ANNOUNCEMENT - from june 1 2022, the first post of every month will be the previous month's update of - In turn this is one of the main celebration collabs of 2025Report and friends celebrating progress along the roadmap to UN secretary general's digitalisation "UN2.0". Codesmeta welcomes co-editors rsvp help AI make 2022 youth's most collaborative year- early sightings colleges seek to host million student teach-in earth day march 2022

 December Education Free VIRTUAL Summits :Yidan-HK Dec 5 WISE Qatar Dec 7 -9

DUBAI Youtube Replay FEATURING 4 UN branches (not free not virtual?)
thanks to qatar and bloomberg now on-demand replay..offering best case yet of fazle abed's 30th hunicorn 5.6

in contrast to unicorns, we search for hunicorns- multi billion dollar human knowhow networks too valuable for exiting investors or party politics; we were privileged to visit bangladesh's fazle abed 15 times in his last 10 years and aim to share notes on how billion women empowered of extreme poverty through mobilising hunicorns -dates in 21-22 staging global sustainability summits where abed partners (largest ngo web in world) expected to impact include

NOVEMBER - CLIMATE COP26 GLASGOW 1 2 3. OCTOBER BIODIVERSITY KUMNING: INFRASTRUCTURE AIIB DUBAI: G20 italy; September unga76 ny; August weforum singapore; May yidan europe oxford...
digital april - fuzhou apr 25;; green summit in april: 13 sees bnef - 22 sees earth day with biden hosting virtual leadership call-actions speaker louder than words joe- followed up by next bloomberg open green summit april 26/7 - free virtual for worldwide citizens .. next virtual celebration with 45000 teachers t4-vidas oct 2021 -help map t4cop26 nov 2021 first time this century glasgow on world stage- we want to make sure we celebrate glasgow u and sdg's greatest alumn fazle abed ...ideas rsvp 2021 - valuing humanity most collaborative year - leap forward 1 covid; 2 to green; 3 to investing in lifelong education & all under 30s sdg livelihoods not under half-see dubai december 1
60 years ago dad published two serial surveys over 15 years in The Economist: on how two thirds of people who are Asian sought to rise from less than 15% of markets to at least half and how those who played best above zero-sum games with von neumann innovations could most advamce mankind- in spite of john f kennedy's post to learn abou this- i dont know of any american academics who did....emembering Norman Macrae at The Economist
Dad lost his battle with cancer in 2010 but not before inviting young female journalists to 10 years of visiting Fazle Abed in Bangladesh - what we found will appear at and as well as Glasgow U's Journal of Social Business

thank you brac & fazle abed & asian women preventing greatest bureaucratic mistake ever made in english

hg wells - civilisation is a race between education and disaster…

the archives of fazle abed

how 1 billion women ended extreme poverty building world's largest ngo partnerships round livelihood education, health & ...catalogue of solutions 50 years in the networking

