is very much needed. They adopt change when it is very necessary.

What are the various functions of Entrepreneurs?

The main function of an Entrepreneur is to take risks.

The second function is to start the enterprise.

The third function is to keep an eye on the internal & external environment.

The fourth function is to make arrangements for necessary resources.

The fifth function is to deliver products/services to customers.

Concept of Intrapreneurship

Entrepreneurship in any business is called Intrapreneurship. The development of a product/service in a corporation as a semi-autonomous business unit is called Intrapreneurship.

What causes barriers to Intrapreneurship?

Rigid nature of big corporations.

Expectations of profit in very short duration.

Lack of entrepreneurial qualities.

Lack of resources required for entrepreneurship.

Innovation

One of the key requirements for entrepreneurship is Innovation.

Innovation is nothing but new ways of doing old tasks. Innovations can be Chemical, mechanical, managerial, technical, institutional, service, etc.

According to Joseph Schumpeter, there are five types of innovations.

Introduction of new & good quality product.

Introduction of a new method of production.

Introduction of a new market.

Use of some new sources of supply as raw material.

They are making a new organizational form of industry.

The innovation process in Entrepreneurship includes the following steps.

Research of market

Development of product/service

Marketing of product/service

Production

Use by customer

Feedback from the customer

Natalia Nikolova (NN): Typically, intrapreneurship is defined as entrepreneurship initiatives and practices within existing organizations. The goal of intrapreneurship is to revitalize and keep established organizations competitive long term. Established companies are generally found to be less innovative than smaller ones or startups.

Intrapreneurship is key to addressing disruption – studies have found that corporations are becoming increasingly short-lived, thanks to being disrupted by newcomers. For example, since 2000 more than half of the S&P 500 companies have disappeared. With accelerating technological change, innovating becomes critical if companies are to survive.

The implications for the future of work are that every employee will be expected to have an entrepreneurial mindset and contribute to the innovation capability of their company.

MMP: In what ways do intrapreneurs contribute to the development and success of innovative organizations?

How are innovation-led organizations different from their competitors?

NN: Intrapreneurs contribute to the renewal and competitiveness of organizations given constant technological changes. For example, through the development of new business ventures that could either be integrated into the existing organization or be spun off independently; new products/services, product/services improvements, and new strategic directions for the organization.

However, established organizations can’t just rely on a few ‘lonely’ intrapreneurs. Research has shown that the most successful intrapreneurs and innovation-led organizations have supportive cultures and structures, and are connected with external partners in extensive innovation ecosystems, including universities, research institutions, and other companies.

This is what sets innovation-led companies apart: they have been successful in establishing organizational cultures where initiative is rewarded and failures are encouraged. They have structures, processes, and senior leadership that are supportive of innovation, and they have built an ecosystem of partners that enables these organizations to constantly bring in new ideas into their organizations.

MMP: Can any organization be innovation-led, or is it more relevant for some rather than others? Are there simple changes that can be implemented in the short term? And what about the long term?

NN: With accelerating innovation change, every organization needs to aim to become innovation-led. We all have been reading about significant changes caused by new technologies such as AI, VR (virtual reality), blockchain, and big data. These technologies will impact every type of organization. However, some researchers have argued that in highly turbulent and uncertain markets, it could be beneficial for companies to scale back on innovating until they can better understand the future directions of these markets.

In the short term, many established organizations have chosen to set up separate innovation labs. These are usually set apart from the rest of the organization so they can operate uninhibitedly. However, such labs often don’t work, as this recent commentary demonstrates.

My own research, though, on the innovation lab of an Australian ASX 200 company, shows how they can be a good starting point to establish an innovation mindset and culture. Longer term, companies need to pursue a double strategy: developing an internal innovation capability and partnering externally – including cooperating with and even acquiring, innovative companies/start-ups. This is a strategy many leading tech companies are pursuing.

MMP: Do you have any guidance regarding the challenges creative companies face when developing innovation strategies? What can they take from tech companies and vice versa?

NN: Research on creative companies has shown that many creative companies while being quite innovative, are less business-savvy concerning turning new ideas into profitable business models. This is something that has plagued the creative industries sector for quite some time – individual creativity often drives the success of the organization, but they struggle to create a sustainable business model to scale up this creativity.

Creative companies could learn from tech companies to put more focus on the scalability of their creative ideas and how to develop financially sustainable business models. On the other hand, tech companies can learn from creative companies how to ensure that their employees remain creative and innovative, even if they are part of larger organizations with bureaucracy and managerial practices that often stifle innovation. In many ways, the stories we hear from organizations like Alphabet/Google and Apple, about the playful environments they have created for their employees and the flat hierarchies they have established, are in line with how smaller creative companies operate. Yet, Amazon, for example, has been under the spotlight, because of the stifling practices and toxic culture its employees have experienced.

