errors mine alone chris.macrae@yahoo.co.uk Statistician DAMTP Cambridge, residing Bethesda, MD: AT CU.com please find my attempt to celebrate my greatest personal privilege: to visit women empowered Bangladesh 15 times from 2007 during last 13 years of life of Fazle Abed. From 2012 we discussed AbedMOOC and 2015 onwards at his 80th birthday AbedAI. Back in 2001, Abed 65th birthday hosted by Steve Jobs in Silicon Valley changed both of these human genii's life work. Even today I dont spend time exploring America AI with any engineers or practitioners of health or education, food or safety or finance, who dont want to know what they (we humans all) owe to Steve J. By 2003 Jobs' pixar, Nvidia, and Hopkins radiologists started replacing coding of binary by coding of pixels - welcome to AI century 2]
2026:Christmas comes early to Ai Youth - Nvidia GTC-DC Nov 30 to Dec 2
Pretraining proposal Gemini (model UYKB: Layer 6 AI+Media)
7-Layer Intelligence Discourse GTC D.C. adds 2 layers to Jensen 5-layer AI Cake!
Because the D.C. summit sits in the heart of the nation’s capital at the Ronald Reagan Building, Jensen Huang’s team is prepping a narrative explicitly tailored to reindustrialization, national security, and state-backed compute. [1, 2]
  • Layer 1 (Nature's Energy) & Layer 2 (Machine Brainpower): The central conversation focuses on the Vertically Integrated Sovereign AI Factory. Nvidia will address the West's current power grid constraints, pushing for multi-gigawatt computing nodes tied directly to protected modular nuclear baseloads or sovereign energy fields to fuel the upcoming Vera Rubin chip architecture deployment. [1]
  • Layer 3 (Sovereign Data Infrastructure): This is the crown jewel of the D.C. agenda. Nvidia is moving rapidly away from selling chips solely to hyper-scalers (like Microsoft or Amazon) to marketing Layer 3 "Sovereign AI" packages directly to federal agencies, the Department of Defense, and international allies. The talk centers on how nations can utilize Nvidia hardware to train national models on state-owned text, military telemetry, and geographic data without leaking information to corporate data monopolies. [1]
  • Layer 5 (Civic Applications) & Layer 7 (The Deterministic Truth Layer): The D.C. floor will showcase heavy-industry integrations. A major thread is how federal systems can use AI Digital Twins and Quantum-resistant encryption to safeguard public infrastructure against adversarial cyber warfare. By pairing generative logic with hardcoded physics modeling, Nvidia wants to show the Pentagon that its models can function as an un-hallucinated layer of deterministic truth. [1, 2, 3]
The Direct Line: Berlin Crisis (October) to Washington D.C. (December)
The D.C. summit will act as the direct remedy and strategic response to the systemic frictions exposed weeks prior at the Berlin GTC. The two events are deeply intertwined across the 7 layers: [1]
[ GTC BERLIN • OCTOBER 2026 ]                     [ GTC WASHINGTON D.C. • DEC 2026 ]
       "The Crisis Echo"                                 "The Sovereign Fix"

               |                                                  |
• Severe European Layer 1 energy shortages.      • Unveiling federal multi-gigawatt grids.
• Layer 3 splintering (EU Data Act friction).    • Hardcoded Layer 3 Allied AI networks.
• Debate over relying on U.S. cloud giants.     • Bypassing public clouds via local edge nodes.
  1. The Energy Realignment (Layer 1): In Berlin, Jensen Huang will confront the grim reality of Europe’s highly fragmented, expensive, and legally constrained green grids. The "Berlin Crisis" refers to the continent's inability to spin up gigawatt-scale data factories fast enough to match the U.S. or China. When Huang lands in D.C., he will use the European shortfall to pressure Congress to fast-track defense-grade energy allocations for American compute clusters. [1, 2]
  2. The Sovereignty Conflict (Layer 3 & 4): Berlin will highlight severe regulatory friction over European data sovereignty and the EU Data Act. European public broadcasters and governments are terrified of routing their localized data through American corporate monopolies. Washington GTC will capitalize on this by formalizing a blueprint for "Allied AI" networks—demonstrating how Europe and the U.S. can exchange open-weight models securely across borders while maintaining local, sovereign hardware boundaries. [1]
  3. The Physical AI Transition (Layer 5): While Berlin will focus heavily on Germany’s specialized precision engineering and factory-floor robotics, the D.C. summit will elevate those industrial applications to a geopolitical scale. The discussions in Washington will center on deploying those exact autonomous robotics playbooks into automated naval shipyards, military logistics pipelines, and aerospace satellite defense systems. [1, 2, 3, 4]
Would you like to drill down into the specific Department of Defense T4NG contract vehicles Nvidia partners are mobilizing for the D.C. event, or examine the open-weight software microservices (NIMs) being deployed to appease European sovereignty regulations in Berlin? [1, 2, 3]



