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10 year review

Back in 2007 Muhammad Yunus briefed us on launches of nearly free nursing coleges - Bangladesh was a nation whise leadership in sustainability goals is due to being developed by poorest women> Critical to girls emlpowerment is always celebratein every job women could create by segmenting services of last mile village health care - instead of qualifying for every disease under the sun

HOW TO BUILD A HEALTH SERVICE FROM NEXT TO NO RESOURCES -START WITH BANGLADESH 

FIRST para health servants of oral rehydration - infant and maternal life saving solutions were created in the late 1970s; without koral rehydation quarter of infants died; consequently the vilage mother lof the 1970s was expected to bear 10 children with goal of 2 boys surviving - by empwoering mothers to be miracle ehalers men suddenly revalued their wifes' lives, and not having to bear 10 babies increased wlomens life expectancy and gave them time to become income-earning

qbillion.JPG

2017 health's newest curriculum goes viral on moocs and weherever youth

futures are sustainable 

  1984 why cost of health would signal

if we were designing sustainable global village world - 2017 where have health systems been designed unsustainably 

 Bangaldesh villages developed close friuendships between school teachers and par health serviabts- why would every girl know aneough about health before elaving porimary p- and in many cases want to study to be a vilage helath servant, nurse or doctor;  more recently BRAC has been bringing skils training to poor in bangaldesh cities- expect adoelsecent peer to peer health training to become the great new curriculum wherever girls thrice 

COMMUNITY HEALTH SERVICE SEGMENTATION 2 major infectious diseases involved training 2 types of focused health servant  - 1) those who had survived a disease such as tuberculosis turned lout to be the best treating it (typically seeing patiesnt 365 fdays a year) ; 2 grassroots collaboration networking so that outbreaks were identified in time to minimise consequences

at least 100 million jobs can be microfranchised around the poorest (or what became during industrial revolution 1 the most disconnected parts of the world) if we understand bangladesh's pre-digital health servants (more village service foci include disaster relipef reseilience and green modes of energy) and now potential app empowerment

-- that's before we get to the great missing peer to peer curricula of adolescent health -join the mooc to discuss implications of slides such as being

celebrated at https://www.coursera.org/learn/youth-health/ nb this is an OPEN MOOC - ie one that permits you top download all source videos for peer to peer engagement - please tell us what you action learn so we can linkin all P2P adolesecent health networkers  chris.macrae@yahoo.co.uk

 BREAKING NEWS DEC 2016 - now that intel and yazmi.com are curating education for 300000 catholic rural kenya children at a time- one could expect a third of girls or more will get on a livelihood pathway to last mile health service

 

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

 

Sunday, September 18, 2016

30 national leaders and counting invite families and youth to change the world of education and media - why change if we keep old education half of all youth will be underemployed- lets unite the greatest #learninggeneration - thanks to these leaders
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  Commission - most exciting report on education to be issued UN NY 18 Sept
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Co-covenors : Norway’s PM Erna Solberg,  Chile’s Michelle Bachelet Indonesia’s Joko Widodo,  Malawi’s Peter Mutharika, UNESCO Irina Bokova  acceptance by Ban Ki-Moon

Commissioners Gordon Brown (chair, scotland);  Jim KimJack Ma (China),  Gracia Machel (S Africa), Amartya Sen,

Ananat Agarwal, Jose Manuel Barroso, Felipe Calderon (Mexico), Kristin Clemet (Norway), Aliko Dangote (Nigeria), Julia Gilard, Bael Raza Jamil (Pakistan), Amel Karboul (Tunisia), Jakaya Kikwete (tanzania), Yuriko Koike (Japan), Anthony Lake (UNICEF), Ju-Ho Lee (South Korea),  Strive Masiyowa Zimbabwe telecom billionnaire,  Teopisyta Biriungi Mayanja (S Korea), Shakira Mebarak Superstar singer from Colombia, Patricio Meller (Chile),  Ngozi Oko0nzo-Iweala (Nigeria), Sheikha Lubna Al Qasimi (United Arab Emirates),  Kailash Satyarthi (india),  Theo Sowa (African Women Development), Lawrence Summers, Helle Thorning Schmidt (SAve The Children International)
questions to afruca's tech hubs
how many are colaborating with rachel?
how many are involved in sharing girls adolescent health currucula?
techubsafrica.JPG 

 

notes from how world bank maps hubs

 

 Our mapping activities began tracking tech hub and incubators in the African context since 2014 with periodic updates, focusing specifically on those who support digital entrepreneurship.

