Calculating G’
Driving Influence Weight Ratio = Individual’s A value in the organization / Total A value of all members in the organization.
Based on the earlier framework, a higher Driving Influence Weight Ratio indicates a stronger driving force of the organizational individual on the network. To make the network’s M value approach M(MAX) (the state of maximum driving motivation), the organizational network must establish consensus-building mechanisms that assign higher Driving Influence (A) to individuals with a higher Proportion of an Individual’s Uncompleted Rights Conversion in the Organization (G’%). Thus, calculating G’ and G’% is a prerequisite for determining A.
The algorithm for calculating G’ should vary depending on the type of organizational individual and the business forms covered by the organization. The G’ algorithm can also be adjusted during network operations to change the A values of driving individuals, thereby altering the network’s operational logic.
Special Note
The following G’ algorithm settings and logic for different types of organizational individuals are merely suggestions. In the actual operation of the Intelligent Consortium, individuals can innovate and modify these algorithms. It is emphasized again that the following settings are only reference proposals, not representing any truth or guaranteed effectiveness. They are merely temporary ideas provided by the author to offer readers some inspiration, serving as a starting point for further exploration. In practice, readers can propose more innovative calculation methods during organizational construction and optimization to make the Intelligence Potential-driven aspects of the organization more personalized.
Example 1: Organizational Employee
Organizational Individual A is an employee whose Rights Conversion logic involves participating in the organization’s daily work (8 hours a day, 5 days a week) to earn a base salary plus performance-based commissions. In this case, the organization needs to predict Individual A’s future tenure and business capabilities (which determine performance commissions). Individual A’s G’ should be tied to assumptions about their future tenure and business capabilities, and the organization must establish a predictive algorithm to calculate Individual A’s uncompleted rights conversion value in the organization.
When designing the organizational framework, factors such as the employee’s historical employment duration, performance evaluation scores, and business capability assessments should be taken into consideration. A longer employment duration may indicate higher job stability, suggesting a greater likelihood of continued tenure. Higher performance and capability scores indicate stronger job competence, lower likelihood of termination, and higher potential for long-term employment. Additionally, higher performance and capability scores may also indicate greater future commission potential, enabling the organization to offer higher future base salaries and commissions to such employees.
Based on this framework, employees with higher scores in historical employment duration, performance evaluations, and business capability assessments should have a higher Individual’s uncompleted rights conversion value in the organization (G’), leading to a higher Driving Influence (A).
Example 2: Consumer
Organizational Individual B is a consumer whose Rights Conversion logic involves paying for the organization’s products or services. In this case, factors such as the consumer’s historical consumption frequency, consumption amount, and post-purchase service demands influence their G’.
When designing the organizational framework for products like movie screenings or restaurants that require minimal or no long-term after-sales service, the weight of after-sales service in the calculation can be minimal or even ignored. However, for low-frequency products that require stable, long-term after-sales service, such as video games, software, smartphones, or cars, the weight of after-sales service should be significantly increased. For high-frequency products, a consumer’s total spending over a period may indicate their future consumption potential. For example, a game player’s in-game spending over three months may predict their spending over the next six months, making their spending amount a key variable in calculating G’.
Overall, different G’ algorithms should be designed for different products, covering various calculation variables. The goal is to empower consumers, as individual organizational members, to drive the organization’s development while ensuring that its products and services better meet consumer needs, thereby unlocking greater consumption potential.
Example 3: Investor and Capital Provider
A capital provider achieves Rights Conversion by providing capital to the organization in exchange for future returns and the recovery of principal. In this case, the risk level of the organization’s project determines the capital provider’s risk premium expectations, which should be clearly defined before the organizational network is constructed. These expectations may include fixed annual capital returns and other specified forms of return. Although fixed returns can only be paid once the network is operational and generating profits or positive cash flow, the expected returns can be negotiated and set by organizational individuals before operations begin. For example, suppose Organizational Individual C, as a capital provider, provides 1 million yuan in capital to the Intelligent Consortium, taking into account operational risks, C demands a 20% annualized base return and 1% of annual operating revenue as an additional specified return. Before the network generates revenue, C’s G’ can be calculated as 1 million yuan in unrecovered principal plus 200,000 yuan in annual risk premium returns, discounted to present value.
Suppose in the third year, the organization’s annual revenue reaches 3 million yuan. C’s return for that year would be: 200,000 yuan (base return) + 3 million yuan * 1% (30,000 yuan additional return) = 230,000 yuan total. At this point, C’s G’ can be calculated as the present value of future cash flows (based on 230,000 yuan) plus the 1 million yuan principal. Suppose the organization fails to pay C’s 200,000 yuan base return in the first and second years. In that case, C may set a rule at the network’s inception stating: “Current year principal = Previous year principal + Previous year unpaid returns.”
