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   This site   The Web 


click to enlarge SB100 - the benchmark of all
sustainability exponentials investment modeling
We Create What We Want.
We wanted to go to the moon, so we went there. 
We achieve what we want to achieve. 
We accept that poverty is part of human destiny. It’s not!
We believe we can create a poverty-free world. 
We need to invent ways to change our perspective.
We can reconfigure our world if we can reconfigure our mindset. . 
Social business will be a new kind of business, making a difference in the world.
Human beings are a wonderful creation embodied with limitless human qualities and capabilities. 
Entrepreneurs are not one-dimensional human beings, dedicated to maximizing profit. 
They are multi-dimensional: political, emotional, social, spiritual, environmental.
The desire to do great things for the world can be a powerful driving force
Young people dream about creating a perfect world of their own.
Social business will give them a challenge to make a difference by using their creative talent. 
Let us join hands to unleash our energy and creativity. 
Collectively, we can create a poverty-free world.” 
Source : 

Social Business Stockmarkets


Our web is particularly interested in connecting experiences of business modellers who catalogue ( stock markets) aimed at attracting the world’s most purposeful organisations across generations of investment. I bring my father’s experience from The Economist and my own research of markets in hundreds of product categories and over 40 countries. In the 1990s my professional networks developed the standard organisational quiz of uniquely purposeful global organsations around the core question who would uniquely miss what if this organisational system did not exist.


To ensure that the 2010s unites youth in humanity’s most exciting decade I second the proposition of Nobel Laureate Muhammad Yunus that we need Social Business stockmarkets building on the third of a century of microeconomic systems and end digital divide practices led by entrepreneurs in Bangladesh.. I am keen on exchanging experiences with anyone of such markets starting with Dr Yunus SB100 model but potentially relaxing parametrisation to SB51 (but no further)


All SB models insist on these system design rules:


Positive cash-flow models transparently mapped to compound no conflicts


No dividends (so cashflow surplus is fully reinvested in purpose and in community)


No interference of owners with purposeful goals practiced by entrepreneurial leadership


Anchoring purpose by ensuring ownership (in trust) of those of both longest and deepest need.


SB100 model requires 100% of equity is in trust of the poorest or neediest of the purpose. Potentially there is a continuum through to SB51 where 51% is owned by the neediest


When the origin of a system is through privatisation or other foundation/charitable monies, there can be no debate (I am aware of) that only the SB100 model is applicable. Similarly if all the work or the resources are local, I can see no valid argument for external ownership. However if the organisation could not have been founded without an invention (eg of new technology) it seems to me that there are cases where both founders and poorest have a valid interest in compounding growth and purpose. Moreover in a decade where sustainability depends on developing models whose exponential maths go way above zero sum, it could be that both poorest and inventors gain from the compound growth dynamic that begins at the SB51 level.

Timeline of Entrepreneurship & Economics for Youth


2010s Humanity’s most exciting decade


1970s-2010s Bangladesh Social Business leaders (notably Dr Yunus and Sir Fazle Abed) develop optimal grassroots networking models for helping world celebrate 2010s as decade when all sustainability goals can be achieved


1949-1989 Entrepreneur is Norman Macrae’s signature word for microeconomic system design and inventions that advance the human lot –none greater that the internet whose opportunities &threats he chronicles in Entrepreneurial Revolution Trilogy begun in The Economist in 1976


The unacknowledged giant

The unacknowledged giantAdd to Playlist
particular reference: The London Capital Market  

Other 20th C Theoretical advances in microeconomic and above zero sum value exchange models contributed by Drucker, Von-Neumann, Hayek, Schumpeter, Einstein who mentored the extraordinary Practices of Mahatma Gandhi


1843 James Wilson, fan of French Entrepreneurial school (born circa 1800) and Adam Smith’s 18th century Free market models founds The Economist as a social action paper designed to test the great and the good in severe and transparent debates over what systemic investments sustain human development.


linked websites - explains why The Economist's Unacknowledged Ginat used the lens does this invest in youth productivity in 40 years of case studing entrepreneurs and net generation - search for 100 leaders who most believe in 2010s being youth's most productive decade chat with us about what projects Norman Macrae Foundation can help colaboratively interconnect

mathematically if the only businesses - the 10000 largest systems in the world are ruled by is how much does one side take every quarter then that is the fastest way to end human sustainabiloity that can be devised


sometimes it seems to me that yunus is only person on world stage animating that discussion- there are variuous elements of good and band news to that


lose yunus and we may lose last pathway back to sustainability our world is capable of mediating in 2010s


the value of yunus knowledge is so huge worldwide that if we start weaving it now we can more than compensate yunus 8.3 million members and 25000 emplyees for whatever hasina steals- but we need to hub celebrations of  business models open spaces now


chris 1-301 881 165 DC

How Do Social Business Models get funded?