The question of how to keep the creative/innovative mindset as organizations grow is critical to ensure that large organizations, whether tech or not, can continue to be innovative.

Dr Natalia Nikolova is a Senior Lecturer, at UTS Business School and Faculty of Transdisciplinary Innovation. Professor Margaret Maile Petty is UTS Executive Director, Innovation and Entrepreneurship.

Innovative corporations cultivate entrepreneurial-minded professionals to become actively engaged in creating new business opportunities within the firm, often called corporate venturing–or intrapreneurship.  Intrapreneurship is also known as corporate entrepreneurship and corporate venturing (Burgelman 1983; Burgelman 1984; MacMillan et. al. 1986).  it is the practice of developing a new venture within an existing organization, to exploit a new opportunity and create economic value (Pinchot 1985).

Entrepreneurship by contrast is the act of developing a new venture outside an existing organization.  The traditional entrepreneur shall now act as an innovation hunter to proactively be able to set up new smart businesses; ideally from the beginning, till the end of any business life cycle.

The term entrepreneur, etymologically originates from the French word entreprendre meaning “to begin something, undertake.” During medieval times, this word was being used to describe an active working person [4]. However, in economic theory, it was Richard Cantillon (1759), -an Irish economist of French descent- first, who first used the term entrepreneur. According to Cantillon, the entrepreneur is a specialist in taking risks [5].

Risk-taking is one of the famous attributes of entrepreneurs which is also frequently emphasized in the literature. Spiritually, some people are observed to tend to behave extra-ordinarily. As Jobs addresses; “You have to trust in something—your gut, destiny, life, karma, whatever—because believing that the dots will connect down the road will give you the confidence to follow your heart, even when it leads you off the well-known path, and that will make all the difference [6].” Taking the risk phenomenon and the spiritual reflections into consideration; it can easily be summed up that entrepreneurship has something to do with inner-journey.

Another emphasis on entrepreneurship is its presentation as a mindset. “Entrepreneurship is first and foremost a mindset. To seize an entrepreneurial opportunity, one needs to have a taste for independence and self-realization.” said Olli Rehn, a member of the European Commission [7]. Understanding the entrepreneurial mindset requires a certain threshold of empathy. First of all, entrepreneurship is the story of ambiguity. An anonymous supporting quote is likely to highlight the gist of entrepreneurship. It’s as follows: “Anyone, (can be an entrepreneur) who wants to experience the deep, dark canyons of uncertainty and ambiguity; and who wants to walk the breathtaking highlands of success. But I caution, do not plan to walk the latter, until you have experienced the former [8].” In this regard, as Schumpeter also points out; entrepreneurs seem to have some heroic vision. Schumpeter focused on high-level entrepreneurship, and larger businesses [9]. On the other hand, Marshall examined smaller businesses, partially [10]. It was Hayek and Kirzner, who examined the entrepreneurs as middlemen hoping to profit by buying cheap and selling expensive [11].

Stopford and Baden-Fuller considered entrepreneurs as opportunists even in chaotic situations, and they also metaphorically approached entrepreneurship. According to them, entrepreneurs are like Olympic athletes, long-distance runners, symphony orchestra conductors, and top-gun pilots…These metaphors underline the entrepreneurs’ being ambitious, determined, self-challenging, and talent for synchronizing [12]. [Source: Mehmet Çağrı Gündoğdu]

[youtube https://www.youtube.com/watch?v=ya4acTFOzLk]

When it comes to defining entrepreneurship; it can easily be discovered that various people have defined entrepreneurship differently. Despite this fact, the most common classification follows the mainstream of Collins and Moore; who claimed two types of entrepreneurship, differentiating due to the context of entrepreneurial activities undertaken. These are, firstly, independent entrepreneurship and independent entrepreneurs (similar to entrepreneurship/traditional entrepreneurship and entrepreneurs/traditional entrepreneurs in this paper), implying the process whereby an individual or a group of individuals, acting independently of any association with an existing organization, create a new organization [13].

Secondly, corporate entrepreneurship and administrative entrepreneurs (similar to intrapreneurship and Mehmet Çag˘rı Gündog˘du / Procedia – Social and Behavioral Sciences 41 ( 2012 ) 296 – 303 299 intrapreneurs in this paper), implying the process whereby an individual or a group of individuals, in association with an existing organization, create a new organization or instigate renewal or innovation within that organization [14]. A brief definition of an entrepreneur, inspired by Kuratko, can be made as the following: An entrepreneur is an undertaker who notices and seizes opportunities; converts those opportunities into commercial ideas; adds value via processes, effort, capital, or capabilities; and confronts the risks of the competitive market to apply those ideas; and what an entrepreneur accomplishes, is therefore called entrepreneurship [15]. Now, entrepreneurial activities within an existing organization, namely intrapreneurship will be discussed.

