The single biggest reason that the appropriate technology movement died and most technologies for developing countries never reach scale is that nobody seems to know how to design for the market.
Over the past 30 years, Iâ€ve looked at hundreds of technologies for developing countries.
Some provided elegant solutions for challenging technical problems. Some were big and clumsy. Some were far too expensive. Some of were beautifully simple and radically affordable.
But only a handful were capable of reaching a million or more customers who live on less than two dollars a day.
If you succeed, against all odds, in designing a transformative radically affordable technology, you still have addressed only 25 % of the problem. The other 75% is marketing it effectively, which requires designing and implementing an effective branding, mass marketing and last mile distribution strategy.
Any competent electrical engineer can design a beautiful solar lantern that provides enough light to read or cook by in a village thatched roof house. But designing it with the features that a poor family is willing to pay for, at a price providing them a 4 month payback from savings in kerosene, batteries and candles, is an entirely different matter.Designing a branding and marketing strategy and a last mile supply chain that will put it in the hands of a million or more customers is three quarters of the design challenge.
1. Interview 25 Likely Customers before you start.
2. Design to a Customer–Derived Target Price–point from the very beginning
3. Select the price/effectiveness Tradeoffs Acceptable to Customers to reach the target price
4. Create a Proof of Concept Prototype
5. If it Works, Put it in the Hands of at Least Ten Customers, learn whatâ€s wrong with it, and fix it
6. Design a Branding, Marketing and Distribution Strategy capable of reaching a million customers
7. Field Test the Technology and the Branding, Marketing and Last Mile Distribution Strategy in at least five different villages for at least four months, and modify it from what you learn
8. Scale Up Systematically to Reach at Least a Million Customers
To read the entire article, Death of Appropriate Technology II: Â How to Design for the Market
Or watch video:Â Paul Polak on Practical Problem Solving
]]>
1. Create a product with soul. Jobs proved that to create a product that customers would not just use, but love, you have to marry science with art.
2. Start small but think big. “I want to put a ding in the universe,†Jobs famously said.
3. Your time is limited, so donâ€t waste it living someone elseâ€
s life. Donâ€
t build the life that someone else wants you to- Jobsâ€
s life is a lesson in making original decisions.
4. Stick to your guns. Interviewers often said that Jobs was a tough interview- he didnâ€t answer their questions, but rather always said exactly what he wanted to say.
5. Find real solutions to real problems. Jobs made the claim early on that 99-cent mp3s would save the music industry. Indeed- since April 2008, the Apple iTunes Store has been the number one music vendor in the U.S., and by October 4, 2011, the iTunes store sold its 16 billionth song.
6. Become a market leader. Own and control the technology that you create and use, to reduce the ability for others to successfully imitate to your standards.
7. Make a product that can sell itself. Appleâ€s advertisements were famous for simply showcasing their products. They didnâ€
t work overtime to convince you- their elegant user interface did, all on its own, by being head and shoulders above the competition.
8. Donâ€t listen to your customers too much. Jobs was famous for his assertion that listening to customers too much is a waste of time. You have to think on their behalf but ignore their skepticism if youâ€
re going to create something that no one has ever seen before.
9. Live every day as though you have nothing to lose. “Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose,†said Jobs. “There is no reason not to follow your heart.â€
10. Look at the silver lining in failure. When Jobs was fired from Apple, he said, “I felt that I had let the previous generation of entrepreneurs down – that I had dropped the baton as it was being passed to me.†But, he realized, it was the best thing that ever happened to him, because it freed him to enter one of the most creative periods of his life, he said in his Stanford commencement speech.
11. If you love what you do, you will find a way. Jobs said that when he was fired from Apple, he thought about running away from the valley. But then he realized that he loved what he did, and the events at Apple couldnâ€t change that.
12. Have faith in your journey. Jobs described you canâ€t connect all of the dots when you look forward in time, but you can, in retrospect, see the way that pieces fall into place to bring you lessons.
13. Trust your inner voice. “Donâ€t let the noise of othersâ€
opinions drown out your own inner voice,†he said- following his inner voice allowed Jobs to both pivot into different projects and to innovate.
14. Be a perfectionist. Weâ€ve all heard the stories of Jobs being an unapologetic taskmaster, to the point that he alienated some co-workers. And yet, his passion created products that speak for themselves.
