McKinsey, Five Misconceptions About Productivity

One of the benefits of a six month sabbatical is that we have aggregated many articles from McKinsey and others that pertain to the work we are doing at People, Ideas & Objects (PI&O). These articles are ideal for weekend postings and will enable us to fill out several months of weekends blog posts. In this first post McKinsey have an article entitled “Five Misconceptions About Productivity”

In oil and gas we are primarily concerned with the productivity of earth scientists and engineers. Specifically their ability to find and produce more oil and gas. These people’s ability to produce more energy is challenged today by steep decline curves and the challenge of finding the reserves. Since 2005 the world’s oil production has remained somewhat static and its unknown what influence OPEC may have been able to impact the market. Nonetheless the valuable energy resources require significantly greater volumes of science and engineering per barrel of oil produced. These science and engineering resources are somewhat limited in their volume and the capacity to increase them is very difficult, therefore we are left with the need to increase their productivity.

In today’s marketplace we thankfully have the means at our disposal to significantly effect the productivity of our organizations. In 1776 Adam Smith determined the division of labor was able to lead to higher productivity. Division of labor is the source of all economic output. That is to say that through successive reorganizations and application of the principles behind the division of labor we have been able to reach the level of economic activity we enjoy today. Therefore to expand the output of the oil and gas industry, which we can all agree is required, will require that we reorganize ourselves to achieve a higher level of economic output.

As the industrial revolution had a significant impact on our quality of life, the coming Information & Communication Technology revolution will have a significant impact on the output of our organizations. This is the opportunity that this community has in hand with PI&O. In this McKinsey article they point out a number of misconceptions about productivity, the one that stands out for me is;

Productivity is only about efficiency and is designed to bolster corporate profits.

Productivity can come either from efficiency gains (such as reducing inputs for given output) or by increasing the volume and value of outputs for any given input (for which innovation is a vital driver). The United States needs to see both kinds of productivity gains to experience a virtuous growth cycle in which increases in value provide for rises in income that, in turn, fuel demand for more and better goods and services.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of PI&O. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining PI&O can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification. Email me here if you need an invite.

Copyright License

On Wednesday of this week we discussed the copyright notice that was issued to the producer firms. This post deals with the politics of the copyright license and how the end users, developers, members of the Community of Independent Service Providers and those generally needing to be involved in the application have access to the Intellectual Property (IP) that makes up the research, copyright and software developments of mine, Paul Cox, as licensed to People, Ideas & Objects (PI&O).

Two key questions that have to be solved in this project is firstly, how is the greater community supported. And the second question is; how do we ensure that everyone is able to innovate without any legal impediment, and have free access to the intellectual property that makes up People, Ideas & Objects IP. Two difficult and important questions that this blog post will answer.

Answer to question 1
The answer to the first question of how this community will be supported is of course by money. That is the only way in which a long-term, difficult project such as this can survive. No one can be asked to put in the effort necessary on a volunteer basis as that will begin with a bang and fade at a critical time. Only with the appropriate means to source the financial resources to support the community through out the life of the project will this project be successful. And being successful is the only manner in which we will be able to attract the people that we need in order to make the project ultimately successful.

So the question remains how is the project sustained financially. I as the owner of the intellectual property have the sole right to assess the oil and gas producers the fees and penalties, as noted in the Revenue Model, that will sustain these communities. Payment of those fees by the producer is the price they pay for participation in the community. Individuals are free to participate as they wish. In fact they are paid for their approved efforts. Producers must pay their fees in order to participate and have their specific needs addressed, and ultimately use the software. I then in turn use that money to support the community and develop the software based on the budget that the community agrees to. If the community requires a larger budget, then the $ / barrel of oil equivalent assessment to the producers will rise or fall based on the size of the number of participating producers who have subscribed to People, Ideas & Objects.

Answer to question 2
As to how the innovation and creative solutions are developed within the community. This work can not be obstructed by the IP that is the basis of People, Ideas & Objects offerings. It is through the license provided to those that work within the community that provides them with the opportunity to work with the IP without concern for the legal consequences normally associated when dealing with IP.

This license grants unrestricted access to my IP and generates service fees for yourself, I only assess the producers for software and software development fees. In turn any innovations or developments of IP are added back to my IP which in turn then become available to everyone. This eliminates any potential cross licensing and trolling by individuals within the community, which would make the development and innovation of the software and services secondary objectives. Licensees within the community have a right to generate service revenues in an unencumbered fashion in a competitive marketplace. This provides producers, individuals and society with the optimal solution for dealing with the underlying intellectual property of this project.

