Tag: India

What Went Wrong? Failing the Lessons from ‘Infrastructure 101’ – Encore

Posted on July 26, 2019 in Government, Implementation, Industries

“You must have been absent that day when they gave out brains” – Stinging criticism from a High School Bully.

We have all had to contend with bullies during the days of our upbringing. What insult did they toss at you?

Put downs
Name calling
“Mama” jokes

“What doesn’t kill you, makes you stronger”. We all survived the bullying experiences, but did we learn? From a Caribbean perspective, we must be cognizant that our development has been arrested; we have defects and dysfunctions in every aspect of Caribbean life. What Went Wrong?

Were we truly absent that day that brains were given out? Answer that question as the personification of the Caribbean region. Because it truly seems as though our personified Caribbean was absent on the days that “Economic Principles” were taught. These principles have been ratified again and again. There are lessons that we must learn .. and apply in our Caribbean society. We cannot make progress without them; here they are – high level – from the book Go Lean…Caribbean (Page 21):

  • People Choose
  • All Choices Involve Costs
  • People Respond to Incentives in Predictable Ways:
    Incentives are actions, awards, or rewards that determine the choices people make. Incentives can be positive or negative. When incentives change, people change their behaviors in predictable ways.
  • Economic Systems Influence Individual Choices and Incentives:
    People cooperate and govern their actions through both written and unwritten rules that determine methods of allocating scarce resources. These rules determine what is produced, how it is produced, and for whom it is produced. As the rules change, so do individual choices, incentives, and behavior.
  • Voluntary Trade Creates Wealth
  • The Consequences of Choice Lie in the Future

Once we learn the “Economic Principles” then we learn the lessons from Infrastructure 101; we learn how important it is for governments to always prioritize Big Capital investments – think bridges, tunnels, highways, ports, etc.

The focus must always be on the future.

This is What Went Wrong in the Caribbean’s development; we have not always been future-focused. We may have only ever “put out fires”, rather than investing for the long term benefit of future citizens. Think about it:

How many tunnels, highways, nuclear power plants, solar farm and wind turbine arrays do we truly have in the Caribbean member-sates?
Answer: Minimal.

This commentary continues the July series from the movement behind the book Go Lean…Caribbean. This submission, 5-of-6 on the theme “What Went Wrong?“, focuses on Caribbean history and why we still have many of the same defects that other societies – think North America and Europe yes, but even India and China – have already remediated. The full catalog:

  1. What Went Wrong? Asking ‘Why’ is Important
  2. What Went Wrong? ‘We’ never had our war!
  3. What Went Wrong? ‘7 to 1’ – Caribbean ‘Less Than’
  4. What Went Wrong? ‘Be our Guest’ – The Rules of Hospitality
  5. What Went Wrong? Failing the Lessons from Infrastructure 101
  6. What Went Wrong? Losing the Best; Nation-building with the Rest

In this series, reference is made to the need for a comprehensive roadmap for investing in Big Infrastructure projects; one that would elevate the economic engines of Caribbean society, for the full 30 member-states. We are making reference to projects that are too big for any one member-state alone, we would need the whole Caribbean neighborhood, despite the language, race, colonial heritage or political structure. The movement behind the Go Lean book posits that we can confederate and deputize the Infrastructure 101 eco-system for the whole region.

We can correct … What Went Wrong in our Caribbean development.

It is very apropos to Encore a previous blog-commentary from August 10, 2016 on the excellent role model the country of India is providing for investing in Big Infrastructure projects to transform its country. See that blog-commentary here-now:

——————–

Go Lean Commentary – Build It and They Will Come – India’s $90 Billion Investment

Here are some interesting rankings about India:

World largest population: # 2 – 1.2 Billion people (Only behind China)

Ease of doing business? # 132 (2015; 130 for 2016; see Appendix B)

That gap, between 2 and 132, is a wide chasm for India to bridge.

What is this country to do? And what lessons can we learn from them, here in the Caribbean?

(Though our population is so small, our Ease of Doing Business rating is equally depressing; the best Caribbean option is Jamaica at 64).

The answer is investment!

Working for a Return on Investments is one of the driving forces of the book (and movement) Go Lean … Caribbean. The book asserts that in order to get the optimal return on any investment a community must adopt the appropriate “community ethos”, the fundamental spirit of a culture that drives the beliefs, customs and practices of its society. In this case, the identifying ethos is: Deferred Gratification.

CU Blog - Build It and They Will Come - India's $90 Billion Investment - Photo 1India is embarking on the Delhi-Mumbai Industrial Corridor. This is a ribbon of development along a route from Delhi to Mumbai, that traverses 6 (internal) states in India; see Appendix A. (India is a Federal Republic, with a President over the federal government, while states are led by governors). This plan so resembles the roadmap for the for the Caribbean Union Trade Federation (CU). The Go Lean book serves as a roadmap for the introduction and implementation of the CU.

This commentary is the 3 of 3 from the Go Lean movement on the subject of Infrastructure Policy. As related in previous submissions in this series, the assertion is that “if we build it, they will come”. This is a movie metaphor, yes, but it accurately depicts the surety of investing in capital infrastructure projects; or perhaps even more poignant, it conveys the surety of failure of not investing. The other commentaries detailed in this series are as follows:

  1. Before & After – Washington DC’s Streetcars Model
  2. Clinton vs Trump Campaigns – Politics of Infrastructure
  3. India’s Model – $90 billion infrastructure projects.

All of these commentaries are economic in nature, stressing the community investments required for nation-building. As depicted in this VIDEO here, India is playing catch-up in this regards with an aggressive plan – a “quantum leap”:

VIDEO – Amitabh Kant at TEDxDelhi on India’s Infrastructure Development – https://youtu.be/8BvMybtJ1-E

TEDx Talks
Published on Dec 17, 2012 – Presently posted as CEO & MD of the Delhi Mumbai Industrial Corridor Development Corporation.Delhi-Mumbai Industrial Corridor is a mega infra-structure project of $90 billion covering an overall length of 1483 KMs between the political capital and the business capital of India.

A dynamic personality, Amitabh Kant has conceptualized and executed the positioning and branding of Kerala as “God’s Own Country” and later the “Incredible !ndia” campaign. Both these campaigns have won several International awards and embraced a host of activities — Infrastructure development, product enhancement, changes in organizational culture and promotional partnerships based on intensive market research. He has structured large infrastructure projects for diversification of India’s tourism product and sourced international funding through the Asian Development Bank (ADB), Japanese Bank for International Cooperation (JBIC) and UNDP.
During his tenure as Chairman and Managing Director, India Tourism Development Corporation (ITDC) he radically restructured the organization and turned it around into a highly profitable commercial enterprise. He also has wide ranging experience in innovative technical and financial structuring of Private — Public — Partnership in infrastructure projects and implemented the Calicut Airport project based on User’s fee, the BSES Kerala Power project and the Mattanchary Bridge project.

As demonstrated here in India, big infrastructure projects are necessary community investments – a “quantum leap” with a $90 Billion industrial corridor along 1500 kilometers. Is it possible for the Caribbean to consider such deployments?

Yes! The book Go Lean … Caribbean details exactly how the Big Infrastructure Projects for our region are to be conceived and achieved, (Page 127), with Self-Governing Entities and Exclusive Economic Zones. Most importantly, the roadmap details a plan to fund the projects.

The Go Lean/CU movement champions the cause of building and optimizing the overall Caribbean infrastructure. According to the foregoing VIDEO, it is important to identify and qualify funding sources for such ventures. There is the need for “new guards” for the Caribbean in this perspective. So there is the expectation that integrating and consolidating to a Single Market will contribute to the fulfillment of the Go Lean prime directives, defined here as follows:

  • 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 – including the funding of capital projects – to support these engines.

The Go Lean roadmap anticipates the opportunities of major infrastructure investments. However, the roadmap recognizes that many of the projects envisioned for the region may be too big for just one member-state alone; that it will take regional – super-national coordination. This point is highlighted in the opening Declaration of Interdependence, (Pages 12 & 14):

xiv.    Whereas government services cannot be delivered without the appropriate funding mechanisms, “new guards” must be incorporated to assess, accrue, calculate and collect revenues, fees and other income sources for the Federation and member-states. The Federation can spur government revenues directly through cross-border services and indirectly by fostering industries and economic activities not possible without this Union.

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 … impacting the region with more jobs.

xxix.  Whereas all Caribbean democracies depend of the free flow of capital for municipal, public and private financing, the institutions of capital markets can be better organized around a regional monetary union. The Federation must institute the controls to insure transparency, accounting integrity and analysis independence of the securities markets, thereby shifting the primary source of capital away from foreign lenders to domestic investors, comprising institutions and individuals.

The CU mission is to plan, fund, deploy and maintain infrastructure projects that are too big for any one member-state alone. Crossing borders will mean including member-states of various legalities: some independent member-states and some dependent overseas territories. This brings to the fore an array of issues, like legislative authority and currency. The Go Lean/CU regional roadmap undoubtedly calls for a common currency strategy; thusly, it calls for the establishment of the allied Caribbean Central Bank (CCB) to manage the monetary and currency affairs of each member-state in the region, independent or dependent territory. The Go Lean book describes the breath-and-width of the CCB as a technocratic institution with better stewardship, than in the recent past. From the outset, this stewardship was envisioned and pronounced in the same Declaration of Interdependence (Page 13):

xxiii. Whereas many countries in our region are dependent OverseasTerritory of imperial powers, the systems of governance can be instituted on a regional and local basis, rather than requiring oversight or accountability from distant masters far removed from their subjects of administration. The Federation must facilitate success in autonomous rule by sharing tools, systems and teamwork within the geographical region.

xxiv.  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. Thereby attracting direct foreign investment because of the stability and vibrancy of our economy.

xxv.   Whereas the legacy of international democracies had been imperiled due to a global financial crisis, the structure of the Federation must allow for financial stability and assurance of the Federation’s institutions. To mandate the economic vibrancy of the region, monetary and fiscal controls and policies must be incorporated as proactive and reactive measures. These measures must address threats against the financial integrity of the Federation and of the member-states.

The CU roadmap drives change among the economic, security and governing engines. These solutions are as new community ethos, strategies, tactics, implementations and advocates; sampled as follows:

Community Ethos – Deferred Gratification Page 21
Community Ethos – Economic Principles: People Choose because Resources are Limited Page 21
Community Ethos – Economic Principles: All Choices Involve Costs Page 21
Community Ethos – Economic Principles: Voluntary Trade Creates Wealth Page 21
Community Ethos – Economic Principles: Consequences of Choices Lie in the Future Page 21
Community Ethos – Money Multiplier Page 22
Community Ethos – Job Multiplier Page 22
Community Ethos – Lean Operations Page 24
Community Ethos – Return on Investments Page 24
Community Ethos – Cooperatives Page 25
Community Ethos – Ways to Impact the Future Page 26
Community Ethos – Impact the Greater Good Page 37
Strategy – Vision – Integrate and Consolidate into a Single Market Page 45
Strategy – Mission – Facilitating Currency Union, Caribbean Dollar Page 45
Strategy – Mission – Collaborate for the Caribbean Central Bank Page 45
Anecdote – Caribbean Currencies Page 64
Tactical – Fostering a Technocracy Page 64
Tactical – $800 Billion Economy – How and When – Trade Page 67
Tactical – Recovering from Economic Bubbles Page 69
Tactical – Separation-of-Powers – Caribbean Central Bank Page 73
Implementation – Assemble Caribbean Central Bank Page 96
Implementation – Ways to Pay for Change Page 101
Implementation – Start-up Benefits from the EEZ Page 104
Implementation – Steps to Implement Self-Governing Entities Page 105
Implementation – Trade Mission Objectives Page 117
Implementation – Ways to Benefit Globalization Page 119
Planning – Ways to Improve Trade Page 128
Advocacy – Ways to Grow the Economy Page 151
Advocacy – Ways to Create Jobs Page 152
Advocacy – Ways to Improve Governance Page 168
Advocacy – Ways to Foster Cooperatives Page 176
Advocacy – Reforms for Banking Regulations Page 199
Advocacy – Ways to Impact Wall Street – Better Liquidity from Regional Capital Markets Page 200
Advocacy – Ways to Improve Transportation Page 205
Advocacy – Ways to Impact Urban Living – Optimize Transportation Options Page 234
Advocacy – Ways to Impact Rural Living – Optimize Transportation Options Page 235

The Caribbean region must learn this important lesson from the country of India: infrastructure is not optional. Put in the infrastructure in advance and it brings growth; it becomes an investment. But play catch-up afterwards and it bears a heavy cost burden.

