Why not design future around 7 billion wonderful livelihoods



Thursday, March 26, 2015

In Keynsian end-poverty terms, Bangladesh is a most extraordinar area to study as its intergenerational development has sustained a double economic miracle - from 1972 to 1996 how services and livelihoods were built round microfranchises in the villages out of nothing - no resources , no infrastructure. Then from 1996 being the first country to attract mobile partnership labs with its poorest village mothers who previously had been subject to the least communications structures of any 30 million group of people In origin BRAC was a bottom up disaster relief organisation (a local cyclone hit killing half a million people and BRAC pulled together the only local infrastructure left standing becoming essential to international relief agencies), With that immediate workd done sir fazle abed (who had until the cyclone worked as manager of national office of shell oil) determined to make poverty alleviation his life's work. His first move scaled through every village was to plant a community health worker who made a living from basic advice and eg retailing analgesics. Then as this video shows in 1979 The Year of the Child Brac asked what could it most relevantly do- and decided on scaling oral rehydration through every village. Earning trust of village mothers as being their first point of contact on maternal and infant health was what built the community goodwill of everything that brac and then grameen developed in those pre-digital days. Bangladeshi microcredit's movement is misunderstood in at least 2 ways. First it would never have grown without the prior health networking trust. Second like the health workers it was based on microfranchises - ie the lowest cost training village moters needed to secure a livelihood which brand and then grameen has assured by redesigning value chains so that markets were designed around how the poorest could serve each other and so be pivotal to village regeneration. In a wider sense as we will see both from pre and post-digital partnership studies in job creating economics , microfranchisng's redesign of a value chain turns out to be the main ways to bring back jobs to any place where youth and especially young women have no livelihood opportunities. For all tese reasons we vote for BRAC as one of the 10 most valuable curricula content designer of open elearning channels such as yazmi's 5 billion person elearning satellite
Oral Rehydration
 Oral Rehydration. In humid poor countries, one out of 5 infants die  from extreme diarrhea unless mothers know about oral rehydration- mixing boiled water, sugar and salts in the correct proportion. The mother who applies this cure in time save lives. OR is a life-saving cure with virtually no cost to serve but requiring knowhow networking of 100% of village mothers
Para-health servants - BRAC's first scaled village network.  
Infant Nutrition
Extra ref
The Economist's most cheerful chart in world
Y A k Sa

Crop Sci: Borlaug
Nippon Inst BRAC
 Infant nutrition, the sustainable economist's other passion from birth. Medical experts know that the nutrition an infant gets during the first 1000 days determines not only health prospects of the being but physical brain development. Yunus solution- vegetable garden (especially carrots) linked into each 60 women's banking centre. Infant nutrition first non-financial Social Business in 1980 and first global sb partnership 2005
Mobilising Global Healthcare - Opportunity & Risk
In 1984 The Economist surveyed would global healthcare get 3 times more costly and bust many nation's next generations, or 3 times less costly. 1996 becomes crossroads when Yunus is first to bring mobile phones to villages and identify mobile medical as most economical app. We'll continue review of 20th C pre-digital health innovations before guide to millennials digital empowered medical opportunities
Grassroots healthcare network programs started pre-digital
 bottom-up programs for healthcare-start with brac 20th C catalogue
http://health.brac.net/ : Essential HealthCare; Maternal, Neonatal and Child Healthcare, Alive & Thrive - nutrition, Tuberculosis control program,  Malaria Control Program; // case yunus's tens of thousands of womens centres weekly identification with 16 decision culture
Also see BOP evolution to Paul Polak;s top 20 bottom up multinationals
Best in class example of fully worked through microfranchise- end needless blindness with 10 times more productive cataract surgery format. Life work of indian eye surgeon and connection of larry brilliant expert networks. Most durable of medical bottom-of-pyramid models spotted by CK Prahlad
Ending plagues
See also africafree satellite -samara motivated by infonets to minimise spread of hiv
Larry Brilliant is medic who tracked last case of small pox in pre-digital era. Since then he was first ceo of google.org and now brings his disaster prevention network designs to skoll foundation - key system ILAB (eg Cambodia)
Grand Orchestra Xmas

Commemorated launch of Poland's freedom with annual nation-wide funder to modernise childrens health programs in hospital. Xmas fundraising twinned with summer open air concert maximising Polish youth celebration of health service capabilities. Poland's number 1 social entrepreneur model - award at 2013 Nobel Peace laureate summit Warsaw
HIV new drug R&D
The value chain case Jim Kim recommends  #2030nowmilelans study first - uneconomical markets usually have at least 5 conflict blocks as this case shows. Moving into post-digital area - this case is benchmark of millennials for economic solutions to chronic diseases -YP Chronic Harvard. Need to change pharma industry to R&D rewards not IP lawyers
Nearly Free Nursing College
PIH haiti
Ultimate real and digital-age convergent challenge if millennials are to bend the curve on ever increasing cost of healthcare
 109 ommunity free healthcheck days W4E Benchmarks Maryland's Women4Empowerment model - about twice a year, a mall of doctors office is staffed by diaspora doctors and friends form john hopkins- over 3000 families come for free healthchecks

