June 2008, Issue 107
to our bi-weekly
of Amsterdam Journal.
faces challenge in all these three fronts. It may appear we have plenty
of water but the extreme nature of spread and distribution make it uneven
in terms of availability and accessibility. In addition, more than 70%
of al health related issues in India are water borne. Hence delivery
of right quantity of right type of water is the utmost priority in any
developmental activity. Due to pressure on land and natural resources,
the external environment faces rather various degree of endanger related
to air, water and soil. Urbanisation is growing fast and development
of civic facility needs equally a fast action. While the general feeling
of sustainability of development keeping in mind the totality of environment
has been a governmental and social policy, there are several instances
of mismatch leading to conflict - social, legal as well as political.
The latest thinking on development is not just sustainability but that
aspects and approach that will leave a very low carbon footprint. Responsible
industrial investment will need to recognize this aspect while taking
decisions so that only what is locally sustainable in the long run at
the same time leave negligible carbon foot print should be attempted.
While globalization has brought the world closer almost like borderless
Western Europe this has also thrown open responsibility on each one
to keep the environment clean for future generations as well. To quote
Mahatma Gandhi, we have enough for everyone's needs but not for everybody's
Professor, School of Environmental Sciences, Jawaharlal Nehru University,
New Delhi, India, Senior central government advisor on technology development
is a speaker at our next Season
Event about Taste
future of INDIA
and Rural Development, a case in perspective,
Arnab B. Chowdhury
is founder and CEO of Ninad
~ an e-Learning consulting firm centered on Integrality.
in a traditional south Indian cotton sari, 48 year old Rajeswari
Rao Pingali looks hardly the regular perseverant social development
practitioner, who had taken on herself to make a difference
in the villages of the Mahbubnagar District in the state of
Andhra Pradesh, India.
The challenges at hand are enormous. All rural areas in India
face problems; whether they are specific challenges like disasters
or more generic in nature like a lack of information and knowledge
on global developments and their impact on their daily lives.
Initially, Rajeswari started her not-for-profit organisation
"Villages in Development and Learning Foundation"
in 2004 to look at the issues of knowledge and plug in information
deficiencies for arresting farmer suicides, having worked in
suicide prevention for over a decade by then. However, as the
years passed by, her sense of rural needs changed and now she
thinks the problem of rural development and self-reliance is
in the inadequate number of people who have development as their
personal goal at the village level. She has keen interest in
latest technologies and gadgets and knows these are necessary
for hastening the pace of development. At a personal level her
engagement with the people is much deeper and not centred around
any specific need especially where she is engaged in streamlining
the thought process of people in the village communities.
Currently ViDAL is working with technology
and youth who are keen on developing themselves as well as their
communities. The focus is to enhance their learning ability,
critical capacity and help them become the torchbearers of positive
change. This way Rajeswari believes we can avoid "intrusion".
In her words, "no matter what, we are alien and don't belong
in the villages. Their culture, traditions and above all the
social norms are so different from ours. They accept us because
they are generous, that does not automatically make us one of
Incidentally, COW began as an ICT project that Rajeswari found
in Stanford Reuters Digital Vision Program, Stanford University,
as an inaugural fellow. COW's unique position is in its last-mile-reach-out
with electronic and telecommunication ability that is also applicable
in isolated rural and tribal habitations. This is achieved with
the unique integration of software and hardware at its rugged
best in the form of a hybrid motorbike. It has a platform fitted
at the rear of the motorbike on which is mounted a weather and
shock-proof, solar powered equipment case which carries and
recharges a laptop, a printer, a wireless phone and a camera.
It also has a portable tent for impromptu meetings in open fields.
In addition, the laptop has an Open Source-based software suite
that offers varied information depending on the needs of people
in the villages (like hygiene and healthcare, agricultural credit,
weather, rainfall, pest control, soil testing, availability
of seeds at subsidised prices, and crop prices in local markets
etc.). Its 'drivers' are the Information Providers (IPs) - village
youth who are carefully selected to be service entrepreneurs.