Previous Go Lean commentaries highlighted other countries and communities that did the hard-work, the heavy-lifting, to facilitate their infrastructural needs so as to better compete in the world’s markets. This is the world that we in the Caribbean competes in – with trade and culture – so it is important to consider all lessons learned. Here is a sample of issues addressed and elaborated upon in previous blog/commentaries:

https://goleancaribbean.com/blog/?p=8549 Enhancing Sports Infrastructure for an Olympic dream – Some Day Maybe
https://goleancaribbean.com/blog/?p=7989 Transforming Infrastructure with ‘Free Money’
https://goleancaribbean.com/blog/?p=7384 Infrastructure for Oil Refineries – Strategy for Advanced Economics
https://goleancaribbean.com/blog/?p=6231 China’s Caribbean Playbook: Helping Transform the region
https://goleancaribbean.com/blog/?p=6016 The Need for Infrastructure to abate Climate Change’s excessive heat
https://goleancaribbean.com/blog/?p=5921 The Art & Science of Impact Analyses for Big infrastructure projects
https://goleancaribbean.com/blog/?p=3028 India is doing better than many Emerging Market countries. Why?
https://goleancaribbean.com/blog/?p=2953 Funding Caribbean Entrepreneurs – The ‘Crowdfunding’ Way
https://goleancaribbean.com/blog/?p=2750 Good Model: Disney World as a Self-Governing Entity
https://goleancaribbean.com/blog/?p=2670 A Lesson in History of Infrastructure Projects: Rockefeller’s Pipeline
https://goleancaribbean.com/blog/?p=2435 Latin America’s Dream and Trade Role-model: Korea
https://goleancaribbean.com/blog/?p=2090 Elaborating on the CU and CCB as Hallmarks of a Technocracy

The Caribbean is arguably the best address on the planet, but for modern life and conveniences, and to better compete with the rest of the world regarding trade and culture, we need to upgrade our infrastructure, and then keep pace with industrial best-practices. We need to make these investments. The returns on these investments are jobs and economic empowerments; (think entrepreneurship).

There is no choice to “opt-out”. If we do not invest, our people will “opt-out” instead, as has been the past experience, especially evident with our societal abandonment rate (brain drain) of 70%.

This past – our status quo – cannot continue as our future.

We must do better!

India did … so can we.

Ease of doing business is a real metric. We can “inch up” the chart and elevate our business eco-system accordingly; India increased from 132 to 130 in 2016.

The governments, institutions and businesses are hereby urged to “lean-in” for the deployments/empowerments as described in the book Go Lean … Caribbean. This is our “quantum leap”; the solutions herein are conceivable, believable & achievable. Yes, we can, “build it and they – progress – will come” to make the Caribbean a better place to live, work and play. 🙂

Download the book Go Lean … Caribbean – now!

———–

Appendix A – Delhi-Mumbai Industrial Corridor Project

The Delhi-Mumbai Industrial Corridor Project is a planned State-Sponsored Industrial Development Project of the Government of India. It is one of the world’s biggest infrastructure projects with an estimated investment of US$90 billion and is planned as a hi-tech industrial zone spread across seven states along the 1,500 km long Western Dedicated Freight Corridor which serves as its backbone.[1]

It includes 24 industrial regions, eight smart cities, two airports, five power projects, two mass rapid transit systems and two logistical hubs.[1] The eight investment regions proposed to be developed in Phase I of DMIC are Dadri-Noida-Ghaziabad (in UP); Manesar- Bawal (in Haryana); Khushkhera-Bhiwadi-Neemrana and Jodhpur- Pali-Marwar (in Rajasthan); Pithampur-Dhar-Mhow (in MP); Ahmedabad-Dholera Special Investment Region (SIR) in Gujarat; the Shendra-Bidkin Industrial Park and Dighi Port Industrial Area in Maharashtra.[1]

India needs to employ over 100 million people within the next decade and so this project assumes vital importance to develop manufacturing centres that could employ millions.

The ambitious Delhi Mumbai Industrial Corridor (DMIC) has received major boost with India and Japan inking an agreement to set up a project development fund. The initial size of the Fund will be ₹10 billion (US$148.6 million). Both the Japanese and Indian governments are likely to contribute equally. The work is already underway and progressing at a rapid pace, with the Dedicated Freight Corridor expected to be completed by 2017.[2]

Source: Retrieved August 10, 2016 from: https://en.wikipedia.org/wiki/Delhi_Mumbai_Industrial_Corridor_Project

———–

Appendix B – World Bank 2016 Ease of Doing Business Ranking

CU Blog - Build It and They Will Come - India's $90 Billion Investment - Photo 2

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Transforming Hindus versus Women – What it means for us?

Posted on January 7, 2019 in Ethos, Government, Social

Go Lean Commentary

The responsibility to assuage these bad behaviors must lie first with the religious institutions. But any failure to deliver protection by these institutions would truly mandate that the “State” (government) step in and deliver.

Separation of Church and State be damned!

Separation of Church and State has been the standard for governments ever since the Enlightenment Age. In fact, the governing standard – the Social Contract – is a concept that was codified during that period. That contract states:

Citizens surrender some of their freedoms and submit to the authority of the State in exchange for protection of remaining natural and legal rights. – Book  Go Lean…Caribbean Page 170.

Christianity! Islam! Guilty … of failing to protect their congregants and adherents from the bad orthodoxies in their communities!

Now its Hinduism time to secede to civil “protections of natural rights”. There are abuses that are victimizing segments of their population. It is no longer acceptable to tolerate such abuse.

Change has come to the world, Separation of Church and State is now suspect! Sometimes the “Church” is the problem; so the State is therefore expected to step in and break that Separation shield. See how this is playing out in India right now. See the full news article here:

Title: Hindu hardliners clash with police over women at shrine

NEW DELHI (AP) — Hindu hardliners vandalized shops, shut businesses and clashed with police in a southern state Thursday to protest the entry of two women in one of India’s largest Hindu pilgrimage sites, police said.

Police used water cannons and tear gas to disperse the protesters who also blocked roads by placing burning tires and concrete blocks in key towns, including Kozhikode, Kannur, Malappuram, Palakkad and Thiruvananthapuram.

Pinarayi Vijayan, the state’s top elected official, accused supporters of Prime Minister Narendra Modi’s Bharatiya Janata Party of triggering violence that reportedly claimed one life.

Most state-run buses kept off roads after several were damaged by protesters.

Supporters of Modi’s party held protest marches in the state as part of a strike call by Sabarimala Karma Samithi, an umbrella organization of Hindu groups.

The two women entered the temple to pray early Wednesday, triggering protests. They were escorted by police because it is “the government’s constitutional responsibility to give protection to women,” Vijayan said.

Women of menstruating age were forbidden to pray at the temple until the Supreme Court lifted the ban in September. The ban was informal for many years but became law in 1972.

Some devotees have filed a petition saying the court decision revoking the ban was an affront to the celibate deity Ayyappa.

Vijayan said Thursday that 39 police officers were injured while trying to control the protesters, who damaged 79 state-run buses in the state.

The Press Trust of India news agency reported that a 55-year-old passer-by died after being injured amid rock throwing by protesters in Pandalam.

Source: Associated Press posted January 3, 2019; retrieved January 5, 2019 from: https://news.yahoo.com/hindu-hard-liners-paralyze-indian-state-over-women-090122760.html

The concept is simple for “States“, while they must allow for Freedom of Religion, they cannot allow religious intimidation of their citizens. No More!

This is an issue of Orthodoxy and it is not only a concern in India. Even here in the Caribbean we have to make progress. Clearly we understand the oppression, suppression and repression experienced in India prohibiting women to pray in the Temple, and so there is the acceptance that it is right for that State to act against continued abuse. There has always been a need for States to legislate morality in society over the years; consider these examples:

  • Slavery – The Pope approved African Slavery in 1491; but it took the Protestant and Enlightenment movements to unravel the end of the Slave Trade and eventually the institution of Slavery itself. By the mid-1800’s all European Powers ended slavery in their New World territories.
  • Indian Widows – As detailed in a previous blog-commentary, the “Hindu Widows’ Remarriage Act of 1856” legalized the remarriage of Hindu widows in all jurisdictions of India under British rule. Upper-caste Hindu society had long disallowed the remarriage of widows, even child and adolescent ones, all of whom were expected to live a life of austerity and abnegation. The law provided legal safeguards against loss of certain forms of inheritance for remarrying a Hindu widow.
    See the Appendix VIDEO below.
  • Drunk Driving – A classic example is that in France where Evan’s Law regulated alcohol advertising; advertising affected alcohol demand; so the end result on alcohol consumption was that in 1960, the average adult in France consumed 30 liters of alcohol while that figure is down to 13.5 liters today. Drunk Driving incidences naturally declined.

The assertion of the movement behind the book Go Lean … Caribbean (Page 20) is that there must be a new regime for our region; one that is apolitical and religiously-neutral. The community ethos – underlying sentiment that informs the beliefs, customs, or practices – that must be pursued by this new Caribbean regime is that of the Greater Good; that it can be pursued despite any religiosity. This book defines this Greater Good community ethos as follows:

“It is the greatest good to the greatest number of people which is the measure of right and wrong”. Jeremy Bentham (1748-1832)

In the Caribbean, we have adherents to many religions: Christianity, Islam, Hindu and indigenous animism. We must insist on a clear “Separation of Church and State” in order to mold the behavior and character development we want to see in our communities. Seeing the default orthodoxy in these religions, it is obvious that our ideals must be Greater.

For one, we must protect and promote women in our communities. This is a charge that we must execute whether it is popular or not. This theme – protecting and promoting women in society – aligns with previous Go Lean commentaries; see a sample list here:

https://goleancaribbean.com/blog/?p=16408 Bad Ethos on Home Violence leads to more “Stranger” Abuse
https://goleancaribbean.com/blog/?p=14482 UN’s International Women’s Day – Protecting Rural Women
https://goleancaribbean.com/blog/?p=13664 High Profile Sexual Harassment Accusers – Finally Believed?
https://goleancaribbean.com/blog/?p=13063 Gender Equity without a ‘Battle of the Sexes’
https://goleancaribbean.com/blog/?p=8306 Women Get Ready for New Lean-In Campaign
https://goleancaribbean.com/blog/?p=6937 Women in Politics – Yes, They Can!
https://goleancaribbean.com/blog/?p=2709 Caribbean Study: 58% Of Boys Agree to Female ‘Discipline’

This is the Year 2019 and we are still talking about women being suppressed, oppressed and repressed in society. Change just doesn’t happen because the ‘clock is ticking’. No, people have to forge change, overcome the obstacles and embed the needed new value systems to get improvements institutionalized instead of just a passing trend. Change takes heavy-lifting.

This is what the lessons from India mean to us here-now in the Caribbean.

So many women in our communities flee due to the lack of protections and promotions for them. We want that bad trend to now end, so we must do the heavy-lifting ourselves. We must lower the “Push and Pull” factors that have plagued our society and caused abandonment.

We must do this! Women are half of our population; and they are beloved. This is how we can make our homeland a better place to live, work and play for all.  🙂

About the Book
The book Go Lean…Caribbean serves as a roadmap for the introduction and implementation of the technocratic Caribbean Union Trade Federation (CU), for the elevation of Caribbean society – for all member-states. This CU/Go Lean roadmap has these 3 prime directives:

  • Optimization of the economic engines in order to grow the regional economy to $800 Billion and create 2.2 million new jobs.
  • Establishment of a security apparatus to ensure public safety and protect the resultant economic engines.
  • Improve Caribbean governance to support these engines, including a separation-of-powers between the member-states and CU federal agencies.

The Go Lean book provides 370-pages of turn-by-turn instructions on “how” to adopt new community ethos, plus the strategies, tactics, implementations and advocacies to execute so as to reboot, reform and transform the societal engines of Caribbean society.

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

Who We Are
The movement behind the Go Lean book – a non-partisan, apolitical, religiously-neutral Community Development Foundation chartered for the purpose of empowering and re-booting economic engines – stresses that reforming and transforming the Caribbean societal engines must be a regional pursuit. This was an early motivation for the roadmap, as pronounced in the opening Declaration of Interdependence (Pages 12 – 13):

xi. Whereas all men are entitled to the benefits of good governance in a free society, “new guards” must be enacted to dissuade the emergence of incompetence, corruption, nepotism and cronyism at the peril of the people’s best interest. The Federation must guarantee the executions of a social contract between government and the governed.