STARSteacher who's who valuing future of 2020s sdg youth most

keTry has called 2021 humanity's last best chance year - next global zoom by un on actions 25th march-
2021 major summit maps -weforum series - january davos; may moved to august singapore; cop26 november glasgow; g20 italy october; dubai most exciting edu expo ever in december; biodiversity cop may kunming; aiib infrastucture uae october; unga76 ny sept; ai earth and sdgs year round geneva itu ; year round university coalitions; year round trillion dollar sector purposes including 300 trillion dollar western pensions :14 trillion dollar and rising covid sector- you tell us rsvp
....japan is making about 10 exciting contributions to united nations 48 hour sdg actions zoom in 2 weeks - you can see both the japan and global program here - if anyone from your side participates actively- it would be good to know- we are aiming to find yourg sherpas from any sustainable city to the youth fringe of cop26 glasgow- now that tokyo is having no guests at olympics will you be doing any virtual platform; i will be trying to renew contact with japan society assuming unga76 will return to normal- are you expecting to be in ny again ? i will use my linked in space to make action calendars between now and glasgow whilst at same time inserting ads on 50 years of fazle abeds deepest partners country/city notes #br0 china #br1.1 japan #br1.2 s. korea #br1.3 singapore-hk-taiwan #br1.4 rest asean #br2.1 bangladesh #br2.2 india #br2.3 pakistan #br2.4 rest south asia #br3 russia #dr4 rest lanblocked north-central asia #br4 europe excluding eu nordica britain; #br5 west europe #br6 north america #middle east or west asia #br8 arctic circle #br 9 africa #b10 latin america#br11 un...260 years after adam smith first questioned the futures of humans and machines- glasgow university union sat nov 6 (middle weekend cop26) invites ideas on staging humanity's most urgent summit since birth of united nations san francisco opera house 1945..JFK put about 10000 young american brains on one decade- long networking goal- race to the moon; although usa today has about 100 million under 30 brains, its elders & educators have never since freed 10000 brains to any goal in spite of fact that and EntrepreneurialRevolution are now most exciting co-creative games ever played ever- is it too late for american youth to be included in tech to sustain the world? click astronaut Garan's urgent collaboration crisis -which seas or continent can you help youth sdg economic map - asia asean africa america arctic europe ..
twitter version of 2025 report

Astronaut Ron Garan: urgent collaboration crisis
Astronaut Ron Garan poses massive collaboration challenge ,,
Future of :health; culture; energy; finance. education-1960-2025: at The Economist 1960 my family started asking leaders when were they including the people in key market futures assuming the moon race made gordon moores promise that microelectronic engineers will multilpy ai capabilities every decade by 100 fold (to 2030 that's a trillion times moore than man raced to moon with, and needs road maps valuing the most exciting goals humans can linkin we use machine intelligence terms broadly to include everything that the human brain alone is now able to innovate; Economist diary continues to investigate when and where top people meet does anything get shared enabling youth to go great work and become the first sustainability generation.What is ER (Entrepreneurial Revolution)? Searches show that ER is a curriculum for valuing trust and youth especially girls by changing systems of education and community development economics. ER was founded as a media challenge of leadership purpose and friendship across nations at The Economist as man was racing to the moon in the 1960s- it was based on the hypothesis that it would be wise to put a deadline on sustainability system design. At some stage failure to educate and invest in sustainability would become exponentially irreversible. A deadline of 2025-2030 was thought to be wise.
In this worldwide economic model, communications TECH doubles every 7 years from 1946 to 2030- over 4000 times Moore! 2018-2019 is the last but 12th year for action learning sustainability. This diary aims to map the most exciting opportunities of each of the last countdown years
june 2019 luxembourg hosts 100 banking delegations sharing cases on long-term collaborative investment in infrastructure
april 2019 sees 100 national leaders coming to beijing to map sustainable world trade routes integrated round coastal Belts and Roads (eg railRoads & overland grids) as well as the sdg opportunities for cooperation that arise when all communities are linked in to win-win trade and under 30s dreams of being the sustainability generation map top 13 sdg world trade routes 0 inside china, 1 East-Belt,
2 South-Belt; 3NorthBelt
4 centre eurasia &E.Euro; 5 WEuro 6 N.Am; 7 MidEast 8MedSea 9Africa 10LatinAm 11 Arctic Circle 12UN-urgent..
help ALI report 2018-2019 Mass Collaboration 1 2 3 and Sustainability Student Livelihoods Year is turning out weird, at end of year:
june 2019 AIIB (world leader in new dev banking_ is being hosted by EU epicentre of big old banking - luxembourg, and
july sees a truncated year for preparing Japan G20 because somehow Argentina was allowed to postpone Franciscan G20 to Nov 2018 coming after the world bank oct 2018 from indonesia where theme of world development report is Livelihoods, and where the billion dollar bank partnership with aiib aims to be world class benchmark for ending slums. Asean's leading economist Mahbubani brings out his second provocation - have americans lost it, alongside can asians think- it takes 2 to win-win trade as well as tango. This most co-creative student year kicks off from Joburg BRICS in early September the start of the UNGA year sees handover from E Europe to Ecuador meanwhile the newest of Guterres entrepreneurial revolution committees led by melinda gates and jack ma has been asked to report by march 2019 in time for the greatest sustainability summit ever hosted as 100 national leaders collaborate around maps- beijing's BRI May 2019 rsvp with good news special mentions - shanghai hosts first world expo only for foreign exhibitors nov 2018- archives 2013 mainly silk road and BRI - 2012 mainly education

