Here’s a selection of quotes from Dr Michael Hewitt-Gleeson, Principal of SOT. These ideas are from Michael’s best-selling books:
Software For Your Brain,
– The X10 Memeplex: Multiply Your Business By Ten!
WOMBAT Selling: How to sell by Word of Mouth.

These sayings represent his 40 years of international experience in the field of cognitive science and his personal philosophy and attitudes towards thinking, innovation, change, risk-taking and the development of intellectual capital across the business enterprise …


I often ask business leaders, “Why did you lose sleep last night?”. They reply that they worry about everything from “meeting quarterly targets” to “retaining good people” but there is a much bigger problem behind all of these. It’s the quality of the THINKING across their enterprise!

The most productive thing that any business leader can do is to ensure that all employees on the payroll are skilled thinkers about better ways to do their job.

The current view of the situation can never be equal to the better view of the situation. Innovation, change and risk-taking all involve two basic processes:
1. escaping from your current view of the situation, and
2. searching for a much better view of the situation.

Since Darwin explained the reasons 150 years ago, we know that it’s not the strongest or the largest that survive but it’s those best prepared to cope with change. Because business is about survival it must be about change. Because business is also about growth it must also be about continuous change.

Google searches for the keyword “downturn” have quintupled and 2009 will be a world of tight budgets. Two of the biggest costs will be: payroll + marketing. So, two of the biggest returns will need to be: 1. return on payroll, and 2. return on marketing. In 2009/10, to survive brutal economic conditions and grow their business, senior management will be focusing on payroll optimisation and marketing optimisation.

What are your strengths? Take some time to explore your strengths and what you can do to build on them.

The thousands of knowledge-workers already on the payroll represent the greatest asset of the enterprise, it’s intellectual capital. When the doors close these assets go home. They return the next day to open the doors and do the company’s business. Every day, their most valuable output across the enterprise is: decisions.

Each one of these decisions has consequences which directly impact on the bottom-line. Each decision either costs the company a dollar or makes the company a dollar.

On a postcard or deluxe writing paper (not email), write a short personal note of encouragement (around 10 to 100 words) to someone who sees you as their leader. Your note will make a big and instant difference.

When it comes to the productivity of an enterprise, two heads are better than one. That means communicating and collaborating on the internet via emailing, blogging, peer2peer sharing, googling and the clever use of tools like Wikipedia, Facebook, Myspace, Bebo, Twitter, Linkedin and Second Life.

The clever company must have a sense of humour. It must have a culture that encourages surprise, experimentation, risk-taking, mistakes, learning and the never-ending quest for quality.

Quality is better. Quality is improvement. Quality is excellence. The habit of quality is the habit of searching for a better way, a better possibility, a better view, a better choice, a better alternative, a better outcome, a better attitude, a better opinion, a better life. It’s also fun to do.

In life there are two kinds of theories and two ways to accept them. One kind of theory is supported by evidence and can be accepted through observation. The other kind is not supported by evidence and must be accepted on faith. The traditional theory of selling (which I have called ‘oldsell’) is based on a long-held fundamental belief about selling/marketing that is unsupported by evidence. It can be summed up in one simple sentence: The salesperson closes the sale.

There is no evidence to support this theory so it is accepted on faith and taught to young salespeople in Australia, the US and many other countries around the world.

For 30 years I have been spreading what I call the ‘newsell’ option. Newsell is an alternative theory of selling/marketing that can be measured so it can be accepted by observation.

Newsell works on the following premise: The customer closes the sale.





At the time, The General Electric Company was the #1 brand in the US making everything from locomotives to light bulbs. The 100-year-old global business enterprise was undergoing a cultural transformation under the leadership of the new Chairman, Jack Welch.

His vision was to change the culture of GE from a traditional industrial, top-down hierarchical company to a modern “boundaryless”, communications and market-aware company.

At Jack’s request Michael worked as his personal advisor for several years installing and training GE executives in the use of his cvs2bvs brain software across the GE enterprise. Combining multi-media presentations, live masterclasses and consulting Michael played a key role in one of the most successful corporate transformations ever undertaken in the US.

– JACK WELCH, Chairman and CEO of GE
Michael, you are a friend of our company. I wish I had a management team that really understood your CVS2BVS equation. It’s the value-added role in the management process.


The Victorian Government, through the Department of Primary Industries (DPI) and LaTrobe University is investing AUD$230 million to build a world-class centre for agricultural biosciences research and development. The Biosciences Research Centre (BRC) will accommodate up to 400 staff, including scientists and support staff, from DPI and La Trobe and will join La Trobe’s existing biosciences staff and activities in plant and animal genomics, plant pathology, animal health and agricultural sustainability.

