tag:blogger.com,1999:blog-203302732026-06-19T14:59:55.019-06:00Welcome to People, Ideas & Objects Solution to Turn Shale Accountable and ProfitablePeople, Ideas & Objects — Synallagi is a North American oil & gas ERP system that elevates marketplaces, the Joint Operating Committee, and our user community to core operating priorities. <br><br>Built for producers facing chronic overproduction, intermittent shortages, unprofitability, value destruction, and poor accountability. Synallagi defines, develops, and delivers the means for all categories of producers to compete as innovative and profitable oil & gas firms.Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.comBlogger3534125tag:blogger.com,1999:blog-20330273.post-12256707145158364382026-06-15T05:30:00.000-06:002026-06-15T05:30:00.119-06:0021st Century Marketplace Vision - Our User Community - Part XVIAutonomous Asynchronous Transaction OrchestrationMaterial Balance Report ExampleExtending our Material Balance Report example to include Autonomous Asynchronous Transaction Orchestration is where additional value is created through autonomous action.The first installment of the Material Balance Report example primarily addressed automation. This second part addresses autonomy. (Please see the Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-416611113206864612026-06-12T05:30:00.000-06:002026-06-12T05:30:00.117-06:0021st Century Marketplace Vision - Our User Community - Part XVIntegrating hebia.ai’s Seven Pillars into SynallagiGeorge Sivulka’s seven pillars advocate for a fundamental transition: moving from individual Artificial Intelligence productivity toward a robust institutional Artificial Intelligence capability. This framework posits that durable value is not achieved by simply accelerating individual tasks, but by redesigning the institution to coordinate, Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-11387186689884187182026-06-11T05:30:00.000-06:002026-06-11T05:30:00.119-06:0021st Century Marketplace Vision - Our User Community - Part XIVFour, Edge Individual AI optimizes for usage. Institutional AI optimizes for edge. Coordination, signal, and bias defining the first three institutional challenges of Artificial Intelligence, edge defines the fourth. The issue is not whether a technology is widely used, but whether it creates a differentiated capability that matters economically. Usage alone is not strategy. Edge Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-12480155500987170822026-06-09T05:30:00.000-06:002026-06-09T05:30:00.116-06:0021st Century Marketplace Vision - Our User Community - Part XIII hebia.ai Seven Pillars of Institutional Intelligence (Part I)As Artificial Intelligence moves from individual productivity tool to institutional operating force, the central issue is no longer whether it can improve output. It can. The more consequential issue is whether firms possess the structure, discipline, and governing architecture necessary to coordinate that output into coherent Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-61819792903241163422026-06-08T05:30:00.000-06:002026-06-08T05:30:00.118-06:0021st Century Marketplace Vision - Our User Community - Part XIIComparing Our User Community to Today’s Overhead StructurePeople, Ideas & Objects has raised the industry’s overhead problem many times. We have documented it extensively. At one stage, we also identified capitalized interest and stock-based compensation as costs receiving similar treatment. Notably, interest and certain related costs were later removed from this reporting method under Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-20859032937317657392026-06-05T05:30:00.000-06:002026-06-07T10:58:01.418-06:0021st Century Marketplace Vision - Our User Community - Part XIOur User Community Sources of Revenue Our user community members are independent businesses operating within North American oil & gas through advanced Information Technology in an Enterprise Resource Planning environment. Within that domain, there is effectively no limit to the business value they may create for producers and, accordingly, no fixed limit to the recurring revenues that Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-31574211805422469062026-06-04T05:30:00.000-06:002026-06-07T10:58:01.419-06:0021st Century Marketplace Vision - Our User Community - Part XOur User CommunityPeople, Ideas & Objects set out a compensation plan in the January 20, 2025 paper, "Catalysts for Cultural Change: The Leadership Role of People, Ideas & Objects User Community." Which remains highly suitable for the industry's future needs. This compensation plan can be found in Appendix I of this paper. We anticipate some changes will need to be made to accommodate thePaul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-58156018139068723692026-06-03T05:30:00.000-06:002026-06-07T10:58:01.419-06:0021st Century Marketplace Vision - Our User Community - Part IXPreambleIt is rapidly becoming standard that Enterprise Resource Planning providers must compete on demonstrable value. If they cannot produce a tangible revenue stream above and beyond their cost, they will become uncompetitive in the near term. Gartner stated on April 2, 2026, that by 2028 more than half of enterprises will stop paying for assistive intelligence tools such as copilots and smartPaul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-71725523816731695522026-06-02T05:30:00.000-06:002026-06-07T10:58:01.419-06:0021st