Before AI lifted off in late 2000s 3 underacknowlefgen Happenings: 1 steve jobs hosted Fazle Abed's 65 th birthday party silicon valley 2001; .jensen hunag and steve jobs went from coding binary to cosinf pixels; Fazle abed clarified that paulo freire culture celebrated poorest asian womens ebd poverty networking miracle -- largest NGO, providing education, health services, microcredit and livelihood creation programmes for a significant part of the population of Bangladesh. What lies behind this huge success, Caroline Hartnell asked Fazle Abed, founder of BRAC and still very much at the helm. Questioning everything they do and being prepared to tackle whatever is needed to make their programmes successful are certainly part of the secret behind the success of this extraordinarily entrepreneurial organization. The secret of success? Asked what lies behind BRAC’s phenomenal success, the first thing Fazle Abed mentions is determination: ‘We were determined to bring about changes in the lives of poor people.’ The second thing is thinking in national terms: ‘We always had a national goal; we never thought in terms of working in a small area. We thought, all right, if we work with the poorest people in this community, who’s going to work with the poorest people in that other community? So we felt that whatever we do, we should try and replicate it throughout the nation if we can.’ The third thing he mentions is inspiration. ‘We always thought nationally, worked locally, and looked for inspiration globally. We were inspired by Paolo Freire’s work on the pedagogy of the oppressed, which he came out with in 1972. It was wonderful to have a thinker who was thinking about poor people and how they can become actors in history and not just passive recipients of other people’s aid. He made us realize that poor people are human beings and can do things for themselves, and it’s our duty to empower them so they can analyse their own situation, see how exploitation works in society, and see what they need to do to escape these exploitative processes.’ Finally, he says, ‘one needs to have not only ambition but also the ability to do the work. The organization must be competent to take on national tasks. That confidence we got from the campaign for oral rehydration, to cut down diarrhoeal mortality, in the 1980s. That involved going to every household in rural Bangladesh, 13 million households, and it took ten years to do it. Then we became a little more ambitious. We thought that if we can go to every household, then we can cover the whole country with everything we do.
..
NB any errors below are mine alone chris.macrae@yahoo.co.uk but mathematically we are in a time when order of magnitude ignorance can sink any nation however big. Pretrain to question everything as earth's data is reality's judge
Its time to stop blaming 2/3 of humans who are Asian for their consciously open minds and love of education.

Friday, May 7, 2021

 SPRING 2016 it was Abed's 80th birthday party; two Chinese graduate female journalists were visiting dhaka for the first time; they were stunned by the spectacle below; sir fazle's son shameran updated them on HU1.1 to HU1.6. What were the next opportunires to partner  the 6 most exciting financial networks any of us had ever heard of; 

They bowed deeply and gave Shameran a copy of Alibaba Way, Tsinghua's Ying Lowrey had asked us to share. Ying is one of those female heroines who without being famous gets thins done- there she had been in china's barefoot medic network; then spent over 25 years helping build small enterprise across USA - it was she who told us america's most exciting sme economists were ...; she had returned to find being didnt have a small enterprise curriculum but 2000-2015 as china's5 years of 5 million youth startups urgently needed one

this was before jack ma's ant financial joined in with bill gates and others to help HUNI1.4 bkash.com take the next great leap; a message came through from sir fazle -would these gracious young ladies please come back during the summer vacation -before their post grads at Oxfords Rhode Scholars and Columbia U - so he could update them on the first 46 years of billion poorest chinese and bangladesh women designing HUNIcorns? ...