 
Complementing other World Bank work in this realm, such as research on mLabs and mHubscontributions to the Makers’ movement, support to mobile app competitionsbootcamps and hackathons, and an upcoming Pan-African Acceleration program, the Tech Hubs in Africa map highlights the presence and potential interaction between digital entrepreneurs, while furthering the World Bank’s twin goals of ending poverty and increasing shared prosperity. The exercise also provides data points for ongoing inquiry into the relationship between innovation, entrepreneurship, job creation, and sustainable livelihoods. 
 
Digital Entrepreneurs
To this end, we track tech hubs, which we define as spaces mainly focused on developing a digital entrepreneurship ecosystem, or a network of engagement between digital entrepreneurs, designers and potential investors. Tech hubs’ ecosystem build-out also includes linking established digital/mobile businesses offering services or mentorship to new entrepreneurs and consumers (rural or urban depending on the context). In addition, Tech hub activities facilitate idea generation programming such as brainstorming sessions that engage consumer groups with developers, “intro-to-coding” workshops, hackathons and Start-Up Weekends, while offering a shared-working space, business skills, lectures or technology-related training opportunities.
 
We also track tech incubators, which we define as organizations that predominantly offer targeted, time-bound activities and resources through application-based “go-to-market” programs for early stage digital and tech entrepreneurs. Entry categories and descriptions aim to highlight where government, academic institutions, private firms, and civil society groups are supporting innovation through funding and other resources, and to what degree of success.
 
The numbers of innovation actors in African countries span beyond the material logged in this mapping, as recent research from the GSMA Ecosystem Accelerator and a March 2016 Disrupt Africa article support. Many organizations also wear multiple and overlapping hats, our definitions do not mean to stifle or silo their activities. As comments on our map highlight, the terms incubator and accelerator are often used interchangeably, and are at times differentiated by variations in program timeline, skill development, selection process, or access to seed funding. We also include spaces, such as many of the Fab Labs, who offer the digital entrepreneurship support this project aims to study, but who might also be identified as makerspaces, hackerspaces, or fabrication studios.   Similarly, other entrepreneurship stimulators might include some activities falling within a tech hub, incubator, or accelerator repertoire, but are not logged in this exercise depending on their overall focus area or governance model.  Tech Hubs and Incubators in Africa
 
Mapping the larger space
Yet the innovation space grows week by week, and with it, the diversity of actors grows as well, whether they be pitching products to consumers or catering to digital entrepreneurs, designers, hackers, and developers—all significant market segments in their own right. As Rob Baker, formerly of the World Bank and now with USAID’s Global Development Lab, recently blogged in reference to the global Makers movement, we too must ask, “Where is the one great list?”
 
What opportunities, services, and programs do different organizations offer, where are they, and to whom do they peddle their wares? The answer is a longer one, which goes beyond our current mapping exercise, and which requires much collaboration in its own right.
 
Like the World Bank’s mapping, other projects have also looked into particular aspects of global innovation. Open.co’s online database looks into hub organizational dynamics on various themes, including peace and reconciliation, coaching and co-working spaces for civil society groups, and non-tech start-up support. Fab Foundation’s Fab.io map and underlying API for Fab Labs, the Impact Hub and Jokkolabs lists of consortium members, the Hackerspaces wiki, and makers.json, an API for Makerspaces, are other contributors to the space. With funding from GIZ and others, the Ananse Group is now aggregating existing global innovation datasets in an ongoing project to amass data on a much larger scale and create an open space for innovation actors and observers to dialogue and learn from one another.

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Alibaba founder Jack Ma unveils ambitious plan

Mission: 100 million new jobs

By Dana McCauley


He already runs the world's biggest online shopping company, but Alibaba founder Jack Ma is not satisfied.

The Chinese billionaire has unveiled an even more ambitious plan to expand the company's reach across the globe, creating 100 million new jobs and transforming the global economy to create a more equitable world.

It may sound pie-in-the-sky, but the goal forms part of mission statement of the US$261 billion company's visionary executive chairman.

In a letter to shareholders, Ma outlined Alibaba's achievements of the past financial year - including a gross merchandise turnover of more than $195 billion (1 trillion RMB), an "unprecedented" figure - before looking to the future.