15. Keep your eye on the endgame. “I donâ€t really care about being right, you know, I just care about success,†Jobs famously said, after he was fired by Apple. Borrow ideas if you have to, but focus on the implementation, and on improving rather than the politics of business.
16. Surround yourself with talent. Although Steve stands out as the leader who made Apple what it is today, itâ€s a myth that he alone is responsible for Appleâ€
s success. A team of talented leaders- Phil Schiller, Jony Ive, Peter Oppenheimer, Tim Cook, and Ron Johnson- work overtime at Apple to build Apple.
17. Let simplicity reign. Jobs was famous for talking about the power of saying “no†when it came to adding bells and whistles to his products. Itâ€s been said that choosing what not to do was more important to him than choosing what to do.
18. Create a unified team. Under Jobs, the executive team at Apple held weekly meetings to review every single product under development, and handed responsibility for all expenses to its Chief Financial Officer alone. Jobs thought that Sony, for example, had too many divisions to create a viable iPod, iPad or iPhone competitor. “Itâ€s not synergy that makes [Apple] work,†he said, “itâ€
s that weâ€
re a unified team.â€
19. Teach your company your vision. Apple hired an academic from Yale Management School to create an “Apple University†inside the company, so that his knowledge could be passed on and the structure and vision of Apple could be taught to future employees.
20. Create buzz. Apple creates a lot of hype by keeping its new products a secret until the very last minute. Although the policies of its tight ship are occasionally controversial, it seems to have incidents in which employees leave prototypes in bars fueling even more speculation on the web about the next iPhone.
21. Keep a Beginnerâ€s Mind. “Thereâ€
s a phrase in Buddhism, ‘Beginnerâ€
s mind.â€
Itâ€
s wonderful to have a beginnerâ€
s mind,†Jobs once said. Keep a sense of exploration and wonder in the world.
22. Be a yardstick of quality. “Some people arenâ€t used to an environment where excellence is expected,†said Jobs.
23. Think differently. Although the Apple stores were considered a huge risk, Jobs pushed ahead with the idea, pointing out that “innovation distinguishes between a leader and a follower.†Apple now has over 357 stores worldwide, and in 2010 the stores earned over $3.2 billion, about 13% of total Apple sales.
24. Defy expectations- visually. At his 2008 Keynote speech, Jobs showed how the MacBook air fit into a standard office envelope, creating an image that no on could forget.
25. Stay hungry. Stay foolish. This was a phrase that Jobs saw on an issue of The Whole Earth Catalogue, a magazine he loved when he was growing up. They printed it on the back cover of their final issue, he described in his in his 2005 speech at Stanford. “I have always wished that for myself,†he said.
reprinted from endeavor.org
]]>“I get really nervous when some of the smartest people I know – some of the smartest people in the world – donâ€t know whatâ€
s about to happen.
I believe, in the end, creativity thrives in difficult conditions.
I think weâ€ll see some amazing things come out of this, though my heart goes out to people losing their jobs†(Source: Article by Jann S. Wenner, Rolling Stone Magazine).
References:
1. U.S. Energy Information Administration statistics
2. 2003 U.S. DOE Buildings Energy Databook
3. U.S. Geological Service, 1995 data.
4. U.S. Energy Information Administration statistics
5. US Green Building Council
What is a Blue Ocean Strategy? The authors explain by comparing to traditional strategic thinking or Red ocean strategy:
1. DO NOT compete in existing market space. INSTEAD create uncontested market space
2. DO NOT beat the competition. INSTEAD make the competition irrelevant
3. DO NOT exploit existing demand. INSTEAD create and capture new demand.
4. DO NOT make the value/cost trade-off. INSTEAD break the value/cost trade-off.
5. DO NOT align the whole system of a company’s activities with its strategic choice of differentiation or low cost. INSTEAD align the whole system of a company’s activities in pursuit of both differentiation AND low cost.
A blue ocean is created in the region where a company’s actions favourably affect both its cost structure and it value proposition to buyers. Cost savings are made from eliminating and reducing the factors an industry competes on. Buyer value is lifted by raising and creating elements the industry has never offered. Over time, costs are reduced further as scale economies kick in, due to the high sales volumes that superior value generates.
