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edu4jobs.com takes youth reporting from their favorite education summits eg wise qatar, 21st c education china, million dollar teacher prize dubai, education commission greatest #learninggeneration, what scales in education brookings, various events associated with fazle abed of brac

headlines  The Education Commission released a shocking report UN NY 18 Sept 2016 showing that on current trends by 2030:

  • More than 800 million children in low and middle-income countries – half of the world’s 1.6 billion children – will not be able to secure basic secondary-level skills equipping them for the labor market
  • Of these 800 million, 228 million children will not even be in school and 400 million will leave school without even the most basic primary level qualifications

 

latest country labs being launched or taken to new level of international collaboration

NOV 2016 UGANDA -lead network education commission

NOV 2016 MALAWI lead network education commission

NOV 2016 China metacollabioration : 21st C eduication, WISE, publicfation in chienbse of sir fazle aded inspired report learning for a living

Sunday, September 18, 2016


Co-covenors : Norway’s PM Erna Solberg,  Chile’s Michelle Bachelet Indonesia’s Joko Widodo,  Malawi’s Peter Mutharika, UNESCO Irina Bokova  acceptance by Ban Ki-Moon

Commissioners Gordon Brown (chair, scotland);  Jim KimJack Ma (China),  Gracia Machel (S Africa), Amartya Sen,

Ananat Agarwal, Jose Manuel Barroso, Felipe Calderon (Mexico), Kristin Clemet (Norway), Aliko Dangote (Nigeria), Julia Gilard, Bael Raza Jamil (Pakistan), Amel Karboul (Tunisia), Jakaya Kikwete (tanzania), Yuriko Koike (Japan), Anthony Lake (UNICEF), Ju-Ho Lee (South Korea),  Strive Masiyowa Zimbabwe telecom billionnaire,  Teopisyta Biriungi Mayanja (S Korea), Shakira Mebarak Superstar singer from Colombia, Patricio Meller (Chile),  Ngozi Oko0nzo-Iweala (Nigeria), Sheikha Lubna Al Qasimi (United Arab Emirates),  Kailash Satyarthi (india),  Theo Sowa (African Women Development), Lawrence Summers, Helle Thorning Schmidt (SAve The Children International)
  1. UNESCO Statistics Retweeted Education Commission

    Consult the background papers for the #LearningGeneration report: ow.ly/Tlye306cac4

    UNESCO Statistics added,

  2. What it take to create employee prepared for the new economy? Check out the #LearningGeneration report ow.ly/AXzw305XWR3 #education

  3. 4 transformations to achieve #LearningGeneration: 1) performance, 2) innovation, 3) inclusion and 4) finance- @LiesbetSteer #wbgyouthsummit

  4. What does your school of the future look like? Let's create #learninggeneration - @LiesbetSteer #wbgyouthsummit

  5. Yes to a learning generation #WBGYouthSummit #LearningGeneration

  6. Research & Report Director, @LiesbetSteer, sharing our #LearningGeneration report at #WBGYouthSummit featuring @Shakira and much more:

  7. Finance: $1 invested in a year of school creates $5+ in additional earnings in low-income countries #LearningGeneration

  8. Today, we have released the first set of background papers. You can find them here: bit.ly/2gc5IjG #LearningGeneration

 

1

China[Note 2]

18.5

8

Bangladesh

2.16%

 

47 Afghanistan

0.37%

136

Albania

0.039%

 

36

Uganda

0.49%

66

Malawi

0.23%

34 Algeria

0.54%

American Samoa (U.S.)

0.00077%

185

Andorra

0.001%

50

Angola

0.35%

Anguilla (UK)

0.00018%

184

Antigua and Barbuda

0.0012%

31

Argentina

0.59%

135

Armenia

0.04%

Aruba (Netherlands)

0.0015%

51

Australia

0.325%

95

Austria

0.117%

92

Azerbaijan

0.13%

169

Bahamas

0.0051%

149

Bahrain

0.019%

8

Bangladesh

2.16%

173

Barbados

0.0038%

94

Belarus

0.127%

77

Belgium

0.15%

170

Belize

0.005%

84

Benin

0.14%

Bermuda (UK)