.1.4 At present, bKash is one of the leading Mobile Financial Services Provider in the world. bKash started as a joint venture between BRAC Bank Limited, Bangladesh and Money in Motion LLC, USA in 2010. In April 2013, International Finance Corporation (IFC), a member of the World Bank Group, became an equity partner and in March 2014, Bill & Melinda Gates Foundation became the investor of the company. In April 2018, Ant Financial (Ali Pay), an affiliate of globally reputed Alibaba Group, became an investor in bKash. The ultimate objective of bKash is to ensure access to a broader range of financial services for the people of Bangladesh. It has a special focus to serve the low income masses of the country to achieve broader financial inclusion by providing services that are convenient, affordable and reliable.

More than 70% of the population of Bangladesh lives in rural areas where access to formal financial services is difficult. Yet these are the people who are in most need of such services, either for receiving funds from loved ones in distant locations, or to access financial tools to improve their economic condition. Less than 15% of Bangladeshis are connected to the formal banking system whereas over 68% have mobile phones. These phones are not merely devices for talking, but can be used for more useful and sophisticated processing tasks. bKash was conceived primarily to utilize these mobile devices and the omnipresent telecom networks to extend financial services in a secure manner to the under-served remote population of Bangladesh. bKash can be accessed via all the mobile networks operating in Bangladesh. Currently, bKash is running a network of more than 200,000 agents throughout urban and rural areas of Bangladesh with over 50 million verified accounts.

In 2017, bKash was ranked as the 23rd company in the annual list of Fortune Magazine's 'Change the World in 2017' among the top 50 companies to make changes based on social issues. bKash has been recognized as the Best Brand of Bangladesh for the second consecutive time (2019 and 2020) in a consumer survey conducted by the Bangladesh Brand Forum...

HAPPY 80TH BIRTHDAY ABED BHAI

 the forecourt of brac's office sprouted a tent -inside a display akin to a madame tussauds show guided visitors through village development over 4.5 decades; two youthful chinese female provincial graduates -one who grew up in mao's hunan, the other grew up in the province bordering north korea were there to observe; this is the translation story they were given as a souvenir -dear friends of women empowerment across asia - please celebrate with us::

=============================================

HAPPY 80th BIRTHDAY – Sor Fazle Abed, BRAC, Bangladesh

45 Years of TRYING TO Build the Most Valuable PARTNERSHIPS Network on Sustainability Youth’s Planet

1 RESILIENCE NOT JUST RELIEF –INNOVATION’s CORE OF BOTTOM-UP DEVELOPMENT ECONOMICS

The seeds of BRAC were planted in the efforts of Sir Fazle and friends to assist families affected by the Brola cyclone in 1970. BRAC was then officially established after independence, supporting refugees to rebuild their lives. At a critical early juncture , we abandoned our focus on relief and adopted a longer-term objective of development, opting to work side by side with community members for decades to come.

We do not ignore emergencies and their impact on people living in poverty. We build community preparedness and grassroots platforms that activate in natural disasters to minimize damage and to channel relief. Our goal is to help households bounce back better.

Better often means changes such as stronger infrastructure or new livelihoods for families that depend on agriculture, for example, and are therefore increasingly vulnerable to climate change.

As Bangladesh urbanizes, we have expanded our focus to include manmade disasters like fires and building collapses, most recently Rana Plaza in 2013.

Massive natural disasters internationally have triggered us to expand into new countries like Haiti and Nepal to support national recovery the way we did in Bangladesh so many years ago

2 Healthy Lives and healthy futures

Doctors and hospitals were scarce in Bangladesh’s early days. We created an army of community-based entrepreneurs to bring medicine to every doorstep. Over time, the army became all female, challenging social norms and enabling women to access important products and information

We challenged the global health community by putting the life saving treatment for diarrheal disease in the “unqualified” hands of mothers, and generated evidence that they could use it effectively. We created a community-based tuberculosis control model, expanding over time to become the government’s largest partner in combating the disease.

The growing numbers of people living in poverty in urban areas face serious health risks, including maternal and infant mortality. Our network of healthcare entrepreneurs continues to ensure that women can access care safely, quickly, and with dignity.

Recent breakthroughs in cognitive science have shown that focusing on early childhood development has transformative effects over a lifetime. Pilot programmes are putting this research into action at the grassroots level

The primary challenge of healthcare now is less about access and more about quality. We are building financial tools to continuously ensure more people can access services that meet their evolving health needs.