The following is a general comment about the means of competing in the Information and Communication Technology (I&CT) marketplace. There is much discussion about the new versions of Apple software products and the stepping on some of their developers toes. The overt development of features that have been provided by small software providers, by larger vendors such as Apple is something we have seen many times before. The group with the fattest wallet usually wins these contests. To compete on the basis of a defined software feature set is a fools game. Unless of course you have the fattest wallet. What is needed to win in the 21st century is a new basis of competitive strategy, and that is on the basis of IP. You must have an idea that is unique that defines your product differently in the marketplace. With People, Ideas & Objects that of course is using the Joint Operating Committee. Licensees within the People, Ideas & Objects community have access to the IP that enables them to compete in services based on using the Joint Operating Committee as the key organizational construct of the innovative oil and gas producer.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification. Email me here if you need an invite.

S + B, Stop Blaming Your Culture

Over the past few years of this blogs discussion around the impact of the Draft Specification, and the use of the Joint Operating Committee as the key organizational construct of the innovative oil and gas producer. And how these changes would have an impact on strategy at the producer firm.  We have discussed many specific points that include;

• a firm is able to employ different strategies for individual JOC’s based on the optimal strategy for each property. 
• each producer within a JOC can pursue their own individual strategy irrespective of the strategies used by the other participants. 
• the strategies are unique to each firm and are mutually exclusive, based on the unique asset makeup of each individual producer. 

What today’s post realizes, suggests or otherwise makes known is that the Joint Operating Committee is also the Strategic framework. So when we state that we are moving the compliance and governance frameworks from the hierarchy to the legal, financial, operational decision making, cultural, communication and innovation framework of the Joint Operating Committee, we can and should include the strategic framework as the seventh framework of the Joint Operating Committee.

Booz & Co’s periodical Strategy + Business have an article entitled “Stop Blaming Your Culture” that pairs the cultural and strategic frameworks.

Leaders like Gray understand the value of an organization’s culture. This can be defined as the set of deeply embedded, self-reinforcing behaviors, beliefs, and mind-sets that determine “how we do things around here.” People within an organizational culture share a tacit understanding of the way the world works, their place in it, the informal and formal dimensions of their workplace, and the value of their actions. Though it seems intangible, the culture has a substantial influence on everyday actions and on performance.

The Joint Operating Committee is culturally systemic throughout the oil and gas industry. It establishes the basis of the culture for the legal, financial, engineering, geo-technical and every other individual that works within the producer firm. The partnership, which is the JOC, has the rights and opportunities embedded within the culture of how the industry operates. People, Ideas & Objects is using this culture, capturing it within the software we are proposing to build in the Preliminary Specification. But the question is how does this affect strategy?

Importantly Booz & Co make the following statement.

When a new leader’s strategy puts the culture of a company at risk, the culture will trump the strategy, almost every time.

Therefore, the Joint Operating Committee, being the cultural framework of the industry has significant influence on the strategic framework of the oil and gas producer. This is in addition to the JOC being the strategic framework itself. This would imply that the global or overall corporate strategy, since it may not recognize the culture of the partnership or JOC, will fail when it does not consider the JOC’s culture.

What I am suggesting here and is being enabled in the Draft Specification may seem unreasonable. Having a unique strategy for each participant in each JOC seems to be inconsistent with efficient and effective management of the oil and gas resources of the producer firms. I would argue that each producer needs to focus on the optimal strategy for each JOC in order for the property to be optimized from an innovation and financial return point of view. Nothing short of this strategic focus will provide the producer with the ability to mitigate the risks and realize the opportunities of the oil and gas business.

The alternative open to the producer would be to change the culture of the firm. Which would involve removing the JOC from their operations, which I would wish them the best of luck.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification. Email me here if you need an invite.

Copyright Notice

Politics, can’t live with it, can’t live with out it. This post is about the political realities around the use of copyright in the oil and gas industry. Specifically the copyright that I hold in the research around using the Joint Operating Committee. There are two key points that need to be considered, again, as there seems to be some belief in the marketplace that actions taken by industry members are not subject to the political or legal realities of copyright law.

