Strategic growth consulting: cyborg organization or dead

Strategic growth consulting, delivery, software: all from the same provider. Five people maximum.

What does strategic growth consulting mean in the new age? Used to be, strategic advice and implementation or management or delivery were separate. Now in the AI age we can deliver all those aspects from one hand on any digital activity. That means you get the advice and the delivery, and the matching software gets built too, all from the same provider, and not from 150 people, but from very small elite teams.

Elite team is a pretty good comparison. It can even be one person or two. By elite team I mean five people at the maximum. Five people can now do what 500 people used to do.

And at the same time the market's demand on what firms deliver rises the same way. That means the individual and the whole organization have to deliver more than ever before. That only works through high-grade symbiosis of humans and machines, backed by artificial intelligence systems.

Either you become a fully integrated symbiotic human-machine cyborg organization, or you are dead.

And that realization has not arrived yet in the German economy. Not in the European economy either. Some people in the economy have certainly understood it. Many CEOs have certainly understood it too. But they are still unable to act, because even their own in-house IT department feels extremely threatened in its existence and therefore sabotages the rollout and the embedding of AI.

Same way we have tech fear and tech hostility and AI fear and AI hostility right through the whole workforce. Result: the German economic population refuses the absolutely survival-necessary symbiosis with AI systems. That is already an extremely hard scale of reality refusal or denial.

There has never been a military as hard-integrated as right now at the front line in Ukraine.

If we look at that now in Ukraine: there we have a new form of symbiosis of human and machines, a new level of the human organizational form. There has never been a military that was as hard integrated as it is right now at the front line in Ukraine.

The front line is confusing too. It is not a line, it is a corridor, a channel, a wide sector. People have up to 50 kilometers of distance from each other there. In between is the drone zone, and in the drone zone we have so many levels and layers of weapon systems in use at the same time, steered by humans and by machines. That is simply hard.

So that it is hard on a level: the level of cooperation Ukrainian units put in every day, compared with the level of cooperation teams in German firms put in. Then we see an extreme problem. It almost leads me to having to go look at that myself at the front in Ukraine. On the other hand it is also largely secret, for good reasons, to hold the lead.

You can get all of these things from one hand now, at a tenth of the price, in tenfold quantity and quality.

The big arc back. What does that have to do with modern strategy consulting? It is simple: there is conventional consulting, there are conventional agencies, conventional software houses. You can get all of these things from one hand now, at a tenth of the price, and in tenfold quantity and quality. And that collides completely with the existing organizational forms and the people who work in them, and the roles that exist, and then finally with German labor law.

I have worked on over 200 software projects this year. Everyone can build everything. But they do not believe it, because they do not try.

I, on the other hand, have worked on over 200 software projects this year. I did not start all of them this year, some of them were started before, but all of them got reworked again this year, because everything has developed extremely further. And not just any software, so yes, also some funny Tetris clones, but also, as a test, an own operating system, absolutely unthinkable to do that before, an own browser, also more or less unthinkable before, and various other absurdities.

I had to run through that first, because with every thing I believed, that does not work. But it does. And then of course a self-confidence appears after 200 projects, where you think: okay, I can really build all of that. And then the realization comes: everyone can build everything. But they still cannot, because they refuse the reality of it. They do not believe it, because they do not try, so they also do not experience it, so they think: it is not so. The people around them do that too, and that works for a while.

Google Research publishes the fly connectome. Two weeks later amateurs build stock trading and drone control with it.

One example is for example Flybrain, the fly connectome that Google Research published two weeks ago: the connectome, meaning the complete image of a fly brain, meaning all roughly 170,000 cells and all the connections between them of a fly. That was the first time a so-called connectome of a fly was ever captured fully. It is the largest connectome ever captured. And everyone could now work with it, with Canyools. People built all kinds of things with this fly brain. So from stock trading to drone control this fly brain got built in everywhere. That is the thing of amateurs, hobby scientists. And that is also something: the hobby scientist, the curious human, now knows everything the whole of science knows, can read every paper that was published, can read hundreds of papers, can read thousands of papers.

The level-up is grasped by a few. I have already seen CEOs in Germany who fired their software agency and rebuilt the software themselves, better, and then extended it and then finally built the function they always wanted. But that is only a part of CEOs.