Intrapreneurship

The study of intrapreneurship, implying entrepreneurial activities conducted within existing organizations, has expanded over the last three decades [16]. Most research in this field has focused on the possibility; that managers and individual employees could be inspired to behave entrepreneurially; create innovations, and obtain profit and growth through these innovations [17], [18], [19], [20], [21].

This is about a powerful foresight that managers and their organizations can form an ambiance that fosters to create and manage new businesses within the existing organizational framework [22], [23], [24].  Scholars have shown the tendency to divide entrepreneurship into two sub-titles according to its operating context. On one hand, it’s common to use entrepreneurship or independent entrepreneurship to describe the entrepreneurial efforts of individuals operating outside the context of an existing organization.

On the other hand, different terms can be seen in the literature implying the entrepreneurial efforts within an existing organization such as corporate entrepreneurship as Burgelman and Zahra used respectively in their separate studies; corporate venturing which Biggadike mentioned; Pinchot’s intrapreneuring; internal corporate entrepreneurship of Jones and Butler; Schollhammer and Vesper’s internal entrepreneurship; Guth and Ginsberg’s strategic renewal and venturing of Hornsby, Naffziger, Kuratko, and Montagno [25], [26], [27], [28], [29], [30], [31], [32].

Here, only intrapreneurship is being used for a common purpose, referring more likely to Pinchot’s view of defining intrapreneurs as the “dreamers who do”; those who take hands-on responsibility for creating innovation of any kind within an existing organization [33]. Innovation is the next topic to be examined.

Entrepreneurs willingly sign up for a wide spectrum of possible outcomes, ranging from big wins on one end to massive losses on the other. Not so with intrapreneurs who have made the conscious decision to receive a paycheck from an organization largely to avoid risk, and they therefore do not expect huge financial gains.

Entrepreneurs have the luxury of building a company’s culture from scratch, while intrapreneurs often fight against a long history of many deeply held and widely shared beliefs, assumptions, and practices—some of which run counter to intrapreneurship itself. Is innovation infused into the DNA of your organization, or is your culture lethal to innovation?

The cultural archetype of the Intrapreneur serves as a prototype for the employee of the future.

Intrapreneurship as the new way of working?

That is where intrapreneurship comes in. Originally, when first introduced by Gifford and Elizabeth Pinchot in 1978, intrapreneurship referred mostly to managing a P&L inside of a larger organization. Since then, the concept has expanded beyond the structural into also covering cultural domains.

Intrapreneurs are sometimes referred to as corporate entrepreneurs, and while they both require self-reliance, self-management, and self-organization, there is a big difference between the two: On a most basic level the risk and reward structures: As an entrepreneur, the risk is high, but so are the potential rewards (you might just create the next unicorn and become a gazillionaire). As an intrapreneur, there is lower risk, there is that steady paycheck, but there is also a much lower reward, often at best a promotion — at least until corporations catch up and create new appropriate incentive and ownership structures.

That is why purpose and permission are key to intrapreneurship. They provide the necessary intrinsic motivation to keep going — often despite the organization and its response to innovation.

Personal purpose connected with organizational purpose, the permission and psychological safety to act on it, and the effective use of AI support will define the successful intrapreneurial workforce of the future.

It will require individuals on any level of the organization to understand and live the organizational purpose, continuously focus on creating customer value, empathize and learn, and build new processes and systems — and ultimately offerings — together with AI support to provide better intelligence, enable repeatable processes and allow a new level of adaptability.

Companies like IBM have already successfully begun another transformation phase. To support the use of their AI Watson and turn their employees into customer advocates enabled by intelligent technology, they have trained more than 90,000 of their employees in design thinking.

Design thinking is only the first step, we need LEAN and agile methods to move new ideas into actual businesses, as well as the organizational support to take an idea from the first signal to launching prototypes, MVPs, and ultimately ever new product line.

Many companies are beginning to understand that leadership and innovation have to come from everywhere in the organization and have initiated various forms of intrapreneurship programs.

From our work with clients and conducted workshops at several intrapreneurship conferences over the last years, we have noticed how the themes of culture and human transformation have continued to gain momentum and attention.

Intrapreneurs by definition are not as autonomous as entrepreneurs, although they’re typically (and mistakenly) made to believe they are. When reality hits and would-be intrapreneurs are told that they can’t do something, disillusionment quickly eclipses optimism, and cynicism takes root. Because they are part of a bigger organization with well-established policies and procedures, they will most likely never become completely independent.

Entrepreneurs directly hire marketing, advertising, R&D, design, engineering, and sales talent. They establish these relationships from the vantage point of a boss or customer. Intrapreneurs, however, are employees and must negotiate for these and other scarce resources, subject to internal availability and competing projects.