Century Marketplace Vision - Issues - Part VIIICapital Asset ReportingFor more than two decades, People, Ideas & Objects has emphasized the importance of accurate reporting of property, plant, and equipment (PP&E) in oil & gas financial statements. Since at least 2004, we have argued that the current treatment of capital assets obscures the true financial condition of many producers. A review of producer financial statements todayPaul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-42174983266693453682026-06-01T05:30:00.000-06:002026-06-01T05:30:00.117-06:00I'm Not Buying It.People within the oil & gas industry need to ask themselves a direct question: given the facts as they stand today, why have producer officers and directors not been held accountable for the damage they had the authority, responsibility, and resources to prevent?In 2015, oil & gas producer investors lost faith and trust in the industry’s ability to be accountable and profitable. They Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-84262374006744285142026-05-29T05:30:00.000-06:002026-06-07T10:58:01.419-06:0021st Century Marketplace Vision - Issues - Part VIIEvolution to the Next Great ThingCapital AllocationOver the past two decades, capital allocation in the North American oil & gas industry has rotated repeatedly—from SAGD to heavy oil, to shale, to declarations that shale would never be commercial, to clean energy, back to shale, and now to the assertion that shale cannot generate acceptable returns. Argentina, Iraq and Libya have become the Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-36200268542789185172026-05-28T05:30:00.000-06:002026-06-07T10:58:01.419-06:0021st Century Marketplace Vision - Issues - Part VICompliance, Governance and Access to CapitalInvestors have already delivered their message to the oil & gas industry with unmistakable clarity—if only producer officers and directors were prepared to acknowledge it. The credibility of many producers’ financial reporting has been called into question, and the current leadership responsible for that reporting has lost the confidence of the Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-29670236656352192832026-05-26T05:30:00.000-06:002026-06-07T10:58:01.418-06:0021st Century Marketplace Vision - Issues - Part VOperational User DisruptionsThe introduction of Artificial Intelligence into Information Technology for Enterprise Resource Planning will be disruptive. That disruption will not be evenly distributed. Organizations and individuals that are unprepared will have limited time to respond.This dynamic is not unprecedented.A comparable—though materially less severe—transition occurred in the audit Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-86791481481334433182026-05-22T05:30:00.000-06:002026-06-07T10:58:01.419-06:0021st Century Marketplace Vision - Issues - Part IVTrustThe implications of Autonomous Asynchronous Transaction Orchestration—and, more broadly, Artificial Intelligence—are profound. As these systems mature, traditional visibility into the internal activity of a producer’s Enterprise Resource Planning environment diminishes. Administrative and accounting functions will require materially fewer human resources, a development that is not Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-53733595672963749322026-05-21T05:30:00.000-06:002026-06-07T10:58:01.419-06:0021st Century Marketplace Vision - Issues - Part IIIIntellectual PropertyPeople, Ideas & Objects identifies Intellectual Property as one of its three core competitive advantages. This position has generated some controversy among producer firms, largely due to the implications it carries and the claims associated with it. The central point is straightforward: ownership of the oil & gas asset alone is no longer sufficient. Increasingly, Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-28595668817391828422026-05-19T05:30:00.000-06:002026-06-07T10:58:01.418-06:0021st Century Marketplace Vision - Issues - Part IIThe IssuesThe accelerated deployment of Artificial Intelligence across the corporate landscape is creating unprecedented mechanical and intellectual leverage. The potential expansion in productivity and value creation across society is substantial. In the oil & gas industry, however, the primary challenge is not technological. The transition is structural, architectural, organizational, and Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-34957284723505769962026-05-18T05:30:00.000-06:002026-06-07T10:58:01.419-06:0021st Century Marketplace Vision - Issues - Part I People, Ideas &amp; Objects is commencing the publication of our 2026 papers as a series of verbatim individual blog posts. This initiative caters to those who prefer consuming information in consistent, daily installments, a request we are happy to accommodate.Our schedule includes four weekly updates released every Monday, Tuesday, Thursday, and Friday. Each post is designed to cover Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-11021708875649403442026-05-08T05:30:00.000-06:002026-05-08T06:55:40.312-06:00I Always Have to Ask Why, Part II Our user community and their service provider organizations will benefit from Synallagi through a materially different treatment of overhead. Tuesday’s blog post addressed how overhead is predominantly treated in oil & gas today, and how that treatment has become one of the underlying causes of the deterioration authored by producer officers and directors.