]]>Dr. Ray Levesque
From Canada’s National Post:
Kevin Libin, National Post Published: Wednesday, February 20, 2008
Jeff Bassett for National Post
From property taxes to private schools, condos to casinos: How a new generation of aboriginal people is trading reliance on government for a return to self-sufficiency. With this, the National Post begins a five-week series examining some surprising solutions to the challenges that have plagued the reserve system.
Whatever we agree, or don’t, about the history of Canadian aboriginals, or about their current station, and what they do or don’t need, are or aren’t entitled to, we can all surely concede one fact: For thousands of years, Indians in North America — or, if you prefer, Turtle Island — somehow managed to get by. How well? That, like everything else, is up for interpretation.
But we do know this: They survived. Even flourished. They built homes. They created forms of governance and social organization. They provided their own food — enough to allow, despite almost certain scarcity at times, their numbers to grow from a small band of northeast Asians who wandered here something like 10,000 years ago to a population somewhere in the millions as of the 15th century, before Europeans began establishing permanent settlements here and cooking up plans for what to do about all those natives.
“For 9,700 years we weren’t reliant on government or anybody,” says Calvin Helin, son of the hereditary chief of the Gitlan Tribe of the Tsimshian Nation and a Vancouver lawyer and author. Of course, there was no choice. There was no Indian Affairs department to provide housing, no provinces to issue welfare payments.
Put aside, for a moment, debates about land claims, fishing rights, self-governance and the hundred other aboriginal-related issues Canadians continue to wrestle with, and Mr. Helin sees an obvious cause-and-effect relationship.
After more than a century of increasing government control, the ability of First Nations to provide for themselves has diminished to a point where today nearly all bands are heavily or, often, completely dependent on handouts to survive.
The conclusion is inescapable: If government money were the key to aboriginal prosperity, Mr. Helin expects they might be the most prosperous people in history.
“Money in and of itself can’t solve anything,” he says. “You can throw $100-billion at the problem and you would get an even more massive welfare trap.”
Mr. Helin represents part of an emergent wave of aboriginal thinkers and leaders who have begun publicly rejecting the status quo, wherein bands have been conditioned to seek sustenance from without — Ottawa — rather than from within, and instead calls for a reawakening of ancient aboriginal ideals of self-sufficiency.
“A lot of our people think that we are owed something because of all of the bad things that have happened,” says Mr. Helin, who laid out a new vision in his book Dances With Dependency: Indigenous Success Through Self-Reliance. “Basically what you are saying is that it is okay to sell your dignity and your control over your life for a few welfare crumbs. It’s notÂ…. It is simply not acceptable that we be taking our women and children and Â… throwing them to the sharks. That’s what we are doing right now. We’ve got to do something that is different.”
The desire to abandon the more-money-more-problems cycle that has created ever more dependency, while seemingly achieving little in bringing typical Canadian living standards to reserves, is being picked up across the country. You will hear similar calls from Patrick Brazeau, national chief of the Congress of Aboriginal Peoples, who argues “the reserve system as we know it is broken and needs to be replaced,” and the best way to fix things is “get rid of a lot of chiefs.” Or Clarence Louie, chief of the Osoyoos Indian Band in B.C.’s Okanagan region, famous for posting signs such as “Real Warriors Hold A Job” around his reserve, and who spouts philosophies including, “Get off of welfare. Get off your butt.”
Typically, though, for a huge segment of First Nations people, getting a job isn’t as easy as simply a change in attitude, not if there are no jobs to be found in the first place, as is often the case on reserves, and not when the majority of people there lack a basic high-school education. Attracting investment in industry to create jobs, and improving education standards so people are ready to fill them, is something non-native communities figured out a long time ago. What aboriginals need is the ability to do the same on reserves.
That probably means, among other things, reforming the way First Nations are governed by bringing transparency and accountability to chiefs and band councils; loosening Ottawa’s grip on reserve-land holdings so that First Nations are free to develop, exploit and borrow against one of the few assets they have; and giving aboriginal parents some say in the way their children are educated, so they might have some shot at doing better than their parents and getting out of poverty.
