Journal of Environmental Treatment Techniques
2020, Volume 8, Issue 4, Pages: 1594-1598
–
the wisdom of power distribution. Finally, the third socio-
mandatory implementation become the "Bible" of the business
organization, the main goal of the economic entity with strict rules
and regulations. Material, moral, and career incentives for
employees depend entirely on the achievement of targets.
Preference is given to a linear and formalized system (standard
rules, templates, and procedures).
informational level includes egonomics – the laws of morality
ecological imperative), egology – the science of national culture
(
preservation and development, and egosophy – the wisdom of
cultural diplomacy.
The solution to the issue of the future of the global civilization
in the context of continuous differentiation of knowledge has lost
its primary basis. As the outstanding philosopher and logician of
Second, it is innovative quantum thinking, based on the
existence of a dynamic goal that changes its position in space and
time. The way to achieve results in such a situation is
unpredictable and must change as one gets closer to the goal. The
transience of changes and the speed of their appearance becomes
the norm of life, while a quick response to them is a condition for
survival. The importance and role of decision-makers and the
persons influencing the decision are sharply increasing. This
concerns any level executives from the CEO of the company to
the executive head of the nation. Any mistake or miscount can
lead to inevitable consequences. Decision-making executives
with the gift of a visionary become highly demanded. The
stagnant times have passed, and are now unlikely to ever return.
The ability to learn and retrain (Life Live Learning, life-long
learning, LLL) becomes mandatory for everyone. Professional
knowledge, skills, abilities, art, and mastery can become
unclaimed at any time, while the business entity can be declared
bankrupt. With the emergence of the Internet, innovation cannot
be stopped, and the power of the bureaucracy, as a deterrent on
the way of STP, has completely lost its strength. It is useless to
struggle against changes; they must be taken for granted. And it
is even better to participate directly in their appearance and
manifestation. Adaptability is more important than predictability.
In contemporary interpretation, strategy development also
requires a certain strategy. One can distinguish five stages of
changing the approach to strategy formation. At the first stage,
according to IBM (International Business Machines), "The big
companies eat up the little ones". In the second stage, according
to the BMW (Bavarian Motor Factories), "The fast companies eat
up slow ones". At the third stage, as proclaimed by J. Welch (J.
Francis "Jack" Welch, Jr., b. 1935) [13], the legendary CEO of
General Electric, it is important to be the first. The first, as a rule,
always gets 50% of the niche in the new market. Being an
organizer and able to survive is an actual strategy for ensuring a
safe life and activity. The concept of the product (service) life
cycle of a market economy, which has become a classic, is
described in the scientific literature in sufficient detail. One of the
first to put it forward in 1965 was the American economist Th.
Levitt (1925-2006) [14]. He identified four stages of the product
life circle, gave a description of each of the stages, and explained
why any product left the market over time. In a simplified form,
one can distinguish strategies in marketing, finance, production,
and personnel management at the four stages of developing
product market: product launch, growth, maturity, and decline.
Today, the concept of the product life cycle requires an extended
interpretation.
th
the 20 century, K. Popper (1902-1994) noted, with this
approach, each solution to a problem generated new problems [7,
p. 274]. The situation is becoming critical. The cumulative effect
increases. The intensive use of natural resources is accompanied
by environmental pollution. Widespread implementation of
scientific and technological progress in the context of quasi-
market relations is accompanied by the aggravating of natural,
man-made, and socio-economic hazards and shocks. Emergencies
that used to happen once every 100 years now occur every 10
years. The consequences are becoming more dangerous for the
economy, the population, and the environment. Direct and
indirect damages from emergencies reach 4-5% of the gross
national product of the Russian Federation. Given the fact that
Russia is rich in natural and human resources, has a huge potential
for LSA, it is of undoubted interest for territorial claims,
"friendly" or hostile absorption by several militarily strong states
of the world. The problems around the Arctic and Antarctic are
also becoming quite urgent.
The web-style of safe LSA in the digital economy assumes
that the speed of obtaining and amounts of relevant information
tend to the maximum, while the time for its awareness for
practical implementation is minimized. The open mind and
broader vision of an ordinary observer give way to the overmind
of an entrepreneur, myth designer with a "sliding horizon
(
gradient) of planning" for at least five years. Real-time
management implies that in a planned "cold" economy, strategic
guidelines can be revised every 3-5 years, while for a "warm"
market economy – every year. An innovative, "hot" economy
requires adjusting five-year goals and targets every quarter.
"Plasma digital economy" involves monthly updating of the
development strategy for the next five years.
Monitoring of the sustainable development of economic
entities (EE) in an uncertain and unstable business environment
requires possession of new quantum thinking. In contrast to the
linear mechanistic approach of the worldview of the Newtonian
era (I. Newton, 1642-1727) [8], the paradigms of Einstein
(
A.Einstein, 1879-1955) [9], Planck (M. Planck, 1858-1947) [10],
and other geniuses of quantum physics qualitatively changed the
definitions of the universal laws. Following the logic of D.
DeCarlo, the well-known author of the business bestseller
"eXtreme Project Management" [11], the decision-maker and the
person influencing the decision should freely navigate in two
worldview models, two mental realities.
First, it is causative-consecutive thinking, where the life cycle
of management has, as it was shown in the works of Harvard
School Professor Larry Greiner [12], alternating creative and
bureaucratic development phases. His approach to the
organization as a living organism ("Evolution and Revolution as
Organizations Grow", 1972) is now widely acknowledged.
Minimization of any changes so far remains a distinctive feature
of the bureaucratic stage,
technological progress (STP), and the main obstacle to the
implementation of innovations. The directive plan and its
Today, tolerance to changes is a defining feature of the
business culture of the future. Its defining features are the
principle of delegating responsibility instead of directive
management, self-improvement and self-organization, and life-
long learning (LLL). All of the above has already become the
reality of today. Classical methods of managing material objects
and directing people are no longer effective. "Business @ the
Speed of Thought" is not only the title of a bestseller [15] by Bill
Gates (1955) but also a key factor in achieving success in the
a deterrent of scientific and
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