Innovation

Innovation has emerged as a headline in the field of business management, recently. Kuratko determines the magic words to describe the new innovation way of our time: Dream, create, explore, invent, pioneer, and imagine [34]. Innovation itself is undergoing change [35]. The etymological roots of innovation stretch to the Latin word innovare, meaning to do something new [36]. Most of the innovation definitions have focused on similar points with different perspectives. The key common points imply change and renewal for a better situation. The Organization for Economic Cooperation and Development (OECD), inside the Oslo Manual—the source of information regarding international technological developments— defines innovation by linking it to technological change.

According to OECD, innovation means “completing products and services by developing them technologically [37]. The European Union (EU) has made a broader definition. To the EU, innovation introduces the change in workforce talent, working conditions, and managerial and organizational jobs. Also, it’s about renewal and growth in product and service range [38]. In addition to this, a well-known expression about innovation; characterizes it as the process of converting new ideas into value-creating outputs such as new products, methods, or services. With the help of innovation; companies acquire the  300 Mehmet Çag˘rı Gündog˘du / Procedia – Social and Behavioral Sciences 41 ( 2012 ) 296 – 303 ability to develop and apply not only new products, processes, or designs but also new operation and business models [39].

After having experienced enormous financial crises all over the world in recent years; company survival has emerged as the most crucial issue both for SMEs and even some large companies [40].  SMEs, as the increasing value of the new economy, are obligatorily undertaking the mission of being innovative. It’s innovative SMEs that will lead the way to economic recovery. Now, the innopreneurial thought will be scrutinized in the light of entrepreneurship, entrepreneurship, and innovation.

The traditional definition of entrepreneur and intrapreneur has become insufficient in the new economy  

Intrapreneurship, innovation, and the future of work

30 NOVEMBER 2017

How are entrepreneurial approaches disrupting the corporate world from within? Professor Margaret Maile Petty and Dr Natalia Nikolova caught up to discuss how today’s businesses anticipate and prepare for the future of work. Margaret Maile Petty (MMP): We hear a lot about entrepreneurship from the government and in the media, but not so much about intrapreneurship. What is it, and why is it central to addressing disruption and adapting to the future of work?

A Prototype Emerging From the New Economy

The Innopreneur— Beyond the Optimum Synthesis of Entrepreneur, Intrapreneur and Innovation.  It has been long, having dispelled the myth that “the entrepreneurs are born, not made.” Drucker confirms this opinion regarding entrepreneurial thought: “Most of what you hear about entrepreneurship, is all wrong. It’s not magic; it’s not mysterious; and it has nothing to do with genes. It’s a discipline and, like any discipline, it can be learned [41].”

Likely, innopreneurship, can be learned via education, training programs, strategy formulation, and a well-comprehended strategic management view. Undoubtedly, a certain level of enterprising talent is underlying. It’s not a desired outcome to be thought that the traditional entrepreneurs will be eliminated because of the new emerging character, innopreneur. But, it’s true for traditional entrepreneurs, who take the risk and invest the capital in a self-confident manner, that they should remedy themselves by making the necessary adjustments; to become an innopreneur.

Like the organizations being exposed to entropy; traditional entrepreneurs are facing the danger of being pushed to the outside of the system. The concept of entropy implies the tendency that exists in every system; toward the exhaustion of energy, losing the balance, disorder, and finally leading to demise of the system [42]. Besides; negative entropy, which is possible in open systems (biological and social systems that interact with the environment), means preventing the negative effects of entropy with the help of knowledge, energy, and materials taken from the environment [42]. In biological systems, entropy may cause death; and in social systems like enterprises, it may cause all the operations to stop, ultimately [42].  To make it reverse, and maintain sustainable competitive advantage; traditional entrepreneurs should transform themselves into innopreneurs.

The increasing significance of SMEs as the main constituents of the new economy was emphasized at the beginning of this paper. Innopreneurs; as the steering leaders of SMEs in this new economic framework, while protecting the traditional values and traits of entrepreneurs; will have to reach beyond. Innopreneurs should constantly enter into positive change and make efforts for innovation. They should continuously update and develop themselves also intra-business, maintaining the aspects of being an intrapreneur.

Innopreneur, the prototype for the Artificial Intelligent employee?

Entrepreneurial factors like capital, self-confidence, motivation for the start-up, commitment to the business, optimism, managerial skills, and leadership characteristics are certainly also valid for innopreneurship. It would be acting unjustly to traditional entrepreneurs by saying that the above-mentioned attributes are unimportant. Indeed, entrepreneurship is at the core. It’s a strong pillar of the business and management discipline, on top of which, innopreneurship is built. Innopreneurs can be made. Entrepreneurs can learn to become innopreneurs with the help of education and training. An innopreneur can lead to innovation. So, she/he has the characteristics of an innovative leader in this regard.   She/he is also an effective manager to accomplish the business. It’s not an absolute necessity for an innopreneur, to apply hands-on-management in every step of the business. Whatever the case is; the innopreneur’s leading role stays constant.

