Winning in the Age of Bohonomics

Archive for the tag “Ubiquitous technology”

Challenging Futures of Human Beings and Creative Class: Visions of Robots, Bohemians, Bohemian Robots and Robotized Bohemians

The concept of robotization was presented in 1927. Robotization is the process of turning a human being into a robot. Close synonyms of robotization are mechanization and automation. In the on-going process of robotization humans will be made persons who are machinelike, as in giving responses or performing work. Robotized assembly lines are good examples of robotization. Robotization has not reached saturation point.

Just as William Whyte’s 1956 classic book The Organization Man showed how the organizational ethos of that industrial age permeated every aspect of life, Richard Florida described a society in which the creative ethos is increasingly dominant. The rise of creative class is today´s reality in the global economy. Millions of people are beginning to work and live much as creative types like artists and scientists always have done. This “creative class” is found in a variety of business fields, art to science, research to development, biotech to education, from engineering to theater, and architecture to small business. In this way the scale and scope of bohemian cultures is broadening. In the future, members of the creative class will determine how workplaces are organized, what companies will prosper or go bankrupt, and even which cities will thrive or wither. Bohemians of the creative class are really important social group. Our mind sights, core values, tastes, our personal relationships, our choices of where to live, and even our sense and use of time are changing radically.

Now robotization is coming to other business and societal areas, to more complex work tasks, even to the works of creative class. For example, robotization of war and robotization of many welfare health services are going on. In the field of information technology applications, ubiquitous technologies make robotization more intensive and fast. Robots will be combinations of hardware and software. Ubiquitous technologies combine hardware and software systems.

Now, it is actual situation to reflect what human´s destiny is in the highly robotized society. Reorganization of the labor market is in front of us. For example, we can just ask, what China and India will do with the on-going robotization process?
Bohemians are very different compared to bohemians. Bohemians are not as obedient as robots. An obedient worker is still the ideal employee compared to the bohemian workers. Bohemian employees are expected to be more sick leaves compared with the robots. Robots need just technical maintainers. People need more extensive support services, for example, occupational health services and holidays. Robots do not go crazy. Robots can also work on weekends. So robots are having a lot of advantages compared to the bohemian people.

In the robotized society leadership, management and strategies will change significantly. The term “singularity” was coined by science fiction writer Vernor Vinge, who argues that artificial intelligence, human biological enhancement or brain-computer interfaces could be possible causes of the singularity. Especially people’s own self-management strategies and models will be important issues. The big challenge of post-modern societies is the thorough preparation of the fact that robots are superior workers compared to humans. We can reasonably argue that in the conditions of robotization, people should become even more human, unique and special. Man cannot survive in the competition with robots in other way than by highlighting her/his own special human characters.

Actually all the humans will face a strong pressure to be more bohemians, very special persons. A bohemian robot is a future vision, which is not so easy to engineer or re-engineer. Avoiding becoming an average is a big challenge for people in the robotized industries and business life. Always some of the medium must be matched. This problem will remain.

A bohemian robot is less likely to be the future mission that a robotized bohemian. Actually both “robot” missions are still challenging. We can expect that in the futures there will be all the variations of robotization.

And machine intelligence, a product of human design, will be far more intelligent than its human creator. Thus, there will be bohemians, robots and robotized bohemians and bohemian robots. How long this process takes, is still an open question.

Technological singularity refers to the hypothetical future emergence of greater-than-human intelligence through technological means, very probably resulting in explosive super-intelligence. Singularity expert and scholar Raymond Kurzweil notes that the expected milestone year will be 2045 in terms of when he expects computer-based intelligences to significantly exceed the sum total of human brainpower.

Kurzweil predicts also that silicon-based life forms with the thinking capacity of humans should start arriving on the scene around 2029. This technological forecasting estimate is based on Kurzweil’s theory of “time and chaos,” which suggests that evolutionary time is accelerating. To sum up, there are very good reasons to think the future of robotized society. The bohemian alternative is one way to create counter forces and alternatives for a robotized society.