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.

xxiv. 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. Thereby attracting direct foreign investment because of the stability and vibrancy of our economy.

Sign the petition to lean-in for this roadmap for the Caribbean Union Trade Federation.

—————-

Appendix VIDEO – The Horrible Plight of India’s Widows – https://youtu.be/CS8euwO4o8k

Published on Aug 20, 2007 – India Widows (2007): In many conservative Indian families, widows are seen as a liability. Cast out of the family home, they live the rest of their lives in poverty and isolation.

For downloads and more information visit http://journeyman.tv/57526/short-film…

“She becomes a zero and all her powers are lost”, states Dr Giri, explaining how some women’s status change when their husband dies. With no where else to go, thousands come to Vrindavan, city of widows. It was the childhood home of Hindu God, Krishna, who championed downtrodden women. “They come here in search of death”, explains Dr Giri, in the hope they will have a better afterlife” – ABC Australia – Ref. 3587

Journeyman Pictures is your independent source for the world’s most powerful films, exploring the burning issues of today. We represent stories from the world’s top producers, with brand new content coming in all the time. On our channel you’ll find outstanding and controversial journalism covering any global subject you can imagine wanting to know about.

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In Defense of Trade – India’s Business Process Outsourcing

Posted on November 23, 2018 in Economics, Industries, Strategy

Go Lean Commentary

Pay more than the usual attention to Trade …

… this is the urging of this series of commentaries. Why?

Trade may be the panacea (cure all) for the ills of the Caribbean. Let’s consider one example, BPO.

BPO = Business Process Outsourcing

Individually, these 3 words are very common in our daily life: Business, Process and Outsourcing. Put together and most people … have no clue.

BPO is not just an informal association of these 3 letters. Rather it’s a formal business model; see this encyclopedic reference:

Business process outsourcing (BPO) is a subset of outsourcing that involves the contracting of the operations and responsibilities of a specific business process to a third-party service provider. Originally, this was associated with manufacturing firms, such as Coca-Cola that outsourced large segments of its supply chain.[1]

BPO is typically categorized into back office outsourcing, which includes internal business functions such as human resources or finance and accounting, and front office outsourcing, which includes customer-related services such as contact center (customer care) services.[2]

BPO that is contracted outside a company’s country is called offshore outsourcing. BPO that is contracted to a company’s neighbouring (or nearby) country is called nearshore outsourcing.

Often the business processes are information technology-based, and are referred to as ITES-BPO, where ITES stands for Information Technology Enabled Service.[3] Knowledge process outsourcing (KPO) and legal process outsourcing (LPO) are some of the sub-segments of business process outsourcing industry.

Benefits
The main advantage of any BPO is the way in which it helps increase a company’s flexibility. However, several sources have different ways in which they perceive organizational flexibility. In early 2000s BPO was all about cost efficiency, which allowed a certain level of flexibility at the time. Due to technological advances and changes in the industry (specifically the move to more service-based rather than product-based contracts), companies who choose to outsource their back-office increasingly look for time flexibility and direct quality control.[4] Business process outsourcing enhances the flexibility of an organization in different ways:

  • … transforming fixed into variable costs.[7]
  • … focus on its core competencies, without being burdened by the demands of bureaucratic restraints.[9]
  • … increasing the speed of business processes.
  • … allows firms to retain their entrepreneurial speed and agility, which they would otherwise sacrifice in order to become efficient as they expanded.

Source: Retrieved November 23, 2018 from: https://en.wikipedia.org/wiki/Business_process_outsourcing

The most common BPO in the US is payroll-processing. Most companies have specific missions, they are not in the payroll business, but payroll – every week, bi-week, fortnight, or monthly – is a necessary evil for operations. BPO for this HR-Accounting functionality allows the firm to concentrate on its mission and enjoy greater functionality and sometimes better cost savings.

Here’s another: have you gotten a Passport lately? Then chances are you are familiar with the subject. You show up with a completed application and a photo; a clerk receives you and inspects your form for completeness; they package your submissions into a bundled folder and send it off for processing (Black-box). 2 weeks, 3 weeks or 5 weeks later (according to the Service Level Agreement or SLA), a finished passport is ready for pick-up. That Black-box is classic BPO.

Worldwide, the BPO market is estimated at about US$140 billion for 2016 – from the BPO Services Global Industry Almanac 2017.[27]  One country has double-down on this strategy that they can provide jobs, entrepreneurial opportunities and economic growth to their citizens by pursuing more and more BPO.

This is India. See the related VIDEO in Appendix B below.

The foregoing encyclopedic reference continues:

India, China and the Philippines are major powerhouses in the industry. In 2017, in India the BPO industry generated US$30 billion in revenue according to the national industry association.[28] The BPO industry is a small segment of the total outsourcing industry in India. The BPO industry and IT services industry in combination are worth a total of US$154 billion in revenue in 2017.[29] The BPO industry in the Philippines generated $22.9 billion in revenues in 2016.[30] In 2015, official statistics put the size of the total outsourcing industry in China, including not only the BPO industry but also IT outsourcing services, at $130.9 billion.[31]

Lessons learned from India is not unfamiliar to this movement behind the book Go Lean…Caribbean. Here we go again!

We can benefit from the consideration of trade with other countries; we previously considered China and now we are looking at India. This commentary is the 3rd of the 5-part series (3 of 5) from the movement behind the book Go Lean…Caribbean in consideration of the subject “In Defense of Trade“. The focus here is that Trade must be prioritized in the Caribbean region if we want a new economic regime. The other commentaries in the series are cataloged as follows:

  1. In Defense of Trade: China Realities
  2. In Defense of Trade: Macy’s Thanksgiving Parade Model – ENCORE
  3. In Defense of Trade: India BPO’s
  4. In Defense of Trade: Bilateral Tariffs – No one wins
  5. In Defense of Trade: Currency Assassins – Real Threat

The Go Lean movement asserts that Trade is pivotal for Caribbean growth. It does not only affect the region’s economics, but the security and governing engines as well. In the case of BPO, the trade product is intellectual: human services. India has benefited greatly from Wall Street’s BPO jobs; this Asia region now boasts 10 percent of all the jobs servicing Wall Street banks; see Appendix A below for a full article of how Wall Street firm Goldman Sachs employ professional functions in their Bangalore BPO facility, including Quantitative Analysts. We need to pay more than the usual attention to this model. We can copy some of the BPO functionality and bring jobs here to the Caribbean.

The Go Lean book serves as a roadmap for the introduction and implementation of the technocratic Caribbean Union Trade Federation (CU). The CU seeks to optimize the region’s economic systems to better deliver on the prime directives of the Go Lean roadmap. The prime directives are pronounced as the following 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 and mitigate challenges/threats to ensure public safety for the region’s stakeholders.
  • Improvement of Caribbean governance to support these economic/security engines, including a separation-of-powers between member-states and CU federal agencies.

So the CU Trade Federation vision is to provide the stewardship for the region’s economic engines, to optimize trade so as to succeed in the goals of the roadmap.

The Go Lean/CU roadmap details how to drive change for the 30 member-states and their economic, security and governing engines. The Go Lean book – within its 370 pages – describes the new community ethos, strategies, tactics, implementations and advocates that must be executed to manifest this roadmap.

BPO’s are affiliated with Contact Centers …

… this commentary had previously identified the economic benefits that can come to a community that invest in BPO’s:

With modern Internet Communications Technology (ICT) – think Voice-over-IP – a phone call can originate or terminate around the globe, but feel/sound like it is next door. The premise of this business model for the Caribbean is simple: Why not make those calls / answer the phone here in the Caribbean?

Jobs are at stake.
…

Direct and indirect jobs at physical and virtual call centers: 12,000.
…
In addition to these industry jobs; there is also the reality of indirect jobs – unrelated service and attendant functions – at a 3.75 multiplier rate would add another 45,000 jobs.

The subject of banking jobs have been thoroughly elaborated upon in these previous Go Lean blog-commentaries:

https://goleancaribbean.com/blog/?p=15923 Industrial Reboot – Payment Cards 101
https://goleancaribbean.com/blog/?p=15479 ‘Lean Is’ as ‘Lean Does’ – Good Bank Project Management
https://goleancaribbean.com/blog/?p=14242 Leading with Money Matters – Follow the Jobs
https://goleancaribbean.com/blog/?p=11184 JPMorganChase spent $10 billion on ‘Fintech’ for 1 year

In summary, while the Caribbean is arguably the best address on the planet, we have a deficiency in job creation. We need more trade. There is the opportunity to double-down on trade … in services – BPO’s await us – this will create more jobs.

India did this – mastering trade and globalization – so can we.

This is the Go Lean roadmap. This plan is conceivable, believable and achievable.

We urge everyone in the Caribbean – bankers et al – to lean-in to this roadmap to make the Caribbean a better place to live, work and play. 🙂

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

Sign the petition to lean-in for this roadmap for the Caribbean Union Trade Federation.

———————-

Appendix A – Title: The new back office: inside Goldman Sachs’ Bangalore hub 
Sub-title: Quants are hired in India as economics, politics and tech shape the banking industry
By: Andrew Hill

When Goldman Sachs opened its wholly owned Bangalore operation in 2004, it was a typical back office. Just under 300 full-time staff supported a front line of revenue-generating bankers worldwide. They worked in limited areas such as information technology, finance and accounting.

The group put no cap on Bangalore’s ambitions, says Bunty Bohra, who heads the office, but “we didn’t envisage anything like the scale and complexity” of the current operation — let alone what is now planned for the group.

Goldman now employs about 5,000 staff in Bangalore, 4,000 of them full-time, across almost every division of the bank, including revenue-generating “front office” roles. In 2019, it expects to open a $250m campus on Bangalore’s traffic-clogged outer ring road that will be able to accommodate 9,000 people in two buildings, across 1m sq ft.

The evolution of Goldman’s presence in Bangalore is one example of how economics, technology and politics have shaped the back office over the past 15 years. Companies have started to look at back offices not just as low-cost support centres, but sources of skills for the rest of the organisation. At the same time, they have learnt to flex the mixture and location of their own staff, and of outsourced teams, to meet customer needs.

In the mid-1990s, multinationals strove to cut the cost of support functions such as handling payroll, or dealing with customer queries. Moving them to cheaper countries such as India was the obvious solution. Since then, however, the response to the question of how, where and with whom to carry out back-office functions has become more complex, and more strategic.

Goldman is a case in point. Its Bangalore-based staff now represent 14 activities — from compliance and legal services to investment banking, though the most senior client-handling vice-presidents still operate out of Mumbai. “It really is a talent story, not ‘Where are there people and office space that’s inexpensive?’” says Mr Bohra. Last year, for instance, the bank hired 150 “quants” in Bangalore. These mathematicians and scientists work on the bank’s quantitative investment strategies, but also analyse big data in areas such as risk management or human resources.

The bank’s plans for its new campus would allow it to expand to become the biggest office outside New York. But at the same time, the bank does not have to take up the option to lease the second of two buildings. At the moment, it expects headcount to remain flat. Mr Bohra uses an analogy with a potentially uncontrollable family pet: “We don’t want to have a ‘golden retriever’ problem. We want the intellect, maturity and seasoning to exist at the same time.”

This is only one way in which companies are reviewing their back-office strategy. For instance, growth in the use of “captive” centres, serving the whole company, has accelerated. Ilan Oshri of Loughborough University found that between 1990 and 2009, the world’s largest 250 companies established 367 captive centres worldwide. There are now an estimated 2,000 such hubs.

Outsourcing companies have also become more agile. Susir Kumar, chairman of Intelenet Global Services, says outsourcers have moved from carrying out processes to making more judgments for clients. Intelenet’s agents have long had the responsibility for deciding, say, whether to grant a loan or approve an insurance claim. “The ability to manage change in a fast-changing environment is the key,” he says. Often, contract workers are used in a blend with in-house back-office staff.

Even Goldman’s Bangalore operation, which prides itself on propagating a “Goldman culture”, now outsources certain functions — such as accounting — to multiple contractors.

Prof Oshri says the trend of companies moving their offshored back offices to the next cheapest location as labour costs increase has also changed.

One factor for large companies that have expanded overseas is political pressure to “bring jobs home”. That could be a particular issue for US retail banks. They are potentially in president Donald Trump’s line of fire, although they argue they need to support front offices round the clock, and therefore round the world.

