Tag: Model

Caribbean Players in the 2014 World Cup

FIFA 2014Go Lean Commentary

Soccer (Association Football) is the world’s most popular game. The book Go Lean … Caribbean contemplates greater exploration of the economic opportunities associated with the business of sports – the Caribbean has a failing record in this important area. This quest must therefore give consideration to the eco-system of the World Cup. As such, the news story in the foregoing article synchronizes with the Go Lean book in that it depicts the societal abandonment by so many Caribbean athletes and the lack of professional opportunities in the Caribbean homeland. The two issues: lack of opportunities and society abandonment is a cause-and-effect conundrum. See article here:

Caribbean Journal – Caribbean e-Zine Online Site (Posted 06/14/2014; retrieved 06/21/2014) –
http://www.caribjournal.com/2014/06/16/caribbean-players-in-the-2014-world-cup/
There aren’t any teams from the traditional Caribbean in the 2014 World Cup in Brazil (although there are several from the wider Caribbean Basin), but that doesn’t mean there isn’t a strong Caribbean contingent. From powerhouses like the Netherlands and England to up-and-coming teams like Costa Rica, there are a number of Caribbean footballers in Brazil this month. Here are some of the featured Caribbean athletes:

Raheem Sterling

Raheem SterlingThe 19-year-old phenom who plays for England was actually born in Kingston, Jamaica. A midfielder, he plays professionally for Liverpool.

Raphael Varane

, Raphael VaraneVarane who plays professionally for Real Madrid, is a centre back for the French World Cup team. He is of Martiniquais heritage, as his father comes from the island.

Daniel Sturridge

Daniel SturridgeThe England striker is of Jamaican heritage, as both sides of his grandparents are Jamaican. Like Sterling, he plays for Liverpool professionally. (And he keeps up his ties to Jamaica with a charity in Portmore).

Alex Oxlade-Chamberlain

Alex Oxlade-ChamberlainOxlade-Chamberlain, the son of former England international player Mark Chamberlain, is of Jamaican heritage. A winger and central midfielder, he plays professionally for Arsenal.

Jean Beausejour

Jean BeausejourBeausejour, a 30-year-old left winger for Chile, is the son of a Haitian father. He plays professionally for Wigan Athletic in England.

Nigel de Jong

Nigel de JongMuch of the Netherlands’ football success over the years has come from the Caribbean nation of Suriname, and the trend continues today. de Jong, of Surinamese heritage, is a defensive midfielder who plays professionally for Milan.

Jeremain Lens

Jeremain LensLens, a striker, is of Surinamese heritage (and has even played internationally for the country). He plays professionally for FC Dyanmo Kyiv.

Georginio Wijnaldum

Georginio WijnaldumWijnald is of Surinamese heritage, and plays for professionally for PSV in the Netherlands. For Oranje, he’s a midfielder.

Leroy Fer

Leroy FerThe Norwich City player is a central midfielder who plays for (and was born in) the Netherlands. His roots, however, come from Curacao, where he comes from a family of sporting talents.

Jozy Altidore

Jozy AltidoreThe Haitian-American Altidore is one of the leaders of the American World Cup squad. A striker by trade, he plays professionally for Sunderland.

Chris Smalling

Chris SmallingSmalling, of Jamaican heritage, is a centre back for England who plays professionally for Manchester United.

Patrick Pemberton

Patrick PembertonCosta Rica has a Caribbean coastline, and it’s an area with a distinct heritage and culture in large part due to an influx of immigration from Caribbean countries like Jamaica in the 19th [and early 20th century for the construction of the Panama Canal]. One result [has been] last names like Pemberton in a Spanish-speaking country. Patrick Pemberton, a native of Puerto Limon, and is the lead goalie for the Costa Rican World Cup side, playing professionally for LD Alajuelense.

Marvin Chavez

Marvin ChavezThe winger Chavez is part of a group of Garifuna players on the Honduran side, those who live on the Caribbean coast of the country — indeed, almost half of the team is comprised of those of Garifuna heritage. Chavez plays professionally in Chivas USA in MLS.

David Myrie

David MyrieDavid Myrie, a defender for the Costa Rican team, hails from the Caribbean area of Puerto Viejo. He plays professionally for the Costa Rican side Herediano.

Loic Remy

Loic RemyThe 27-year-old native of Lyon is of Martiniquais heritage and plays for France. Professionally, the striker plays for Queens Park Rangers in England.

Jonathan de Guzman

Jonathan de GuzmanThe midfielder for the Netherlands is the son of a Jamaican mother. He plays professionally for Swansea City, on loan from Spain’s Villareal.

The Go Lean book serves as a roadmap for the introduction and implementation of the Caribbean Union Trade Federation (CU), a technocratic federal government to administer and optimize the economic/security/ governing engines of the region’s 30 member-states. At the outset, the roadmap recognizes the value of sports with these statements in the Declaration of Interdependence (Page 13 & 14):

xxi.     Whereas the preparation of our labor force can foster opportunities and dictate economic progress for current and future generations, the Federation must ensure that educational and job training opportunities are fully optimized for all residents of all member-states, with no partiality towards any gender or ethnic group. The Federation must recognize and facilitate excellence in many different fields of endeavor, including sciences, languages, arts, music and sports. This responsibility should be executed without incurring the risks of further human flight, as has been the past history.

xxxi.     Whereas sports have been a source of great pride for the Caribbean region, the economic returns from these ventures have not been evenly distributed as in other societies. The Federation must therefore facilitate the eco-systems and vertical industries of sports as a business, recreation, national pastime and even sports tourism – modeling the Olympics.

The Go Lean roadmap posits that sport genius qualifiers are found throughout Caribbean society. With the planned market organizations of this roadmap, sports can be more lucrative for Caribbean residents, Diaspora and their legacies. This is big business! There is money to be made in sports endeavors like the World Cup, as stated here:

World Cup Brazil will generate $4 billion in total revenue for FIFA, or 66% more than the previous tournament in South Africa in 2010. The vast majority of the money will come from the sale of television and marketing rights. The World Cup generates more revenue for its association than any other sports tournament, save the Olympics. – Source: Forbes Magazine; retrieved June 5, 2014 from: http://www.forbes.com/sites/mikeozanian/2014/06/05/the-billion-dollar-business-of-the-world-cup/

This subject of sports and World Cup Soccer relates to many previous Go Lean blogs; highlighted here in the following samples, including tangential issues like societal abandonment/brain drain and Caribbean image:

a. https://goleancaribbean.com/blog/?p=1433 Caribbean   loses more than 70 per cent of tertiary educated to brain drain
b. https://goleancaribbean.com/blog/?p=1341 College   World Series Time
c. https://goleancaribbean.com/blog/?p=1214 The Art &   Science of Temporary   Stadiums – No White Elephants
d. https://goleancaribbean.com/blog/?p=1148 Sports Bubble –   Franchise values in   basketball
e. https://goleancaribbean.com/blog/?p=1020 Sports   Revolutionary: Advocate   Jeffrey Webb
f. https://goleancaribbean.com/blog/?p=857 Caribbean Image: Dreadlocks
g. https://goleancaribbean.com/blog/?p=498 Book Review: ‘The   Sports Gene’
h. https://goleancaribbean.com/blog/?p=334 Bahamians Make   Presence Felt In   Libyan League
i. https://goleancaribbean.com/blog/?p=318 Collegiate Sports   in the Caribbean
j. https://goleancaribbean.com/blog/?p=60 Could the Caribbean Host the Olympic Games?

The Caribbean already competes on the world stage, in all other aspects of life. But for the World Cup it is unfortunate that we have to compete with teams aligned to other countries, as shown in the foregoing article.

While it’s too late for this year, perhaps in the near future, at the end of this roadmap, there will be more recognition of the Caribbean contribution to the World Cup. Take the dream one step further and imagine a unified Caribbean team fielding its best athletes in competition with the rest of the world. This is the basic strategy of the CU, to confederate and collaborate as a unified team for sports and most other endeavors. The Go Lean roadmap asserts that no one Caribbean member-state can thrive alone.

Though Go Lean is an economic empowerment agenda, there are huge benefits for the region related to sports: optimization of eco-systems for amateur, intercollegiate and professional engagements. The CU facilitation is straight-forward: to supply the missing elements of the previous generations: applicable venues (stadia, arenas, fields, temporary structures) and broadcast/streaming capabilities.

Now is the time for all of the Caribbean to forge permanent change by implementing the Five Year roadmap advocated in the book Go Lean … Caribbean. The hope is to keep our “star” athletes at home, playing for the home team and home country. Then finally, with the Go Lean executions in place, the Caribbean can become a better place for all citizens to live, work and play.

Download the book Go Lean … Caribbean – now!

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Amazon’s new FIRE Smartphone

Go Lean Commentary

Amazon 1The American company Amazon is the model for the Caribbean Postal Union (CPU): our means for delivering the mail.

This is surprising! One would think the American model would be the US Postal Service (USPS). No, the book Go Lean…Caribbean posits that the USPS is a failing enterprise, as of late; they lose money every year, have excessively high overhead expense base and an under-funded pension (Page 99). Why would anyone want to model that?

The focus of the CPU is not postal mail, but rather logistics. So we would want to model a successful enterprise in this industry space, like Amazon, not just another postal operation.

But Amazon does so much more than just sell books online. They are the epitome of an electronic commerce company. They operate a number of business operations online and off-line; and they run these companies well. They provide a good example of lean technocratic efficiency. So Amazon is a good model, not just for the CPU but the entire Caribbean Union Trade Federation (CU). The book Go Lean…Caribbean, serves as a roadmap for the introduction and implementation of the technocratic CU.

This concept of “lean” is very prominent in the book, even adapting the title, Go Lean, for the quest for excellence in Caribbean economic empowerment and governing efforts. The label “lean” is indicative of this quest; the word is used as a noun, a verb and an adjective. This point is pronounced early in the book (Page 4) with these statements:

The CU will lean on, lean in, lean over backwards, and then lean towards…The CU will embrace lean, agile, efficient organization structures – more virtual, less physical, more systems, less payroll.

The foregoing news article and VIDEO demonstrate Amazon’s commitment to a lean business model with their deployment of a proprietary smartphone.

By: Keith Wagstaff, Technology Reporter
The long-rumored Amazon smartphone was officially unveiled Wednesday and, yes, it has a 3-D screen. Well, technically Amazon CEO Jeff Bezos called it “dynamic perspective,” but it gives the new Fire Phone the illusion of depth with no glasses required thanks to four face-tracking cameras built into the front of the phone. While it features a 4.7-inch Gorilla Glass screen, users don’t necessarily have to touch the screen, thanks to controls that let people scroll through pages by tilting the phone. It also unveiled a service called Firefly, which makes it easier to buy items on Amazon by scanning and recognizing more “100 million different items” including books, movies and other products. The Fire Phone (32 GB), which ships July 25, is available now for pre-order for $199 with a two-year AT&T contract.

NBC News / CNBC – Cable News Channel (Posted 06-18-2014; retrieved 06/19/2014) –http://www.nbcnews.com/tech/gadgets/amazon-unveils-new-3-d-fire-smartphone-n134561

Visit NBCNews.com for breaking news, world news, and news about the economy

From the first glance, a benefit of the Fire smartphone is obvious for Amazon’s core business [a]. A consumer can scan “more than 100 million different items” and process a direct purchase directly from the phone – any electronic media would be delivered instantly to the phone, while a chattel good would be delivered within days, using Amazon’s already matured logistics network. Evidently, the execution of this business model requires hardware (smartphone) and not just some software (app).

This is win-win.

This entire model demonstrates the advantage of leading with technological innovations, even for non-technical endeavors.

This synchronizes with the Go Lean roadmap for elevating Caribbean society. The CU will employ technologically innovative products and services to impact its prime directives; identified with the following 3 statements:

  • Optimization of the economic engines in order to grow the regional economy to $800 Billion & create 2.2 million new jobs.
  • Establishment of a security apparatus to protect the resultant economic engines.
  • Improve Caribbean governance to support these engines.

The book posits that the Caribbean is in crisis, but that this crisis can be a good thing because a “crisis is a terrible thing to waste”. Therefore the roadmap seeks to change the entire eco-system of Caribbean commerce and the interaction with postal operations. This vision is defined early in the book (Page 12 & 14) in the following pronouncements in the Declaration of Interdependence:

xv. Whereas the business of the Federation and the commercial interest in the region cannot prosper without an efficient facilitation of postal services, the Caribbean Union must allow for the integration of the existing mail operations of the governments of the member-states into a consolidated Caribbean Postal Union, allowing for the adoption of best practices and technical advances to deliver foreign/domestic mail in the region.

xxvii. Whereas the region has endured a spectator status during the Industrial Revolution, we cannot stand on the sidelines of this new economy, the Information Revolution. Rather, the Federation must embrace all the tenets of Internet Communications Technology (ICT) to serve as an equalizing element in competition with the rest of the world. The Federation must bridge the digital divide and promote the community ethos that research/development is valuable and must be promoted and incentivized for adoption.