.By government (ie privatization) or foundation. This ought to be perfect case for demanding same taxation treatment as charities

 Gov Cases: Naandi (see below); hiow BRAC scaled oral rehydration knowhow across rural Bangladesh

Foundation Cases; Nike Foundation contribution to Grameen Nurse; apparent logic of Hilary Clintonspeech on USAID 2010 



By hugely resourced organisations whose reputation, innovation, or regional strategy is boosted

.By replication after relatively small initial funds

each perspnal loan of about $1000 funds secondary school Grameen Shikkha scholar with fund rolling on to another scholar unless need to return loan

Had been model of funding 10000 rural telecentres -typical cost $5000 returned after 3 months to start next one -a concept of Grameen Solutions  

By SB stockmarket  funds.By family of entrepreneurs or tech product that has segmented usesBy university or learning institute which gains from being an r&d epicentreAs "legacy" of one of world's wealthiest - Carlos Slim currently wor;d's richest man is sponsor of Grameen Carlos Slim microcredit Mexico

my favourte new-to-me case was naandi- love the way that it is privatization the way my dad intended- basically naandi has a water solution franchise ; it then goes off to local government and says you need to give us land and resources to get the franchise up and running for this community after which it is sustained by postive cashfkow- when emanuel faber asked how many are you aiming to build in next 2? years - the response was 2000!


this is a pretty good write up -do say if you find a better one, chris

Woman Getting Water from Naandi Plant

Yesterday was World Water day and my recent visits to the field made me pause and think about the tremendous strides that have been made in parts of India to bring clean water to every village. Just last week, the Villgro fellows were in Hyderabad, visiting the rural water plants of Naandi and Byrraju Foundations. Both organizations have similar operations of establishing water filtration plants in rural villages, which provide clean water for consumption at a price of ~Rs. 2 per day for each family (assuming a consumption of 12L).

How it works:

1. Villages demonstrate that they want and can support a water plant by collecting a portion of the funds to contribute to the building costs, which also creates a sense of ownership

2. Naandi and Byrraju Foundations conduct due diligence on the village including a feasibility study and evaluation of need

3. Local panchayats (village heads) allocate land or a building for the installation of the water plant; Naandi and Byrraju work with the community to plan the building to make sure that the community’s needs are incorporated

4. Naandi and Byrraju raise the additional funds for the cost of building and installation of the water filtration system

5. Local people are trained and employed to be the plant supervisors and managers (Naandi’s model has 2 employees per plant vs. 4 employees per Byrraju plant)

6. One employee serves as a sales and awareness building representative, who encourages village households to use the facility

7. Each household pays an initial ~Rs.100 – 150 for a 12L or 20L water jug as a membership fee and then pays a monthly ~Rs. 60 for daily water usage; purchases are tracked with a membership card

8. Operational costs of employee salaries and filtration system maintenance are covered by the pay-per-use model

Best Practices

Visiting both facilities, there were also a few best practices which I think are worth sharing:

1. Instill practices to encourage usage of clean water – Naandi’s membership card has 30 slots for each day of the month. When households come to collect their water each day, the appropriate slot is marked off. Households pay Rs.60 for the monthly card of 30 days and cannot roll over any missed days. According to health studies, 12L is the amount that an average household needs to consume daily, so the objective here is to encourage households to consumer only clean water by forcing them to collect 12L per day or losing that option value.

Byrraju Water Plant

Byrraju Water Plant

2. Make it a water party - the water plant in Nellutla that we visited was a community center as much as it was a clean water source. The multiple taps and self-service model encouraged villagers to come in the mornings and evenings around the same time to commune as well as to collect their water. The plant was also located right by the village temple. The village also hosted parties around the water plant, since it was centrally located and was a natural gathering place.

