slumdog millionnaire

slumdog millionnaire

It is fortunate and tragic ironical that the entrepreneurial network reality of slumdog millionnaire is a mobile grameencredit replication in kenya.

www networking elements of this leadership drama include:

if only obama wasnt tied up in banking meltdowns, then the opportunity to spread millennium goal possibilities for micro up replications across africa has never been better , out of his nation away from home Kenya!

somehow yes we can youth and social business networkers have to help him change both worlds - in stereo so to speak

the jamii bora microcredit is right now most entrepreneurial revolution of all to study as it uniquely empowers mobile youth (from the boundaries of urban slums) as well as integrating microcredit's traditional focus on women microenetrepreurs in sustaining vllage economies

the number of partners circling around jamii bora is a fascinating sustainability investment map in instelf

from outset as core cheerleader of all microsummit networking knowledge

to the second greatest capitalisms of the future which john mackey at wholeplanet foundation calls conscious

to the finamcial funds accelerator unitus;

equally Ingrid asks that if she is to be thrown into the limeligth as a destination microcredit by 93 congress members and others that they send SMBA youth, not world bank professors to case the entrepreneurial replications that are now ready for our micro-up planet to open source.

Perhaps the most graceful of all dynamics is that every staff member of jamii bora is a past member- ingrid's number 1 male manager is an ex thief; in a way even grameen's ownership of the bank by directors elected from the 7 million female members hasnt rivalled Jamii Bora's brlliant constitution as a brand that lives and learns its own transparency of chartering productivity and demands in ways that compound sustainability's exponentials up. This makes JB the perfect partner for those who are equally transparent and sustainable as best employers and best for social business purposes, and the network that could be most easily damaged by one wrong choice of partner. Whilst I am sure Ingrid will never let that happen as she says herself when she founded JB in 1999, she had been thinking of retiring to sweden. Those who love microcredit, and the space race to poverty museums all oner the world must try to find ways to help keep this heroine forever young.

chris macrae, washington dc bureau of microcredit.tv and worldclassbrands

Perhaps your campus newspaper would be interested in this op-ed I just wrote. Would you pitch it to them? Best, Sam

When my wife and I slipped into our theater seats to watch Slumdog Millionaire, we braced ourselves for a journey into urban slums, a world inhabited by over one billion people globally.
But unlike the movie-goers in the theater that night who pinned their hopes for one chai wallah (tea seller) escaping the horrors of the slums of Mumbai, India, on the long-shot odds of his winning the Indian version of Who Wants to Be a Millionaire, we knew that right now there is a tool that has helped not just one movie character but more than 100 million of the world’s poorest people actually begin to escape the worst devastations of poverty. That opportunity is not a game show but microcredit—small loans to start or expand businesses like selling tortillas or cell phone time to your neighbors. And if there was an Oscar for assisting beggars, thieves, and prostitutes to find a dignified route out of the slums, I’d know where to look for the winner.
I wouldn’t look in the cool dark of a movie theater, but in the bright, hot sun of Nairobi where you can see the success of entrepreneurs in the urban slums, Jamii Bora’s “slumdog entrepreneurs.” Jamii Bora, which means good families, is a Kenyan microfinance institution that has grown from lending money to 50 women beggars ten years ago to serving more than 200,000 members today. One of those entrepreneurs is Joyce Wairimu. Wairimu was one of the 50 women beggars who started Jamii Bora with founder Ingrid Munro in 1999. Munro calls Wairimu one of the fast climbers out of poverty.   How fast? In ten years Wairimu has built six businesses and employs 62 people.
Another of the fast climbers is Wilson Maina. Before Jamii Bora, Maina was a thief, one of the most wanted criminals in Mathare Valley slum. Starting with a loan of $20, Maina has built four businesses and a new life for himself and his family. Along the way, he has convinced hundreds of youth to get out of crime. Now that’s a “lifeline” that really matters.
Munro didn’t stop at proving microcredit to help the poorest slum dwellers. She decided to build a town with decent housing and business space for her entrepreneurs. “Every poor person’s dream is to move out of the slums,” Munro says, “not patch up the slums.” On January 30^th, that’s exactly what happened when the first 246 families moved out of the slums and into the newly created Kaputiei town with nearly 1,800 families to follow. For the same monthly mortgage they had paid for their one-room shacks, each family now lives in a home with two bedrooms, a bath, a kitchen and a living room. But this is ultra sub-prime lending that works because in order to qualify for a mortgage the residents have to have successfully repaid three micro-business loans.
Where does Munro’s capacity to innovate and defy conventional wisdom in the microfinance field come from? It started 20 years ago when she and her husband adopted three street children. It was in the fertile ground of Munro’s relationship with the mothers of her sons’ friends in the streets—women who were beggars— that her profound insights would grow. When Munro, a Swedish trained architect and urban planner, retired from the African Housing Fund in 1999, she thought she would also retire from the little group of 50 beggar women with whom she had been working. But when the women pled with her not leave them, Munro agreed to stay and insisted that they must lift themselves out of poverty. For Munro that meant the women had to start developing the discipline of saving on a regular basis.
She had them come every Saturday with about 50 cents in savings. When they deposited their 50 cents she would give each of them two scoops of corn and one scoop of beans for free. She admits now that for those first two months she was tricking them into saving with the lure of free corn and beans. After two months, the bags were empty, but the beggars continued to save and the free corn and beans never returned.
Another of Munro’s breakthroughs is that all Jamii Bora staff are former members, previously destitute themselves.
Winning the war against poverty won’t come from summoning the right “final answers” to a handful of trivia questions to strike it rich on a game show. Winning the war against global poverty will come when we realize that we have one of the answers—microcredit—and summon the political will to lift up those microcredit programs that have figured out how to reach the world’s most destitute people. This is a final answer we can stand behind.
[792 words]
Sam Daley-Harris is Founder of the Microcredit Summit Campaign which seeks to reach 175 million poorest families with microcredit www.microcreditsummit.org and of RESULTS which seeks to create the political will to end poverty www.results.org.
Sam Daley-Harris, Founder
RESULTS and Microcredit Summit Campaign
750 First Street, NW, Suite 1040
Washington, DC 20002
C 202-390-0012

inquiries chris macrae info @worldcitizen.tv us tel 301 881 1655 ; us office 5801 nicholson lane suite 404, North Bethesda, MD 20852 USA - uk 80 queens road, suite 30, wimbledon, london sw19 8lb

Mapping is a process of discovery. 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. Tranpsaremtly 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.