0.00083%

160

Bhutan

0.0105%

82

Bolivia

0.15%

132

Bosnia and Herzegovina

0.047%

141

Botswana

0.03%

5

Brazil

2.77%

British Virgin Islands (UK)

0.00038%

168

Brunei

0.0055%

101

Bulgaria

0.096%

60

Burkina Faso

0.26%

87

Burundi

0.14%

70

Cambodia

0.21%

54

Cameroon

0.3%

38

Canada

0.487%

166

Cape Verde

0.0071%

Cayman Islands (UK)

0.00081%

118

Central African Republic

0.067%

72

Chad

0.19%

63

Chile

0.24%

1

China[Note 2]

18.5%

Christmas Island (Australia)

0.000028%

 
 

 

 

Cocos (Keeling) Islands (Australia)

0.0000074%

28

Colombia

0.656%

159

Comoros

0.011%

Cook Islands

0.00024%

119

Costa Rica

0.066%

125

Croatia

0.056%

78

Cuba

0.15%

Curaçao (Netherlands)

0.0021%

158

Cyprus[Note 15]

0.011%

85

Czech Republic

0.14%

16

Democratic Republic of the Congo

1.1%

112

Denmark

0.077%

156

Djibouti

0.012%

186

Dominica

0.00096%

88

Dominican Republic

0.13%

154

East Timor

0.016%

67

Ecuador

0.223%

15

Egypt

1.23%

106

El Salvador

0.087%

153

Equatorial Guinea

0.016%

116

Eritrea

0.072%

151

Estonia

0.018%

13

Ethiopia

1.36%

Falkland Islands (UK)

0.000034%

Faroe Islands (Denmark)

0.00067%

182

class=thumbborder srcset="//upload.wikimedia.org/wikipedia/commons/thumb/e/e4/Flag_of_the_Federated_States_of_Micronesia.svg/35px-Flag_of_the_Federated_States_of_Micronesia.svg.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/e/e4/Flag_of_the_Federated_States_of_Micronesia.svg/46px-Flag_of_the_Federated_States_of_Micronesia.svg.png 2x" data-file-width=760 data-file-height=400 v:shapes="_x0000_i1093">Federated States of Micronesia

0.0014%

157

Fiji

0.0116%

114

Finland

0.074%

21

France[Note 5]

0.9%

French Polynesia (France)

0.0036%

147

Gabon

0.024%

129

Georgia[Note 12]

0.05%

17

Germany

1.1%

46

Ghana

0.38%

Gibraltar (UK)

0.00044%

83

Greece

0.15%

Greenland (Denmark)

0.00075%

180

Grenada

0.0014%

Guam (U.S.)

0.0025%

68

Guatemala

0.22%

Guernsey (UK)

0.00084%

74

Guinea

0.17%

148

Guinea-Bissau

0.021%

161

Guyana

0.01%

81

Haiti

0.15%

96

Honduras

0.117%

Hong Kong (China)

0.098%

91

Hungary

0.13%

172

' class=thumbborder srcset="//upload.wikimedia.org/wikipedia/commons/thumb/c/ce/Flag_of_Iceland.svg/32px-Flag_of_Iceland.svg.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/c/ce/Flag_of_Iceland.svg/42px-Flag_of_Iceland.svg.png 2x" data-file-width=500 data-file-height=360 v:shapes="_x0000_i1116">Iceland

0.0045%

2

India

17.8%

4

Indonesia

3.49%

18

Iran

1.07%

37

Iraq

0.49%

120

Ireland

0.064%

Isle of Man (UK)

0.0011%

97

Israel

0.115%

23

Italy

0.81%

55

Ivory Coast

0.3%

138

Jamaica

0.036%

10

Japan

1.7%

Jersey (UK)

0.0014%

93

Jordan

0.131%

64

Kazakhstan

0.24%

29

Kenya

0.63%

178

Kiribati

0.0015%

Kosovo[Note 14]

0.025%

126

Kuwait

0.056%

110

Kyrgyzstan

0.082%

107

Laos

0.087%

144

Latvia

0.026%

111

Lebanon

0.08%

145

Lesotho

0.026%

127

Liberia

0.055%

108

Libya

0.086%

190

Liechtenstein

0.0005%

137

Lithuania

0.038%

164

Luxembourg

0.0077%

Macau (China)