To be sure, some of these ideas and the politically incorrect opinions of reformers such as Mr. Helin and Mr. Brazeau are frequently at odds with those of the establishment, epitomized by the Assembly of First Nations, and they remain outside the mainstream — for now. But for a number of reasons, the moment for a new movement of aboriginal thinkers and leaders may have finally arrived. Canadians now face a series of economic and demographic factors threatening to conspire shortly in a way that would make the long-standing troubles on Canada’s reserves tenable no more.
Growing up in Winnipeg’s North End, on the wrong side of the Slater Street Bridge in the 1970s, it might have once been hard for Larry Morrissette to imagine the place getting much worse. The Eastern European immigrants and Jews that had once settled in neighbourhoods such as Lord Selkirk Park and Dufferin had scraped together their wages and migrated to more middle-class digs, leaving behind the shoddy, pre-war clapboard homes and flophouse taverns to thousands of poor aboriginals
moving in from remote reserves around the province.
There was plenty of poverty then, and plenty of crime. But things have indeed gotten worse. Unlike the immigrant class before them, the aboriginals have not moved up and out of the North End. They remain.
Thirty years ago, Mr. Morrissette was among the crews of young, aimless aboriginals, with little to do but get into, and cause, trouble. But it wasn’t like today, he says. Not like the organized, lethal force that aboriginal gangs are now. There were a half-dozen gang-related killings in this part of town last year. “They basically organize around drugs and territory and making money behind that activity, and given the poverty within the community, it’s a survival thing,” says Mr. Morrissette. He runs an organization, Ogijiita Pimatiswin Kinamatwin (Ojibway for “warrior spirit”), that offers aboriginal ex-cons a way out of thug life, putting them to work renovating houses and getting them back to school.
In the five years since he started the group, Mr. Morrissette estimates he’s helped about 70 to 100 former gang members, some of whom went on to university. But for every troubled young aboriginal he helps — there are 30 at any given time on the group’s waiting list — new gang members are minted every day. In many communities, it is no longer even an option.
“If you’re native, it’s almost like it’s a given that you have to be part of some organization,” Mr. Morrissette says. He packed up his family and moved to another part of town after his own son was knifed after refusing to join one of the gangs.
Aboriginal gangs are not just an urban phenomenon, either. Their reach extends into small towns, villages and onto reserves, where they run drugs and other criminal rackets, moving “fluidly on and off reserves” according to a report from the Criminal Intelligence Service Canada. Anywhere you find aboriginal communities today, Mr. Morrissette says, you’ll find aboriginal gangs.
“If you go into North Winnipeg and you talk to the aboriginal community and you ask them a question, ‘How many of the boys in your community, under 18, are gang-involved?’ most often I get the answer, ‘All of them,'” says Michael Chettleburgh, author of Young Thugs: Inside the Dangerous World of Canadian Street Gangs. “If you went up to Edmonton or you go up to the Hobbema Reserve, you will see in those communities a level of poverty like I see down in some big cities in the United States. If you are a young aboriginal male, growing up in that community where there is a persistent and an ambient sense of danger all the time, where there are ample drugs, where there are other gang-affiliated kids, when the economic prospects are marginalÂ….
“People will ask me, ‘Why are kids joining gangs?’ I say to them, ‘Why aren’t they joining gangs?’ ”
For more than 100 years, the terrible plight of natives in this country has been one that most Canadians could conveniently put out of mind, the squalid living conditions and appalling social ills largely hidden from view on unseen reserve lands, the collective conscience soothed by the tens of billions of federal dollars spent on quieting native leaders. But the rapidly growing criminalization among aboriginal is not only bringing the problem to non-aboriginal doorsteps in a very tangible way. It is a straw in the wind, a worrisome sign that Canada’s native predicament is about to get much worse, and soon, unless our approach to the issue is quickly and substantially changed.
“The consequences of young people not having a meaningful life is they’re going to hurt themselves or they’re going to hurt somebody else,” says Michael Adams, founder of Environics Research Group. It is, he says, “in our enlightened self-interest” to wake up to the problem. “We’ve got a lot of people who are not living with a standard of living and quality of life in a sustainable way where they can be good parents and they’re going to have good kids, and those kids are going to be able to realize themselves. And we know that’s the case on many reserves and we also know it’s the case in our cities.”
Calvin Helin has seen what lies ahead–a vision of what he calls a “demographic tsunami” and, he warns, it threatens devastation. As he sees it, there are several elements right now conspiring to present a dangerous wave of trouble for Canada when it comes to First Nations matters.
