MAI as a Management Fit

MAI TM system as a management fit

In reality, creating a strategy is a critical function of any management practice. In essence, a CEO’s idea or desire of mind as the source of causation/creation is science-based at the energy level, and therefore gives credence to using a scientific approach to formulate a strategy.

For instance, one of the critical aspects of managing a business, entails evaluating the performance of a business to know the degree of success a CEO will have in aligning or balancing his organization’s strategy with the expected deliverables.

Thus, a CEO, in trying to find balance for the business operations, normally crafts a new strategy or modifies an existing strategy to cause the highest level of optimization. 

The optimization gained will ultimately bolster the overall visibility of the business by attracting the desired focus of customers to its brand identity, usually in the form of a trademark. 

In light of this, trademarks as symbols are:

  • Useful assets that give instant recognition to any business for its delivery of quality services, products or performances. 
  • Guaranteeing businesses protection by way of legal rights to distinctively brand their services or products for their exclusive use.

Nonetheless, the MAI TM system recognizes that the importance of the existing correlations between business management practices and trademarks can be further capitalized on in a strategic and symbolic way to make use of two other opportunities. 

Essentially, such opportunities evolve from both disciplines having common features. Namely, management is a science and an art, and likewise, our trademark that models the irreversible principles or laws is also a science and an art at the micro (energy) and macro (physical) levels.

In view of this, the integration of the MAI TM system in any business caters for the following:

  1. It establishes brand recognition for both business and customers.
  2. It offers protection as a brand of the business.
  3. It validates modelling the strategy creation process of any business on the irreversible principles of nature, as being a system of art and science.
  4. In terms of the TM image, it comprises of synthesizing power and encapsulates the essence and purpose of the MAI TM system.
  5. It buttresses the capacity of a CEO in an extraordinary way to make distinctive strategic decisions that can provide a competitive advantage

Priorities, Scope and Benefits of MAI TM System as a Management Fit


(A) Aside from the opportunities and benefits that can be derived from MAI TM system through the exploits of science and art at the micro and macro levels; deciding on the best strategy that functions as the rudder to guide the business’ performance is very critical.

Normally, a CEO weighs strategies that are tabled to select the best one that would ensure the materialization of the desire of mind or creation of mind and also allows him to direct, control and unify the business operations for optimization.

Most times, in search of a strategic solution, the nature of the competitive situation, requires a CEO to mull over overlapping strategies to decide on which one will have the most consequential impact on the business. This situation requires the unity of command approach that ensures there can only be one head in the hierarchy of things.

For illustration, in a case where arguably, creating new products and gaining market share are potential strategies for the business, because inherently they can contribute directly to increasing or securing the returns on investment, only one strategy can be prioritized as being central or to have the most weight.

As an analogy, preference will be given to the strategy that engenders constitutional value as opposed to functional value. In such a scenario, our system advocates for the competitive situation to be analyzed to determine which strategy is to be given the higher weight factor.

In such an analysis, a strategy is primarily formulated according to which of the four principles that normally validate the modes of a business cycle is currently reflective of the competitive situation.

Specifically, any of the modes of, production, administration, development and integration that is chosen has to be cross referenced with the predetermined factors and their accompanied qualities in order to have a comprehensive analysis of the situation.

For instance, formulating a production strategy, the CEO will look for the distinctive qualities arising from the pre-decided factors as it relates to the; (certainty, intensity and risk of situation), products/market, customers, relationship type and structure that fit the production mode.

Otherwise, to have a situation in which two strategies have been given equal weight or a strategy is weighted inappropriately will cause, disharmony, obstruction and delays in the effort to achieve the objectives.

Therefore, having a proper evaluation of the competitive situation, ensures that the CEO’s desire of mind or creation of mind is cojoined with a suitable strategy to materialize the objectives.

(B) Another priority of the MAI TM system is for CEOs to acknowledge that our approach entails a shift in the paradigm for creating strategies. Shifting the paradigm involves CEOs:

1) Recognizing that the micro (energy) and macro (material) levels are inseparable and must be in alignment to have a sustainable business.

2) Identifying with the principle that everything is energy. From this perspective, idea or desire of mind is the source of causal energy and ought to be in alignment with the irreversible principles and laws that control the development of what is being created.

3) Knowing that to have an awareness of the irreversible principles and their correspondences between the energy and material levels, does not in any way, diminishes the import of having qualified and experienced leaders that are practically oriented to deliver on the material level.

