In addition he is an editor-at-large of occupywallstreet.net, wrote The FLO Consensus, and is finishing a forthcoming essay about how cryptocurrency and online games will unleash tremendous wealth over the next 10 years.
Co-Founder and Co-Curator
Crisis Mappers Net
Mark Lombardi (March 23, 1951 – March 22, 2000) was an American Neo-Conceptualist and an abstract artist who specialized in drawings attempting to document financial and political frauds by power brokers, and in general “the uses and abuses of power.
Lombardi called his diagrams Narrative Structures.. They are structurally similar to sociograms – a type of graph drawing used in the field of social network analysis, and to a lesser degree by earlier artists like Hans Haacke. Other important influences on Lombardi were philosopher Herbert Marcuse,, and visualization expert Edward Tufte
In Lombardi’s historical diagrams, each node or connection was drawn from news stories from reputable media organizations, and his drawings document the purported financial and political frauds by power brokers. For instance, his 1999 drawing George W. Bush, Harken Energy and Jackson Stephens, ca 1979–90 shows alleged connections between James Bath, the Bush and bin Laden families, and business deals in Texas and around the world.
The Essence of Lombardi’s Work
The small circles in his drawings identified the main players — individuals, corporations and governments — along a time line. The arcing lines showed personal and professional links, conflicts of interest, malfeasance and fraud.
Solid lines traced influence, dotted lines traced assets and wavy lines traced frozen assets. Final denouements like court judgment, bankruptcy and death were noted in red.
Reading several newspapers a day, he culled his information entirely from published sources, keeping track of the articles with a card file that eventually held over 12,000 cards.
I am a PhD candidate at the Department of Urban Studies and Planning at MIT, writing my dissertation on long term planning and strategy making during times of systemic change.
Crisis as catalyst. Risk as renewal. Classical strategic planning is based upon the assumption of a slowly changing future. This assumption is wrong. Climate change, technological innovation, resource challenges, political and social volatility, and increasingly frequent natural and technological disasters point to a newly emerging context for strategic planning. The U.S. Army War College calls this the “VUCA Context“; Volatile, Uncertain, Complex and Ambiguous.