The project started in Andhra Pradesh, a southern state and
moved to Uttar Pradesh, a northern state in the country, with
unique lessons to offer from a private sector perspective and
from developmental perspectives. COW won the World Bank Development
Market Place award for the year 2003, was a finalist for Stockholm
Challenge Global Award for the year 2006 and for Computerworld
honors for the year 2002.
Currently COW functions as a platform
to engage village folk with academia and technologists for ideating
appropriate innovations for rural development. ViDAL aims to
be a "centre of excellence" that has knowledge and
ability to guide rural development for the bottom 15% people
on the economic ladder. In this role ViDAL is going to be a
place of innovation, incubation and mainstreaming of ideas,
technologies and innovative approaches. Rajeswari's small effort
found feet with several other like-minded people who collaborate
with her, virtually as well as in person, at the field level,
which is opening up new dimensions in addressing immediate and
urgent as well as long-term issues for rural development.
Impact in Numbers
Following are the details of services
provided in a one year period by two COW information providers.
number of people who approached COW was about 4727 in
one year, out of which about 2466 used COW services and
about 1669 paid for the services.
dispersal information about 2300 daily labourers was
collected from 21 villages, which indicated discrepancies
in the dispersals and led to changes in the processes
by the government department.
- Photographic services
were accessed for agriculture-related needs
information about 1589 land records is being compiled
to assess the cropping pattern in the region to divert
farmers from cultivating water-intensive crops.
entitlements were accessed by 56 poor households on
a single day after submitting their credentials through
- Photographic services
were accessed for governance related requirements (for making
civilian photo identity cards by the departments)
440 people accessed remote health services for myalgia, knee
pains, skin problems and reproductive health problems in 7 villages.
- HIV Aids preventing
audiovisual shows were effectively shown to specific target
groups in 11 tribal habitations including women without causing
embarrassment by the culturally sensitive information provider.
- In livestock,
about 760 sheep were saved out of a total 9000 sheep that were
there in about 7 villages.
- Photographic services
were accessed for health-related needs
- In a span of 5
months close to 800 children accessed computer-aided education
while 300 children paid a nominal amount for the service in
- 5 young adults
learned computer literacy from the information providers from
2 villages. Photographic services were accessed a large number
of times for family functions.
- 75 students accessed
results of secondary grade exams via Internet from 7 villages.
were taken during 21 marriages by the information provider
in a span of two months during the marriage season.
future of INDIA
Thursday, July 3,
18:30-19:00, Conference: 19:00-21:15, Buffet: 21:15-23:30
also include Indian dishes and some drinks!
Where: Cultuurhuis Diamantslijperij,
Tolstraat 129, 1074 VJ Amsterdam
former Royal Asscher Diamond Factory
The conference language is English.
speakers and topics are:
Founder and Executive President of the Netherlands India Chamber
of Commerce and Trade (NICCT)
India's Unity in Diversity: Relevance for The Netherlands
Tewari, Managing Director, Cordares
Can the Indian Elephant Dance? Highlights and Opportunities
of the Indian Economy
Professor, School of Environmental Sciences, Jawaharlal Nehru
University, New Delhi, India
Senior central government advisor on technology development and
Environment, Technology and Development
Director, Evalueserve Benelux and Omnisource International
Embassy of India, Global
Food Funatics, The Netherlands-India Chamber of Commerce and Trade
(NICCT), Evalueserve, Sichuan Foods, Innergy Creations, Kadarka
and India Tourism Amsterdam
WEBCAST at www.webcastingstudio.eu
of Amsterdam blog
of Amsterdam blog
in the 21st Century: Vision 2030
Fall of the US Empire
about the Future
sun protection swimwear for boys and girls
Offered for the first time this summer, madeforsundays is a boutique
Australian brand of fashionable, high quality UV sun protection
swimwear for boys and girls up to the age of 4 years.
Inspired by motherhood,
our outdoor lifestyle and the need to protect young children's delicate
skin from the harsh Australian sun, madeforsundays has created a
collection of rash shirts, shorts and reversible bucket hats that
provide high quality protection, design and comfort in bold hibiscus
prints and bright coordinated colours.
In the world of underwater robots, this is
a team of pioneers. While most ocean robots require periodic communication
with scientist or satellite intermediaries to share information,
these can work cooperatively communicating only with each other.