0.009%

142

Macedonia

0.028%

56

Madagascar

0.3%

66

Malawi

0.23%

41

Malaysia

0.427%

171

class=thumbborder srcset="//upload.wikimedia.org/wikipedia/commons/thumb/0/0f/Flag_of_Maldives.svg/35px-Flag_of_Maldives.svg.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/0/0f/Flag_of_Maldives.svg/45px-Flag_of_Maldives.svg.png 2x" data-file-width=720 data-file-height=480 v:shapes="_x0000_i1150">Maldives

0.0046%

62

Mali

0.25%

167

Malta

0.0058%

187

Marshall Islands

0.00074%

130

Mauritania

0.05%

152

Mauritius

0.017%

11

Mexico

1.72%

131

Moldova[Note 13]

0.048%

189

Monaco

0.00051%

134

Mongolia

0.042%

163

Montenegro

0.008%

Montserrat (UK)

0.000066%

39

Morocco[Note 8]

0.457%

49

Mozambique

0.35%

26

Myanmar

0.73%

140

Namibia

0.031%

194

Nauru

0.00014%

45

Nepal

0.38%

65

Netherlands

0.229%

New Caledonia (France)

0.0036%

123

New Zealand

0.0634%

109

Nicaragua

0.084%

58

Niger

0.28%

7

Nigeria

2.51%

Niue

0.000020%

Norfolk Island (Australia)

0.000031%

52

North Korea

0.32%

Northern Cyprus[Note 18]

0.0039%

Northern Mariana Islands (U.S.)

0.00076%

117

Norway

0.07%

124

Oman

0.06%

6

Pakistan

2.61%

192

Palau

0.00024%

Palestine

0.065%

128

Panama

0.051%

100

Papua New Guinea

0.109%

105

Paraguay

0.092%

43

Peru

0.42%

12

Philippines

1.38%

Pitcairn Islands (UK)

0.00000075%

35

Poland

0.51%

86

Portugal

0.14%

Puerto Rico (U.S.)

0.047%

139

Qatar

0.032%

122

Republic of the Congo

0.064%

59

Romania

0.26%

9

Russia[Note 4]

1.97%

76

Rwanda

0.15%

Saint Barthélemy (France)

0.00013%

188

Saint Kitts and Nevis

0.00062%

177

Saint Lucia

0.0025%

Saint Pierre and Miquelon (France)

0.000084%

179

Saint Vincent and the Grenadines

0.0015%

175

Samoa

0.0026%

191

San Marino

0.00044%

176

São Tomé and Príncipe

0.0025%

40

Saudi Arabia

0.43%

71

Senegal

0.2%

103

Serbia[Note 11]

0.095%

183

Seychelles

0.0012%

104

Sierra Leone

0.095%

113

Singapore

0.075%

Sint Maarten (Netherlands)

0.00051%

115

Slovakia

0.073%

143

Slovenia

0.028%

162

Solomon Islands

0.009%

80

Somalia[Note 10]

0.15%

24

South Africa

0.75%

27

South Korea

0.68%

South Ossetia[Note 21]

0.00072%

75

South Sudan

0.16%

30

Spain

0.63%

57

Sri Lanka

0.28%

33

Sudan

0.55%

165

Suriname

0.0073%

155

Swaziland

0.015%

89

Sweden

0.13%

99

Switzerland

0.112%

61

Syria

0.25%

53

Taiwan[Note 9]

0.32%

98

Tajikistan

0.115%

25

Tanzania[Note 6]

0.74%

20

Thailand

0.91%

146

The Gambia

0.025%

102

Togo

0.096%

Tokelau (NZ)

0.000019%

181

Tonga

0.0014%

Transnistria[Note 17]

0.006%

150

Trinidad and Tobago

0.018%

79

Tunisia

0.15%

19

Turkey

1.05%

121

Turkmenistan

0.064%

Turks and Caicos Islands (UK)

0.00042%

193

Tuvalu

0.00014%

36

Uganda

0.49%

32

Ukraine[Note 7]

0.57%

90

United Arab Emirates

0.13%

22

United Kingdom

0.87%

United States Virgin Islands (U.S.)