For one, aboriginals are significantly younger than the rest of the population, their birthrates significantly higher. There are likely a number of factors behind it, but the most obvious, Mr. Helin points out, is that “most aboriginal people are poor. The birth rates amongst the poor populations of the world are almost universally higher than the wealthy population. Essentially, what that is saying is that your biggest population activity is taking place in the poorest population, in the least-educated group of people.”
When Statistics Canada released 2006 census data on aboriginals this week, it found 1,172,790 people in Canada identifying as First Nations, Inuit and Metis. In the past 10 years, that’s a 45% increase in size, a growth rate nearly six times that of the non-native population, which expanded 8% in the same period. The median age for aboriginals, 27 years, is a full 13 years younger than among non-aboriginals. In Saskatchewan and Manitoba, where aboriginals make up the largest proportions, their median ages were 22 and 24 years respectively. About 1/5 of aboriginals are under 10, compared with just 11% of non-natives.
It’s what Mr. Chettleburgh refers to as “the pig in the python,” a massive cohort progressing steadily along the Canadian timeline. If anything like these rates simply hold steady over the next 25 years, there could be almost three million aboriginals in Canada by 2031, representing as much as 8% of the population. In provinces with heavier aboriginal concentrations and older non-native populations, such as Manitoba or Saskatchewan (natives make up 15% of the population in both cases, currently), demographers project that by the time today’s high school graduates reach retirement age, aboriginals could very well make up more than half the population.
There would be little reason to be concerned with these figures if Canadian aboriginals were as healthy, independent and economically productive as any other group. But the reality is otherwise: Roughly half of aboriginal Canadians subsist on an annual income of less than $10,000, according to the most recent data; unemployment among aboriginals is 26%, three times the national rate; Statistics Canada calculates that more than half of native kids are living in poverty; ¾ drop out of school before completing Grade 12; the incarceration rate of aboriginal men is 11 times that of non-native men; of women, it is 250 times the rate for non-native women. There are a hundred more depressing statistics: dramatically higher rates of violence, injuries, health problems, suicide, addictions and on and on and on.
All of these terrible conditions persist despite the significant amounts of money that governments have spent on the native community. When it comes to the 500,000 natives living on reserve alone, Ottawa spends nearly $9-billion annually. And that may soon get a lot bigger. Despite a current federal spending cap of 2% increases yearly, the population growth of aboriginals alone, well beyond that rate, could pressure Ottawa into expenditures several times that in the next few decades.
But there are unseen bills that may yet come due. For one thing, native leaders already consider current funding levels not nearly enough, persuading, at one point, Paul Martin’s Liberal government to create the Kelowna Accord in 2005, promising another $2-billion in annual aboriginal spending — though the legislation was not passed before Mr. Martin’s minority government fell and the incoming Conservative government shelved it. The Congress of Aboriginal Peoples, meanwhile, is pressing for greater support for natives living off-reserve (currently the 60% of aboriginals living in urban areas receive only 3.5% of spending). The Metis, who number nearly 400,000 according to the latest census, have succeeded in winning partial aboriginal rights at the Supreme Court, and they are likely to seek equal funding, too. If they succeed through the courts, Mr. Helin predicts, Ottawa could one day face a doubling of total government spending on aboriginal groups.
“That is just completely not sustainable,” he says.
The aboriginal population and the non-aboriginal population are headed in two very different demographic directions. When Baby Boomers, the largest working generation, retire en masse by 2011–living longer, consuming record levels of social and health care spending — and cease contributing to the tax base, their mounting demands on the system are
fated to collide with the stark reality of a younger generation increasingly unable to provide for them.
“The question is, are we talking about $36-billion [in aboriginal transfers] at a time when a third of the Canadian population is going into retirement, and will not be paying into the tax coffers of the country, and will be relying on very, very expensive social welfare programs?” Mr. Helin asks.
It isn’t hard to sense a stewing frustration among some Canadian taxpayers today, not so much about the amount of money Ottawa puts into reserves and the bureaucracies that oversee them, but that all those billions seem to yield such deplorable results. Unlike other federal programs such as, say, medicare, where you can easily locate no shortage of people ready to debate both the pros and cons of the current system, start asking about Canada’s aboriginal policies and virtually everyone who knows anything about it — individual aboriginals, First Nations chiefs, politicians, academics — agrees that our long-standing approach has largely failed.