If, in the second year, C receives returns and recovers 500,000 yuan of the principal, the third-year return would be: 500,000 yuan * 20% + 3 million yuan * 1% = 130,000 yuan. At this point, C’s G’ = 500,000 yuan unrecovered principal + the present value of 130,000 yuan.
If, by the fifth year, C has recovered all principal, and the organization’s revenue is 10 million yuan, C’s Individual uncompleted rights conversion value in the organization would be the present value of 100,000 yuan (1% of revenue) in additional returns.
In this hypothetical case, as C recovers its capital, its G’ and G’% in the organization significantly decrease, indicating a shift in organizational influence toward consumers, employees, and other types of organizational individuals. The concepts and logic related to capital recovery will be further elaborated in the chapter The Concept of Organizational Disengagement of Organizational Individuals.
Example 4: Product and Service Provider
When evaluating Organizational Individual D as a product or service provider, their G’ calculation depends on the scarcity and critical importance of the products or services they provide to the Intelligent Consortium. When the product is in a buyer’s market, D’s G’ may be smaller; in a seller’s market, it may be larger. The organization can also assess D’s G’ based on the market and value of the provided products.
For example, suppose NVIDIA’s AI chips are critical to an organization’s operations and cannot be substituted by other suppliers. In that case, NVIDIA may become an organizational individual with significant G’, potentially decisively influencing the operational rules of the organizational network.
Example 5: Order Provider
Organizational Individual E, as an order provider, supplies Organizational Templates or assists organizational individuals in setting organizational rules during the initial construction of the Intelligent Consortium. This includes G’ calculation schemes for future potential organizational individuals and methods to drive the organizational network based on A values derived from G’ and G’%. (The necessity of Organizational Templates will be detailed in the chapter, The Concept of Organizational Template and Action Template.)
During order operations, E provides foundational driving services to enable organizational individuals to influence and drive the network within the rules, where fairness and impartiality are crucial. E may also serve as an independent third-party information dissemination medium, providing fair network operation information to all organizational individuals.
E’s G’ can be calculated by discounting the organization’s revenue or fixed fees to present value, or more innovative G’ algorithms for E can be developed in practice.
Additional Considerations
The above examples mainly cover mainstream, generic types of organizational individuals and their G’ algorithms. However, organizational individuals can take diverse forms. For instance, consumers can act as capital providers by pre-purchasing products or services before the network operates, and product/service providers can act as capital providers by supplying equipment or raw materials during network construction. These and other unlisted possibilities indicate that the boundaries of organizational individuals’ roles can be fluid and dynamic, and G’s algorithms must adapt to the network’s real-world environment and needs, potentially requiring innovation. In classifying organizational individuals and designing G’ algorithms, participants are encouraged to explore diverse and creative possibilities.
Setting and Timing of G’ Algorithms
In the pre-construction phase, when the organization has not yet been established, potential organizational individuals may only include potential consumers, capital providers, or employees. At this stage, creating an Organizational Template for the nascent organizational network is essential. This template must consist of initial G’ calculation schemes for future business operations. As the network begins operating, the initial Organizational Template can be adjusted periodically to better align with the network’s development. During the sustained operation of the Intelligent Consortium, consensus-building mechanisms can be established to review and optimize the Organizational Template regularly, including adjustments to G’ algorithms.
In the early stages of network construction, when there are no consumers or suppliers, potential organizational individuals may only include a few potential employees, order providers, and capital providers. During this phase, capital providers’ G’ is likely to be significantly higher than that of other individuals, though this depends on the business type covered by the Intelligent Consortium. For example, businesses heavily reliant on specific key technical personnel may assign higher G’ values to those individuals.
During operations, the organization’s priorities may shift across different stages. At inception, capital providers may be critical to launching the network. In the early operational phase, consumer opinions may take precedence. In the mid-term, capable employees’ contributions may become vital, and sustained profits may enable capital providers to recover principal and returns, reducing their G’% and G’. When the organization undergoes transformation and introduces new capital providers, its G’% may increase again.
In summary, the design of G’ algorithms is a critical factor in driving the network’s operations and motivating Driving Nodes. Well-designed G’ algorithms can unlock new heights of Intelligence Potential.
Analysis of G’% = G’ / G’TOTAL : When a network’s output is determined by five individuals, G’TOTAL is the sum of their G’ values, and G’% is the ratio of an Individual’s uncompleted rights conversion value in the organization to Total members’ uncompleted rights conversion value in the organization (G’TOTAL).
From G’% to A
Driving Influence (A): Refers to the extent to which an individual’s decisions can influence the final outcome. When A = 1, the individual fully determines the outcome; when A = 0, their decisions have no impact. When a network’s output is determined by five individuals, the sum of their A values (A(TOTAL)) equals 1.