Sustainable Knowledge

The Keystone To Sustainable Development

You are not here merely to make a living.  You are here in order to enable the world to live more amply, with greater vision, and with a finer spirit of hope and achievement. You are here to enrich the work, and you impoverish yourself if you forget the errand.  - Woodrow Wilson

Sustainable knowledge is a keystone for Sustainable Development.

Without Sustainable Knowledge, financial results will be ineffective, projects will be inefficient and the full value of the development effort will not be realized.   The Capitol Region Chamber of Commerce (CRCC) has the network and the vision to provide and integrate a sustainable development paradigm that includes financing, knowledge transfer and specialized technologies.


 Sustainable knowledge is a  “world class” awareness and understanding gained from experience and  study of world-wide business, economics and technical methods and practices which is transferred to a developing economy. Sustainable knowledge becomes permanently resident in the developing economy and allows the developing economy to effectively manage and utilize the human and tangible assets and resources of the local economy in a global economy.  Sustainable knowledge is a mandatory requirement to compete in the global economy and must be resident in the citizens of the developing country.  Sustainable knowledge comes in a number of forms including business, managerial, technical and technological knowledge.

Sustainable Knowledge is the Keystone in Sustainable Development

What is required for SUSTAINABLE DEVELOPMENT ?

One Definition of Sustainable Development

“Sustainable development does not define a particular path for development, but focuses on what would enhance the quality of life. It requires the capacity to adapt to constantly changing conditions, as well as the flexibility to work with uncertainty, and with differences in local conditions and in public expectations shaped by culture, values and experience. Above all, it is participatory, ensuring that local communities and individuals have substantive input into designing and implementing development programs and projects. Only when local people have a sense of ownership and personal investment in their own development will they have a stake in ensuring its long-term sustainability.”

A Developing Economy -  The Basic Economic Development Parameters

The basic economic development elements include:

  • - Land/Raw Materials
  • - Labor
  • - Capital
  • - Management  
  • - Technologies
  • - Knowledge
  • Economic Contributions to a Developing Economy
  • Developing economies have limited depth in resources and experience. This deficiency inhibits the efficient and effective develop of projects and organizations, control of project cost and schedules, oversight of contractors, management of the project’s operations and maintenance.

    A developing economy can contribute the  following economic elements to sustainable development:

    • - Land/Raw Materials
    • - Labor
    • - Inexperienced  Entrepreneurial Managers

    Initially, economic elements that must come from world-class resources outside the developing economy are:

    • - Experienced Management
    • - Capital
    • - Technologies
    • - Knowledge

    As the local economy develops, the world class management provides coaching and mentoring to the facility’s executive, managerial and technical staff. This strategy allows the country’s entrepreneurial managers to be trained in world class methods, coached and mentored as they apply their training to real world applications and to develop experience in the complex world markets and with international technologies. Once proficient, the management is totally nationalized and management duties are “handed-off.” Then they can effectively manage their own destiny. 

    Sustainable Development - A Process and a Journey Not an End.

    Sustainable develop has a process life cycle.  The following table highlights the sustainable economic development life cycle.

    Sustainable Economic Development Life Cycle Model

    Development Life Cycle Phase

    Economic Status and Managerial Experience

    Needs and Development

    Emerging Economy

    Mercantile/ agrarian economy with minimal managerial experience.

    Strong international management needed to develop processes and provide basic training and strategic planning

    Young Developing Economy/Industry

    Infrastructure is developing and some complex industries existing. Managerial experience is developing as infrastructure is built to support more advanced technology applications

    Management is a mix of local and international managers. The international  managers provide coaching and some direct management. Emphasis is on continuing education along with  experience and continuous improvement.

    Mature Developing Economy/Industry

    Infrastructure is developed and a number of complex industries are present. Managerial experience in these industries is nearly self sustaining as many managers have over 15 years of experience.

    Management is mostly national managers.  International managers provide mentoring, work on special projects and temporarily fill vacancy.   Mentoring consist of providing advice on current and strategic issues. The international managers also provides international business input.

    Fully Developed Economy/Industry

    Infrastructure is developed and a number of complex industries are present. Managerial experience level is nearly self sustaining as many managers have over 15 years of experience.

    Management is total national managers. International managers provide only consulting functions such as audits and review functions, practices and projects.

    The Development Life Cycle model Successfully Applied In Saudi Arabia


    One only has to review the development of Saudi Arabia’s oil industry to see how this model has been successfully implemented in the last 30 years. 

    • - Prior to the late 60’s Saudi Arabia was an emerging economy. The oil facilities were managed by expatriates
        but key Saudi’s were being trained for future management roles.
    • - In the 70’s the Saudi economy was a Young Developing economy. Saudi nationals were starting to take over
        key management responsibilities. Expatriates were moving to an advisor and coaching roles.
    • - In the 80’s the Saudi  economy matured and Saudi nationals took over the total management of the oil facilities.
        Only a few management and technical advisors remained to provide managerial depth and mentoring.
    • - By the late 80’s the Saudi economy was fully developed.  Only a few expatriate technical and managerial
        specialists remained to assist the Saudi nationals in specialized needs.

    A historical View of Economic Development

    Historically the developing economies have been the producer of raw materials for First World manufacturers and were thus condemned to a peripheral and dependent role in the world economy. Only through sustainable development coupled with sustainable knowledge will the developing economies develop control of their resources and be an equal player in the global economy.

    The Vision for Sustainable Development   - a Humanitarian Viewpoint

    What is a Vision?

