Interdependence Day 2010 - Can your networks and communities help Dr Yunus Change Capitalism - world's inaugural
microeconomics summit Glasgow 4 July includes 70th birthday wishmaking for 2010s most exciting decade to be alive - the one
where peoples reform globalisation to be sustainable for all communities and all children creating 7 billion jobs worthy of
humans creative lives
Back in 2005, 40 people met at http://www.the-hub.net - each declared a sustainability crisis that they would collaborate all their networks round in an effeort to retirn global
systems to sustainability by 2012 Even after 3 years and 13 meets with Dr Yunus, it has seemed like a netizens bridge too far until we heard that a friend of Dr Yunus in Glasgow has been preparing to make that a best twin
city of Dhaka for 20 years . Now even my 2005 sustainability challenge of getting the BBC to be the social busienss change
Yes WE Can be seems possible
- what Yunus 70th birthday wishes can we all linkin and interact round Glasgow
and Collaboration Cafe from Interdependence day on?
The Grassroots MCI Networks : GrameenJamii Bora , BRAC.. the next MC Summit 2010 JB Kenya, 2011 Spain (top leader Queen Sofia) -other world stages YunusMovie
Benchmary The Corporations of Global Industry Responsibility:Danone, Intel, Veolia, WholeFoods, TheGreenChildren (with
Universal), Credit Agricole, BASF,GE, Pfizer, Mayo Clinic, German-Saudi Hospital GroupVolksvagen,
Adidas, Allianz -also additionaf info tech list at Grameen Solutions includes bankabillion.org
Discuss reasons why Bill Gates my not get Future Capitalism & Social Business-
is FC"s 10 win system game of sustainability investment that hard to play?
Productive people: Ask anyone if they have ever met both good and poor leaders-if so how to distinguish between the two.
It’s amazing how consistent people are in reporting answers all over the world. Good-to-work-with leaders are hi-trust
-those who ensure transparency of access to news to everyone. They are happy to be open. That gives all workers optimum
time to action learn when changes are happening. Emotional Intelligence researcher Daniel Goleman goes further.
He’d commend the player of this seat makes a checklist of organisational diseases which reduce productive flows or systematically
ruin purpose. Dan’s number 1 cancer is called CEO's disease where people are afraid to pass bad -eg
customers’ value multipliers have changed - news up the organisation; another disease is departmentalised budgets when
controlled by an individual who loves to power over his own empire.
E1 Individual
Co-worker productivity – teams, networks etc – this seat’s
player can best refresh what’s possible by going back to creative ideas of 1980s like Toffler’s Prosumer, or Drucker’s
gleeful questioning of postindustrial transformation. These visions mapped knowledge economies as designing win-win between
company and consumer, and valuing co-workers (not machines) as a primary investment. Perversely the millennium bug turned
out not to be technological but the end of being confident that networks could turn what Lennon and King could only imagine-dream
into deep community interconnecting realities. There was nothing wrong with the charter of http://www.cluetrain.com/ other than frantic millennium rushes to the heads of internet venture capitalists and a failure to design systems in which
E2’s voice became the network generation’s upward value multiplier. Have a look back to surveys of how silicon
valley started (exact opposite venture cap mindsets), or for the coming turn of decade read Imagine India- a cluetrain2.0
but this time written by a hi-tech Gandhian and billionnaire.
E2 Group
Service leadership: Have you ever interviewed the founder of a company that proved its worth to human progress as well as generating wealth
for its home nation. As co-founders of Brand Chartering networks, we’ve been lucky enough to see over 100 such transcripts-
even to have conducted a few. Purpose beyond money-making; impossible’s possible driven by mapping back a heroic goal
(what Jim Collins author of Built to Last calls Big Hairy and Audacious) are two organisational or industry sectors DNAs that
make branding and leadership trustworthy companions. There is also a reason why people who start up from scratch have to connect
10-wins. If they don’t, their idea never scales up up in a wholly productive way beyond the reach of imitators and image-makers.
E3 System
Networking age: connectivity’s value multipliers can be designed as
the great new innovation opportunity (for systems interfacing to boldly go above zero-sum economics) - not the great new threat.
