nce 1972; Asia Pacific Youth End Poverty Century since 1962
Washington dC 301 881 1655 skype chrismacraedc twitter obamauni
e chris.macrae@yahoo.co.uk
Future of Open Education Curriculum celebrated 1984 out of The Economist after 12 years reporting access to the UK National Development Project in Computer Assisted Learning
#2030now world bank jim kim transcripts on defining social movements of net generation shared with 50000 alumni of first CTW MOOC
Gordon Dryden 2010: .vision 2020- update of The Economist's Norman Macrae 1984 first vis.....
Poverty Free World - Social Business - a step forward by Muhammad Yunus
Paper on The Economics Globalisation almost lost by Andrew Neil of ...BBC
Adam Smith, Science & Human Nature by Professor Skinner (The Principal of Glasgow University kindly hosted a joint remembrance party to Andrew Skinner and Norman Macrae)
online library of norman macrae--
Notes from Mandela University Fantasy Game started in 2001
Back in 1984 our youth economics and educators guide to net generation freedoms to 2025 anticipated that early in 21st C discrepancies in incomes and expectations of rich and poor nations would compound humanity's greatest risks, and open education curricula crisis
MY0 MY1 MY2 MY3 MY4 MY5 MY6
KH1 KH2 KH3 KH4 KH5…
Added by chris macrae at 1:15pm on January 4, 2014
rsal starting with the poorest.
Affordable Access means mediating both the sharing of life critical communications and open sourcing job creating apps/microfranchises that change market's value chains.
Arguably China's Jack Ma (Ali Baba) was the first to free e-commerce for maximum jobs for previously disconnected- in Bangladesh's case first ecommerce app was designed by tech wizard linked to both MIT's grameen phone and Kenya's mpesa. This tech wizard now leads BRAC's cashless banking bkash
In terms of future models of banking brac is represented in each segment:
what used to be manual microcredit and its interface with village education and bottom-up market designs
urban regeneration banking
cashless banking ( more accurately last mile banking where instead of atm most trusted village merchants become agents of translating mobile currency into cash)
advising global banks on values
(likely to be most trusted by nanocredit and w4e partnerships)
cashless banking makes remittance processes virtual while serving cash for last mile; in developing bangladesh foreign remittances from diaspora are largest inward investment ; further most economical remittance processes from city to rural are hugely valuable in ending poverty
MIT's Dlab summit feb 2014 sponsored by Abdul Latif (Owner of Middle East Toyota Franchise) who has also just opened a water lab at MIT featured the 4th known entrepreneurial revolutionary (with Yunus, Abed, Quadirs) of Bangladesh's race to need poverty: namely Paul Polak. He has identified a top 20 last mile multinationals which bottom billion populace need most urgently. Friends of Bangladesh are well placed in other future gamechanging sectors too -witness sal khan's peer to peer elearning (uniting medical millennials as well as maths and coding millennials)
All of mobile empowerment goes hand in hand with solar empowerment- if you have no access to electricity grid then access to solar energy is as great an economic and social advancement as mobile to communications. Moreover many villagers need solar to recharge their mobiles!
If you own the satellite which chooses what continent wide job-creating education content anyone can laptop, you need educators and milleniails aware of the future map illustrated above. If you have resources to choose partners in the world's first open learning campus, you can win-win too. Best of all if girl power, ultra poor, and millennials have first shared access to this sort of future map they can return economics and education and open societies to designing job creating systems and peacefully advancing human sustainability of every global village
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Added by chris macrae at 2:50am on August 23, 2014
ty generation
what if from age 9 up open space was as much a literacy as any other primary literacy
if jack ma and sir fazle abeds ideas were accessible (number 1 web link) to youth who could openly quiz educators - how could that change things- if youth were freed by kalams rule what would happen - tear up any non-sustainable curriculum (deadline india 2020)
the two biggest changes we need to navigate require experiential learning by adolescents
turning community green- coding for social (4000 fold change factor of communications etch)
how does edusummit tap into latest change reports at un - eg digital coop report, refugee learning reports (academic impact hubs)
new universities - pro-youth, disadvantaged - either pay later if successful, or offering training back from future of public servants - or why would societies want to charge youth who saving the human race
why not only one university- curriculum of doing sustainability ending global poverty - the best - why cant we make market of best content presenters - then work back from how to locally coach that - eg bridges less than 5% make content
mooc missed opportunities- first one eg kims change the world got million people but didnt then branch into an entrepreneur competition - missed opportunity of realty tv story- sustainability livelihoods apprentice
missing curricula and missing modalities - eg 10 times more affordable languages will come from peer to peer webs not classroom
spiritual curricula before adolescences - city montesorri, maharishi, tokyo mayors memory of zen
cases where exchanges are happening - arctic circle experimenting with virtual reality of learning by "being" in each other's community - creating exchanges that are youth led on local community issues- collaboration curricula arcus
systems that have been founded round livelihoods not standard examination
brac since 1972
thelearninweb.net since 1984
montessori since 1920 (including village systems - india gandhi- brac banglaldesh)
most famous people didnt go through standard school system
-how do we clarify different behavioural learning systems for different types of successful people - how do we make sure news is released at youth expos eg at olympics
stories of how the classroom was designed around empire bureaucrats - not maximisng individuals diverse born-with talents nor communities diverse contexts
are any nations putting even 2% of educational money into learning - if so what sorts - america sees khan as normal ; china may see AI teaching assistants as the norm;
what are the most extreme edutech platforms already designed- what the most creative thing being done with it eg hujiang (plus chinese tedx convener only of new education)
the hidden agenda - no homework easy to be successful where communities safe and rish for youth to try stuff in - ie community thriving and ending classroom double looped
-why would a community not prioritise making sure any unique skills to that culture are given precedence in education system (ie everyone's potentially a teacher and a learner - not a profession of teachers - 4 monopolies of teachers- what adam smith said about system whose higher education's inost designed for the youth
LINKS
suppose we now can design bank for 2 billion unbanked but not livelihood training (or no sme market) for them -= will we be doing any sustainability good
what if education was discussed everywhere new belt raid infrastructure invested in - ie what if livelihood learning had equal first access to infrastructure or any other financial access - cf 300 trillion dollars that does not see humanity's sustainability goals as asset class
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Added by chris macrae at 4:05pm on September 5, 2018
leadersh pioultry
Market leadetship milk
Perfect francise aravind with larry brilliant
Yale village chieftain
Tv search for market purpose Africa 24tv
Will fashion4dev change fashion
9 sheikh mohammed
Place leadershiop dubai-
Leonsis supercities
Leaders quest
Singapre case
Place leadership ibraham prize
Cl kalam
Singapore’sfoundedr
8 Jagdish Gandhi
Edu as #1 nation’s purpose
Gandhi
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Heritage of kalam
Gordon Dryden
Teach for world
Prattham
Wuse lareatyes
Dubai summit 100mn dollar teacher
Will ng or khan change edu/ how will content brpoadband elearind nation
7 Taddy Blecher
Edu missing curriculula blecher Mandela extraner partners-
------------branson google Africa
adolescent health curricula
cf Y4S
englishp2p brazil
coding p2p Kenya
aflatoun – primary fin lit
amma and nanotech for poor
6 Jim Kim
POP change top down professions
Kim
\------------
Pope Francis
Paul farmer partners in health
Youngchronics
Zara sysyem cf1
Al Hathaway system/ cf1
5 George Soros
Economics maths errors soros
Jobenomics
Ray Andersen
Wolfram
Bottom up multibationals polka
4 Muhammad Yunus
Solarabilliion williams
Emereal planet
ashden
Systen stories 1
Yunus
Mashable social hgood summit
Skoll social world championships
3 Harrison Owen
beck
-----
System stories 2
Harrison
Tedx salons
2 Tim Berners Lee
Web West
Lee
Many mit cases
1 Jack Ma
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Web East Ma
Leapfrog models-ali baba supopky chain
alipay
Leading china apps
Tsinghua Ali Research youth opportunity center
-----
Y4S
GiveDierctly
ImperativeFund
HUBS
500 wome 1776 ihub
china mooc building
acumen novigratz –patienst caloitla
john Mackey conscoius capitalism
P2p solutions
Dbanj
Greenchildren
Eva Vertes
Nigeria flying doctors
…
York, 2005.