Saturday, September 30, 1995

Chapter 4 - brand FUTURE NEWS

Robert Woodruff was Coca-Cola's great brand leader for much of the twentieth century. He had a special way with slogans. He focused the company's investment philosophy by declaring that managers must always ensure that Coca-Cola was "within arm's reach of desire". He foresaw this as a vital core competence in serving the impulsive, ie personally urgent, consumer need of refreshment that soft drinks cater to.
For Woodruff, advertising tag lines and slogans were more than mere consumer messages. They were deployed to turn his business visions for Coca-Cola into perceptions which became realities. Long before Coca-Cola was a truly international brand, Woodruff organised pride in the slogan that Coca-Cola was "the most friendly drink in the world". But the way Woodruff worked things, even greater leadership acts were to become embodied in an apparently more humble slogan "the pause that refreshes".
This advertising slogan was first used in the 1920s to put the brand into the diary of every American worker - whereas Europeans might have tea or coffee breaks, Woodruff institutionalised the idea that American workers should have Coca-Cola breaks. This national interpretation of Coca-Cola's meaning became so common that, just as Americans were preparing to enter World War 2, Woodruff lobbied the US War Office until the generals were persuaded that the essential meaning of Coca-Cola's slogan was a vital answer to "the extreme fatigues of battle". Coca-Cola thereby became the GIs mascot with the US War Office subsidising investments in Coca-Cola's manufacturing and distribution facilities to ensure the mission that wherever American GIs went, Coca-Cola would be there for them.
There is no strategic substitute for empowerment at the centre of brand control of people who:
·are passionate about product, and the service dimensions it can represent now, or for the future
·understand the concept of market exploration of global and local consumer needs
(Eg explore the subtlety of notions such as : people do not buy products, they buy solutions to a problem however fleetingly conceived. By moving into this realm of the imagination, it quickly becomes evident that buying decisions are triggered by global and local cultural interpretations which a brand must tenderly respect. And yet it must take the symbolic lead not the cultural lag)
·know how to interconnect the essence of the brand's past history of friendship with the future focus of products and services which the branded company foresees. This is the way to ensure that core products perpetuate a brand's marketing pathway. And through this process the company earns the right to keep on focusing its core competences so as to keep turning the perception of brand leadership into objective reality. Leadership is concerned with always being the reference point against which every would-be competitor gets judged.
Today more than ever, the soul of most world class brands resides in an organisation's service motivations and its core competences. It's worth repeating here one paragraph from an early review of the BBC for Business video "Branding - the Marketing Advantage". It encapsulates 90 minutes of footage of how marketing practitioners in the 1990s justify their right to brand:
"Both product quality and creative communications are important, but they are only temporary manifestations of branding. The really vital brand is one whose organising culture loves its end-consumers so much that all employees run and win marketing's equivalent of an Olympic marathon, only to pick themselves up as they cross the winning line in eager preparation for the next marathon. All this because of sheer pride not only in serving goods but what's really best for consumers - the leader who delights all customers by consistently setting new world records on quality and value".
Brand Charterers - and all great instinctive teamworkers on branding processes - see a duty to make the future happen in their brands' presence by asking such questions as:
·What sorts of products/services will our brand have or need to represent to be valued as a leader in a few year's time?
·What do we need to "do now" to accelerate the future?
·Who will we really be competing against and who do we want as partners to make the most of our added value chain?
·What fundamental discontinuities and changes will we need to leverage?
·How does all of this translate into the messages we need to communicate now?
