This is a true story

Dedicated to public and corporate servants

PROLOGUE

We believe there are many reasons to bring to life the ideas presented in this work. Yet even if only one aspect were to take root, let it be this: a new ethic in the relationships between people of differing ranks and authority.

Between superiors and subordinates. Between superiors and superiors; between subordinates and subordinates. What if, in expressing ourselves in public service or corporate roles – when issuing requests, directives, or assignments – we chose to shift the paradigm? To make it more humane. Some might call it market-driven, others academic in nature. But it would begin to resemble how we speak to a trusted doctor. Who among us would dare to bark at, or grumble toward, the one saving our life? Or at our child’s teacher, or their coach?

The production process within large systems often resembles a shipyard. And yet, a single worker may find themselves besieged by multiple managers – each tugging in a different direction with complaints, anxieties, suspicions, and emotional turbulence.

But what if, before a manager could assign a task – like demanding the log be dragged faster by those already straining beneath it – they were required to schedule an appointment with these specialists? To ask permission to pose a question or give instruction. To request, in essence, a consultation. To offer ideas with due respect.

We are not proposing the whole idea be adopted at once—only a fragment, a spark. But from that spark, perhaps a new torch may be kindled, to light the path through the thicket of social systems we ourselves are building.

MANIFESTO 

First: imagine that we are offering a solution of a significant problem. A vivid, innovative, tangible, logically coherent, transparent, even magical solution.

A solution to a deeply rooted, all-encompassing, urgent, and perhaps even life-critical problem.

Namely – the problem of the quality of governance. Criticism of one’s own government, authority, and state apparatus is universal and timeless. Regardless of political system. In many cases, such criticism is at least partially justified. Our social well-being and structure are far from perfect.

Second: imagine that this solution is not an abstract idea, a new constitution, or a new legal or ideological framework.

It is also not a new leader – where hopes hinge on a single person – nor is it a tightening of familiar screws.

The solution is a technology – a new method of governance.

Any technology must have measurable results. We are speaking of technology, not philosophy. For instance, a car is a technology in the field of transportation. More precisely, it is thousands of sub-technologies, assembled into one system. Yet alongside subjective measures – comfort, safety – there is one indisputable metric of innovation: speed.

The average human runs at about 10 kilometers per hour. A car on the highway averages about 200 kilometers per hour. That’s a 20-fold increase in the speed of spatial movement, delivered by technology.

Now imagine that our innovation can accelerate the speed of decision-making in management by a factor of 1,000 or more. Sounds like science fiction? Yes. But we have found a way – creating a magical tool.

Its blueprints and conceptual foundations have been in plain sight for centuries. But only now has our generation acquired the missing pieces. And now, something unimaginable is in our hands.

Third: now imagine that all norms, procedures, and legal frameworks need to be written from scratch. A complete rethinking of what modern public and corporate governance is – and what it can and must become.

Fourth: imagine that the foundation, the skeleton, the core framework of this innovation is sociology. A science forgotten by much of the academic world. Unfairly pushed to the margins by the hard sciences – physics, chemistry, mathematics, and others. A science about ourselves and our society, reduced to mere polling and political tools during election cycles, used by companies to sell targeted products. It has also been overshadowed by psychology and psychotherapy.

We speak of classical sociology. In the coming decades, it will become the queen of sciences once again. So we believe.

Fifth: imagine that our invention can turn upside down the practices and methods used in dozens of fields.

This next paragraph is not easy to digest: we have developed a general theory of applying spatial data visualization technologies to the fields of public and corporate administration, e-government, digital transformation, economics, sociology, industrial development, trade, financial analysis and planning, forecasting, consulting, education, international relations, human resources, ideology, information policy, public relations and propaganda, security, and law enforcement.

This is also a new mechanics of governance.

Sixth: this is a new era of governance. It is, in modern business terms, a Blue Ocean – a situation where a technological solution creates an entirely new market. At the same time, it disrupts existing technologies and methods. This is the essence of a disruptive technology. And that is what we are.

Seventh: there is no equivalent.

Eighth: everything we’ve created is grounded in practical experience. We’ve compiled dozens of case studies. The methodology itself has been in development for over 15 years. This is no fleeting idea or spontaneous discovery. This is a mature, methodologically and technologically robust project.

Ninth: reading this work is challenging. Even we find it difficult to re-read it. Perhaps because it is too dense. Too saturated.

Tenth: Many of us dedicate our lives to the development and modernization of the social order. We pay with our time – and sometimes with our lives – for access to power and the opportunity to chart the course of our shared societal vessel.

We have created a solution that will allow leaders to devote their time to creative and productive tasks, while the process of governance itself can be handed over to a new generation of administrators – one whose understanding will operate on an entirely different scale, equipped with tools of unprecedented technological scope.

Our target audience is leaders. Unfortunately, in today’s world, leaders rarely read books. At best, they read reports – never long-form texts – especially while they are in power. They rule. There’s no time for long reading. Nevertheless, there is no other way but to study this work thoroughly, cover to cover. Whoever does so first will become a leader of a new generation of reformers. We declare this.

So: we don’t promise an entertaining pastime. More likely, this is a rigorous workout for the mind. It is not entertainment. But it is an exhilarating journey. Roll up your sleeves, grab a pencil, and dive in.