Aug 22, 2011

The Technium: Cities Are Immortal; Companies Die
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Written by : janlgordon| 0 | Content Curation

Via Scoop.itExploring change through ongoing discussions
Fascinating post by John Hagel from Silicon Valley @jhagel!   All companies die. All cities are nearly immortal. Both are type of networks, with different destinies. There are two basic network forms: organisms or ecosystems. Companies are like organisms, while cities are like ecosystems.   All organisms (and companies) have share many universal laws of growth. Creatures age in the same way, whether they are small animals, large mammals, starfish, bacteria, and even cells. They share similar metabolic rates. Similar distributions. All ecosystems (and cities) also share universal laws. They evolve and scale in a similar fashion among themselves — whether they are forests, meadows, coral reefs, or grasslands, or villages.   Geoff West from the Santa Fe Institute has piles of data to prove these universal and predictive laws of life. For instance, organisms scale in a 3/4 law. For every doubling in size, they increase in other factors by less than one, or .75. The bigger the organism, the slower it goes. Both elephants and mice have the same number of heartbeats per lifespan, but he elephant beats slower.   Ecosystems and cities, on the other hand, scale by greater than one, or 1.15. Every year cities increase in wealth, crime, traffic, patents, pollution, disease, infrastructure, and per capita by 15%. The bigger the city, the faster it goes. A less than one rate of exponential growth inevitably leads to an s-curve of stagnation. All organisms and companies eventually stagnate and die. A greater than one rate of exponential leads to a hockey stick upshot of seemingly unlimited growth. All cities keep growing. As West remarked: We can drop an atom bomb on a city and 30 years later it will be thriving.   http://www.kk.org/thetechnium/archives/2011/07/cities_are_immo.php
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janlgordon

Jan Gordon
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I have applied a keen eye for blending cultural trends, the right people and emergent industries to create dynamic new businesses in cable TV, internet and currently mobile media and marketing services for local and national companies.

I was an associate publisher for three startup magazines in New York. I helped brand and position these magazines in the marketplace through promotions at trade shows, advertising and special events
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Jan Gordon Chief Visionary I have applied a keen eye for blending cultural trends, the right people and emergent industries to create dynamic new businesses in cable TV, internet and currently mobile media and marketing services for local and national companies. I was an associate publisher for three startup magazines in New York. I helped brand and position these magazines in the marketplace through promotions at trade shows, advertising and special events

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