At its base, any proposal to greatly increase aid to poor countries will depend upon a belief that the projects will have good results. Unfortunately, for many years, foreign aid efforts have been subjected to caustic criticism, and too many projects have deserved it. But it is wrong to say that we have learned nothing in the past fifty years of administering aid to the developing world, or that we cannot run successful projects now if we have good leaders for the work. That is no longer a responsible argument. There are simply too many first-rate aid projects on the record over the past two decades for those objections to hold up. Models have emerged to guide the way about how money can be best directed, and perhaps no such model is more impressive than that developed by the Bangladeshi businessman who returned home to help save his country.
Fazle Hasan Abed, when he was growing up in Bangladesh, dreamed of building ships. After training for that, he eventually realized that not too many ships were going to be built in Bangladesh, and settled on the more likely career of accountancy. After a British education he joined Shell Oil, and rose rapidly to become a top accounting executive by his early thirties.
Then, politics and history pulled his career out from under him. On the night of November 12, 1970, the Indian Ocean conspired to end his career as an international executive.
There was a full moon over the Bay of Bengal on that night. That meant the tide was already high when a storm roared up the bay, driving it even higher. It was a cyclone, massively broad and throwing winds more than 150 miles per hour and tidal surges up to twenty feet high. But it was not the breadth of the storm or its wind speed that eventually put it above all other storms; it was what followed. U.S. forecasters saw it coming, and government forecasters in what was then East Pakistan saw it. Notice never reached the people where it would strike the next day, November 13. The counting is still vague, though it is believed that five hundred thousand people, maybe more, died in that storm—the worst in recorded human history.
Bangladesh was already in turmoil—both political and social—when the great storm arrived. Leaders were pushing for independence from Pakistan. When the storm arrived President Yahya Khan, who lived a thousand miles away in wealthier western Pakistan, ignored it. Instead, he flew on a junket to China. It was a turning point in history; the revolt against him soon began, and within months all-out war between East and West in Pakistan had started. After a startling rampage of rape and slaughter by the western troops, India intervened and helped push the West Pakistani troops out.
Out of this double catastrophe Bangladesh was born, an independent and utterly devastated state. And with the independence also was born a small group of well-educated Bangladeshis who went to the villages and borders to give aid to the victims of the storm and the war. Ten million refugees who had fled to India and Burma were now streaming home to villages that no longer existed.
For Fazle Abed, it was the end of one life, the start of another. He had been living both in Europe and in Bangladesh comfortably; now he could see his country ruined, yet struggling to be born. He happened to be in Europe and quickly went home to help. ‘Two years,’ he thought, ‘or maybe a few more.’ Abed once described the moment to a reporter: ‘I was suddenly confronted with the massive death and destruction after the cyclone. It was a life-changing experience, immediately followed by the political turmoil.’ Then, as he began the work of building Bangladesh back up, he said, ‘It was a continuous process of questioning your own existence, and the kind of life you lead.’
That was a third of a century ago now. Fazle Abed never went back to his job in international business. He began with refugee work, carting bamboo for houses, supplying tools for workers, and organizing medical aid. But as he worked, month by month, and then year by year, he was drawn further in. He could see that Bangladesh, while it was dirt poor, was nevertheless united by language and culture and religion; a completely new start was just possible, building on the glories of ancient Bengali culture, known for it high-mindedness, its poetry, its music and art.
continued part 2
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Added by chris macrae at 2:30pm on January 5, 2021
h futures
Breaking Spring 2015 Stanford ONdemand
links DC 0 1 2 3 4 5 6
Boston 0 1 2 3 4 SanF 1 2
Americas : H Pa Co Pe Ch
Asia BRAC Grameen Lucknow
Africa Kenya 1 2 S.Africa 1
Yazmi could be the best news in 44 yearsof celebrating every way that elearning media can be the opposite of mass tv
Breaking news from 43rd year of net generation search for open elearnng started in The Economist in 1972
world bank open learning campus searcheds for cousrea partners who dont see certificates as main end game of education
coursera segments on demand http://blog.coursera.org/ https://coursera.desk.com/customer/portal/articles/1639240-about-on-demand
khan academy organises peer to peer competitions of health training
summary of maharishi uni.doc, 556 KB - summary of the most exciting entrepreneur curriculum in 43 years since my father at The Economist encouraged coming net generation to search for open education' "Entrepreneurial Revolution" -please tell us if you know of other job creating curricula
We (elders and youth of the net generation) could now be valuing a wholly different planet
if top 11 who's Free Education who knew how to collaborate with each other -job creation dairy- job creation maps from world bank 2030nowjimkim2transcripts.doc, 40 KB
:KHANac
BRACAbed,
CEUSoros
,SABlecher
MITtbl
NOBATYunus
LUCKNOWGandhi
ChinaMa
NZDryden
MEDIALABNegropronte
COURSEraKoller
....
since 1972 alumni of The Economist's Entrepreneurial Revolution have become convinced that education entrepreneurs models benefit most from collaboration and that open education is the key to the door of the net generation being 10 times more (or if we mess it up in next decade less ) productive and exponentially sustainable
we hope our guided tour of these 11 helps you help youth celebrate the above conclusion - of course we are delighted to hear of nominations of other education collaboration entrepreneurs -rsvp chris.macrae@yahoo.co.uk but note our 11 are also chosen to complement each other
for example: Sal Khan's online academy demonstrates the most economic way to viralise any action learning that millions of youth could most gain from action networking, while
Sir Fazle Abed has spent the last 43 years developing the ngo network that can claim all of these accolades:
biggest in terms of co-workers having served north of 100 million poorest mothers and children in Bangladesh and in the last decade or so replicating the model to many of the most seriously oppressed peoples on the planet
most collaborative
most educational driven in the action learning and job creating sense
the most value multiplying in terms of human livelihoods
consequently the curriculum of BRAC is worth more than any other curriculum that isnt yet available
BRAC is a curriculum replicator unlike any the real world 1 2 has ever seen. It now operates close to 50000 educational facilities -many no larger than a one room village school. Its metric has been to end generations of illiteracy among 15 million parents and 60 million children in rural Bangladesh. Paulo Freire was the first source Sir Fazle consulted on this part of BRAC's journey. Today BRAC also runs a city university one of whose unique features is every student spend an action learning term interning on a village innovation project
can you help norman macrae foundation call for a microeducationsummit before we lose the lifetime knowledge of these great educators (many way over 70) ?