IMG_4609 3. Increase transparency and accountability of the NGO – at the Nellutla water plant, there was a prominent plaque on the building displaying the donors who contributed to the building. But what was more remarkable was the display of the responsible parties and their contact information. The manager of Naandi’s water project was clearly listed along with his mobile number. Any time that the villagers had a problem with the plant, they knew who to call.

It may sound simple, but it is truly impressive what Naandi and Byrraju have done in just the last few years. Naandi aims to be in 400 villages by the end of the year, which at an estimated 2,000 people per village could potentially impact 800K people! Both Naandi and Byrraju currently operate in Andhra Pradesh, which has one of the country’s greatest needs for clean water. The lessons learned there will certainly need to be brought to other states in India – there are still millions of people waiting for access to clean water.

Best for reforming old mass media –change BBCBest for reforming old separatist professions –opposite of wall street*Best for collaboration nations  -opposite of usa 1984-2008

*Global Corporate Partnering & SB investor funded

*Best for privitisation –SB place leadership SB2 –opposite of greece

Which social and business model do your communities & next generation want to live with? –dc pic here
*Best for universities and higher ed
*Best for peoples www knowledge sharing summitsBest for schools and microentrpreneurial youth from 5thgrade up
*Best for foundation/charity SB2*Bangladesh SB to 2004 microbanks owned by poorestBest for netizens who care about millennium goals*Best for youth & tech to create jobs

washington dc 301 881 1655 for transparency sake - these are models our family association have mde (often very small) zero per cent loans to ; grameen shikkha (eductional scholarships for secondry schooling) ;; barefootpower (exiting 2010 very happy but we are getting out of energy as there are areas we are more expert at); ; we are the home of norman macrae's microeconomics and entrepreneur system models on intrapreneurship, 10 times exponential opportunity & threat of the first networking generation depending what dsign of globalsiation is chosen -micro up is sustainable, macro down crashes; the peoples privatization models where ownership is put in proxy of those in most desperate need as we slim down gov to the 25% it used to spend before world war 2; we are also hosting 2 by one thousand bookclubs around bangladesh and Dr Yunus social business models andyunus10000 dvd -discussions


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Monday, September 6, 2010

1:03 pm edt 

Saturday, September 4, 2010

Number 1 Job Creating Stimulus?
In developed nations, I cannot imagine any greater stimulus to job creation than getting long-term investor markets working again. These are the only ones ever known to advance a nation's prospects. I would very much like to search out 100 professionals who agree with this statement and are prepared to connect different professions around this transformation. Part of the review ofdad's London Capital Market (old but gold as far as economics goes!) 
4:59 pm edt 

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extract of dialogue with yunus on SB51 stockmarkets 6 0ct 2010

economics for youth networked in association with 2050 bookclub readers of yunus social business series

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2017 Papersare welcome on any topic related to the concept of social business and suggested themes for papers include:

  1. Fighting poverty, inequality, slowing down or reversing the process of concentration of wealth in only a few hands, unemployment of youth etc.
  2. Promoting sustainable development including climate change, health improvement and environmental sustainability.
  3. Achieving SDGs through the application of the social business methodology.
  4. Affordable healthcare for bottom-most people.
  5. Application of technologies in achieving qualitative changes in the lives of the unreached people.
  6. Clarifying the concept of social business in relation to other concepts, like social entrepreneurship, social enterprise, social economy, social impact investment, corporate social responsibility, etc.
  7. Issues related to the financing of social businesses (potentials and limitations of various financing options, like bonds, venture capital, crowd funding, philanthropic capital, etc.).
  8. Diversity and unity in the application of the social business concept.
  9. Research and teaching methodologies of social business.
  10. Measurement of social impacts of social businesses.
  11. Emerging management methodologies for managing social businesses.
  12. The relationship among social business, foundations, NGOs, government agencies, CSR, investment funds.
  13. Social businesses in developed countries.
  14. Theoretical basis and practical experiences of establishing and operating social business funds.
  15. Innovative financing of social businesses.
  16. From unemployment to entrepreneurship through social businesses.
  17. Development of ecosystem for the steady growth of the social business.

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