But while other research groups have developed fishlike robots,
what's novel with this system is that the robotic fish can communicate
wirelessly underwater. Kristi Morgansen, a UW assistant professor
of aeronautics and astronautics, looked to natural systems for inspiration.
The engineers worked with collaborator Julia Parrish, an associate
professor in the UW's School of Aquatic and Fishery Sciences, to
record patterns of fish schools' behavior.
and herding animals, you can get much more efficient maneuvers and
smoother behaviors than what we can do in engineering right now,"
Morgansen explained. "The idea of these experiments [with schools
of live fish] is to ask, 'How are they doing it?' and see if we
can come up with some ideas."
in the 21st Century: Vision 2030
By Shaukat Hameed Khan, Project Director, Vision 2030, Fellow,
Pakistani Academy of Sciences
A nation must
know where it wants to go and what its vision for itself might
be, only then can it prepare strategies and policies to reach
there. The effort and set of rules needed to achieve such
a vision would therefore depend strongly upon the height of
one's gaze. Pakistan, too, has to spell out a vision for itself,
and then define its preferred future in an increasingly uncertain
The Medium Term Development Framework, 2005-10 (MTDF) emphatically
states that Pakistan must become a developed, industrialized,
just and prosperous nation within one generation. It must
do so in a manner that sustains its development paradigm of
a good quality of life and opportunity for all its citizens
to reach their true potential. The MTDF also states, that
in spite of resource constraints, Pakistan can reach the development
levels which it needs and deserves, by deploying knowledge
inputs and human capital. This is our Vision for Pakistan
in the year 2030.
The time until 2030 represents the period of one generation,
during which we have not only to place Pakistan firmly along
proper alignments, but actually cross some critical milestones.
Within these operating parameters, the Vision 2030 exercise
examines future possibilities and subsequent strategic directions
in order to manage and take advantage of ongoing global and
societal transformations, and even to create new opportunities.
This is the basic theme of Vision 2030.
Vision 2030 is ultimately about changing the mindset of
a people so that the preferred future can be grasped from
among the several futures that will be possible. It is a journey
of exploration, which attempts to convert potential and dreams
into reality. Given the nature, diversity and enormity of
the challenges, this Vision Document outlines only the beginning
of a comprehensive analytical process to determine the appropriate
responses in order to provide authority, legitimacy and credibility
to this foresight exercise.
The year 2030 is important for Pakistan in several respects.
It is the year when a child entering the educational stream
today will have become an important productive member of the
society. It is the period when most analysts predict the beginning
of an irreversible decline in oil production, which will allow
only a few years for humanity to find alternative and sustainable
sources of energy. It is the year when most of mankind is
likely to be severely stressed between water scarcity and
melting glaciers and polar caps. It is also the year when
all demographic trends suggest that we in Pakistan too will
start ageing as a society - with all the social and economic
consequences of a fragmented family unit. We will face the
additional danger, however, that unlike the countries of the
richer West, we could start aging before we have grown rich
as a nation.
Where Pakistan can and should, be placed in the middle of
such major transformations is the focus of Vision 2030. In
order to manage these global forces of change to Pakistan's
advantage, we must first understand their form and intensity,
and then complement this knowledge with a vision for ourselves;
the stance chosen, however, must be our own.
Growing at a rate of around 7-8 percent per annum Pakistan
expects to join the ranks of middle-income countries, with
a GDP of around USD 12,000 - 13,000 (in current PPP terms)
by 2030. This high growth rate would be sustained through
developing its human resources, and by developing the necessary
physical and technological infrastructure.
The growth trajectory will gain momentum by the latent capacities
of a sizable middle class emerging in the development process.
Besides sustaining high growth rates, benefits of growth are
planned to be equitably distributed, and poverty largely eliminated,
through pro-poor policies.
Predicting where a nation might be a generation hence is an
uncertain exercise. A vision, however, represents more than
mere predictive numbers and statistics. It spells out the
dreams, hopes, and aspirations of a nation and the desire
to lead a better and fuller life. It is completed when our
hopes for well-being for our own selves are realised at the
same time as the world is freed from conflict, disease and
The Vision 2030 document has been prepared, after a consultative
process spread over two years with some of our best minds
and hearts in the country.