First of all let me restate the copyright notice. Look at any and all blog posts and knols that contain any of my writings and you will see the copyright for these published works. These are all based on the original idea of using the Joint Operating Committee which originates in my September 2003 research proposal to industry. Now on with the politics.

Producers management and specifically the C class executives, will not wish to "break the (copyright) laws" by using any other software that does not comply with my copyright. This isn’t in a producers best interest due to the fact that it could be financially costly for them to proceed with the development, implementation or use of any other software that violates this copyright and therefore would be unusable. The financial costs of these activities, the time lost in implementing them and the potential loss of further time when the software would not be available for use could be severely detrimental to the producer firm. The software marketplace could be an organizational graveyard for the unaware or careless management.

The second area where intellectual property can be politically disruptive to a producer is when dealing with the hardware, software and services of major vendors like SAP, IBM and Oracle. They have no interest in diluting the legal value of their assets by belittling or diluting their assets by contaminating them with software that is not supported by associated research. That is to say they live and die by the value of copyright and have as much interest as I do in seeing that my copyright is upheld. It in fact supports their copyrights indirectly. They also have no interest in contaminating their IP with IP that may be in direct breach of someone else’s IP, and therefore indirectly becoming party to a breach. It was with this in mind that I informed these firms of my copyright, based on the Preliminary Research Report, in an email dated October 15, 2004 and cc’d to many of the CEO’s of the major Canadian producers.

On a related point. Oracle recently was awarded $1.3 billion in litigation with SAP for their breach of Oracle’s IP. Two very clear points are noted as a result of this. As I noted in the previous paragraph, no software vendor will violate another vendors legitimate claim. And secondly, this is now being extended so that customers don't want to be party to illegitimate use or violation of others IP.

Customers of People, Ideas & Objects can rest assured that the clarity and pristine nature of our IP is impeccable. The value of the idea of using the Joint Operating Committee as the key organizational construct is immense, and the development of that idea is evident and available for anyone to review through this blog and the referenced knols. There are over 800,000 words, 6 good sized text books, that support the work that has been done and that is reflected in the Draft Specification. This effort has been undertaken to ensure People, Ideas & Objects customers of our ability to compete in this marketplace.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification. Email me here if you need an invite.

So What is Phase-Two

As we begin Phase-Two we see People, Ideas & Objects move away from our heavy focus on research. And turn our attention to the commercialization of the Intellectual Property (IP) contained within that research and this communities development. This is done with the objective of completing the Preliminary Specification and ultimately building the software that is defined there. With this blog post I have now updated the knol where the Preliminary Specification is listed. There is now a thorough understanding of the requirements of what people will need to see in order to participate, and the key deliverables of the Preliminary Specification. It’s still brief, but that’s the point, it has to be.

One of the key points noted is the budget for the Preliminary Specification has been set at $100 million. The controversial nature of the size of this budget will lead to much discussion. However, the more time and energy spent at the beginning in these tasks the less that will be spent in the long run in terms of actual development. These Preliminary costs also represent as little as 5 - 10% of the total software development budget. I don’t want to pollute this blog or the knol with discussion about the budget and therefore ask if you have comments to direct them to my email here.

The source of these funds for the Preliminary Specifications budget is based on the 2010 and 2011 fees and penalties that have been assessed at $1.00 per year and $3.00 per year, per barrel of oil equivalent, per year. Please see our Revenue Model for more information. Therefore if a producer was producing on average 40,000 barrels of oil per day over the past two years, the costs for them to participate in the development of the Preliminary Specification would be (2010 $160,000 and 2011 $160,000) = $320,000 for the two years. These costs are for the software development; and provide the producer with the opportunity to have their needs specifically addressed in the software development process. Today its not enough to own the oil and gas asset. You must also have access to the most efficient software systems that make the oil and gas assets profitable. Having direct participation in the development of that software will be an additional competitive advantage for the producer. That's what People, Ideas & Objects are offering.

One key change in the Phase Two proposal is that we have centralized all of our operations in Houston. The President, COO, CFO, VP Community Development, VP Development, and VP Business Development will be based there as will all of their teams. (Previously the development team was to be in California). Houston provides the ideal location if during the Preliminary Specification the scope of the application is determined to be an “Americas” based or “Global” based solution. (P.S. Now would be a good time to start thinking about the many positions discussed in the proposal. People, Ideas & Objects (PI&O’s) will consider people for direct hires and those that are seconded from participating producers.)