It’s noteworthy; that every innopreneur is also an entrepreneur but not every entrepreneur can be classified as an innopreneur.  Every innopreneur is an innovation-oriented entrepreneur. Every innopreneur, has powerful attempts toward innovative new ventures. Not every entrepreneur makes innovation but every innopreneur does. In this sense, the intrapreneur resembles the innopreneur in terms of innovation and orientation. Despite this, the intrapreneur differs from the innopreneur in performing environment of innovation. The scope of intrapreneurship is constricted to the existing organizational area. On the other hand, the innopreneur, is not subject to such criteria.

The innopreneur performs at a new stage, which is called the new economy. The innopreneur, is a prototype, self-developed to meet the needs of the new economy. The innopreneur is the new evolutionary model, the cumulative advanced type that emerged from this environment. In addition, she/he is the leader who forms a suitable environment; in which the intrapreneurs are empowered, and their ideas and attempts to make innovation are strongly encouraged.  While serving as a catalyst, the innopreneur may also take an active role in these efforts. Innopreneurship, for now, is a concept dealing with the ideal rather than what exists. It harmonizes its predecessors entrepreneurship, intrapreneurship and the popular concept of innovation through an integrative perspective and fulfills the unique requirements of the new economy.

The innopreneur undertakes to manage, and take the risks of a business model. In our time, an innopreneur is interested in research and development and is characterized as an innovation hunter who aggressively seeks for opportunities; transforms those opportunities into concrete marketable ideas; creates value-added; makes maximum efforts, assesses and undertakes the relevant risks to apply those ideas; and gathers the crops at harvest time.

Bibliographical References:

SBA, the U.S. Census Bureau, and the National Small Business Association, there are a lot of small business statistics

Simon C. Parker: Intrapreneurship or Entrepreneurship?, IZA DP No. 4195, May 2009: http://ftp.iza.org/dp4195.pdf

Mehmet Çağrı Gündoğdu: International Conference on Leadership, Innovation and Technology Management
Re-Thinking Entrepreneurship, Intrapreneurship, and Innovation: A Multi-Concept Perspective: Procedia – Social and Behavioral Sciences 41 ( 2012 ) 296 – 303:  www.sciencedirect.com

Africa Startup: Boomerang of Micro-ECommerce

Continuously updated with new inputs and trends For Better or Worse Emergent Technologies Changing Africa! Are these efforts going to increase the use of Information Communication Technologies and develop broadband penetration in Africa? Will technology increase the divide or help to integrate Africa? What are the Destiny and the Reality of the Technology in the … Lire la suite

Know Your Data – Know Yourself Better

★ CHRONIQUE 🌎 CHERKAOUI ★ « Know what Data knows about your business, and you will know what is your market status » The biggest challenge is the training of staff that goes hand-in-hand with the breakthroughs and innovation that the virtual world and digital social marketing are experiencing almost daily. This sizeable pitfall is not unique to micro-enterprises and small and medium-sized … Lire la suite Know Your Data – Know Yourself Better

TRI Consulting Kyoto [English and French] – Africana Enterprise Cherkaoui Journal and African Start-Up Expo – Oakland California by Said El Mansour Cherkaoui is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. Based on a work at TRI Consulting Kyoto [English and French] – Africana Enterprise. Permissions beyond the scope of this license may be available at http://www.cherkaouijournal1.weebly.com

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Mercanteo was the initial name and I have suggested the name Ambient given the French consonance coming from Ambient et Ambiance, a place where you can feel a sense of beatitude and comfort. The Founders of this Startup had no clue about how to make this company the reflection and the expression of such metaphors.

The basic idea of the operation of this Startup was to have the purchase made by any business transferred to the Accounting Software and registered as a receipt with the amount of money spent. This will allow also not only to trace the expense but also to know through the receipt which credit card or method of payment was used.

I developed this research to be included in the existing website that had absolutely any study or pamphlet or even a kind of brochure presenting the product and its specifications or the value proposition that Mercanteo-Ambient was developing or offering as a service. The website had only a generic presentation of more dreams than realities and a summary of what McKinsey had taught to the Founders of this Startup given that the consulting firm was their first and last job before landing in this startup.

Build the first layers of prospective clients to be approached to enroll in the Mercanteo Program. So I launched a strategy of reassessment and reevaluation of the documentation and presentation of the Value Proposition and its Validation to enable Mercanteo-Ambient to have an identity based on the definition of the areas where the solution is proposed and what this solution is as a service and facilitation for further inventions and adaptation to the needs and demands of the clients and other companies offering synergistic operations that can complete our offering of services in the areas of reporting and documenting the Return on Investment and the allocation of Budgets of the operational expenses and to the financing of all purchases and acquisitions.