3 EDUCATION FROM LITERACY TO LEADERSHIP

We started by teaching basic literacy to adults, then realised we needed to start from the start. We changed lour nor-formal primary schools as “second chances’ for people living in poverty especially girls. Our pedagogy focused on joyful learning, incorporating the best practices from around the world.

As students graduated from our schools. We felt a need for creative ways to continue learning beyond the classroom. Libraries offered reading materials, and adolescent clubs created safe spaces and opportunities to teach life skills.

Our focus moved towards quality, with universal access towards education in sight, through strategies such as teacher training and increased use of technology. We proactively recruited students with special needs and expanded our curriculum into multiple ethnic languages to ensure that our schools were successful to all children.

Our ultimate goal is to build a nation, and for that we need leaders. That is where our focus is now – creating opportunities for youth to take responsibilities in programmes, as mentors, and as teachers themselves. Our university creates even more opportunities to contribute on a global scale.

4 Financial Inclusion

We started by bringing people living in poverty together. We quickly learnt that what they needed most urgently was access to economic opportunities and financial services.

We brought women together into village organizations to organize credit and savings arrangements, and then used these meetings as a platform by delivering a wider range of services.

Over time, we expanded our reach to unserved populations, such as the “missing middle” (enterprises that were too large for the loans offered by microfinance but excluded from commercial banks) and a comprehensive grants based programme for people living with poverty, who could not benefit from microfinance.

We are now building a broader set of financial products, including insurance and pensions, and leveraging the growing ownership of mobile phones to use digital channels for financial services.

5 Market Solutions for the Poor

A fundamental driver is a lack of power – at the individual, household and community level alike... Power dynamics need to change in order for people living in poverty to realize their potential , and they only change when people do it themselves.

We promoted consciousness raising and empowerment from our earliest interactions with communities, inspired by teachings on social movements. We underestimated the complexity of power dynamics though and learned the hard way that we needed to create new organisations, where women could come together in solidarity. These community action groups became important social platforms; for example, supporting health workers who faced harassment for their services.

We widened our work over time to help people living in poverty to participate in formal government structures and leverage public services. We also increased our engagement with public official and village leaders to build wider support for women’s empowerment. These discussions have risen to the national level, where we advocate policies that support gender equality and human rights. Internally we have worked to build a female-friendly work environment and actively strive to recruit women.

Gender equality remains one of the greatest unfinished works of our generation, and an area in which we have to continue changing power dynamics. We still see that child marriage is the norm, sexual violence is pervasive, and women are under-represented in the workforce.

6 Changing Power Dynamics

As we began to provide financial services to people living in poverty, we noticed that many rural communities did not have access to markets

We started building value chains, connecting thousands of farmers and artisans to national markets. We focused on silk, poultry, clothing and retail, in many cases the viability of new sectors in Bangladesh. The successful scaling up of one value chain often spawned new livelihood opportunities, from poultry vaccinations to artificial insemination for dairy cows.

Entrepreneurship is also a long standing part of our development approach. Over time we have built a national cadre of local change agents, usually women, who receive training and support from us, but are paid for their services by their neighbours. These grassroots entrepreneurs distribute a wide variety of products and services, from sanitary napkins to high quality seeds.

As local and global labor markets offer new opportunities. We are supporting migrants to seek and finance work abroad safely, and equip youth with in-demand skills

7 BRAC INTERNATIONAL

By 2002 we had over 30 years experience of piloting and perfecting programs, and scaling them to reach millions. The time had come to bring what we had learnt in Bangladesh to the rest of the world.

Relief and rehabilitation were immediate needs after war and natural disasters plunged millions into poverty in Afghanistan and Sri Lanka. We focused on peace and building stability through jobs, education and financial inclusion, continuing to put girls and women at the centre of opportunities.

We expanded into Africa four years later, starting development programs in Tanzania and Uganda. We continued to pilot, perfect and scale rapidly never losing focus on contextualising every opportunity created

Opening now in 12 countries gives us a rich knowledge base to further our work in Bangladesh, while providing us with a global network in which to pilot new solutions for the world’s problems. In 2016, we create opportunities for one in every 50 people in the world.

=======================================

At bracnet ning it seemed useful to create these note spaces for people who want to read speeches abed made through the years or to track which world influncers joined in when


Posted by at

No comments:

Post a Comment

Subscribe to: Post Comments (Atom)