...
what would a million youth most wish to see in a 6 weeks mooc guided tour to www.brac.net -if you can help our research please email chris.macrae@yahoo.co.uk washington dc 1 301 881 1655
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Added by chris macrae at 7:24am on January 3, 2014
on across the blue and red divide.
Is it a coincidence that I posted this line of thinking today - the notion of a World Peace Cafe created and operates by McDonald's or similar global powerhouse brand
lnkd.in/bgXUmrt Happy Sunday all
On Feb 7, 2016, at 10:14 AM, Dr. Don Beck <drbeck@spiraldynamics.net> wrote:
Christopher: I've been involved in dealing with racial matters for over 50 years. My 65 trips to South Africa were part of my search for the deep divides..from a historical perspective. You can track that journey in my book The Crucible: Forging South Africa's future. Just as the REAL issues in the Middle East are not about religion; the prime elements around "race" are NOT about race. I have more than 35 books in my library about all of this. This will be a major issue in the 50th Super Bowl. I am very close to the NFL and sports: was a team psychologist with the New Orleans Saints when Bum Phillips was head coach. Learned a lot from Bum. Need to understand how the patterns of emergence shape the maturing levels in groups. Am looking at the 47th Annual NAACP Image Awards announcement.. Nothing but Orange, 5th level materialism. In short, our understanding of the key value systems is faulted to the core. Don At 06:32 PM 2/6/2016, christopher macrae wrote:I have chosen king's saying though usually i would have gone for one of half a dozen from amy 2 reasonings i wanted to share with you 1 Me: I am no saint. I expect racism lurks in me. I tell you what I mean. My first girl friend on my first trip to america was mugged. It was of course my fault. We had enjoyed a great time in various cities. The last one was Philadelphia city of brotherly love. There was so much to see in the 2 hour coach tour's dropoff- so i left my girl on one side of a square photographing something with the big clunky canon camera and lenses you used in those days while i wandered on an opposite side. Thats how she got mugged. So for about 30 years my kind of racism was simply not to go in into a harlem. I mean I could walk around a city like dhaka in bangladesh but i would never in a harlem. Oddly when in 2008 february yunus was telling 2000 people in new york of the coming sub-prime crisis the only places peter, spencer and i could find in new york ready to debate this were in harlem and the bronx https://www.youtube.com/results?search_query=collaboration+cafe 2 But what i urgently want to ask you is how did the whole historically black university system -from Tuskegee to Baltimore - fail to control/mediate social business yunus enough to free 20000 black university students attending the greatest youth collaboration entrepreneur competition the states had seen atlanta nov 2015- chaired by nobel peace laureates, club of rome, ted turner, jimmy carter, the king family, rosa parks lawyer ... It seems to me to be the same question as to why hasnt the extremes of black youth loss of hope been improved under 8 years of obama's adminstration. But I am only left to make an old white european man's guess Probably almost every sentence in this mail could be quoted out of context as politically incorrect -my freedom of speech error nobody else circulated - but when you have someone like Trump running for president what is PC anyhow? Why in 2016 do we passively listen to such politicians and their big-money-rotting mass media. Why not interactively ask every university to host an open space between democratic and republican youth all on the same hackathon weekend and just see if that changes something. And if such an annual open assembly -empowered by some youth-public-private partnership of khan academies and weekly tedx salons - became more popular than superbowl weekend (or soccer's world cup of frauds), then amen. cheers chris macrae 240 316 8157 http://globalgrameen.ning.com www.womenuni.com www.cyberchinacentre.com Naturally finding a gutsy young lady to mediate such an event might be a bit tricky too
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Added by chris macrae at 11:31am on April 16, 2017
sir fazle abed- out of bangladesh but across all poorest asian village women- he connected education , village food, health, banking and more - he also became the world's largest partnership network- after 13 years of studying i roughly know who his innovators and he trusted most including legatum bank in dubai, indirectly the toyota foundation abdul latif in middle east hq saudi, bill gates and george soros but in all cases they invested in tech he specified - over his last decade he started connecting colleges - we're still working on some of his favorite tech colleges in eg singapore korea, japan hong kong
in 2020 we are interested in connecting my family tree home town glasgow cop26 first 2 weeks november and dubai's expo-education networks december and beijing winter olympics 2022 where we still hope that lots of coonections eg alibaba jack ma had planned to link between s korea tokyo and beijing will continue in spite of covid ruing japans investments
on nov 6 we will be hiring the glasgow university union building capacity 750 people to link every positive youth/education livelihoods netwrk we can - both with green cop26 solutions and all sdg solutions - we hope to start something a bit like ednburgs fringe festival which has more massive connectivity than the formal cop26
scotland has one big connector in education namely gordon and sarah brown- they are the main un envoy in education but 1 have changed many relationships on refugee education from qatar to dubai, and they are weak on choosing edutech especially if china and far east
here is list of middle east people who seem to me to be connecting massive changes in edu and tech -do you know how to connect with any of their leadership goals
DUBAI and uae expo (abu dhabi)
REWIRED new this year promising biggest edu summit ever dec 2021- main organisers seem to be
H.E. Dr. Tariq Al Gurg, Chief Executive Officer and Member of Board of Directors, Dubai Cares Beyond the Crisis: Reinventing Post-Secondary Education in the Arab Region
H.E. Reem Al Hashimy, UAE Minister of State for International Cooperation, Director General Expo2020 Dubai
@DubaiCares and Expo 2020 Dubai, in close coordination with the UAE Ministry of Foreign Affairs and International Cooperation (MoFAIC), RewirEd aims to be a catalyst in redefining education to ensure a future that is prosperous, sustainable, innovative and accessible to all. 2020 summit rehearsal at https://www.rewired2021.com/agenda-x/ bios at https://www.rewired2021.com/speakers-x/
gordon brown https://educationenvoy.org/what-we-do/ -former uk pm and leading scot family have connected 2 mainly refugee networks www.educatiocannotwait.org and https://theirworld.org/about/theirworld across all UN PARTNERS - SEPTEMBER THEY FEATURED Tariq AL Gurg as their main middle east connection - the coordination of these networks relies very heavily on yasmine sherif- in september 2020 she was one of few people actually still linking in out of ny headquarters - the range of her connections can be seen from these 2 bookmarks 1 2
=======================global teachers prize and
varkey an indian expat whose parents emigrated to dubai in 1959 became a billionnaire by operating one of the largest number of private high performing schools -GEMS which seem to be headquartered in surrey uk - before rewired - varkey's million dollar teachers prize has been dubai's largest hub for the future of education- launched in 2014 (after philanthropy foundation founded 2010) - the dubai annual summit - see 2019 as most recent event - has combined 2 major threads- celebrating 50 newly discovered inspiring teachers around the world including one million dollar prize winner; inviting influencers to clarify how urgently education and tech are changing each other and where this s happening- 7 years of continuous progress has also helped dubai become a world leading space for new education- analysis is needed to see which uae universities have seized this opportunity -youtube
varkey forum in dubai may have peaked 2017-2019 during which it claimed to be seen as the ‘Davos of Education’Held under the patronage of HH Sheikh Mohammed bin Rashid Al Maktoum,Partners including Unesco, Harvard Graduate Schoolof Education, Inter-American Development Bank andEducation International
==========dubai also lead partner on 4 yearly summits of un itu - telecoms standars and world leaders- uae tech expert . Majed Al Mesmar, Deputy Director General for the Telecommunication Sector, TRA UAE
another part of itu is leading in artificial intel #aiforgood https://aiforgood.itu.int/
the convergence of edutech and AI EDUCATION may be the greatest hope youth have in 2020s
would like to know more about leading ai hubs in uae eg Mohamed bin Zayed University of Artificial Intelligence | MBZUAI mbzuai.ac.ae abu dhabi
MBZUAI seeks to empower a new generation of AI leaders through exceptional education and a unique model of academia.