The Founders of Mercanteo-Ambient were more interested in attracting funds and investment than building the products and services or even the company. A table with a Chair facing the wall was the Technical Department: A guy who would show up only to upload what was made of this application by inserting in the potential client the Microsoft Excell.

The rest of the technical were the Untouchables from Calcutta were 4 to 5 individuals of Indian origin who were brought and under the supervision of the Vice President of Operations, a Lady of Indian origin, a former McKinsey employee, and Cofounder of an empty shell called Mercanteo-Ambient.

These 4-5 individuals were also under the spell of another Indian who was their Boss and who was hanging outside of the office smoking cigarette after cigarette going back and forth to the Fridge for drinks. They were all taciturn and they responded only to the Indian Lady, the Vice President. I tried to engage them about their work and the progress they made or just to explain their inputs and the value they are adding to the company with their daily fixing and staring at this wall as a curtain for the secretive reason of their presence and transparent action that is not explained to all of us, neither how they arrive every day to sit in front of this white wall.

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They did not own cars or drive BMWs, so it must be the smoking Indian who Signed their presence and their absence, so he is the one who drives them to the office and takes them out of the office in his BMW, not the one parked outside as the symbol of elite belonging and success story in the making [See pic below].

They did not own cars or drive BMWs, so it must be the smoking Indian who Signed their presence and their absence, so he is the one who drives them to the office and takes them out of the office in his BMW, not the one parked outside as the symbol of elite belonging and success story in the making [See pic below].

If I dared to ask the Untouchables from Calcutta about the work they were doing, the content of their work, and their progress, all the Pack of Indian Techies panicked and all of them had a wide smiling face and answers while they desperately waited for the Vice-President or their Boss to come to their rescue. They had nothing to say or to communicate about. From that moment, the Indian Lady no longer said a word to me and had done the best job of her life to avoid eye contact with me.

Return on Investment by Beamer Boomer Boys

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The BMW Wheel of Fortune at the Silicon Valley

The BMW brand new car parked in the empty parking was the magnet for the first real funding of Mercanteo and Ambient which I learned later on. This BMW was like the “Idol made of Metal” to be adored for its blessing. The Sales Manager at the largest BMW Dealer in Silicon Valley who became part of Mercanteo’s Board of Directors and was responsible for stuffing the Fridge every afternoon Wednesday with beers and all kinds of beverages and premade food ready to be microwaved and swallowed. This Foody Man was also the one who persuaded and sold the idea of Mercanteo / Ambient bringing Lawrence Joseph Ellison of Oracle as an investor and member of the Board of Directors.

The hook was the BMW sale made to the Founder of Mercanteo / Ambient, the one sitting in the empty parking under the Sun of Redwood City, and the sale of BMW to Lawrence Joseph Ellison of Oracle of many other BMWs. Silicon Valley employees have their badges and allures as well as their reputations as successful StartupperS is the owning and the driving of BMW: The New Generation of BEMMEEERS.

It was not what you know but who you know – she or he who is driving a BMW.

The End of the Beemer Adventure

The 2 co-founders of the Company were an Indian Lady as Vice President and a Ukrainian as CEO who folded the Company when the number of employees became only himself and another Dreamer who made the big mistake of leaving Visa Card Corporation of San Mateo to come to crash at this moving sand startup.

The Vice-President got her tail behind her legs and rund before the moving of the BMW, she drove the Honda SUV to join Yahoo missed an offer by Microsoft for a deal of $44 billion, and ended up being rescued by Verizon for a sale of less than 4 billion dollars while Yahoo was accused of inflating the number of subscribers. After that magic fading, she is now a Vice President at Credit Evaluator and Provider after being rejected by Yahoo, the company she works in today is named Karma, What goes around comes around and back to the Future thanks to the Indian Connection in Silicon Valley

It is no more just being Beemer owner, it is more than that it is who you know from now on, Back to the Old Fashion Culture Future of American Corp.

The latest news on the Immigrant CEO from Ukraine who wanted to use BMW to be with the success makers became a Director of a Bank in Ukraine at the turn of 2000 and the BMW had magically disappeared from the Parking and the sight of the 101 exit of the Freeway.

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My take on a high-tech startup in Silicon Valley: Dot Come, Dot Gone in Late Nineties

Said El Mansour Cherkaoui was Executive Director of Business Development at Amient/Mercateo Redwood City, California during the Dot Come – Dot Gone era. He witnessed how the money was spent left and right by the former McKinsey consultant who converted his ins and outs into a startup that never took off but received funding even from the founder of ‘Oracle.

A brand new BMW was parked in the parking lot while I had to drive the CEO of this Startup from his apartment to the office. This BMW was bought just to please the owner of the BMW dealership who in return organized a meeting with the Founder of Oracle who invested in the Mercateo. The name of Mercanteo Startup was changed to Ambient following my suggestion to have a softer French connotation.