1 Robotization
2 Robotization of war
3 Willian H. Whyte
4 The Organization Man
5 Richard Florida
6 Creative Class
Florida, Richard (2002) The Rise of Creative Class. And How it’s Transforming Work, Leisure, Community and Everyday Life. New York: Perseus Book Group.
Florida, Richard (2005) The Flight of the Creative Class: The New Global Competition for Talent. HarperBusiness, HarperCollins.
Hoyman, Michele & Faricy, Christopher (2009) It takes a village: A test of the creative class. Social capital and human capital theories. Urban Affairs Review. Vol. 44, pp. 311-333.
7 Raymond Kurzweil
8 Vernor Vinge
9 Technological singularity
Kurzweil, Raymond (1999) The Age of Spiritual Machines. New York: Viking.
Kurzweil, Raymond (2005) The Singularity is Near. Penguin Group.

The Trans-media Challenge, Ubiquitous Technology and New Bohemian Culture of Creative Class

Trans-media Challenge, Ubiquitous Technology and New Bohemian Culture of Creative Class

A key element of creative work is storytelling. Today many media channels are interconnected. In the future media channels are even more linked and interconnected because of ubiquitous technologies, machines and robots. Trans-media storytelling is a technique of telling novel stories across multiple formats and platforms. Trans-media storytelling is also known in some communication contexts as multi-platform storytelling, cross-platform storytelling, or trans-media narrative. Ubiquitous technologies make this kind of trans-mediation possible.

Many platforms are today a part of social media. In the future they will be a part of ubiquitous media. Traditional media formats like TV, radio, video, game, film, magazine and newspaper are today facing new challenges of trans-media development. Already now many movies like “Year Zero” are trans-media projects. The new internet solutions and applications Web 2.0, Web 3.0 and Web 4.0 will lead us to new kind of internet era. Especially for creative class and for journalism emerging trans-media is a big challenge, which changes work life and work culture.

Ubiquitous technology is not a neutral trend for societies. It will change many things, leading in an extreme form to technological singularity. As we know technological singularity refers to the hypothetical future emergence of greater-than-human intelligence through technological means, very probably resulting in explosive super intelligence. In this kind of techno society humans must develop new social positions, different from the positions of robots and super intelligent systems. We can expect that new kind of social and cultural structures will emerge.

Humans cannot compete with super intelligence, where already now new markets are in conditions of hyper-competition. Technology historically has fostered agility. Hyper-competition results from the dynamics of strategic maneuvering amongst competitors and from new technologies. Strategic maneuvering is more and more based on robotics and super intelligence. Many experts criticize these kinds of developments, especially in financial markets, where robotized gambling casinos without any rules (or not many rules) are possible to be run.

Many futurists say that it is very difficult or impossible for present-day humans to predict what a post-singularity world would be like. Raymond Kurzweil has discussed about this topic widely. However, we can expect that human beings must define their relationship to super intelligent systems and robots. Many complex ethical issues need answers.

The start of ubiquitous era means that we shall need new social innovations, which define new rules of societies. Also new business and technology innovations are needed to manage change in this kind of environment. We can also expect that the time of average is going to be over, because robots define the code of average from new technological pre-conditions. Accordingly, humans must re-define their positions from this novel perspective.
Ubiquitous technology development means also that the borders between real reality and virtual reality become vague. In real environments actual events, material substances and real places matter. In virtual environments virtual places, digital substances and autonomous events matter. The new trans-media emerges when these 6 key real and virtual elements will be linked by ubiquitous technologies and tech applications.

This is a future vision of global trans-media.

The trans-media includes both real and virtual elements. Authenticity will be a strategic key issue in the experience society, which is the next society after service economy. In the experience economy attention is scarce, time is limited and money is consumable. These are also the basic rules of trans-media.

