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<p>Foreword xi</p> <p>Preface xv</p> <p>Acknowledgments xxvii</p> <p>Introduction xxix</p> <p><b>Chapter 1 Looking Backwards To Look Forwards: Why a Change of Civilization? </b><b>1</b></p> <p>1.1 What is a civilization? 1</p> <p>1.2 The great waves of civilization in history 1</p> <p>1.2.1 The notion of dominant activity 2</p> <p>1.2.2 The characteristic domains of each era 3</p> <p>1.2.3 The evolution grid 4</p> <p>1.2.4 The era of creation and communication 10</p> <p>1.3 Considerations on the evolution of civilizations 18</p> <p>1.3.1 An exponential evolution 18</p> <p>1.3.2 From mass duplication to customized production 21</p> <p>1.3.3 Questions around the creation–communication era 22</p> <p>1.3.4 Evolution and fragmentation of value systems and representations of the world 25</p> <p>1.3.5 The couple as a matrix of societal transformations 29</p> <p>1.3.6 The alternative of blocking or fleeing 31</p> <p>1.3.7 Moving towards the future 32</p> <p><b>Chapter 2 Creation and Communication as the Basis of the Civilization of the Future </b><b>35</b></p> <p>2.1 The value of otherness 35</p> <p>2.2 The creative strategy 40</p> <p>2.3 Personal development, knowing how to create and communicate around our vocation: the mutation of professions 45</p> <p>2.4 Information literacy and creativity 48</p> <p>2.4.1 Freeing up time to be 49</p> <p>2.4.2 Differentiation of ego, personality and genius in the creative process 49</p> <p>2.4.3 The three levels of consciousness 51</p> <p>2.4.4 Materialism and idealism back to back 53</p> <p><b>Chapter 3 The Transformation of Organizations Towards More Collective Intelligence </b><b>55</b></p> <p>3.1 Let human imagination and inspiration take over 55</p> <p>3.1.1 The evolution of human beings’ position and their reference points 57</p> <p>3.1.2 The four relational principles 58</p> <p>3.1.3 Culture, management, systems and structures 59</p> <p>3.1.4 Evolution of companies 61</p> <p>3.1.5 Missions of the human resources function 62</p> <p>3.1.6 Attitudes towards the customer 62</p> <p>3.1.7 Old laws and avant-garde organization 63</p> <p>3.2 Mimicry and singularity 65</p> <p>3.2.1 Mimicry, a still under-exploited force 65</p> <p>3.2.2 A mimicry that benefits the leader, but for how long? 67</p> <p>3.3 Singularity and creative strategy 69</p> <p>3.3.1 Ideological enterprises 70</p> <p>3.3.2 How can we develop creative emergences? 71</p> <p>3.3.3 The leader between mimicry and singularity: the art of overcoming paradoxes 72</p> <p>3.4 The extended enterprise 74</p> <p><b>Chapter 4 International Foresight on Innovative Ecosystems </b><b>77</b></p> <p>4.1 Why a forward-looking view? 79</p> <p>4.2 Why innovation? 79</p> <p>4.3 Why have an international foresight institute on innovative ecosystems? 83</p> <p>4.4 Introduction to innovative ecosystems 84</p> <p>4.5 The importance of startups and venture capital 93</p> <p>4.6 Criteria for measuring innovative startup ecosystems 94</p> <p>4.6.1 Rankings to measure the dynamics of territorial innovation 96</p> <p><b>Chapter 5 A Global Overview of Innovative Ecosystems </b><b>97</b></p> <p>5.1 Silicon Valley, the digital capital 97</p> <p>5.1.1 Spectacular and preserved nature 98</p> <p>5.1.2 An international reference and an outstanding position 98</p> <p>5.1.3 The largest concentration of start-ups and venture capital in the world 100</p> <p>5.1.4 Focus on Palo Alto 101</p> <p>5.1.5 The home of GAFAM 103</p> <p>5.1.6 Focus on San Francisco 103</p> <p>5.1.7 The cradle of an emerging culture: a culture of adventure and exploration 104</p> <p>5.1.8 The cost of living and soaring real estate prices 104</p> <p>5.2 New York: the capital of the world of finance, media, art, publishing and advertising 104</p> <p>5.2.1 History 106</p> <p>5.2.2 General description 107</p> <p>5.2.3 Museums 108</p> <p>5.2.4 Talents 109</p> <p>5.2.5 Universities 110</p> <p>5.3 London, capital of the British Empire 111</p> <p>5.4 Beijing: capital of the Chinese Empire 113</p> <p>5.5 Boston: the capital of strategy and consulting 116</p> <p>5.6 Berlin: capital of the German Empire 117</p> <p>5.7 Shanghai: the international capital of Asia 119</p> <p>5.8 Los Angeles: the film capital of the world 121</p> <p>5.9 Seattle: capital of the Microsoft empire 123</p> <p>5.10 Paris: capital of culture, humanism and luxury 124</p> <p>5.11 Singapore: the financial capital of Asia 127</p> <p>5.12 Tokyo: capital of Japan 129</p> <p>5.13 Stockholm: capital of perfectionism 130</p> <p>5.14 Munich: the capital of expertise 131</p> <p>5.15 Copenhagen: capital of happiness 134</p> <p>5.16 Taipei: capital of manufacturing 136</p> <p>5.17 Geneva: the international capital of NGOs 139</p> <p><b>Chapter 6 Learning from Global Innovation Systems </b><b>143</b></p> <p>6.1 Digitalization: technological convergence and artificial intelligence 143</p> <p>6.2 Concentration 143</p> <p>6.3 The Triad: epicenter of global innovation 144</p> <p>6.3.1 North America 144</p> <p>6.3.2 Western Europe 145</p> <p>6.3.3 East Asia 146</p> <p>6.3.4 What do the poles of the Triad have in common? 