Lovely FFellows, Here we come with part three of the newsletter. This one goes more into the business part of our endeavour.
Fast Forward Movement
The Second Renaissance Movement
Lovely FFellows,
Here we come with part three of the newsletter. This one goes more into the business part of our endeavour. As you know, we have been busy with the question, "What does the next economic model look like?" In a recent meeting, when we were invited to an exchange on projects with a group of software developers, we heard an interesting term. They call the next system an orgonomic system as it is based on natural organic principles. Which goes very much in line with our idea. 
Many of you know this little presentation already, nevertheless, I want to include it here again, how we see the way of co-creating with each other based on natural, organic principles.
 A non-linear organism 
When we look into nature, we find our answers. Great artists and scientists have known about this simple secret. Reinventing business and organisations means going back to our origin and understanding the dynamics of organisms. This presentation gives an idea of how a harmonic organism looks like and works. 
Observing what does not work and what we are NOT. 

When we observe what does not work, and what we are not, we automatically get a more and more accurate view on what actually works.
As I had already communicated through mewe in the last update before closing down the platform again, I have stepped into a working experience in the hotel business. It was an interesting experience, seeing a lot of potential because the team has a great, trustful and appreciative way of treating each other, yet the rest is absolutely chaotic. With my ability to understand systems and where they are blocked, plus what needs to be triggered and changed to create flow really quickly, I saw after a couple of weeks that this is leading down a very unsustainable path for the company. Many big gaps in the strategy, a hierarchical leadership structure and no organized infrastructure led to lots of miscommunication, non-communication and interpretations of the individuals. The sales strategy does not fit the brand intention and leads to a permanent friction in the operational business. The concierges are all frustrated, so are the managers. And everyone feels disempowered and is full of doubts on how this huge growth plan should work like this. What typically happens is that people fall into old controlling patterns and apply micro management, when they feel overwhelmed by the dynamics of fast growth. That kills all creativity and leads down a path to inflexibility and high fluctuation. There is no space for trust at all, and fear of failure takes over. "Management in the Moment" is impossible and the company is completely petrified by too many rules and rigid management. 

Adding into this, it is a pretty common pattern in the Dutch DNA that they make themselves small. They are a small country, so they always had to be very opportunistic to survive in old terms. They are great importers and exporters, but the Dutch are no pioneers. It is important for us to understand that the Dutch need a "proof of life". Once they see something works, they are the fastest in spreading it, making it big and export it everywhere.

On a sidenote: At a recent meet up with software developers, there was a lady who used to work for the government in the Netherlands. She was responsible for developing stories for projects to inspire. And she told us her experience of how she went to Bhutan with a delegation to exchange on possible co-operations. And someone from Bhutan asked her why she is proud to be Dutch. And she said “I honestly do not have an answer to that.” She realized that if she, as the story expert has no answer to that, many Dutch people will not have one.

This job gave me the opportunity to connect with the city of Amsterdam in a whole different way. I was experiencing what most tourists come for, and I could feel the pain of the city. Of feeling like a prostitute (which is also part of the pattern of the city) where people just come to, to party, to get wasted, to walk over the city with no respect or appreciation. Of course, not all tourists are like this and there are others that are coming for the museums and the art - that is why we feel it is the perfect place for what we offer and create. 

Yet, although everyone is annoyed of the drug and sex tourism in Amsterdam, the city still seems to be afraid that she cannot survive without this. Just as the company I am working for does. I could feel the city screaming of frustration and wanting to shift because she is so tired of it.

To make a long story short, I learned what was necessary for myself and for our project. It was impossible to compromise myself and continue to work in such conditions, or to just swallow what I saw and leave. So I did give feedback, which was received with appreciation. What they will do with it, I don’t know. I have quit my contract again and will be there until end of March, before fully focusing again on Fast Forward.

Why am I putting this into a newsletter? Not only is it important to understand the Dutch DNA and the Dutch core wounds better. It is also important to realize that we have solutions for where people and companies are struggling. We focus on solutions and root cause instead of symptoms and problems.
A man that inspired me greatly in the development of the “Wishing Well” (the expression in written form of what you want to receive for your contributions, to live a fulfilled and happy life, not in money terms, but in things to use and in experiences) is Ricardo Semler. He is the former CEO of Semco, a company that he inherited from his family. And he did everything differently. He is now involved in building a complete new model for schools as well. And he has triggered a lot of discussions in the entrepreneurial world, after his TED talk went viral.
I really recommend to watch his speech. Further, I would like to share this article of the World Economic Forum titled “Is the management era over?” with you.
Even if you don’t read the whole article, please just look into the graphic it provides. It is beautiful to see, that the business world is theoretically catching up with what we are about to co-create.
As all of this is a permanent learning and refining and changing process cycle, we also see that the process of our commitment and job description as we had defined it, needs to be altered. As I had written in my latest blog that I mentioned in the first newsletter, we realized, that the job description is not a job description, but an offer and an essay on yourself. What are you, what is your specific function, what is your passion, your highest excitement. If we attached it to a job or a circle, it becomes too inflexible. So we want to combine it. The What you are is what lasts, the where you dedicate it into can change.
There is more to come… but so much for today.
Much love
Vera and Agustí
Fast Forward Foundation
Amsterdam NL
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