Tuesday, July 08, 2025
Friday, June 27, 2025
Professor Richard N. Langlois Theories, Podcast # 7.
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Thursday, June 26, 2025
Stagnant Industry Landscape
Software Development Approach
Application Precision
Lowest Time and Cost
Artificial Intelligence in Oil & Gas Development
Intellectual Property and AI in Oil & Gas
A Call for Change in Oil & Gas
Post Script
This segment is discussed between 01:03:00 and 01:16:00 in the episode.
Listen here:
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Tuesday, June 24, 2025
Accounting Voucher, Material Balance Report, Podcast # 6
I’m coming to the realization People, Ideas & Objects have content for several years of podcasts. The Accounting Voucher Module and the Material Balance Report are being introduced today.
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Labels: Podcast
Monday, June 23, 2025
Producers Business Model Has Failed
Producer Inaction and Missteps
Things People, Ideas & Objects Have Noticed
A Modern Day Stick in the Spokes
Conclusion
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Tuesday, June 17, 2025
Podcast # 5, Our Response to an RFP
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Labels: Podcast
Monday, June 16, 2025
AI, The Fourth Industrial Revolution, Part V
Who Do You Trust
A critical concern arises with the integration of ERP systems and AI. We’ve grown accustomed to accepting data from current systems, largely because alternatives are scarce. But will this trust extend to AI-driven directives that involve risk, such as relocating for a job without human oversight? Would you comply?
Trust is central to our user community’s value and permanence, exemplified in the Material Balance Report. This report automates the management of production, allocation, distribution, disposition, and reporting of oil and gas products—from IoT origins to financial statements. Without a meticulously designed and implemented system, confidence in its accuracy would falter. If users sensed gaps or lacked someone to address issues, trust would erode.
Our user community earns and sustains trust through hands-on development, implementation, and operation of the Preliminary Specification. Without this human element, systems will always face skepticism. AI now writes sophisticated code, having mastered games like chess and Go due to their defined scope. Programming languages, though more complex, are approaching similar mastery. However, assuming AI can fully develop ERP systems, which model intricate business processes, risks costly failures and unsuccessful shortcuts.
Our user community’s role is vital for long-term trust in ERP data and systems. They will leverage AI to boost productivity and enhance work quality, while their service provider teams deliver hyper-specialized, IP-driven administrative and accounting services designed for producers industry-wide.
This isn’t about protecting our territory—it’s about trust. Over-relying on AI for the Preliminary Specification’s development could reveal AI’s limitations, potentially delaying delivery or even failing. Restarting with new AI tools or reverting to human-driven development would incur further, significant opportunity costs for oil and gas. Our user community’s human-centric approach, augmented by AI, ensures trust and delivers results without gambling on unproven technology.
Power is Nothing Without Control
Our user community serves as the throttle and brake for the development, implementation, and AI integration in People, Ideas & Objects’ Preliminary Specification and its Cloud Administration & Accounting for Oil & Gas software and services. They gauge market readiness and AI adoption, ensuring trust governs its use. Without this human oversight, who decides when people must follow AI’s commands? Trust in AI will be earned and sustained through the user community’s daily interactions. We've identified many of our user communities' competitive advantages as uniquely human and therefore irreplaceable. Human qualities like collaboration, creativity, decision-making, tacit knowledge deployment, design, ideas, innovation, issue identification and resolution, judgment, leadership, negotiation, planning, quality, vision, and wisdom are uniquely essential. Coupled with their service provider teams, these attributes empower oil and gas producers to achieve the most profitable operations.As discussed in Dr. Jin Hyung Lee’s insights on Stanford University’s FYI Podcast, and AI in neuroscience allows researchers to see the “forest” while AI handles the “trees,” analyzing vast datasets to test hypotheses and boost productivity. Similarly, our user community can leverage AI to enhance their work, provided they maintain a holistic perspective.
I’ve long argued that AI is the killer app for Intellectual Property (IP). For our user community and their service provider teams, whose work is IP-driven, AI thrives on this foundation, simplifying tasks by referencing owned or licensed IP instead of complex engineering prompts.
Intellectual Property in People, Ideas & Objects is managed as follows. I own all of the Intellectual Property of the Preliminary Specification and its derivative works such as the podcasts. I license our user community the exclusive right to prepare derivative works in the development of the Preliminary Specification and its software. Service providers are provided with an End User License Agreement. People, Ideas & Objects pays the user community members to acquire their IP from them and in turn the entire Preliminary Specification and its derivative works remains available to all the user community members to prepare further derivative works. I then use this IP to assess the producers Profitable Production Rights for access to our Cloud Administration & Accounting for Oil & Gas software and service.
By empowering our user community to control AI’s application and IP’s evolution, we ensure oil and gas operations are dynamic, innovative, accountable, and profitable, with trust at the core of this transformation.
What Else is Going On
Beyond Artificial Intelligence’s transformative impact on North American oil and gas, other seismic shifts demand attention. The Internet is evolving from a platform of data and information to an Internet of value, where ownership, rights, agreements, and Intellectual Property are traded virtually. People, Ideas & Objects’ Preliminary Specification, with its Resource, Financial, and Petroleum Lease Marketplace modules and Marketplace Interface, creates virtual forums for these exchanges in oil and gas.A looming challenge threatens the unprepared: the accelerating pace and complexity of business, soon compounded by surging transaction volumes. Producers, already struggling, face chaos without adaptive leadership. Officers and directors, focused on personal gain, have long abdicated responsibility, feigning ignorance of systemic issues. Their inaction is a cultural failure.
Global trade dynamics are shifting. President Trump’s policies may level the playing field, countering foreign competitive advantages and halting the erosion of U.S. cultural and economic strengths. At 75 years into its 250-year global economic dominance, the U.S. leverages unparalleled cultural advantages—its Constitution, freedom, and entrepreneurial spirit—entering the Fourth Industrial Revolution with unmatched potential. Competition will only sharpen these strengths.
