Author page: Alexander Ageev

Alexander I. AgeevAlexander I. Ageev

Director General, Institute for Economic Strategies; President, Russian Division, International League of Strategic Management, Assessment and Accounting; President, Russian Academy of Future Research. Academician, Russian Academy of Natural Sciences; Professor, D.Sc. (Economics), MBA.




Big Eurasian Partnership: Project, Counter to Trans-Pacific Partnership

#6. Forecasts and Results
Big Eurasian Partnership: Project, Counter to Trans-Pacific Partnership

In conditions when the USA are implementing the global geo-economic project (Trans-Pacific Partnership and the Transatlantic Trade and Investment Partnership), designed to radically reformat zones of strategic influence in the global economy, there is a need for a new management model, the counter Russian project (Big Eurasian Partnership) relying on fuel-energy and transport-logistics infrastructure based on cooperation of states — the EAEU participants. Big Eurasian partnership should be aimed at globalizational-strategic transformation of post-Soviet economic integration and cooperation to expand the spheres of profit extraction and increase of added value, obtained by the EAEU companies at accessible markets in Europe and Asia.

Sweeping Dustunder the Rug

#5. To Understand. To Prevent. To Overcome
Sweeping Dustunder the Rug

When calculating the final integral index for the Russian Federation, determined according to the methodology of multifactor “Strategic matrix” model, the authors once again noted the low level of this indicator in 2015. It has not changed in comparison with the previous year. But in the factors context they have identified a tendency of compensating the key social indices lowering due to the growth of the secondary ones. Its presence is confirmed by opinion polls of the Public Opinion Foundation, that is, by how the Russians themselves assess changes in their daily life and the state of affairs in solving the problems they face.

IBM as a Mirror of the Global IT Evolution and Advent of the Second Information Revolution. Hidden Intellectual Springs, Possible Technological and Humanitarian Brakes, Expected Implications

#4. Window of Opportunities
IBM as a Mirror of the Global IT Evolution and Advent of the Second Information Revolution. Hidden Intellectual Springs, Possible Technological and Humanitarian Brakes, Expected Implications

On the example of IBM strategies it is possible to look at the information revolution and to understand what drives the modern IT and what future these technologies are preparing for us. The article identifies relationships and the impact of the latest military developments on the IT development vector. One of the main conclusions: the information society should be seen metaphorically as an iceberg. First of all, we see only the tip of an iceberg, and the submarine part remains outside our focus area. Secondly, isn’t the modern society a sort of “Titanic” rushing toward the iceberg? But not everything is so bad. In principle there are possibilities to control the development movement and to choose the own course in order not to endure catastrophe from a collision with an underwater part of the iceberg. There is one way out, and it is evident in many respects. It is necessary to use the self-preservation and survival instinct. And our actions should be dominated by strategic thinking and foresight. Otherwise, society will get the shackles of the “digital slavery” from information owners of the world. One must not lose mind, sovereignty and the right to think. One should not go on about the puppeteers and deceivers — who will outwit or replay someone. Now decisive became the factor — who will strongly, elastically and with a margin do a great deal of thinking.