Underpinnings

Simple Focus:

We are interested in the software market of 2015, 2020, and 2025. These markets won't be like today's markets, that's something anyone can be sure about.

Betterology Corporation bases its business on a single observation: Straightforward, (linear) logic has been fantastically successful in recent decades. This is creating an enormous latent demand for more capable approaches. For our customers, for us, for the marketplace in general, we see a new market segment with huge potential, now in it's genesis.

Consider the legacy of linear logic - none of these unintended consequences would be possible without our truly amazing mastery of so many linear pursuits:

  • The chance to get blown up by religious fanatics from 12th century cultures, with a bomb design that came from our own 21st century capabilities.
  • Environmental challenges hobbling the same corporations that artfully lobby against environmental regulation.
  • The economic prospect of being bankrupted by fantastic new ways to extend the lives of not so delighted 87 year olds in nursing homes.
  • The challenges of corpulence that accompanies our mindless ability to grow twice as much food as we can metabolize as a population.

Complex systems and their subtle consequences tend to be disregarded in the current linear-minded zeitgeist, and this creates a market for more capable software in years that follow. Any pendulum always swings both ways.

Opportunities Abound:

The seeds of this trend towards more nuanced thought are sprouting all around us, and in every field.

At Betterology Corporation, we see it first in our own industry - software. Big-system approaches are being replaced industry wide, by efforts to isolate, modularize, decouple and make into small components and services. This is still in it's early stages, and that market alone is a terrific potential source of revenue and profitability - for us, and for our customers.

Even bigger opportunities for Betterology Corporation may exist in tooling to recognize nuanced opportunities and challenges across domains. As individuals, as groups, as corporations, as countries and within disciplines, we all face what appears to be an infinite number of opportunities and dangers presented to us in a linear form. Making choices from all this opportunity is not a task for search,  nor for social engines because it's not about getting information. It's about making sense of information at a human and systems level.

This is all new for us too, so these days we're still in the laboratory more often than not. But that's OK. We are already seeing a lot of promise.