What’s at stake as partnering systems multiply each other is : 10-win or 10-lose models multiply each other with 100-win
or 100-lose consequences. Threat: Preventing Wall Street’s Collapse requires 100-lose to 100-win interventionsOpportunity: Future Capitalism entrepreneurship, a leadership benchmarking network whose second year of www cheerleading
by Nobel Laureate Muhammad Yunus involves 20 of the world’s most influential corporate CEOs,shows
that a sector’s most sustainable local responsibility can be explored when organisations with the greatest resources
partner grassroots networks serving most life critical needs gravitated around reality (not image) of free market. Not
to make me see red when I am engaging someone in the E4 global partnering seat , I need to be convinced that the player (the
context he represents) has passed through the age of valuing separability of business understanding - E4 players are keen
to explore how criticalopportunity and threats appear at the boundaries between organisations. More
...playmakingideas: Innovating Collaboration Networks-Bangladesh’s First Third Century – in
print Dhaka; search keywords like biomass and Berners-Lee!; review whether E4-V5 dynamics of global media compound free
or expensive markets
E4 Global Business Partner
Society’s compound human interest: To play locally healthy
communities generate better futures for and by the peoples is equivalent to exploring how the identity YES WE CANis the simplest (most common sense) value multiplier of all wherever, we communally move over
from big brother superpowerto courageous sister superempowerment. Happy and free empowerment of community building requires this seat’s player to rewind what media pervasively storytells
and connects. Go back to that time when freedom of speech confidently celebrated the motion that healthy communities making
long-term investments generate strong economies not vice versa. Explore how the community – the local society’s
diversity of context - contributes such inputs as natural resources, education of children, safety and cross-cultural richness
(itself a vibrantly innovative dynamic as you may know wherever you have danced with such kindred spirits), retraining people
where a global employer suddenly outsources etc.
E5 Local Society Partner
....
Working demands: one of two hardest seats to play. It impacts how humanly consequences will compound all around. In games manifesting
lots of pairwise conflicts, innovative resolution will depend on this player’s cultural/communal integrity more than
other players expect. Founders of industries that stood society’s test of time saw quality of feedback from this seat’s
value demands as shaping the microeconomic productivity of the whole system and whether it champions free market truth. What’s
core to sustaining goodwill’s positive value multiplier is to enjoy responsibly communicating: the most valuable
worldwide resource is people’s working lifetimes. Trust gravitates where unique purpose maps how to sustain
every person’s ability to action -and learn –how to make a difference whilst encouraging co-workers to do likewise.
The interactive opportunity is to serve what you know how to do, and know relevant co-workers who bring to the team what you
cannot. System critical role: demand transparency of information on how people are paid/rewarded and what’s contextually
or environmentally changing so that both workers and organisational system positively lead each other’s forward goals
- to improve or consistently replicate valued service. Relationship systems’ Yin & Yang promote entrepreneur
inside every person. This neither offers unaffordable organisational security nor devalues demands of family and other communally
vital resources to increasing the capacity of next generations. References :player can cross-check how
well school prepared own self-confidences and vocational focus – http://antidote.org.uk/http://www.eqnomie.nl/http://www.valuetrue.com/home/glossary.cfm?letter=ELike learning to drive a car,
exploring own beliefs of what reliable co-workers value suddenly makes this seat fun to play. Then read
books on eg human capital; pick out 1% from each book that is contextually relevant.
V1 Employee/worker
Customer-focus simply mapped:neither organisation nor industry
sector (including place sectors history calls government) is sustainable unless it wholly and continuously values customer
and societal demands. This can be acutely difficult to do wherever a mass advertising age –and its global accounting
- design the exact opposite! It is unlikely that a player can optimally represent this seat value unless practised in SWOT
- a Q&A approach to various purpose-revolving insights:·Historic Strength and Weakness versus future Opportunity and Threat·Communal boundary
capabilities between environment outside and organisational rhythm inside·Understanding which customers are good for the quality/value segment you are designed around
and which are badUrgent Example : wherever people want to design banks to end depression. Be aware
of a rule of thumb : in banking, the less poor systematically degrade service to the poorest over time unless proactive governance
prevents this. Consequently humanity needs banks to segment quality/cost menus of services calibrated round poorest our design
is regulated to reach. A nation –let alone a globalization from geographically separated to worldwide interconnected
- which offers no banks to the very poorest isn’t serious about ending poverty as a broken system. 20th century
maths guys like Einstein and Von Neumann and Free market economists alumni of Adam Smith have modeled beyond reasonable doubt
a simple but dramatic truth –known in India
thanks to Gandhi as Satyagraha. Failing to unite people worldwide around ending poverty will mean technologically networking
a planet that is unsustainable for our human race. References http://erworld.tv/- debates on entrepreneurial revolution involving Yes We Can’s freedom of speech
..
