.................................................... Mark Carney 'real markets' 'depend on quality of market infastructure'
market reform.. strengthening resilience of banks improvinging risk transfer by untangling complex webs of derivatives, by creating simple, transparent and comparable securitisation markets.. source of gt frustration.. must break the back of these issues.. building blocks in place..
complexity of the task: 5 causes market structures vulenrabilities standards, poorly understood internal governance skewed incentives personal accountability lacking, culture of.. ethical drift
sanctions.. not the solution
3trillion £ reduced capapcity of lending
who should ba accountable?
quality clarity and under of trading practices - up to date standards
fca shd oversee compliance.. incenciteve align
age of irresponsibility is over
shortcomings.. in system and architecture
arcane governance .. before Carney
Bank expects highest standards from sen mgrs .. welcome.. open debate on reform and functioning of markets
reduced mkt debt and incresed mkt volatility - global monetary conditions edges closer
remove public subsidies . 'ephemeral'
risk.. market, regulation or both should adjust for the good of the system as a whole'
NOW IS THE TIME TO TAKE STOCK - not a one off exercise - open forum, all stakeholders - detailed paper being published, reviews issue
FUTURE OF FIN MKTS. .. Lord Mayor, our response to recent failings should be as ambitious as THOSE OF OUR PREDECESSORS TO THE GREAT FIRE .. renewed prosperity built on private markets and public market infrastructure. Let our legacy be the earthly equivalent of Wren's ethereal genius, real markets so that the city can do what it does best, transact and innovate for the good of the people of the UK and the world.'
LORD MAYOR Alan Yarrow: pendulum swung too far towards subscrption 'Just because it's legal, doesn't mean to it's right its the spitit of what we blv is right which shd be the principle of our regulation.. supermarlet theft.. theft is theft.. people shd uphold prof stds. ..
SOCIAL CAPITAL AS WELL..
NEITH WITH NOR COURAGE
WISDOM OR LEARNING, COMPASSION OR DEVOTION.
EVERYTHING THAT MAKES LIFE WORTHWHILE..
ABOVE AND BEYOND NUMBERS..
Autumn Jasper Snowflake Obsidian Cherry Tint Silverleaf Jasper Red Jasper Smoky Quartz Brown Jasper
(not shown above) Black Stone, Indian Agate (red) Brown Jasper Orange Carnelian Mahogany Obsidian
plus: (not shown above)
Rhodonite Green Spotted Jasper Verdite Pink Ocean Jasper Green Agate (Indian) Tiger's Eye Yellow Turquoise
Sodalite Opalite Blue-Grey Agate (Chalcedony) Lavender Stone Clear Quartz Amethyst Blue Goldstone Sky Blue Stone
Making gift products for retail/wholesale markets. As a creative innovation specializing in working with glass, metal and stone beads, the project offers materials and methods for making gifts, which serve emotional needs of both maker and user (consumer).
MaKing Murals seeks to train unemployed people in the craft of making hand held gift items. Each can be adapted for wider uses.
‘Crystalis Fostering Creativity’ from MaKing Murals embraces a culture of equality, kindness, dignity and respect.
Learning new SKILLS via:
- Web based education
- Being creative with colour and material*
- Appreciating component parts of end products
- Inspirational ideas provided
- Adopting a value based motive for selling
- Considering how to adapt designs for uniqueness
- Understanding emotional needs of customers
*Materials provided free to begin the project
PARADIGM shift for the unemployed as opportunities arise, for developing a provisional source of items for the B2S market and effectively uniting B2B and B2C.*
By completing very basic training in shaping metal findings into appropriate form, free inspiration is offered to encourage wider adaptations of designs.
Opportunities to present a range of gift ideas via:
1. ASSISTED SUPPORT:
An online gallery provided by MaKing Murals, to be open to the corporate sector for perusal.**
2. INDEPENDENT INNOVATION:
Terra firma outlets, eg. Market stall, selling from home, etc.
* B2S = Buyer to society; B2B = Buyer to buyer; B2C = Buyer to consumer
** A data base of interested organisations has been created by MaKing Murals through a gauging of interest at the Heathrow Area Supply Chains’ ’Meet the Buyer’ events in 2010 and 2011. Every meeting resulted in a positive response.
In fostering creativity the intention behind the enterprise is to generate feelings of usefulness and appreciation, which is passed on from maker to user. There are further ways that ‘Crystalis Fostering Creativity’ assists in innovations for work
In fully embracing the methodology and ideas offered, opportunities arise for project participants to create gift items like these:
In order to take the first steps towards making unique and/or repeat creations three stone angels designs will be offered for the Acton and West Ealing communities to work with.
Approximately 800 angels, 200 of each design is offered for this project, i.e. 200 blue, plus 200 brown for Acton and 200 blue, plus 200 green for West Ealing.
Additional varied selections of fittings, beads and straps will be added but if sponsorship is given to this project it will enable participants to source additional fittings and findings like the ones provided.
The intention behind offering a variety of fittings and findings is to permit a free reign in creativity and for participants to develop their own copyrighted designs.*
Sales made from initial designs will enable further stock purchases.
100% of sales revenue goes to groups taking part, allowing them to plan expenditure on new/replacement components (fittings and findings).
Participantsalso open to managing a design inventory, as well as their own future spending and so birthing enterprise in West London.
DO LIKE MONDAYS!
This project will need an approach of patience and discipline from parties involved. Isabella Wesoly feels it's a fine way to start the working weeks creatively and garner involvement in this paragone project.