The future is essentially unpredictable, with a range of
possible futures for Pakistan, influenced by internal and
external factors and path-breaking events or innovations. The
future is, however, predictable to the extent that economic
globalisation and dispersion of information and technology will
have occurred to such a massive extent, that it will change
the scale and nature of human enterprise. Based on changes that
have already taken place in recent decades, we can safely assume
that by 2030, the way we live, work and educate ourselves, or
compete and trade, and the manner in which we grow old and become
sick, would have been completely transformed.
In spite of often divergent and always passionate views and
opinions, there is a remarkable consensus among all national
stakeholders about the possible state of affairs for Pakistan.
Everyone agrees the country is neither too small nor too poor
to be irrelevant, nor is its population too large to pull it
down. It has, however, reached a certain 'tipping point', when
the right choices and their intelligent calibration can help
Pakistan attain its historical promise, while the wrong choices
will revert it to a state of 'muddling through' at best. Alternatively,
it could benchmark itself against the best of the world with
felicity and confidence and attain its true potential. This
transformation therefore offers vast opportunities as well as
challenges for Pakistan.
All strategies and action matrices to be drawn up for Pakistan
reaching the desired state under the Vision 2030 must be subservient
to the overarching objective of becoming a vibrant knowledge
economy. The economics of knowledge must therefore underpin
policies for growth. Since many other nations are also embarking
on the path of either enhancing their existing knowledge drivers
or becoming similar knowledge driven societies, Vision 2030
is as much about Pakistan and Pakistanis competing with other
nations, as it is about internal transformation.
Vision 2030 is all about managing such a transition. It calls
for a quest for excellence, so that Pakistan can redefine and
transform its institutions and structures of the state, as well
as national policies, strategic priorities and long-term benchmarks,
within the overarching Vision for Pakistan in 2030.
There is consensus on the following:
If this transition is
brought about successfully, we can aspire to become an influential
nation of the 21st century. It will be a nation that has achieved
competence in technology, and a nation which draws upon its rich
past to become modern, developed, just and affluent, while remaining
uniquely Pakistani in character.
a nation whose development is measured not through mere
statistics of economic growth but by the quality of life
of all its people, especially the vulnerable and dispossessed,
who must be placed at the centre of national development.
into a mature, tolerant, and democratic society,
which is developed economically and socially,
and is at peace with itself and with the rest
of the world, within a framework of assured
sovereignty and security.
a social, economic and political system based
on rule of law which alone will assure justice
and equity. It will be reflected in a shared
destiny and prosperity, brought about by a series
of 'public goods', and participation and equal
opportunities for all, irrespective of geographical
and ethnic origin, creed, gender, or age.
an average growth of at least 6 -7 per cent
until 2030 to meet the development goals. Without
high growth, there will be no poverty reduction,
or improvement in the quality of life.
employment and employability the central theme
in economic and social policies. This requires
major social reforms to draw in women, since
labour markets are always socially embedded.
greater responsibility for the delivery and
provision of certain basic services and facilities
of acceptably high quality to all citizens.
These would cover 10 years of schooling, healthcare,
food, water, shelter, and energy, apart from
security under law.
the structures of state and instruments of government,
so that these are responsive to an educated
and demanding population in terms of participation,
delivery of services, and good governance. Pakistan
has reached the 'tipping point' which stipulates
that we cannot afford any longer not to have
rapid and sustainable growth, through the use
of knowledge and technology inputs, to create
opportunities for increased productivity and
competitiveness, within the constraints imposed
by depleting resources.
an intelligent and efficient
exploiter of globalisation through
enhanced competitiveness, whether
it relates to commerce, manufacturing,
or services, or increased diversity
and technology content. A necessary
corollary is the emergence of
with several large conglomerates
becoming global players, and
many more regional hubs and
centres established in Pakistan.
knowledge and manage it in all its forms. This
would focus on science and technology because
science and technology not only makes change
possible, but also provides tools for managing
this transition; there must be equal focus on
the social sciences, the humanities, and the
arts, which provide the human face to science
and technology .