0.0014%

3

United States[Note 3]

4.35%

133

Uruguay

0.047%

42

Uzbekistan

0.42%

174

Vanuatu

0.0037%

195

Vatican City

0.000011%

44

Venezuela

0.42%

14

Vietnam

1.28%

Wallis and Futuna (France)

0.00016%

Western Sahara[Note 16]

0.0078%

48

Yemen

0.37%

69

Zambia

0.21%

73

Zimbabwe

0.19%

 

 

 

 

in our view the greatest education colaborations built from nothing linkin round brac- here is the 80th birthday topline (purpose) report on brac and sir fazle's work issued by BRAC in Dhaka Bangladesh

 

HAPPY 80th BIRTHDAY – Sor Fazle Abed, BRAC, Bangladesh

45 Years of Building the Most Valuable Network on Sustainability Youth’s Planet

 

1 RESILIENCE NOT JUST RELIEF –INNOVATION’s CORE OF BOTTOM-UP DEVELOPMENT ECONOMICS

The seeds of BRAC were planted in the efforts of Sir Fazle and friends to assist families affected by the Brola cyclone in 1970. BRAC was then officially established after independence, supporting refugees to rebuild their lives. At a critical early juncture , we abandoned our focus on relief and adopted a longer-term objective of development, opting to work side by side with community members for decades to come.

 

We do not ignore emergencies and their impact on people living in poverty. We build community preparedness and grassroots platforms that activate in natural disasters to minimize damage and to channel relief. Our goal is to help households bounce back better.

 

Better often means changes such as stronger infrastructure or new livelihoods for families that depend on agriculture, for example, and are therefore increasingly vulnerable to climate change.

 

As Bangladesh urbanizes, we have expanded our focus to include manmade disasters like fires and building collapses, most recently Rana Plaza in 2013.

 

Massive natural disasters internationally have triggered us to expand into new countries  like Haiti and Nepal to support national recovery the way we did in Bangladesh so many years ago

 

2 Healthy Lives and healthy futures

Doctors and hospitals were scarce in Bangladesh’s early days. We created an army of community-based entrepreneurs to bring medicine to every doorstep. Over time, the army became all female, challenging social norms and enabling women to access important products and information

 

We challenged the global health community by putting the life saving treatment for diarrheal disease in the “unqualified” hands of mothers, and generated evidence that they could use it effectively. We created a community-based tuberculosis control model, expanding over time to become the government’s largest partner in combating the disease.

The growing numbers of people living in poverty in urban areas face serios health risks, including maternal and infant mortality. Our network of healthcare entrepreneurs continues to ensure that women can access care safely, quickly, and with dignity.

 

Recent breakthroughs in cognitive science have shown that focusing on early childhood development has transformative effects over a lifetime. Pilot programmes are putting this research into action at the grassroots level

 

The primary challenge of healthcare now is less about access and more about quality. We  are building financial tools to continuously ensure more people can access services that meet their evolving health needs.

 

3 EDUCATION FROM LITERACY TO LEADERSHIP

We started by teaching basic literacy to adults, then realised we needed to start from the start.  We changed lour nor-formal primary schools as “second chances’ for people living in poverty especially girls. Our pedagogy focused on joyful learning, incorporating the best practices from around the world.

 

As students graduated from our schools. We felt a need for creative ways to continue learning beyond the classroom. Libraries offered reading materials, and adolescent clubs created safe spaces and opportunities to teach life skills.

 

Our focus moved towards quality, with universal access towards education in sight, through strategies such as teacher training and increased use of technology. We proactively recruited students with special needs and expanded our curriculum into multiple ethnic languages to ensure that our schools were successful to all children.

 

Our ultiimate goal is to build a nation, and for that we need leaders. That is where our focus is now – creating opportunities for youth to take responsibilities in programmes, as mentors, and as teachers themselves. Our university creates even more opportunities to contribute on a global scale.

 

4 Financial Inclusion

We started by bringing people living in poverty together. We quickly learnt that what they needed most urgently was access to economic opportunities and financial services.

 

We brought women together into village organizations to organize credit and savings arrangements, and then used these meetings as a platform by delivering a wider range of services.