V2 Customer
The ownership trust seat : hardest of all for players to
sustain –at least during what George Soros calls the fallible global era (up to 2008, hopefully repealed by obama in
2009 with the words- usa showed the world how global top-down doesn’t work for anyone) where the spreadhseet
became the killer app. Number-crunching’s obsession spun a most inconvenient truth in world’s largest capitals
– namely every profession that made rules deviated at global levels from hippocratic oath to sponsorship
by the biggest or most speculative. To reconcile networking age’s unintended consequence of management by personal computer,
players need to have unquenchable curiosity regarding owners who want to profit from compounding society’s safe long-term
value demands - as mapped through governance triangularisation of transparency*goodwill*sustainability exponentialsTo many trapped in failing systems of 21st century’s opening decade, which
remarkably parallels how colonising Europe got trapped at start up of 20th C, investing in our future’s generation’s
sustainability looked like becoming democracy’s mission impossible. Until worldwide awareness of the social business
models emerged. These permit win-win-win entrepreneurial innovation by our globalizing generation. SMBA students can now get
inoculated against spreadsheetis. All they need to do is linkin to the collaborative innovation and micro-up practices which
emerged with the birth of the nation of Bangladeshi around the world’s deepest Micro economists and
network designers. People like Nobel Laureate Muhammad Yunus decided that for sectors as critical to life and microentrepreneurship
as banking – to use simplicity’s expert move. This takes out the most conflicted coordinate and redesigns sustainable
investment around the other players. Specifically social business modeling takes the owner-demands seat out of the game of
value multiplying exponentially up until all the other seats have designed 9-win organisation. To search through Social Business
cases is to see the most purposeful organisational designs that have been designed in service, knowledge and network economies
to date.
Further references – 5 collaboration
innovation networking tools of Bangladesh’s First Third Century; socialbusiness.tvwebs of future capitalism school of journalism.
V3 Owner
Valuing Global Industry Sector
Responsibility- the paradox is not that 7 billion people want sustainability of the
planet but that there is no constituency at the table demanding to see each world-scaling sector defining its own greatest
responsibility to human futures. Today’s opportunity is to recognise that the 21st century’s great
banking meltdowns will not end until we fix this. There’s a model for doing this – replace economics journalist
by future capitalism journalists wherever broadcasters report news of where business is sustaining or failing. Have a look
at the youth school of journalism emerging at http://www.futurecapitalism.net/
V4 Global Market Sector
Valuing Local Society's Crucial Demands. This seat intersects with both good
news and bad news rooted in 2 facts: ·Every sustainability crisis starts in a community somewhere ·Every sustainability
crisis is caused by a common mathematical error. Change the error – eg by playing this game or one systematically congruent to
it – and we may yet find that the networking age is the one that liberates happiness and freedom of every child, woman
and man. Yet if we are to do this, we will need to value uniting around a heroic goal which becomes our inter-local networking
generation’s space race. Further reference- search poverty museum
V5 Local Society
.
banking*energy - 100
win or 100 lose sustainability networks game
guess is american under 25 future capitalism players will
decide where obama generation ghoes - exponentially up or down
*-whence year of 2009/10 needs to encourage grameen
future capitalism interns and writers -particularly those young friends of yunus embedded in new york
J We wanted to do something creative , I’d been interested in climate change and
bringing renewable energy to mfi andApril had been working in this space and what was driving us forward
was let’s do something big –lets do something that’s highly scaleable to bring clean energy to the bottom
of the pyramid
Int: am interested in how you intend
to make carbon finance widely accessible, -how complex the systems of clarification and measurement can be so who do you see
as your market, what products are you going to offer to people to people who want to tap into carbon financing
A sure- in terms of our market and currently
people in poor regions at the bottom of the pyramid bear the full cost when they make energy investments in renewable or clean
lean energy technologies and cap and trade markets like the carbon offset markets are designed to transfer capital from the
polluters to the energy savers. The problem is transaction costs so we wanted to find a way to eliminate transaction costs
so that billions of people at the bottom of the pyramid could be receiving these subsidies – and have the subsidies
go where they are needed.