In best practice form, the process of branding is an organisational instrument for "editing the future" from a true perspective of leadership. It creates and communicates an organisation-wide will to sustain a focused combination of core competences in order to deliver unique value. Try out a simple brainstorming exercise. What are the essential qualities of brand leadership which can unite all of a brand's audiences (beginning with the 3 C's : consumers, company employees, customers (in-between employees and end-consumers)? Simple things like:
·Focused direction of a leader - a brand organisation proud of where it has come from and where it is going to, but not arrogant in exaggerating its worth
·A company with an indomitable spirit in pursuit of achieving world records (quality/value)
·An identity which is unforgettable and easy to relate to
·A totality which feels worthy of trust
Add to this a second exercise. Imagine that you are a journalist interviewing a company's people in an attempt to evaluate its claims to be a world class brand. What organisational body language tells you whether brand leadership is real? Examples:
·real "buzz" and pride amongst employees
·consistently aligned motivation/vision is expressed by everyone you talk to
·evidence that customer service trend measurements are as much apart of the operating culture as financial performance measures
Built-in to the framework of Brand Chartering is a "living script" philosophy. By this we mean that persistent cross-checking of leadership purpose is a key organisational process for adding value. Two of the most important dimensions of brand leadership editing involve:
·organisation-wide viewpoints
·envisioning a spectrum of future time horizons - the "then" and the "now"
Later chapters, eg chapter 8, make a particular point of cross-checking views of a brand held by people in a company's different departments and regional offices. We place particular emphasis on this because in our interviews with Japanese business people the most common advantage cited for companies of Japanese origin revolves round that of "internal marketing communications". We use this phrase instead of the simpler one of "consensus" because we now have a lot of evidence that scripting a brand organisation's "internal marketing communications" can be an even more complex challenge than that of its "external marketing communications". This is especially the case in companies which wish to take advantage of change. As we will see in Chapters 11 to 14, once companies rid themselves of the inertias of classic brand management systems, the growth opportunities of brand leadership are exciting to behold. This helps to explains why strong organisational leaders are those who instil a joy of change culture.
In order to ensure that Brand Charters possess actionable clarity regarding future time horizons, we take every opportunity to ask questions like:
·Where does this brand as leader need to be in 5 years time? And to achieve this what must you do now?
·Where does this brand as leader need to be in 3 years time? And to achieve this what must you do now?
We deliberately repeat these questions for different future time horizons to understand extent of brand vision, consensus on brand vision, the urgency and depth of practical details that must be prioritised for the "then" and "now" of brand leadership to intersect.
At the same time, other "do now" questions can be asked : eg to lead with this brand's essence in five years time, what sorts of potential partners should start to be sought now? It is important to clarify action-plans not just within the company but also in terms of networking. An increasing number of corporate processes, eg research and development, cannot be performed to world class standards by one company on its own. In other words, it is vital that an organisation foresees clear boundaries between what its core competences are not, as well as what they are. Meanwhile, proper leadership of the brand's added value chain may require "networking in" some skills that the company does not own, as well as leveraging those which it is excellent at.
In cross-checking the Charter as a living script, we will see that "do nows" may be prompted for specific depth at every "branding junction", ie through the particular focus which each chapter of this book provides. For practice - and because this is the first time that we have introduced the future dynamic fully - let's quickly revisit earlier chapters from a future-orientated perspective.
Chapter 1 - Brand Essence : because essence should be the core connecting message, it is vital to drive out any uncertainties people may have about future changes to a brand's essence. For example, if the view of brand essence for leadership in five years time is thought to be very different from today's brand essence:
1) verbalise the essence of today and the future
2) check to see whether a different verbalisation could connect the two
