Grameen Bank has about 40 MicroSB franchises on replication 01 ; These include GrameenCaledonian College
of Nursing, Grameen Kalyan Health Insurance & Delivery,
and Grameen Healthcare
I hope what follows below is of some interest - naturally any idiocies are mine,
and any good ideas come from bangladesh. 25 years ago my father and I wrote a book that forecast that depending how we networked we could develop 10 times more economical health, banking, energy, media
etc - its my suggestion that while most of the NW -and anywhere connected with wall street mbas has gone off path - bangladesh
is the centre of gravity for all collaboration in all these 10 times more productive and more useful economies; so I fervently
wish someone from your circle could experience this on june 29 http://yunusforum.net/
Imagine 10 times more economic healthcare –what economic advantages directly and indirectly will
compound around a country that designs that most transparently
Some prep- think of a healthcare system
that was brilliantly daring at origin but soon started degrading as tensely productive networks systems are bound to do unless
evaluated by compound future measures not those that focus just on last quarter’s monetary extraction of hundreds of
different administrative boxed in unit. For example at origin the Bitish national health service was quite an exciting social
business but it soon got measured by government bureaucrats instead of entrepreneurs representing people’s lifelong
health
Bangladesh is today better positioned than ever Britain was to design an integrated
heath system that sustains-
Historical reasoning
Instead
of governments, the country’s most sustainable health solutions have been masterminded by alumni of 2 of the world's
greatest collaboration entrepreneurs who returned to Bangladesh to sustain their country in the midst of rubble-they are like eg Japan’s Akio Morita except the passion they have designed into service organizations is not
about electronic gadgets but how to open source replicate life-critical and life-enhancing knowledge
In their first decade their first healthcare successes were
Village nursing networks supporting their discovery or oral
rehydration – a method that saved up to 20% of infants lives – key learning embed the nurse in the village- don’t
make infant healthcare a big city profession whose members will either not want to visit the village or demand higher fees
for doing so (brain drain!)
Carrots- yes carrots because most village children were night blind due to vitamin deficiency. This interest
30 years later became the stimulus for the greatest leadership strategy ever developed whose story is know to the our 1000
bookreader club as future capitalism
The most supbprime mortgages (700,000 no defaults) you have ever seen – basically a hut with
a monsoon-proof roof, a pit latrine toilet, and the settlement passing to the woman and children of the house
Income generation for the poor which is
very good for a poor family’s health
A cooperative membership program in which 16 elected future foci for innovation were clarified –
9 of which were health infrastructure connected.
Knowledge sharing between centres of 60 illiterate women organized
across about 300000 hubs around the nation -which is approximately the 18 million female microentrpreneurs now connected by
micriocredit in bangladesh (enough of this population have now seen their children grow up and as many as 30,000 of these
children -70% girls- get university scholarships with medicine a favourite study)
During the second decade a health insurance
plan was piloted for $2 per year per 6 member family – what is covered is diagnosis by doctors of what’s wrong; the patient still has to pay for most of the suggested
solutions though with direction to where the best buy is –link. The pilot currently operates 48 locations ; the insurance
is sold by local microcredit bank in that region. Each location is led by a licensed physician and a couple of paramedics-typically
they serve 50000 people within a 4 mile radius . This health program is designed to encourage positive health seeking practices
by all who are communally involved. It is our wish to continuously improve the model’s sustainability and replicabilityso that it can be shared through Bangladesh and other countries
Towards the end of their second decade, they seized the opportunity
to end digital divides with mobile phones- now for the first time life-critical know-how and questions could be exchanged
across the 300000 hubs. 14 years on Banglasdesh is second only to india in designing mobile partnerships ofb extremely innovative
sorts http://bankabillion.org/
At
the same time they started the best ever use of worldwide networking and real meetings aligned around heroic millennium goals-
explicitly this microsummiting was convened round 10 times more economic banking but below I refer to some of the micro
health conferencing is now in its 7th year of worldwide open sourcing
India’s 10 times lower cost cataract
operations curing unnecessary blindness have been proven to be replicable in Bangladesh; also just proven this year is 80
times cheaper drinking water than has ever been offered safely by a business before
Here are extracts of the plan that Bangladesh
is looking at now that it feels it is time to put together an integrated national health service while its 2 world class entrepreneurs
remain at the top of their game as well as better connected with humanity’s sustainability alumni and youth networks
than any 2 single people you will be able to identify
Please note that all of the above are my translations of cases I have read (I am sure that
you can help correct some nuances; equally I expect you to joyfully evaluate that they are correct at a common sense level),
you can edit or question them- show mewhere you have better info than I have – I am here to learn
The extracts that
follow are part of last weeks briefing shared at the annual get-together of 2000 experts in health at the world congress in
DC http://www.worldcongress.com/ as well as Hilary Clinton
Extending successful principles of microcredit to designing annational
health system serving the poorest villagers first
\“The aim is to extend the success of microcredit to healthcare –to establish
sustainable best practices for a broad range of health care services for a broad market but one in which the poorest are integrally
included. By this we mean enabling the poor to be self-sufficient in addressing their health care needs
so that they can accept but not require outside assistance.