december 2020 unesco's first summit on education ai: uae participants included:
Hussein bin Ibrahim Al Hammadi,Minister of Education The United Arab Emirates
His Excellency / Hussein Ibrahim Al Hammadi was appointed UAE Minister of Education on July 4, 2014, and worked for 14 years in technical and vocational education, and for 20 years in the armed forces, in addition to his assumption of several positions in the educational field, he serves as the Chairman of the Board of Trustees of the Hamdan Bin Rashid Foundation for Excellence in Educational Performance, Chairman of the Higher Committee of Mohammed Bin Rashid Smart Learning Program, Chairman of the Board of the Abu Dhabi Vocational Education and Training Institute (ADVETI), Chairman of the Board of Trustees of the Institute of Applied Technology (IAT), Chairman of the Board of Directors of the National Qualifications Authority, Chairman of the Board of Directors of Emirates Transport and Deputy Board Chairman Khalifa University of Science and Technology, and a member of the Board of Trustees of the Khalifa Award for Education.
one of the pioneers in computer science in uae Sheikha Lubna Al Qasimi (United Arab Emirates), 1 (born 4 February 1962) is an Emirati politician and member of the ruling family of Sharjah and the niece to Sheikh Sultan bin Muhammad Al-Qasimi. -when gordon brown convened education commission event at united nationssept 2016 she sat next to jack ma and jim kim then world bank leader
qatar
led by first lady sheikha moza , a main un sdg advocate - qatar foundation, education city including female percent of engineering students double that of usa- campus includes main world trade conference centre- american college partnerships include carnegie melon, brookings doha..
WISE 1 2 the first education laureates summit 2012 inaugural laureate sir fazle abed
laureates initially annual - from 2016 -even years on tour - eg beijing, madrid, new york, ghana; odd years laureates; 2020 3 virtual summits main sponsor salzburg global
originally biggest refugee education partnership www.educationaboveall.org
wise education summit has a twin WISH health summit
sheikha moza closely advised by mahbubani coordinator of singapore universities for lee kuan yew
qatar's main connector at unesco ai education summit seems to have been
H.E Dr. Ibrahim Bin Saleh Al-Naimi Undersecretary of the Ministry of Education and Higher Education Qatar
saudi
dont follow saudi much but the toyota middle east foundation abdul latif hq saudi has sponsored amazing tech labs ending poverty and very interested to know more about connecting Dr. Haifa Jamal Al-Lail
https://www.uopeople.edu/about/leadership/presidents-council/presid...
main saudi speaker at rewired 2020 seems to have been
H.E. Dr. Mohammed Ahmed Alsudairy, Vice Minister of Education for Universities, Research and Innovation Saudi Arabia
since september 2019 jack ma has returned full time to education- havent yet found much about how he connects middle east
JORDAN jack ma has given grants to education foundation of queen rania
also interesting in jordan is
Dr. Sonia Ben Jaafar, Chief Executive Officer, Abdulla Al Ghurair Foundation for Education
israel was one of first 7 world hubs of ma's 15 billion dollar r&d network on artificial intel damo-
https://damo.alibaba.com/labs/ ;
israel has a brilliant tech scene- interesting to see if reported new friendship with uae connects education leaps
aga khan - pakistan, afghanistan and 8 more countries schools2030.org Dr. Bronwen Magrath , Global Programme Manager Schools2030, Aga Khan Foundation - spoke at rewired 2020 -10 nations include Tajikistan, Kyrgyzstan, portugal, brazil
UAE INFLUENCERS AT REWIRED
H.E. Dr. Mohammed Ahmed Alsudairy, Vice Minister of Education for Universities, Research and Innovation Saudi Arabia
H.E. Ms. Jameela Al Muhairi, Minister of State for Public Education, UAE
UAE INFLUENCERS AT VARKEY 2019 included:
UAE ABDULLA AL KARAM
CHAIRMAN OF THE BOARD OF DIRECTORS & DIRECTOR GENERAL
KNOWLEDGE & HUMAN DEVELOPMENT AUTHORITY
uaE- Dr Abdulla Al Karam is an engineer by trade, a leader by profession, and an educator at heart. He is responsible for the quality and growth of an education sector unlike any other in the world. More than 85 per cent of all education takes place in the private sector while 58 per cent of Emirati parents, who have the option of sending their children to government schools, choose private schools. The question Dr Al Karam and his team seek is to answer is how a government authority can make the most of this diversity to transform education for all students. He has applied a partnership and collaboration-driven strategy to Dubaiês private schools sector, resulting in improved student outcomes in international assessments such as PISA, TIMSS and PIRLS. The What Works initiative challenges the notion that competitors cannot collaborate, and is a unique model regional governments could consider to work with private sector operators to ensure high-quality education for all students.
UAE SHEIKH NAHAYAN MABARAK AL NAHAYAN
CABINET MEMBER AND MINISTER OF TOLERANCE
GOVERNMENT OF UAE
His Excellency Sheikh Nahayan Mabarak Al Nahayan is the Minister of Tolerance in the new Cabinet announced in October 2017. His Excellency Sheikh Nahayan Mabarak joined the Federal Government in 1992 and held a number of government portfolios including Minister of Higher Education and Scientific Research, and held the position of Minister of Education, and Minister of Culture and Knowledge Development. His Excellency Sheikh Nahayan Mabarak was also Chancellor of United Arab Emirates University from 1983 to 2013; Chancellor of Higher Colleges of Technology from 1988 to 2013; and President of Zayed University from 1998 to 2013. His Excellency Sheikh Nahayan Mabarak Al Nahayan received his education from the British Millfield School until the high secondary level before joining Magdalen College at Oxford University-UK.