In an April blog post we noted that management were too conflicted to participate in the financing of this project. That we were instead turning to the ownership class to fund our capital needs. Phase Two is not a development term but a business term of moving to a more mature foundation. It is not that we're seeking to source our funds directly from the ownership class but to have the ownership class direct management to participate. Doing "something" comes down to industry supporting PI&O's Revenue Model. Only then will anything substantial begin. People, Ideas & Objects revenue is based on a producers reasonable share of the costs of software developments, not on PI&O's cash balances.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification. Email me here if you need an invite.

Where we are at, Phase-Two Begins

The sabbatical is over and its time to get back to work. It’s been a restful and worthwhile break to recharge the batteries to make the crucial transition from phase one of the project to begin the second phase. It’s therefore best to start off with a quick summary of where we are at in terms of how we left things before the sabbatical.

Most importantly is the Draft Specification which was published in July 2008 and forms the basis or foundation of the second phase of our software developments, the Preliminary Specification. This eleven module system description defines what a producer firms systems would look like when we use the Joint Operating Committee as the key organizational construct of the innovative oil and gas producer. It is radically different and provides an overall vision of how producers would manage their assets in the most profitable manner. The Draft Specification is available for review on two pages located here.

From the period of time between August 2008 to May of 2010 we undertook a detailed discussion of how and what the Draft Specifications impact would have on an oil and gas concern. Taking issues and opportunities of the day and applying them to the specification. Providing real life testing and understanding of these ideas. We also had the opportunity to take McKinsey’s and others research and apply it to further broaden the overall understanding of the Draft Specification. These blog posts can be sourced through the archive during the period noted, or through the McKinsey label.

Although we continue to promote the Draft Specification from time to time we began to move the project forward with some specific deliverables in 2010. During the period June - August 2010 we developed the Phase Two proposal that forms the framework of the second phase of the work that is now ahead of us. These blog posts can be aggregated by selecting the Phase-Two label in the blog. One important difference between what is stated in that period and now is that I will be clearer on the budget requirements of the Preliminary Specification. So stay tuned for that.

Lastly during the time frame of August 2010 to January 2011, or the beginning of our sabbatical, we reviewed the key points in the Preliminary Research report. Our special emphasis was on Professor Giovanni Dosi’s paper “Sources, Procedures, and Microeconomic Effects of Innovation”. These blog posts can be aggregated by selecting the “Review” or “Dosi” label. I highly recommend reviewing this work thoroughly. Professor Dosi’s work is very pertinent and applicable to using the Joint Operating Committee in the manner that the Draft Specification suggests. In fact the Draft Specification is designed using the research of Dosi’s and many others research and therefore makes the understanding of his work critical.

It is on that note that we say so long to the heavy emphasis on research. I expect that the primary focus on research will fade from this blogs pages. We are moving to a commercial forum and one that focuses on building software. Research has provided us with a broad base of understanding and a foundation of almost 800,000 words of how the Joint Operating Committee builds real value for the innovative oil and gas producer. Now we turn to a new a focus that builds on that foundation. We are now focused on building the software that makes that value real. Value that recognizes that it its not just ownership of the oil and gas assets; but also access to the most innovative software to provide the most profitable means of oil and gas operation.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification. Email me here if you need an invite.

We're on Google+

In what has to be considered perfect timing. The public debut of Google+ has just been announced. Google+ is Google’s new social network tool that is available to anyone that has a Google Account. (If you need an invitation to Google+ please email me here.) This is perfect timing in the sense that we are returning from our sabbatical to begin the development of the community, and Google+ is the tool to help us make that happen.

What’s different about Google+ in comparison to Facebook and Twitter is that it provides both services in one. That is to say you can broadcast a simple message to everyone that follows you, just like Twitter and Facebook does. Or your able to control the messages you send to just the Circle of people that you want. Two additional features are that you can set up “hangouts” which provides video chat with up to ten people at the same time, and Sparks which can search and deliver content on different topics.

What Google+ provides us with is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification. Please email me here if you need an invite to Google+ and lets get started.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

2011 Funding Update

The results of our 2011 first quarter funding campaign can now be reported. As was expected, none of the producer firms chose to participate in the funding or support of People, Ideas & Objects. From our perspective, we see this as evidence that management are too conflicted to participate in this project. The only way forward through this deadlock will be from the explicit direction of the ownership class of the producers. It is therefore anticipated that this project will proceed on a somewhat brick-by-brick and stick-by-stick basis. Stay tuned.