Other sectors have, over the past five years, also started to trim earlier policies to offshore customer service operations. In the UK, Santander, the bank, United Utilities, the water company, and BT all “reshored” call-centre work from India in 2011. Vodafone UK recently announced it would create 2,100 jobs across the UK, essentially by relocating customer service roles currently carried out, via an external agency, in South Africa. Last year’s Brexit vote could accelerate the trend, as outsourcers and insourcers adapt to a more nationalistic popular tone.

In the case of call centres, location is highly dependent on customers’ perception of quality — bluntly, whether they can understand the call-centre staff. But there are other advantages to having support staff closer to headquarters, including control over recruitment, rewards and training. Strategic support functions, like risk management, may be better handled by a “middle office”, based closer to the main revenue-generating activities.

The cost and skills combination needed for back offices still tilts the choices heavily towards emerging markets, though. Vodafone UK’s IT shared services are still in Bangalore and Pune in India, where it uses a blend of captive operations and third parties, often dealing with enterprise customers.

Campbell Harvey of Duke University’s Fuqua School of Business says cost is still companies’ main motivation and technology will be a more important influence than politics on future back-office decisions. “People traditionally doing back-office functions in New York and London were disrupted by offshoring and that’s a sideshow compared with what’s coming,” he says.

That said, while the rise of machine learning sounds like a threat to back-office jobs, when Prof Oshri asked 150 corporate buyers of outsourced services how much they had spent on cognitive computing, the answer averaged out at £350,000 per enterprise over the past five years — barely enough to cover a pilot project.

Leslie Willcocks of London School of Economics says he is “staggered how slow” big organisations are to introduce basic automation, let alone artificial intelligence.

Intelenet’s Mr Kumar is equally sanguine, both about the US political pressure, to which he thinks the industry will adapt, and the rise of the robots. He believes the same number of employees will work with machines to do more sophisticated jobs for clients. But Prof Harvey has a warning for institutions that do not plan ahead. “It’s a race to the bottom and the bottom is not a human, it’s a machine.”

Source: The Financial Times – Posted April 13, 2017; retrieved November 23, 2018 from: https://www.ft.com/content/6c1481ea-185d-11e7-9c35-0dd2cb31823a

———————-

Appendix B VIDEO – The Transformation Of India’s BPO Industry – https://youtu.be/44RlATt7S2w


NDTV
Published on Nov 19, 2017 – India’s BPO industry first caught our imagination over a decade ago with its world-class offices and relatively high starting salaries. But with the downsides of strange shift timings and stranger accents. How has it changed since then? As it lost its novelty value, the BPO world fell out of the headlines. Is the industry still flourishing in India or have protectionism, automation and competition from other countries hurt the famous Indian outsourcing industry?

NDTV is one of the leaders in the production and broadcasting of un-biased and comprehensive news and entertainment programmes in India and abroad. NDTV delivers reliable information across all platforms: TV, Internet and Mobile.

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Transforming ‘Money’ Countrywide

Posted on February 16, 2017 in Economics, Government, Strategy

Go Lean Commentary

CU Blog - Transforming Money Countrywide - Photo 2Big changes are coming with electronic money (e-Money). The countrywide deployments will be transformative!

There are so many benefits:

  • Security – Smartchips and PIN options can ensure against unauthorized use.
  • Risk-aversive – The informal economy and Black Markets are mitigated, thereby fostering tax revenues.
  • Portability – e-Money can be used in Cyberspace and in the real world (merchant POS, ATMs).
  • Functional – Payroll and Government Benefits can be easily loaded; credit programs can also be added.
  • Far-reaching – Benefits outside of the payment transaction; the scheme increases M1, which increases available bank capital for community investments. (M1 is the measurement of currency/money in circulation – M0 – plus overnight bank deposits. 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 industrial expansion.)

The actuality of e-Money is not just academic, it is ubiquitous in the role-model country of India, and their “rupee” currency. This emerging economy of 1.2 billion people forcibly transformed the money supply in their market this past year (November 8), with good, bad and ugly results. See the full story of the designs and developments here:

Title: What the U.S. can learn from India’s move toward a cashless society
By: Vivek Wadhwa, Distinguished Fellow at Carnegie Mellon University

CU Blog - Transforming Money Countrywide - Photo 1

Silicon Valley fancies itself the global leader in innovation. Its leaders hype technologies such as bitcoin and blockchain, which some claim are the greatest inventions since the Internet. They are so complex that only a few mathematicians can understand them, and they require massive computing resources to operate — yet billions of dollars are invested in them.

India may have leapfrogged the U.S. technology industry with simple and practical innovations and massive grunt work. It has built a digital infrastructure that will soon process billions more transactions than bitcoin ever has. With this, India will skip two generations of financial technologies and build something as monumental as China’s Great Wall and America’s interstate highways.

A decade ago, India had a massive problem: nearly half its people did not have any form of identification. When you are born in a village without hospitals or government services, you don’t get a birth certificate. If you can’t prove who you are, you can’t open a bank account or get a loan or insurance; you are doomed to be part of the informal economy — whose members live in the shadows and don’t pay taxes.

In 2009, the government launched a massive project, called Aadhar, to solve this problem by providing a digital identity to everyone based on an individual’s fingerprints and retina scans. As of 2016, the program had issued 12-digit identification numbers to 1.1 billion people. This was the largest and most successful I.T. project in the world and created the foundation for a digital economy.

India’s next challenge was to provide everyone with a bank account. Its government sanctioned the opening of 11 institutions called payment banks, which can hold money but don’t do lending. To motivate people to open accounts, it offered free life insurance with them and made them a channel for social-welfare benefits. Within three years, more than 270 million bank accounts were opened, with $10 billion in deposits.

And then India launched its Unified Payment Interface (UPI), a way for banks to transfer money directly to one another based on a single identifier, such as the Aadhar number.

Take the way that credit-card payments are processed: When you present your card to a store, the cashier verifies your signature and transmits your credit-card information to a billing processor such as Visa, American Express or MasterCard — which works with the sending and receiving banks. The billing processors act as a custodian and clearing house. In return for this service, they charge the merchants a fee of 2 to 3 percent of the transaction. This is a tax that is indirectly passed on to the customer.

With a system such as UPI, the billing processor is eliminated, and transaction costs are close to zero. The mobile phone and a personal identification number take the place of the credit card as the authentication factor. All you do is to download a free app and enter your identification number and bank PIN, and you can instantly transfer money to anyone — regardless of which bank he or she uses.

There is no technology barrier to prevent a UPI from working in the United States. Transfers would happen within seconds, even faster than the 10 minutes that a bitcoin transaction takes.

India has just introduced another innovation called India Stack. This is a series of secured and connected systems that allow people to store and share personal data such as addresses, bank statements, medical records, employment records and tax filings, and it enables the digital signing of documents. The user controls what information is shared and with whom, and electronic signature occurs through biometric authentication.

Take the example of opening a mobile-phone account. It is cumbersome everywhere, because the telecom carriers need to verify the user’s identity and credit history. In India, it often took days to produce all the documents that the government required. With the new “know-your-customer” procedures that are part of India Stack, all that is needed is a thumb print or retina scan, and an account can be opened within minutes. The same can be done for medical records. Imagine being able to share these with doctors and clinics as and when necessary. This is surely possible for us in the United States, but we aren’t doing it because no trusted central authority has stepped up to the task.

India Stack will also transform how lending is done. The typical villager currently has no chance of getting a small-business loan, because he or she lacks a credit history and verifiable credentials. Now people can share information from their digital lockers, such as bank statements, utility bill payments and life insurance policies, and loans can be approved almost instantaneously on the basis of verified data. This is a more open system than the credit0scoring services that U.S. businesses use.

In November, in a move to curb corruption and eliminate counterfeit bills, Indian Prime Minister Narendra Modi shocked the country by announcing the discontinuation of all 500- and 1,000-rupee (about $7 and $14) notes — which account for roughly 86 percent of all money in circulation. The move disrupted the entire economy, caused pain and suffering, and was widely criticized. Yet it was a bold move that will surely produce long-term benefit, because it will accelerate the push to digital currency and the modernization of the Indian economy.

Nobel Prize-winning economist Joseph Stiglitz said at the World Economic Forum meeting in Davos, Switzerland, that the United States should follow Modi’s lead in phasing out currency and moving toward a digital economy, because it would have “benefits that outweigh the cost.” Speaking of the inequity and corruption that is becoming an issue in the United States and all over the world, he said: “I believe very strongly that countries like the United States could and should move to a digital currency so that you would have the ability to trace this kind of corruption. There are important issues of privacy, cybersecurity, but it would certainly have big advantages.”

We are not ready to become a cashless society, but there are many lessons that Silicon Valley and the United States can learn from the developing world.
Source: Linked-in Business Social Media – Posted February 14; retrieved February 16, 2017 from:  https://www.linkedin.com/pulse/what-us-can-learn-from-indias-move-toward-cashless-society-wadhwa?trk=eml-email_feed_ecosystem_digest_01-hero-0-null&midToken=AQEaD9txxg6Yyw&fromEmail=fromEmail&ut=2MfxBMnV48eDE1

CU Blog - Transforming Money Countrywide - Photo 4Studying the lessons from other societies and deploying cutting-edge payment systems are missions of the movement behind the book Go Lean … Caribbean; it serves as a roadmap for the introduction and implementation of the Caribbean Union Trade Federation (CU) and the aligning Caribbean Central Bank (CCB). This Go Lean/CU/CCB roadmap depicts e-Money as a hallmark of technocratic efficiency, with agility to keep pace of technology and market changes.

To be ubiquitous – the capacity of being everywhere, especially at the same time – requires coordination of all engines of society. This is the quest of the Go Lean roadmap, to optimize these engines, as stated with these 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.
  • Improvement of Caribbean governance to support these engines.

The Go Lean/CU/CCB roadmap anticipated an e-Money scheme, one for cruise lines using smartchips payment-identity cards. This is part-and-parcel of the plan for a regional currency for the Caribbean Single Market, the Caribbean Dollar (C$), to be used primarily as an electronic currency. (A regional currency model exists with the Euro currency for 19 European states and 337 million people). These cashless schemes will impact the growth of the regional economy in both the domestic and tourist markets. Consider this one CU scheme to incentivize more spending among cruise line passengers:

The cruise industry needs the Caribbean more than the Caribbean needs the industry. But the cruise lines have embedded rules/regulations designed to maximize their revenues at the expense of the port-side establishments. The CU solution is to deploy a scheme for smartcards (or smart-phone applications) that function on the ships and at the port cities. This scheme will also employ NFC technology – (Near Field Communications; defined fully at Page 193 – so as to glean the additional security benefits of shielding private financial data of the guest and passengers.

This is an example of an electronic money scheme facilitating more commerce (e-Commerce). So the CCB will settle all C$ electronic transactions – cashless or accounting currency – in a credit card-style interchange / clearinghouse system.

There are a lot of details to “sweat out” – this is heavy-lifting. So the same as the U.S. can learn many lessons from India’s cashless moves in the foregoing article, the Caribbean can benefit too. A cashless society is the prize that mature economies want. It would be a win-win. See the portrayal of this Indian model in this Appendix VIDEO below.

The Go Lean book asserts that the Caribbean should keep their “eyes on the same prize” of a cashless society. If India can, then so can we; this Third World country is now considered an “emerging” economy for elevating more of their citizens to middle class status. The book posits that to thrive in the new global marketplace there must be an agile technocratic administration for the region’s currencies. This is the charge – economics, security and governance – of the Go Lean roadmap, opening with these pronouncements; Declaration of Interdependence (Page 13 and 14):

xxiv. 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. Thereby attracting direct foreign investment because of the stability and vibrancy of our economy.

xxv. Whereas the legacy of international democracies had been imperiled due to a global financial crisis, the structure of the Federation must allow for financial stability and assurance of the Federation’s institutions. To mandate the economic vibrancy of the region, monetary and fiscal controls and policies must be incorporated as proactive and reactive measures. These measures must address threats against the financial integrity of the Federation and of the member-states.

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.

