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Indy Johar is an architect and a co-founder of multiple social ventures from an award winning architectural practice (Architecture 00) to accelerators, impact hubs and open source manufacturing ventures in London, from Open Desk to Wikihouse, and most recently Dark Matter Laboratories. Dark Matter Laboratories is focused on radical transitions our societies need to respond to the technological revolution and climate breakdown. The organization collaborates with institutions around the world, from UNDP (Global), McConnell (Canada), TFL, GLA (London) to Bloxhub (Copenhagen).
Commenting on current pandemic situation, Indy notes: “The pandemic also can be understood as a warning sign, a probe into the structural weaknesses of our existing systems. It shows how futile it is to insist on facing 21st century challenges with the institutions and methods of 20th-century global governance.”
There are some quotations from «Fostering Leadership» broadcast with Indy Johar.
“Our relationships to the world were constructed through separation. Humans were separated from the world and were put in dominion of the world control. So, in act of separation we then controlled each other through employment contract. Our relationship with nature through the thesis of control was about the resources, and our relationship with the future became the thesis of control of debt and financing. What we are seeing now is a transformation of that deep structural relationship to no longer being about control but about being in relationship with, and that is a fundamental function of entangled reality.”
“The big thing we are seeing is a failure of the governance thesis. We can no longer govern the way we governed in 19th century based on predicting, control, and centralization, and universality in an entangled, complex, and emergent world. So, what we are seeing is a governance failure.”
“There is no central way for anyone to see, predict, and understand all the mistakes we can make. Nobody can see it. And we are going to drive innovation in a complex entangled world. We have to reimaging our governance structure from being extrinsic to intrinsic governance, and this is a profound thing. So, governance has to move from being extrinsically driven to intrinsically driven. Actually, if you look at human beings, they are not optimizing for self-interest, but we’ve constructed institutions that actually replicate self-interest as a model. So, we have to recode the corporation for a different incentive structure for human development. And we have to create a new governance architecture which means governance has to be at the lowest point possible to allow for enlightened self-interest. For me, this is a real governance challenge.”
“Technology is allowing us to be able to create these new machine contract capabilities and this is a real revolution. It is not only the recognition; I can sense, I can do satellite driven recognition of this spillover effects. I can monitor them in a real time. I can also contract them fractionally using machine contracting capabilities. And this revolution of the zero cost of overhead of bureaucracy is going to transform and build a new type of economic model. So, I think conscious capitalism is not a moral thing. It is just the way in which we are dealing with externalities. It is not somebody being moral, it is a new mechanism of driving value.”
“Dealing with complexity, we have two choices. Choice one is to falsify simplicity. You say, “Don’t worry about the complexity, here is what it looks like”. You instantly falsify it and then use coercion to effectively drive people towards that false reality. I think, increasingly we are in that model of leadership. Whether you look at the UK, or whether you look at the BREXIT vote, or whether you look at the US, you would see the same thing. We are falsifying simplicity in order to coerce people to decisions. And that is because what we actually need to do is to build new types of distributed capabilities to deal with this complexity, and we need new frameworks to deal with that complexity. So, centralized decision making does not work in complexity, because actually there is no centralized truth. It is a distributed truth.”
“We witnessed in COVID and we will see in other shocks that it is not possible to control everything. And that is a real revolution. It is strange a little bit, but it is worth recognizing that in places like China there is a different relationship between centralization and decentralization. In many ways, they use grey policy and ambiguous policy to create lots of distributed capacity to innovate. They use continuous corrective exercises to turn grey policy into a policy that disagreed with and policy which is agreed with. So, they have generated a big and ambiguous system of policy creation. The greyness is an intentional device to drive innovations.”
“What the pandemic has shown us is the lack of transnational governance innovation that we’ve seen in the world. What it has shown us is how fragile and interconnected we all are in terms of global supply chains and global risks. Yet, what it has also shown is that we don’t have the transnational governance capability to manage these risks. There is a really interesting moment. (…) I think we will see a new transnationalism that will emerge through reconfiguring our own constitutions. We have to reimagine the constitution of nation states to recognize our interdependence and to recognize future generations and non-human generations that live on our planet.”
“There is a fundamentally new relationships between state and private business. In a way, we are all China now. All private businesses are part of state. We’ve seen that entanglement happen. These things are happening in front of us. The entanglement between state and private sector is now fully complete. That means that relationships between public and private are being dissolved and new forms of responsibilities are being formed. We’re seeing an age of shocks which means the nature of our government mechanisms and budgetary mechanisms were dissolved in the middle of COVID. Democratic parliaments lost control, so we saw around the world agile policy being enacted at speed. Trillions of dollars being spent without parliamentary oversight or any form of accountability and budgetary controls. So, we have to start to re-engineer how our governments operate in an age of shocks.”
“One of big challenges we face is that we are stuck in a thesis of seeing the world through the lens in corporations on competition. We have to start building new forms of governance mechanisms called radical civics. What is interesting about bitcoin and some blockchain staff is a power of a new type of radical civics which is nor state, neither market. These radical civics are going to become more and more critical because they are also unbounded means of organizing. They are not bounded by a corporate boundary. That line of radical civics sits neither within state nor market. Blockchain type infrastructures do not create in-groups and out-groups. We should think about this other dimension of radical civics as a key to unlock the future.”
Watch the “ Fostering Leadership” broadcast with Indy Johar
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