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4 pro-youth models for any sustaniability partnership
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Mathematically and morally these 4 models are practically equivalent -however different models have more popular support in different markets and pro-youth cultures - if you are concerned about the choice we can try to help chris.macrae@yahoo.co.uk
 

 Conscious Capitalism

2015cc.jpg

3-dimensional model designed arouns: how promises made to different stakeholders are coherent; higher purpose than just profit taking; wYA leadership of purpose is walked and talked; work culture celebrated emotionally intelligent aligned with purpose 

Preferential Option Poor

2015pp.jpg 

 Purposeful Brand Chartering

2015bc.jpg 

 

 Social Business

2015sb.jpg 

IN SEARCH OF SUSTAINABILITY WORLDS MOST PURPOSEFUL ORGANISATIONS
chris.macrae@yahoo.co.uk Published with the Economist Intelligence Unit in 1995 my book Brand Chartering 1 2
remains the most comphrensive framework - Conscious Capitalism and Social Business offer mathematical subsets;
Preferential Option Poor considers the context of the most purposful professional and public services including religions as peoples' intergenrational sustainability cultures
 
so why do I happily admire your adoption of any of these 4 approaches?
 
Conscious Capitalism is designed around a club of conscious corporate leaders led in USA by Whole Foods John Mackey
who has also elected international leaders such as India head of the Tata Group; CC has also promoted over
20 intercity chapters where citiizens can host their own learning summits. It's not obvious whether
the CC approach designs an organisational system capable of succession beyond its original leader,
and it is designed around a higher purpose than merely quartely profti-taking. This doesnt seek
the most sustainable purpose the market is capable of. 
 
Social Business is the model Bangladesh deployed as the world's poorest women hubbed around grassroots networks that developed this 100+ million nation. Nobody would argue agaiast that being one of the most heroic purposes the world has ever seen -systemised from 1972 by Sir Fazle Abed BRAC, and fornmally from 1983 at Grameen Bank by Muhammad Yunus after 7 years of project testing. Understanding of this model is most simply analysed 1) in pre mobile age, and 2) with the advent of ubiquitoous mobile networks which
Yunus hoimself with partners George Soros, Telenor. Quadir family at MIT was first to scale so that rural villages could leapfrog over infrastructures that history had previously failed to connect rural to. It does this taking the conflict posed by short-term ownership out of the stakeholder model completely; and replacing such ownership by the demands of those in most extreme need of the organisation's purpose. This is wonderful but it does assume no direct competition. Muhammad Yunus implementation of this model at Grameen Bank failed to save enough to resist takeover by government late 2009.  It also assumes that there will be next to
 
 
Preferential Option Poor designs models round the most purposeful professions - ie those who serve those with the least.It also answers sucj questions as which public servants to truit; how to involve students in developing sustainable networks of professional service. It doesnt specifically answer ownership or funding designs but assumes ultimately these are led by the hippocratic oath that professions (because they exercise monoply rights to rule) should be accountable in any sustainable place, as well as to the whole human race. POP is the most exciting of all models in 2015 while its leading lights are Jim Kim at the world bank, Paul Farer in Health services, and Pope Francis in the moral imperative of religion to stand up for ending inequality within and across national borders.

EWhat every end poverty student should know from developing world solutions by 2015 (noting that end povery is a gateway to 17 system transformation goals of UN Sustainability)

Humanity's greatest innovation 1.0, 2,1 last mile solutions to ending poverty

 

In the lexicon of ending poverty, village means places that empire and industrial age (right up to end of 20th century) never reached with such infrastructure grids as telecoms, electricity, running water, roads. In the 1960s while one segment of mankind was racing to the moon, another was clarifying why ending village poverty would be humanity's greatest innovation challenge. See schumacher, south america's POP and Pedagogy of the Oppressed, China's first bottom-up revolution 1.0 refers to manual grassroots networks solutions to ending village poverty. 2.1 refers to solutions starting in 1996 when partnership combinations of mobile phones and solar elecricity ended the systemic poverty traps of being off grid. These tranformations are often called infrastructure leapfroging.

 

1.0 Last Mile Solutions to End Poverty

Humanity had reason to hope that 1960 saw the peak year of the biggest to down system. With 30 million chinese starved to death, the Chinese community part had to change. This it did by bringing full employment to agricultural villages and sending out doctors to live in the villages.

 

A decade later Bangladesh in 1972 was to pick up the baton of last mile solution to end poverty with the foundation of Bangladesh Rural Advancement Committee. Several million had died in 1970 hurricane and the war of liberation that was to see Bangladesh emerge as new nation, 7th most populous. Replication of chinese male village doctors didnt work, but fortunately what became the village mothers grassroots knowledge network of oral rehydration ( a solution to quarter of all infants dying from diarrhea) . This was followed by literacy village schooling inspired by the ideology of Brazilian Paulo Freire and the practice replication of Gandhi-Montessori village schooling. Next microfinances last mile last millage loans to village mothers -the most economical student jobs   loans linked in to redesigning agricultural =value chains bottom-up were to be integrated into the greatest pre- digital last mile revolution. By 1995 the hub structure of grameen had sent out thousands of graduate students in   teams of maximum 6 people each serving 60 by 60 circles of woman villagers financial and livelihood creating needs all within walking distance of the team's village banking branch

It was in 1996 that the first partnership of bring mobile phones to the villages - ie ending the poverty trap of being off telecoms grids came to rural Bangladesh due to muhhamad yunus, george soros, Norway's telenor, and wizard mobile technologist at MIT. Yunus also started building solar as a solution for being off electricity grids. By late 2000s the MIT group were in the middle of cashless (apart from last mile) banking with Mpesa in Kenya and subsequently bkash in Bangladesh. No longer did money need to be remitted physically from city to rural area. Mobile points would be bought and trusted local merchants would then convert these back to last mile cash

 

My 2010s end poverty networkers like Paul Polak were presenting to MIT's Dlabs maps for 20 bottom-up (last mile service) multinationals.

 

Last mile services had also been recognised as pivotal by partners in health - first to end such ancient infectious diseases as Tuberculois, then to combat Ebola. In both these cases mhealth apps remained pretty slow to evolve until USAID hosted its first ever hackathon,

 

By now probably the greatest app of bottom-up  end poverty was emerging around give directly's research networks for conditional cash transfer.

 

Ironically these  greatest needs for mobile apps have not been quickly translated into parallel community building and job creating situations in poorest communities in developed nations. Most of the knowledge of mobile wizards is lurking in Boston.

 


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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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