=======================
more on lubna
She was previously the Minister of State for Tolerance, Minister of State for International Cooperation, and Minister of Economic and Planning of the United Arab Emirates (UAE). She was the first woman to hold a ministerial post in the United Arab Emirates. Lubna graduated from the California State University, Chico with a bachelor's degree in Computer Science, and has an Executive MBA from the American University of Sharjah. Lubna received an honorary doctorate of science from California State University, Chico. In March 2014, she was appointed President of Zayed University.[1] – she explained that her computer science degree helped drive smart port logistics from the beginning…
Added by chris macrae at 3:02pm on December 30, 2020
vernment of Bihar had recently carried out a massive antiencroachment drive that left thousands of street vendors without the means to earn a living. Across India, cities were being ‘beautified’—which in part meant kicking out vendors. The urban poor were largely ignored and unwanted. Frustrated, Arbind launched Nidan. It was an organisation that worked with informal workers to address their needs and to help them fight for their rights. Many paid hefty, informal “tariffs” for their vending spaces and frequently faced harassment from the police. With Nidan’s support, they began to protest and gained more attention from the local municipal government. However, Arbind knew that without changes at the national level, gains would be slow and require action city by city. In 2003, the National Association of Street Vendors of India (NASVI) was established as an independent sister organisation that enabled the vendors to set their own priorities and advocacy activities. Nidan aggressively expanded its presence beyond the state of Bihar to 29 states believing that a national movement would greatly increase their legislative influence. Over the next decade, NASVI’s members would advocate tirelessly for the passage of policies that addressed their needs. Page 2 October 2014 Know the problem you’re trying to solve Too often, scale is simplified as something to think about after completing a successful pilot. We found that the reality was much messier—often organisations don’t think about their early work as a pilot, per se, and they may start thinking about scale much earlier than their actions reveal. Many organisations do not necessarily start with the aspirations for their initiative to scale nationally or internationally, but eventually they conclude that the problems that they were addressing required a bigger, more comprehensive solution. Nidan realised that trying to mobilise street vendors on a state-by-state basis and hoping for broader public support for the cause would not work. They saw that they had to make it a national movement. Before scaling, organisations developed a deep understanding of their environment and the layers of the problem. This knowledge was crucial to developing a model that addressed the full range of relevant issues. The organisation Gram Vikas had a mission of eliminating poverty in the Indian state of Orissa. Over time, it found that one of the primary drivers of poverty was poor health, and many illnesses were caused by water and sanitation issues. Even within water and sanitation, they found that there were issues of social inequality for lower castes and Earlier this year, India passed the Street Vendors (Protection of Livelihood and Regulation of Street Vending) Act, a law that recognised street vendors and provided many important protections for their wellbeing. While the work was by no means complete, establishing a firm, legal basis for their demands was a significant achievement. Around the world, there are many people like Arbind who dream of scaling a movement to affect the lives of thousands, even millions. Yet most of them fail. What is it then that Nidan and other organisations that succeeded in taking their impact to scale do differently? At the BRAC Social Innovation Lab based in Bangladesh, we have spent the last two years studying precisely this question. While development overall is brimming with pilots and small organisations, South Asia in particular has given rise to a number of large-scale organisations and movements that buck the trend. We worked closely with practitioners in five South Asian organisations, including BRAC, to understand how they conceptualised scale and ensured that their initiatives succeeded at scale. Around the world, there are many people like Arbind who dream of scaling a movement to affect the lives of thousands, even millions. Yet most of them fail. What is it then that Nidan and other organisations that succeeded in taking their impact to scale do differently? October 2014 Page 3 women. Creating equal access to water and sanitation would be socially transformative and could dramatically improve the health of a community. These insights led it to develop its 100% participation model: it would provide significant support to villages to construct latrines and water taps for every home, as well as a sustainable potable water supply, but only if the entire community committed to the process and contributed the equivalent of $16 USD per household. Despite the fact that reaching 100% participation took several years for most villages, Gram Vikas refused to negotiate on this requirement for two reasons. First, if any members of the community continued to openly defecate, the community’s health would not improve significantly, and secondly, Gram Vikas know that part of the resistance, usually from the elites, came from the fear that 100% access would threaten the status quo. As Chitra Chowdhury, Gram Vikas, says, “It's easy to get to 80%, a bit challenging to get to 90%, but hardest to get to 100%. The process moves everyone and the entire village is changed. Once you start lowering your bar, you never know when to say this is enough.” Even in organisations that are focused on scale, leaders may spend significant time testing and refining their model prior to expanding. Following a successful pilot, leaders may even choose to run a slightly larger pilot to refine their understanding of it, prior to a full-fledged scale up. For once that begins, the time for iteration and learning will decrease dramatically. One of the BRAC projects we followed was an initiative called the “model ward,” led by the Community Empowerment Programme. The idea was to bring a village together to define their own vision of a model community, then work together to realise it, creatively mobilising resources from the local government and non-profit organisations as needed. The first efforts were initiated in an area of Bangladesh where BRAC historically had a strong presence, in a ward where the local government officials saw development gains as beneficial for their re-election. Consequently, local leadership supported the initiative and took ownership of the process. They set community goals. Community members worked together to increase school enrolment, latrine availability, and economic opportunities. Shopkeepers turned their televisions off during the times when children should be headed to school. Women cared for trees they planted on public land bordering the roads, sharing the harvest with the local government. Many positive changes happened quickly, and the local elected officials deemed it a model ward within a year. BRAC’s leadership was pleased and a bit surprised by the speed of the initial success. Nationwide, the Community Empowerment Programme had helped over 13,000 villages create community action groups (polli somaj) and continued to support their activities. A new initiative like the model ward had an instant infrastructure to go to scale—the platform was ready. And yet BRAC decided to expand to just one new ward that To scale or not to scale? Page 4 October 2014 A balancing act When going to scale, leaders must understand the relationship between three fundamental dimensions. Some issues require rapid action, whereas others have to move at an organic pace. Identifying the minimum core set of values and activities to insist on is difficult, but of crucial importance. Balancing speed, quality and sustainability is a constant challenge on the path to scale. The BRAC Community Empowerment Programme, like many organisations we studied, knew that the act of scaling is resource intensive. Often it means a significant decrease in the time and energy for learning, experimenting, and reflecting on the problem. Leaders are forced to make difficult decisions—scale almost always results in a compromise of quality, but if the quality level falls too far, what’s the point of scaling at all? Some issues require rapid action, whereas others have to move at an organic pace. Identifying the minimum core set of values and activities to insist on is difficult, but of crucial importance. Balancing speed, quality and sustainability is a constant challenge on the path to scale. looked significantly different from the first; it was more urban and a very different community politically. The team knew that there were many positive external factors that had contributed to the quick successes, and ultimately they could not yet identify the crucial ingredients that would be essential to include. Despite having the infrastructure in place, they did not want to scale without the confidence that the model was ready. The organisations that we looked at maintained a level of flexibility and openness, recognising that the context of rapidly changing South Asia required them to make constant adjustments. Several organisations, such as Gram Vikas and Nidan, actively chose to remain relatively small, with their total staff of a few hundred people. Nidan created a separate institution for vendors that could scale independently, and Gram Vikas moved out of villages once the initial work was complete. They wanted to avoid bureaucracy and stay nimble. BRAC meanwhile has over 100,000 staff in Bangladesh, having concluded that an ongoing presence and service delivery is its best way to have an impact. Scaling also requires difficult trade-offs. Maintaining a shared vision across all staff is much easier when the team is smaller and working in a single area. The quality of implementation may be compromised if the speed of scaling up is a top priority. But as Nidan’s leader Arbind found, without scale, some initiatives simply will not work. This thinking was shared by the Access to October 2014 Page 5 Information Initiative (a2i), which was managed by the Bangladesh Prime Minister’s Office and the United Nations Development Programme (UNDP). One of their primary strategies to fulfil their objective of “bringing public services to the citizens’ doorsteps” was to create information and service centres for Bangladesh’s 4,500 offices at the union level, which was the smallest administrative unit and comprised of nine wards or villages. a2i had designed an entrepreneurship model that they believed would deliver responsive services and create a livelihood for a young man and woman in each union. But it knew that with the political situation in Bangladesh, if they