for the demographic transition
towards an increasingly aging
population by ensuring that
its dividends should be exploited,
and the threat of a low skills
population is avoided.
the current and looming intense competition
for access and ownership of depleting resources
and energy, which will increase Pakistan's vulnerabilities
in its transition towards a high level of sustained
growth over the long term.
for climate changes, and its accompanying uncertainties.
wastage as an important tool for preserving
inter-generational equity while exploiting current
for and manage the very predictable state of
future societies which will be reflected in
the growth of large cities, urban concentrations
and considerable internal and intra-national
migrations. These will have dynamics and imperatives
of their own in all spheres of human activities.
Pakistan in 2030
2030, Pakistan will be the world's fifth most populous country
with an estimated 230 to 260 million people. It will emerge
as a major economic power, and will be ranked among the
top twenty countries on the basis of a 7-8 percent sustained
growth. Its GDP is expected to be $1000 billion, with per
capita incomes of around USD 13,000 in current PPP terms.
Pakistanis will enjoy a high quality of life in both rural
and urban areas. Absolute poverty will be largely eliminated,
and social protection will be available to every citizen.
Its people in the under-25 age group will have an average
of 10 years of education, while tertiary enrolments will
grow to 20 percent of the 17-23 years age cohort.
Pakistan will be transformed into a knowledge-based economy,
harnessing technology to its advantage. The innovation,
productivity, and enterprise of its people, in the context
of appropriate economic and social environment, will make
Pakistan a major regional hub for industry, education, services
and the arts.
Pakistan will have taken its first steps in space, having
earlier launched its own communication and resource mapping
satellites, and manned space modules.
Pakistan will be an active player in regional and international
cooperation, with a competitive enabling environment for
innovation and investment.
will be a just and prosperous society,
at peace with itself and the rest of the world.
Read the Executive Summary
Rise of India: Its Transformation from Poverty to Prosperity
by Niranjan Rajadhyaksha (Author)
The Risk of India:
Its Transformation from Poverty to Prosperity is an extremely interesting
read. The book speaks not only to the mind and intellect but also
to the heart as it clearly demonstrates that economic development
is above all a question of people. It also shows that the Indian
society, and particularly its youth, is much more open to changes
than its political and bureaucratic class, and would welcome a third
wave of reforms that would help the poor to benefit from economic
progress. I stronglyrecommend this book. It offers a very unique
and rich description of today's India from the author's perspective
and many well chosen anecdotes. - Colette Mathur, Director World
This fascinating work
weaves together a set of seemingly diverse events into an intricate
tapestry capturing the essence and purpose of emerging India. It
is also an inspiration to people in "Challenged" economies
that the power of honest entrepreneurship can bring about a greater
transformation than the best intentions of any government. Well-researched
and well-written, this book is a good guide for developing countries
to leverage the potential of people and its inherent strengths.
It also brings out the challenge for India that more reforms are
necessary, not less. - Nandan M Nilekani, CEO & Managing Director
Infosys Technologies Limited
The Rise of India is an
insightful and engaging story of India before and after the 1991 reforms.
There are many academic tomes on India's reforms but none is as comprehensive,
lucid, and earthy. Practicing "soft hearts, hard heads"
Philosophy with anecdotes and personal experiences, the author builds
a compelling case for further liberalization and reforms. This book
is a must read for all policy makers, students of economics, and activists
of all stripes. read, understand, and become part of the revolution-a
continued rise of India! - Parth J. Shah, President, Centre for Civil
Indispensable Guide to Equity Investment in India
Over the past several years, investors have earned massive
profits in the Indian market. However, beyond the tech-heavy
activity that has driven much of these profits, there are
many new and interesting areas that private equity (PE) and
venture capital (VC) firms are now aggressively looking to
take advantage of. The Indian market is certainly unique.
Therefore, investment players, who are new to India, are required
to have an in-depth understanding of this market and make
some behavioural adjustments in order to maximise their returns.
In addition to the required capital, proper research in a
challenging market, subtle and savvy managerial skills and
a healthy dose of patience must also be invested to ensure
success. In this article, Evalueserves analysis shows
that those who manage the fundamentals and persevere stand
to make significant gains in the years ahead. And, their impact
will be felt not only in India, but also on the global economy.
