Wednesday, March 28, 2012

A Peek at Peak Oil

I don’t know how many of my faithful followers are old enough to remember the scare of the 1970’s when gas stations literally ran out of fuel. For a short time in our lives a long tome ago hopeful and sometimes frightened commuters formed lines sometimes thirty or forty cars long, bumper to bumper hugging the "far-off" skinny of the road leading up to the gas station pumps waiting for their turn to purchase oil. Cars just sitting with there, windows down and drivers patiently and some not so patiently, waiting for their chance to pump some of what little gasoline there was to spare. Many stations rationed gas altogether. In those places you'd pull up to find you could only get ten gallons per car, sometimes less. Once in a while you would be inching up closer to the pumps anticipating your turn in line only to see the owner come scrambling out of his office head down, taking no questions and slapping up a cardboard sign on which he had scribbled “No Gas” and dashing back inside for safety.

For many of us living and commuting back then it was a nightmare. You planned your week around when you would get your gas, because no matter when you decided to do it, there would be a limited amount of stations opened and a limited amount of gas to get. You would have to find the location and plan on spending as much as an hour or more waiting your turn. I don’t know how many people I helped push up to the gas pumps because their car had run out of fuel while waiting. I do remember it happening to me once. The crowds were generally tame and polite – but there were under-rumblings deep below the calm surface of many drivers and I think if it had gone on much longer or gotten much worse, we would have seen tears in the fabric of our society. I guess, even though I was young, I was struck by how sheer that fabric actually was - when I deep down had thought it to be much more durable.

Peak Oil became a term with which we were all too familiar. It meant that the earth had reached the point of producing the most crude it would ever produce and from that point on the amount of crude we would develop would be on the decline. We had “Peaked” and now although there would be fuel, it was not going to be replenished. The fact is that it wasn’t quite true – not literally anyway. We had more oil and they developed new ways to find and covert fossils from the earth into crude for your car. But the idea of “Peak” oil is a valid concept. Oil is, in fact, a limited commodity and we are running out.

In 1973 it was an embargo by the oil producing countries in the Middle East. That, we were told, was the reason we were in so much trouble. I don’t know how many people believed that – we knew that as a country we had enough petroleum products in our own backyard to handle the situation, but people further up the food chain, for whatever reason -politics, conservation or greed - decided to slow the flow down to a trickle. It scared us… it angered us… and that was back in 1973. Can you imagine where we are today in terms of availability of fuel? Can you imagine what would happen if the pumps had crumbled pieces of brown cardboard scripted merely with those two words “No Gas”?

If we passed peak oil in 1980 then we have been on the decline since. With more countries demanding more petroleum, America is just another consumer pulling up to the Middle Eastern gas pumps. It’s not going to take long for the bottom to start racing up to the top. Then we won’t have to bottom out, we’ll be crushed between a falling ceiling of gas availability and a rising floor of gas and oil costs.

It was in 2005 the famous Hirsch Report came out declaring that our situation on oil and gas use here in America had gone from frustrating to downright horrifying. The report presented to Congress in 2005 stated that we were in a crisis level of fuel dependency to availability. That was six years ago. Why all of a sudden are things getting that much worse? One of the big reasons is the sudden success of China and their need for several hundred times the amount of oil they needed only a decade ago.

As more people flood the highways and more countries move their populace closer to their idea of middleclass, the demand for energy fueled by petroleum will escalate from something of a problem with soaring prices and gas rationing to a sudden emergency order to remove cars from the highways; maybe letting you run your vehicle on alternate days or weeks – who knows? This could occur within the next two to three years.

So what to do?

Tethered Communities ™ by the Bosson Group is the only viable and proven method for taking fixed positions in a work environment and successfully transferring them to home, making them less costly and more effective. This one element will provide an enormous relief across America’s economic landscape.