There seems to be more questions than answers concerning our common future. Creative class members and especially bohemian persons are probably finding new answers more probably than the “average class”. One working hypothesis is that robots will destroy the “labor class” in the future. If this hypothesis holds, it means that population rich countries will face the era of mass employment. Also other smaller countries will have social and economic problems, because local and global markets do not work well. How much this process takes time, is another open question.

Humans have an obvious challenge: to be creative persons who find answers to open questions. People are forced to find the bohemian element of their minds.


1 Social media
Safko, Lon & Brake, David (2010) The Social Media Bible , Tools & Strategies for Business Success. Tactics Hoboken, New Jersey: Wiley.
2 Trans-media

3 Year Zero
4 Internet evolution: Web 1.0, Web 2.0, Web 3.0 & Web 4.0
5 Singularity
Good, I. J. (1965) Speculations Concerning the First Ultraintelligent Machine. In Franz L. Alt and Morris Rubinoff (Ed.) Advances in Computers. Academic Press 6: pp. 31–88.
Kurzweil, Ray (2005) The Singularity is Near. New Jersey, USA: Penguin Group.
Tainter, Joseph (1988) The Collapse of Complex Societies. Cambridge: Cambridge University Press.
6 Raymond Kurzweil
7 Ubiquitous technology
Jurvansuu, Marko (2011) Roadmap to a Ubiquitous World: Where the Difference Between Real and Virtual Is Blurred. VTT Research Notes 2574. VTT: Helsinki.
8 Creative class
Florida, R. (2002). The Rise of the Creative Class: And How it’s Transforming Work, Leisure, Community and Everyday Life. New York: Perseus Book Group.
Rindermann, Heiner & Thompson, James (2011) Cognitive capitalism: The effect of cognitive ability on wealth, as mediated through scientific achievement and economic freedom. Psychological Science 22 (6), pp. 754-763.
9 Hypercompetition
D’Aveni, Richard (1997) Waking up to the New Era of Hypercompetition. The Washington Quarterly, pp. 183–195.
Plant, R. (2006) Hypercompetition and differentiation. Web:
10 Robotized gambling

Bohos in Co-creation: Meeting the New Criteria of Quartet Helix Model

Many people say that there cannot be many “chief cooks” in a kitchen. This old wisdom is so strong that some people really behave like this wisdom should be realized everywhere in the society. Personally, I claim that questioning this old wisdom is a critical gate to better results and to new breakthrough innovations. Co-operation of people who are “able to make a difference” is a key challenge for talent management. If we don´t see this challenge, many promising possibilities are lost forever.

Co-creation is one key concept of today´s management sciences. Interactive value-creation is one element of co-creation. How to make co-creation process work? This strategic question is in many smart minds of management gurus.

The power of co-creation will be a big challenge for 21st century organizations. Famous scholars Venkat Ramaswamy and Francis Gouillart (Free Press, 2010) are talking in their book, “The Power of Co-Creation” about the co-creation (CC) principle. This principle means: “engaging people to create valuable experiences together while enhancing network economics”. According to the authors, co-creation principle has four components: (1) Experience mindset, (2) context of interactions, (3) engagement platforms and (4) network relationships. All these components are critical for the winning teams.

For example, Apple embraced co-creation principle to enhance the speed and scope of its innovation, generating over 1 $ billion for its Apple-Store partner developers in two years. Also Starbucks has launched its to create and tap into new ideas from customers. Many other successful corporations (like Nike and Unilever) have adopted the co-creation principle. We can say that the co-creation principle is already working and bringing good results. We can expect that many other organizations can get nice results with the adoption of the CC principle.

Ongoing ubiquitous technology revolution includes different kind of innovations, not only technical innovations. We will need new technical innovations, new business innovations and social innovations to “survive” ubiquitous revolution. Also the relative importance of systemic innovations is growing because of the ubiquitous revolution. Autonomous innovations are not easily developed in the ubiquitous technology environments. New innovations are built in multidisciplinary teams.

