New Global Enterprises
People and organizations profiting from change and complexity
To Contact Us:
95 Dublin Drive
What is our current focus?
Relevant ResourcesFor a description of the culmination of the last 12 months of NGE activities.
For the latest two whitepapers on Cloud issues:
What is a New Global Enterprise?Going forward, the new dominant order in each economic sector encompasses both services and production alike. The Developed World is, in large part, Cyberian--a combination of people, processes and automation. Constant scaling is required--up, out or down with equal ease, and all is market driven.
In the Darwinian sense, selection is based on adaptability and flexibility rather than number, size or strength. Frequent radical transformations may be required as markets grow efficient at an ever increasing rate.
It comes down to “be the consolidator, change or die.”
NGE aspires to be such an organization.
NGE Associate/Partner Expertise and ExperienceDeep business expertise with over 150 years of experience that centers on all aspects and sectors of Financial Services, Capital Markets and Investment Banking. We have significant experience in Health Care Information Systems and large-scale Printing Systems. Technology experience is broad and deep covering strategy, application development, infrastructure development, and last, but not least, training.
What is our competitive advantage?Assisting individuals and firms to profit in the change and complexities of modern markets and technologies.
Success of IT actions should be a matter of maintaining up-to-date knowledge and managing options with positive expectancy--do things that have positive expected outcomes based on best information
These outcomes may not always be realized, but if they are, they contribute to value building.
Positive expectancy is a lot like Warren Buffett's Rule #1: Never lose money.
How do we help build value?
To see all our available on-line resources, click here.
We are pursuaded more by 1991 Economics Nobel Lauriate Ronald Coase's Theory of "Contracts make efficient markets" that with Adam Smith's Hidden Finger. With Adam Smith, mostly one gets one's finger pricked with his allegorical pins. With Coase, one gets demonstrable, in the small--entity to entity--efficient production. The term that best describes Coase is "Pico-Economics."
External PublicationsThe NGE founder and associates are preparing a whitepaper for the Cloud Security Alliance submission as Framework Foundation for the CSA's 2.0 Operating Guide.
See the current Table of Contents, deliverables ETA, August 2009. This outline will be split into two separate papers.
Public Appearances of NGE Associates
NGE Web Site ready to morph.Our Web Site structure is really retro. If you've gotten this far, you know that means this is a scrolling window site, with no explicit Web 2.0 enhancement. But to its credit, there is a richness in the simplicity of pages that are dynamic in reformating to window dimensions with titled sections fitting within a viewable window pane.
So it is simple and very portable to any HTML 1.1 based browser, even the embeddable http Object in Turbo Pascal.
However, as we begin to deepen the information structure of this site, you will find that the "Resources: Whitepapers/Presentations" section, "Technical Architecture" subsection is not viewable in one window pane. And, thus, it is time, in scribe like fashion, to model books as knowledge containers using folios and codices--leafed lists--not just scrolls.
Scrolls connote order and time lines. We can keep our quill pen, nonetheless. It is format not the means of description and inscription that are being updated.
Folio Books are easily accessed in the middle in random ways that scrolls are not. Quill pens work fine with both scrolls and folios. It is Web 2.0 that updates quill as a technology.
Desparately seeking redesign. But, when to do it?
The question has always been, "What functions and information do we need to deliver, NOW?" Always, doing something rather than writing about it seemed the best way to go.
Now that the fruits of our 2004 Five-Year Strategy are becoming apparent, we are communicating with an Open Narrative.
Your comments welcome