"We have more than 430 million annual active buyers, which means one out of every three individuals in China has made a purchase on our retail marketplaces," Ma wrote.

But, he said, while proud of Alibaba's online shopping achievements, "we want to do far more", saying that the benefits of globalisation had not been spread evenly, but that "digital disruption will bring us closer to a level playing field for young people and small businesses".

"We are not merely trying to shift buy/sell transactions from offline to online, nor are we changing conventional digital marketing models to squeeze out a little additional profit," he wrote.

"We are working to create the fundamental digital and physical infrastructure for the future of commerce, which includes marketplaces, payments, logistics, cloud computing, big data and a host of other fields."

The Alibaba group of companies, founded in 1999, accounts for 60 per cent of all Chinese online sales, and this year overtook Walmart as the world's largest retailer.

 

It has made Ma the second richest man in Asia, with a net worth of US$28.5 billion.

THE NEW 'NATURAL RESOURCE'

It's through cloud computing that Alibaba aims to expand its reach, and the company has been investing in the technology as part of a strategy that sees shoppers' data as the contemporary equivalent of mineral riches.

"Over the next 30 years, with computing power as the new 'technology breakthrough' and data as the new 'natural resource,' the landscape of retail, financial services, manufacturing and entertainment will be transformed," Ma wrote, forecasting a decades-long period of transformation.

"The internet revolution is a historical inflection point, much like when electricity was introduced, and it may have an even greater impact," he predicted.

Alibaba's mission, he said, was to "empower merchants with the ability to transform and upgrade their businesses for the future" and "help companies all over the world to grow".

"We believe, the commerce infrastructure we have created in China - marketplaces, payments, logistics, cloud computing and big data, all working in concert - can be applied on a global scale to lift up small and medium businesses and ordinary consumers around the world."

Eight years after launching, Alibaba Cloud hosts 35 per cent of Chinese websites, while delivering cloud computing and big data services.

'100 MILLION NEW JOBS'

Ma said Alibaba was constantly adapting to the changing e-commerce environment, as staying at the forefront of innovation was key to its continued success.

"In the coming years, we anticipate the birth of a re-imagined retail industry driven by the integration of online, offline, logistics and data across a single value chain," he said.

"With e-commerce itself rapidly becoming a "traditional business," pure e-commerce players will soon face tremendous challenges."

A shift to mobile revenue was one such change, he said, with mobile climbing from a single-digit percentage to three-years of total revenue from Alibaba's Chinese retail marketplaces, in the space of two years.

"This is why we are adapting, and it's why we strive to play a major role in the advancement of this new economic environment," Ma said.

Innovations like Alibaba's Qianniu app, which helps online businesses to improve sales and marketing while enhancing efficiency, were an example of the type of projects the company aimed to focus on.

"In 20 years, we hope to serve two billion consumers around the world, empower 10 million profitable businesses and create 100 million jobs," Ma said, adding: "This will be an even more difficult journey than the one behind us."

news.com.au

 
 
LISTEN : Newstalk ZB Political Editor Barry Soper speaks to Andrew Dickens on KPMG Early Edition

Mr Ma - who's worth around $50 billion - met with John Key in Beijing late yesterday. He made his money through founding the online commerce platform Ali Baba.

Standing alongside the Prime Minister, he heaped praise on the country, which he says is loved by many Chinese.

"At least 20 of my colleagues retired from Ali Baba. They're all very young, in their 40s, they all go to New Zealand."

"I asked what they do apart from the golf and green things and they say it's the people there."

It wasn't all social, with the Chinese billionaire also talking business.

Jack Ma told the entrepreneurs luncheon Kiwi businesspeople find it difficult to access the Chinese market.

Mr Ma said he wants to make that easier with his multi-platform organisation.

"We have Ali Baba University. We would either have courses in New Zealand or invite the entrepreneurs in New Zealand to stay in China for two weeks for training."

"The second is that we're going to open an Ali Baba business embassy next year in New Zealand."

John Key is in China meeting business and political leaders.

 

 


Innovation "Made in China" - The Case of Alibaba and the role of Net-based Small Business

Innovation is a key driver for economic development and social progress and small business is one of the best ways for people to express their willingness and capability to innovate.  Pervasive business ownership has, therefore, been the foundation in many societies for the continued improvement of people’s economic wellbeing. In the People’ Republic of China, however, private business ownership was prohibited between 1957 and 1978. Productive innovations were extremely restricted and as a consequence, China’s economy was on the verge of collapse by the end of 1978. The Chinese people had suffered a historic setback.

