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Basic Designs of All True Bangladesh Microcredit
bank owned by poorest member borrowers; credit is supplied for income generating activities or family/community sustainability purchases -the latter's priorities have been defined by the members
income generating borrowers also keep savings accounts including one that converts into share in bank
staff are deeply experienced but compensated mainly by opportunity to be end-poverty entrepreneurs not monetary bonuses
there are no lawyers/collateral contracts involved with lons but hi-trust in all communal relationships
| Productive people: To bank for the bottom billion, microcredit staff know that they must achieve an order of magnitude better productivity/cost ratio than other banking. This is part of what make social business the most exciting entrepreneurial challenge. Positive service energies come from the highest trust relationships ever served by banking. Staff serve a local franchise around which a small local team are wholly responsible. The social business model is sustainid
through a simple, see-though mapped, and visionary complete set of goals. Inter-community franchise replication is to ending village poverty what open source code is to ending need to reinvent the wheel. Why author a similar program a million times from scratch when you can give away a basic (but life-critical) communal operating system and so be linkedin at the goodwill epicentre of everyone's higher-order knowledge network economy innovations. |
E1 |
| Co-worker productivity – Microcredits are the most productice grassroots service economy networks ranging from Grameen's 30000 to BRAC's 100,000 employees- within Grameen the most typical employee group is the branch team- there are over 2000 branches, each serving typically a 15 square mile rural area ; typically between 5 to 10 employees will serve 4000 customers by visiting them every week at 70 of their own village centres (60 customers each- comprising about 12 teams of 5 customer microentrepreneurs). Prior
to 1996, there was little interconnectivy of customer-knowledge between the 100,000 village centres other than that which Grameen branch staff could manually cross-fertilize. Post 1996, mobile phones are ending digital divides between the csustomer village centres making Grameen one of the most extraordinary hub and spoke networks of any you can help search at wholeplanet. Bangladeshi Microcredit banking staff are as much coaches of how to start up a personal buisness as financial service providers. Overlaid on top of the financial service infrastructure are special service and employment franchises such as GShakti - through which Grameen installs more solar units and creates more solar jobs than the whole iof the USA. Bangaldeshi Microcredits are one of the few worldwide benchmarks of
knowledge/learning economy dynamics going beyond service economy. Specifically, the service provider's and the customers' businesses are intimately coupled in sustaining each other's success. This is a marvellous above zero-sum dynamic and value multiplier of group employee entrepreneurial productivity. Those who write books on organisational management or leadership strategy or macroeconomics who have not seen a Bangladeshi grassroots service economy network are unlikely to have any practical understanding of how collaborative times competitive innovation is a whole higher level free market system of systems for sustaining productive and demanding growth. |
E2 |
Service leadership: Coincidentally while 1976 saw the start of the practice experiments that became Bangladesh Micro-networking, it was also the start of a series of postindustrial surveys in The Economist. 1976's survey Entrepreneurial Revolution created enough of a stir in Europe that a young Romano Prodi translated it into Italian - a nation whose most uniquely innovative sectors such as fashions have typically relied on confederations of family business. By 1982 we are all Intrapreneurial Now waved a similar buzz in America with eg Tarrytown Institute of J Gifford Pinchot and Hudson Institute of Herman Kahn, as well as models of how venture capital actually used to hi-trust network when Silicon Valley was in its infancy. All
of these practices and models provided early indications of how much more value human beings will be able to sustan through empowerment-led rather than top-down MBA. During the late 1980s, with Big 5 Global Accountants monopoly deliberately choosing fallible maths for valuing inatangibles and goodwill (search crisis of unseen wealth fully reported by Brookings economics institute and georgetown scholars of social law in year 2000) much of the west took a downward expoential turn vis a vis what networking economic maps could lead to, whereas the Bangladeshi Microcredits have relentlessly sustained rising exponentials. Today, among multiple conflict agendas of the global banking meltdown, the simplest explained by Europe's senor economist is : banking has trapped main street in 10 times more cost than the basic services productive customers and entrepreneurial communities most want. Greater depression will