MA1 AliBaba TaoBao
Ma 10.3 IHUB/Usha Kenya DT
Ma 10.4 Kenya nanocredit
Ma 10.5 MIT top ten mobile app labs of open tech
Ma 10.6 berners lee www
KMAS1 Kimchoices KMAS1.1 Ki-Moon KMAS1.2 Sun F Yang Lan
W4E1 telecentres for girls jobs
W4E2 womens nanocredit
to Empower 1 Billion Womens Jobs  New Jobs
WE1 100 million nursing jobs
WE2 100 million jobs resulting from first time electricity and green
WE3 100 million jobs from bottom up multinational designs
WE4 100 million open education jobs
WE5 100 million asian jobs markets-makers jobs
WE6 100 million other hemisphere jobs market-makers jobs
WE7 100 million peace and jobs turning disaster into development
WE8 100 million telecentre and dig-banking community jobs  
Jobs worth living with
WE9 100 million fashion jobs and twined superstar jobs

WE10 100 million other jobs made safe and livable with for first time

AFM00 Samara and AfricaStar and Yazmi
AFM10 IHUB/Ushahidi
AFM11 MIT Media Lab Africa
AFM12 MIT D-lab and Abdul Latif with Toyota
AFM13 Ibrahim Foundation
AFM14 Africa24tv
TB1 Free University and Jobs Schools
TB11 Open Learning Campus Africa
AFM15 Young Africa Society –world bank ypa milennials’ goals 2.1
AFM2 Jamii Bora –end slums youth banking and partner labs
TB20 Primary financial literacy curriculum – eg Afaatoun out of Orphanages
AFM21 Bridges primary schools
TB22 Coding curricula from primary up
AFM31 Kiva Africa
AFM32 Acumen
AFM33 BRAC African Girl Jobs-creating banking
AFM34 Eagri-Africa
AFM36 Mara Foundation
AFM5 Nanocredit
AFM6 USADBC - diaspora association benchmarking african food security value chains
AFM61 –diaspora multi-country celebrations eg AfricaTip (AgeTip)
AFM612 Makerfaireafrica
BOM1 berners lee
BOM2 mit every students an entrepreneur
BOM21 MIT100k
BOM3 mit media lab -open source wizard entrepreneurs and new commons
BOM30 Negroponte $100 Laptop
BOM31 Joi Ito
BOM32 reclaim our learning
BOM4 MIT open education movement
BOM5 Legatum
BO51 Legatum millennials and fans
BOM52 networks of cashless banking technolgists
BOM53 innovations journal
BOM6 partners in health/brigham womens hospital
BOM61 value chain networks club inspired by pih and world bank millenials
BOM62 ypchronic
BOM64 Haiti training hospital - connector of neraly free nursing college
BOSF1 Kiva and puddle
BOSF2 Khan Academy


  1. đồng tâm
    game mu
    cho thuê nhà trọ
    cho thuê phòng trọ
    nhac san cuc manh
    số điện thoại tư vấn pháp luật miễn phí
    văn phòng luật
    tổng đài tư vấn pháp luật
    dịch vụ thành lập công ty trọn gói
    nước cờ trên bàn thương lượng
    nghịch lý
    chi square test
    nghệ thuật nói chuyện
    thuyết kỳ vọng
    chiến thắng con quỷ trong bạn
    cân bằng nash

    cũng có lời đồn người từ chi nhánh trên tỉnh tới làm, mà người có khả năng nhất chính là Trịnh Kiện, người có quan hệ mật thiết với Phó giám đốc Quách.

    - Ừ, Giám đốc Lý, anh cũng hiểu rõ tôi không phải người chỉ biết nói, tiếp xúc nhiều là anh biết tính cách của tôi. Nếu thật sự không thể vượt qua khó khăn thì tôi cũng không ép anh. Chỉ là bây giờ chỉ còn hai tháng nữa là tới tháng năm, nếu không tạo được thành tích thì Khu Khai Phát Giang Khẩu chỉ có thể xóa sổ, tôi đúng là rất lo lắng.
    Triệu Quốc Đống giơ chén lên uống rồi rót cho Lý An Dân.

    - Tôi biết chỗ khó của cậu. Chỉ có một thời gian mà người ở chỗ tôi đều quen cậu. Ngay cả bệnh viện cũng biết cậu là Chủ nhiệm Triệu của Khu Khai Phát.
    Lý An Dân cười khổ nói.

    - Chú em, nếu phó giám đốc Quách giới thiệu cậu tới, như vậy cậu rất quen với Phó giám đốc Quách, có một số việc tôi không giấu cậu. Giám đốc Ngân hàng xây dựng An Đô sắp thay đổi, tôi cũng không thể không cẩn thận. Việc vay tiền vốn nằm trong phạm vi quyền hạn cẩu chúng tôi, lãnh đạo huyện cũng chú trọng như vậy, tôi và cậu khá có duyên thì vay cũng được. Nhưng bây giờ lại khác, nếu lãnh đạo thay người khác, khó tránh có một đám người mới đi lên. Nếu lúc này có sai lầm thì không chừng sẽ là cái cớ để lãnh đạo đổi người.

    Thì ra là vậy.

    Điều này cũng khó trách, ngân hàng quốc doanh cho các công ty ở xã, thị trấn và công ty tư nhân vay đã có nhiều hạn chế. Lãnh đạo bên trên thay đổi sẽ liên quan việc điều chỉnh nhân sự bên dưới. Hệ thống ngân hàng theo ngành dọc, không bị chính quyền địa phương ảnh hưởng. Nếu lãnh đạo có cái nhìn thì bất cứ lúc nào cũng có thể bị điều chỉnh.