didn’t establish themselves completely before the next national election, there was a good chance that the project would be abandoned by the next administration. Naimuzzaman Mukta from the a2i team explained, “At first we started scaling in phases involving 100 or 200 Union Information Service Centres but we realised that at that rate, to get to 4,500 would take over 20 years. We wanted to reach that target within the government’s current term in office. So, the strategy was to scale up to the fullest extent through an administrative enforcement. Then, once that was achieved, we could address the particular challenges that arose.” There was an explicit decision to prioritise quantity over quality. Not every initiative is willing to make that decision, nor should they. Gram Vikas has chosen consistently to stick to its 100% participation criterion, sacrificing speed, because it’s central to their objective. But they are facing certain challenges as a result. As they work with other organisations to replicate the model, this has proven to be a very difficult component and ideology to convince others to adopt. Scale, particularly the kind required for effective policy advocacy, can come from the shared voice of many smaller implementers. One example is the work of the Rural Support Programme Network of Pakistan, an umbrella organisation that works with social development organisations across the country. Representing Pakistan's largest NGO network, RSPN is also one of the most respected voices in South Asia about rural social development. Their CEO, Shandana Khan, said, “Scale is a big reason we have been able to have a policy impact. Saying that you work in two villages is fundamentally different than if you say you are working with thirty-five million people.” At the end of the day, what really matters is who your champions are in the government. Identifying the people who believe in your cause and who are willing to help you move it along is the most critical part of the process. Page 6 October 2014 Typically, we describe scaling up as distinct phases. The reality is that these activities overlap. Effective organisations never stop learning and evolving. at the beginning, you can focus on learning as you scale, the scope for learning is reduced by the more pressing needs of scale October 2014 Page 7 Building institutions is a critical part of scaling Sometimes it’s better not to do it all yourself From relationships to the courage to take tough decisions, it’s clear that success at scale depends on much more than a sleek delivery model. Relationships, advocacy, opportunism and several other factors are part of the success story. Our research indicates that organisations need to think about their “intermediation” as much as their implementation. We Obviously to work at scale requires a relationship with public institutions. But in South Asia, it requires more than just a relationship. In fact, an appetite for ecosystem building and institution strengthening is recommended. We found that organisations at scale usually know how far they can push the public sector without jeopardising their work, and instead rely heavily on personal relationships, capacity building, and sheer persistence. The Rural Support Programmes Network’s history is littered with examples where a timely phone call from its well-connected founder was crucial to advancing its goals. Even now, Shandana Khan says, “At the end of the day, what really matters is who your champions are in the government. Identifying the people who believe in your cause and who are willing to help you move it along is the most critical part of the process.” It was important for them to have relationships with all political parties, be perceived as neutral, and to build and maintain relationships even when they didn’t need them. Knowing which favours to call in, from whom and when is a sophisticated skill. When organisations take on extremely complex issues, such as property rights, they must engage with the public sector on multiple levels. Three years ago, the BRAC Human Rights and Legal aid Services Programme launched a property rights initiative, designed to help women and the poor better understand and exercise their rights to land. Property disputes are notoriously complex cases in Bangladesh, often taking decades to resolve, and they are a big contributor to violence and even murders. Strengthening the legal system was a longterm goal that was largely beyond BRAC’s power, so instead it started where it worked best: in the villages, increasing the number of certified land measurers by training and supporting a cadre of social “land” entrepreneurs. In addition to providing measurement services for a fee, these entrepreneurs referred people to BRAC’s legal aid clinics and offered free services to the poor. But the planned activities were not enough—success would require a favour from someone up high. The land entrepreneurs struggled to procure the special maps they needed from local land offices that asked for steep fees or simply refused to provide them. But as a result of BRAC’s relationship with the Ministry of Land, it was able to develop a special agreement to distribute them to its land measurers. Page 8 October 2014 define intermediation as the set of activities and capabilities required for effective facilitation which brings about large-scale change. BRAC for example has invested significantly in developing capacity for research, communications, and advocacy, recognising that these dimensions influence the overall impact of its work. Not every organisation can become a jack of all trades, and many prefer not to. We see examples of intermediaries that exist to partner with implementers and provide the additional bandwidth that they need to grow. Perhaps the most interesting example is the Rural Support Programme Network in Pakistan, which was established by the many organisations implementing the “rural support programme” model. They realized that none of them had the time for the advocacy, policy making, resource mobilisation, and capacity building that would benefit all of them, so they opted to develop a separate network organisation. The National Association of Street Vendors of India and Nidan are another example of how two institutions can be greater than one. NASVI represented the vendors and excelled at activism. Meanwhile, Nidan worked behind the scenes to influence politicians, set up meetings between public officials and NASVI’s leadership, and provide important intelligence to NASVI on when to crank up the heat. Final thoughts The path to scale is full of curves and bumps. It is difficult to develop generalisable principles or recommendations. In lieu of these, from the experiences that we observed over the course of this project, we identified five important issues that we think all organisations thinking about scale should address. Don’t jump to scaling up right away. Make sure you develop a deep appreciation of the problems and potential parts of the solution first. Maintain mechanisms for learning and refining even as you scale. It doesn’t hurt to have scale in mind from the beginning, but don’t rush through the preparation because you feel pressure to start showing results and growth. Scaling is as much about removing or “scaling down” social barriers as scaling up impactful activities. Consider all angles when planning your approach, including the barriers that your organisation may face in the process. Be pragmatic. To scale, you have to choose your priorities, opportunities and your battles wisely. Be flexible on everything, except those values that are absolutely essential to your goal. Your approach and potentially even your organisation will need to evolve. Prepare to reinvent yourself if necessary. October 2014 Page 9 Learn more There’s no avoiding the fact that relationships matter. From day one, take time to cultivate a network and build trust and rapport with key stakeholders. Relationships are just one component of effective intermediation; if your organisation lacks the bandwidth or interest for these activities, consider partnering up with someone who can. Most issues can’t be tackled overnight. If it were that easy, we’d all be out of a job! Take a long view—many social issues may take a generation to truly overcome. Focus on laying the groundwork and changing those things that can be changed now, to create new opportunities for change tomorrow. We learned a great deal over the past two years about how diverse organisations across South Asia think about and approach scale. These findings only begin to skim the surface of the deep wisdom left to be discovered. Historically relatively little research on these topics has focused on the global south, despite the known existence of organisations like BRAC, Gram Vikas, RSPN, Nidan and a2i with expertise on excelling at scale. We encourage others to join in these inquiries, as deepening the sector’s understanding of scale can accelerate progress in poverty reduction globally.…
Added by chris macrae at 11:11am on April 20, 2016
world's first bottom-up NGO led by an exponential chartered accountant
2 Has always seen end poverty as about empowering bottom -up education and breaking generations of village illiteracy-
adopted the action learning ideology of Paulo Freire
with the world's least resourced government unable to offer primary schooling in rural areas, BRAC convinced the world to fund village primary schools (Montessori Type); it designed these schools to be an order of magnitude more efficient than state schools in big cities; it franchised both curriculum and teacher behaviours in ways that celebrated joy of learning; the world's most efficient end illiteracy curriculum (both for parents and children) became its first sustainable business model
3 BRAC's biggest fastest scaling up of a knowhow networking franchise was connected around oral rehydration- the tens of thousand trainers of village mothers it connected acriss rural bangladesh stayed on as para-health workers- their sustainabie business models retailing the most basic pills and health advice - BRAC has always been searching for 10 times more frugal healthcare and community services see lancet special issue on brac ; see its frugal summit series
4 BRAC was the first to consciously go sector by rural market sector and redesign the whole value chain to sustain poorest, smallest (farming) businesses but in high quality ways - see its world class innovations in bottom-up crop science, poultry, beef and diary. In crop science knowhow it formed a triad with Nippon Institute in Japan and Borlaug alumn. Its only in the 2010s that the transparency of bottom up value chain modeling has come to either USAID or the World Bank. The problem being that in the 1980s Harvard professors published value chain theory around top-down externalisation models- their ideology was programeed into spreadsheeting numbers. In this they embedded the least community sustaining algorithms worldwide - compare this with value exchange models that the economist Kenneth Boulding had urged American secondary school teachers to make fundamental to systems literacy in the 1960s.