On the demand side, officers and directors should pivot to their preferred clean energy ventures, this time as startups without oil and gas revenues. New leadership, attuned to oil and gas’s challenges and opportunities, is needed. For 50 years, profitability has been essential, yet current leadership shows no grasp of its necessity or mechanics. Without unified action, we risk squandering our 250-year window. The Preliminary Specification offers the path to a dynamic, profitable industry.
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Friday, June 13, 2025
Podcast # 4, Preamble
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Labels: Podcast
Thursday, June 12, 2025
AI, The Fourth Industrial Revolution, Part IV
User Community Implementation in the Fourth Industrial Revolution
Ideas have consequences, sparking both support and resistance. Navigating the commercial landscape of ideas is complex, but the rewards reflect this challenge. Our user community’s exclusive license to the Preliminary Specification’s IP is designed to clarify their role and mitigate risks, ensuring they can deliver value effectively.
User Community Structure and Benefits:
- Exclusive IP Access: User community members are licensed to access and create derivative works from People, Ideas & Objects’ IP, with exclusive rights to do so.
- Focused Development: Our software developers rely solely on user community input, ensuring alignment with industry needs and ignoring external distractions.
- Producer Collaboration: Producers seeking new or updated features in the Preliminary Specification can directly engage user community members to address their needs.
- Service Provider Ownership: Each user community member is licensed to operate a service provider, owning an exclusive domain for software processes and related services delivered by their team.
- Budgetary Control: User community members maintain authority over their projects’ budgets and deliverables, ensuring accountability and focus.
- Proven Success: User-driven ERP development has consistently delivered high-quality software. By empowering our user community, we ensure North American oil & gas producers achieve the most profitable operations.
And There’s More
The Fourth Industrial Revolution offers unprecedented opportunities, even for “old” industries like oil and gas. New business models, driven by AI and innovation are reshaping industries like automotive and space. Yet, oil and gas leadership, blinded by vested interests, fails to seize these possibilities.
Our user community is tasked with dismantling this desolate industry and rebuilding it based on the Preliminary Specification’s vision—a cornerstone of North America’s economic and political strength in this revolutionary era. The alternative—catching a falling knife or stopping a rolling log—is the beginning of a dangerous, futile slog back to “muddle through.” The Preliminary Specification offers a bold, fresh start, challenging yet essential for a dynamic, profitable future.
Economic Impacts of Industrial Revolutions
Specific Economic Impacts of Industrial Revolutions
What common economic patterns do we see across each of these revolutions? How did they balance productivity gains with social challenges? Or was that left to market forces such as serendipity, spontaneous order and creative destruction? How might these apply to our user community?Each of these revolutions drove massive productivity gains but disrupted labor markets, requiring adaptation (e.g., unions, education). New industries created wealth but also concentrated it, sparking tensions. Globalization expanded with each wave, amplifying economic interdependence. These are unquestionably the outcomes and benefits that we see today. Will these continue, and is consolidation by producers anticipating any prospective benefits?
Will comatose elephants even hear the entrepreneurial opportunities? Or will they find the pace of change leaves them challenged in their opportunities? How much latitude do their organizations provide? Can governments be trusted to do what’s right? Culture is maybe the most appropriate question needing to be answered. Can today’s producer, constrained by its culture prosper?
One issue they’ve refused to deal with is specialization and the division of labor. In our May 2004 Preliminary Research Report we identified organizations are defined and supported, but also constrained by the ERP software they use. Since then officers and directors have used this knowledge as a cultural force they depend upon to support their never changing, self interested bureaucracy. A cornerstone of their unaccountability. And we defined it further in a recent paper “Hyper Specialization in Today’s AI & IP Enabled Workforce.”
Nonetheless further specialization of any company at this point is counter productive. Standing on the shoulders of giants before them, producers' low transaction volume created through a hyper specialized environment does not generate the benefit of a further division of labor in even the largest of companies. The benefits of any further division of labor are diluted through the low volumes of work each task requires. People, Ideas & Objects use of the broader industry distribution of work is necessary to gain any benefit from hyper specialization and the division of labor.
The Internet offers orders of magnitude greater speed and effectiveness in terms of organizational structure and performance over the bureaucratic standard hierarchy. Use of it is the basis of competitiveness in today’s market as much as AI will soon provide a base level of competitiveness. Oil & gas has opted out of the capital markets competitive challenges when they‘ve continued to pursue “muddle through” since their investors left in 2015. Inaction is their purpose. This is cultural in nature and will therefore persist. Taking the officers and directors consolidation, “muddle through” approach will continue their legacy. Believing ownership and operation of unproductive capital assets provide them with control.
In prior Industrial Revolutions capital formation was a formidable barrier to entry. That may be the least common trait of today’s revolution. Business model innovation mixed with active execution and dynamic, outsized results are the characteristics of success. What I always envisioned People, Ideas & Objects to be. I am however satisfied it’s not my lack of performance in this regard. When investors have been unable to motivate any action from officers and directors for over a decade. We now see where the difficulties are and what needs to be done. A comprehensive industry rebuild in the vision of the Preliminary Specification. If however this continues officers and directors will have been able to declare a vacuous win.
It’s not only People, Ideas & Objects that have no support. No vendor or service industry company expects producers will initiate any action. After sitting on primary industry revenues and doing nothing for so long. Producers expectations are that investors will be the ones to start the ball rolling in both oil & gas and elsewhere. Yet for producers to even express an interest in any activity is itself counter cultural and considered bad manners.
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Tuesday, June 10, 2025
Podcast # 3 - Seven Organizational Constructs
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Labels: Podcast