This roadmap changes everything … in the Caribbean:

  • The CPU will be the owner/operator of the Caribbean Cloud web-site dubbed as myCaribbean.gov.
  • The CPU will operate a marketplace (like EBay or Amazon.com) to facilitate business transactions for Caribbean-based businesses and consumers (in the homeland or the Diaspora).
  • The CPU will provide mobile apps to facilitate contact & commerce within the region, modeling this Amazon FIRE feature.
  • The CPU will provide logistics to deliver products (“wet and dry”) to every Caribbean address.
  • The CPU will be the owner/operator of the cutting-edge network planned for pneumatic capsule pipelines in the region.
  • The CPU will own/operate refrigerated warehouses throughout the region, to distribute “wet” merchandise to destinations.
  • The CPU will be the Number One client for the Union Atlantic Turnpike, providing the cargo/parcels on the vessels (ferries, etc.) and thoroughways/tollways/railways built to inter-connect the islands of the homeland and the coastal states.

Creating the CPU and the Caribbean Cloud is “Step One, Day One” in the Go Lean roadmap. This is the by-product of assembling regional organs with multilateral cooperation and a separation-of-powers. The roadmap identifies Service Level Agreements (SLA) that the CPU will adhere to in fulfilling the obligations to its stakeholders: residents and member-state governments. There will be financial penalties for failures to deliver “absolutely, positive” at the agreed-upon schedule. This is how technocracies are structured. The guarantee forms the community ethos that success is not optional!

The Go Lean book details a series of community ethos, strategies, tactics, implementations and advocacies to foster the best practices for the delivery of CPU logistics in the Caribbean region:

Community Ethos – Deferred Gratification Page 21
Community Ethos – People Respond to Incentives Page 21
Community Ethos – Job Multiplier Page 22
Community Ethos – Intelligence Gathering Page 23
Community Ethos – Lean Operations Page 24
Community Ethos – Cooperatives Page 25
Community Ethos – Ways to Impact the Future Page 26
Community Ethos – Ways to Help Entrepreneurship Page 28
Community Ethos – Promote Intellectual Property Page 29
Community Ethos – Ways to Bridge the Digital Divide Page 31
Community Ethos – Ways to Improve Sharing Page 35
Strategy – Customers – Citizens and Member-states Governmental Page 47
Tactical – Separation of Powers – Postal Services Page 78
Tactical – Separation of Powers – Interstate Commerce Administration Page 79
Implementation – Year 1 / Assemble Phase – Establish CPU Page 96
Anecdote – Implementation Plan – Mail Services – US Dilemma Page 99
Implementation – Ways to Develop a Pipeline Industry Page 107
Implementation – Improve Mail Services – Electronic Supplements Page 108
Implementation – Ways to Deliver Page 109
Advocacy – Ways to Improve Interstate Commerce Page 129
Advocacy – Ways to Grow the Economy Page 151
Advocacy – Ways to Create Jobs Page 152
Advocacy – Ways to Foster Technology Page 197
Advocacy – Ways to Foster e-Commerce Page 198
Advocacy – Ways to Promote Call Centers Page 212
Advocacy – Ways to Impact the Diaspora Page 217
Advocacy – Ways to Impact Urban Living Page 234
Advocacy – Ways to Impact Rural Living Page 235
Appendix – Alternative Remittance Modes Page 270
Appendix – Interstate Compacts Page 278

Now is the time for all of the Caribbean, the people and governing institutions, to lean-in for the changes in the book Go Lean … Caribbean. This is a big deal for the region. This roadmap is not just a plan; it is also the delivery of the hopes and dreams of generations of Caribbean residents…and their Diaspora.

The region needs this delivery. Otherwise, we have no hope to incite and retain our young people. This roadmap therefore is more than just delivering the mail; it is about delivering the future: a better place to live, work and play.

Download the book Go Lean … Caribbean – now!

———–

a. Appendix – Amazon.com
Amazon.com, Inc. is an American international electronic commerce company with headquarters in Seattle, Washington, United States. It is the world’s largest online retailer. Amazon.com started as an online bookstore, but soon diversified, selling DVDs, VHSs, CDs, video and MP3 downloads/streaming, software, video games, electronics, apparel, furniture, food, toys, and jewelry. The company also produces consumer electronics—notably the Fire Phone, Amazon Kindle e-book reader and the Kindle Fire tablet computer—and is a major provider of cloud computing services.

Amazon 2Jeff Bezos, the founder and CEO, incorporated the company (as Cadabra) in July 1994 and the site went online as Amazon.com in 1995. Bezos changed the name cadabra.com to amazon.com because it sounded too much like cadaver. Additionally, a name beginning with “A” was preferential due to the probability it would occur at the top of any list that was alphabetized.
Amazon has separate retail websites for United States, United Kingdom, France, Canada, Germany, Italy, Spain, Sri Lanka, Australia, Brazil, Japan, China, India and Mexico soon coming soon, other South East Asian countries, with international shipping to certain other countries for some of its products. In 2011, it had professed an intention to launch its websites in Poland, Netherlands, and Sweden, as well. An Austrian website operates as part of the German website. As of June 2014, it still does not service Australia or New Zealand.
According to 2008 data, the domain amazon.com attracted at least 615 million visitors annually, twice the number of competitor Walmart. Amazon attracts approximately 65 million customers to its US website per month. The company has also invested heavily on a massive amount of server capacity for its website, especially to handle the excessive traffic during the December Christmas holiday season.
For 2013, Amazon posted revenues of US$ 74.45 Billion; profit of US$ 745 million (before taxes) and US$ 274.0 million after taxes. They have 117,300 employees, as of January 2014.
Multi-level sales strategy – Amazon employs a multi-level e-commerce strategy. Amazon started off by focusing on Business-to-Consumer relationships between itself and its customers, and Business-to-Business relationships between itself and its suppliers but it then moved to incorporate Customer-to-Business transactions as it realized the value of customer reviews as part of the product descriptions. It now also facilitates customer to customer with the provision of the Amazon marketplace which act as an intermediary to facilitate consumer to consumer transactions. The company lets almost anyone sell almost anything using its platform. In addition to affiliate program that lets anybody post Amazon links and earn a commission on click through sales, there is now a program which let those affiliates builds entire websites based on Amazon’s platform.
Some other large e-commerce sellers use Amazon to sell their products in addition to selling them through their own websites. The sales are processed through Amazon.com and end up at individual sellers for processing and order fulfillment and Amazon leases space for these retailers. Small sellers of used and new goods go to Amazon Marketplace to offer goods at a fixed price. Amazon also employs the use of drop shippers or meta sellers. These are members or entities that advertise goods on Amazon who order these goods direct from other competing websites but usually from other Amazon members. These meta sellers may have millions of products listed, have large transaction numbers and are grouped alongside other less prolific members giving them credibility as just someone who has been in business for a long time. Markup is anywhere from 50% to 100% and sometimes more. [A disadvantage is that] these sellers maintain that items are in stock when the opposite may be true. As Amazon has increased their dominance in the marketplace these drop shippers have become more and more commonplace in recent years. [There is a fear that this practice will result in] damage to a supply and demand marketplace, but this remains to be seen, as advertising contracts with large search engines have eliminated smaller websites from overall exposure. So these practices have not had a negative effect on the industry as a whole.
Revenue model – Over the last decade, Amazon has developed a customer base of around 30 million people. Amazon.com is primarily a retail site with a sales revenue model. Amazon makes its money by taking a small percentage of the sale price of each item that is sold through its website. Amazon also allows companies to advertise their products by paying to be listed as featured products.
(Source: Retrieved 06/19/2014 from: http://en.wikipedia.org/wiki/Amazon.com)
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Facebook goes down across multiple countries

Go Lean Commentary

FB PicFacebook’s 31 minute failure is the subject of the foregoing news article and VIDEO.

By: Kim Hjelmgaard, USA TODAY Blogger

Access to Facebook’s website and apps went down just before 4 a.m. ET on Thursday, shutting out millions of users for a brief period.

For about half an hour, users who tried to access Facebook in the United States, United Kingdom, Ireland, Israel and India received the following message: “Sorry, something went wrong. We’re working on getting this fixed as soon as we can.”

Problems were also reported across multiple nations in Asia and the Middle East. Shortly after the outage, #Facebookdown started trending all over the world on Twitter.

Attempts by USA TODAY to reach the Menlo Park, Calif.,-based social networking company (at 9:00am) for a fuller explanation of the disruptions were not immediately successful.

In April, Facebook’s revenue rocketed 72% higher to $2.5 billion.

USA Today – Daily Newspaper (Retrieved 06/19/2014 @ 9:03am EDT) –

http://www.usatoday.com/story/tech/2014/06/19/facebook-down/10834461/

————

VIDEO – Facebook suffers worldwide outage – https://www.today.com/video/today/55451289

“No big deal – 31 minutes at 4am should not be a burden!”

The problem is that it breaks the promise of 24-7-365 continuous operations. This is a failure and there must be some accountability. This is the attitude, ethos, forged by adherents of lean principles. This is the basis for the book Go Lean…Caribbean, which serves as a roadmap for the introduction of the lean and technocratic Caribbean Union Trade Federation (CU).

Just the very label “lean” is indicative of this quest. This point is pronounced early in the book (Page 4):

For the CU, lean is a noun, a verb and an adjective. The institutions of the CU will lean on, lean in, lean over backwards, and then lean towards…

The CU will embrace lean, agile, efficient organization structures – more virtual, less physical, more systems, less payroll. A lean organization understands value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer/constituent/beneficiary through a perfect value creation process that has zero waste…

Thusly, this Go Lean roadmap for the CU has 3 prime directives:

  • Optimization of the economic engines in order to grow the regional economy to $800 Billion & create 2.2 million new jobs.
  • Establishment of a security apparatus to protect the resultant economic engines.
  • Improve Caribbean governance to support these engines.

Facebook is big business; as the world’s premier social media site, with over a billion unique users, it is also the model of the Caribbean Cloud web-based network proposed by the Go Lean roadmap. This is dubbed as myCaribbean.gov.

These subjects of Facebook and social media/electronic storefront websites have been previously covered in these Go Lean blogs, highlighted here in the following samples:

a. https://goleancaribbean.com/blog/?p=1350 PayPal expands payment services to 10 markets
b. https://goleancaribbean.com/blog/?p=1112 FB’s Zuckerberg’s $100 Million for Newark’s Schools was a waste
c. https://goleancaribbean.com/blog/?p=528 Facebook plans to provide mobile payment services
d. https://goleancaribbean.com/blog/?p=486 Incubator firm backs Southeast Asia cab booking mobile app
e. https://goleancaribbean.com/blog/?p=476 Grenada PM Urges CARICOM on ICT
f. https://goleancaribbean.com/blog/?p=308 Caribbean Communications Infrastructure Program (CARCIP) Urges Greater Innovation

The people and institutions of the Caribbean understand this plight of system failures all too well, as reported in the foregoing news article regarding Facebook last night. There is little faith in utility monopolies in the Caribbean member-states; black-outs, brown-outs, spotty internet, unreliable telephone and cable TV service are the norm. The reputation is in tatters for the region as efficient destinations for business operations. The book posits that to adapt, there must be optimizations of best practices for technology. This is defined in Verse XXVII (Page 14) of the Declaration of Interdependence, with these words:

Whereas the region has endured a spectator status during the Industrial Revolution, we cannot stand on the sidelines of this new economy, the Information Revolution. Rather, the Federation must embrace all the tenets of Internet Communications Technology (ICT) to serve as an equalizing element in competition with the rest of the world. The Federation must bridge the digital divide and promote the community ethos that research/development is valuable and must be promoted and incentivized for adoption.

Creating the CU’s Caribbean Cloud is “Step One, Day One” in the Go Lean roadmap. Implementing the architectural, application and administrative platform is critical for success. The roadmap specifically identified Service Level Agreements (SLA) that the CU will present to its stakeholders: citizens and member-state governments.

If the Caribbean Cloud was down for 31 minutes at 4am on a Thursday morning, there would be financial consequences to pay!