Deconstruct and Reconstruct

The program uses our proprietary analytics tool nTelegenz® - a one of a kind, Preemptive Method of Analytical Processes instead of a Predictive Method of Analysis. What’s the difference? Predictive Analysis is what it sounds like…a guess, a good guess, but it’s a guess based at what will happen rather than what we know now. Preemptive Method means we have a plan for solving the problem today.

nTelegenz® compresses over 2,000 fields of data reconciled by a dozen analytical programs, algorithms, statistical and organic data analyses, economic and historical comparisons, expansions, contractions and our exclusive Rganx® program which provides valuation of fluid, dynamic job processes like conversations, both extemporaneous and on script , in sales or customer support.

Using this model we are able to deconstruct any fixed job position (office based) and reconstruct that same position as a more productive and cost effective remote value. We can then pick it up and set it down anywhere to work flawlessly - whether you are in an airport, hotel or working from your home. As an at-home program, we provide seamless home to work environments that are more effective and less costly than the traditional fixed positions.

Let’s look an example:

If you were to take a company that only had 5,000 employees and you were only able to take 5% of that workforce and successfully move them to a home work environment, you could:

  • · Take 250 cars off the highway at rush hour every day
  • · Have over 75,000 actual days of car use per year eliminated (300 days figured in)
  • · Free up 3,750 gallons of gasoline a week
  • · Reduce the use of more than 180,000 gallons of gasoline per year (48 weeks with holidays and vacation)
  • · Reduce our carbon footprint in traffic by 1.5 tonnnes (estimating every car emits 2.6 tonnes and more than half of this is used for transportation to and from work)
  • · Reduce costs for your company by 1.5 million dollars (costsin addition to basic salary include some taxes, health care, workman’s compensation, utility costs for equipment, utility costs for energy in the office, office space, depreciation of equipment and so much more - based on a yearly income of $26,000)

That’s huge, right?

The Top 2,000

We did some checking and here is what we came up with:

· There are 1,956 (almost two thousand) companies right now in America which employ in excess of 5,000+ (five thousand plus) employees. In fact they employ 39,798,812 employees (almost forty million) paid employees sitting in offices around this country.

Let’s say that we exercised nTelegenz® to deploy Tethered Communities™ for the top 1,956 companies in America. And, to be conservative, we were only able to reduce the number of employees to work from home by 3% (that number is deliberately deflated for expression purposes only. Realistically we can expect to reduce this employee number by as much as 8% to 10%).

But let’s look at 3%, using the same low numbers we did in the one company example of 5,000. So, it’s 1,956 companies moving 3% of the nearly 40 million people to a seamless home to work environment would:

  • · Take 1,193,964 (one million, one hundred and ninety three thousand, nine hundred and sixty four) cars off the highways in rush hour everyday
  • · Total 358,189,200 (three hundred and fifty-eight million, one hundred and eighty nine thousand and two hundred days) HIGHWAY FREE DAYS EVERY YEAR
  • · Free up 17,909,460 gallons of gas every week (seventeen million, nine hundred and nine thousand, four hundred and sixty)!
  • · Save more than 859,654,080 (eight hundred and fifty-nine million, six hundred and fifty-four thousand and eighty) GALLONS OF GAS SAVED PER YEAR!
  • · Reduce our carbon footprint by 1,790,946 (one million, seven hundred ninety thousand, nine hundred and forty six) TONNES PER YEAR.

Would we need to ship jobs overseas anymore? I think not! Could we significantly reduce our dependency on foreign oil? You betcha! And how about some other fairly legitimate observations:

  • · Once we deconstruct a fixed position and reconstruct it as a remote position, we increase productivity by as much as 10% when eliminating redundancy
  • · We allow corporations to hire who they want as the best person for the job because they are no longer dependent on location
  • · Simpler functions that are sometimes cobbled together with other tasks to improve efficiency tend to do just the opposite, while in this scenario you could find the right person to work only the hours required
  • · Companies can easily begin to outsource tasks that drain employees and middle management of key time; spam, sales calls, emails, outside sales and a host of other interruptions in any key position

The Bosson Group is the only company that has taken a scientific approach to solving America’s two largest economic problems; fuel and loss of jobs overseas. You don’t have to have 5,000 employees to use Tethered Communities™ either. This program is scalable and it is designed to help smaller companies evaluate and select sub-contracting components that better compliment their environment and personality.

Take the time to talk to us about Tethered Communities™ for your company.

Frank Bosson
The Bosson Group

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