    A vision is greater than ourselves, is always about greatness, expresses our values and what we hope to contribute and engenders change and is about creating an ideal, preferred future with a grand purpose of greatness.

    The world must develop and promote a paradigm shift where by the use of resources, the direction of investments, the orientation of technological development, and institutional change all enhance the potential to meet human needs of the present without compromising our ability to meet those of the future.

    A paradigm shift in support of this vision must contain the following:

    • - Promote a paradigm to use a dedicated portion of depletable energy and minerals resources to finance  
         infrastructure and industrial projects that will directly or indirectly create jobs and income.
    • - Harmonization private sector business and humanitarian donor support to alignment with developing country
        priorities, cycles, and systems and to increase investment effectiveness and support by local ownership.

    The Capitol Region Chamber of Commerce

                                     a Contributor to Sustainable Development

    The Capitol Region Chamber’s (CRCC) mission is to benefit and involve an array of people and organizations which works together toward common, identified and strategic domestic and international goals in a cost effective manner. Not only does CRCC bring capital – it brings new technology, skilled management, and knowledge of foreign markets as well.

     The Capitol Region Chamber’s philosophy of employing systematic solutions, instead of patchwork fixes, and the planned integrated involvement of all participants is reflected in the selection process for their project components. Some of the criteria for project components are: need, local support, cost/benefit ratio, humanitarian benefit, and health, social, economic, and environmental implications. Each initiative is planned with input from the various partners and affiliates. Each project title states the name, description, location and funding requirement.

    Developing countries that practice good governance and economic policies, adhere to the rule of law, invest in their people and encourage economic freedom will encourage the support of the international economic community.  The countries that establish sound institutions will enable them to take advantage of global markets thereby increasing domestic growth rates, increase trade and reduced poverty while maintaining the environment. The economic and legal systems that promotes the incentive to save and invest in the future is necessary for sustainable development.

    Sustained economic development is sustained only by financial and economic independence. Full independence rests on integration into the global economy with mature trade and investment linkages.

    While the localities provide the Land, Labor and Entrepreneurs, CRCC will facilitate the inclusions of capital, technologies, and knowledge to provide immediate local benefits while allowing the local entrepreneurs training and develop the experience to fully manage their own destiny.

    CRCC will participate in the sustainable development of the host countries by developing ideas and methods to integrate humanitarian and business goals then identify and provide world management resources and technologies appropriate to advance sustainable development goals.

    The technologies employed will be appropriate for the project and allow improving the standard of living at a local level. Also, the world management resources will be chartered to economically assist the local population through training and assistance in development of the skills to manage and develop their own futures.

    This vision will be a paradigm shift.  The vision would encompass all stake holders including public, national, private and philanthropic interests to define, develop, implement, and operation for the continued benefit of local area.

    Sustainable Knowledge Transfer to The Developing World

    Major knowledge skills needed to achieve sustainable knowledge transfer:

    • - People Management and Internal Organizational Management
    • - Knowledge and Information Management and Technology
    • - Strategic Planning and Resource Allocation
    • - Management, Processes, Approaches and Support Activities Knowledge
    • - Economic Resource Knowledge
    • - Worldwide Technical Knowledge
    • - Political Knowledge
    • - Training, Coaching, Mentoring and Management Transition Turnover Knowledge

    The LMSTechnologies Group is a consortium of professional consultative resources specifically organized to provide Program and Operations Management for managing, coaching, mentoring and consulting. The group is a partner with the CRCC. This functionality covers areas of broad owner-management and multi-project functionality that is normally only available from combining large international engineering/construction companies with international operating companies. This consortium of consultants and specialty firms is organized to assist those operating companies that have limited depth of resources and experience to allow them to efficiently and effectively develop their projects, control project cost and schedules, oversee large engineering and construction contractors, manage the operations and maintenance and provide hand-off of management duties, training and mentoring to the national client’s executive, managerial and technical staff.

    Further, with globalization, the historical business opportunities that managers and consultants had in the past to develop a broad knowledge and perspective within and across industries is becoming very difficult. The highest level of experience, knowledge and capabilities no longer resides in owner’s organization. Also, major, traditional services companies are hard pressed to find these highly capable resources. These traditional organizations are vanishing and the costs of reestablishing them are prohibitive and time consuming.

    The LMSTechnologies Group is a “virtual alliance” business model.  Business success in the global marketplace of the future is going to depend upon firms providing “virtual” products and services that are high in added value, rich in variety, and available instantly in response to customer needs and delivers instant customer gratification in a cost-effective way.  Virtual services must be provided in diverse locations and offered in a great number of models or formats that effectively fit the defined tasks.

    The LMSTechnologies Group's capabilities come from years of experience in planning, construction, maintenance, operation and supporting fields. This experience includes project development; standards development, reconstruction or upgrading of existing facilities, project scoping, front end engineering, construction and construction management, startup and commissioning; materials planning, operations, and maintenance; staffing, training and organizational development.  

    Most consulting companies have market niches and choose not to act as owner's management from concept to completion. And those that do must work on programs that are very large in order to sustain a large employee force thus defeating many of the financial and contracting efficiencies opportunities. Additionally, all of these companies choose to perform only those services that fall within their niche markets. 

    The LMST’s consultants are professionals that, over many years,  have experienced the challenges with all components of planning, building and maintaining operating systems around the world. Their skills and experiences provide to clients a wealth of knowledge and proven successes that have previously been provided only by the major operating companies of the world.

    Sustaining Knowledge is truly the Keystone of Sustaining Development

    Ron Dunson, Chairman
    Capitol Region Chamber of Commerce
    (860) 286-8100