Mercanteo’s product was supposed to remember all purchases made by online businesses at stores like “Computer USA”, Office Depot, and other outlets. Once the payment is made by credit card, the transaction is supposed to be recorded and transferred directly to the accounting system as an expense with details of the product purchased, date, place, and amount and who made the payment.

The person who was in charge of the corresponding software, a close friend and colleague of the CEO of McKinsey was of Indian origin and had brought 4 Indian individuals who passed the time staring at a monitor and the wall behind while a fifth Indian trotted along outdoors smoking cigarette after cigarette.

This lady of Indian origin (actually with good Karma dealings), whom I called COP – Chief Operating the Product, acted as the gate advocate for those Indian “engineers” to whom we could not speak or ask anything if she was not there. It is she who must give the authorization to fix a meeting. The excuse is that these engineers were hired and paid by the hour and the guys outside smoking cigarettes were their clock for the time they spent staring at their computer screen and the money that they cash in exchange.

This team of 5 taciturn Indians was like a parade of Madame Tussaud Wax Master of Disastertech showing off just to impress visitors and potential investors to show them that Mercanteo has employees conducting in-house research and development of the product, which in reality never existed apart from a modified version of Microsoft-like Excel Spreadsheets patched with an Oracle database, a hybrid product that “the COP” tended to present as “Ownership of Inputs versus Ownership of Outputs ” according to the McKinsyniene strategic approach.

On the technical level in terms of setting up and management, this time it was a single person, an “American “Toubab” by stock” and with a bohemian tendency on the edges, who has no desk or even a chair and had to be called to accompany me when I visited a potential client in their office. This Tech Support was a person who looked more like a mechanic who changed the spare part than a System Engineer or Network Engineer, so he did not provide a solution to the problem and worse the product was not at all ready to detect the problems or define the solutions.

On the other hand, the Fridge was always full of American food, Hotdog, Burger, Macaroni, Donuts, Soups, Chicken and Fish Nuggets, Corndog, Wings, Cheese, Pizza everything that is mechanically separated and prepared, a cold museum of stuffed with top-notch artificial and chemical products. The drinks were of the same quality especially the beers for weekends. It was the Fiesta, what was missing was a Country Band or a Mariachi Group to make the atmosphere more ambient than the new name of the Startup Ambient.

The other employees who could be counted on the fingertips were always in a pleasant mood and individuals capable of being helpful given their attitude and their presence which remained of real kindness. Young people aspired to make a difference around them and among them, but the rest were not at the level of this human quality that could also be identified in innocence and the desire to volunteer to do good. These people were part of my team and were chosen by a human relations class manager. One of the best I have had the opportunity to work with in all my professional history in the USA.

This lady, responsible for human relations management and therefore a talent recruiter, is a Caucasian American who was the reason for my arrival in this Startup from Sprint Corporation.

Ms. Black was the one who convinced me to join Mercanteo and had a knack for recruiting the best. When she was put aside during the recruitment of a Vice-President for Business Development, Mercanteo became Ambient began to show the cracks I mentioned above which became more gaping with this crash landing of a Caucasian rogue from the North who drove an old Buick, wrapped in a buttonless suit and spoke like a former clandestine site manager of tree cutters in the Amazon. I understood what he was made of when I invited him for lunch in a restaurant to assess his knowledge of the field of application of the product we were looking to develop. All he brought up with me was what he had done before and laid out names and companies that I had no reason to know about.

I felt like I was sitting opposite a veteran of wars lost in memory and thought and worse first on battlefields that we would be more likely to listen to and see on the Screen of ‘Money only on the actual geographical or historical ground. These places and these encounters were shooting from all sides as if a deposit of fireworks had been lit by accident, there was around this guy an opaque smoke from his cigarettes whose tirades on the cigarette made his lips shine with all fire soaked in beer foam. I had the impression of being in front of a dancer in a trance incensed by the smoke of joints and incense exotic and distant in time as in space.

This future Vice-President drank and smoked excessively with his belly protruding from his belt and his unbuttoned vest making him like Santa Claus dressed on the sly for an interview at a Startup delivering gifts without address or recipient, he was in the vaps and I, who had never tasted a beer in my entire life, could talk about European beers and my stay in France and Germany and my visits to all of Western Europe and Romania when he did not even know not the origin of the beer that was right in front of him. To my great surprise, he thought it was German when it was founded by a Czech family that has a Germanic-sounding name.

At that time, this Bud for You, an unusual slogan that was the pride of Americans, and when he realized that I could give him such knowledge of his own choice of drink that he considered a symbol of American nationalism, that at deep inside, listening to a guy supposed to be from the Middle East. For him, Morocco was synonymous with Monaco and Casino, another Las Vegas somewhere lost in Western Europe that Sean Connery and Grace Kelly, who became the Princess of this Principality, had put on the radar of geographical knowledge for the Middle American.