The way we
did this was first to put together a board of advisors: beth ryne at accion, dipal barua who is md of GS and dep md of grameen
bank, Craig nakugura at village reach which is a nonprofit that provides energy for healthcenters in africa and also Charlie
Tomberg who was our first investor at the Tomberg family philanthropy .the next thing we did was to build a beta-version of
the technology . Note thepurpose of this technology is to automate all the tracking of the carbon credit.
–a lot of the transaction costs come in trying to keep track of thousands upon thousands of small energy investments
so we realised we needed to use a technology which could massively aggregate all of these credits
The next thing we did was to sign on a pilot partner – our first FINCA Uganda
– we have already operationalised with them and sold our first carbon credit from them. The next
thing we did was to sign an umbrella carbon finance deal – is the other place that carbon transaction costs come in
is when you are trying to develop all the project documents in carbon finance. So we linked up with carbon giant ecosecurities
– they were actually the first carbon firm to do a clean development mechanism project which is a carbon project from
the developing g world, and they were actually looking for an opportunity to access some of these relative small energy projects
compared with what they typically do in the developing world –a d all of the projects we are talking about with MFI
fall into that category; they were looking for a way to do that and we provided an option for the to massively aggregate using
our technology
James – another way to talk
about this n terms of reducing transaction costs, the analogy would be ebay where you have millions of small entrepreneurs
able to make money on this platform and in the same way technology can reduce the transaction costs for connecting billions
of dollars in the carbon market to billions of people who would like t have better energy choices. So what we are trying to
d is to connect the MFI with the carbon markets via scalable internettechnology, this will enable energy
access to the bottom of the pyramid- so really that’s our market the bottom of the pyramidits anybody of a customer of mfi who might want to have an improved cookstove or solar panel or biogas digester
So you us use technology to take the admin , legal and
agglomerating burden off the shoulders of the MFi. If the MFI were to try themselves to access the carbon markets, they might
be able to for that but it would take a long time, it would distract management, so we take the burden of that and provide
that service – that’s our value to them – without us it might be years before they get to this sort of thing
RSVP map@smbaworld.com washington dc bureau 301 881 1655 -chris macrae
Please help us with significant dates in the timeline of Future of Capitalism
2007 Dr Muhammad Yunus writes book - Creating a World Without Poverty : Social Business
- Future of Capitalism which is published towards year end. This book reasserts the view -long-held by true entrepreneurial
branches of economics that only microeconomics is sustainable in a networking world of service and knowledge economies. It
also re-establishes the number 1 generational goal of the networking age to end poverty - a goal that has been asserted as
essential by The Economist's Deputy Editor Norman Macrae in 1984 . The book also provides all the models that Bangladesh has used in its first third century to provide a empowerment paradigm
for developing nations - clinton video
1976 - Norman Macrae Dec 25, The
Economist - Entrepreneurial Revolution Survey - in the first of a trilogy between 1976-1984 : ER is headlined as the Next
Capitalism. The number 1 principle of entrepreneurial alumni is that well over 90% of inventions that have contributed most
to humanity began in small teams , often as commitments that took half a lifetime to breakthrough. Scaling up can be a different
issue but radical innovation in service and knowledge economies does not start with the money but the focus. This survey also
predicted that large organisations would go into terminal decline as the networking age evolved disappearing fro dominating
economies soon after 2010. Part 3 of Norman Macrae trilogy is summarized here. The need for a Nobel economist to inspire the world to search out for 30000 replicable community-rising projects to end poverty
by 2010 is stated here. part 2 of entrepreneurial revolution - intrapreneurial now is here. see also website http://erworld.tv
2009 Macraes recommend that alumni
of Yunus publish a micro-up year book from 2010. The yearbook could make space for such sections as:
1 reports from leading microcredit bankers and
social business funds
2 Change of decade systems crises and how the public should start to debate them
3 Youth projects in rewriting the curriculum of
management as it is studied and needs to be future practiced
This would match Obama's claim early in his administration that we have tried Top-Down
Global and it doesn’t work.