That failure has apparently been, until now, a bearable one, from at least an economic point of view (the morality of perpetuating such misery is a different story). And whether it’s the mounting expense, the rising criminal and militant culture among aboriginal youth, or the perverseness of sustaining a generation of bright, young aboriginal men and women on welfare at the precise moment in our industrial history that employers in this country are the most desperate for skilled workers –a labour shortage that many economists say threatens to hobble Canada’s international competitiveness for decades –it is hard to see how the condition of aboriginals can be allowed to persist much longer.
“It’s not just about them anymore. It’s about us,” says Andre Le Dressay, director of Fiscal Realities Economists, a B.C.-based firm that specializes in helping First Nations improve economic development. “Our potential depends on their productivity.”
Efforts have come to naught for so long that bridging the gap between the quality of life, education and prosperity may seem irresolvable. In some cases, the solutions are, indeed, less than obvious. And yet, some problems have existed for so long that in many cases, certain improvements have become nothing less than self-evident, untried if only for their political volatility.
But the mounting demands for fresh approaches from some native leaders and, particularly, aboriginal youth may finally overwhelm the inertia and force us away from the ruinous, century-old, paternalistic, welfare-state approach to First Nations challenges. An Ekos Research poll conducted a few years ago for the Department of Indian and Northern Affairs found that among First Nations people themselves, a huge majority — 69% — ranked “improving economic conditions” as one of their top priorities.
In his book, Mr. Helin itemizes many ideas offered up as a “way out of the storm.” They take the form of eminently sensible (if somewhat politically incorrect) ways of getting Canada’s First Nations into a better situation using formulas other than the current welfare-dependency trap that ensnares them–by changing, for instance, the way local and national chiefs are elected, so First Nations can benefit from democratic representation and accountable institutions as the rest of us do; by reforming the absurd structures that frequently stand in the way of First Nations developing their own lands and resources to become more economically independent; improving the education and training of young aboriginals so they can take advantage, to the same extent as their non-native peers, of Canada’s ample economic opportunities and a First-World quality of life, rather than the Third-World existence to which so many would otherwise be doomed.
Many aboriginal leaders and communities are already putting these ideas into practice, and with encouraging success. Over the next few weeks, the National Post will examine the key ones. Some may be considered drastic, particularly by those –and there are always a minority few — who benefit from the state-controlled status quo. And perhaps, within the current, stagnant context, some of these proposed reforms are. Yet, it is hard to imagine how, given the desperate and hopeless existence among so many aboriginals today, anything less than far-reaching and even drastic measures will possibly do.
—
9.1 amount in billions of dollars in annual federal spending on programs and services for aboriginals
7.5 amount in billions of dollars that actually reaches First Nations
1 amount in billions of dollars spent on overhead for the ministry of Indian and Northern Affairs
615 number of First Nations bands in Canada
205 number of First Nations bands who report water system quality as unfit to drink
44 percentage of on-reserve houses in need of significant renovation
11 percentage of Canadian aboriginals living in ” crowded dwellings”
27,000 average settlement, in dollars, awarded to aboriginals qualifying for compensation under the residential schools settlement
70 amount of dollars billed, in millions, by lawyers who negotiated the residential school settlement
4 number of times more likely a treaty-status Indian in the Calgary area will suffer a serious traumatic injury compared to the nonaboriginal population
2 number of times more likely they are to die of their injury, compared to the nonaboriginal population
800 approximate number of outstanding First Nation land claims
123 number of claims currently under negotiation
51 number of staff working for Indian Land Claims Commission
1 amount of dollars, in billions, spent by senior governments on treaty negotiations since 1993
6 number of weeks of wait time for a mother with a high-risk pregnancy on the War Lake reserve in Manitoba to see a specialist in Winnipeg
150 number of aboriginal doctors among the 60,000 physicians practicing nationwide
500,000 income, in dollars, in a lifetime, lost by an aboriginal male who drops out of school
8.3 amount of dollars, in billions, that aboriginals would add to Canada’s GDP in 2017 if they had the same education levels as non-aboriginals
21 percentage of aboriginals reporting some form of physical or sexual violence from a spouse between 1999 and 2004
6 percentage of nonaboriginals reporting spousal violence in the same time period
8.8 average homicide rate for aboriginal people per 100,000 population
1.3 average homicide rate for nonaboriginals per 100,000 population
10 number of times more likely it is an aboriginal will be charged with homicide, relative to nonaboriginals
28,900 number of crimes per 100,000 people on reserves in 2004
8,500 number of crimes per 100,000 people on reserves in 2004
13,500 median income, in dollars, for a Canadian aboriginal in 2000
22,400 median income, in dollars, for nonaboriginals that same year
52 percentage of aboriginals who have graduated high school
]]>GREEN DEPOT Inc. is under new ownership and open for business.