3) if real differences persist, recognise that this is a branding discontinuity which must be addressed as a strategic priority. An organisational consensus must be achieved on the real causes of this discontinuity, and then plans must be rehearsed as to what will be the best means to break the discontinuity to consumers in the most coherent way. In principle, you must find a communications mechanism which enables consumers to: ·interpret what they used to value in the old essence through the new essence
·feel that the leadership move you have made is in a direction they support
Discussing how competitive and environmental change drivers will create leadership challenges for you to overcome is also an essential part of editing a brand's living script.
Iterative interpreting of a brand's essential future
Looking forward and you actually do need to go out to the future and have a look at a few alternative futures and work backwards and see your current brand, what it stands for, what it means, how that stacks up against alternative futures - if you can do that then you actually have a chance of managing the brand successfully to get the future you want.
Chris Mole in the BBC for Business video "Branding - the Marketing Advantage"
Chapter 2 - Brand Identity : identity's multifaceted nature makes it one of the most dynamic mechanisms of the brand. Consequently, identifiers are usually the ally of brand news, and from time to time new identifiers may be invested in to be the messengers to the consumer of a changing aspect of the brand. However, there is a lot of execution leverage to be won or lost by timing how you phase identifiers in and out so as to help the consumer interpret brand news in the most pleasingly consistent manner.
Chapter 3 - Brand Heritage/Friendship : the following example indicates why this branding junction should constantly be cross-edited to create future values (in spite of what may at first reading seem to be a conflict of temporal terminology).
Crafting the multi-faceted personality of Levi's
Until quite recently, a view prevailed that brand campaigns achieved the most impact by being one dimensional. At the extreme the brand was still conceptualised as a product that was best supported by a Unique Selling Proposition (USP). This did have the virtue of management simplicity, but truly powerful brand organisations now direct personalities with more intriguing breadth and depth.
Whilst Levi's has always thought of its friendship with consumers in more broadly empathic terms than purists of the USP school, it is only as the great Levis 501 campaigns have blossomed since the late 1980s that the brand has fully visualised the multifaceted personality it wants to be. Looked at from the consumer viewpoint, Levi's is now offering an a la carte menu of feelings which you may select to wear or to keep in your wardrobe.
As the figure below shows, Levi's now has seven dominant character traits. No advertisement can meaningfully portray all of these. So in keeping the Levi's personality fresh and appealing as a youth brand, Levi's marketers and advertising agency Bartle, Bogle, Hegarty keep on choosing a "do now" selection of traits to be embedded in the next commercial in the epic Levi's 501 Serial.
Figure 1 : Levi's Personality traits (rows) triggered by commercials in the campaign series (columns)
 LaunderetteFridgePartingBeachPawnbrokerPool HallSwimmerProcessionCreek
Romance   l l l     
SexualAttraction l l l     l l l
PhysicalProwess l         l
Resource-fulness l     l l   l  
Rebellion      l l   
Independ-ence    l l     l
BeingAdmired l l l   l l    

Be passionate about creating news in the image and product/service reality of the brand. Use this to focus marketing of your added value pathway.
Know that true brand leaders are never afraid to accelerate change. This is the spirit needed to outrun every competitor.
Ask everyone who serves the brand to envision the "then and now" of where you want to be. Create an organisation that foresees competitive and partnership scenarios and takes advantage of changing conventional rules. In the midst of this, keep the faith with the brand's essential meaning:
·as a communicator both internally and externally
·as a creative fountain of knowhow
Turn the process of branding into an organisational instrument for editing the future. Encourage communal curiosity with "do now questions" - eg Do we agree where we want the brand to be in 3 years' time ? How do you interpret what you need to "do now" for us all to achieve this?
Develop a living script which can be acted on as a user-friendly road map highlighting topline news. Go for a one-page script not a bureaucratic tome.

Enjoy living the script as a teamworking community which knows why and how it is dedicated to leading its sphere of business to win for the consumer