The Go Lean book details a series of community ethos, strategies, tactics, implementations and advocacies to foster the best practices for deployments of Information Technologies in the Caribbean region:

Community Ethos – Economic Principles Can Influence Choices Page 21
Community Ethos – Light Up the Dark Places Page 23
Community Ethos – “Crap” Happens Page 23
Community Ethos – Lean Operations Page 24
Community Ethos – Return on Investments Page 24
Community Ethos – Ways to Impact the Future Page 26
Community Ethos – Ways to Foster Genius Page 27
Community Ethos – Promote Intellectual Property Page 29
Community Ethos – Ways to Bridge the Digital Divide Page 31
Strategy – Customers – Citizens and Member-states Governmental Page 47
Tactical – Separation of Powers – Revenue Administration Data Centers Page 74
Tactical – Separation of Powers – Energy Commission – Better Power Page 82
Implementation – Year 1 / Assemble Phase – Data Center Deployments Page 96
Implementation – Trends in Implementing Data Centers Page 106
Implementation – Improve Mail Services – Electronic Supplements Page 108
Implementation – Ways to Deliver Page 109
Implementation – Ways to Impact Social Media – Facebook Model Page 111
Implementation – Ways to Improve Energy Usage and Lower Costs Page 113
Advocacy – Ways to Grow the Economy Page 151
Advocacy – Ways to Improve Communications Page 186
Advocacy – Ways to Improve Emergency Management Page 196
Advocacy – Ways to Foster Technology Page 197
Advocacy – Ways to Foster e-Commerce Page 198
Advocacy – Reforms for Banking Regulations Page 199
Advocacy – Ways to Impact Monopolies Page 202
Advocacy – Ways to Promote Call Centers Page 212
Advocacy – Ways to Impact the Diaspora Page 217
Appendix – Alternative Remittance Modes Page 270
Appendix – Hydrogen Fuel Cells Data Centers Page 285
Appendix – ITIL Supplement – Service Continuity Management Page 338

Now is the time for all of the Caribbean, the people and governing institutions, to lean-in for the empowerment described in the book Go Lean … Caribbean. The benefits are richly rewarding: more uptime and less downtime.

The region needs technology; we must fully embrace Internet & Communications Technology – we need our technology up, all the time: 24-7-365. This embrace will allow us to better compete with the rest of the world, and make our Caribbean homeland, a better place to live, work and play.

Download the Book- Go Lean…Caribbean Now!!!

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Marijuana in Jamaica – Puff Peace

Go Lean Commentary

Weed 1Come to Jamaica and feel alright! – Advertising tag line sampling Bob Marley’s song: One Love.

Marijuana decriminalization is not a Jamaican issue… alone. Other countries have already addressed this debate; like Latin America[a] and Europe; legal in The Netherlands & Portugal, and decriminalized in Norway. In the US, Colorado is about to be joined by the State of Washington in allowing recreational use of the cannabis plant.

While medical marijuana originated in Jamaica (1970’s), many jurisdictions now allow marijuana to be legally distributed by medical professionals, with a prescription. Life imitates art, art imitates life. Hollywood has lampooned this practice many times in movies, TV shows and commentary. In the State of California, it is common-place to get a prescription for marijuana for “dubious” ailments like insomnia, appetite abatement, non-clinical depression, even sneezing. Without a doubt in California, the whole process is a farce! (See Comedian Bill Maher’s tongue-in-cheek commentary in Referenced VIDEO below[c]).

The world has changed; the acceptance of marijuana is changing.

The following news article addresses the issue of Marijuana decriminalization, (more so than legalization):

Port of Spain, Trinidad & Tobago – It would have seemed a lot more revolutionary just two years ago but for Jamaica, it is still a welcome whiff of sense. The island’s energy minister, Philip Paulwell, who also leads government business in parliament, has said he will find time this year to decriminalise possession of small amounts of marijuana. At a stroke, the move will cut the number of illicit smokes by as many as a million a week. It will also make a Jamaican break somewhat less nervy for ganja-puffing tourists.

Reform proposals have been knocking around for some time: a National Commission on Ganja recommended decriminalisation in 2001. But helped by moves towards legalisation in Uruguay and decriminalisation in the United States, momentum has been growing. A Cannabis Future Growers and Producers Association was launched last month, and a commercial company to support medical marijuana in December.

Selling for less than five dollars an ounce, ganja has a long history in Jamaica, going all the way back to 19th-century Indian immigrants. Cultivation and import have been illegal since 1913, but everyone’s granny remembers when the herb was quite openly on sale as a cure-all. Some of the early work on medicinal uses for marijuana was done in Jamaica in the 1970s and 1980s.

In practice, most small-time ganja users are not arrested or prosecuted. But for those who are, the consequences can be dire. A criminal record makes it hard to get a coveted American visa or to land jobs in Jamaica itself. For that reason alone, reform looks like a surefire vote-winner.

Decriminalisation will also unclog the courts and free up police time. But it won’t change the big picture. It will remain illegal to grow and trade marijuana in large quantities, something that suits the big players just fine. Full legalisation would knock the bottom out of the market, hurting the island’s powerful criminal gangs. It would also curtail the potential for extortion; seven police officers appeared in court this month to face allegations that they took a $2,750 bribe from a businessman in return for overlooking a ganja find on his premises.

Jamaicans are prone to waves of moral panic, but the proposal to decriminalise ganja has caused barely any waves. The foreign minister AJ Nicholson and the opposition leader, Andrew Holness, have expressed mild reservations; the vocal church lobby has been silent. Says a well-educated and dreadlocked Jamaican: “Most of them accept that there are people who do this, just like there are people who drink.” Such tolerant sentiments only go so far, however. The “abominable crime of buggery” carries a prison sentence of up to ten years, and the government has no plans to right that injustice.
The Economist Magazine; posted 06/13/2014; retrieved 06/18/2014 from: http://www.economist.com/blogs/americasview/2014/06/marijuana-jamaica?spc=scode&spv=xm&ah=9d7f7ab945510a56fa6d37c30b6f1709

Marijuana tourism or “ganja-puffing tourists” …
…these words jump off the page of this foregoing news article.

The book Go Lean…Caribbean anticipates the compelling issues associated with economic engines. The book serves as a roadmap for the introduction and implementation of the technocratic Caribbean Union Trade Federation (CU). This effort calls for the focus of the following 3 prime directives related to Trade:

  • Optimization of the economic engines in order to grow the regional economy to $800 Billion and create 2.2 million jobs.
  • Establishment of a security apparatus (including law enforcement enhancements) to protect the resultant economic engines.
  • Improve Caribbean governance to support these engines.

Weed 2But the subject of marijuana is bigger than Trade. There are moral, religious, legal and psychological (treatment) issues associated with this topic; and there is history – good and bad. Any jurisdiction decriminalizing the use of marijuana has to contend with the previous messaging to the community of: “Just say no to drugs”.

The book asserts that before the strategies, tactics, implementations and advocacies of a roadmap to elevate a society can be deployed, the affected society must first embrace a progressive community ethos. The book defines this “community ethos” as the fundamental character or spirit of a culture; the underlying sentiment that informs the beliefs, customs, or practices of society; dominant assumptions of a people or period. Think of the derivative term: “work ethic”.

Marijuana is a mood-altering drug; it has negative effects, one being preponderance for apathy, to tune out of any active engagement. In the US, even in the states where marijuana is legal, most firms/governments still screen staffers (new hires and veterans) and ban consumption of the drug. The reason is simple: Apathy does not make for industriousness. So this issue/drug presents a conundrum for the CU. The mission to grow the economy, promote industriousness, foster new jobs and new industries is pronounced early in the roadmap, detailed in the Declaration of Interdependence (Page 14) with this statement:

 xxvi.   Whereas the Caribbean region must have new jobs to empower the engines of the economy and create the income sources for prosperity, and encourage the next generation to forge their dreams right at home, the Federation must therefore foster the development of new industries … In addition, the Federation must invigorate the enterprises related to existing industries … impacting the region with more jobs.

According to the foregoing article, reconciling the history of marijuana/ganja will be a “tall order”:

ganja has a long history in Jamaica, going all the way back to 19th-century Indian immigrants.

The history of marijuana/ganja in the Caribbean in general and Jamaica in particular has generated a lot of proponents and opponents. Despite outlawing “the weed” for over 100 years, there is a vibrant black market economy associated with the drug. This reality challenges the security apparatus of the Caribbean’s legitimate governing entities. The Go Lean roadmap therefore features the necessary homeland security/law enforcement mitigations. This need was pronounced at the outset of the book (Page 12), recognizing that the problem of drug enforcement/interdiction may be too big for any one member-state alone:

xvi.   Whereas security of our homeland is inextricably linked to prosperity of the homeland, the economic and security interest of the region needs to be aligned under the same governance. Since economic crimes … can imperil the functioning of the wheels of commerce for all the citizenry, the accedence of this Federation must equip the security apparatus with the tools and techniques for predictive and proactive interdictions.

This issue of decriminalizing marijuana must now reconcile with the long history of criminal prosecutions, prison terms and probation/parole eco-system. Management of these attendant functions of criminology has been a consistent theme of the Go Lean roadmap, commencing with this statement in the same Declaration of Interdependence (Page 12):

x.   Whereas we are surrounded and allied to nations of larger proportions in land mass, populations, and treasuries, elements in their societies may have ill-intent in their pursuits, at the expense of the safety and security of our citizens. We must therefore appoint “new guards” to ensure our public safety and threats against our society, both domestic and foreign. The Federation must employ the latest advances and best practices of criminology and penology to assuage continuous threats against public safety. The Federation must allow for facilitations of detention for convicted felons of federal crimes, and should over-build prisons to house trustees from other jurisdictions.

The Go Lean book envisions the CU as a confederation of the 30 member-states of the Caribbean to do the heavy-lifting of empowering and elevating the Caribbean society by creating a “single market” for the region. Among the many benefits of this roadmap is the economies-of-scale for leveraging regional security solutions, like the upheavals of marijuana decriminalization.

Despite the many economic benefits researched for decriminalizing drugs, as measured in the mature market of the US [b], this roadmap and supporting blogs are NOT proposing this measure for the Caribbean … per se. This is presented here as a political issue; the CU strives to maintain an apolitical stance.

There is security risk on both sides of this issue. The book details the community ethos, strategies, tactics, implementations and advocacies to monitor, manage and mitigate the security risks to Caribbean society. The following is a sample list:

Community Ethos – Deferred Gratification Page 21
Community Ethos – Job Multiplier Page 22
Community Ethos – Privacy versus Public Protection Page 23
Community Ethos – Light Up the Dark Places Page 23
Community Ethos – Ways to Impact Research & Development Page 30
Community Ethos – Ways to Impact the Greater Good Page 37
Strategy – Vision – Integration of Single Market Economy Page 45
Strategy – Agents of Change – Globalization Page 57
Tactical – Fostering a Technocracy Page 64
Tactical – Separation of Powers – Homeland Security Page 75
Tactical – Separation of Powers – Justice Department Page 77
Implementation – Security Initiatives at Start-up Page 103
Advocacy – Ways to Grow the Economy Page 151
Advocacy – Ways to Ways to Mitigate Black Markets Page 165
Advocacy – Ways to Improve Governance Page 168
Advocacy – Ways to Better Manage the Social Contract Page 170
Advocacy – Ways to Impact Justice Page 177
Advocacy – Ways to Remediate and Mitigate Crime Page 178
Advocacy – Ways to Improve Homeland Security Page 180
Advocacy – Ways to Impact the Prison Industrial Complex Page 211

Now is the time for all of the Caribbean, the people and governing institutions, to lean-in for the empowerments described in the book Go Lean … Caribbean. For us to send the invitation to the wide-world to ”come to Caribbean and feel alright”, but we must first put “our house” in order.

The world’s acceptance of marijuana has changed. While this is true, this change has created opportunities and also challenges. There is plenty of work yet to be done; heavy-lifting.

Download the book Go Lean … Caribbean – now!

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Referenced Citations:

a.  Marijuana is legal to some degree in 8 Latin America countries (Argentina, Brazil, Columbia, Costa Rica, Ecuador, Honduras, Mexico and Uruguay).

b.  A Harvard economist, Jeffery Miron, estimated that ending the war on drugs would inject 76.8 billion dollars into the US economy in 2010 alone.[1] He estimates that the government would save $41.3 billion for law enforcement and the government would gain up to $46.7 billion in tax revenue.[2] Since President Nixon began the war on drugs, the federal drug-fighting budget has increased from $100 million in 1970 to $15.1 billion in 2010, with a total cost estimated near 1 trillion dollars over 40 years.[3] In the same time period an estimated 37 million nonviolent drug offenders have been incarcerated. $121 billion was spent to arrest these offenders and $450 billion to incarcerate them.[3]

1.       Debusmann, Bernd (12/03/2008). “Einstein, Insanity and the War on Drugs”. Reuter. Retrieved 04/01/2012 from: http://blogs.reuters.com/great-debate/2008/12/03/einstein-insanity-and-the-war-on-drugs/.

