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green crop science revolutions waved joyfully across asia during 4th quarter of 20th century and were integral to the BRAC curriculum of how the world's poorest vilage moithers developen a national econonmy (bangladesh)- excert from brac curriculum


so if after 7 years of value chain debates ar his versuin of USAID obama's last entreprenur summit landing kenya late july 2015 cant move on the green revolotion then he (and all of washibgtin consensus) really should get out of entrepreneurship , and pro-youth economics

we cant all be good at everything however much we plan hard or dream yes we can


more from brac's curriculum of how world's poorest village mothers developed 100+ million nation video --minute 18: to get a start in village education, we piloted primary 22 schools - one-room, one married teacher in a village with 35 students- once we had got best-of-literacy-teachers from all over the world to share with us, our alumni results led the nation's rankings so we built another 35000 one-room schools- 70 per cent girls- we have now graduated 6 million primary students= you will find our young women pivotal to all of bangladesh's leading markets from fashion to sustainable community banking 

24.30 where does brac microfinance flow? we invented microfinance , we expanded it throughout rural but just financnjg doesnt mean that you are going to make a livehihood sucecssfully- 

 we found for example that about 300000  women who were growing vegetnbles couldnt make much because quality seeds were not available 

we found the women who bought cows couldnt sell their mo;k in rural areas as there was nio market for milk in rural bangladesh 

 so brac gad to go into sociial enterprises 

so we set up a milk plant that collected the milk where we pasteurised the milk and sold milk products 

we wemt into seed business so womens productivity cou;od increase 

so we went into different kind of businesses to try and get poor people earn more from what they are trying to do either by providing belter inputs or marketing their products so brac has become the largest ngo with over 100000 employees in bangladesh alone and 9000 in other countiies and out budget is 629 million this year in which 70% comes from our businesses and 30% from donors 

we have gone into businesses like banking -we own 5th largest bank in bangla because microfinance only creates jobs for people who work for themselves not for those who create jobs for others -so  we do mainly SME lending in brac bank 

then there is another group of people ultra poor who are too poor to borrow money and we have developed a program now (starts with $300 dollar over 2 years starting off with  gift of asset ) -see ether duflo brac write-up 300 dollars was so great it couldnt have been the money alone it must have been the hope it multiplied




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as a present to 21st BRAC opened a university


tell us which is your favorite course

eg midwifery MSC

 BRAC Institute of Global Health’s (BIGH) midwifery department is leading a community-based midwifery diploma programme (CMDP), in partnership with national non-governmental implementing partner organisations (IPOs). This innovative educational initiative, funded by DFID, with technical support from Jhpiego, the Obstetrical and Gynaecological Society of Bangladesh (OGSB) and the Liverpool School of Tropical Medicine (LSTM), is the first of its kind in the private sector of Bangladesh. 

The programme is designed to recruit students from remote and underserved areas with high maternal and newborn health needs, build their capacity through a three-year residential diploma in midwifery and deploy midwives in their respective communities upon graduation. 


Oral Rhydration case: contextual map

In developing microfranchise, note how much experimentation is needed at micro stage before scaling big.

Do you think that village mothers could next have gone on to be economically empowered by microcredit 1) without their own health improving with lowering of number of children born per mother and 2) without the trust that BRAC celebrated all across rural Bangladesh for sharing life saving knowhow



EXAMPLE TRAINING FRANCHISE 3ES- Effective, Efficient, Expansion From Sir Fazle Abed California 015
Effectiveness took us a year and 3 iterations -here's the how and why: 1979 international year of child - we wanted to do something big -the biggest infant killer was diarrhea- so we thought if we teach mothers oral rehydration (mixing water ,sugar, salt in correct proportions) go to  all 16 million rural households in Bangladesh - first 30000 pilot  -we found only 6% used so we were disappointed; we found out te reason was our oral rehydration teachers didnt believe in OR themselves (ie they would buy a pill) so we retrained them;  and we hoped for our next 30000 wave - this went up but only to 19% - still disheartening - so what's the problem? - we sent anthropologists to 6800 households- the problem was the men, they dissuaded women telling them to get a pill for the infant.- So we decided our program was wrong by failing to include men - before our next wave we gathered men together in the village and went to mosques on friday prayers, went to market places, made radio broadcasts-  it took us about a year and a half before we got the training program to be effective
Efficiency means cutting out redundancy once you know what's an effective microfranchise- eg we found that instead of training each mother alone in her home- we could teach 3 neighbours at a time-

Expansion of the Oral Rehydration training program across the nation:


Oral Rehydration:

-won BRAC unique worldwide friends including James Grant whose leadership of UNICEF also became famous for celebrating OR's impact on saving infants lives;

-demonstrated BRAC as an unique grassroots network, capable of leading health solutions for the poorest - over the years BRAC was to go on to do the most in attracting partners if developing rural health service of Bangladesh from scratch

-today the leading model of Preferential Option Poor health service is Partners in Health by Paul Framer and Jim Kim but Paul was just starting to qualify as a medic in 1982 - and  PIH and BRAC are famously friendly in leading each other across hemisphers in working out how to scale and sustain life-saving local solutions regarded as best in class of global social value of health


The BRAC curriculum for generating livelihoods and critical services in rural areas that started with next to nothing moves through

community health service microfranchise

childrens education franchises

saving and loans for mothers and parents of families to build livelihoods


In terms of redesigning produce markets for sustainability of the poorest actors, naturally agriculture was a founding concern: and fortunately green revolution knowledge was waving collaboratively across asia, So much so that sir fazle abed in says this 2014 video:

                         minute 7.10 Food production trebled in bangladesh from 1980 as in most of asia thanks to the green revolution but why didnt this happen in africa - go there today and you see no extension service no high quality seeds, no irrigation, no gov investment in necessary infrastructure - africa completely missed green revolution -so lets change that now



Out of bangladesh brac was a world leading collaborators with crop scientists particularly the staple rice and also ensuring that vegetable seeds are optimal ( before brac intervened 85% of the seeds distributed to the village were duds!)


brac has redesigned the whole poultry market - over time leadership of this has sustained 2 million microfranchise jobs for poorest villagers - see case tabled


brac chose when to enter dairy and beef- basically powdered milk can be a great opportunity for poorest owners of cattle to contribute to but not while the eu was dumping surpluses in the days of its butter mountains


brac provides the market channel for villagers skills in arts and crafts

all of these pre-digital age developments of grassroots networks into sustainable value chains have both sustained livelihoods and made brac itself ever less dependent on charitable fundraising


Sir Fazle says his idea goal for BRAC would be 90% self-financing. He would like BRAC to see 10% of revenues coming from foundations so that cutting edge creative development will remain as a BRAC millennials hallmark.


BRAC has become the world's largest and most collaborative partnering NGO. Quite remarkable as a bottom-up NGO starting with what 1972 commentators were calling the basket case nation of the world. And BRAC has changed the paradigm for ever. Nobody in the 21st Century is taken seriously as an adviser on Aid without answering such transparency questions as what does your value chain map look like, and how can we interactively test with eg diaspora networks who can audit the end to end whole truth of a trade model with the poorest producers with more depth of diversity and network connectivity than any 20th c auditor or aid guru.


BRAC's leadership curriculum of how world's poorest mothers develop and sustain a nation will be 48 years old in 2020. Half of that time period is characterised by grassroots networks with zero communications structure other than word of mouth and printed paper. The other half has seen the greatest leapfrogging over missing infrastructures that mobile goodwill partnerships can achieve. The whole could be the most exciting meta-curriculum ever born - unless you can show us a more valuable contender



Imagine if there was one satellite channel everyone could access that celebrated choice of curricula student and teachers could be spending time on. Taking BRAC as one  meta-curricula worth everyone knowing existed, what other 9 pro-youth educators curricula might feature in a top 10 curricula of ending poverty, maximising millennials' livelihoods and sustainability. This is the question researchers and friends inspired by Noah Samara's ask 24/7. We welcome your suggestions -


Sir Fazle Abed

BRAC is POP's benchmark in education thanks to Sir Fazle being a disciple of Paulo Freire's Pedagogy of the Opressed. Practically BRAC led pre-digital empowerment of world's poorest village mothers' nation-building through prioritising webs of community health knowhow and jobs creating education. Thus BRAC became world leader in microfranchises and bottom-up value chain design, Two most unique ways BRAC has seized on Bangladesh as world's first lab for mobile leapfrogging partnerships are bkash cashless banking and BRAC University- latter contributed to BRAC going international and 2030now lead fundraiser in changing schools curricula for poorest girls


Noah Samara

23 year learning curve on what continental wide satellites can do in spreading life critical information flows in our era's defining transformation around death of distance.

Alumni of Noah's networking reach are accelerating understanding of what open elearning can celebrate in collaborative ways previously unseen in educational world

Two main continent-wide labs; Asia, Africa- the latter having special significance to Noah as a leader of the Ethiopian Diaspora out of Washington DC region



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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.


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.


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."

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 




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 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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