For 5 years, Michael has been consulting to the Biosciences Research Division providing advice and training for scientists and supporting staff to enhance the innovation resources at BRD.

For 2009/2010 he has been asked to design and conduct a 12-month Leadership Project to assist in raising the level of leadership resources across this unique science R&D enterprise.

– Professor German Spangenberg, Executive Director, Biosciences Research Division, Department of Primary Industries
Many thanks to you, Michael, for your wisdom and independence of thinking.


Aussie Bodies (now a division of Vitaco) is a leading Australian sports nutrition company specializing in the development of innovative and high energy protein products and drinks for sportspeople and the health foods market.

For 15 years Michael has advised senior management on strategy both for business structuring and development. The company has used Michael’s strategic thinking and newsell ideas to design and grow their commercial business to sales leadership positions in Australia and New Zealand.

– Maria Deveson-Crabbe, CEO and Founder
We have grown our business tenfold using your ideas and training. I can’t imagine doing business any other way than newsell and cvs2bvs is a natural part of our daily business thinking. Michael, your support and advice has been invaluable to me and my team.





Intelligence is a big deal. Humanity owes its dominant position on Earth not to any special strength of our muscles, nor any unusual sharpness of our teeth, but to the unique ingenuity of our brains. It is our brains that are responsible for the complex social organization and the accumulation of technical, economic and scientific advances that, for better and worse, undergird modern civilization.

All our technological inventions, philosophical ideas and scientific theories have gone through the birth canal of the human intellect. Arguably, human brain power is the chief limiting factor in the development of human civilization.

Unlike the speed of light or the mass of the electron, human brain power is not an eternally fixed constant. Brains can be enhanced. And, in principle, machines can be made to process information as efficiently as–or more efficiently than–biological nervous systems.

There are multiple paths to greater intelligence. By “intelligence,” I here refer to the panoply of cognitive capacities, including not just book smarts but also creativity, social intuition, wisdom and so on.

There are traditional means of enhancing intelligence, like education, and newer means like biotechnology. Perhaps the smartest and wisest thing the human species could do would be to work on making itself smarter and wiser. In the longer run, however, biological human brains might cease to be the predominant nexus of earthly intelligence.

Machines will have several advantages: most obviously, faster processing speed. An artificial neuron can operate a million times faster than its biological counterpart. Machine intelligences may also have superior computational architectures and learning algorithms. These “qualitative” advantages, while harder to predict, may be even more important than the advantages in processing power and memory capacity. Furthermore, artificial intellects can be easily copied, and each new copy can–unlike humans–start life fully fledged and endowed with all the knowledge accumulated by its predecessors. Given these considerations, it is possible that one day we may be able to create “superintelligence,” a general intelligence that vastly outperforms the best human brains in every significant cognitive domain.

—Click through to original article …

Holding onto the No. 1 spot with 1.105 petaflop/s (quadrillions of floating point operations per second) is the Roadrunner system at DOE’s Los Alamos National Laboratory (LANL) which was built by IBM and in June 2008 became the first system ever to break the petaflop/s Linpack barrier. It still is one of the most energy efficient systems on the TOP500.

—Click through to original article …

Deception is one of nature’s long-standing survival strategies. All of the unfolding darwinian extravaganza of life uses deception to survive — even at the level of microorganisms.

And, as any ten-year-old already knows, when it comes to human behaviour, things are rarely as they seem.

There are deceptions. There are hidden motives and hidden agendas. There are people ‘behind the scenes’. There are manipulators. There are scapegoats. There are turncoats. There are traps and ambushes. There are willing or paid agents. There are big investments and potential payoffs. There are opportunists and there are traitors.

Little wonder that situations are rarely how they seem. Rarely how they are portrayed. Nor are they what they seem to be on the surface. So what can you do? What can you use to find out what’s really happening in complex situations? What investigative tools can anyone use?

One ancient and clever tool is called cui bono.

The power of the cui bono is the most likely answer to the question: who benefits?

This is always a very useful question to ask. However, because of the very nature of deception there is not always a very obvious answer to that question.

Investigative journalism and criminal investigations may invest considerable resources in trying to construct comprehensive answers to the cui bono. They are trying to find out: who benefits most from the crime or situation that we are investigating?

The Cui Bono Test

When you are trying to uncover a much better understanding of the truth you can use the Cui Bono test. Whenever you find yourself looking to allocate suspicion or blame to agents involved in a situation ask yourself if they have passed the Cui Bono Test.

To apply the Cui Bono Test you carefully ask the questions: How did that agent benefit? Who else benefited? Who benefited more? Who benefited the most?

Is it true?
The most important question to ask is: Is it true? You can also use greyscale thinking to pursue the truth in any situation that arises.

—click through there for more on greyscale thinking