However, business leaders should discharge their duties understanding the importance of identifying with the underlying structure of strategy creation at the energy level to simulate the CLFE’s attributes of Order, Authority and Power.

4) Recognizing strategies are time specific. Ideally in this case, time has two faces. Here, the CEO has to consider the duality of time and control the phases where:

(a) it is a necessity to make effort to sustain and maintain the initial strategy on a merited basis by evaluating the competitive situation and

(b) because competitive situations evolve, rebalancing of the business becomes a necessity, and thus the need to pivot from the original strategy arises, because transformation is inevitable. Note, the desire of mind or creation of mind does not necessarily need to be changed.

(C) meriting the approach of the MAI TM system would have to recognize that academically the disciplines of business management and science (physics) are interrelated as it relates to strategy creation.

Hence, whether by self-study or otherwise there is merit for a CEO to have an appreciation of the science and art underpinning the indissoluble principles, law of truth, mental energy, ether, and electromagnetism because these are contributing factors creating or shaping an idea or desire of mind.

This effort can go a long way to improve the value chain of the business because leaders will be comprehensively equipped with the appropriate means to meet their goals.


Moreover, to progress our case, the irreversible law of duality serves as an evaluation method that enables a CEO to control and examine a strategy for its completeness in terms of its value to business optimization.

The principle of duality states that: everything is dual; everything has its opposites; everything has its pair of opposites; and opposites are identical in nature but different in degree.

In light of this, our system recognizes that science and art are complementary opposites and therefore constitute the criteria deemed necessary to evaluate a strategy. In other words, science and art as a method for measurement exemplifies the standard of the duality principle.

How so? As established earlier, science and art equate to causation and effect respectively. Therefore, at the macro (material) level, the viability of any strategic decision can be judged when measured against the definitions and features of science and art as outlined below.

Definition of Science: a systemized body of knowledge that explain certain truths.

Features of Science:

  1. Systemized body of knowledge
  2. Principles based on experimentation
  3. Universal validity 

Definition of Art:  refers to practical application of existing knowledge skillfully.

Features of Art:

  1. Existence of theoretical knowledge
  2. Personalize application
  3. Based on practice and creativity

Likewise, at the micro (energy or interior) level, there is a science-based organic process that comprises of the workings of causation in the back office of nature, or at the sub-atomic level, when formulating a strategy and is also measurable through science and art.

As such, to a significant extent, a CEO who comprehends science and art at the interior level has prepared himself to experience a new dimension of strategy creation.

So, it follows that:

1) This science-based organic process authenticates and regulates the dynamics of causation and effect as complementary opposites in the process of strategy creation.

Further, this organic process embodies the activity of and between; equilibrium (rest,) and motion; and identity and differentiation, to control the cause-and-effect dynamic in strategy creation.

Particularly, the alternation between rest and motion regulates the source of Desire of Mind or Mind-Seed Thought that generates the initial desire of mind for which a strategy is created. This initial desire is the energy of causative power at source.

Then, the process of identity and differentiation that operates parallel to rest and motion simultaneously reciprocates to determine effect.

Here, identity involves referencing the source of causation, then through differentiation, causal energy is electromagnetically patterned into complementary opposites for materialization or effect, by continual referencing of the source for balance.

The inference here is, if a CEO identifies with or acknowledges the organic process at the energy level and enacts an appropriate strategy, he will experience harmony and order from the initial idea of mind throughout the business’ approach, action and results. Eventually, this ensures harmony between causation and effect at the micro and macro levels.

2) When a CEO simulates the Desire of Mind of the CLFE and formulates his strategy, inherently his Mind-Seed Thought or desire of mind exemplifies a structure of inbuilt indissoluble laws that preemptively regulates the etheric or sub-atomic forces to provide order for causation at the micro level.

At the etheric stage, this order, however, is still purposed to affect the material objective even though the direct conditions for materialization or effect are nonexistent.

The nature of this order goes beyond the control that one gains from creating a plan for an engineering project or a contractual agreement. More so, this order is contingent on the nature of creation ever providing for objective reality to have unity between things and on different levels.

In other words, the desire of mind of the CEO that equates to causal energy at the micro level is inseparable from the macro (physical) level and reinforces the principle: everything is dual which is part and parcel of strategy creation. So, it is a prerequisite for a CEO to focus on getting it right first at the point of causation.

3)Thoughts in the form of images are necessary for any CEO to successfully achieve a thing. Thus, for materialization, it is evident that an image has synthesizing power and functions to shape the sub-atomic forces at the micro level.