It is now time for producers to act. Review of our Revenue Model will inform producers how they can participate in the development of People, Ideas & Objects Preliminary Specification. Producers can contact me here for further information, or to begin the process of their participation.

Professor Giovanni Dosi, Part XVII, a Conclusion

Our review of Professor Giovanni Dosi’s 1988 paper “Sources, Procedures, and Microeconomic Effects of Innovation” has provided us with the evidence that the Joint Operating Committee is the “innovation” framework for all oil and gas producers. Identifying the “innovation” framework as part of the Joint Operating Committee along with the legal, financial, operational decision making, cultural, communication and strategic frameworks. People, Ideas & Objects Draft and Preliminary Specifications identify and support the Joint Operating Committee as the key organizational construct of the innovative oil and gas producer. We provide this by moving the compliance and governance frameworks of the hierarchy into alignment with the seven frameworks of the Joint Operating Committee. Enabling a greater speed, accountability and innovativeness of the producer.

It is now time for producers to act. Review of our Revenue Model will inform producers how they can participate in the development of People, Ideas & Objects Preliminary Specification. Producers can contact me here for further information, or to begin the process of their participation.

Professor Giovanni Dosi, Part XVI

With this post we have completed the review of Professor Giovanni Dosi’s 1988 paper “Sources, Procedures and Microeconomic Effects of Innovation”. After this post I will have some closing comments and a review of the papers highlights in future posts.

Characteristics of Innovation and Patterns of Industrial Change.

Professor Dosi states that the rate of change and observed dynamics of industrial performance can be attributed to the following components:

Innovative learning by single firms augmented by universities and government agencies. 

People, Ideas & Objects asks: what would be the effect of increasing the exposure from a single firm, to a collaboration between several firms through the Joint Operating Committee? Would this facilitate a marked increase in Joint Operating Committee knowledge? And would this knowledge therefore facilitate an increased rate of collaborations leading to an increased level of understanding and pace of innovativeness and scientific knowledge? Or as Dosi notes:

The diffusion of innovation, the knowledge of innovative products and processes. 

Professor Dosi states that his general interpretative conjectures are: (And these are an important consideration in determining the capability and capacity to innovate.)

First, the empirical variety in the patterns of industrial change is explained by different combinations of selection, learning, and diffusion and different learning mechanisms. (p. 1159)

Second the nature of each technological paradigm, with its innovative opportunities, appropriability conditions and so on help to explain the observed inter-sectoral differences in the importance of the above three processes. (p. 1159)

Each successful innovation creates an asymmetry effect, or an overall increase in competitive position of the entire industry. However, that does not necessarily increase the competitiveness of all the participants of the industry. The ability of laggard companies to improve their competitive position helps to form new positions within their industries. These laggard companies generally are able to move further and quicker through their imitation of leading companies. However, the primary differentiating component of competition based on innovation in process and product is attributable to the innovative capability of the firm.  ie. a laggard will remain a laggard without the direct and active development of innovative appropriability conditions.

Professor Dosi finds these points difficult to quantify and prove, but states these may be tacitly understood. People, Ideas & Objects asserts that that was the case in 1988 at the time this article was written, however, the laggards ability to “keep up” or even “catch up” may have progressively diminished through the application of information technology during the 2000’s.

There is a determining paradox for the ability to innovate based on imitation or strict Research and Development. Companies can copy others innovations in industries with minimal asymmetry, (where they are all the same). Whereas industries that are asymmetric (like oil and gas) or have large variances in their capabilities are best served by differentiating themselves by pursuit of Research and Development.

One can see with the difficulty of this discussion; how and where innovation and research & development are done in oil and gas. The discussion to this point is ripe with conflict and contradictions, the raw material for solutions. In the Draft Specification’s eleven modules their are two specific modules that deal with these problems. One module is the Research & Capabilities Module which is the Firm based module, the other a Joint Operating Committee module called the Knowledge & Learning Module. Please review those as to how this division of labor is determined in the People, Ideas & Objects Draft Specification.

It is now time for producers to act. Review of our Revenue Model will inform producers how they can participate in the development of People, Ideas & Objects Preliminary Specification. Producers can contact me here for further information, or to begin the process of their participation.