As
yet there is no clearing house for micro-up methods and socialMBA cases. Announcing june 23 youth and educators dialogue in
Dhaka hosted by Dr Yunus and leading innovators in micro-up world.
2009 Against the
genre - The Financial Times that has consistently failed to understand the third century of Bangladesh other way round systems models announces a web-based
Future of Capitalism which appears as top-down as ever
2) foreseeing why bankers who don't trust social business models will go
bust
what does fc do to sustainability investment in productive & demanding relationship netwoking?
1 The best marketing or csr value a leader can get
2 The most vital transparency maps a country should keep of any global market sector it intends
to lead over the years
3
One of the 5 greatest collaboration tools for humanity and in the race to end poverty and other compound risks to our species
4 The greatest social business applications
that students can report and develop their own careers around
5 The most relevant way that partners can exchange knowledge – often the service provider
of most vital needs is also the innovation epicentre of the industry’s next invention offering worldwide value multiplication
6 Leads the way in changing the curricula
vitae of the next generation of capital city youth from being programmed by Wall Street bankng's failed MBA models to SMBA's thriving sustanainability investments - join the quest for Ecoprofessors at facebook
Launch of Future Capitalism book: features Grameen Danone as world’s first multinational social business & explains how social business model has been validated from 30
years of developing the microcredit banking sector J1
Business Week article F29-Yunus world's favourite goodwill entrepreneur whose goal of ending Financial Imperalism is as big as Gandhi’s
Wall Street Journal on Yunus opening New York bank –how & why sustainability bankers would never have wasted a cent on subprime: M1
Parisian business leaders celebrate French edition and Grameen Veolia is announced
Launch of Innovation Bank in Bahrain & announcement of 2 Billion $ inward investment in Bangladesh
Top 25 dialogues of microcreditsummit year 008 are announced. They include industry sector responsibility response to Mexican abuse of goodwill and IP.
Muhammad Yunus, MIT News, MA - Jun 6, 2008 We have signed a joint-venture
agreement with Intel Corporation, to create a social business company called Grameen-Intel
to bring information ... 'Unlimited potential' MIT News
Almost all social economics problems of the
world will be addressed through the social business system , Muhammad Yunus, Nobel Peace Prize, Acceptance Speech
The challenge is to innovate business models in such vital contexts as health care for the poor, financial services for
the poor, information technology for the poor, education and training for the poor, marketing for the poor, renewable energy
for the poor..
Doonesbury cheered as inspiring economics correspondent at London School of Economics talk - changing mindsets and mini-professordom is development economics biggest crisis F15
President Sarkozi orders HEC to provide an SMBA with Yunus a Chair of Social Business
Internet for poor: Intel Capital and Grameen Trust social business - combination of “Intel’s
technology innovation” and “Grameen’s development of income-generation opportunities” at
the village level 18
Yunus & fellow APP members plead with G8 to honor pledges to Africa in midst of four crises dominating the global economy
- a financial crisis in the developed countries, an energy crisis that is worsening by the day, climate change which is becoming
both better understood and more urgent, and a food crisis which is devastating to the world’s poorest citizens.
SB is the most inspiring entrepreneurial game you will ever be invited to interact due to
3 primary achievements that SB entrepreneur must achieve. Fail one and the whole system is a loser as the game rules demand.