This
intent will be developed in overlapping complimentary ways:
we will design and develop a bottom up
healthcare infrastructure that takes lessons from successful efforts around the world and improve upon them to deliver the
highest quality healthcare in an efficient and sustainable manner, primarily to the poorest of the poor, but also to the non-poor
who may pay a little more than the target population
we will collaboratively support a global effort to R&D new and existing delivery models
and best practice on an ongoing basis creating a conduit of critical information and insight for those working to achieve
the goals of sustainable high quality healthcare for all
simply put we are dedicated to ensuring
that nobody is excluded from quality and sustainable healthcare services; we collaboratively want to create a new standard
of quality, sustainability and affordability; everyone involved in this will see it as both the greatest challenge and opportunity
of our lifetime
Dr
Yunus continues
\What
will be the organizational and financial structure of this project? While open to alternatives, my suggestion is to create
2 organizations – one in N.America or Europe, and the other in Bangladesh- this can become a partnership of those with
the most resources and those serving the most life critical needs through grassroots networking. The American or European
foundation will also raise grants, facilitate loan negotiations, find equity capital and endowment funds, for R&D including
new technology’s reach to previously unreachable people, to fund special chairs, host national and international conferences,
provide scholarships to students.
The university or company in bangladesh will be governed around social business constitution.
At least 60% of the whole will be owned as a social business, leaving 40 per cent to organizations who may choose other equity
forms of governance.
The
best and most motivated students will be attracted from all over the world. Commitment to the vision will be a key consideration
for selection such students – as it is in a parallel youth ambassador network of 5000 future capitalism qualified network
generation peers.
There will be a positive bias towards
students who are girls and who come form poor families. Initially much of the university staff in Bangladesh may come form
the international partner but this number will be reduced without harming quality of education.
I
look forward to face to face meetings with people seriously wishing to support this project. Dr M Yunus
-----------------------------
chris macrae usa 301 881 1655
please help us develop above script at http://erworld.tv if people add in links , improvemnts etc
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0.1 Has a continental or worldwide search solutions on job creation
that can be replicated across communities been organised before this EU launch of Nov 2011?
While alumni of entrepreneurial economics have always valued job creation searches- we
know of no clear evidence that this has been top of mind in the way that continental-wide government has operated since
1984 even though it was scripted by The Economist's Unacknowledged Giant as the number 1 question the first net generation
would need to mediate if sustainable futures and humanity's most needed millennium goals are to be served
what's different about nov 2011 is 4 top directorates of the EU have nailed their future reputation to
this search -more
Microfinance Focus, November 4, 2011: Professor Muhammad Yunus was invited to deliver
a key note speech during the G20 Young Entrepreneurs Summit held in Nice, France. Professor Yunus addressed an audience of
more than 400 entrepreneurs from all G20 countries. In his speech, he shared his personal entrepreneurship experiences, his
faith in young entrepreneurs to be the pillars of society and the need to include poor countries in the discussion process
in making global decisions.
Professor Yunus being an entrepreneur himself started off creating the Grameen Bank that
provides microfinance services to the poor who had little access to financial provisions. From that, he ventured into a wide
number of social businesses such as Grameen Nursing College, Grameen Eyecare Hospitals, Grameen Shakti, etc.
