10-win to 100-win safe banking models

will obama end fraudulent bank leaders?

Productive people: To bank for the bottom billion, microcredit staff know that they must achieve an order of magnitude better productivity/cost ratio than other banking. This is part of what make social business the most exciting entrepreneurial challenge. Positive service energies come from the highest trust relationships ever served by banking. Staff serve a local franchise around which a small local team are wholly responsible. The social business model is sustainid through a simple, see-though mapped, and visionary complete set of goals. Inter-community franchise replication is to ending village poverty what open source code is to ending need to reinvent the wheel. Why author a similar program a million times from scratch when you can give away a basic (but life-critical) communal operating system and so be linkedin at the goodwill epicentre of everyone's higher-order knowledge network economy innovations.	E1
Co-worker productivity – Microcredits are the most productice grassroots service economy networks ranging from Grameen's 30000 to BRAC's 100,000 employees- within Grameen the most typical employee group is the branch team- there are over 2000 branches, each serving typically a 15 square mile rural area ; typically between 5 to 10 employees will serve 4000 customers by visiting them every week at 70 of their own village centres (60 customers each- comprising about 12 teams of 5 customer microentrepreneurs). Prior to 1996, there was little interconnectivy of customer-knowledge between the 100,000 village centres other than that which Grameen branch staff could manually cross-fertilize. Post 1996, mobile phones are ending digital divides between the csustomer village centres making Grameen one of the most extraordinary hub and spoke networks of any you can help search at wholeplanet. Bangladeshi Microcredit banking staff are as much coaches of how to start up a personal buisness as financial service providers. Overlaid on top of the financial service infrastructure are special service and employment franchises such as GShakti - through which Grameen installs more solar units and creates more solar jobs than the whole iof the USA. Bangaldeshi Microcredits are one of the few worldwide benchmarks of knowledge/learning economy dynamics going beyond service economy. Specifically, the service provider's and the customers' businesses are intimately coupled in sustaining each other's success. This is a marvellous above zero-sum dynamic and value multiplier of group employee entrepreneurial productivity. Those who write books on organisational management or leadership strategy or macroeconomics who have not seen a Bangladeshi grassroots service economy network are unlikely to have any practical understanding of how collaborative times competitive innovation is a whole higher level free market system of systems for sustaining productive and demanding growth.	E2
Service leadership: Coincidentally while 1976 saw the start of the practice experiments that became Bangladesh Micro-networking, it was also the start of a series of postindustrial surveys in The Economist. 1976's survey Entrepreneurial Revolution created enough of a stir in Europe that a young Romano Prodi translated it into Italian - a nation whose most uniquely innovative sectors such as fashions have typically relied on confederations of family business. By 1982 we are all Intrapreneurial Now waved a similar buzz in America with eg Tarrytown Institute of J Gifford Pinchot and Hudson Institute of Herman Kahn, as well as models of how venture capital actually used to hi-trust network when Silicon Valley was in its infancy. All of these practices and models provided early indications of how much more value human beings will be able to sustan through empowerment-led rather than top-down MBA. During the late 1980s, with Big 5 Global Accountants monopoly deliberately choosing fallible maths for valuing inatangibles and goodwill (search crisis of unseen wealth fully reported by Brookings economics institute and georgetown scholars of social law in year 2000) much of the west took a downward expoential turn vis a vis what networking economic maps could lead to, whereas the Bangladeshi Microcredits have relentlessly sustained rising exponentials. Today, among multiple conflict agendas of the global banking meltdown, the simplest explained by Europe's senor economist is : banking has trapped main street in 10 times more cost than the basic services productive customers and entrepreneurial communities most want. Greater depression will spin unless we accept this and enjoy opoen sourcing microbanking replications, India and Bangladesh expect to design mobile banking to be 100 times lower cost and safer in under a decade http://bankabillion.org/ Value multiplier understanding due to transparency of networked system governance has never put so much national wealth at stake. Fortunately for USA, Obama is a son of microcredit, and his fatherland Kenya sports the most exciting 21st century designed microcredit connecting all the energies of youth and women - the two hugely productive dynamics that man's industial age economic theories seriously devalued. Just one of the new twists in Kenyan microcredit is that all the grassroots newtorking staff are former microloans customers!	E3
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 interventions Opportunity: 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 critical opportunity and threats appear at the boundaries between organisations. More ...playmaking ideas: 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
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 CAN is the simplest (most common sense) value multiplier of all wherever, we communally move over from big brother superpower to 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

....

Working demands: to work for a Bangladeshi microcredit is to work for the sector that the world most admires Bangladesh for. Ever more so since the Nobel Prize's recognition of this sector's use of economics to serve peace. Many would see microcredit service as the most vital work our network generation can do as we unite round the race to end poverty. Yes we can redesign human sustainability and right now restore transparency to financial systems everywhere.	V1
Customer-focus simply mapped: can there be a greater customer focus than helping facilitate the world's poorest become income generating? and sustain communal goals out of poverty? whilst doing this within the discipline of a business that sustains its own positive cashflow? Girl Power is simply celebarted by providing loans to unleash the full productive potentials of women which history's less innovative systems had called "unbankable".	V2
The ownership trust : with those whose lives depend most on the organisational system living its purpose also owning the organisation (eg see Grameen Bank Ordinance), Bangladesh microcredit is the number 1 benchmark in the world for ownership demands positively svnchronised with and compounding future win-win-wins for all.	V3
Valuing Global Industry Sector Responsibility- no industry sector's responsibility is greater than banking if we are to design a way of equaitably integrating every community and society into a sustainable globalisation. IF NOT NOW WHEN: Turn into reality what former generations' heroes like John Lennon could only imagine. Reversing the system failure that days of empire and superpower accidentally stilted so much of what humanity could have been.	V4
Valuing local society’s crucial demands . Before Bangladeshi microcredit was first constitutionalised legally and professionally in 1983, membership surveys defining local societies' deepest needs were transparently conducted and culturally agreed. Reference the 16 decisions:1980s video archive	V5

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 interventions Opportunity: 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 critical opportunity and threats appear at the boundaries between organisations. More ...playmaking ideas: 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 CAN is the simplest (most common sense) value multiplier of all wherever, we communally move over from big brother superpower to 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=E Like 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 bad Urgent 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. 20^th 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 transparencygoodwillsustainability exponentials To many trapped in failing systems of 21^st century’s opening decade, which remarkably parallels how colonising Europe got trapped at start up of 20^th 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.tv webs 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 21^st 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

Basic Designs of All True Bangladesh Microcredit

bank owned by poorest member borrowers; credit is supplied for income generating activities or family/community sustainability purchases -the latter's priorities have been defined by the members

income generating borrowers also keep savings accounts including one that converts into share in bank

staff are deeply experienced but compensated mainly by opportunity to be end-poverty entrepreneurs not monetary bonuses

there are no lawyers/collateral contracts involved with loans but hi-trust in all communal relationships