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Luis Entrique BazanRight Reality:
Entrepreneurship from below
by Luis Enrique Bazan

Carolina is a young woman who for a very long time had to accept any kind of work in order to feed her two children. Tired from working in very poor conditions, being exploited, and making very little amount of money, she asked an organization to lend her some money.

The money she borrowed allowed her to start selling flowers in the streets. The cash flow from the initiative allowed her to pay the loan back, buy more flowers, and feed her children. Her micro-business developed so much that she was able to have a stable income, and feed her children three times per day.

Stories like Carolina's have multiplied around the world and are being celebrated by the Nobel Peace Prize Committee.

The 2006 Nobel Peace Prize was awarded to Bangladesh's Muhammad Yunus, 65, and the bank he founded, Grameen Bank, for their pioneering use of micro-credit — loans of tiny amounts to transform destitute people into entrepreneurs.

Dr. Yunus founded Grameen bank with the conviction that poor people can be both reliable borrowers and avid entrepreneurs. The bank lends small amounts of cash — often as little as $20 — to local people, especially women, who could use it to fund or sustain a small business.

Grameen Bank was the first lender to hand out micro-credit without asking for collateral. Traditional banks considered poor people too risky to lend to, and the amounts they needed too small to bother with.

The principle behind the micro-loans is that it is possible to achieve lasting improvements to people's living standards with a little bit of capital, and that the poor could be as creditworthy as the rich. The repayment is based on an honor system: the borrowers take out loans in groups of five, once two members of the group have borrowed money, the other three must wait for the funds to be repaid before they get a loan.

The results are hard to argue with: since the bank’s creation in 1983, Grameen has lent more than $5.7 billion to 6.6 million people, the interest rate is of 16 percent, and has a 99 percent repayment rate. This success has inspired many imitators, and encouraged other banks in many developing countries to take up microcredit lending as well.

Since Yunus gave out his first loans in 1974, micro-credit schemes are now considered a key to alleviating poverty and spurring development. "Lasting peace cannot be achieved unless large population groups find ways in which to break out of poverty," the Norwegian Nobel Committee said. "Micro-credit is one such means. Development from below also serves to advance democracy and human rights."

This is the first time that The Nobel Committee has chosen to award the peace prize to a profit-making business. The selection highlights that private enterprise is essential to attacking poverty and to creating peace.

The desire of the poor to produce, innovate, and work always exists, but even the most hardworking people cannot dream of a good life without economical resources. People rise out of poverty every day. People can change their own lives, if they are provided with the right kind of support.

The availability of economical resources is unleashing the energy and creativity of each human being to respond against poverty and control their own development. The entrepreneurship from the bottom is creating a new culture of confidence and self-dignity by building businesses that are not at the mercy of anyone else.

*Luis Enrique Bazan is a partner of Right Reality and executive director of its Children's Aid Fund.

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How effective do you think micro-credit can be in making significant changes in the underdeveloped world? Share your opinion at the RightReality blog.


Funny Bizness: Team Sandtastic

If you build it, fun will come

Mark Mason found success doing what adults chide directionless teenagers against — he makes a living building sand castles. His company helps grownups reconnect with their inner child through "sand sculpture" projects at corporate events, conventions, theme parties, and lots more.

Please Mr. Sandman.

the WAG

October 25, 2006

Sound Byte: Make Life Count

"You never really hear the truth from your subordinates until after 10 in the evening."

- Jurgen Schrempp, Former CEO of DaimlerChrysler


Be Inspired

Reality Check: Chief Ethics Officers: Who Needs Them?

Chief ethics and compliance officers have become trendy in recent years, but some experts fear they act mainly as window dressing. If one person is in charge of ethics, they argue, everyone else might think they're off the hook.

Chief ethics officers started appearing in corporate hallways in 1991, when the Federal Sentencing Guidelines for corporations went into effect. The guidelines stated that companies with effective compliance and ethics programs could receive preferential treatment during prosecutions for white-collar crimes. It's an "A for effort" philosophy, in which companies that prioritize ethics can sometimes escape punishment when their ethics programs fail.

Source: Forbes


Data Point: What It Takes to Be Great

Research now shows that the lack of natural talent is irrelevant to great success. The secret? Hard work.

Scientific experts are producing remarkably consistent findings across a wide array of fields. Understand that talent doesn't mean intelligence, motivation or personality traits. It's an innate ability to do some specific activity especially well. British-based researchers Michael J. Howe, Jane W. Davidson and John A. Sluboda conclude in an extensive study, "The evidence we have surveyed ... does not support the [notion that] excelling is a consequence of possessing innate gifts."

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The Tail WAGs: The Creative Manager

In response to the last issue of the WAG, "Backdating Rewards Mediocrity," WAG reader Sarah writes:

[Backdating options] is an unethical practice that needs to stop. However, getting rid of the CEO that made the company a success is not a great option for the honest investors and employees. For example, United Health Group has grown exponentially under Dr. McGuires tenure. Taking him out of the picture at a time when the company is going to face close scrutiny only adds to the instability.

...Often, losing the successful leadership doesn't profit anyone. A case in point is Martha Stewart. The government was trying to keep things honest for the stockholders, average investor types. Once the scandal broke, stocks plummeted and those same investors they were trying to protect were holding stocks in a worthless company. Martha is back and stronger than ever. Losing her leadership would have put the final blow to the investor dreams. What is in the best interest of the investors, employees and future of the company? Do it.

Read more comments...and add your own opinion...at the RightReality Blog.


Tool Kit: Taking The Lead In Integrated Communications

Integrated communications begins with the understanding that the role of marketing and communications has changed dramatically in the past several year. In 1965, 80% of consumers age 18-49 could be reached with three 60-second TV ads; today the maximum is 15% of consumers.

One way of integrating communications effectively is to remove the labels that organizations place on what PR does, what marketing does, etc. The focus should be on the goal of the particular campaign or initiative. Sounds simple, but it's a four-letter word in some organizations. Marketing, PR and advertising - whether they're in-house or outsourced - need to be comfortable with a little ambiguity of roles and more fluidity in how internal departments and outside teams work and interact for the end goal.

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True Test of a Company's Social Pledges: Helping Its Workers Volunteer

Today, 85 percent of corporate websites tout their company's commitment to Corporate Social Responsibility (CSR). Among the buzzwords: "economic empowerment," "capacity building," "sustainable development," and the ever-popular "triple bottom line" (referring to the environmental, social, and financial returns of business investments). Some of it may seem pie in the sky - and it no doubt is. Distinguishing between the real and the phony is not easy.

How do we know if corporate culture is truly committed to bettering the world, or is just engaged in attempts to hoodwink consumers through "greenwashing" and other slick public-relations moves? Too often, big brand names spend millions on ad campaigns instead of investing in programs that demonstrate responsibility.

What's the best way to learn if a company truly embraces its ballyhooed social mission day-to-day? Employee volunteerism. Levels of volunteer activity show how much social concerns really figure into company culture.

Read the entire article.

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