Recent research conducted by the global research and analytics
firm, Evalueserve, shows that if current trends continue,
India is expected to receive USD 13.5 billion in PE funding
during 2007, thereby becoming one of the top 7 PE investment
destinations in the world. Furthermore, this funding could
rise to almost USD 20 billion in 2010. Our research also shows
that there are over 366 PE firms currently operating in India
and another 69 have raised - or are in the process of raising
- funds and are planning to start their operations soon.1
In total, these PE firms seem to have amassed USD 48 billion
earmarked for investment in India between July 2007 and December
2010. Several firms that we talked to also mentioned that
they would be willing to invest even more if they saw good
investment opportunities. This situation stands in stark contrast
to 1996, when Indian companies received only a total of USD
20 million. Indeed, if Indian companies do receive USD 20
billion in funding during 2010, this would represent a stunning
1,000-fold increase over a period of only 14 years. However,
the future is hard - if not impossible - to predict because
private equity investments are based on a complex combination
of macroeconomic, microeconomic and financial policy-related
factors that always affect the rational and emotional sentiments
of the investor community. Indeed, a slow-down in the growth
of the Indian economy and a tightening of liquidity around
the world are only two of the many potential changes that
could lead to substantially lower PE investment in India than
those forecasted above.
From a demand-side perspective, assuming a real annual GDP
(Gross Domestic Product) growth of 8%, an annual inflation
of 5% and a constant exchange rate of 40 Indian Rupees to
one US Dollar2, our analysis shows that the Indian economy
will grow in nominal terms from approximately USD 1,030 billion
in 2007 to approximately USD 5,040 billion in 2020. Therefore,
it can easily absorb USD 60 billion between 2007 and 2010,
and as much as USD 490 billion between 2007 and 2020. However,
for such investment to be useful and wealth creating, it has
to be invested in diverse sectors and not be limited only
to Information Technology (IT) and IT Enabled Services (ITES)
This article is largely focussed on private equity investment,
i.e., investments in companies already generating revenue
and perhaps profit. A related article dated 21 August 21 2006,
and titled, ¨DIs the Indian VC Market Getting Overheated?¡¬
can be downloaded from www.evalueserve.com and another article
titled, ¨DInvestments by Hedge Funds and Related Institutions
in India¡¬ is scheduled to be published in December
India is neither the United States nor China
Although it is fashionable these days to compare India and
China, actually the two countries are quite different. A lot
of progress in China has been possible due to the government,
whereas in India, it is despite the government. For example,
the communist government in China can easily plan projects
in a very structured and systematic manner without worrying
about the courts or public opinion, whereas most projects
in India get delayed because of Indian courts and a strong
public opinion. Similarly, although India and the US share
democracy as one of their fundamental tenets, India is a poor
country with a severely underdeveloped infrastructure, whereas
the US is one of the wealthiest countries with a very well-developed
infrastructure. Because of these reasons, it behoves VC and
PE firms to consider investing in Indian companies ¢win
their own right¡ü rather than pursuing the following
strategy: ¢wif it has worked in the US or China, it will
work in India too.¡ü Given below are examples of
three companies that are likely to cater only to countries
such as India:
of the unreliable supply of electricity throughout India
and the Indian government clamping down on the use of diesel
generators in many large- and medium-size cities (due to
immense pollution), a set of universal power supplies called
"inverters" have already become quite popular
and are expected to become more so during the next few years.
According to Evalueserve, the market size of these inverters
(and the associated batteries) is expected to grow from
approximately USD 1.2 billion in 2007 to USD 3 billion in
2010. Therefore, it is quite likely that by 2010, there
would be at least 2 or 3 companies with combined annual
revenue of USD 1 billion and these companies are likely
to have unique Intellectual Property with respect to products,
processes and sales networks. Furthermore, given their unique
Intellectual Property, these companies are also likely to
export to other countries in Africa and South East Asia.
of poverty, low education and the tropical climate, diseases,
such as Malaria and Dengue (which are spread by mosquitoes),
are quite common in India (and also in parts of Africa and
South East Asia). As a result, the market size of mosquito
repellents in India was already USD 400 million in 2006
and is likely to grow to USD 1 billion by 2010. Again, it
is quite likely that at least one company would emerge with
USD 250 million or more in revenue and will begin exporting
in a big way to other regions in Africa and South East Asia.
