Growth and Fitness through Innovation
How to augment the returns from your stake


© Klaus G. Saul

 

 

2. Act with meaning

Any new opportunity or variation produces uncertainty. If the uncertainty is removed by hazard then nothing is achieved. If, however, it is removed by meaningful decisions or meaningful information then there is progress which makes sense. 
For living entities any decision or information is meaningful which helps escaping from threatening death, decay, penury or the scarcity of vital resources.
For human stakeholders any decision or information is meaningful which helps overcoming the limitations restricting the quality of personal life.

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Life and the safeguard against death and decay mean something important for all living entities. The longing to escape from threatening penuries and shortcomings drives them to compete for the scarce vital resources. It is this meaningful struggle for life which induces the species on Earth to differentiate and to improve their ability to survive by an adaptive evolution [EXHIBIT 8].

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Strangely enough, we see from [EXHIBIT 10] that even Charles Robert Darwin (1809-1892) was not absolutely clear about the causes underlying his observations. It took, indeed, the British Nobel prize winner, philosopher and scientist Bertrand Russell (1872-1970) to really understand the progressive evolution on the surface of our planet Earth [EXHIBIT 11]. Russell introduced man - himself an outcome of the evolution - into an enforcing position with respect to the progressive change {Russell, B. (1927)}. He thus integrated human activities into a proceeding perspective.  Indeed, modern man controls about 10% of all the bio-mass produced on Earth {Markl, H. (1998)}.

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The extraordinary impact of man was made possible due to the enormous storage capacity of his brain. Today there exist 10 million tons of that brain distributed over 6 billion heads. To the extent as this brain be coherently interconnected it represents an enormous “critical mass” to advance culture, the power of analytical thinking and the differentiation of knowledge. These elements  altogether result in a maximum content of rationally confirmed human insight {Simon, H.A. (1993)} [EXHIBIT-12].

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The human brain can store individual experience. It enables man to verify his knowledge repetitively with renewed experience and to transform personal discoveries into consensus knowledge or universal insight with an ever increasing assurance.

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While the Darwinian systems are bound to escape from the threat of decay by the "trial & error" variational mechanism humans can develop fitness by disruptively pursuing meaningful conjectures that cannot be refuted.

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Russel saw man proceeding by acting meaningfully. Man can pursue personal intentions as long as he respects the rules of nature that provides him with his vital resources. By watching these rules, he gains access to further dimensions that outreach beyond the limits of his actual situation.

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Man can forecast the next sunrise which supplies him with strength-donating energy. Man can develop visions, hypotheses or projections on his own behalf. Moreover he can check the prospects of his projects on the basis of facts long before it comes to action.

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In a certain sense, man is capable of escaping from the actual limitations of his existence by pursuing a more attractive future. The prospect of a more qualified self-realisation rewards him with self-esteem, confidence and courage.

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We all know people who find their self-esteem as researchers by bringing themselves into the deepening of knowledge or into the expansion of human insight. Others achieve self-realisation by investing into their skills, cpabilities or resources as entrepreneurs providing better products, goods, value, performance or access to higher levels of human existence. Still others feel rewarded as “rulers or emperors" in the fight for lasting power or as adventurers, conquerors and seekers after treasures that neither putrefaction, rust nor moths can destroy.

EXHIBIT-14.gif (25453 Byte)

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All that outlasting meaning has been summed up by Ludwig and Saul {Ludwig, K.P. (1998)} as stakeholder-prospectives [Exhibit 13]. The stakeholder-prospectives accomplish personal activities with everlasting meaning. This meaning embraces the entire human existence independently of the actual situation of the personal life.

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By disruptively departing from the actual situation and by joining in a self-sustained growth of humankind, the individual can proceed far beyond the limitations of his natural existence. 

 


LITERATURE

  1. Cooper, R.G. (1993) “The NewProd Model” (2nd edition, Addison-Wesley)
  2. Cooper, R.G. et al. (1998) Portfolio Managem. for New Prod. (Perseus Books, Reading, Mass. USA)
  3. Fukuyama, F. (1992) The End of History and the Last Man (Penguin Books Ltd, London)
  4. Fukuyama, F. (1999) The Great Disruption (Profile Books Ltd, London)
  5. Gabler Wirtschaftslexikon, 14. Auflage, 1997 (Verlag Dr. Th. Gabler GmbH)
  6. Group of Lisbon (1995) Limits of Competition (Cambridge, Mass. MIT Press)
  7. Haken,H. (2000) Information and Self-Organization (Springer-Verlag Berlin Heidelberg New york)
  8. Heuss, E. (1965) Allgemeine Markttheorie (Tübingen, J.C.B. Mohr)
  9. HIS (2000) Public Private Partnership in der Forschung (HIS GmbH Hannover 2000)
  10. Hornschild, K.(1998) Beiträge zur Strukturforschung, Heft 172 (Berlin, Duncker & Humblot)
  11. Kleinschmidt, E. et al. (1996) Erfolgsfaktor Markt (Springer Verlag Berlin, Heidelberg)
  12. Luria, S.E. et al. (1981) A view of Life (Menlo Park, CAL.; Benjamin/Cummings Publishing Co)
  13. Ludwig, K.P. et al. (1998) Innovation & Raumfahrt (Bonn, DGLR-Synthesepaier)
  14. Magee, J. (1964) How to Use Decision Trees in Capital Investment (Harvard Business Review Sept.-Oct.)
  15. Markl, H. (1998) Wissenschaft gegen Zukunftsangst (München – Wien Hanser Verlag)
  16. McKelvey, M.D. (1996) Evolutionary Innovations (Oxford University Press)
  17. Popp, W. (1988) Zur Planung von F&E-Projekten. (Die Betriebswirtschaft 6, S. 735-749)
  18. Popp, W. (1999) Neue Horizonte bei Innovationsanalysen (Wissenschaftsmanagement Heft Nr. 2, Ausg. April/März 1999; Lemmens Verlags-  & Medien-GmbH 53227 Bonn)
  19. Russel, B.(1927) An Outline of Philosophy (London p.27)
  20. Schumpeter, J.A. (1911) Theorie der wirtschaftlichen Entwicklung (Nachdruck Berlin 1964)
  21. Saul, K.G. (1999) Leitbegriff “Innovation” Fachgespr. der Eur. Akademie (Bad Neuenahr- Ahrweiler, Sept. 1999)
  22. Shannon,C.E. (1948) A Mathematical Theory of Communication (Bell System Techn. J.27,370-423, 623-656)
  23. Simon, H.A. (1993) Homo rationalis (Campus Verlag Frankfurt/New York)
  24. Witt, U. (1998), Economics and Darwinism (Jena, Schriftenreihe MPI for Research into Economic Systems)
  25. Zink, K.J. (1995) TQM als integratives Managementkonzept (Carl Hanser Verlag München, Wien)

 klaus.jpg (17071 Byte)

Dr. Klaus G. SAUL; Leiter Fachausschuss S1.3 INNOVATIONSMANAGEMENT
DEUTSCHE GESELLSCHAFT FÜR LUFT- UND RAUMFAHRT - LILIENTHAL- OBERT e.V. (DGLR)    53175 Bonn


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