5 From the start BRAC published microentrepreneur research - lessons of what failed as well as what worked It debriefed all its funding partners continuously -microfanchise small (efficient and effective open model) then scale large. It developed a culture of offensive, open and entrepreneurial bottom-up aid celebrating very way that this is opposite from how failed systems emerge when:
aid is defensive not publishing mistakes at earliest possible time to learn, and administered around top--down adminsitration
6 The biographer of Steve Jobs claims his genius involved connecting multiple market sectors that had been separately strategised before the age of connectivity. Actually both BRAC and Grameen linkedin grassroots connectivity before technology was ready to multiply life critical knowhow. Both design bottom up financial service circles of village mothers round fusion of at least 4 sectors:
bottom-up value chain design
education
increasing health before taking out a loan to maximise personal and communal productivity
financial services
People who fail to map the synergies between the way BRAC and Grameen scaled do endless harm to the every curriculum : microbanking, microeducation, microhealth, microvalue chains.
For example Grameen''s 16 decision culture of every centre of 60 villagers famously committed every village mother to sending children to primary school. But the schools across rural bangladesh only existed because of what BRAC scaled. Ultimately by the mid 1990s the grassroots "social networking" structures of both Grameen and BRAC involved hundreds of thousands of village circles communally regenerating village sustainability around maximum of 60 mothers per circle
7 Both Grameen and BRAC had made the barefoot village banker the most trusted adviser -ensuring at least weekly visits to every village circle. What was being embedded was the most life critical social networking infrastructure. While it was Grameen that first mobilised the telecommunications connectivity of this - BRAC's personal advisers by early 1990 for every villager had added para-legal advisers - in other words BRAC was more deeply advanced into protecting the property rights of villagers (cf the argument of De Soto)
8 Sir Fazle Abed trained in Glasgow as an architect before he became a chartered accountant. he liked to map on paper before digitalising. So BRAC was definitely slower in testing mobile connectivity as integral to the global village networking age. However this had an advantage. When microeditsummit started in 1997 it failed to query the tipping point between:
manual and digital trust networks of banking
manual and digital connections of education infrastructures
bottom up value chain design.
While BRAC and Grameen had both scaled enough to attract investment in going digital many of the microcredit manual replicates in other countries were not in such a position to leverage/empower grassroots networking scale. This is the most fundamental problem impacting the The vast majority of microcredit models to lose their way during the race to 2015 millennium goals. While DR Yunus challenged the world of globalising business to partner inmobilising practical village lab tests, BRAC focused first on integrating hi-trust banking at every level a developing nation needs:
the rural microcredit banks (phase 1 manual)
the rural microcredit banks (in a digital age)
the connection between hi-trust urban banking for poorest and rural banking for poorest
the connection of cashless e-banking
the connection of an association of global banks with values around the world
9 Grameen had from the mid 1980s celebrated dialogue roundtables aboyt three tiemns a year where people who wanted to try and replicate grameen in their own countries could come and action learn. Partly because the BRAC model is so much more interdependent with developing a nation's education - it did not see how to become a multinational knowhow connector until lessons were learned around the world from the first exponentially increasing decade (19996-2005) connection of the internet linking in every human being (citizen or villager). BRAC's international development since mid 2000s has been with the most trusted partners -search both its global connectors and its local cultural connections with muslims for good.
10 As the 2010s scale open education, the opportunity is to celebrate all the most collaborative curricula of bottom up development noting the correlation between the social movements of end poverty and twining youth job creation out of every capital with a future. It is to be hoped that the most open education platforms such as khan academy find ways to source microfranchise module content both from BRAC and Grameen. If these 3 Bangladeshi-cultured networks can win-win-win they can help worldwide youth change every broken system that became to top-down during tv advertising's age.
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Added by chris macrae at 6:31am on February 14, 2014
KERRY GLASGOWIS HUMANITY'S LAST BEST CHANCE - Join search for Sustainaabilty's Curricula
101ways-generation.docx 101 ways education can save the world WHAT IF WE DESIGNED LIFELONG LIVELIHOOD LOEARNING SO THAT so that teachers & students, parent & communities were empowered to be ahead of 100 times more tech rather than the remnants of a system that puts macihnes and their exhausts ahead of human life and nature's renewal 2016 is arguably the first time thet educatirs became front and centre to the question that Von neummn asked journalist to mediate back in 1951- what goods will peoples do with 100 times more tech per decade? It appears that while multilaterals like the Un got used in soundbite and twittering ages to claim they valued rifghts & inclusion, pubblic goods & safety, they fotgot theirUN tech twin in Genva has been practising global connectivity since 1865, that dellow Goats of V neumnn has chiared Intellectual Cooperation in the 1920s which pervesrely became the quasi trade union Unesco- it took Abedian inspired educations in 2016 ro reunite ed and tecah as well as health and trade ; 7 decades of the UN not valuing Numenn's question at its core is quite late, but if we dare graviate UN2 aeound this digital coperation question now we give the younger half if the world a chnace especially as a billion poorest women have been synchronised to deep community human development since 1970
Dear Robert - you kindly asked for a short email so that you could see if there is a CGTN anchor in east coast who might confidentially share views with my expectation of how only Asian young women cultural movements (parenting and community depth but amplified by transparent tech in life shaping markets eg health, food, nature..) can return sustainability to all of us
three of my father's main surveys in The Economist 1962-1977 explain imo where future history will take us (and so why younger half of world need friendship/sustainable adaptation with Chinese youth -both on mainland and diaspora)
1962 consider japan approved by JF Kennedy: argued good news - 2 new economic models were emerging through japan korea south and taiwan relevant to all Asia Rising (nrxt to link the whole trading/supply chains of the far east coast down through hong kong and cross-seas at singapore)
1 rural keynsianism ie 100% productivity in village first of all food security- borlaug alumni ending starvation
2 supercity costal trade models which designed hi-tech borderless sme value chains- to build a 20 million person capital or an 8 million person superport you needed the same advances in engineering - partly why this second economic model was win-win for first time since engines begun Glasgow 1760 ; potentially able to leverage tech giant leaps 100 times ahead; the big opportunity von neumann had gifted us - knowhow action networking multiply value application unlike consuming up things
1976 entrepreneurial revolution -translated into italian by prodi - argued that future globalisation big politics big corporate would need to be triangularised by community scaled sme networks- this was both how innovation advancing human lot begins and also the only way to end poverty in the sense of 21st C being such that next girl born can thrive because every community taps in diversity/safety/ valuing child and health as conditions out of which intergenerational economic growth can spring
in 1977 fathers survey of china - argued that there was now great hope that china had found the system designs that would empower a billion people to escape from extreme poverty but ultimately education of the one child generation (its tech for human capabilities) would be pivotal ( parallel 1977 survey looked at the futures of half the world's people ie east of iran)
best chris macrae + 1 240 316 8157 washington DC
IN MORE DETAIL TECH HUMAN EXPONENTIALS LAST CHANCE DECADE?