2.       Miron, Jeffrey A.; Katherine Waldock. “The Budgetary Impact of Ending Drug Prohibition”. The Cato Institute.  Retrieved 05/03/2010 from: http://www.cato.org/publications/white-paper/budgetary-impact-ending-drug-prohibition

3.       The Associated Press (05/13/2010). “After 40 years, $1 trillion, US War on Drugs Has Failed to Meet Any of its Goals”. The Associated Press. Retrieved 04/01/2012 from: http://www.foxnews.com/world/2010/05/13/ap-impact-years-trillion-war-drugs-failed-meet-goals/.

c.  Referenced VIDEO:

 

On Friday night’s episode of “Real Time,” Bill Maher offered some advice to viewers and to the state of Colorado about how to use marijuana safely and effectively, which we need to do, he said, because “after all, we’re pretending it’s medicine…


 

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Uber Demonstrations Snarl Traffic from London to Berlin

Go Lean Commentary

Uber 1Old World [economy] meets New World [economy].

Taxi cabs go back to the days of horses and carriages; yet the industry has slowly adapted to all the evolutionary changes in technology and modernization. Today, in some jurisdictions, a taxi cab is a moving economic engine: a passenger sitting in the back gets access to streaming video, online browsing and advertising/booking options. While in the front, the driver gets access to advanced dispatch & logistical tools, security surveillance, credit card processing, traffic alerts, and more.

But the challenge with technology, for taxi cabs and many other areas of life, is one-step forward, two-steps backwards.

According to the below article, there is a new technological innovation that has rankled cabbies in the US, Europe and other global cities – 128 in total. This is the practice of car-sharing. The company featured in the foregoing article and VIDEO is Uber, but it could easily be any of the other entities in this emerging industry (ZipCar, Getaround, RelayRides, etc.):

By: Amy Thomson, Cornelius Rahn & Angelina Rascouet

Uber Technologies Inc., the car-sharing service that’s rankling cabbies across the U.S., is fighting its biggest protest from European drivers who say the smartphone application threatens their livelihoods.

Traffic snarled in cities from London to Madrid and Berlin to Paris as strikes and gatherings by more than 30,000 taxi and limo drivers blocked tourist centers and shopping districts. They are asking regulators to apply tougher rules on San Francisco-based Uber, whose software allows customers to order a ride from drivers who don’t need licenses that can cost 200,000 euros ($270,000) apiece.

The biggest city-center protest was in London, where black-cab drivers were joined by private car services and trainees to protest what they saw as the government’s failure to hold Uber to the same standards as other car services and taxis. While similar demonstrations this year have led to smashed windshields and traffic chaos in Paris, a united front in Europe highlights the challenges for Uber’s expansion.

“A strike won’t work,” European Commission Vice President Neelie Kroes said in a statement today. “What we need is real dialogue where we talk about these disruptions caused by technology.”

A funding round last week values the company at $17 billion, almost five times the figure in an earlier round. Out of some 128 cities it serves, 20 are in Europe, including Manchester, Lyon and Zurich.

Tourist Hubs

In London, thousands of black cabs and private hire cars descended on the tourist hubs of Trafalgar Square and Parliament Square, blocking some of the city’s busiest streets. Scooter and motorbike riders studying for the cab-driver exam joined in, honking their horns as the police tried to regulate traffic.

London taxi drivers have said that the app’s fare calculator amounts to a meter, which aren’t allowed in hired cars that aren’t registered taxis. Last month, TFL asked the High Court to rule on whether the fare system was legal.

“We have to have a license to own a cab, we have to have a driver’s license, a cab driver’s license,” said Mark Haslam, a 58-year-old black-cab driver, who took part in the protest. “For some reason they seem to be outside the law.”

Another driver, John Maloney, 64, was standing on top of a black cab on the corner of Whitehall and Trafalgar Square with a sign saying “enforce the law.” He was dressed as a judge, wearing a white wig and black cape.

Arrest Warning

No major accidents or clashes were reported. The London police, saying organizers hadn’t asked for proper permission to assemble, had threatened to arrest protesters if they arrived before 2 p.m. and didn’t leave by 3 p.m.

London organizers had called on drivers to join the demonstrations with posters mimicking a World War I recruiting campaign, featuring military commander Horatio Kitchener and his characteristic handlebar mustache.

In Paris, drivers blocked the Charles de Gaulle and Orly airports this morning and prevented private-car services from picking up passengers, said Nadine Annet, vice president at the FNAT taxi association. Cabbies also slowed down traffic the A1 highway that circles Paris, leading to a 200-kilometer (120-mile) jam, local TV reported. The vast majority of France’s 55,000 professional taxis and Paris’s 15,000 cabs are on strike today, Annet said.

Kader Djielouli, a 44-year-old protester who’s been driving taxis in Paris for 15 years, said he’s lost 40 percent of his revenue since 2009 because of services like Uber.

Paris, Madrid

Private-car services “are taxis without being taxis,” he said at a cab stand near the Opera metro station in Paris. “We are against them. There need to be the same rules for all.”

In Madrid, thousands of drivers marched to block the Paseo de la Castellana, one of the city’s main avenues, as police escorted the demonstration by cars, a helicopter and officers on foot. Protesters chanted insults targeted at Uber and chased taxis that weren’t taking part in the rally.

In Berlin, more than 500 taxis lined up in columns of 20 in the plaza stretching out from the Olympic stadium. Four youth chanting “friends of Uber” were escorted away by security under shouts of a few enraged drivers.

Berlin cabs earlier packed airports and the upscale Kurfuerstendamm shopping district. At the Tegel airport, one of the three starting locations for the Berlin demonstration, taxi driver Kubilay Sarikaya said this morning he was skeptical about the protests. While he’d been working since 3 a.m., he said he’ll go along if his friends do.

“While we are demonstrating, the other guys are hauling people around,” said Sarikaya, 33. “There have to be other ways. Ultimately I think folks know that they can always count on the good old cab to get them where they need to be.”

Berlin, Milan

Uber 2In Milan, no taxi was to be seen after about 5,000 drivers this morning went on a strike that is set to last until 10 p.m.

Uber took the demonstrations as an opportunity to promote its service, saying in a statement its teams across Europe will keep the cities moving today.

“While the taxi protests may seek to bring Europe to a standstill, we’ll be on hand to get our riders from A to B.”

Uber also chose this morning to open its service in London to black-cab drivers, describing its 5 percent commission as the lowest of all booking systems in the city. Uber has thus far offered luxury cars and cheaper rides in London, while excluding licensed black cabs. Later in the day, Uber said signups in London to its service today were 850 percent higher than last Wednesday, declining to give the actual number.

Internet Backlash

The protests have a deeper significance beyond the taxi industry. They underscore the growing backlash against the likes of room-booking service Airbnb Inc. and video-streaming provider Aereo Inc. as they clash with traditional industries arguing the competitors should be subject to the same regulations.

“European cities have tended to regulate taxi drivers much more than the U.S.,” said Charles Lichfield, an analyst at Eurasia Group in London. “I do think the protests have a better chance of succeeding.”

In the U.S., local taxi groups have also lobbied against Uber and similar services in cities such as Seattle. In Europe, regulators and courts are struggling with the disconnect between the desire to protect a regulated industry and the need for more technological innovation.

“For years the government has slapped new fees onto taxis and imposed more constraints — everything from car colors to, now, GPS tracking,” FNAT’s Annet said. “The least we’re asking for is that our competitors get the same tough love.”

French Court

Following complaints by Paris cab drivers, France this year imposed a rule on private services, requiring a minimum 15-minute wait between the time a car is booked and the passenger is picked up. The decree was later struck down by the country’s constitutional court.

Hamburg’s economy ministry on June 6 issued an order preventing Wundercar, a German peer of Uber, from operating in the city, saying that transporting people for profit and without a license is against the law. Berlin administrators are probing a similar move against Uber, spokeswoman Petra Rohland said. A Berlin court banned the Uber Black chauffeur service in April, although the injunction hasn’t been enforced.

The Spanish region of Catalonia said yesterday it will ask Uber — which is available in Barcelona — to immediately stop its activities in the area. The regional government is also telling security forces to increase control and detection of illegal taxi services.

European Regulation

“Consumers want to have these services. I’ve personally never sat in a run-down Uber car, but I’ve definitely experienced a lot of run-down taxis,” said Arndt Ellinghorst, head of automotive research at ISI Group in London. “It is a bit scary how protectionist Europe can be.”

Uber raised $1.2 billion in new financing led by Fidelity Investments last week, valuing the company at about $17 billion, before added investments. The company had earlier raised $307.5 million from investors including Google Ventures, TPG Capital and Menlo Ventures.

The company’s assets may be worth just $5.9 billion, Aswath Damodaran, a finance professor at New York University, wrote on his blog this week. He said the figure was based on optimistic assumptions about the taxi industry’s growth and Uber’s market share and profitability.

Lower Prices

Chief Executive Officer Travis Kalanick — who started Uber in 2009 after he and partner Garrett Camp couldn’t find a cab in Paris — has pushed the company into 37 countries. He said the low prices and ease of use that their drivers can offer will lead to a base of support from consumers that regulators won’t be able to ignore.

Uber 3A typical journey from Finsbury Square, near London’s financial district, and Paddington Station takes between 20 and 30 minutes by car to travel approximately four miles. Uber estimates that that journey would cost between 14 pounds ($24) and 16 pounds. London’s transportation authority estimates that the trip could cost between 15 pounds and 22 pounds.

The German market for taxis and rental cars was 4.3 billion euros last year, said Michael Mueller, the president of the German Association of Taxis and Rental Cars. It would shrink by 1 billion euros at the price levels Uber advocates, he said.

Job Creation

Uber said in its blog it’s responsible for 20,000 new jobs per month. The median income for drivers using the UberX platform, Uber’s low-cost service, is $90,000 per year in New York and more than $74,000 in San Francisco, the company said.

Uber advertises itself to prospective drivers as a way to start your own business, drawing users who aren’t professional chauffeurs. That’s different from apps such as Hailo, which recruit from the industry. Uber customers can tap the app on their smartphone and see the locations of taxis in real time, pay via a stored credit card and rate their driver.

“Citizens of these cities are getting around the cities much more cheaply,” Kalanick told Bloomberg TV in an interview this week. “How does a regulator or city official take that away from the population? Say that inexpensive transportation that’s high quality, you shouldn’t have?”

Bloomberg Business News Service (Posted 06/11/2014; retrieved 06/17/2014) –http://www.bloomberg.com/news/2014-06-10/uber-protests-spread-across-europe-as-taxi-app-backlash-grows.html

The book Go Lean…Caribbean anticipates the compelling issues associated with taxi cabs in the emerging new economy. The book serves as a roadmap for the introduction and implementation of the technocratic Caribbean Union Trade Federation (CU). This effort calls for the elevation of the Taxi & Limousine Commission to the regional/CU level. The roadmap posits that many issues and challenges for this industry can only be managed with feasible economies-of-scale. The CU market size of 42 million will allow for the leverage to consolidate, collaborate and confederate the organizational dynamics to tackle these issues.

The book presents solutions, but asserts that before the new strategies, tactics and implementations can be deployed, the affected communities must first embrace a progressive community ethos. The book defines this “community ethos” as the fundamental character or spirit of a culture; the underlying sentiment that informs the beliefs, customs, or practices of society; dominant assumptions of a people or period.

Progress cannot be accomplished by simply picketing at the airport that a new technological advance is impacting the taxi industry. Technological change can be likened to a charging bull; if someone gets in the way, they can be run over!

The foregoing news article, about car-sharing company Uber provides a glimpse of the inner-workings of these “business models” for these two industries:

  • Regional Taxi Administration – The Go Lean roadmap defines that taxis are the frontline of Caribbean hospitality; there is the need to compel the stakeholders to adapt  innovative products & services that impact the passenger and driver experience alike, such as mobile apps (Page 25).
  • Mobile Applications – The Go Lean roadmap defines the mastery of time-&-space as strategic for succeeding in mobile apps development and deployment for the region (Page 35). If products like Uber master mobile apps, then competitors, including old-guard taxi-cabs should also be able to master this field. Already apps like GrabTaxi have excelled at providing taxi cabs with viable solutions

The Go Lean book stresses that the current community ethos must change and the best way to motivate people to adapt their values and priorities is in response to a crisis. The roadmap recognizes this fact with the pronouncement that the Caribbean is in crisis, and that “a crisis is a terrible thing to waste”. The region is devastated from external factors: global economic recession, globalization and rapid technological advances. The book then asserts that to adapt, there must be a new internal optimization of the region’s strengths. This is defined in Verse XXVII (Page 14) of the Declaration of Interdependence:

Whereas the region has endured a spectator status during the Industrial Revolution, we cannot stand on the sidelines of this new economy, the Information Revolution. Rather, the Federation must embrace all the tenets of Internet Communications Technology (ICT) to serve as an equalizing element in competition with the rest of the world. The Federation must bridge the digital divide and promote the community ethos that research/development is valuable and must be promoted and incentivized for adoption.

