When it comes to helping young women in Africa with both economic and social opportunity, what does the evidence tell us? Broadcaster Georges Collinet sat down with researchers and policymakers to discuss the hard evidence behind two programs that have succeeded in giving girls a better chance at getting started in their adult lives.
Try to search for stories that feature the growing pains and gains of growth-oriented technology startups – content that is not only entertaining, but of high quality and most important, educating. It is a surprisingly hard task in today's economy, where entrepreneurship is booming again.
Please Do Not Teach This Woman to Fish
Is there anyone out there who doesn't think small business is the lifeblood of any economy? From Washington to Warsaw, politicians and pundits just can't speak highly enough of plucky entrepreneurs. Even in poor countries, entrepreneurship is one of the most important forces underpinning economic growth, but the best way to raise living standards and reduce poverty is not necessarily to make everyone an entrepreneur. So why do so many costly development programs apparently ignore this fact? Once upon a time, people who wanted to fight poverty believed in direct approaches that solved identifiable problems one by one. If you wanted to make farmers more productive, you gave them fertilizer. If you wanted to boost manufacturing, you set up factories. To help both of these sectors grow and export goods, you built roads and ports. These kinds of investments quelled hunger and raised incomes in many countries. But recently, an indirect approach arose with promises of still greater benefits.
Where Next for Aid? The Post-2015 Opportunity
This joint ODI-UNDP paper looks at whether development aid will remain important in the post-2015 era, and asks how the old aid model should change in response to a dramatically new world and new sustainable development challenges. The paper suggests that the label “international public finance for sustainable development” – or IPF4SD – is a more accurate description of the types of interventions that need to be funded in the post-2015 era. This finance will also be needed over the long-term. The authors suggest ways in which these funds could reliably be raised over the long-term, as well as how the architecture which mediates IPF4SD could be improved.
One year ago, Kumar began renting out 40 Selco solar-powered batteries to the people living in his slum community in the heart of Bangalore. Prior to this, 400 families were left to rely on cheap, easily breakable lights, dangerous and flammable kerosene lamps, or simple darkness. Without affordable energy, the inhabitants of Kumar’s slum lose hours of otherwise productive time that would allow them to build a pathway out of the slum, and into a secure life. Within months, demand for Selco’s rechargeable batteries sky-rocketed and Kumar increased his inventory to 86. Now, he is requesting yet another 50.
People, Spaces, Deliberation bloggers present exceptional campaign art from all over the world. These examples are meant to inspire.
This week, the United Nations and countries around the world will observe International Mine Awareness Day on April 4, 2012, as they have every April 4 since 2006.
The following video captures the "Mine Kafon" (Mine Detonator), a wind-powered device designed and built by hand by Massoud Hassani. It is heavy enough to trip land mines as it rolls across the ground but 120 times cheaper than traditional techniques. Hassani drew his inspiration from his childhood on the outskirts of Kabul, where he and his younger brother would play with their homemade, wind-powered toys. These toys would sometimes be blown astray, rolling out into the desert amongst landmines, too dangerous to retrieve.
- Ignore gender differences
- Create curriculum around PowerPoint (Stand and deliver)
- Emphasis on existing idea or opportunity
- Use of big business examples
- Use of industry standards
- Reliance on banks as start-up funds
- Primarily including male instructors and speakers
- Assumptions about firm size
- Assumptions about linearity of growth
This is a list of what NOT to do when designing and implementing successful support programs for women entrepreneurs, as suggested by Prof. Patricia Greene of Babson College at a recent presentation at the World Bank Group. Her seminar was the first in a series on "Women Entrepreneurs: A New Approach to Growth and Shared Prosperity."
Pick any country in the developing world.
Where are the women entrepreneurs in Pakistan?
They start and manage digital-content creation firms serving international clients. They are sole proprietors of construction businesses bidding for government projects. They supervise tailors and embroiderers in windowless storage rooms that double as stitching units. They export high-end gems and jewelry around the world.
Women entrepreneurs in Pakistan lead cutting-edge, innovative businesses – but there are far too few of them. The recent Global Entrepreneurship Monitor report finds that only 1 percent of Pakistani women are engaged in entrepreneurship – the lowest proportion in the world.
Pakistan is not alone in its dismal ratio of growth-oriented (or indeed any kind of) women entrepreneurs. Even in the developed Asian economies of Korea and Japan, only about 2 percent of women are entrepreneurs. Sub-Saharan Africa does much better in this regard, with 27 percent of women, on average, engaged in entrepreneurship -- but they are mostly involved in low-productivity sectors of the economy.
Women entrepreneurs, in Pakistan and globally, have narrow networks of friends and family who provide them with some initial capital to start their small businesses, with little expectation of further financial support. Their export customers are located wherever they have extended family. And they rarely feature in local chambers of commerce activities.
Banks are often reluctant to extend lines of credit to, provide working capital to or lend to women-led enterprises. This makes it difficult for these enterprises to pursue growth. Perhaps this is why the average growth projections for women-led enterprises are seven to nine percentage points below those for their male counterparts.
We had an interesting experiment last month with our very first Development Slam – modeled on the idea of a Poetry Slam – that was held with Aspen Institute’s New Voices Fellows and the World Bank Group’s storytellers.
The Slam allowed people to share their experiences in an interactive way with their peers and allowed the audience to participate as well via an open mic.
“If you cannot do great things, do small things in a great way.” - Napoleon Hill
Eight Commonwealth Asian Nations joined hands to discuss the contemporary needs of young entrepreneurs in the region at the Commonwealth Asia Alliances of Young Entrepreneurs (CAAYE) Summit held in Colombo, Sri Lanka from the 9th - 11th of November, in parallel to the Commonwealth Heads of Governments Meetings (CHOGM). The theme of the summit was highlighted as “Profit with a Purpose” which argued around its key objectives in promoting an ecosystem that supports the development of young entrepreneurs who contribute to economic, social and environmental sustainability across CAAYE countries. CAAYE 2013 was hosted by the Federation Chamber of Commerce and Industry Sri Lanka (FCCISL) in partnership with the Commonwealth Secretariat.
South Asia concurrently holds the greatest opportunities and the risks of been responsible for the world’s largest youth populations in transition, therefore facing reality and addressing those contemporary needs should be key to those respective stakeholders such as governments, for a more stable and prosperous economy. Common challenges faced by young entrepreneurs in Asia are “fundamentals” concerns, which could easily been eliminated if there is right focus and continuous review by the relevant authorities in these countries. Those concerns that caught my eye included the need for updated knowledge and curriculum development at all level, need to not jail but celebrate failure, revamping of “extensive” government and organizational procedures allowing to reduce the lead time.