147</p> <p>6.4 Center and periphery 147</p> <p>6.4.1 Africa 148</p> <p>6.4.2 South America 149</p> <p>6.4.3 India 149</p> <p>6.4.4 Australia 150</p> <p>6.4.5 Living in the ocean? 151</p> <p>6.4.6 The conquest of space: colonizing the Moon and Mars 152</p> <p>6.5 The shared values of the Triad 152</p> <p>6.5.1 Think global and act local 152</p> <p>6.5.2 Team and process 153</p> <p>6.5.3 The importance of the pitch 154</p> <p>6.6 The “11 Fs” culture 154</p> <p>6.6.1 The “5 F’s” according to Rosabeth Moss Kanter 155</p> <p>6.6.2 The other “Fs” observed 158</p> <p>6.6.3 The dark side of the “Fs” 160</p> <p>6.7 The middleground 161</p> <p>6.8 The triple helix 162</p> <p>6.8.1 Repetitive innovation 164</p> <p>6.8.2 From closed to open innovation 164</p> <p>6.8.3 From technological innovation to systemic innovation 165</p> <p>6.8.4 From individual innovation to collaborative and interdisciplinary innovation 165</p> <p>6.8.5 From spontaneous to systematic innovation 166</p> <p>6.8.6 From exchange-based innovation to co-creation in innovation spaces 167</p> <p>6.8.7 Innovation projects with common innovation cultures 167</p> <p>6.9 The one-man band 168</p> <p><b>Chapter 7 Systemic Risks and the Emergence of the New Civilization </b><b>169</b></p> <p>7.1 Demography, urbanization and economic disparities 169</p> <p>7.2 The Anthropocene 172</p> <p>7.3 The end of oil 173</p> <p>7.4 Global governance and the rise of extremes 174</p> <p>7.5 The limits of planetary resources 176</p> <p>7.6 Evolutionary scenarios 178</p> <p>7.6.1 The scenarios of decline 181</p> <p>7.6.2 Scenarios that do not have an environmental priority 181</p> <p>7.6.3 Voluntary scenarios with an environmental priority 181</p> <p><b>Chapter 8 The Beginnings of the New Civilization </b><b>183</b></p> <p>8.1 How should we respond to existential systemic risks? 183</p> <p>8.2 Towards a clash of civilizations or a new civilization? 184</p> <p>8.3 Draw me a happy and sustainable humanity 185</p> <p>8.3.1 Infinite exponential growth? 188</p> <p>8.3.2 Present and future manifestations of the crisis 191</p> <p>8.3.3 What can be done? 191</p> <p>8.3.4 Imagining a new sustainable social and ecological economic system 192</p> <p>8.4 Six axes of development for an ecological civilization 195</p> <p>8.4.1 Radically increase raw material productivity 195</p> <p>8.4.2 Practicing production models inspired by nature: biomimicry 195</p> <p>8.4.3 Establishing a service and rental economy 196</p> <p>8.4.4 Investing in natural capital 196</p> <p>8.4.5 Dematerialization of production 196</p> <p>8.4.6 Digital virtualization 197</p> <p>8.5 Reconciling economic, social and ecological objectives 197</p> <p>8.6 A plural interpretation of the civilization of the future 199</p> <p>8.7 Innovative ecosystems as the cradle of the new civilization, but how? 200</p> <p>8.8 The new civilization: a puzzle in the making 201</p> <p>8.8.1 Seventeen goals for sustainable development 201</p> <p>8.8.2 Auroville 201</p> <p>8.8.3 Information society 202</p> <p>8.8.4 Biomimicry 202</p> <p>8.8.5 Circular economy 204</p> <p>8.8.6 Sharing economy 205</p> <p>8.8.7 Complementary and alternative currencies 205</p> <p>8.8.8 Basic income 207</p> <p>8.8.9 Club of Rome 207</p> <p>8.8.10 Fondation 2100 208</p> <p>8.8.11 Drawdown organization 209</p> <p>8.8.12 Global Ecovillage Network (GEN) 209</p> <p>8.8.13 Transhumanism 210</p> <p>8.8.14 Burning Man 212</p> <p>8.8.15 The Factory of the Future 213</p> <p>8.8.16 Tellus Institute 214</p> <p>8.8.17 Mosaic 214</p> <p>8.8.18 Université Catholique de Lille 215</p> <p>8.9 The new civilization: a patchwork of eclectic personalities 215</p> <p>8.9.1 Sri Aurobindo 215</p> <p>8.9.2 Pierre Teilhard de Chardin 216</p> <p>8.9.3 Alvin Toffler 216</p> <p>8.9.4 Edgar Morin 217</p> <p>8.9.5 Ervin László 218</p> <p>8.9.6 Manuel Castells 218</p> <p>8.9.7 Jarett Diamond 219</p> <p>8.9.8 Duane Elgin 219</p> <p>8.9.9 Gunter Pauli 219</p> <p>8.9.10 Bruno Latour 220</p> <p>8.9.11 Joël de Rosnay 220</p> <p>8.9.12 Jeremy Rifkin 220</p> <p>8.9.13 Paul Hawken 221</p> <p>8.9.14 Kenneth Wilber 222</p> <p>8.9.15 Yuval Noah Harari 223</p> <p>Conclusion 225</p> <p>References 245</p> <p>Index 263</p>

<b>Michel Saloff-Coste</b> is the Director of Foresight at the Université Catholique de Lille (UCL), France, and a consultant to public and private organizations. His research focuses on futures studies, as well as technological, economic, social and ecological challenges of the contemporary world.

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