In addition to my identified ethnic stereotype in Terro-Palestinians, I was conversing with an American Englishman with a cross-hatched accent but eloquent in definition, expression, and substance as I unwittingly conveyed to him a profound knowledge of the intricacies of popular culture and history. American that even he did not have given his intellectual and educational limitations.

So I was before him magnified but all of this made him as suspicious and wary of me as his booze could only make the length and breadth of my knowledge of Made in USA populism and Only in America.

How come I knew all those beers and wines and I didn’t share a drink with him at the time?

Such a question ran through his brain polluted by alcohol and the smoke of exotic vapors and he was neither the first nor the last to ask it. A question that cost me several positions, several jobs, and several opportunities in business, private jobs, and positions in the Academy in the United States.

You didn’t have to go far either in the conversation or in the exchange to realize that my account was settled in this interaction at the level of ignorance that only the smoke from his cigarettes could hide from the gaze and not from human understanding. For that, I remained calm and I knew that my situation did not last long in this company whose CEO hired such an individual and forced him to parachute between us without taking into account the opinion of the first interested person who is the manager of human relations, nor of myself since I was second in the business development department. It was as if all the transactions concerning the hiring of this individual had been carried out under the table while serving us artificial alibis and complicit silences without any other transparent approach, “the fact. , “le fait accompli – the accomplished fact”: Take or Leave it.

All the team members of my department understood such manipulations and began to disappear one after another from the panorama, including the mechanic guy. Only the Indian “engineers” were still there looking at the wall and the screen of their computers, while the visit to their meter became more spaced out and only took place when this new Vice-President went out to bang a cigarette butt with another guy who was his buddy and he moved out and brought in his luggage.

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Saga of Cascade and Flood of Bad News

More Twitter execs quit Share LinkedIn News Updated 58 minutes ago More Twitter executives headed for the exits as new CEO Elon Musk warned … Continue reading

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This buddy walked like a gorilla, a former adventurer without adventure, and served as a bodyguard for this New Vice-President. I never understood what was the contribution or the role of this individual whose only approach made it clear that he is a go-getter with his head down like a bull in this new bullfight that this arena has suddenly become Mercanteo – Ambient where the swords are now hidden under muleta camouflaged under the cheap suits and the jackets of these new invaders which exceeded their shoulders with crumpled pants like scrap paper. European elegance had yet to conquer or be embraced by these new dot.com startup cowboys.

The cool allowed all deviations in dress and justified the lack of quality both in terms of the look and the food offered, there was neither Haute Couture, nor Haute Culture, Nor Haute Cuisine while High Technology remained in the margins of Buzz-Words and Jargon and nothing on the table of creation or innovation at the level of these Startups which were still far from even Alpha level.

Sharing research findings on ROI, IT, and CRM

RETURN ON INVESTMENT, INFORMATION TECHNOLOGY AND CUSTOMER RELATIONSHIP

Sharing research findings on ROI, IT, and CRM

This research and publication were part of my initiative to enhance the image of my position and responsibilities as well as the work I was conducting as Executive Director for Business Development at Mercanteo and Ambient before its acquisition by Oracle. Our startup focused on duplicating the ledger with the purchase receipts as the lead to trace the payment method and to transfer it to the Accounting software used as an expense. That is what the CEO has told us given that Ellison was a member of the Mercanteo Board of Directors and one of the investors and all this was driven thanks to that BMW sitting in the parking as a trophy of success for a Startup on the edge of the waterfront of Redwood City. Larry Ellison was known for surrounding himself with trophies figuratively and properly, and it was not astonishing that from playing tennis, he became one of the top sailors around the world bringing even the America Cup to the Bay Area.

Research by Dr. Said Cherkaoui

In 1997-1999, just before the initial burst of the first bubble with Dot/\com-Dot/\Gone, as Executive Director of Business Development at Mercanteo – Ambient, Innovator and Pioneer of NetSuite (acquired by Oracle) and as an Adjunct Associate Professor at the School of Technology at Golden Gate University in San Francisco – California, I conducted multiple research ranging from technology, business management, and international development [European Economic Community, NAFTA, Technology in China and the United States] and this within the schools and departments of this University. Among these research publications, I made this pioneering thematic presentation.

Dr. Miro Costa, as Department Head and Associate Dean of the School of Technology at Golden Gate University, San Francisco, has also encouraged this research given his direct interest and theme of his own on technologies of information.

My study has been reprinted by many publishers given the soundness of my analysis which since then has been confirmed by the development of IT and the implementation of an ROI-based CRM, here is a copy of – an excerpt from my research:

Return on Investment, Information Technology, and Customer Relationship Management

Said El Mansour Cherkaoui

https://www.yumpu.com/en/document/read/18214112/said-e-cherkaoui-phd

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