This subject of taxi cab administration and promotion has been previously covered in these Go Lean blogs, highlighted here in the following samples:

a.       https://goleancaribbean.com/blog/?p=486 – Incubator firm (Temasek) backs Southeast Asia cab booking app GrabTaxi
b.      https://goleancaribbean.com/blog/?p=214 – Entrepreneur battling Least Common Denominator (LCD) Ethos

In line with the foregoing article, the Go Lean book details some applicable community ethos, and provides a roadmap to better foster these qualities and their resulting benefits:

  • Help for Entrepreneurship (Page 28)
  • Promotion of Intellectual Property (Page 29)
  • Impacting Research & Developments (Page 30)
  • Bridging the Digital Divide (Page 31)
  • Improve Sharing (Page 35)

The roadmap posits that the CU will incubate a Mobile Apps industry, forge entrepreneurial incentives and facilitate the infrastructure upgrades so that innovations can thrive. As related in the foregoing article, these efforts can mitigate against competitive/alternative pressures.

The world has changed!

Yet, still, success is within reach. We can, and must, make the the Caribbean a better place to live, work and play.

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PayPal expands payment services to 10 markets

PayPal PhotoGo Lean Commentary

PayPal [a], the subject of the below news article, is an electronic payment company and this industry of electronic payments has become very important in the strategy for elevating the Caribbean economy. This is digital currency and not “hard money”, so there are no paper stock or coinage issues to be managed with this approach, but there are numerous risk and fraud issues. PayPal is starting to do business in some of the world’s most challenging markets, like Nigeria; this is a good resume for the Caribbean deployment of electronic payment systems.

By: Eric Auchard and Jason Neely

LONDON (Reuters) – PayPal is entering 10 new countries this week, including Nigeria, providing online payment alternatives for consumers via mobile phones or PCs in markets often blighted by financial fraud.

Rupert Keeley, the executive in charge of the EMEA region of PayPal, the payments unit of eBay Inc., said in an interview on Monday the expansion would bring the number of countries it serves to 203.

Starting on Tuesday, consumers in Nigeria, which has 60 million users and has Africa’s largest population, along with nine other markets in sub-Saharan Africa, Eastern Europe and Latin America will be able to make payments through PayPal.

“PayPal has been going through a period of reinvention, refreshing many of its services to make them easier to use on mobile (phones), allowing us to expand into fast-developing markets,” Keeley said.

Once the services go live, customers in the 10 countries with access to the Web and a bank card authorized for Internet transactions will be able to register for a PayPal account and make payments to millions of sites worldwide.

Initially, PayPal is only offering “send money” services for consumers to pay for goods and services at PayPal-enabled merchant sites while safeguarding their financial details. This is free to consumers and covered by fees it charges merchants.

“We think we can give our sellers selling into this market a great deal of reassurance,” said Keeley, a former regional banking executive with Standard Chartered Plc and senior executive with payment card company Visa Inc .

PayPal does not yet cover peer-to-peer transactions, which allow consumers to send money to other consumers. It has not yet enabled local merchants in the new markets to receive payments, nor is it offering other forms of banking services, he said.

A 2013 survey of 200 UK ecommerce sites by Visa’s CyberSource unit estimated that 1.26 percent of online orders are fraudulent and that 85 percent of merchants expected fraud to increase or remain static last year.

CyberSource also estimated that suspicion of fraudulent transactions result in 8.2 percent of online orders in Latin America being rejected by merchants, compared with 5.5 percent in Europe and 2.7 percent in the United States and Canada.

Such fraud can include ID theft, social engineering, phishing and automated harvesting of customer financial data via botnets, or networks of computers controlled by hackers.

A total of 80 million Internet users stand to gain access to PayPal global services this week, including those in five European markets – Belarus, Macedonia, Moldova, Monaco and Montenegro, four in the African nations of Nigeria, Cameroon, Ivory Coast, and Zimbabwe, as well as Paraguay. Internet usage figures are based on research by Euromonitor International.

PayPal counts 148 million active accounts worldwide.

Last week, MasterCard Inc , the world’s second-largest debit and credit card company, and a PayPal rival in payment processing, said it was working with the Nigerian government on a pilot to overlay payment technology on a new national identity card.

PayPal has operated in 190 markets since 2007 and added three countries – Egypt, Georgia and Serbia last year. Roughly a quarter of the $52 billion in payment volumes PayPal reported in the first quarter of 2014 were for cross-border transactions. PayPal reported $1.8 billion in revenue during the period.
Reuters News Service (Retrieved 06/16/2014) –
http://news.yahoo.com/paypal-expands-payment-services-nigeria-9-other-markets-141457269–sector.html

Central Banks print currency notes and determine the quantity, measured as M0. But there is no need for that activity with digital money, yet still, there is a big role for a Central Bank with command-and-control of the economy. This relates to M1 monetary supply. M1 refers to the measurement of the total of currency/money in circulation (M0) plus overnight bank deposits (like demand deposits, travelers’ checks & other checkable deposits). So when digital currencies are factored in, though there is no M0, there is still an increase in M1 nonetheless. As M1 values increase, there is a dynamic to create money “from thin-air”, called the money multiplier. The more money in the system, the more liquidity for investment and development opportunities.

Digital currencies are “reaping” the benefits of monetary supply without “sowing” the hard work of actual money/stock/coinage management!

This subject is detailed in the book Go Lean…Caribbean, which serves as a roadmap for the introduction of the Caribbean Union Trade Federation (CU) and the Caribbean Central Bank (CCB). This Go Lean roadmap has 3 prime directives:

  • Optimization of the economic engines in order to grow the regional economy to $800 Billion & create 2.2 million new jobs.
  • Establishment of a security apparatus to protect the resultant economic engines.
  • Improve Caribbean governance to support these engines.

This subject of electronic payment systems has been previously covered in these Go Lean blogs, highlighted here in the following samples:

a.     https://goleancaribbean.com/blog/?p=906 – Bitcoin needs regulatory framework to change ‘risky’ image
b.     https://goleancaribbean.com/blog/?p=528 – Facebook plans to provide mobile payment services
c.      https://goleancaribbean.com/blog/?p=360 – How to Create Money from Thin Air

This Go Lean/CU/CCB roadmap looks to employ electronic/digital currency schemes to impact the growth of the regional economy. This is defined early in the book in Verse XXIV (Page 13) of the Declaration of Interdependence, with these words:

Whereas a free market economy can be induced and spurred for continuous progress, the Federation must install the controls to better manage aspects of the economy: jobs, inflation, savings rate, investments and other economic principles…

Creating the CU/CCB governance is “Step One, Day One” in the Go Lean roadmap. Implementing this framework for electronic payments allows for emergence of the regional currency of the Caribbean Dollar. This currency emergence allows for the foundation, so that the regional society can be elevated, economically and governmentally.

The Go Lean posits that the business model of PayPal can be fully deployed in the region. Even though PayPal transacts in every CU member-state, except Cuba and Haiti [b], they have provided an example of how to develop an online electronic payment scheme. There is also the need to model other electronic schemes like Visa/MasterCard and Smart Cards (for Cruise Tourism).

The Go Lean book details a series of community ethos, strategies, tactics, implementations and advocacies to foster the proper controls for electronic payments in the Caribbean region:

Community Ethos – Money Multiplier Principle Page 22
Community Ethos – Lean Operations Page 24
Community Ethos – Cooperatives Page 25
Community Ethos – Promote Intellectual Property Page 29
Community Ethos – Ways to Bridge the Digital Divide Page 31
Strategy – Vision of Caribbean Single Market Page 45
Tactical – Separation of Powers – Central Banking Page 73
Implementation – Assemble Central Bank   Cooperative Page 93
Implementation – Ways to Deliver Page 109
Implementation – Ways to Impact Social   Media Page 111
Planning – Ways to Better Manage Image Page 129
Anecdote – Caribbean Currencies Page 149
Advocacy – Ways to Mitigate Black Markets Page 165
Advocacy – Ways to Foster Cooperatives Page 176
Advocacy – Ways to Impact Cruise Tourism Page 193
Advocacy – Ways to Foster Technology Page 197
Advocacy – Ways to Foster e-Commerce Page 198
Advocacy – Reforms for Banking Regulations Page 199
Appendix – Alternative Remittance Modes Page 270

Now is the time for all of the Caribbean, the people and governing institutions, to lean-in for the empowerments described in the book Go Lean … Caribbean. This is the basis for the CU vision, a better place to live, work and play.

Download the book Go Lean … Caribbean – now!

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Appendix – Cited References:

a.   PayPal

PayPal is an international e-commerce business allowing payments and money transfers to be made through the Internet. Online money transfers serve as electronic alternatives to paying with traditional paper methods, such as checks and money orders. It is subject to the US economic sanction list and subject to other rules and interventions required by US laws or government.

PayPal is an acquirer, performing payment processing for online vendors, auction sites, and other commercial users, for which it charges a fee. The fee depends on what currency or payments the seller is using. In addition, eBay purchases made by credit card through PayPal may incur extra fees if the buyer and seller use different currencies.

On October 3, 2002, PayPal became a wholly owned subsidiary of eBay. Its corporate headquarters are in San Jose, California, United States at eBay’s North First Street satellite office campus. The company also has significant operations in Omaha, Scottsdale, Charlotte, Boston, Baltimore and Austin in the United States; Chennai and Bangalore in India; Dublin and Dundalk in Ireland; Kleinmachnow in Germany; and Tel Aviv in Israel. Since July 2007, PayPal has operated across the European Union as a Luxembourg-based bank.

Source: Retrieved June 16, 2014 from: http://en.wikipedia.org/wiki/PayPal

b.   PayPal Countries

PayPal’s tagline: We get where you’re coming from. We are available in 193 markets and 26 currencies. Spend and receive safely over borders and language barriers. We’re here for you, wherever you are.

Anguilla Haiti
Antigua and Barbuda Jamaica
Aruba Martinique
Bahamas Montserrat
Barbados Netherlands Antilles
Belize Puerto Rico (USA)
Bermuda Saint Barthélemy (France)
British Virgin Islands Saint Kitts and Nevis
Cayman Islands Saint Lucia
Dominica Saint Martin (France / The Netherlands)
Dominican Republic Saint Vincent and the Grenadines
French Guiana Suriname
Grenada Trinidad and Tobago
Guadeloupe Turks and Caicos
Guyana Virgin Islands (USA)

 

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The need for highway safety innovations – here comes Google

Go Lean Commentary

Don’t text and drive!

TM BlogNo serious, don’t text and drive.

In addition, don’t drink and drive. In fact, don’t subject yourself to any influences while driving: drugs (legal/illegal), distractions and even sleep deprivation. The public service announcements can go on and on. Perhaps what is needed is some tool, some technology that can assist weary drivers. Here comes Google…

… and Mercedes Benz, Nissan, GM, Ford, etc..

Bet your bottom dollar that other automakers will step up and forge a “space race” for progress in this industry sector. NBC’s Craig Melvin contributed this story – see VIDEO – on the Today Show on Tuesday June 10; (http://www.today.com/video/today/55372906), as a supplement to the foregoing news article fron the CNET trade journal.

To the victor goes the spoil.

By: Steven Musil
Title: Google unveils self-driving car

Google has built a self-driving car from scratch — a vehicle that has no steering wheel or accelerator or brake pedals.

A two-seater prototype of the vehicle was unveiled Tuesday by Google CEO Sergey Brin during an onstage interview at the Recode Code Conference in Palos Verdes, Calif. Instead of the car controls indispensable to today’s drivers, Google’s prototype relies on built-in sensors and a software system to safely maneuver the vehicle.

“We took a look from the ground up of what a self-driving car would look like,” Brin said.

The goal of the project is for self-driving cars to be “significantly” safer than human-driven cars in a few years, Brin said. He said that that the project has experienced no crashes during testing, but the cars only operate at speeds of around 25 miles per hour, which gives them more time to react to obstacles.

Google’s self-driving car is an ambitious project that hopes to end human error behind the wheel with a very Google-y solution: software. The tech titan’s robo-cars have logged more than 700,000 miles since it began working on the vehicles in 2009. Google expects to have them ready for public use between 2017 and 2020.

A demonstration earlier this month by Google’s Self-Driving Car Project team shows how the vehicle depends on a Google-made topographical map to get a sense of what it should expect. The map includes the height of the traffic signals above the street, the placement of stop signs and crosswalks, the depth of the sidewalk curb, the width of the lanes, and can differentiate lane markings from white and dashed to double-yellow.

The company announced major progress last month in improving how the system responds to objects not on a map. In a YouTube video, the Web giant demonstrated some of the circumstances its self-driving cars now handle, such as bicyclists signaling to move across a lane of traffic, railroad crossings, and parked cars protruding into the lane of traffic.