 

Over time, we expanded our reach to unserved populations, such as the “missing middle” (enterprises that were too large for the loans offered by microfinance but excluded from commercial banks) and a comprehensive grants based programme for people living with poverty, who could not benefit from microfinance.

 

We are now building a broader set of financial products, including insurance and pensions, and leveraging the growing ownership of mobile phones to use digital channels for financial services.

 

5 Market Solutions for the Poor

A fundamental driver is a lack of power – at the individual, household and community level alike... Power dynamics need to change in order for people living in poverty to realize their potential , and they only change when people do it themselves.

 

We promoted consciousness raising and empowerment from our earliest interactions with communities, inspired by teachings on social movements. We underestimated the complexity of power dynamics though and learned the hard way that we needed to create new organisations, where women could come together in solidarity. These community action groups became important social platforms; for example, supporting health workers who faced harassment for their services.

 

We widened our work over time to help people living in poverty to participate in formal government structures and leverage public services. We also increased our engagement with public official and village leaders to build wider support for women’s empowerment. These discussions have risen to the national level, where we advocate policies that support gender equality and human rights. Internally we have worked to build a female-friendly work environment and actively strive to recruit women.

 

Gender equality remains one of the greatest unfinished works of our generation, and an area in which we have to continue changing power dynamics. We still see that child marriage is the norm, sexual violence is pervasive, and women are under-represented in the workforce.

 

6 Changing Power Dynamics

As we began to provide financial services to people living in poverty, we noticed that many rural communities did not have access to markets

 

We started building value chains, connecting thousands of farmers and artisans to national markets. We focused on silk, poultry, clothing and retail, in many cases the viability of new sectors in Bangladesh. The successful scaling up of one value chain often spawned new livelihood opportunities, from poultry vaccinations to artificial insemination for dairy cows.

 

Entrepreneurship is also a long standing part of our development approach. Over time we have built a national cadre  of local change agents, usually women, who receive training and support from us, but are paid for their services by their neighbours. These grassroots entrepreneurs distribute a wide variety of products and services, from sanitary napkins to high quality seeds.

 

As local and global labor markets offer new opportunities. We are supporting migrants to seek and finance work abroad safely,  and equip youth with in-demand skills

 

7 BRAC INTERNATIONAL

By 2002 we had over 30 years experience of piloting and perfecting programs, and scaling them to reach millions. The time had come to bring what we had learnt in Bangladesh to the rest of the world.

 

Relief and rehabilitation were immediate needs after war and natural disasters plunged millions into poverty in Afghanistan and Sri Lanka. We focused on peace and building stability through jobs, education and financial inclusion, continuing to put girls and women at the centre of opportunities.

 

We expanded into Africa four years later, starting development programs in Tanzania and Uganda. We continued to pilot, perfect and scale rapidly never losing focus on contextualising every opportunity created

 

Opening now in 12 countries gives us a rich knowledge base to further our work in Bangladesh, while providing us with a global network in which to pilot new solutions for the world’s problems. In 2016, we create opportunities for one in every 50 people in the world. 

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Alibaba founder Jack Ma unveils ambitious plan

Mission: 100 million new jobs

By Dana McCauley


He already runs the world's biggest online shopping company, but Alibaba founder Jack Ma is not satisfied.

The Chinese billionaire has unveiled an even more ambitious plan to expand the company's reach across the globe, creating 100 million new jobs and transforming the global economy to create a more equitable world.

It may sound pie-in-the-sky, but the goal forms part of mission statement of the US$261 billion company's visionary executive chairman.

In a letter to shareholders, Ma outlined Alibaba's achievements of the past financial year - including a gross merchandise turnover of more than $195 billion (1 trillion RMB), an "unprecedented" figure - before looking to the future.

"We have more than 430 million annual active buyers, which means one out of every three individuals in China has made a purchase on our retail marketplaces," Ma wrote.

But, he said, while proud of Alibaba's online shopping achievements, "we want to do far more", saying that the benefits of globalisation had not been spread evenly, but that "digital disruption will bring us closer to a level playing field for young people and small businesses".

"We are not merely trying to shift buy/sell transactions from offline to online, nor are we changing conventional digital marketing models to squeeze out a little additional profit," he wrote.