1 proving one of the most purposeful concepts the world has ever seen; the SB entrepreneur has to do
this because normally SB's are founded on a free loan- that means that the source lending the money are looking for reputation
gains or an urgent desire to see the same deeply human innovation - that rare dream-to-reality match between investor and
innovator
2 the SB must prove sustainability of a positive cashflow model; only this achievement
guarantees that the purpose can be continuously invested in once the loan has been paid back; the founders of the SB can get
on withy purpose instead of fundraising, and the energy of an organization that knows that none of what it exchanges in a
community will be extracted out to some big city on the other side of the world can be 10 times more over time than one that
knows that the system has a vested interest far away from the community of employees and customers and local societies
3
Exponentially governance of whole truth organization through time to be ever more contextually purposeful
is interesting because it involves setting specific goals that confirm your purpose is on the up and up and measuring back
from these; this is not the same as having some professional group apply a standard numbers job to you. Governance of social
business therefore needs to map its transparency so that all communally involved can umpire that the system is spinning virtuously,
and proactively spot any potential conflicts so that never enter into the system> In other words there is no guarantee
that an organization which historically has been most purposeful in it sector will continue to be unless conflicts with its
purpose are kept out and future change is leveraged with a joy of how can this sustain even more purpose
Year 1 of TheGreenChildren funds first Aravind in Bangladesh- the most
productive eyecare hospital franchise in the world: Social Business purpose - irradicating needless
blindness. "Dr Venkataswamy kept on talking about a Mcdonalds of eyecare - none of it made any sense
to us; he wanted to create a franchise serving eyecare with the efficiency of a McDonalds" Larry Brilliant, google.org
Organisations map humanly as systems coordinated
around productive & demanding relationships
Through
time, systems can compound only one of 2 futures : win-win-win (sustainably exponential up) or lose-lose-lose (crashing exponentially
down)
Any organisation’s typology is measurable
if goodwill around trust-flow is transperantly mapped as mentioned above
There is only one type of coordinate whose integration in a system can never map as win-win-win. This
is where a group’s only interest is speculative ie to monetise out in short-term. Unfortunately this group has become
extremely powerful in many stockmarketed organisations and global marketplaces that have become separated from societies.
Notably this started to occur because a group of global accountants who wanted to maintain their tangible monopoly of metrics
over the boardroom were prepared to maintain an erroneous (value add (perand of separtaion) instead of value multiply
(operand of connecytivity) definition of goodwill.
As
Unseen Wealth research (Brookings 2000) shows most of the world's biggest organsiations are now being accounted
for in ways that blind all decision makers from seeing what compound downwards value destruction is being futurised. Even
though such exponentials are mathematically predictable from the relationship quality already invested in the system. In some
US states lawyers now sue the corporate board unless the most short-term monetisation decisions are taken
To most simply counter this extreme organisational typology, Muhammad
Yunus, and friends of Future Capitalism, propose transparency mapmaking around the social business molecule
which is designed around coordinates that have a sustainable 100% surplus model but a win-win-win communal design that ensured
there is no extraction coordinate in the system. Instead, the social business compounds purposefully around
its founding social business goal (what would humans and communities uniquely miss if this organisation ceased to exist) of
investing relentlessly in its communally true purpose
The micro basis around which organisations –and indeed macro-systems such as global market sectors - are molecularly
composed is absolutely critical in a networked world faced by challenges of local to global integration in ways that are contextually
true and fair. In fact all human sustainability crises – be they poverty, lost communal health, climate and carbon crises,
lack of peace – can be tracked back to failing to understand win-win-win organisational design. In some cases, the spreadsheet
digital age’s rule over numbers is now 80 or more compound quarters down exponentially destructing pathways. For example,
it would be imprudent to think this is not a fallibility designed into much of global banking for the rich. When one sees
how it only takes less that 40 compound quarters of lose-lose-lose design to develop what was once a top 50 global economic
power of Enron, it is truly time that all professions opened their eyes to the whole truth of what can described as the greatest
mathematical error humans have ever perpetrated.
BOGOTA (Dow Jones)--Colombia's Grupo Aval y Valores SA (GRUPOAVAL.BO) banking group Monday announced the creation of a
non-profit microlending firm in the Andean country in partnership with Bangladesh's Grameen Bank.
The new firm will
be called Grameen Aval Colombia and will start lending at the end of this year, Grupo Aval said in a statement.
Microlending
involves doling out very small amounts of money without collateral to small, and generally informal, businesses owned by the
poor.
Grupo Aval will provide the new firm with the capital needed to start through its charity.
Since May 2008,
two banks focused on microlending opened in Colombia. The first was ProCredit, which is owned by German consultancy Internationale
Project Consult, the German development bank KfW and the Dutch foundation DOEN. The second is Bancamia SA, a new bank controlled
by Spanish financial giant Banco Bilbao Vizcaya Argentaria SA (BBV).
Several charities operate microlending businesses
in Colombia.
Luis Carlos Sarmiento, Colombia's second wealthiest man, controls Grupo Aval.
editor
chris macrae - I have spent 33 years writing and advising on the following topic -please contact me with questions generally
or on books etc that I am currently co-editing
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