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

Community Ethos – Economic Principles Page 21
Community Ethos – Money Multiplier Principle Page 22
Community Ethos – Security Principles Page 23
Community Ethos – Governing Principles – Lean Operations Page 24
Community Ethos – Governing Principles – Cooperatives Page 25
Community Ethos – Ways to Bridge the Digital Divide Page 31
Strategy – Mission – Fortify the monetary needs through a Currency Union Page 45
Tactical – Separation of Powers – Central Banking Page 73
Implementation – Assemble Central Bank Cooperative Page 96
Implementation – Ways to Deliver Page 109
Planning – 10 Big Ideas – #2: Currency Union / Single Currency Page 127
Anecdote – Caribbean Currencies Page 149
Advocacy – Ways to Grow the Economy Page 151
Advocacy – Ways to Create Jobs Page 152
Advocacy – Ways to Mitigate Black Markets Page 165
Advocacy – Ways to Foster Cooperatives Page 176
Advocacy – Ways to Impact Cruise Tourism – Smartcard scheme Page 193
Advocacy – Ways to Foster Technology Page 197
Advocacy – Ways to Foster e-Commerce Page 198
Advocacy – Reforms for Banking Regulations – Central Banking Efficiencies Page 199
Advocacy – Ways to Impact Main Street Page 201

The points of effective, technocratic currency stewardship were further elaborated upon in previous blog/commentaries. Consider this sample:

https://goleancaribbean.com/blog/?p=8381 A Lesson in Economic Fallacies – Casino Currency – US Dollars?
https://goleancaribbean.com/blog/?p=7140 Central Bank of Azerbaijan sets its currency on free float
https://goleancaribbean.com/blog/?p=7034 The Future of Money
https://goleancaribbean.com/blog/?p=6800 Venezuela sues black market currency website in US
https://goleancaribbean.com/blog/?p=6635 New Security Chip in Credit Cards Unveiled
https://goleancaribbean.com/blog/?p=5668 Move over Mastercard/Visa
https://goleancaribbean.com/blog/?p=4425 Cash, Credit or iPhone …
https://goleancaribbean.com/blog/?p=3889 RBC EZPay – Ready for Change
https://goleancaribbean.com/blog/?p=3881 The Need for Regional Cooperation to Up Cyber-Security
https://goleancaribbean.com/blog/?p=2074 MetroCard – Model for the Caribbean Dollar
https://goleancaribbean.com/blog/?p=1350 PayPal expands payment services to 10 markets
https://goleancaribbean.com/blog/?p=906 Bitcoin virtual currency needs regulatory framework to change image
https://goleancaribbean.com/blog/?p=833 One currency, divergent economies

There are things that we in the Caribbean want from India … and things we do not want.

We want their lessons learned so that we can get more impact in our society, like:

  • more cruise tourism spending
  • foster more e-Commerce
  • increase M1 money supply in our region
  • mitigate the informal economy and Black Markets,
  • steer oversight for technology engagements
  • grow the economy
  • create jobs
  • enhance security
  • optimize governance

India has to feed 1.2 billion people. We do not want that population! India has a large Diaspora scattered throughout the world. We do not want that either. We simply want our people to prosper where they are planted in our Caribbean homeland. This means we have to better compete, adjust and adapt to this ever-changing world.

Now is the time for all stakeholders of the Caribbean to lean-in for the empowerments described in the book Go Lean … Caribbean. This change can help to make the Caribbean a better place to live, work and play. 🙂

Download the book Go Lean … Caribbean – now!

—————

Appendix VIDEO – Digital payment providers cash in on India’s currency crunch – https://youtu.be/BvnL7ZjBfkk

Published on Dec 2, 2016 – Paytm and other digital payment providers in India are mobilising an army of workers to enrol small merchants and customers to permanently change their historic reliance on cash as they reap the benefits of the severe currency crunch affecting the country.

CU Blog - Transforming Money Countrywide - Photo 3Paytm and other digital payment providers in India are on an intensive campaign to woo small merchants and customers to permanently change their historic reliance on cash as they reap the benefits of the government’s currency clampdown.

From front page ads in national dailies to quirky social media posts, digital players including Paytm and MobiKwik have left no stones unturned to sign up people for mobile payments since Indian Prime Minister Narendra Modi’s announcement to ditch high value bank notes.

However getting shops and customers to go digital and shun their dependence on hard cash still remains a herculean task.

“The problem we face is that we are not educated enough to operate it (digital payment apps). We don’t have that smart phone that is why there are some problems,” said Lal Singh, a betel shop owner in one of New Delhi’s bustling markets, who uses a feature phone.

Around 65 percent of the mobile phones in India are feature phones which are used only for simpler calling and texting purposes.

Sales of cheap smartphones have boomed in recent years, but internet networks remain patchy, especially in rural India.

Credit Suisse estimates more than 90 percent of consumer purchases are made in cash, as millions still do not have bank accounts. Those who do have bank cards mainly use them to withdraw from cash machines. Financial literacy and technology usage also remains low, and many fear getting duped.

Modi’s push against black money has given digital payment providers an once-in-a-lifetime opportunity to expand their user base and the results have been promising so far, sparking widespread optimism.

MobiKwik, whose backers include U.S. venture capital firm Sequoia Capital and American Express, has added 150,000 merchants since the curb for a total of 250,000, and co-founder Upasana Taku said there has been a sea change in the modes of payment since the November 8 announcement.

“We look at it as a tectonic shift in user behaviour where people are now willing to adopt digital payments because the government has incentivised them. In many ways, this is the best marketing campaign any mobile wallet company could have ever wanted,” said Taku.

She is expecting a user base of around 150 million by next year.

Meanwhile, Paytm, India’s largest mobile payment and commerce platform and backed by Chinese Internet giant Alibaba Group Holding Ltd, has deployed a 10,000-strong sales force, and nearly doubled the number of small merchants signed up to its services to 1.5 million.

“So we were targeting 500 million users by 2020. Now, we are targeting them by 2018. So, we have fast forwarded that plan by two years and similarly, one lakh crore (1,000 billion) that’s the volume of dollar transaction volume that we were talking about, if we were targeting it in 2020, we are targeting it in 2018,” said Chief executive of Paytm, Vijay Shekhar Sharma.

There were concerns as well that once the cash crunch subsides, merchants and customers will go back to business as usual, using notes to pay for transactions but Sharma said the convenience value provided by the online payments will prevail over it.
Paytm now has 158 million clients, 8 million more since the note ban.

One of the factors which have prompted mom and pop stores and people to turn to Paytm and other e-wallet companies is that the new 2,000 rupee introduced by the government has turned out to be a blessing in disguise for the common man.

The hype regarding the new 2,000 rupee note was short lived as people were unable to use it to buy products for domestic purposes due to the non-availability of small money in the hands of shopkeepers and vendors at large.

The lack of 500 and 100 rupee bills in the market paved the way for e-wallet companies to become the way out for such vendors.
“This will give us a lot of relief. Exchange of change is a big issue. Some people have notes of higher denomination like 2,000 rupee notes, then how will we give the change for it,” said a roadside restaurant owner in Gurgaon, Bhuvan Kumar.

The move to demonetise the large bills is designed to bring billions of dollars’ worth of cash in unaccounted wealth into the mainstream economy, as well as dent the finances of Islamist militants who target India and are suspected of using fake 500 rupee notes to fund operations.

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10 Things We Want from India and 10 Things We Do Not Want

Posted on October 31, 2016 in Government, Social, Strategy

Go Lean Commentary

The publishers of the book Go Lean…Caribbean truly believe that the Caribbean is the “greatest address in the world”. But where there is a reference to “greatest or greater”, there must be “lesser” too. The unfortunate reality is that Caribbean people have fled their homeland with all the greater attributes to relocate to lesser destinations.

🙁

Why? While the beauty is here in the Caribbean region, so much more is missing and/or defective in our homeland.

Where are these lesser destinations that have teased the Caribbean citizens away? As previously depicted in a full series of blog-commentaries, the following locales were detailed as follows:

  1. 10 Things We Want from the US and 10 Things We Do Not Want
  2. 10 Things We Want from Canada and 10 Things We Do Not Want
  3. 10 Things We Want from the UK and 10 Things We Do Not Want
  4. 10 Things We Want from Europe and 10 Things We Do Not Want

There are other “lesser” destinations, that despite this status are doing better than the Caribbean at progressing their societal engines (economics and security). We can benefit by considering these other countries, take the examples of India and China. These ones are doing so much better at economic growth and homeland security. Already, we have considered …

What Things We Want from China and What Things We Do Not Want.

Now we need to examine:

What Things We Want from India and What Things We Do Not Want

cu-blog-10-things-we-from-india-photo-2

The Caribbean has a unique relationship with India. While Caribbean people are not fleeing their homeland to relocate to India, there is a historic Diaspora issue associated with Caribbean-India relations: Indentured Servitude. At the end of the era of Caribbean slavery (1830’s to 1840’s), the plantation system required a replacement labor source; many Indian nationals were thusly “recruited” as Indentured Servants to the region (British, Dutch, and French colonies). This history is detailed in the Go Lean book as relating to one British colony, Guyana; see the reference here:

The Bottom Line on Guyana’s Indentured Indians
The British Empire abolished slavery effective August 1, 1834. But to appease the plantation/slave owners’ need for labor in the Caribbean colonies, Parliament allowed them to continue extracting more labor from these victims for 4 more years. As 1838 approached, there was a need for a new source of cheap labor. The solution was the introduction of indentured servants from India – the first 396 arrived on May 5, 1838 – thus starting a flow of immigrants to the British West Indies that resulted in such large numbers that the populations of Guyana and Trinidad are near 50% for those countries today.

The majority of Indian immigrants were drawn from North India with smaller batches coming from the Tamil and Telugu districts of South India. They were recruited, very often on spurious promises, by professional recruiters, largely assisted by paid local agents. Intimidation, coercion and deception were very often used to recruit Indian laborers. Women, in particular, were very vulnerable. When laborers were difficult to enlist, the recruiters resorted to such illegal practices as kidnapping and forced detention. This program continued from 1838 until 1917 with over 500 ship voyages for 238,909 indentured Indian immigrants coming to Guyana; while 75,898 of them or their children returned to India.

Today, the population of Guyana is over 772,000, of which 90% reside on the narrow coastal strip of approximately 10% of the total land area of Guyana. The largest ethnic group is the Indo-Guyanese (known as East Indians), descendants of the indentured laborers from India; they now make up 43.5% of the population, according to the 2002 census. They are followed by the Afro-Guyanese, the descendants of slaves from Africa, who constitute 30.2%. Guyanese of mixed heritage make up 16.7%, while the indigenous peoples (Amerindians) make up 9.1%.

cu-blog-10-things-we-from-india-photo-1The descendants of this Indian Diaspora have grown in numbers and power (economic and political) in the region; they form a large demographic in Guyana, Trinidad, Jamaica, Suriname and other islands; see Appendix. They are part of the fabric of our society. They are home in the Caribbean; and we are at home with them. These ones, as a Indian Diaspora, want a connection with their Indian ancestral homeland. They have to remain conscious of the Good, Bad and Ugly from India. They desire the Good and want to be on alert for the Bad – influences that they do not want. 

We can truly benefit from a place like India … if we apply these 5 L’s in this competitive analysis:

  • Look
  • Listen
  • Learn
  • Lend-a-hand
  • Lead

After centuries of sub-standard living, India is on the move – on the rise – even emerging as an Economic Power. We can look, listen and learn from the Indian eco-system; their mainland (the Republic of India) and Diaspora. We can lend-a-hand in reforming and transforming our own Caribbean region – as India has had to do – and we can eventually lead a reboot and turn-around of Caribbean society; again as India has done.

So here is a laundry list of the Good and the Bad and how (in italics) the roadmap to elevate Caribbean society, the book Go Lean…Caribbean, describes how the lessons should be applied in the implementation of the Caribbean Union Trade Federation (CU):

Indian Imports

10 GOOD Things We Want from India

10 BAD Things We Don’t Want from India

1

 Market of 1.2 billion “Size does matter” and India is the 2nd largest in the world, with their 1.2 billion people; China is the largest population with 1.3 Billion. This massive consumer market has basic needs (food, clothing, shelter, energy, telecommunication and media) to satisfy, so profit and jobs are at stake in these needs fulfillment. But more jobs are needed, so export of services is vital for India. The Go Lean roadmap directs solutions to satiate the needs of the 42 million people of a Caribbean Single Market; it then assumes that once we fulfill our own basic needs, more profit is to be gained in exporting the excess provisions to the rest of the world. Hordes of Immigrants  India’s colonial heritage allows for English language proficiency throughout the country. With telecom advances, call centers and technology developments are perfect fits for export services and job creation. Many of the technological savvy personnel are able to emigrate to foreign markets to provide these services. Now throughout the English world, Indians are omnipresent in STEM fields. The Go Lean roadmap incubates Call Centers and STEM careers, starting early in the education process. Following the Indian model, there are call center opportunities in 4 languages: English, Dutch, French and Spanish. The roadmap anticipates 12,000 new jobs for Call Centers.

