if the rather ugly 20th c practices of branding were cancelled and all brands reputation had to start from scratch in terms of leadership trustmarks there is little doubt that smart youth would quickly link round brac as the most valuable brand partner with their sustainability goals world - so obviouisly we need to seed its presence in beijing now
there seems to be very little on brac when you search baidu http://www.baidu.com/s?ie=utf-8&f=8&rsv_bp=1&rsv_idx=1&tn=baidu&wd=%22fazle%20abed%22%20OR%20brac&oq=%26quot%3Bfazle%20abed%26quot%3B%20OR%20brac&rsv_pq=dec4dbf400054ce5&rsv_t=cb67b4esj9IMF%2FMlc8lI%2B6dCMXL%2F1WyV%2F69BwXDgcUIffpQgF%2B%2BUSL1xAuY&rqlang=cn&rsv_enter=0
but then i cant speak chinese
it would make sense for brac to have a learning hub in beijing (not a full time office but one that could answer questions when leaders or sincere youth asked them, and one that organise leadsers quests to and from brac) -it has something similar in the netherlands
lets suppose someone is going to start that good news office up so that when chinese need brac knowledge its readily accessible - the question becomes do you two (A & Y) believe in brac enough to want to ask for that- what more experience of brac do you need to answer that question
long term brac should be more important to chinese foreign relations and mutual trade than most of the nations in the region- its just we live in an in-between era when people are muddled as to what a leading national identity is for- if its not about youths future livelihoods what is the purpose of place leadership that global youth should trust?
it could be that if we ask sir fazle abed's son to join the boardroom structure of amy's global community of youth networks proposed by nancy and kevin then one of the first youth projects is working out what the virtual and real aspects of a brac partnerships office in china needs to involve and finding which is the fisrt corporate funding partner of that - why wouldnt one ask ali baba if they wanted to be the first chinese corporate partner of brac
now there is something i am missing- what i dont know is whether eg Y has a mentor from tsinghua that she feels she needs ; i dont really think we need any such strategist because we are talking about youth-led ngos of the future and we have buckets of advisers around you two if you need them but not chinese ones
there is a very clear synergy between brac's stepping stone in beijing and the one the british council wants - since by far the largest investor over time in brac is british aid; whether or not britain exits europe, britain actually wants chiense relationships now- i cant believe i would have any visa problems in making this case out of london - so lets hope nancy's and kevins usa visa research goes well in next 10 days otherwise lets take the same type of model and do it out of london unless amys friends in usa have some other card to play
Fazle Hasan Abed has built one of the world's mostcommercially-minded and successful NGOs;
Smiling and dapper, Fazle Hasan Abed hardly seemslike a revolutionary. A Bangladeshi educated inBritain, an admirer of Shakespeare and Joyce, and aformer accountant at Shell, he is the son of a distinguished family: his maternal grandfatherwas a minister in the colonial government of Bengal; a great-uncle was the first Bengali to servein the governor of Bengal's executive council. This week he received a very traditionaldistinction of his own: a knighthood. Yet the organisation he founded, and for which hisknighthood is a gong of respect, has probably done more than any single body to upend thetraditions of misery and poverty in Bangladesh. Called BRAC, it is by most measures thelargest, fastest-growing non-governmental organisation (NGO) in the world—and one of themost businesslike.
Although Mohammed Yunus won the Nobel peace prize in 2006 for helping the poor, hisGrameen Bank was neither the first nor the largest microfinance lender in his nativeBangladesh; BRAC was. Its microfinance operation disburses about $1 billion a year. But this isonly part of what it does: it is also an internet-service provider; it has a university; its primaryschools educate 11% of Bangladesh's children. It runs feed mills, chicken farms, tea plantationsand packaging factories. BRAC has shown that NGOs do not need to be small and that a little-known institution from a poor country can outgun famous Western charities. In a book onBRAC entitled “Freedom from Want”, Ian Smillie calls it “undoubtedly the largest and mostvariegated social experiment in the developing world. The spread of its work dwarfs anyother private, government or non-profit enterprise in its impact on development.”
None of this seemed likely in 1970, when Sir Fazle turned Shell's offices in Chittagong into arefuge for victims of a deadly cyclone. BRAC—which started as an acronym, BangladeshRehabilitation Assistance Committee, and became a motto, “building resources acrosscommunities”—surmounted its early troubles by combining two things that rarely go together:running an NGO as a business and taking seriously the social context of poverty.
BRAC earns from its operations about 80% of the money it disburses to the poor (theremainder is aid, mostly from Western donors). It calls a halt to activities that require endlesssubsidies. At one point, it even tried financing itself from the tiny savings of the poor (ie, noaid at all), though this drastic form of self-help proved a step too far: hardly any lenders orborrowers put themselves forward. From the start, Sir Fazle insisted on brutal honesty aboutresults. BRAC pays far more attention to research and “continuous learning” than do mostNGOs. David Korten, author of “When Corporations Rule the World”, called it “as near to a pureexample of a learning organisation as one is likely to find.”
What makes BRAC unique is its combination of business methods with a particular view ofpoverty. Poverty is often regarded primarily as an economic problem which can be alleviated bysending money. Influenced by three “liberation thinkers” fashionable in the 1960s—FrantzFanon, Paulo Freire and Ivan Illich—Sir Fazle recognised that poverty in Bangladeshi villages isalso a result of rigid social stratification. In these circumstances, “community development”will help the rich more than the poor; to change the poverty, you have to change the society.
That view might have pointed Sir Fazle towards left-wing politics. Instead, the revolutionaryimpetus was channelled through BRAC into development. Women became the institution's focusbecause they are bottom of the heap and most in need of help: 70% of the children in BRACschools are girls. Microfinance encourages the poor to save but, unlike the Grameen Bank, BRACalso lends a lot to small companies. Tiny loans may improve the lot of an individual or familybut are usually invested in traditional village enterprises, like owning a cow. Sir Fazle's aim ofsocial change requires not growth (in the sense of more of the same) but development(meaning new and different activities). Only businesses create jobs and new forms ofproductive enterprise.
After 30 years in Bangladesh, BRAC has more or less perfected its way of doing things and isspreading its wings round the developing world. It is already the biggest NGO in Afghanistan,Tanzania and Uganda, overtaking British charities which have been in the latter countries fordecades. Coming from a poor country—and a Muslim one, to boot—means it is less likely to beresented or called condescending. Its costs are lower, too: it does not buy large white SUVs oremploy large white men.