While Google has been at the forefront of developing and testing self-driving technologies, it’s not alone in its driverless vision for the future. Nissan, General Motors, and automotive supplier Continental expect self-driving cars on the road by 2020. Ford Motor Co. has unveiled a self-driving prototype car. Telsa Motors wants its system to handle 90 percent of driving duties by 2016 — a more aggressive schedule and one that’s more like what Google has said is attainable.

CNET – Tech Industry trade Magazine (Posted 05-27-2014; retrieved 06-10-2014) –
http://www.cnet.com/news/google-unveils-self-driving-car-sans-steering-wheel/

Visit NBCNews.com for breaking news, world news, and news about the economy

TM Blog 2Highway safety in the US is in crisis. Every state has banned texting-&-driving. Additionally, some states (i.e. California) even banned talking … on a mobile phone without a hands-free device. Just this past week, famed comedian Tracy Morgan was seriously injured in a car accident with a semi-trailer (18-wheeler) truck. The initial reports indicate that the truck driver may have worked/driven a 24-hour shift … with unavoidable fatigue factors. See related article at: http://www.foxnews.com/entertainment/2014/06/10/tracy-morgan-crash-walmart-truck-driver-center-accident-investigation/

This constitutes a crisis in highway safety; and a crisis, any crisis is a terrible thing to waste!

This is the premise of the book Go Lean…Caribbean, that a crisis can always be exploited to sieze opportunities. This race to create technological solutions is in response to dealing with the highway safety crisis – the resultant innovations will spurn new economic activity. This book purports that a new industrial revolution is emerging and the Caribbean people and society must engage. This is pronounced in the Declaration of Interdependence (Page 14), with this opening statement:

xxvii.  Whereas the region has endured a spectator status during the Industrial Revolution, we cannot stand on the sidelines of this new economy, the Information Revolution. Rather, the Federation must embrace all the tenets of Internet Communications Technology (ICT) to serve as an equalizing element in competition with the rest of the world. The Federation must bridge the digital divide and promote the community ethos that research/development is valuable and must be promoted and incentivized for adoption.

This book Go Lean… Caribbean, serves as a roadmap for the introduction and implementation of the Caribbean Union Trade Federation (CU). This effort will marshal the region to avail the opportunities associated with technology and automobiles – there is a plan to foster a local automotive industry. In fact The CU/Go Lean roadmap has these 3 prime directives:

  • Optimization of the economic engines in order to grow the regional economy.
  • Establishment of a security apparatus to protect the resultant economic engines.
  • Improve Caribbean governance to support these engines.

There is a lot at stake for the Caribbean in considering this subject area. According to the foregoing article and VIDEO, research-and-development (identified as a community ethos) has begun to deploy workable solutions. There is the need for a Caribbean solution. Engaging this process early can result in many new jobs, and most importantly, many new opportunities to save lives and impact the Greater Good.

The book details other ethos to adopt, plus the executions of the following strategies, tactics, implementations and advocacies to forge research-and-development and industrial growth in Caribbean communities:

Community Ethos – Deferred Gratification Page 21
Community Ethos – People Respond to Incentives Page 21
Community Ethos – Job Multiplier Page 22
Community Ethos – “Crap” Happens Page 23
Community Ethos – Lean Operations Page 24
Community Ethos – Return on Investments (ROI) Page 24
Community Ethos – Ways to Impact the Future Page 26
Community Ethos – Ways to Help Entrepreneurship Page 28
Community Ethos – Ways to Impact Research & Development Page 30
Community Ethos – Impact the Greater Good Page 37
Strategy – Agents of Change – Technology Page 48
Tactical – Fostering a Technocracy Page 64
Tactical – Growing Economy – New High Multiplier Industries Page 68
Separation of Powers – Public Works & Infrastructure Page 82
Separation of Powers – Department of Transportation Page 84
Implementation – Ways to Pay for Change Page 101
Implementation – Ways to Deliver Page 109
Planning – 10 Big Ideas Page 127
Planning – Lessons from Detroit Page 140
Advocacy – Ways to Grow the Economy Page 151
Advocacy – Ways to Create Jobs Page 152
Advocacy – Ways to Foster Technology Page 197
Advocacy – Ways to Improve Transportation Page 205
Advocacy – Ways to Develop the Auto Industry Page 206

Historically, forging change in the automotive sphere of the Caribbean has been a “tall order”. The region was very slow to adopt common sense provisions like mandatory seatbelts and unleaded gasoline. So managing change for the region must be viewed as both an art and a science. For change is something the region must adapt to; and managing this change is something the CU will spearhead.

The insights from the foregoing article and embedded VIDEO help us to appreciate that the future is now! (Though, there is no talk of flying cars). We must engage, empower and equip the people of the Caribbean if we want to make our home a better place to live, work and play. And we must do it now. Everyone in the Caribbean is urged to lean-in to this roadmap.

Download the book Go Lean … Caribbean – now!

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The Art & Science of Temporary Stadiums – No White Elephants

Go Lean Commentary

Learn from Greece – Why build expensive permanent stadiums for temporary (sports/cultural) events, when there is such an effective art and science with temporary stadiums?! This important lesson was ignored in Brazil for the FIFA World Cup 2014.

The book Go Lean…Caribbean, serving as a roadmap for the introduction and implementation of the technocratic Caribbean Union Trade Federation (CU), advocates this lesson and declares that “a mission of the CU is to forge industries and economic drivers around the individual and group activities of sports and culture”. There is the need for temporary stadiums for events and festivals; (see Temporary Structures Models & Systems Appendix below).

This temporary stadium was erected in Germany for the 2006 FIFA World Cup championship game.

This temporary stadium was erected in Germany for the 2006 FIFA World Cup championship game.

The need to optimize sports/cultural events & festivals have previously been addressed in the following Go Lean blogs entries:

a. https://goleancaribbean.com/blog/?p=1148 Sports Bubble – Franchise values in basketball
b. https://goleancaribbean.com/blog/?p=1020 Sports Revolutionary: Advocate Jeffrey Webb
c. https://goleancaribbean.com/blog/?p=676 PM Christie responds to critics of Bahamian ‘Carnival’
d. https://goleancaribbean.com/blog/?p=498 Book Review: ‘The Sports Gene’
e. https://goleancaribbean.com/blog/?p=334 Bahamians Make Presence Felt In Libyan League
f. https://goleancaribbean.com/blog/?p=318 Collegiate Sports in the Caribbean
g. https://goleancaribbean.com/blog/?p=60 Could the Caribbean Host the Olympic Games?

All in all, the book and accompanying blogs declare that the region needs to learn lessons from other sporting venues like Athens-Greece, South Africa and Brazil. The people of the Caribbean cannot afford such monumental mis-steps – see VIDEO below. So this Go Lean… Caribbean roadmap applies the lessons learned and details the following 3 prime directives:

  • Optimization of the economic engines in order to grow the regional economy to $800 Billion & create 2.2 million new jobs.
  • Establishment of a security apparatus to protect the resultant economic engines.
  • Improve Caribbean governance to support these engines.

This roadmap commences with the recognition that genius qualifiers can be found in many fields of endeavor, including music, sports and the performing arts. To exploit the economic benefits of these fields require some facilitation, like stadia, arenas and theaters. The roadmap pronounces the need for the region to confederate in order to invest in the facilitations for the Caribbean genius to soar. These pronouncements are made in the Declaration of Interdependence, (Pages 13 & 14) as follows:

xxi.      Whereas the preparation of our labor force can foster opportunities and dictate economic progress for current and future generations, the Federation must ensure that educational and job training opportunities are fully optimized for all residents of all member-states, with no partiality towards any gender or ethnic group. The Federation must recognize and facilitate excellence in many different fields of endeavor, including sciences, languages, arts, music and sports. This responsibility should be executed without incurring the risks of further human flight, as has been the past history.

xxii.      Whereas sports have been a source of great pride for the Caribbean region, the economic returns from these ventures have not been evenly distributed as in other societies. The Federation must therefore facilitate the eco-systems and vertical industries of sports as a business, recreation, national pastime and even sports tourism – modeling the Olympics.

The Go Lean vision is a confederation of the 30 member-states of the Caribbean forming a proxy organization to do the heavy- lighting of building, funding and maintaining sports/event venues. The strategy is to deploy temporary structures where appropriate on CU fairgrounds, as some events may require specific configurations, but only for a few days every year. Tactically, the Go Lean roadmap calls for a separation-of-powers between the member-state governments and the new federal agencies; so the CU will serve as the landlord for local, national and regional events.

The subsequent article and VIDEO (from the cable channel HBO’s documentary Real Sports) describes the folly for expensive permanent stadiums for short-term events; especially while the art and science of temporary stadiums is so effective.

Title: HBO’s Real Sports tackles the white elephants of the World Cup and Olympics
Posted by Joe Lucia on May 20, 2014 10:31
(http://awfulannouncing.com/2014/hbos-real-sports-tackles-the-white-elephants-of-the-world-cup-and-olympics.html)

The lead story of May’s episode of Real Sports on HBO tackles the World Cup, but in a different way

Next month’s World Cup in Brazil (starting June 12, 2014) has resulted in numerous brand new soccer stadiums being built all across the country. Once the World Cup ends, the stadiums will more than likely remain dormant – which is where the “white elephants” title of the segment comes into play. In South Africa four years ago, ten stadiums were built at the cost of billions of dollars. Nine of those stadiums stand relatively unused today.

The same thing happens when countries host the Olympics – it doesn’t take too much effort to find evidence of stadiums or arenas being built solely to hold events and then be used for nothing or razed years later. The 2004 Olympics in Athens are a stark example of the waste that goes into holding events like the Olympics and the World Cup, as many of the arenas and stadiums built for the events stand empty.

Perhaps even more shocking – the organizers of these events in those host countries openly admit to having no plan for the future of the venues. The Greek economy collapsed in large part to the massive amount of waste that went into the Olympics a decade ago, with the crumbling stadiums as reminders of that waste.

Today, Brazil is preparing by the World Cup by spending more money than any country in history. A brand new, $270 million stadium was built in the remote town of Manaus for just four games this World Cup. Manaus is so remote that many Brazilians can’t even drive there. Materials to build the stadium were shipped from Portugal, across the Atlantic Ocean and transported down the Amazon River. All that for four games in a town that HBO described as “a weigh station.”

The organizers are oblivious to this. The designer of the stadium in Manaus claims that when people watch the games on television, they will become aware of the city, and tourism and investment opportunities will increase. Apparently, eight hours of soccer over the month of June will create all of that goodwill.

For a country like Brazil, bathed in poverty, to burn away billions of dollars on stadiums and arenas for the World Cup and the 2016 Olympics is shameful. Once the World Cup ends and Olympics preparation begins, homes in Rio de Janeiro will be razed to make room for the venues, sending many Brazilian citizens into homelessness for the sake of a two week sporting event.

in a country like Brazil that is teetering on the edge of financial chaos, dumping billions of dollars into sports while a bulk of your citizens are poor, starving, and lacking healthcare seems like a recipe for a disaster, with nothing but empty stadiums and a page on Wikipedia to show for it when all is said and done.

VIDEO: Real Sports with Bryant Gumbel: Episode #206 Web Clip – White Elephants (HBO Sports) – http://youtu.be/lHUiyxKgg1s

Jon Frankel travels to Athens, Greece plus Manaus and Rio de Janeiro in Brazil and looks for answers to the question of: Are billions being wasted on World Cup and Olympic venues?

The Go Lean book details these series of community ethos, strategies, tactics, implementations and advocacies designed to re-boot the delivery of the regional solutions, so badly needed and hoped for:

Community Ethos – Ways to Foster Genius Page 27
Community Ethos – Ways to Promote Happiness Page 36
Strategic – Visitors – Snow Birds at RV Campgrounds Page 55
Strategic – Staffing – Events at Fairgrounds Page 55
Tactical – Fostering a Technocracy Page 64
Tactical – Separation of Powers – Sports & Culture Administration Page 81
Tactical – Separation of Powers – Fairgrounds Administration Page 83
Implementation – Steps to Implement Self-Governing Entities Page 105
Implementation – Ways to Deliver Page 109
Planning – Ways to Make the Caribbean Better Page 131
Advocacy – Ways to Grow the Economy Page 151
Advocacy – Ways to Improve Local Government – Parks & Recreation Page 169
Advocacy – Ways to Impact Events Page 191
Advocacy – Ways to Promote Fairgrounds Page 192
Advocacy – Ways to Foster Technology Expositions Page 197
Anecdote – Model of Miami-DadeCounty Youth Fair Page 227
Advocacy – Ways to Improve Sports Page 229
Advocacy – Ways to Improve the Arts Page 230
Advocacy – Ways to Promote Music Page 231
Advocacy – Ways to Impact Urban Living – Sports Leagues Page 234
Temporary Stadiums - Golf

This stadium is the Pakar Seating Grandstand system. It is so versatile that it’s suitable for any type of Golf Competition event.