"We are working to create the fundamental digital and physical infrastructure for the future of commerce, which includes marketplaces, payments, logistics, cloud computing, big data and a host of other fields."

The Alibaba group of companies, founded in 1999, accounts for 60 per cent of all Chinese online sales, and this year overtook Walmart as the world's largest retailer.

 

It has made Ma the second richest man in Asia, with a net worth of US$28.5 billion.

THE NEW 'NATURAL RESOURCE'

It's through cloud computing that Alibaba aims to expand its reach, and the company has been investing in the technology as part of a strategy that sees shoppers' data as the contemporary equivalent of mineral riches.

"Over the next 30 years, with computing power as the new 'technology breakthrough' and data as the new 'natural resource,' the landscape of retail, financial services, manufacturing and entertainment will be transformed," Ma wrote, forecasting a decades-long period of transformation.

"The internet revolution is a historical inflection point, much like when electricity was introduced, and it may have an even greater impact," he predicted.

Alibaba's mission, he said, was to "empower merchants with the ability to transform and upgrade their businesses for the future" and "help companies all over the world to grow".

"We believe, the commerce infrastructure we have created in China - marketplaces, payments, logistics, cloud computing and big data, all working in concert - can be applied on a global scale to lift up small and medium businesses and ordinary consumers around the world."

Eight years after launching, Alibaba Cloud hosts 35 per cent of Chinese websites, while delivering cloud computing and big data services.

'100 MILLION NEW JOBS'

Ma said Alibaba was constantly adapting to the changing e-commerce environment, as staying at the forefront of innovation was key to its continued success.

"In the coming years, we anticipate the birth of a re-imagined retail industry driven by the integration of online, offline, logistics and data across a single value chain," he said.

"With e-commerce itself rapidly becoming a "traditional business," pure e-commerce players will soon face tremendous challenges."

A shift to mobile revenue was one such change, he said, with mobile climbing from a single-digit percentage to three-years of total revenue from Alibaba's Chinese retail marketplaces, in the space of two years.

"This is why we are adapting, and it's why we strive to play a major role in the advancement of this new economic environment," Ma said.

Innovations like Alibaba's Qianniu app, which helps online businesses to improve sales and marketing while enhancing efficiency, were an example of the type of projects the company aimed to focus on.

"In 20 years, we hope to serve two billion consumers around the world, empower 10 million profitable businesses and create 100 million jobs," Ma said, adding: "This will be an even more difficult journey than the one behind us."

news.com.au

 
 
LISTEN : Newstalk ZB Political Editor Barry Soper speaks to Andrew Dickens on KPMG Early Edition

Mr Ma - who's worth around $50 billion - met with John Key in Beijing late yesterday. He made his money through founding the online commerce platform Ali Baba.

Standing alongside the Prime Minister, he heaped praise on the country, which he says is loved by many Chinese.

"At least 20 of my colleagues retired from Ali Baba. They're all very young, in their 40s, they all go to New Zealand."

"I asked what they do apart from the golf and green things and they say it's the people there."

It wasn't all social, with the Chinese billionaire also talking business.

Jack Ma told the entrepreneurs luncheon Kiwi businesspeople find it difficult to access the Chinese market.

Mr Ma said he wants to make that easier with his multi-platform organisation.

"We have Ali Baba University. We would either have courses in New Zealand or invite the entrepreneurs in New Zealand to stay in China for two weeks for training."

"The second is that we're going to open an Ali Baba business embassy next year in New Zealand."

John Key is in China meeting business and political leaders.

 

 


Innovation "Made in China" - The Case of Alibaba and the role of Net-based Small Business

Innovation is a key driver for economic development and social progress and small business is one of the best ways for people to express their willingness and capability to innovate.  Pervasive business ownership has, therefore, been the foundation in many societies for the continued improvement of people’s economic wellbeing. In the People’ Republic of China, however, private business ownership was prohibited between 1957 and 1978. Productive innovations were extremely restricted and as a consequence, China’s economy was on the verge of collapse by the end of 1978. The Chinese people had suffered a historic setback.

