Intuitive intelligence and telecoms: informatics in strategic decision-making

Hello everyone. Today I would like to talk about intuitive intelligence for business and how we can actually use intuitive intelligence to make strategically correct calls on where the future's going to be and future risk mitigator.

My name is Ian Lenathen. I've done a lot of work in international business. I have a company in Turks and Caicos called the Ian Lenathen Associates Inc. The purpose of that company is basically to provide consultations to businesses and to governments. I've actually done one-on-one presentations to the heads of states of five different countries around the world because the decisions they're making are so important to the population of the countries and they don't want to go down the wrong path, especially with telephony and Internet technologies. I tried to help to show them where the industries are going and how to actually make decisions and to validate those decisions by articulating the reasons why so they both can understand the logic of going a certain way.

Intuitive intelligence is characterized by the combination of four different abilities. This is agreed upon by the psychologists and the different people around the world. I have used intuitive intelligence throughout my career. The word intuitive in my case comes in very handy because I'm an intuitive manager. I've used intuitive intelligence to make decisions. One of the basic characterizations of the intuitive intelligence is the ability to think holistically. This is where we actually can take a complex subject and think it's in a silo, but really it isn't in a silo. There's actually a bigger picture in the case where multiple other silos are affecting the silo we're talking about. It is not just one industry, for example, the Internet versus the telephone company network versus the solid state physics. These three things, as we'll talk about later, as I go on here, are actually intermixed and intertwined and they actually depend on each other for their own success. It's also the ability to think paradoxically. In our case here, the paradox is that the telephone companies of the world who've been around for years are actually intimidated by and upset by the possibility of what the Internet can do. Even though the paradox is that they, for their customers, their billing structures, their billing strategies are all based basically on long distance still, at least we're still in a circuit switch network. The reason for this is that they want their customers to still think that they belong in an area code that is defined by that telephone company and by your phone number, etc. Paradoxically, the telephone companies don't use the area code model anymore. They have a private Internet structure which goes below the surface, they talk to each other on it, and they are actually using the power of the Internet to actually make their part of the deal a little bit more profitable while not including customers in it. I'll talk about this a bit later. It's also the ability to listen and connect to one's self and others. It's not a crystal ball where you're intuitive and you just say, "I predict that in 15 years this would be happening." You actually have to collaborate, talk, and basically interpret the direction of the inertia. If you've got the experience in the different disciplines involved, this actually is possible through intuitive intelligence. It's also the ability to lead by influence. It wouldn't be good for one company to have a greater advantage then all of a sudden shut the entire other ones out just by command and control. What you have to do is you ease into it and you make the customers themselves actually believe, influence them to believe that the direction you're going is the correct direction to go. Usually that implies better customer service, better price per service, and customer care as well.