The foregoing article discourages investment in permanent venues unless there is a solid long-term business plan. The Go Lean roadmap concurs – Greece did not recover from the flawed Olympic build-out for facilities that were never used again after the 2004 Games. On the other hand, here is the encouragement and recommendation to develop fairgrounds and deploy temporary stadia, arenas and theaters. Imagine a golf tournament; no one would expect bleachers and grandstands at the putting greens to be permanent structures. No, there is a place for temporary structures in the world of sports.

Temporary Stadiums - Beach Volleyball

The Bondi Beach Volleyball Stadium was constructed for the Sydney 2000 Olympic Games and stood for just six weeks. The temporary stadium was constructed on the world-famous Bondi Beach and had over 10,000 seats.

There is one sport, Beach Volleyball, which only uses temporary bleachers/grandstands – 100 percent.
So there is a place for the arts & sciences of temporary structures. There is the need for their economic impact.

The Go Lean roadmap anticipates 21,000 direct jobs at fairgrounds and sports enterprises throughout the region.

Now is the time for all of the Caribbean, the people and governing institutions, to lean-in for the empowerments of the Caribbean Union Trade Federation. Now is the time to make this region a better place to live, work and play. 🙂

Download the free e-Book of Go Lean … Caribbean – now!

========================

*** APPENDICES ***

Appendix A – Sample New Stadiums for Brazil
The permanent structures call for more elaborate construction schedules and risks. Some delays have been unavoidable – see this article (photos) on the Sao Paulo stadium slated for the opening game on June 12, 2014; posted and retrieved 06/04/2014:

http://www.businessinsider.com/bleachers-at-sao-paulo-world-cup-stadiums-2014-6#ixzz33iMAwtEf

Brazil prepares…
When Brazil drafted plans to host the upcoming World Cup, Natal, the Atlantic beach destination was exactly the type of city it wanted to show off. Five years later, and four weeks before kickoff, little besides the arena and a remote, untested airport are complete.

Almost half the more than $1.3 billion in promised developments [in Natal] never began. What did [begin] has languished, including ongoing road work that has rendered the stadium’s outskirts a raw sprawl of rebar, dust and concrete. (Reuters)

An aerial view of the Arena Pantanal soccer stadium in Cuiaba, April 25, 2014. Cuiaba is one of the host cities for the 2014 World Cup in Brazil. See photos here (REUTERS/Joel Marcos):

Temporary Stadiums - Natal

An Aerial view of the Arena das Dumas from January 22, 2014; this stadium will host matches for the 2014 soccer World Cup.

Temporary Stadiums - Cuiaba

This is the incomplete stadium in Natal; with 4 weeks before the first event, the infrastructural improvements for the surrounding areas have still not been completed.

Temporary Stadiums - Sao Paulo

People stand in the bleachers during an infrastructure test at Arena de Sao Paulo Stadium, one of the venues for the 2014 World Cup, in the Sao Paulo district of Itaquera April 26, 2014.

Appendix B – Temporary Structures Models & Systems
Many examples of successful temporary stadia, arenas and theaters abound – see photos here.

Here are 2 reputable vendors for providing these products and services.

1. PAKAR Grandstand is extremely versatile, therefore, it can be installed either as a PERMANENT or REMOVABLE Grandstand. It can be displaced and re-installed at any location quickly and easily. The system of frames is pre-assembled with an interlocking system, ties, braces, beams and deck units that locks together for fast assembly. Our Grandstand can be installed on any type of surface i.e. concrete, grass and sand (Desert). It can be installed on a slope depending on soil condition. Our system can be used both Outdoor and Indoor. For Outdoor use, it can be equipped with a roof system (Complete roofing or Semi-roofing). Source: http://www.pakar-seating.com/

Temporary Stadiums - Padel

Padel is a relatively new racquet sport that is extremely popular in Spain. The logistics of this platform accommodates each individual sports event and is 600 square meters in size and has 3,000 seats around it.

Temporary Stadiums - Soccer

This stadium is a modular stadium built by NUSSLI who has developed flexible and sustainable concepts for popular global sports and cultural events

Temporary Stadiums - Theater

This stadium is not only for sporting events, but it is ideal for cultural activities as well.

Grandstand bleachers for a drag racing configuration

2. Temporary Stadium, Modular Stadium Construction, Stadia Expansion.

NUSSLI provides complete modular stadiums and arenas or additional grandstands – with or without roofing. We offer our stadium construction solutions for rental (temporary) or sale (permanent).

The experience gained from multifaceted stadium projects around the world makes NUSSLI a reliable partner in modular stadia construction and in stadium expansion. NUSSLI‘s mobile stadia fulfill the highest demands in regard to safety, functionality, and architecture.

The modular stadium® can be adapted to meet changing requirements and individual customer needs over and over again. The stadium can be installed in virtually no time and removed just as quickly after use.

The NUSSLI service range in stadium construction:
•Stadia and arenas (modular, temporary, permanent, mobile)
•Stadium expansion (modular, temporary, permanent)
•Additional grandstand, roofing
•Steel tube grandstand
•Service buildings

Modular Stadium® – a Convincing System.
Those who modularly build or expand stadiums and arenas enjoy considerable advantages over those using the traditional building method. The key factors of modular stadium construction are savings in cost and time.

Cost advantage: The use of modules can be temporally limited, therefore avoiding costs for possible surplus capacities. The standardization shortens planning and construction processes.

Fast and flexible: modular stadium constructions or expansions by NUSSLI beat any other system in regard to installation speed.
Source: http://www.nussli.us/services/stadium-construction.html

 Temporary Stadiums - Photo 1Temporary Stadiums - Grandstands Temporary Stadiums - Slopings 1 Temporary Stadiums - Slopings 2 Temporary Stadiums - Slopings 3

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EU willing to fund study on cost of not having CARICOM

Go Lean Commentary

What would be the opportunity cost of not having CariCom? EU fund CARICOM Study 2

Opportunity cost is defined as …

“the value of the best alternative forgone, in a situation in which a choice needs to be made between several mutually exclusive alternatives given limited resources. Assuming the best choice is made, it is the ‘cost’ incurred by not enjoying the benefit that would be had by taking the second best choice available”.[a]

See linked VIDEO below for sample/example.

VIDEO – Opportunity Cost explained [b]:

Real Estate InvestmentClick Photo to Play

The CariCom is viewed as a failure in many circles in the Caribbean and internationally!

  • Just what is the opportunity cost for all the time, talent and treasuries exerted into CariCom thus far?
  • Could those investments have generated a better return in other endeavors?
  • Has CariCom even measured … the opportunity cost?

This CariCom “wasted opportunity” stance is also declared in the book Go Lean…Caribbean, and all of its aligned blog submissions. This issue – CariCom mis-firings – had previously been addressed in many Go Lean blog-commentaries (to date):

a. https://goleancaribbean.com/blog/?p=816 – The Future of CariCom
b. https://goleancaribbean.com/blog/?p=476 – Grenada PM Urges CARICOM on ICT
c.  https://goleancaribbean.com/blog/?p=451 – CARICOM Chairman to deliver address on reparations
d. https://goleancaribbean.com/blog/?p=346 – Caribbean leaders convene for CARICOM summit in St Vincent

All in all, the book and accompanying blogs assert that the Caribbean Community construct is a failed manifestation of regional integration. CariCom has failed because it has only achieved so little of what it attempted, and only attempted so little of what’s possible – they have just stood by as “Rome burned”. Even CariCom themselves have acknowledged that their branded endeavor, CSME or Caribbean Single Market & Economy has sputtered, despite investing millions of Euros, according to this article:

ST GEORGE’S, Grenada — The European Union (EU) is willing to fund a study that would explore the opportunity costs of not having a Caribbean Community (CARICOM) in place.
Ewout Sandker, head of Cooperation, Delegation of the EU to Guyana, Suriname and Trinidad and Tobago and the Dutch Overseas Countries and Territories, made the announcement on Monday during the high level advocacy forum on statistics in Grenada.

As he underlined the importance of a solid data foundation for development in general, and regional integration in particular, Sandker posed some questions to the forum and made reference to the path the European Union took towards integration.

He told the gathering of senior government officials, statisticians, and representatives of international organisations that, in the 1980s, the EU conducted a study that calculated the opportunity cost of not having a fully integrated market in Europe. The results, he related, were “quite amazing”. They were an “enormous push” to regional integration and provided a good opportunity for mobilizing the private sector in Europe, which saw the benefits they were not getting by not having a fully integrated market, he said.

“Something like that could be done in the Caribbean as well, and we would be happy to provide funding for such a study (of) the cost of not having CARICOM,” Sandker said.
Over the past decade, the European Union has been providing support to the Community to strengthen regional statistics and to improve its use in policy-making. About €4M of the €57M Ninth European Development Fund (EDF) cycle to the Community was allotted to produce and disseminate economic statistics, to harmonise statistical structures across the region and to train staff to use the economic statistics to monitor the regional integration process.

The EU and the Caribbean Forum of African Caribbean and Pacific States (CARIFORUM) deepened support to the field of statistics under the 10th EDF to build on earlier achievements and to fill the gaps that remained.

From the €18M allocated to the CSME under the 10th EDF, about €2M was allocated to strengthen the intra-regional systems to produce and disseminate timely, high quality, harmonized statistics to monitor the CSME. The funding, Sandker said, was used to monitor regional integration, further develop merchandise trade statistics and to boost social and environmental statistics, among other areas.

Statistical monitoring of the integration movement, he said, was particularly close to his heart. “I’ve been working on it the first time I was in Guyana with the CARICOM Secretariat and I believe that monitoring of both compliance of regional integration commitments at the national level, and secondly, the impact of regional integration activities and processes are absolutely key to the success of the regional integration enterprise.

“If you can’t measure it; if you don’t know the compliance at national levels with different areas of integration, how can you allocate resources in a sensible way? If you don’t know, you cannot prioritise. If you don’t know what is the impact of the regional integration process, how can you argue that it is a good thing? How can you argue that you should go further and deeper,” he queried.

Source: Caribbean News Now – Regional News Source (Retrieved 05/31/2014) –
http://www.caribbeannewsnow.com/headline-EU-willing-to-fund-study-on-cost-of-not-having-CARICOM-21361.html

The people of the region deserve better!

This book Go Lean… Caribbean serves as a roadmap for the introduction and implementation of the technocratic Caribbean Union Trade Federation (CU), a graduated iteration of regional integration for the democracies and territories in and around the Caribbean Sea. The following 3 prime directives are explored in full details in the roadmap:

  • Optimization of the economic engines in order to grow the regional economy to $800 Billion & create 2.2 million new jobs.
  • Establishment of a security apparatus to protect the resultant economic engines.
  • Improve Caribbean governance to support these engines.

EU fund CARICOM Study 1This re-boot roadmap commences with the recognition that all the Caribbean is in crisis, and in the “same boat” despite their colonial heritage or language. All the geographical member-states, 30 in all, therefore need to confederate, collaborate, and convene for solutions. This pronouncement is made in the Declaration of Interdependence, (Page 10). This Preamble statement includes this verbiage:

While our rights to exercise good governance and promote a more perfect society are the natural assumptions among the powers of the earth, no one other than ourselves can be held accountable for our failure to succeed if we do not try to promote the opportunities that a democratic society fosters.