The comparison with the Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-52220729156248942322026-05-07T05:30:00.000-06:002026-05-07T05:30:00.115-06:0021st Century Markets - Our User Community, Podcast # 36 As I mentioned in Tuesday’s blog post, the two Artificial Intelligence hosts distance themselves from the content of the paper I published, largely due to the direct criticism directed at the officers and directors of producer firms.
Over the next few years, the scale and depth of the destruction authored by these individuals will become increasingly apparent. What will also become clear isPaul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-1639465720632768152026-05-05T05:30:00.000-06:002026-05-05T07:34:24.100-06:00I Always Have to Ask Why One of my preferred sections in yesterday’s publication was the comparison of overhead costs and their treatment under current industry practice versus the treatment proposed in Synallagi.In a soon-to-be-released Artificial Intelligence-generated podcast, the two simulated presenters criticize the level of animosity I display toward producers, officers, and directors. They make a point of Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-70518504927361927922026-05-04T05:30:00.000-06:002026-05-04T09:09:56.502-06:0021st Century Marketplace Vision for Oil & Gas - Our User CommunityI am pleased to present the second paper in our 21st Century Marketplace Vision series. This paper addresses our user community: People, Ideas & Objects’ primary competitive advantage, operational focus, and ultimate customer.A 21st Century Marketplace Vision for Oil & GasSynallagi with Autonomous Asynchronous Transaction OrchestrationPart II: Our User CommunityThe value contained in thisPaul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-31068842983549781042026-04-27T05:30:00.000-06:002026-04-27T05:30:00.114-06:00When There Is Money on the Table, the Fight Begins People, Ideas & Objects will publish a short series of posts over the next few weeks addressing producer Annual Reports, First Quarter 2026 results, and Annual Meetings. These events provide a useful point of reference for an issue that has remained largely unspoken for decades. It has not been addressed by those with the responsibility, accountability, and authority to resolve it. The Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-26581334039848657512026-03-27T05:30:00.021-06:002026-03-27T05:30:00.118-06:0021st Century Marketplace Vision for Oil & Gas - IssuesPeople, Ideas & Objects is pleased to publish the first in a series of papers on 21st Century Markets in North American oil and gas. This first paper addresses the difficult issues now becoming evident to producers and others across the industry, and outlines the methods we have chosen to resolve them.A 21st Century Marketplace Vision for Oil and GasPeople, Ideas & ObjectsPreliminary Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-5568252087503194532026-02-25T05:30:00.000-07:002026-02-25T05:30:00.118-07:00 Update and Plan After substantial reductions in scope, the March 27, 2026 White Paper now exceeds sixty-five thousand words. It is, in practical terms, a book rather than a White Paper.Accordingly, the publication strategy will evolve. The material will be released as a series of standalone White Papers throughout 2026, culminating in the publication of the complete work as a book. In parallel, this body Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0tag:blogger.com,1999:blog-20330273.post-24256634090221180802026-02-23T05:30:00.022-07:002026-02-23T05:30:00.119-07:00100% Predicted, 100% Realized First, for the record: in the ongoing debate across the oil & gas sector—largely a mechanical repetition of legacy talking points—there has been no substantive engagement with the issue of approximately 10 Bcf per day of Permian gas flowing into Henry Hub priced as a by-product. That volume, treated effectively as surplus, has exerted a structural influence on Henry Hub pricing. Given Paul Coxhttp://www.blogger.com/profile/18311415353913869734noreply@blogger.com0