2

 Trade in Services  India executes a model of Business Process Outsourcing that allows their residents to live in India and work for foreign companies. They get to export their talents without abandoning their homeland. This is win-win for globalism. The Go Lean roadmap calls for strenuous oversight for the region’s industrial policies, especially with the structure of Self-Governing Entities, creating 2.2 million jobs. Illicit Trade  Many times Indian factories manufacture and export products (pharmaceuticals & chemicals) that are illegal in other countries, due to environmentally harmful. Being a Global Citizen should accept the precept that what is bad in one country should be respected as bad every where. The Go Lean plan stresses environmental protection &  the policies to solicit adherence from foreign partners.

3

 Trade in Media – Bollywood  India’s 1.2 Billion people make a great media market. Their production industry – Bollywood – fully exploit their domestic, regional and Diaspora markets. The CU/Go Lean roadmap seeks to model Bollywood in the Caribbean region. We have the full Caribbean market (42 million) plus the Diaspora (20 million) and tourists (80 million/year) to cater to. Vengeful Labor Laws  Whenever India conflicts with Pakistan (often occurrence), they impose restrictions on Bollywood stakeholders of Pakistan/Muslim descent. This vengeful-ness undermines the film industry. The Go Lean roadmap calls for labor policies to be embedded in the CU treaty – bilaterally ratified – so no political episodes would undermine industrial labor commitments.

4

 Infrastructure Build India is embarking on the Delhi-Mumbai Industrial Corridor. This is a ribbon of development that traverses 6 states along a route from the city of Delhi to Mumbai. This infrastructure will allow for new industrial implementations (ports, highways, bridges, etc) to create jobs and startups. The Go Lean roadmap calls for new strategies to facilitate infrastructure projects. This will result in attracting Direct Foreign Investors, entrepreneurial startups; so more jobs. Rural Abandonment
India industrial development had previously focused on the urban areas, abandoning the rural areas to pervasive poverty. The new Delhi-Mumbai Industrial Corridor is designed to integrate rural, suburban and urban areas but it will be costly and may endanger public finances. The CU structure calls for autonomous Self-Governing Entities that do not depend on member-states finances. The SGE’s themselves are responsible for their finances.

5

 Multi-Language India has 22 languages to contend with, plus English, from their colonial legacy. Their society has been successful with integrating multi-languages and still maintain social cohesion. The CU/Go Lean roadmap strategizes confederating 30 member-states of 4 languages and 5 colonial heritage. There is the need for social cohesion in this Single Market. Religious Orthodoxy – Caste While Hindu is the most popular religion in India, there are winners and losers of this faith, especially with their concept of the Caste system – though now legally outlawed. This is an orthodoxy for class oppression. Despite separation of Church and State, the CU/Go Lean roadmap features minority equalization and protections despite any religious orthodoxy; human rights supersedes.

 Indian Imports (cont’d)

10 GOOD Things We Want from India

10 BAD Things We Don’t Want from India

6

 Security Assurance – International Respect  India has Nuclear Capability, so their enemies must respect their borders and treaties. They are not treated inconsequentially on the world scene. The CU does not desire Nuclear Capability, but we do want international respect and regard for the rule of our laws. The planned security apparatus uses alliances with Nuclear Powers (US, Britain & France) plus our own strong Standby Force for defense of our homeland. Disunity => Secession  The country (Photo) that sought independence from the UK constitutes 8  countries today. The disunity amongst 19th century India resulted in many secessions. If these states had formed a Single Market, more prosperity would have resulted. The CU/Go Lean roadmap strategizes a Single Market despite different sovereignties. The leverage of 30 member-states into 1 confederation is win-win for all.

7

 Settled History  India has recorded history for at least 5000 years; during this millennia, many (domestic and foreign) groups have been victims and victimizers. India has settled this history finally, in that there is no manifested “Revenge-Seeking” threats – a Failed-State attribute. The CU/Go Lean roadmap measures Failed-State metrics for encroachments that may jeopardize public safety and justice assurance. There is also a plan for Truth and Reconciliation Commissions to settle unresolved issues. Hatred of Neighbors  The entrench differences between Hindus and Muslims could not be settled within the same borders, so therefore India’s independence from the British Empire mandated  Pakistan as a separate (Muslim) state. The animosity of these two states have not been settled – there is no status of “live and let live”. The Go Lean roadmap stresses the need for strong defenses so as to demand respect of sworn enemies, but first seeks reconciliation and diplomacy to settle conflicts.

8

 Diaspora Outreach  Emigration has been a practice of Indian society for centuries, so they have a far-flung Diaspora. Indian business and government officials work hard in reaching out to this Diaspora for trade and tourism. The Go Lean roadmap includes a comprehensive trade strategy to better engage the Caribbean Diaspora. They should be able to acquire products, services and media from the Caribbean and repatriate funds and people more readily. Encouraging Emigration  Indian seems to encourage their STEM professionals emigrating to foreign shores and then repatriating funds to the home country. While not de jure, this encouragement seem “de facto”. This constant brain drain cannot be good for Indian society and economy., short or long term. The Go Lean roadmap calls for official government policies to dissuade emigration. We need the STEM resources in our homeland and will thusly foster their development and maturation.

9

 Religious Toleration  India is a medley of ethnic societies; despite Hindi being the primary language, there are many other language (22) and religious groups. They co-exist. The CU/Go Lean roadmap recognizes the significance of religion, but favors no one religion over another. So European religions are on par with Eastern religions (Hindu, Buddha, etc.) and Animist sects (Voodoo, Santeria, Amerindian spiritualism). Patriarchy
All religions on the Indian Sub-Continent feature a patriarchy, where men not only headed their households, but exerted a suppression of women folk; they were treated as property. For example, Hindu widows were not allowed to remarry, because their legacies were “owned” by their now-dead husbands. The Go Lean roadmap promotes human rights despite any religious orthodoxy.

10

 Family Unity  Back in the homeland, it is common for many generations of Indian families to live together; this allows for automatic elder care and childcare arrangements. This status quo continues despite rural-to-urban migrations. The Go Lean roadmap encourages family unity, with the emphasis on repatriation; keeping families together in the Caribbean is a win-win. An additional benefit is the encouragement to the youth to plan for a future at home. Family Planning – Size / Infanticide  1.2 Billion is over-population; ; India thusly started a small family initiative. So infanticide threats are high as couples may not get the sex they want with  1/2 children. This low respect for infant life, brings a disrespect for human rights. The Caribbean has no threat of excessive population, our population is declining because of the excessive brain drain/societal abandonment. Our region is able to allow individual family planning: large or small families.

CU Blog - Build It and They Will Come - India's $90 Billion Investment - Photo 1

Like it or not, the Caribbean has to be constantly aware of our competitive analysis with the rest of the world; we are currently losing in any “race to the top”; this is the peril of globalization. Economically we are Third World; many of our people live a sub-standard life. Then we lose even more when our people flee to go to more prosperous countries – brain drain – at the expense of societal abandonment to our communities. This abandonment rate is 70% for our college-educated classes. Communities cannot thrive with such a disposition; the “race to the top” becomes even more imperiled.

The premise of the Go Lean book is that the Caribbean does have a fighting chance for the globalization “race to the top”. We have one huge advantage:

We have the “greatest address in the world” in terms of terrain, fauna/flora, hospitality, culture, food, drink (rum) and tobacco (cigars).

This is the quest of the Go Lean movement, to make the Caribbean homeland a better place to live, work and play. It urges us to study the good, bad and ugly of our society and that of other places and then to apply lessons-learned in our efforts to transform the Caribbean. India has been a frequent topic for considerations from the Go Lean movement (book and blogs). The opening Declaration of Interdependence (Page 14) recognized that there is value in considering the Good and Bad examples of places like India, with this statement:

xxxiii. Whereas lessons can be learned and applied from the study of the recent history of other societies, the Federation must formalize statutes and organizational dimensions to avoid the pitfalls of communities…. On the other hand, the Federation must also implement the good examples learned from developments/communities….

In addition, the book specifically addresses the disposition of India – and other similar emerging economies – with these direct references of community ethos, strategies, tactics, implementations and advocates:

Community Ethos – Deferred Gratification Page 21
Community Ethos – Economic Principles: People Choose because Resources are Limited Page 21
Community Ethos – Economic Principles: All Choices Involve Costs Page 21
Community Ethos – Economic Principles: Voluntary Trade Creates Wealth Page 21
Community Ethos – Economic Principles: Consequences of Choices Lie in the Future Page 21
Community Ethos – Money Multiplier Page 22
Community Ethos – Job Multiplier Page 22
Community Ethos – Lean Operations Page 24
Community Ethos – Return on Investments Page 24
Community Ethos – Cooperatives Page 25
Community Ethos – Ways to Impact the Future Page 26
Community Ethos – Impact the Greater Good Page 37
Strategy – Vision – Integrate and Consolidate into a Single Market Page 45
Strategy – Mission – Facilitating Currency Union, Caribbean Dollar Page 45
Strategy – Mission – Collaborate for the Caribbean Central Bank Page 45
Anecdote – Caribbean Currencies Page 64
Tactical – Fostering a Technocracy Page 64
Tactical – $800 Billion Economy – How and When – Trade Page 67
Tactical – Recovering from Economic Bubbles Page 69
Tactical – Separation-of-Powers – Caribbean Central Bank Page 73
Implementation – Assemble Caribbean Central Bank Page 96
Implementation – Ways to Pay for Change Page 101
Implementation – Start-up Benefits from the EEZ Page 104
Implementation – Steps to Implement Self-Governing Entities Page 105
Implementation – Trade Mission Objectives Page 117
Implementation – Ways to Benefit Globalization Page 119
Planning – Ways to Improve Trade Page 128
Advocacy – Ways to Grow the Economy Page 151
Advocacy – Ways to Create Jobs Page 152
Advocacy – Ways to Improve Governance Page 168
Advocacy – Ways to Foster Cooperatives Page 176
Advocacy – Ways to Impact Urban Living Page 234
Advocacy – Ways to Impact Rural Living Page 235

In addition, this subject of India and our Caribbean trade empowerment has been directly addressed and further elaborated upon in these previous blog/commentaries:

https://goleancaribbean.com/blog/?p=8602 Build It and They Will Come – India’s $90 Billion Investment
https://goleancaribbean.com/blog/?p=3028 India is doing better than many Emerging Market countries.

The Go Lean book serves as a roadmap for the introduction and implementation of the CU. India is out-of-scope for the CU/Go Lean roadmap. Our scope is to impact the Caribbean’s economic, security and governing engines, not Indian society.

All in all, there are Good lessons and Bad lessons that we can learned from India. As a region, we can also be an emerging economy as India is designated. Yes, we can!

So let’s pay more than the usual attention to the developments of India. Everyone is urged to lean-in to this Go Lean/CU roadmap for the Caribbean Union Trade Federation, to make our Caribbean homeland a better place to live, work and play. 🙂

Download the book Go Lean … Caribbean – now!

———–

Appendix VIDEO – The Caribbean East Indians (Part 1 of 2) – https://youtu.be/oxFrQd6lVzA

Published on Apr 29, 2015 – The “East Indians” of the Caribbean and Caribbean rim countries are the descendants of immigrants from the Indian sub-continent. Despite their name they are no relation to the indigenous aboriginal “Indians” who inhabit or formerly inhabited the area. The East Indians are, along with Black Afro-Caribbeans (“West Indians”), one of the two major ethnic groups in Trinidad and Tobago, Guyana and Suriname. There are also East Indian communities in Jamaica (one estimate for 1980 gives the East Indian population as 50,000), Grenada and the French islands of Martinique and Guadeloupe.

Indians were first brought to the Caribbean from the mid-1840s to work on white-owned sugar plantations as indentured labour to replace newly freed African slaves. The majority of immigrants were young men; later disturbances on the plantations forced the authorities to try and correct the imbalance. Indenture was usually for five years and the labourer was subject to restricting and paternalistic regulations which were sometimes described as “a new system of slavery”. After an initial number of years it was possible for the labourer to return to India but since many were offered land in order to entice them to stay near the estates, most stayed in their new country.

The racial tensions and stereotypes of later years were formed during the colonial period. Indians worked for less than Africans and were regarded as cheap and malleable labour. There were differences of culture between the Hindu and Muslim Indians and the Christian Africans. While the Africans, who were more likely to be literate in English, filled the jobs in the urban and commercial sectors, Indians were most likely to remain labourers and small farmers.