.. ‘Life is a combination of impatience and discipline’ Bob Gedolf
Creative Economy: How people make money from ideas John Hawkins, Penguin Press, 2001, p.120
Also, from the author:
‘Everyone must begin to trust their dreams because out of that trust is born the artist,
and the artist is the role model for the entrepreneur we all need’ p.118
John Hawkins states that ‘the cost of copying or replicating an idea is often negligible’ (p.121), because once created the cost of copying is insignificant. His rationale for this is rooted in the fact that intellectual inputs are needed at the ‘thinking, research and development stage’. However, in order to promote equality and fairness within this project the knowledge, skill and competencies needed for managing creativity can be all inclusive. A step back in time to the Renaissance of the Middle Ages holds clues for how to stimulate innovation.
*MaKing Murals own designs are offered for sale in collections, using the developing brand name of ’Blue Naga Collections’ and may only be copied with a licence. agreement.
MaKing Murals holds the intent of creating further opportunities for work in Acton and West Ealing through the Renaissance practice of creating healthy rivalry to stimulate innovation. Three stone angel pendants are offered, in bulk quantities, to enable a paragone with unemployed people in Acton and West Ealing.
This part of the project requires a buyer to choose from a selection of designs and commission all participants to make those chosen, i.e. three designs, one for each of the stone angel pendants provided. Perhaps there is an estate agent within the east side of the Ealing borough who is willing to commit approximately £5 per piece in a bulk order? That’s less than 0.005% of the average house price (at the lowest end of the scale) to support this bid to work?*
* £5 is an estimated figure, difference in designs determines material cost.
Even though estate agents are used as an example, there are other businesses which can be considered, the suggested focus in on those who yield a very high selling price per transaction in the current economic climate. Whoever offers sponsorship to this project, it is certainly possible to use healthy rivalry to stimulate innovation without disrupting a culture of collaboration.
N.B. MaKing Murals paid casual workers (family and friends) £10 per 100 charms for joining a pendant to a pre-made decorated strap, which took up to one hour to complete. A time and motion study fairly assessed this amount.
The slideshows provided on Making Murals’ hosting website gives more detail of what is offered by ‘Crystalis Fostering Creativity’, but for clarification some additional information on paragone is provided below.
Rivalry is an important but often over-looked lever for catalyzing innovation’
Head of General Electric’s Global Research Group, Senior vice president (GE)
Mark Little sees that the adoption of paragone is:
infrequently discussed , often plays second fiddle to collaboration as a cultural norm.
gives people space, stretches goals, encourages diversity
Little encourages the notion of ‘cooler ideas’, where people can dream up their own ideas independently and say ‘let’s look at this idea’.
LITTLE’S PARAGONE - seen benefits are as follows:
pools of money for seeding ideas..
get ideas to blossom to a point of interest, pick them up, fund them, and turn them into products.
It’s not people sitting around having a lot of free time to do whatever they want to do.
access to money, which gives people flexibility to do more.
Mark Little recognizes that this is how we get new ideas and that there are no winners or losers, when we make rivalry work.
forces a kind of creative thinking and manoeuvring that leads to new/better ideas.
Leaders must provide ample room for collaboration once the initial winner emerges
Competitive teams create prototypes knowing only one will be selected as the winner.
By bringing the competitors together as a single team after the initial set of competition, a leader can give all the chance to be part of the larger creation even for team was not the initial winner.’
‘using teams.. to create healthy rivalry affords everyone an opportunity to win.’
Jonathan Guevera, CEO,
Community College of District of Columbia, Washington DC, USA
extract the best out of a class/group by dividing it into teams and make them compete.
create a form of peer-evaluation within each team to arrive at the best contributor.
inter- and intra-team rivalry excites.. and spurs them on to the path of excellence’
‘comparison with Europe of the Middle Ages.. is novel‘
Sham Sharma, Visiting Faculty, Merut, U.P. India
Dependent on levels of investment in innovation to generate new processes/operations, new products/technologies, new ventures and new business models.
technology enables innovation.
people + processes + technology that foster business opportunities
innovation is innovation if valued is attached. It is that value that generates revenues.
‘Rivalry to spur innovation’
Gearge Hazapis, Senior Exec, Business Support Services,
Dbai Chamber of Commerce & Industry, Dubai, UAE
PURSUING INNOVATIVE PARTNERSHIPS
It is possible for business leaders to pursue innovative partnerships through better education and workforce training. MaKing Murals is open to partnership support and uses McKinsey’s recent insights from an article entitled ‘Breaking the US impasse’ (August 2013) as possible indicators of the next step/s:
JUMP START MOMENTUM
via new standards and partnerships plus focus on local innovation
- a willingness to stretch for new opportunities
- a fresh mind that looks beyond this quarter's results or the next election cycle
- i) co-operate in developing industry standards
- ii) build new types of partnerships
- iii) drive local change
- iv) step out of your comfort zone
NEW TYPES OF PARTNERSHIPS
- new forms of collaboration e.g. creating more competitive workforce
-some employers forming industry associations to develop joint training programmes with agreement to protect participants from talent poaching
DRIVE LOCAL CHANGE
- local innovation is key to realizing game changers on national level
- local business leaders set the direction for these innovation hubs (and) sustain them through start-up incubators, co-ordinating organisations, venture capital ..’
- ‘industry leaders can work with city/state officials to build on local capabilities’
McKinsey 'Breaking the US growth impasse' August 2013
Susan Lund, Principal with MGI (Washington DC); James Manyika, Director MGI (San Francisco); Scott Nyquist, Director MGI (Houston)