spin unless we accept this and enjoy opoen sourcing microbanking replications, India and Bangladesh expect to design mobile banking to be 100 times lower cost and safer in under a decade http://bankabillion.org/ Value multiplier understanding due to transparency of networked system governance has never put so much national wealth at stake. Fortunately for USA, Obama is a son of microcredit, and his fatherland Kenya sports the most exciting 21st century designed microcredit connecting all the energies of youth and women - the two hugely productive dynamics that man's industial age economic theories seriously devalued. Just one of the new twists in
Kenyan microcredit is that all the grassroots newtorking staff are former microloans customers! |
E3 |
| Networking age: connectivity’s value multipliers can be designed as the great new innovation opportunity (for systems interfacing to boldly go above zero-sum economics) - not the great new threat. What’s at stake as partnering systems multiply each other is : 10-win or 10-lose models multiply each other with 100-win or 100-lose consequences. Threat: Preventing Wall Street’s Collapse requires 100-lose to 100-win interventions Opportunity: Future Capitalism entrepreneurship, a leadership benchmarking network
whose second year of www cheerleading by Nobel Laureate Muhammad Yunus involves 20 of the world’s most influential corporate CEOs, shows that a sector’s most sustainable local responsibility can be explored when organisations with the greatest resources partner grassroots networks serving most life critical needs gravitated around reality (not image) of free market. Not to make me see red when I am engaging someone in the E4 global partnering seat , I need to be convinced that the player (the context he represents) has passed through the age of valuing separability of business understanding - E4 players are keen to explore how critical opportunity and threats appear at the boundaries between organisations. More ...playmaking ideas: Innovating Collaboration Networks-Bangladesh’s First Third Century – in print Dhaka; search keywords like biomass and Berners-Lee!; review whether
E4-V5 dynamics of global media compound free or expensive markets |
E4 |
| Society’s compound human interest: To play locally healthy communities generate better futures for and by the peoples is equivalent to exploring how the identity YES WE CAN is the simplest (most common sense) value multiplier of all wherever, we communally move over from big brother superpower to courageous sister superempowerment.
Happy and free empowerment of community building requires this seat’s player to rewind what media pervasively storytells and connects. Go back to that time when freedom of speech confidently celebrated the motion that healthy communities making long-term investments generate strong economies not vice versa. Explore how the community – the local society’s diversity of context - contributes such inputs as natural resources, education of children, safety and cross-cultural richness (itself a vibrantly innovative dynamic as you may know wherever you have danced with such kindred spirits), retraining people where a global employer suddenly outsources etc. |
E5 | |
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| Working demands: to work for a Bangladeshi microcredit is to work for the sector that the world most admires Bangladesh for- even more so since the Nobel Prize's recognition of this sector's use of economics to serve peace. Many would see microcredit service as the most vital work our network generation can do in the race to end poverty, redesign human sustainability and right now restore transparency to financial systems everywhere. |
V1 |
| Customer-focus simply mapped: can there be a greater customer focus than helping facilitate the world's poorest become income generating and sustain communal goals out of poverty whilst doing this within the discipline of a business that sustains its own positive cashflow by providing loans to womed which less innovative systems had called "unbankable". |
V2 |
| The ownership trust seat : with those whose lives depend most on the organisational system living up to its purpose owning the organisation (eg see Grameen Bank Ordinance), Bangladesh micrcredit is the number 1 benchmark in the world where ownership demands are positively sunvchronised with all other win-wins. |
V3 |
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Valuing Global Industry Sector Responsibility- no industry sector's responsibility is greater than banking if we are to design a way of equaitably integrating every community and society into a sustainable globalisation.
IF NOT NOW WHEN: Turn into reality what former generations' heroes like John Lennon could only imagine. Reversing the system failure that days of empire and superpower accidentally stilted so much of what humanity yes we can do. |
V4 |
Valuing local society’s crucial demands . Before Bangladeshi microcredit was first constitutionalised legally and professionally in 1983, membership surveys defining local societies' deepest needs were transparently conducted and culturally agreed.
Reference the 16 decisions:1980s video archive
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V5 | |
