| Due Dilligence |
| 1. To undertake due dilligence on each customer is mandated where an ethical long term partnership is to be established. |
| 2. To ensure that due dilligence on the organization demonstrates the very high standards of privacy and security deployed the organization. |
| 3. To propose that two organization cultures may be said exist as: |
| (1). Modern western corporation that starts with a person with an idea and then grows though capital acquisition - bottom-up capitalism. |
| (2). Traditional eastern family business that evolves and incorporates each generation as a way of life - top-down socialism. |
| 4. To purposefully let the customer to imagine a modern western corporation, while reality is an extended traditional eastern family business |
| On the Organization |
| 1. To undertake due dilligence on the organization is a means to demonstrate to the customer that the organization deploys some of the most effective privacy and security methods that are ethically available. |
| 2. To ensure that privacy is taken to the the highest levels that are reasonable for independent private companies that must comply with local laws. |
| 3. To ensure that secrecy is demonstrated with very little information leaked into the public domain in a more effective way than the customer and competitors. |
| 4. To expect the customer to imagine some operating companies with a holding company that has group accounts in one country. |
| 6. To show the customer a multi-national organisation that consists of a large number of independent companies that work together as a federated family business. |
| 5. To give the customer the name of one independent private company that is part of a large number of federated companies that work together without a holding company and without group accounts. |
| 5. To demonstrate privacy as the names of the federated independent private companies are unknowable and the countries that they are registered in is unknowable. |
| 5. To prove that it is perfectly legal and ethical to operate a multi-national organization in such a way that no one government has insight into the entire organization. |
| Venture Capital |
| 1. To accept that part of the organization includes venture capital companies that may invest in many independent private companies in many countries. |
| 2. To ensure that privacy of such long term investment is kept private by the venture capital company not taking short term share positions and not registering a loan on the company. |
| 3. To demonstrate privacy-by-design and security-by-design by treating investments as long term loans with an operational repayment plan that is not reflected in the balance sheet. |
| 4. To accespt that each independent private company balance sheet and list of Directors is public information, but revenue, costs and profits are kep very private. |
| 5. To publically state that an objective of each independent private company is to balance cost with revenue - as revenue increases then costs will increase to maintain a balance. |
| 6. To imply by public statements that profit is of no consequence because the objective is to balance of revenue and cost. |
| Restructuring |
| 1. To have built in the ability of the organization to continually evolve by restructuring on a regular basis to face each opportunity as it arises. |
| 2. To eliminate the ability to compare year-on-year trading because the structure of the organization could never be comparable. |
| 3. To expect each independent private company to have two or three Directors as owner-shareholders. |
| 4. To expect that when the company grows to four Directors, the company is split into two independent private companies that may have some shareholders in common. |
| 5. To expect that each independent private company has at least two Directors to plan for succession in the event that one Director is not longer able to undertake their role. |
| 6. To ensure that company names do not imply how one company was split into two companies and how many times such a split may have taken place. |
| 6. To understand why the venture capital investments are not bound to a shareholding because each share is worth one pound and only one pound. |
| 6. To understand that each Director only needs to own one one-pound share in their own company - that share value will never change. |
| Projects |
| 1. To bid for an win a typical developmental project may require the skills and experience of 10 to 20 people and that may require the colaboration of 5 to 10 federated companies who share revenue based on their contribution. |
| 2. To ensure that from the customer point of view, a single account manager is appointed and that access to the shared project diary and accounts are provided in an open honest and transparent way. |
| 3. To expect the project team to work under the direction of the project manager with a key difference in that everything is carefully planned in the diary and work done is recorded with photographic evidence as needed - people only get paid for work done with evidence. |
| 4. To expect that the procedures deployed are those of the federation using best practice in compliance with Prince-2 project control and ISO 9001 quality management standards. |
| 5. To understand that each company has a vested interest to ensure the success of the project because nobody gets paid just for turning up at the work place. |
| 6. To ensure very high levels of productivity because people are paid when their work is done so any delay has a real impact on the earnings of the whole team. |
| 7. To ensure high quality because every company is evaluating and dependent on the deliverables of others - every deliverable must be of a quality that all other companies will accept. |
| 8. To accept that the project account is open honest and transparent because it is not only shared with the customer, but with each and every company involved in the project. The customer and each person can see what they contributes and what they got out of the project - any residual will be shared by all parties including the customer - any deficit will be paid by all parties including a contribution from the customer. The objective of the project is the same as each independent private company - to balance revenue and cost - the project must end up with its accounts closed with a zero balance. |
| Federation |
| 1. To understand the federation is a family that members may be invited to join as independent private companies. |
| 2. To accept that like any family, members are free to leave when they choose and may be invited to join again in the future. |
| 3. To let any entrepureur wishing to grow fast and then sell out to do their own thing outside the federation with funding and advice as needed. To review after the entrepureur has sold out if the entrepureur has a purpose in life within the federation - the federation has given ex-entrepureurs a purpose in life. |
| 4. To understand that the federation exists for the benefit of its customers - it has no other purpose. To accept that is all customers no longer needed the federation, then the federation would not exist. |
| 5. To create a situation where no one customer takes up more than one percent of the federations capacity so when a customer is lost, revenue is impacted by less than one percent. To create a situation where a very large number of customers gain a benefit from the federation and that benefit can be proven month-after-month. |
| 6. To silently enable each customer to indirectly gain from using a shared pool of business knowledge where each and every customer contributes to the pool of knowledge. To enable artificial intelligent assistants learn from many customers and put those experiences into actions for the benefits of many other customers - specificially productivity benefits. |
| Economies of Scale |
| 1. To enable the federation to detect cyber criminal activity faster and better than any other company because the federation operate a very large number of independent web sites. To identify criminal behaviour in on site and to instantly protect all other web sites from the same criminal behaviour so customer data is protected. |
| 2. To expect a company with a public web site to be attacked by strangers in any part of the world at any time. To understand the federation with a very large number of web sites, including purpose built honey traps, to be able to detect and counter criminal attacks faster than others. |
| 3. To understand that an IT project may require the services of a IT product specialist for just a few hours to review and revise a project plan. To expect the federation to be more likely to be able to call upon such specialist services for the least cost with the minimum of delay because all projects are operated in that way. |
| 4. To provide services to a customer where twelve specialist people may be needed one month and two people are needed the next month. To understand the federation was designed to manage such diverse business requirements with the least cost of change and delay. |
| 5. To expect competitors to be able to provide a 4 person team of developers for a 6 month project to deploy a new application. To accept that the federation may choose to provide 18 people for 6 weeks to complete the same project because the number of people on a project at one time is not a limiting factor. |
| 6. To understand that the federation will always use the right skills for each job, the federation should always be able to deploy projects in less time than any competitor. The federation always has less meetings and less overheads. |