See Part 2 of 2: https://www.youtube.com/watch?v=-qeM2BecjNI

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Build It and They Will Come – India’s $90 Billion Investment

Posted on August 10, 2016 in Government, Implementation, Strategy

Go Lean Commentary

Here are some interesting rankings about India:

World largest population: # 2 – 1.2 Billion people (Only behind China)

Ease of doing business? # 132 (2015; 130 for 2016; see Appendix B)

That gap, between 2 and 132, is a wide chasm for India to bridge.

What is this country to do? And what lessons can we learn from them, here in the Caribbean?

(Though our population is so small, our Ease of Doing Business rating is equally depressing; the best Caribbean option is Jamaica at 64).

The answer is investment!

Working for a Return on Investments is one of the driving forces of the book (and movement) Go Lean … Caribbean. The book asserts that in order to get the optimal return on any investment a community must adopt the appropriate “community ethos”, the fundamental spirit of a culture that drives the beliefs, customs and practices of its society. In this case, the identifying ethos is: Deferred Gratification.

CU Blog - Build It and They Will Come - India's $90 Billion Investment - Photo 1India is embarking on the Delhi-Mumbai Industrial Corridor. This is a ribbon of development along a route from Delhi to Mumbai, that traverses 6 (internal) states in India; see Appendix A. (India is a Federal Republic, with a President over the federal government, while states are led by governors). This plan so resembles the roadmap for the Caribbean Union Trade Federation (CU). The Go Lean book serves as a roadmap for the introduction and implementation of the CU.

This commentary is the 3 of 3 from the Go Lean movement on the subject of Infrastructure Policy. As related in previous submissions in this series, the assertion is that “if we build it, they will come”. This is a movie metaphor, yes, but it accurately depicts the surety of investing in capital infrastructure projects; or perhaps even more poignant, it conveys the surety of failure of not investing. The other commentaries detailed in this series are as follows:

  1. Before & After – Washington DC’s Streetcars Model
  2. Clinton vs Trump Campaigns – Politics of Infrastructure
  3. India’s Model – $90 billion infrastructure projects.

All of these commentaries are economic in nature, stressing the community investments required for nation-building. As depicted in this VIDEO here, India is playing catch-up in this regards with an aggressive plan – a “quantum leap”:

VIDEO – Amitabh Kant at TEDxDelhi on India’s Infrastructure Development – https://youtu.be/8BvMybtJ1-E

TEDx Talks
Published on Dec 17, 2012 – Presently posted as CEO & MD of the Delhi Mumbai Industrial Corridor Development Corporation.Delhi-Mumbai Industrial Corridor is a mega infra-structure project of $90 billion covering an overall length of 1483 KMs between the political capital and the business capital of India.

A dynamic personality, Amitabh Kant has conceptualized and executed the positioning and branding of Kerala as “God’s Own Country” and later the “Incredible !ndia” campaign. Both these campaigns have won several International awards and embraced a host of activities — Infrastructure development, product enhancement, changes in organizational culture and promotional partnerships based on intensive market research. He has structured large infrastructure projects for diversification of India’s tourism product and sourced international funding through the Asian Development Bank (ADB), Japanese Bank for International Cooperation (JBIC) and UNDP.
During his tenure as Chairman and Managing Director, India Tourism Development Corporation (ITDC) he radically restructured the organization and turned it around into a highly profitable commercial enterprise. He also has wide ranging experience in innovative technical and financial structuring of Private — Public — Partnership in infrastructure projects and implemented the Calicut Airport project based on User’s fee, the BSES Kerala Power project and the Mattanchary Bridge project.

As demonstrated here in India, big infrastructure projects are necessary community investments – a “quantum leap” with a $90 Billion industrial corridor along 1500 kilometers. Is it possible for the Caribbean to consider such deployments?

Yes! The book Go Lean … Caribbean details exactly how the Big Infrastructure Projects for our region are to be conceived and achieved, (Page 127), with Self-Governing Entities and Exclusive Economic Zones. Most importantly, the roadmap details a plan to fund the projects.

The Go Lean/CU movement champions the cause of building and optimizing the overall Caribbean infrastructure. According to the foregoing VIDEO, it is important to identify and qualify funding sources for such ventures. There is the need for “new guards” for the Caribbean in this perspective. So there is the expectation that integrating and consolidating to a Single Market will contribute to the fulfillment of the Go Lean prime directives, defined here as follows:

  • 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 – including the funding of capital projects – to support these engines.

The Go Lean roadmap anticipates the opportunities of major infrastructure investments. However, the roadmap recognizes that many of the projects envisioned for the region may be too big for just one member-state alone; that it will take regional – super-national coordination. This point is highlighted in the opening Declaration of Interdependence, (Pages 12 & 14):

xiv.    Whereas government services cannot be delivered without the appropriate funding mechanisms, “new guards” must be incorporated to assess, accrue, calculate and collect revenues, fees and other income sources for the Federation and member-states. The Federation can spur government revenues directly through cross-border services and indirectly by fostering industries and economic activities not possible without this Union.

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 … impacting the region with more jobs.

xxix.  Whereas all Caribbean democracies depend of the free flow of capital for municipal, public and private financing, the institutions of capital markets can be better organized around a regional monetary union. The Federation must institute the controls to insure transparency, accounting integrity and analysis independence of the securities markets, thereby shifting the primary source of capital away from foreign lenders to domestic investors, comprising institutions and individuals.

The CU mission is to plan, fund, deploy and maintain infrastructure projects that are too big for any one member-state alone. Crossing borders will mean including member-states of various legalities: some independent member-states and some dependent overseas territories. This brings to the fore an array of issues, like legislative authority and currency. The Go Lean/CU regional roadmap undoubtedly calls for a common currency strategy; thusly, it calls for the establishment of the allied Caribbean Central Bank (CCB) to manage the monetary and currency affairs of each member-state in the region, independent or dependent territory. The Go Lean book describes the breath-and-width of the CCB as a technocratic institution with better stewardship, than in the recent past. From the outset, this stewardship was envisioned and pronounced in the same Declaration of Interdependence (Page 13):

xxiii. Whereas many countries in our region are dependent OverseasTerritory of imperial powers, the systems of governance can be instituted on a regional and local basis, rather than requiring oversight or accountability from distant masters far removed from their subjects of administration. The Federation must facilitate success in autonomous rule by sharing tools, systems and teamwork within the geographical region.

xxiv.  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. Thereby attracting direct foreign investment because of the stability and vibrancy of our economy.

xxv.   Whereas the legacy of international democracies had been imperiled due to a global financial crisis, the structure of the Federation must allow for financial stability and assurance of the Federation’s institutions. To mandate the economic vibrancy of the region, monetary and fiscal controls and policies must be incorporated as proactive and reactive measures. These measures must address threats against the financial integrity of the Federation and of the member-states.

The CU roadmap drives change among the economic, security and governing engines. These solutions are as new community ethos, strategies, tactics, implementations and advocates; sampled as follows:

Community Ethos – Deferred Gratification Page 21
Community Ethos – Economic Principles: People Choose because Resources are Limited Page 21
Community Ethos – Economic Principles: All Choices Involve Costs Page 21
Community Ethos – Economic Principles: Voluntary Trade Creates Wealth Page 21
Community Ethos – Economic Principles: Consequences of Choices Lie in the Future Page 21
Community Ethos – Money Multiplier Page 22
Community Ethos – Job Multiplier Page 22
Community Ethos – Lean Operations Page 24
Community Ethos – Return on Investments Page 24
Community Ethos – Cooperatives Page 25
Community Ethos – Ways to Impact the Future Page 26
Community Ethos – Impact the Greater Good Page 37
Strategy – Vision – Integrate and Consolidate into a Single Market Page 45
Strategy – Mission – Facilitating Currency Union, Caribbean Dollar Page 45
Strategy – Mission – Collaborate for the Caribbean Central Bank Page 45
Anecdote – Caribbean Currencies Page 64
Tactical – Fostering a Technocracy Page 64
Tactical – $800 Billion Economy – How and When – Trade Page 67
Tactical – Recovering from Economic Bubbles Page 69
Tactical – Separation-of-Powers – Caribbean Central Bank Page 73
Implementation – Assemble Caribbean Central Bank Page 96
Implementation – Ways to Pay for Change Page 101
Implementation – Start-up Benefits from the EEZ Page 104
Implementation – Steps to Implement Self-Governing Entities Page 105
Implementation – Trade Mission Objectives Page 117
Implementation – Ways to Benefit Globalization Page 119
Planning – Ways to Improve Trade Page 128
Advocacy – Ways to Grow the Economy Page 151
Advocacy – Ways to Create Jobs Page 152
Advocacy – Ways to Improve Governance Page 168
Advocacy – Ways to Foster Cooperatives Page 176
Advocacy – Reforms for Banking Regulations Page 199
Advocacy – Ways to Impact Wall Street – Better Liquidity from Regional Capital Markets Page 200
Advocacy – Ways to Improve Transportation Page 205
Advocacy – Ways to Impact Urban Living – Optimize Transportation Options Page 234
Advocacy – Ways to Impact Rural Living – Optimize Transportation Options Page 235

The Caribbean region must learn this important lesson from the country of India: infrastructure is not optional. Put in the infrastructure in advance and it brings growth; it becomes an investment. But play catch-up afterwards and it bears a heavy cost burden.

Previous Go Lean commentaries highlighted other countries and communities that did the hard-work, the heavy-lifting, to facilitate their infrastructural needs so as to better compete in the world’s markets. This is the world that we in the Caribbean competes in – with trade and culture – so it is important to consider all lessons learned. Here is a sample of issues addressed and elaborated upon in previous blog/commentaries:

https://goleancaribbean.com/blog/?p=8549 Enhancing Sports Infrastructure for an Olympic dream – Some Day Maybe
https://goleancaribbean.com/blog/?p=7989 Transforming Infrastructure with ‘Free Money’
https://goleancaribbean.com/blog/?p=7384 Infrastructure for Oil Refineries – Strategy for Advanced Economics
https://goleancaribbean.com/blog/?p=6231 China’s Caribbean Playbook: Helping Transform the region
https://goleancaribbean.com/blog/?p=6016 The Need for Infrastructure to abate Climate Change’s excessive heat
https://goleancaribbean.com/blog/?p=5921 The Art & Science of Impact Analyses for Big infrastructure projects
https://goleancaribbean.com/blog/?p=3028 India is doing better than many Emerging Market countries. Why?
https://goleancaribbean.com/blog/?p=2953 Funding Caribbean Entrepreneurs – The ‘Crowdfunding’ Way
https://goleancaribbean.com/blog/?p=2750 Good Model: Disney World as a Self-Governing Entity
https://goleancaribbean.com/blog/?p=2670 A Lesson in History of Infrastructure Projects: Rockefeller’s Pipeline
https://goleancaribbean.com/blog/?p=2435 Latin America’s Dream and Trade Role-model: Korea
https://goleancaribbean.com/blog/?p=2090 Elaborating on the CU and CCB as Hallmarks of a Technocracy

The Caribbean is arguably the best address on the planet, but for modern life and conveniences, and to better compete with the rest of the world regarding trade and culture, we need to upgrade our infrastructure, and then keep pace with industrial best-practices. We need to make these investments. The returns on these investments are jobs and economic empowerments; (think entrepreneurship).

There is no choice to “opt-out”. If we do not invest, our people will “opt-out” instead, as has been the past experience, especially evident with our societal abandonment rate (brain drain) of 70%.

This past – our status quo – cannot continue as our future.

We must do better!

India did … so can we.

Ease of doing business is a real metric. We can “inch up” the chart and elevate our business eco-system accordingly; India increased from 132 to 130 in 2016.

The governments, institutions and businesses are hereby urged to “lean-in” for the deployments/empowerments as described in the book Go Lean … Caribbean. This is our “quantum leap”; the solutions herein are conceivable, believable & achievable. Yes, we can, “build it and they – progress – will come” to make the Caribbean a better place to live, work and play. 🙂

Download the book Go Lean … Caribbean – now!