He has
always considered young entrepreneurs to be the most effective solution for the future. He said “In my opinion, G20
YES is a fabulous initiative, gathering so much energy and momentum from all over the world. Because of their creativity and
leadership, provided that they commit to share the value they create, these 400 young entrepreneurs in this room can change
the world.”
Professor Yunus is also a member of the Millennium Development Goals (MDGs) Advocacy Group, advising
the Secretary General of the United Nations. Hence, he believes that the next generation of youths should be handed over the
process of the MDGs as soon as possible. He believes that entrepreneurs will have a key role to play in fulfilling the MDGs,
if they are committed to the social value created by their companies, and social business can be part of the solutions.
In
his speech, he added that the G20 needed to broaden its scope to deal with the current world crisis. It can no longer remain
a political forum with economic agendas. The G20 needs to create a social agenda as well. Professor Yunus proposes that ‘social
business’ should be brought to the agenda of G20, as one of the concrete and effective solutions to be considered for
immediate implementation so as to guide capitalistic investment towards social value and jobs creation, rather than sheer
profit maximization strategies. A social business is a cause-driven business where profits stay within the company for its
sustainability.
Lastly, Professor Yunus concluded that the G20 should be expanded into the G25, where poor countries
from each continent should be included in the global agenda which they are part of. He added that “Their problems are
inter-related with others, and their proposals of solutions should be considered by the most economically advanced countries
in making global decisions. A G25 would be a big step toward ensuring that global social issues are raised, and MDGs implementation
is fully shared on the global agenda. And finally, because fighting poverty together is the only way to bring long lasting
peace in this world.”
inquiries chris macrae info @worldcitizen.tv us tel 301 881 1655 ; us office 5801 nicholson lane
suite 404, North Bethesda, MD 20852 USA - skype chrismacraedc
Mapping is a process of discovery. Crucially maps are only as usable as updating correctness of bottom
up information. Think of your own use of a map. You look for the "you are here arrow". You want to be directed to
somewhere/someone you dont know how to get to; you want your return vist to be safe as well as a value multiplying win-win.
Does anyone remember the simplest findings of einstein and jon von neumann. Einstein proved
that to innovate more value you need to go more micro in what you model; von neumann showed that there is more value to be
networked by interfacing safe flows across systems instead of ruling over separation of boundaries. There isnt a single
global metrics profession that gets these mathematical -and natural - principles right. Unless we change this global
markets will cycle through ever greater collapse and more and more communities will lose sustainability. Mapmaking is that
critical an idea to what the net genration will achieve in 2010s; but its also one that children from primary age up can action
learn. Its simple. Its just that it works the other way round from top-down people's fatal conceit.
It explores how to make the invisible principles and practices of real wealth creation
visible, and therefore useable. Our planet needs case studies underline the search for new win-wins that build ‘system
integrity’ Trust-flow is the unseen wealth to invest sustainability in. Tranpsarently mapped it develops
a goodwill gravity tyhat invites with roleplayer in a community to multiply goodwill while sustaining their own cashflow..
Trust is not some vague, mushy, abstract warm-hearted sentiment. It is an economic powerhouse – probably just as economically
and socially important as oil. The point is, there are specific things you need to do to get trust flowing, just as
there are specific things you need to do to get oil flowing. And like oil trust has a dark side. Right now, the world is awash
with the carbon emissions which threaten the stability and sustainability of its ecosystems. Right now, the world is also
awash with the ‘carbon emission’ of trust – mistrust. Indeed it may well be that our ability to tackle the
one issue – the threat of environmental catastrophe – depends on our ability to tackle the other issue: how to
generate, deepen, extend and sustain trust.>br>But what is the best way of doing this? One thing is for sure. You don’t
build and sustain trust via some sentimental exercise of goodwill to all and sundry. There are three very simple principles
at the heart of effective trust generation. First, trust is generated via win-win relationships. It’s virtually
impossible to generate or sustain trust without mutual benefit for those involved. But beneficial outcomes are not enough
in themselves. For trust to be built and sustained, both sides need to signal a demonstrable commitment to finding win-win
ways forward. Such a commitment may require real changes to what we say and do. Second, real ‘win-wins’
are hardly ever purely financial or material. You don’t build trust simply by walking away with more cash in your pocket.