- we are in midst of unprecedented exponential change (dad from 1960s called death of distance) the tech legacy of von neumann (dad was his biographer due to luckily meeting him in his final years including neumann's scoping of brain science (ie ai and human i) research which he asked yale to continue in his last lecture series). Exponential risks of extinction track to mainly western top-down errors at crossroads of tech over last 60 years (as well as non transparent geonomic mapping of how to reconcile what mainly 10 white empires had monopoly done with machines 1760-1945 and embedded in finance - see eg keynes last chapter of general theory of money); so our 2020s destiny is conditioned by quite simple local time-stamped details but ones that have compounded so that root cause and consequence need exact opposite of academic silos- so I hope there are some simple mapping points we can agree sustainability and chinese anchors in particular are now urgently in the middle of
Both my fatherwww.normanmacrae.netat the economist and I (eg co-authoring 1984 book2025 report,retranslated to 1993 sweden's new vikings) have argued sustainability in early 21st c will depend mostly on how asians as 65% of humans advance and how von neumann (or moores law) 100 times more tech every decade from 1960s is valued by society and business.
My father (awarded Japan's Order of Rising Sun and one time scriptwriter for Prince Charles trips to Japan) had served as teen allied bomber command burma campaign - he therefore had google maps in his head 50 years ahead of most media people, and also believed the world needed peace (dad was only journalist at messina birth of EU ) ; from 1960 his Asian inclusion arguments were almost coincidental to Ezra Vogel who knew much more about Japan=China last 2000 years ( additionally cultural consciousness of silk road's eastern dynamics not golden rule of Western Whites) and peter drucker's view of organisational systems
(none of the 10 people at the economist my father had mentored continued his work past 1993- 2 key friends died early; then the web turned against education-journalism when west coast ventures got taken over by advertising/commerce instead of permitting 2 webs - one hi-trust educational; the other blah blah. sell sell .sex sell. viral trivial and hate politicking)
although i had worked mainly in the far east eg with unilever because of family responsibilities I never got to china until i started bumping into chinese female graduates at un launch of sdgs in 2015- I got in 8 visits to beijing -guided by them around tsinghua, china centre of globalisation, a chinese elder Ying Lowrey who had worked on smes in usa for 25 years but was not jack ma's biographer in 2015 just as his fintech models (taobao not alibaba) were empowering villagers integration into supply chains; there was a fantastic global edutech conference dec 2016 in Tsinghua region (also 3 briefings by Romano Prodi to students) that I attended connected with great womens education hero bangladesh'sfazle abed; Abed spent much of hs last decade hosting events with chinese and other asian ambassadors; unite university graduates around sdg projects the world needed in every community but which had first been massively demonstrated in asia - if you like a version of schwarzman scholars but inclusive of places linking all deepest sustainability goals challenges
and i personally feel learnt a lot from 3 people broadcasting from cgtn you and the 2 ladies liu xin and tian wei (they always seemed to do balanced interviews even in the middle of trump's hatred campaigns), through them I also became a fan of father and daughter Jin at AIIB ; i attended korea's annual general meet 2017 of aiib; it was fascinating watching bankers for 60 countries each coming up with excuses as to why they would not lead on infrastructure investments (even though the supercity economic model depends on that)
Being a diaspora scot and a mathematician borders (managers who maximise externalisation of risks) scare me; especially rise of nationalist ones ; it is pretty clear historically that london trapped most of asia in colomisdation ; then bankrupted by world war 2 rushed to independence without the un or anyone helping redesign top-down systems ; this all crashed into bangladesh the first bottom up collaboration women lab ; ironically on health, food security, education bangladesh and chinese village women empowerment depended on sharing almost every village microfranchise between 1972 and 2000 especially on last mile health networking
in dads editing of 2025 from 1984 he had called for massive human awareness by 2001 of mans biggest risk being discrepancies in incomes and expectations of rich and poor nations; he suggested that eg public broadcast media could host a reality tv end poverty entrepreneur competition just as digital media was scaling to be as impactful as mass media
that didnt happen and pretty much every mess - reactions to 9/11, failure to do ai of epidemics as priority from 2005 instead of autonomous cars, failure to end long-term carbon investments, subprime has been rooted in the west not having either government nor big corporate systems necessary to collaboratively value Asian SDG innovations especially with 5g
nye:csis jan2020 dc the greatest debate help search 2025NOW.COM
I am not smart enough to understand how to thread all the politics now going on but in the event that any cgtn journalist wants to chat especially in dc where we could meet I do not see humans preventing extinction without maximising chinese youth (particularly womens dreams); due to covid we lost plans japan had to relaunch value of female athletes - so this and other ways japan and china and korea might have regained joint consciousness look as if they are being lost- in other words both cultural and education networks (not correctly valued by gdp news headlines) may still be our best chance at asian women empowerment saving us all from extinction but that needs off the record brainstorming as I have no idea what a cgtn journalist is free to cover now that trump has turned 75% of americans into seeing china as the enemy instead of looking at what asian policies of usa hurt humans (eg afghanistan is surely a human wrong caused mostly by usa); a; being a diaspora scot i have this naive idea that we need to celebrate happiness of all peoples an stop using media to spiral hatred across nations but I expect that isnt something an anchor can host generally but for example if an anchor really loves ending covid everywhere then at least in that market she needs to want to help united peoples, transparency of deep data etc
please map how and why - more than 3 in 4 scots earn their livelihoods worldwide not in our homeland- that requires hi-trust as well as hi-tech to try to love all cultures and nature's diversity- until mcdonalds you could use MAC OR MC TO identify our community engaging networks THAT SCALED ROUND STARTING UP THE AGE OF HUMANS AND MACHINES OF GKASGOW UNI 1760 12 3 - and the microfranchises they aimed to sustain locally around each next child born - these days scots hall of fame started in 1760s around adam smith and james watt and 195 years later glasgow engineering BA fazle abed - we hope biden unites his irish community building though cop26 -ditto we hope kamalA values gandhi- public service - but understand if he or she is too busy iN DC 2021 with covid or finding which democrats or republicans or american people speak bottom-up sustainable goals teachers and enrrepreneurs -zoom with chris.macrae@yahoo.co.uk if you are curious - fanily foundation of the economist's norman macrae- explorer of whether 100 times more tehc every decade since 1945 would end poverty or prove orwell's-big brother trumps -fears correct 2025report.com est1984 or the economist's entreprenerialrevolutionstarted up 1976 with italy/franciscan romano prodi