“I am endorsing the continuation of Green Depot by the new owners. I am confident that they will carry forward Tom’s vision of sustainable, energy-efficient living. I look forward to the expansion and great success of this business whose time has come. Good luck Jonathan – and all who have signed on for the ride!”
– Liz St.Louis, wife of Tom St.Louis, founding owner of Green Depot
The GREEN DEPOT has been a pioneer in energy efficient building systems for over fifteen years. After the passing of Tom St.Louis, a Northwest EcoBuilding Guild board member and friend of the St. Louis family approached Jonathan Campbell of Tahoma Group to continue the legacy of GREEN DEPOT Inc. and the green building revolution that Tom had been such an instrumental pioneer. Over the past two months, Jonathan has met with local developers, trades people, builders and community leaders to explore how to best steward the company toward the future. He purchased the company January 1, 2008.
GREEN DEPOT specializes in high performance building systems that lower energy usage, reduce maintenance, and save money while making your building more comfortable. GREEN DEPOT provides these products and more: Insulated Concrete Forms (ICF), Fiberglass Windows and Doors, Skylights, Structured Insulated Panels (SIPS), Drain-water Heat Exchangers, Energy Recovery Ventilators (HRV/ERV), Waterproofing membranes, Masonry heaters, and more.
As a member of the Northwest EcoBuilding Guild and Master Builders Association, GREEN DEPOT offers products that qualify for Energy Star, BuiltGreen,TM & LEEDTM programs.
GREEN DEPOT is presently building a home that will showcase these products and their performance in a living showroom.
Green Depot also provides consulting and workshops that promote smart, healthy, energy efficient building solutions.
Today, we’re announcing that as of February 1st 2008, GREEN DEPOT Inc. will open a storefront in downtown Olympia. Initially it will share retail space with einmaleins located at 121 State Ave NE Olympia, WA 98501.
To celebrate the re-launch of GREEN DEPOT we want to welcome you all to our new showroom on Friday, February 1st, 2008 from 5pm – 9pm for a Wine and Cheese Reception as part of First Friday in Downtown. The new owners and management team will be available to answer questions and showcase the new product lines.
Jonathan Campbell and the GREEN DEPOT Team
For more information, please see our websites at:
www.tahomagroup.com
www.1x1olympia.com
Whatâ€s the hidden power behind the success of Wikipedia, craigslist, and Skype? What do eBay and General Electric have in common with the abolitionist and womenâ€
s rights movements? What fundamental choice put General Motors and Toyota on vastly different paths? After five years of ground-breaking research Ori Brafman and Rod Beckstrom have discovered some unexpected answers, gripping stories, and a tapestry of unlikely connections. The Starfish and the Spider argues that organizations fall into two categories: traditional “spiders,†which have a rigid hierarchy and top-down leadership, and revolutionary “starfish,†which rely on the power of peer relationships.
The Starfish and the Spider explores what happens when starfish take on spiders (such as the music industry vs. Napster, Kazaa, and the P2P services that followed). It reveals how established companies and institutions, from IBM to Intuit to the US government, are also learning how to incorporate starfish principles to achieve success. And it will teach you:
How the Apaches evaded the powerful Spanish army for 200 years
The power of a simple circle
The importance of catalysts, who have an uncanny ability to bring people together.
How the Internet has become a breeding ground for leaderless organizations
How Alcoholics Anonymous has reached millions of members with only a shared ideology and without a leader.
The Starfish and the Spider is the rare book that will change how you understand the world around you. Youâ€ll never see things the same way again.
You can read more about it at www.starfishandspider.com.