Alibaba’s growth, driven by unleashing grassroots entrepreneurship, has become an exemplar of China’s innovation in the 21st century.  Started by 18 young people in 1999, Alibaba has grown into a giant global internet platform and has made many invaluable contributions to China’s progress. Highlighting the importance of pervasive small business ownership in unleashing grassroots innovation and improving economic wellbeing, Professor Lowrey will discuss Alibaba’s innovative strategies and explain the economic theory behind its inspiring success.

 

 

 

Dr. Ying Lowrey is Professor of Economics at Tsinghua University and Deputy Director of the Tsinghua Research Center for Chinese Entrepreneurs, and a member of the Academic Committee for Alibaba Group Research Institute. Her teaching and research interests include economics of innovation and entrepreneurship in the internet and platform economy, the modern microfinance market, business demographics, characteristics of business owners, and the role of free enterprise and competition in the macroeconomy. 

She received her economics Ph.D. from Duke University, economics MA from Yale University and mathematics BS from Wuhan University. Before joining Tsinghua University in 2012, she served as senior economist at the Office of Advocacy, U.S. Small Business Administration and has taught economics at George Washington University and San Diego State University.

 

Selected publications 

 

 100millionjobcrisis

100millionjobcrisis

Founder of Ali Baba commits his work for Chinese on internet to generate 100 million microentrepren…chris macraeNov 23, 200950 views

Founder of Ali Baba commits his work for Chinese on internet to generate 100 million microentrepreneur jobs in 2010s - who else would you vote at the centre of 100 million job creation leagues?
=====================update sumer 2016:
unlike oiher years spent with bangaldeshi inspired youth, i spent 2015-2016 mainly with a class of chinese female students - what brilliant minds and tirelss sources of human energy - i hope this summary of why the whole world can celebrate what jack ma is doing is near to the mark - but as always look forward to editing any errors which are mine alone
chris.macrae@yahoo.co.uk washington dc text 240 316 8157
======================
was english language tutoring

In 1995 he was sent to the usa on an exchange mission and encountered the worldwideweb - then unknown in China. He determined the www would be the biggest job creating innovation of his (or his generations) life and hopefully of every Chinese entrepreneur he could valuably link into.

Over the next 15 years his wizard coding teams went from something that was little more than an electronic yellow pages for small businesses to conceiving sustainability generation's 2 greatest retailing platforms china or the world may ever have seen..

the taobao platform is the most valuable job creating concept retailers have ever mediated because it reverses the western trend of globalisiation of retailers, bankers and big corporations squeezing out local and small enterprises from having a market; how taobao did that is an extraordinarily detailed story but note how Ma was concerned to ensure even the most cut-off of Chinese villagers could start up on tao bao (rural ecommerce is one of the innovations that Ma has led the www purpose to linkin)

His other mall was pitched at the more usual high cost fashions of big global merchandisers. Because of complex property laws in chinese cities, most expensive retailers are not much of a joy to shop in. So ali baba created a lifestyle -eg celebrate singles day 11/11 shopping virtually rather than the physically exhausting interaction in The West's biggest shopping days of the year)

SO 365/24/7 consumers of ali baba can choose who they value developing most with their purchasing power as well as searching merchandise with global image or local cultural joy

Alibaba has become china's and probably the word's largest retailing channel. It does this with next to no merchandise but brilliant coding so that every store front on its platforms delivers with equal reliability. Hunting out exactly how Ma forms partnerships so that big data analysis benefits the smallest enterprises and most local consumers ought to be a job of whomever is sustainability goals greatest economist.

Intriguingly to ensure he could compete with the chinese internet companies that raced to co-create the www that Ma had opened space for in china, Ma IPO'd Alibaba through a process 2010-2015 while developing his secret sustainability weapon under private ownership. AlIpay is china's number 1 financial inclusion delivery system and maybe global youth most humanly productive coding achievement to date.

Comparing china's top 10 internet properties with the west's is very interesting. Are the consuming behaviours on ali baba more sustainable than those on amazon or ebay or paypal? Are the learnng behaviours on baidu more sustaining of youth than on google or coursera or microsoft's linkedin. Time will tell but note how speaking english, chinese and coding (as well as mother tongue) are probably what educators anywhere on planet earth should NOW be most valuing their global youth's future freedom to thrive entrepreneurially around.

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