This is why our TM’s image is not an arbitrary mark. It’s strategic and symbolic and models the process of creation at the energy level, and also the science and art underpinning strategy creation in its truest form.

Clearly, points 2 & 3 also show that strategy creation has its own pair of opposites.

4) Scientific truth explains how causative forces and energies at the sub-atomic and atomic levels are organized to create elements. And effect, which is derived from the shaping of the said forces and energies, is likened to art.

Thus, in the objective world, manufacturers use the knowledge of science and art to skillfully arrange these elements into manifested products for the livelihood of our society.

5) According to the preceding, this is further proof that in strategy creation, science and art are intricately involved at the micro and macro levels as an indivisible duality.

The nature of this duality signifies a reality in which things are apart yet cannot be separated. Therefore, strategy creation has its opposites that are identical in nature but just different in degree.

6) Simulating the coeternal principles and irreversible laws that are intrinsic to the CLFE is appropriate for creating a strategy.

The truth is, the CLFE is the causative power for everything, and likewise, a CEO’s desire of mind typifies the creative power when complying with the irreversible principles and laws in forming a strategy for his business.

In this regard, they are qualitatively matched due to their common purpose for creating things. But note that the CEO’s desire is incomparable with respect to magnitude of the CLFE’s causative power.

Nonetheless, the expressed correlated purpose for creation between the CLFE and CEO’s Idea of Mind is the quintessential benchmark of the duality principle as a necessary law to guarantee and measure objective reality.


As it relates to a new dimension of strategy creation, our system presents to any CEO the opportunity to create significant value to the business and himself by acknowledging the correlations between strategy creation and ways and means of the CLFE that he is unlikely to gather from current management practices. Why?

A) Our system acknowledges that irreversible principles and laws that form part of the abstract framework of strategy creation, enable a CEO to comprehend the nature and attributes of the CLFE, so that similarly, he displays the CLFE’s standard of: Order, Authority and Power.

B) Uppermost, our system advocates for a CEO to know that creating a strategy for his business presents an opportunity to use his Mind-Seed Thought to identify with the irreversible and coeternal principles and simulate them in objective reality.

Needless to say, once a CEO thoroughly assimilates these principles, then his desire of mind to strategize, mirrors the creative power needed to materialize the objectives of the business. In so doing, a CEO’s scope for the business becomes far reaching.

c) A CEO must absorb and appreciate that, intuition, equilibrium, irreversible principles and laws, truth, and knowledge, are not created but coexist with the CLFE.

And by adequately acknowledging these qualities and indissoluble principles including their material correspondences, this inevitably equips the CEO with the necessary Order, Authority and Power to avail himself with the. right purpose, proper functions, and correct interactions to synchronize the strategy created with the expected deliverables.

D) Can a fountain be more powerful than its source? Certainly not. For benchmark purposes, it is already established that at the micro level, causation which equates to an Idea of Mind emanates from the CLFE, and effect is a simulation of the idea created at the material level.

The point is that the desire of mind of the CEO is inseparable from the Mind of the CLFE, because the CLFE created it and everything else. Likewise, in creating a strategy, the CEO has to acknowledge and identify with the laws, attributes and qualities controlling sub-atomic to atomic forces at the micro (energy) level that typifies causation.

In doing so, the implication is that the CEO will have operated in a league that is uncommon to others, by having the privilege to manage, manipulate and manifest the sub-atomic forces that are tellingly more powerful than physical forces.

Most likely, such a CEO will have a distinctive advantage of unfolding a wholesome strategy and even be privy to direct knowledge for his plan of action.

Furthermore, operating on this elevated realm, the CEO most likely will manifest extraordinary standards as it relates to Order, Authority, and Power that culminate in him being the Cause and not merely being an ordinary follower in the business world.

As such, the CEO through strategy creation will endeavor to positively impact the social and economic aspects of his environment in a major way.

Outline of TM’s Design and Functionality – Read Here

Nature & Application of Must-Angk-it TM – Read Here

Integrating the Must Ang’k It TM into New and Existing Businesses Read Here


Published by devonrgerald

As Manager of Network Services, I had 20 years' experience as a project manager to present business cases to obtain funding for capital projects. As a result, we implemented projects that developed the telecommunication network from Plain Old Telecom Services to Broad Band services. This involved implementing Fixed Wireless Broadband network and Multi-Service Access Networks (MSAN)

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