But can the CC principle work even better with the bohos? Yes it can. Co-creation means the adoption of Quartet Helix Principles, which is more challenging than Triple Helix Principle. The traditional Triple model with industries, the government and the academia is not enough for a successful innovation system. We must add consumers and users to the innovation game. Well educated and informed consumers are ready to take advantage of choice.

Mass consumption society is over, at least in post-industrialized societies. We must pay more attention to both supply and demand side of the business networks, we must take also very critical and smart lead consumers into attention. Can we do it without boho energy and knowledge? The answer is “no”.

Modern organizations need discovery-driven planning and pilot experiments. The rigid supply chain management is not enough. We must understand complex interactions of stakeholders. With the little help of ambitious boho teams we can understand d many things in a better way. How this will happen?

Moves towards the Quartet Helix Model are like baby´s walk to innovation success.

The steps are small but strategically important ones. There must be incremental goals, but also visionary goals. We must be able to set incremental goals which embower hot boho teams to make a difference. Starting small and manageably is a key issue in the co-creation processes. We must be able to specify clearly what the user and service professionals expect to do. One motivational challenge is to keep joint records achievement and performance success.

A big mistake is to give just one option for the boho teams. It is better to present many options through which they can achieve the goals and visions. The one road model does not work in the boho team management. It is also important to frame the strategy in an aspirational way to excite ambition inside a boho teams. Wise managers also understand that also bohos need role models and peer-to-peer support to build personal confidence. Information, incentives and resources are needed to make remarkable changes. Anybody understands this basic fact. We cannot expect top level results in the Mental Olympic Games without these resources. The next Prada collection is not created without information, incentives and resources. Aspirational brands are based on these kinds of special resources.

Building inner special resources inside the boho team is key issue for the management of boho teams. Boho teams needs “safe places” for co-creation processes. As we noted above, experience mindset, context of interactions, engagement platforms and network relationships are the four critical elements. All the elements are connected to the “safe places” thinking. Any place for co-creation does not work, because mental images are a critical element of co-creation process. Confidence with personal mental images plays a very important role in creative interaction and co-creation. Craze, mania, rage are words that are often used in the context of new idea creation. We cannot expect these words to be realized in dull and non inspirational environments.

We must be very critical concerning “safe places” where we will work. For very successful boho teams this issue is a critical pre-condition for innovation success.


1 Ramaswamy, Venkat and Gouillart, Francis J. (2010) The Power of Co-Creation: Build It with Them to Boost Growth, Productivity, and Profits. Simon and Schuster.
2 Ramaswamy, V. (2009) Leading the transformation to co-creation of value. Strategy and Leadership. Vol. 37 No. 2, 32-37.
Apple Store
3 Web:
4 Web:
5 Web:
6 Web: Web
7 Web:
Triple Helix Model
8 Web:
9 Etzkowitz, H., Leydesdorff, L. (eds.) (1997). Universities in the Global Economy: A Triple Helix of University-Industry-Government Relations. Cassell Academic, London.
Quartet Helix Model
10 Kaivo-oja, Jari (2011) Futures of Innovation Systems and Systematic Innovation Systems: Towards Better Innovation Quality with New Innovation Management Tools. E-book 9/2011. Turku: Finland Futures Research Centre.
Ubiquitous technology
11 Weiser, Mark (1991) . The computer for the 21st century. Scientific American, 265(3): 94—104
12 Greenfield, Adam (2006) Everyware: The Dawning Age of Ubiquitous Computing. Berkeley, CA: New Riders.
13 Jurvansuu, Marko (2010) Roadmap to Ubiquitous World. Where the Difference between Real and Virtual is Blurred. VTT Research Notes 2574. VTT: Helsinki.
14 Web:
Aspirational brands

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