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Appendix A – Delhi-Mumbai Industrial Corridor Project

The Delhi-Mumbai Industrial Corridor Project is a planned State-Sponsored Industrial Development Project of the Government of India. It is one of the world’s biggest infrastructure projects with an estimated investment of US$90 billion and is planned as a hi-tech industrial zone spread across seven states along the 1,500 km long Western Dedicated Freight Corridor which serves as its backbone.[1]

It includes 24 industrial regions, eight smart cities, two airports, five power projects, two mass rapid transit systems and two logistical hubs.[1] The eight investment regions proposed to be developed in Phase I of DMIC are Dadri-Noida-Ghaziabad (in UP); Manesar- Bawal (in Haryana); Khushkhera-Bhiwadi-Neemrana and Jodhpur- Pali-Marwar (in Rajasthan); Pithampur-Dhar-Mhow (in MP); Ahmedabad-Dholera Special Investment Region (SIR) in Gujarat; the Shendra-Bidkin Industrial Park and Dighi Port Industrial Area in Maharashtra.[1]

India needs to employ over 100 million people within the next decade and so this project assumes vital importance to develop manufacturing centres that could employ millions.

The ambitious Delhi Mumbai Industrial Corridor (DMIC) has received major boost with India and Japan inking an agreement to set up a project development fund. The initial size of the Fund will be ₹10 billion (US$148.6 million). Both the Japanese and Indian governments are likely to contribute equally. The work is already underway and progressing at a rapid pace, with the Dedicated Freight Corridor expected to be completed by 2017.[2]

Source: Retrieved August 10, 2016 from: https://en.wikipedia.org/wiki/Delhi_Mumbai_Industrial_Corridor_Project

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Appendix B – World Bank 2016 Ease of Doing Business Ranking

CU Blog - Build It and They Will Come - India's $90 Billion Investment - Photo 2

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Why India is doing better than most emerging markets

Posted on November 19, 2014 in Economics, Planning

Go Lean Commentary

BRICS = Brazil, Russia, India, China, South Africa …

There are no “push-pull” factors luring Caribbean citizens to emigrate to these countries, (though Caribbean member-states Trinidad and Guyana have a majority population of Indian descent), but still it is very important for the stewards of the Caribbean economy to study the BRICS countries. We need to learn from their lessons, good-bad-and-ugly, and try hard to keep pace.

This global assessment is part of the technocratic activities needed in comparative analysis, essential and strategic in the effort to ensure the region remains competitive. This effort is inclusive of the publishers of the book Go Lean…Caribbean; it urges the introduction and implementation of the technocratic Caribbean Union Trade Federation (CU). The book serves as a roadmap for the elevation of the region’s economy-security-governing engines; providing turn-by-turn directions to integrate the 30 member-states of the region and forge an $800 Billion economy.

A likely analogy would be navigating a vessel across a tumultuous ocean. As a humorous depiction, subject matter experts joke that “an economist is an expert who will know tomorrow why the things he predicted yesterday didn’t happen today”.

All joking aside, the incremental progress of one BRICS country, India, is not to be lambasted or readily dismissed. See this recent news article:

By: JO’s

CU Blog - Why India is doing better than most emerging markets - Photo 1MUMBAI – Investors have fallen out of love with emerging markets. Since the start of last year emerging-market stocks has trailed their rich-world peers. Currencies are falling. Worst-hit is the Russian Rouble, which has fallen by 30% against the Dollar this year. The currencies of other biggish emerging markets, such as Brazil, Turkey and South Africa, have also weakened. For such economies growth is harder to come by. The IMF recently cut its forecasts for emerging markets by more than for rich countries. But India is a notable exception to the general pessimism. Its stock market has touched new highs. The Rupee [currency] is stable. And the IMF nudged up its 2014 growth forecast for India to 5.8%. That figure is still quite low: growth rates of 8-9% have been more typical. But in comparison with others it is almost a boom. Why is India doing better than most emerging markets?

In part optimism about India owes to its newish government. In May Narendra Modi’s Baratiya Janata Party (BJP) won a thumping victory in elections on a pro-growth platform. Since then the BJP has strengthened its position in some key states. So far reform has been piecemeal. Procedures for government approvals have been streamlined. The powers of labour inspectors have been curbed. Civil servants now work harder. That has been enough to sustain hopes of further and bigger reforms. Yet much of the continued enthusiasm about India is down to luck. The currents that sway the global economy presently—the dollar’s strength; slowdown in China; aggressive money-printing in Japan; stagnation in the Euro Zone and falling oil prices—are less harmful to India than to most emerging markets.

Start with the dollar, which has been buoyed by a resilient American economy and the prospect of interest-rate increases by the Federal Reserve. Past episodes of rising interest rates and dollar strength (for instance in the early 1980s or mid-1990s) have not been kind to emerging markets. Bond yields rise and currencies fall as capital is drawn back to America. India has a bit less to fear from such a rush to the exits; its bond markets are tricky for foreigners to enter in the first place. India is less harmed by slowdown in China, as only around 5% of its exports go there. It is not part of the China’s supply-chain that takes in much of Southeast Asia. Nor is it a big exporter of industrial commodities, like Brazil. Equally a weaker yen in response to quantitative easing by the Bank of Japan hurts Asia’s manufacturing exporters more than service-intensive India. The misery in the Euro Zone is of greater concern to its local trading partners in Turkey and Russia than to faraway India. And the fall in the crude prices that hurts oil exporters, such as Russia and Nigeria, is a boon to a big oil importer like India. Indeed the deflation that is stalking large parts of the world is helpful to India, which has suffered from high inflation.

India is not impervious to bad news. Some of its recent economic data have looked a little soggy. Exports slumped in October. Car sales have fallen for two consecutive months and there is little sign yet of a meaningful recovery in business investment. This is in part why there have been growing calls (including from the finance minister) for the central bank to cut interest rates soon in response to a drop in consumer-price inflation. The troubles in other emerging markets ought to counsel caution. Any sign that policymakers might be ditching discipline in favour of quick fixes might see India crossed off the love list.
The Economist Magazine – Online Edition – November 18, 2014 –
http://www.economist.com/blogs/economist-explains/2014/11/economist-explains-11

Other BRICS countries are struggling with growth, at this moment; see story here:

As emerging economies hit hard times, Brazil and Russia look particularly weak.

CU Blog - Why India is doing better than most emerging markets - Photo 2

Considering the realities of the emerging economies, the BRICS countries, it is obvious that there is an ebb-and-flow associated with economic stewardship. This stewardship constitutes the prime directives of the CU:

  • Optimization of the economic engines in order to grow the regional economy and create 2.2 million new jobs.
  • Establishment of a security apparatus to protect the resultant economic engines.
  • Improve Caribbean governance/administration/oversight to support these engines.

The best practice for effective stewardship of an economy’s ebb-and-flow is the recovery; managing the ability to “bounce back” quickly. This fact is related in the Go Lean book (Page 69), chronicling the experiences in the US when the economy lost $11 Trillion in the 2008 Great Recession, but recovered $13.5 Trillion back a few years later, by December 2012. The US has 50 member-states and 320 million people. Shocks and dips can therefore be absorbed and leveraged across the entire region .The Go Lean roadmap is to integrate the Caribbean in such a structure with 30 member-states and 42 million people.

At the outset, the roadmap identified an urgent need to contend with, since the Caribbean is still in the throes of the financial crisis (commenced in 2008).  This is pronounced in this clause in the opening Declaration of Interdependence (Page 13):

xxv.   Whereas the legacy of international democracies had been imperiled due to a global financial crisis, the structure of the Federation must allow for financial stability and assurance of the Federation’s institutions. To mandate the economic vibrancy of the region, monetary and fiscal controls and policies must be incorporated as proactive and reactive measures. These measures must address threats against the financial integrity of the Federation and of the member-states.

The Go Lean roadmap signals change for the region. It introduces new measures, new opportunities and new recoveries. Economies will rise and fall, ebb-and-flow; the recovery is key. Currencies and inflation issues also factor in the economic stewardship. The foregoing article relates:

“the dollar … has been buoyed by a resilient American economy and the prospect of interest-rate increases by the Federal Reserve. Past episodes of rising interest rates and dollar strength … have not been kind to emerging (BRICS) markets”.

So the CU strategy also calls for the establishment of the allied Caribbean Central Bank (CCB) to manage the regional monetary and currency affairs. The Go Lean book describes the breath-and-width of the CCB. This stewardship of monetary-currency was envisioned and pronounced in the roadmap’s Declaration of Interdependence (Page 13):

xxiv.   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. Thereby attracting direct foreign investment because of the stability and vibrancy of our economy.

The CU roadmap drives change among the economic, security and governing engines. These solutions are as new community ethos, strategies, tactics, implementations and advocates; sampled as follows:

Who We Are – Veterans of 2008 “Wars” & Financial Crisis Page 8
Community Ethos – Voluntary Trade Creates Wealth Page 21
Community Ethos – Consequences of Choices Lie in the Future Page 21
Community Ethos – Money Multiplier Page 22
Community Ethos – Job Multiplier Page 22
Community Ethos – Cooperatives Page 25
Community Ethos – Impact the Greater Good Page 37
Strategy – CU Vision and Mission Page 45
Strategy – Facilitating Currency Union, Caribbean   Dollar Page 45
Strategy – Collaborate for the Caribbean Central Bank Page 45
Anecdote – Caribbean Currencies Page 64
Tactical – Fostering a Technocracy Page 64
Tactical – $800 Billion Economy – How and When – Trade Page 67
Tactical – Recovering from Economic Bubbles Page 69
Tactical – Separation-of-Powers – Caribbean Central Bank Page 73
Implementation – Assemble Caribbean Central Bank Page 96
Implementation – Ways to Pay for Change Page 101
Implementation – Trade Mission Objectives Page 117
Implementation – Ways to Benefit Globalization Page 119
Planning – Ways to Improve Trade Page 128
Planning – Lessons Learned from 2008 Page 136
Advocacy – Ways to Grow the Economy Page 151
Advocacy – Ways to Create Jobs Page 152
Advocacy – Ways to Control Inflation Page 153
Advocacy – Ways to Better Manage Foreign Exchange Page 154
Advocacy – Foster Empowering Immigration – Indentured Indians Page 174
Advocacy – Reforms for Banking Regulations Page 199
Advocacy – Ways to Preserve Caribbean Heritage Page 218
Advocacy – Ways to Impact Trinidad & Tobago Page 240

The Caribbean region needs to learn from the lessons of the BRICS countries, (see VIDEO below). and do the work, the heavy-lifting, to compete with them, and the rest of the world in trade and culture. The subject of trade empowerment has been directly addressed and further elaborated upon in these previous blog/commentaries:

https://goleancaribbean.com/blog/?p=2887 Caribbean must work together to address rum subsidies
https://goleancaribbean.com/blog/?p=2488 Role Model Jack Ma brings Trade Marketplace Alibaba to America
https://goleancaribbean.com/blog/?p=2435 Latin America’s Dream and Trade Role-model: Korea
https://goleancaribbean.com/blog/?p=2090 Elaborating on the CU and CCB as Hallmarks of a Technocracy
https://goleancaribbean.com/blog/?p=1869 US Senate Bill Targets Companies for Dishonorable Trade Practices
https://goleancaribbean.com/blog/?p=1847 Caribbean Cigar Trade – Declared “Among the best in the World”
https://goleancaribbean.com/blog/?p=1416 Amazon – Role Model for Trade Marketplace, Introduces New Tablet
https://goleancaribbean.com/blog/?p=994 Bahamas Rejects US Trade Demand
https://goleancaribbean.com/blog/?p=273 10 Things We Don’t Want from the US – #3: De-Americanize World Money for Currency in Trade

The Caribbean is arguably the best address on the planet, but there are many deficiencies, as in jobs and economic empowerments. We have suffered as a result of these deficiencies, as a region losing a large share of human capital, one estimate of 70%, to the brain-drain.

No More! Change has now come to the Caribbean.

Shepherding the Caribbean economy is the job for technocrats, trained and accomplished from the battles of globalization and trade wars. This is the Go Lean roadmap. Everyone, the people and institutions are hereby urged to lean-in to this roadmap to make the Caribbean a better place to live, work and play. 🙂

Download the book Go Lean … Caribbean – now!

————

VIDEO: BRICS to change world economy – http://youtu.be/wmS11HnNbk0

Published on Mar 28, 2012 – The BRICS countries’ leaders were preparing for their annual meeting in 2012. These countries make up 42 percent of the world’s population and a quarter of its landmass. They are also responsible for 20 percent of the Global GDP and own a whopping 75 percent of the foreign reserve worldwide. In these tough times for world economics these countries are trying to find a solution for the situation. RT America’s Correspondent Priya Sridhar (the US based arm of Russia Today, a 24-hour English-language international broadcast news network based in Miscow) gave a sneak peak of the summit from India.

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