The vision of the CU is a confederation of the 30 member-states of the Caribbean into an integrated Single Market with a different brand name other than CSME, rather the Caribbean Union Trade Federation – and this time … we vest the entity with real roles/responsibilities and also include the Spanish, French and Dutch homelands from the outset. Tactically, the CU allows for a separation-of-powers between the member-state governments and the new federal agencies. The Go Lean book details these series of community ethos, strategies, tactics, implementations and advocacies designed to re-boot the delivery of the regional solutions, so badly needed and hoped for:

Anecdote –   Caribbean Single Market & Economy Page 15
Community   Ethos – Money Multiplier Page 22
Community   Ethos – Job Multiplier Page 22
Community   Ethos – “Crap” Happens Page 23
Community   Ethos – Lean Operations Page 24
Community   Ethos – Cooperatives Page 25
Community   Ethos – Ways to Impact the Future Page 26
Community   Ethos – Ways to Impact the Greater Good Page 37
Strategic   – Vision – Integrated Region in   a Single Market Page 45
Strategic   – Vision – Agents of Change Page 57
Tactical –   Confederating a Non-sovereign Union Page 63
Tactical –   Fostering a Technocracy Page 64
Tactical –   Growing to $800 Billion Regional Economy Page 67
Tactical –   Separation of Powers Page 71
Tactical –   Interstate Commerce Admin – Econometrics Data Analysis Page 79
Anecdote – Turning Around CariCom Page 92
Anecdote –   “Lean” in Government Page 93
Implementation – Ways to Pay for Change Page 101
Implementation – Foreign Policy Initiatives at Start-up Page 102
Implementation – Security Initiatives at Start-up Page 103
Implementation – Ways to Deliver Page 109
Planning – Big Ideas for the Caribbean   Region Page 127
Planning – Ways to Model the EU Page 130
Planning – Ways to Measure Progress Page 147
Advocacy – Ways to Grow the Economy Page 151
Anecdote – Governmental Integration: CariCom Parliament Page 167
Advocacy – Ways to Improve Governance Page 168
Advocacy – Ways to Foster Cooperatives Page 176
Advocacy – Ways to Improve Homeland Security Page 180
Appendix – Trade SHIELD – “Harvest“ Comprehensive Data Analysis Page 264
Econometrics ... measuring progress

Econometrics … measuring progress

The Go Lean roadmap for the CU stresses the importance of a solid data foundation to analyze and measure progress. This models the effort of the European Economic Community (EEC – predecessor to the EU) in the 1980s; they commissioned a study to calculate the opportunity cost of not having a fully integrated European market. The results of that study were compelling and propelled the completion of the regional integration effort. The foregoing article recommends a similar exercise for the Caribbean, so as to provide a good opportunity to mobilize the private and public sectors in the region to dive deeper in the integrated Single Market. The Go Lean…Caribbean roadmap (370 pages) is a Caribbean study in compliance with this recommendation.

Now is the time for all of the Caribbean, the people and governing institutions, to reject the CariCom status quo … then lean-in for this new integration re-boot … for the Caribbean Union Trade Federation. Now is the time to make this region a better place to live, work and play. 🙂
———–

Referenced Citations:

a. Investopedia online resource. Retrieved 2010-09-18 from: http://www.investopedia.com/terms/o/opportunitycost.asp.
b. Video link: http://www.investopedia.com/video/play/opportunity-cost/

 

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Sports Bubble – Franchise values in basketball

Go Lean Commentary

BBall2The foregoing news article highlights a topical issue in the world of sports, basketball in particular: the blatant racism of basketball team owner by octogenarian Donald Sterling. The sports league, the NBA, expelled him from the league and has announced that it is moving forward with the forced sale of the Los Angeles Clippers to former Microsoft CEO Steve Ballmer for $2 Billion.

There are many lessons to learn/apply from this Donald Sterling / LA Clippers drama. Lessons such as:

  • There are more important things than money – the sports world rallied in support of the campaign to divorce the antagonist, Donald Sterling, from his team ownership.
  • Money covers a multitude of sins – the indication is that Mr. Sterling’s conduct was unbecoming for a long time before this episode.
  • Sports are immune to economic cycles – team values continue to rise despite depressed asset values during the Great Recession.
  • Sports are not immune to economic realities – there is a real possibility of a bubble due to the absence of economic fundamentals of some teams; there is still the need for technocratic efficiency.
  • Technology in broadcasting is transforming the sports industry – since DVR programming neutralizes the exposure to advertising, live sports broadcasts stand out as an exception: reliable audience. This thereby increases league/team values.
  • Institutional racism is real – the generation that practiced segregation is still alive and wields power, like 80-year-old Donald Sterling.
  • Attitudes in sports can mold society – the public sympathized with Black personnel having to work for an owner with racist views towards Black people; the NBA was forced to act quickly to expel Sterling from the league, with national concurrence.
  • The business of sports can shape a community’s economic landscape – the new value assessment of the Clippers has now elevated all the sport franchises in Los Angeles and related cities; now all connected properties and neighborhoods have appreciated in value as well.

The book, Go Lean … Caribbean, serves as a roadmap for the introduction and implementation of the Caribbean Union Trade Federation (CU). This subject of blatant racism in sports ownership is in scope for the CU as this technocratic agency will assume responsibility for regional sports administration. The roadmap has the prime directives to elevate the Caribbean’s:

(1) economy,

(2) security apparatus, and

(3) governing engines.

The Economist Magazine (Posted & Retrieved 05/31/2014) –
FOR all Donald Sterling’s well-known faults—the owner of the Los Angeles Clippers basketball team seems to have comfortably secured a role as the face of racism in America—no one has ever accused him of being a bad businessman. Although most of his fortune came from real estate, he is now on the brink of closing out what is probably the most profitable investment in the history of professional sports. The other 29 team owners of the National Basketball Association (NBA) are set to hold a vote on June 3rd to terminate his control of the Clippers, in response to a tape of his offensive remarks about blacks that was leaked to the media. But the league’s commissioner, Adam Silver, had let it be known that he would prefer a voluntary sale to happen first—managed by Mr. Sterling’s estranged wife Rochelle, since Mr. Silver had already banned Mr. Sterling for life and thus prevented him from exercising control over the team.

On May 29th the commissioner’s wish was granted, when Ms. Sterling announced that Steve Ballmer the former head of Microsoft, had agreed to buy the Clippers for the eye-popping sum of $2 billion. Although the Los Angeles Dodgers baseball team went for a slightly higher $2.15 billion in 2012, that deal included valuable real-estate assets as well, whereas the Clippers are essentially being sold on their own. The previous record price for an NBA club was just $550m, set by the Milwaukee Bucks earlier this year, and Forbes magazine valued the Clippers at a mere $575m in January. Mr. Ballmer’s bid comfortably exceeded the reported $1.6 billion offered by a group led by David Geffen, a media executive.

BBall1Mr. Sterling has not yet announced whether he will try to block the sale. Since he bought the team for a piddling $12.5m in 1981 and lives in the high-tax state of California, the deal would cost him an estimated $662m in capital-gains taxes. Moreover, his lawyer has demanded that the league retract its accusations against Mr. Sterling, though an after-tax profit of $1.326 billion might help him to swallow his pride. It is not yet clear whether Mr. Sterling could hold up the deal if he wants to. His representatives insist that no sale can proceed without his signature. But the family trust that formally owns the club has declared the 80-year-old Mr Sterling mentally incapacitated—an opinion shared by many viewers of his ill-advised interview with Anderson Cooper on CNN—in order to give his wife sole authority over the franchise. Mr Sterling has a well-earned reputation for litigiousness, and would surely challenge any sale by Ms Sterling against his will in court. However, that would cause the league to re-initiate termination proceedings against him.

The NBA will also still have to approve Mr. Ballmer, but that is expected to be a mere formality. Paul Allen, another Microsoft billionaire, already owns the Portland Trail Blazers, and the league vetted Mr. Ballmer when he made a failed bid for the Sacramento Kings. Mr. Silver will be eager to remove a pariah from the league as quickly and quietly as possible, and to avoid the prospect of a long court battle with Mr. Sterling. And the commissioner surely wants to lock in the lofty sale price, which sets a new valuation bar for every other franchise.

Mr Ballmer is yet to speak publicly about his financial calculus, except to assure the NBA that he would not seek to move the Clippers to Seattle, as he hoped to do with the Kings. (He told the Wall Street Journal that relocating the club out of America’s second-biggest market would be “value destructive”.) Microsoft shareholders who despaired at his string of high-priced acquisitions for the company can at least take solace that he is no thriftier with his own money: the Clippers will cost an estimated 10% of his net worth.

To be sure, there are strong arguments for a ten-figure price for the team. Sports franchise values have been soaring in recent years, thanks to record-setting rights deals from television networks desperate for DVR-proof programming. Both the NBA’s national contract and the Clippers’ local one are set to expire in the coming years, leaving the team doubly well-positioned to cash in. And following an acrimonious lockout in 2011, the league’s current collective-bargaining agreement sharply cut the share of its revenues that gets paid out in salaries, which made clubs far more profitable. Low interest rates are driving up prices for all assets, and the combination of rising inequality and greater international interest in basketball has increased the number of billionaires willing to splurge on an NBA team.

Moreover, the Clippers currently find themselves in an unfamiliar spot as the best basketball team in Los Angeles, and indeed all of California. The Lakers, their far better-loved crosstown rivals, are suffering through a difficult rebuilding phase, whereas the Clippers finished with the league’s third-best record this year. No one would blink an eye if the Lakers sold for $2 billion, and in theory there’s no reason why the team’s electrifying “Lob City” offence featuring Chris Paul and Blake Griffin could not supplant the slumping Lakers for Angelenos’ affections.

On the other hand, brand loyalty matters as much or more in sports as the on-field product. In 2009 the Chicago Cubs, baseball’s iconic lovable losers, sold for $845m despite putrid overall economic conditions, because they were the more popular club in a big two-team market. As measured by Facebook likes, there is not a single postal code in which the Clippers are even one-fifth as popular as the Lakers, and the Lakers are the preferred club in pretty much every part of the United States that lacks a nearby team save the Southeast. The Lakers’ local television deal pays them $180m a year; the Clippers are expected to fetch 60% less for their next contract. Mr. Sterling’s 33 years of penny-pinching mismanagement have left a stain on the franchise that no number of Paul-to-Griffin windmill alley-oops can erase. When Jack Nicholson attends a Clippers game, it’s news; when he goes to see the Lakers, it’s just normal.

The great unknown is whether the going rate for televised sports rates is sustainable. Cable carriers like Time Warner have already begun offering cheaper packages that exclude expensive sports channels, and John McCain, a senator from Arizona and former presidential candidate, has introduced a bill that would “unbundle” cable television and let viewers choose the channels they want a la carte. Both approaches would reduce the “sports tax” that non-fans currently pay to subsidise fans via their cable bills. Technological advances or piracy could also disrupt the current lucrative delivery model, as they have with so many other types of media.

Buying a team for a billion or two is essentially a bet on the sports-media status quo continuing for at least another decade. It may well be a bubble. But it has already lasted for far longer than the naysayers ever thought possible.
http://www.economist.com/news/leaders/21603026-how-hand-over-272-billion-year-criminals-thats-where-money?fsrc=nlw%7Chig%7C30-05-2014%7C53552127899249e1cc9ea210%7CNA

The Go Lean … Caribbean roadmap commences with a Declaration of Interdependence. In Verse XXXI (Page 14) it pronounces specific dynamics of sports:

Whereas sports have been a source of great pride for the Caribbean region, the economic returns from these ventures have not been evenly distributed as in other societies. The Federation must therefore facilitate the eco-systems and vertical industries of sports as a business, recreation, national pastime and even sports tourism.

The foregoing news article is sourced from the Economist Magazine. Therefore this perspective is from a macro-economic vantage point, which is apropos for this roadmap, as this book posits that the right economic, financial and investment landscape can impact Caribbean society, forging sport franchises and facilitating growth in value and appreciation. The CU envisions being the landlord of sports leagues at CU fairgrounds – operating as Self-Governing Entities. Today in the Caribbean however, there is not much of a sports eco-system beyond the High School level. This roadmap envisions collegiate and professional sports manifestations, as a tool/technique to empower society.

The roadmap specifically elevates the region through a series of community ethos, strategies, tactics, implementations and advocacies to foster the business of sports in the Caribbean region:

Economic Systems Influence Choices and Incentives Page 21
Community Ethos – Anti-Bullying and Mitigation Page 23
Anecdote – Hail, Hail, the Champs: Miami Heat! Page 42
Tactical – Confederating a non-sovereign union Page 63
Tactical – Separation of Powers–Sports Administration Page 81
Implementation – Assemble Existing Regional Entities Page 96
Implementation – Consolidating Regional Spectrum Page 101
Implementation – Steps for Self-Governing Entities Page 105
Implementation – Reasons to Repatriate Page 118
Planning – Ways to Make the Caribbean   Better to Play Page 151
Advocacy – Ways to Improve Communications Page 156
Advocacy –   Ways to Promote Fairgrounds Page 193
Advocacy –   Impact Media/Broadcast/Hollywood Roles Page 201
Advocacy –   Ways to Improve Sports Page 218

Now is the time for all of the Caribbean, athletes and non-athletes alike to lean-in for the empowerments described in the book Go Lean … Caribbean. The benefits are too alluring, an improved, economically viable sports world; and a better place to live, work and play.

The Go Lean roadmap is not about basketball. But basketball is among the games people play; and play can be a great source of leisure and economics. The world is now watching the tropical region for basketball dominance. This is because the Miami Heat will now play for the NBA championship, starting this week Thursday (June 5, 2014) in their 4th straight NBA Finals. The roadmap posits that the Miami Heat relates to the Caribbean since its base is in Miami, Florida; a metropolitan area that possesses the largest pocket of Caribbean Diaspora. So in many ways, the Miami Heat is the “home team” of the Caribbean. Go Heat!

Download Go Lean … Caribbean – now!

 

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