India produces different kinds of engine oils and lubricants
in India (e.g., those for motorcycles, two-wheeler scooters,
cars, trucks, tractors and pumps). The company is likely
to have revenues of USD 500 million in 2007. Since the requirements
of consumers in large cities are quite different from those
in villages, Castrol India has designed unique products
for each market segment, e.g., engine oil pouches for 10
cents each that can be sold in villages and small towns.
One of its unique features is its distribution network that
consists of almost 100,000 outlets throughout India. According
to Evalueserve¡¦s estimates, there are at least
20 companies in a variety of sectors that could become as
big as Castrol India, if they could receive proper advice
and operational consulting, especially with respect to building
a similar distribution network.
full Article is available as a *.pdf
QD is a private owned organisation
dedicated to technology transfer, in various countries where inbalances
in development between urban and rural areas exist. Such imbalances
hamper the national development due to the wastage of human and
By the acceptance
and use of innovative technologies, this situation may be redressed.
This assumption is based on the observation that human behavior
changes, when new technologies are accepted and absorbed. In other
words: once accepted, innovative technologies can cause social
It is QD's goal to
select technologies which are innovative, attractive, maintenance
free, modularized (with local construction components), solving
immediate problems, and that can be operated in a decentralized
way (= effective management).
The technology sectors
QD has choosen are water, biogas, wind energy systems, dairy, light,
automotive and innovative decision support systems on urban planning
for rural and urban areas.
Portrait: James Canton
Futurist, Author and Keynote Presenter, Institute
for Global Futures,
a San Francisco based think tank that forecasts innovations and trends.
IGF provides keynote presentations, futures research services, and
strategy consulting to the Fortune 1000, associations and governments.
over 30 years, James Canton has been insightfully predicting the
key trends that have shaped our world. He is a leading authority
on future trends in innovation. He is the author of The Extreme
Future: The Top Trends That Will Reshape the World in the 21st
Century, Dutton 2006, and Technofutures: How Leading-Edge
Transform Business in the 21st Century, Next Millennium Press,
Dr. Canton is CEO and Chairman of the Institute for Global Futures,
a leading think tank he founded in 1990 that advises business
and government on future trends. He advises the Global Fortune
1000 on trends in innovation, financial services, health care,
population, life sciences, energy, security, workforce, climate
change and globalization. From a broad range of industries, clients
include: IBM, BP, Intel, Philips, General Electric, Hewlett Packard,
Boeing, FedEx, and Proctor & Gamble. He is a Senior Fellow
at the Center for Research in Innovation at the Kellogg School
of Management and serves on Motorolas Visionary Advisory
Board. He has advised three White House Administrations, the National
Science Foundation and MIT's Media
Recognized as one of the top presenters in the 21st century
by Successful Meetings Magazine, Dr. Canton is a highly
sought-after keynote presenter. .
A frequent guest of the media, Dr. Canton is a commentator on
CNN. He was named "the Digital Guru by CNN and Dr.
Future by Yahoo. Dr. Cantons media coverage has included
CNBC, Fox, PBS, ABC, Fortune, The Wall Street Journal, Bloomberg
Report, The New York Times, US News and World Report, CEO, CIO
and CFO Magazines. His Global Futurist blog is followed by a world-wide
next Season Event is on Thursday, July 3
Registration: 18:30-19:00, Conference: 19:00-21:15,
also include Indian dishes and some drinks!
18:30 - 23:30
Location: Cultuurhuis Diamantslijperij, Tolstraat 129,
1074 VJ Amsterdam
former Royal Asscher Diamond Factory
of Amsterdam Open Business Club
of Amsterdam Open Business Club
Are you interested in networking, sharing visions,
ideas about your future, the future of your industry, society, discussing
issues, which are relevant for yourself as well as for the 'global'
community? The future starts now - join our online
comments, ideas, articles are welcome!
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