Alibaba’s growth, driven by unleashing grassroots entrepreneurship, has become an exemplar of China’s innovation in the 21st century.  Started by 18 young people in 1999, Alibaba has grown into a giant global internet platform and has made many invaluable contributions to China’s progress. Highlighting the importance of pervasive small business ownership in unleashing grassroots innovation and improving economic wellbeing, Professor Lowrey will discuss Alibaba’s innovative strategies and explain the economic theory behind its inspiring success.

 

 

 

Dr. Ying Lowrey is Professor of Economics at Tsinghua University and Deputy Director of the Tsinghua Research Center for Chinese Entrepreneurs, and a member of the Academic Committee for Alibaba Group Research Institute. Her teaching and research interests include economics of innovation and entrepreneurship in the internet and platform economy, the modern microfinance market, business demographics, characteristics of business owners, and the role of free enterprise and competition in the macroeconomy. 

She received her economics Ph.D. from Duke University, economics MA from Yale University and mathematics BS from Wuhan University. Before joining Tsinghua University in 2012, she served as senior economist at the Office of Advocacy, U.S. Small Business Administration and has taught economics at George Washington University and San Diego State University.

 

Selected publications 

 

 100millionjobcrisis

100millionjobcrisis

Founder of Ali Baba commits his work for Chinese on internet to generate 100 million microentrepren…chris macraeNov 23, 200950 views

Founder of Ali Baba commits his work for Chinese on internet to generate 100 million microentrepreneur jobs in 2010s - who else would you vote at the centre of 100 million job creation leagues?
=====================update sumer 2016:
unlike oiher years spent with bangaldeshi inspired youth, i spent 2015-2016 mainly with a class of chinese female students - what brilliant minds and tirelss sources of human energy - i hope this summary of why the whole world can celebrate what jack ma is doing is near to the mark - but as always look forward to editing any errors which are mine alone
chris.macrae@yahoo.co.uk washington dc text 240 316 8157
======================
was english language tutoring

In 1995 he was sent to the usa on an exchange mission and encountered the worldwideweb - then unknown in China. He determined the www would be the biggest job creating innovation of his (or his generations) life and hopefully of every Chinese entrepreneur he could valuably link into.

Over the next 15 years his wizard coding teams went from something that was little more than an electronic yellow pages for small businesses to conceiving sustainability generation's 2 greatest retailing platforms china or the world may ever have seen..

the taobao platform is the most valuable job creating concept retailers have ever mediated because it reverses the western trend of globalisiation of retailers, bankers and big corporations squeezing out local and small enterprises from having a market; how taobao did that is an extraordinarily detailed story but note how Ma was concerned to ensure even the most cut-off of Chinese villagers could start up on tao bao (rural ecommerce is one of the innovations that Ma has led the www purpose to linkin)

His other mall was pitched at the more usual high cost fashions of big global merchandisers. Because of complex property laws in chinese cities, most expensive retailers are not much of a joy to shop in. So ali baba created a lifestyle -eg celebrate singles day 11/11 shopping virtually rather than the physically exhausting interaction in The West's biggest shopping days of the year)

SO 365/24/7 consumers of ali baba can choose who they value developing most with their purchasing power as well as searching merchandise with global image or local cultural joy

Alibaba has become china's and probably the word's largest retailing channel. It does this with next to no merchandise but brilliant coding so that every store front on its platforms delivers with equal reliability. Hunting out exactly how Ma forms partnerships so that big data analysis benefits the smallest enterprises and most local consumers ought to be a job of whomever is sustainability goals greatest economist.

Intriguingly to ensure he could compete with the chinese internet companies that raced to co-create the www that Ma had opened space for in china, Ma IPO'd Alibaba through a process 2010-2015 while developing his secret sustainability weapon under private ownership. AlIpay is china's number 1 financial inclusion delivery system and maybe global youth most humanly productive coding achievement to date.

Comparing china's top 10 internet properties with the west's is very interesting. Are the consuming behaviours on ali baba more sustainable than those on amazon or ebay or paypal? Are the learnng behaviours on baidu more sustaining of youth than on google or coursera or microsoft's linkedin. Time will tell but note how speaking english, chinese and coding (as well as mother tongue) are probably what educators anywhere on planet earth should NOW be most valuing their global youth's future freedom to thrive entrepreneurially around.

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