3FOOD

Third Industrial Revolution Consulting Group
mentality, but underscored again by real-time and ongoing evaluation to ensure continuous
learning and improvement. 272
At the same time, there is a very real need to promote the regulatory and policy elements that
will incentivize appropriate and credible ESCO development, certify proper training and
performance, guarantee early adoption with the transformation of all government and public
buildings into Internet of Things nodes, and provide government-supported training for
thousands of semi-skilled, skilled, and professional workers that will be needed to transition the
building stock into nodal Internet of Things platforms interconnecting in regions across the 28
Member States. There is a need for high quality technical proposals, regulatory proposals,
public policy proposals, financial proposals, new business models and business proposals, and
concrete projects and other initiatives that reflect the collective judgement as to how best to
foster the goals, deliverables, and initiatives set forth by the Luxembourg working group to
transform the economy into a Third Industrial Revolution paradigm shift.
Proposal 4: Complementary Financial Mechanisms
The core ideas that underpin the creation of the Luxembourg Sustainable Development Finance
Platform, including both LuxSEF and blockchain deployment, can be accelerated by several
other financial strategies. With appropriate program design and implrementation, they may
enable a greater capacity to amplify the opportunity for larger-scale economic outcomes.
Following the listing in the Financial Working Group inventory, the complementary financial
tools are referenced and summarized briefly here to serve as a further catalyst to encourage
the expansion of financial tools within Luxembourg.
4.1 Robo Advisors / Automated Advice
Robo-adviser start-ups, especially those which integrate artificial intelligence (AI) and data
analytics in underserved asset management arenas are on a disruptive trajectory (see HBR
Disruption Theory). 273 Their impact should not be underestimated since theircurrent main
272 The idea of “ready, fire, aim” is taken from the 1982 best-seller by Tom Peters and Robert H. Waterman, Jr., In
Search of Excellence—Lessons from America’s Best-Run Companies, HarperCollins.
273 *HBR: “Disruption” describes a process whereby a smaller company with fewer resources is able to successfully
challenge established incumbent businesses. Specifically, as incumbents focus on improving their products and
services for their most demanding (and usually most profitable) customers, they exceed the needs of some
segments and ignore the needs of others. Entrants that prove disruptive begin by successfully targeting those
overlooked segments, gaining a foothold by delivering moresuitable functionality—frequently at a lower price.
Incumbents, chasing higher profitability in more-demanding segments, tend not to respond vigorously. Entrants
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