Trust works at all the dimensions and levels of human exchange. Yes, it’s about financial and material rewards. But
it’s also about purpose (what people want to achieve). It’s about politics with a small ‘p’: the use
and abuse of power, the crafting and application of rules of fair play. And it’s about emotions: the sometimes overwhelmingly
strong emotions, both positive and negative, that are generated when people deal with other peopleWhat’s constitutes
a ‘win’ – a sense of real improvement – is therefore highly specific. It depends absolutely on the
details of who the parties are, what they are trying to achieve, in what context. Building trus, therefore involves discovering
these specifics. Just as oil doesn’t flow out of the ground, get refined and pump its way into motor vehicles automatically
and without effort, so identifying and doing what is necessary to get trust flowing requires dedicated, skilled effort. It
requires a disciplined, structured process, not a vague sentiment.
3) Third, even if we do steps 1) and 2) there’s
still a good chance it won’t succeed. Why? Because it ignores an invisible third factor. In the real world, purely two
way bilateral relationships don’t exist. There is always a third party whose interests or outcomes are affected by what
the other two parties do but who is not a party to the contract. The environment is a case in point. Producers and consumers
may both benefit from buying and selling to each other – but what happens if, in doing so, they destroy the environment
they both depend on?
This raises a hugely important question. When two parties pursue win-wins and build mutual
trust, are they doing so in a way which creates a win and builds trust for the third party at the same time? Or are they simply
pushing the problems – and the mistrust – further down the line on to this third party? Building vigorous, healthy
networks of trust is a different kettle of fish to ‘you scratch my back and I’ll scratch yours’
win-win conspiracies. It requires a Map of all the key relationships plus careful consideration of knock-on consequences.
It requires a different perspective.
These three simple, basic steps do not happen automatically. They need to
be worked at. The territory needs to be deliberately Mapped and explored. What’s more, there are obstacles in our way
– mental and practical obstacles that need to be cleared. Prevailing economic theories about ‘rational economic
man’ for example, deny the need to commit to win-win outcomes. Instead, they promote supposedly ‘rational’
(i.e. narrowly selfish behaviours) which actively undermine trust The same theories insist that the only valid measure of
human benefit is money, thereby excluding from consideration many of the biggest opportunities for improvement. Meanwhile
many vested interests do not want to extend the circle of trust to third parties and complete networks because their positions
of power depend on their ability to take advantage of the weaknesses of these third parties. That’s another job for
Mapping: helping to identify and mount such obstacles. The potential benefits of doing so are unthinkably huge. They
start with a simple negative: the relief that comes from when you stop banging your head against a brick wall. Mistrust breeds
wasteful, wealth destroying conflict that tends to feed on itself. Anger and hatred engender anger and hatred. Simply easing
or stopping the terrible waste of mistrust would transform prospects for many millions of people. We desperately need to find
ways of doing this. Then there are the positive benefits. Understanding the real nature of human wealth – all those
dimensions of purpose, ‘politics’ and emotion as well as money and material comfort – means we can start
being human again; human in the way we think, and act. What’s more, many of these intangible benefits won’t cost
a penny. They’re there for the taking, if only we puts our minds to it. But there’s more, because trust is
also an economic superpower in its own right. In the pages that follow we will show conclusively that material and financial
riches are also dependent on trust. In fact, we will argue the case for going one step further. We will say that material
and financial riches are a by-product of trust: the visible fruits of invisible, intangible human exchange. Once you understand
that sustainable cash flows are a by-product of sustainable trust flows, your understanding of what makes a successful business
is transformed. Separately, each of these three fruits – reducing the waste of conflict, unleashing the potential
intrinsic benefits of human exchange, and energising the sustainable creation of material wealth – are massive in their
own right. Put them together and they represent a vast new continent of opportunity. As we said, this book is addressed
to entrepreneurs and system innovation revolutionaries. Wherever you happen to be, whatever the change you want to make
is, the principles explored in this book apply. The wish to change and the will to change are not the same as being able to
change successfully. For that you need to understand your territory. You will need new Maps
