We Do Know How: A Buyer-Led Approach to Creating Jobs for the Poor , livre ebook

eBookIt.com - James T. Riordan

Découvre YouScribe en t'inscrivant gratuitement

Je m'inscris

Obtenez un accès à la bibliothèque pour le consulter en ligne
En savoir plus

411 pages

English

Obtenez un accès à la bibliothèque pour le consulter en ligne
En savoir plus

A propos
Informations
Extrait

Description

This book by a practitioner (not an academic, a government official, or a pundit) has been written for practitioners and offers fresh thinking on how to do international development work. It combines that thinking with practical guidance, in plain English, on what to do—and perhaps just as importantly—what not to do on the ground. We Do Know How takes buzzwords commonly used in development circles—"demand-driven," "results-oriented," "accountability," and others—and makes them real, spelling out a proven approach for expanding business sales and generating jobs for poor people.

Although government has a role to play in development, in the end the actions of businesses drive economic growth and expand people's incomes. We Do Know How shows how to build on the incentives that drive businesses and, in the process, create jobs for the poor. Specifically, it urges development practitioners to support only those business opportunities for which there is market demand, abiding by the maxim, "produce what you can sell," not "sell what you produce." More than that, it cautions practitioners not to become solutions looking for problems but to search creatively for ways to solve the specific problems that stand most in the way of clients meeting buyers' requirements.

We Do Know How challenges much conventional wisdom on how to do development work. At the same time, and in contrast to other books on development, it shows how, by maintaining focus and discipline, development practitioners can deliver demonstrable increases in jobs for those who need them.

Sujets

International

Business

Economics

Informations

Publié par	eBookIt.com
Date de parution	17 septembre 2014
Nombre de lectures	0
EAN13	9780990447191
Langue	English
Poids de l'ouvrage	31 Mo

Informations légales : prix de location à la page 0,0500€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

—1
,1’™•˜–Šœ1Š—1’™•˜–ŠŒ¢1˜˜”
!"#$%&'()*
+(',-./#*$"0$'$120.$123.)$2/$4567$
#&.$8&2#.$9":*.7$'/)$#&.$;<"$="(.'*
We Do Know How
A Buyer-Led Approach to Creating Jobs
>"/'?)$!@$A(.,,for the Poor
JAMES T. RIORDAN
Washington, DC!"#$%&'()&*+,-˜‘Ž›1
Ž›1ûŠ•”ï1™Š™Ž›
1_]^,V,__VZZ]W,W,[1‘Š›Œ˜Ÿ
ü
1_]^,V,__VZZ]W,V,^1™Š™Ž›‹ŠŒ”1ûŠ•”ï1™Š™Ž›
’‹›Š›¢1˜1˜—›Žœœ1˜—›˜•1ž–‹Ž›ñ1XVWZ_ZW]Z^
Ž—1‘Ž1’œŒ•˜œž›Ž1˜1Œ•Šœœ’Ž1’—˜›–Š’˜—ï
‘Ž11˜1™›ŽŸ
‘Ž1
ð1
˜›1
Š—1
Š—1
‘Ž1
™˜œ’’˜—œ1
Ÿ’Ž œ1
˜1
˜1
—˜1
˜Œ’Š•1
›ŽŽŒ1
˜1
ü
›ŽŽŒ1
Ž›1ûŠ•”ï1™Š™Ž›
˜Œ’Š•1
1_]^,V,__VZZ]W,W,[1‘Š›Œ˜Ÿ
˜›1
ü
Š—¢1
1_]^,V,__VZZ]W,V,^1™Š™Ž›‹ŠŒ”1ûŠ•”ï1™Š™Ž›
ïï1
’‹›Š›¢1˜1˜—›Žœœ1˜—›˜•1ž–‹Ž›ñ1XVWZ_ZW]Z^
Š—¢1
Ž—1‘Ž1’œŒ•˜œž›Ž1˜1Œ•Šœœ’Ž1’—˜›–Š’˜—ï
‘Ž1
‘Ž11˜1™›ŽŸ
Ÿ’Ž œ1
ü
™˜œ’’˜—œ1
ïï1
‘Ž1
˜‘Ž›1
ð1
—˜1
˜1
!"#$%&'()*+*,-./*0$*1"2345*67*8%9''*
:9;*<=359>&3*6?04&@(&2'*,-./
<44*@)3)9>92)@*"A*A3=)B*"#&2&"2B*"%*3234$@&@*9C#%9@@95*3%9*)("@9*"A*)(9*3?)("%*
:9;*
8"D9%2>92)*3'92=$B*)(9*<@@"=&3)&"2*A"%*1&#4">3)&=*E)?5&9@*325*F%3&2&2'B*
"%*1<!GHB*I2=7*:")(&2'*&2*)(9*="2)92)@*@("?45*09*="2@)%?95*3@*3@@9%)&2'<44*@)3)9>92)@*"A*A3=)B*"#&2&"2B*"%*3234$@&@*9C#%9@@95*3%9*)("@9*"A*)(9*3?)("%*
"%*&>#4$&2'*J7E7*8"D9%2>92)*3?)(92)&=3)&"2*"A*&2A"%>3)&"2*"%*<'92=$*
8"D9%2>92)*3'92=$B*)(9*<@@"=&3)&"2*A"%*1&#4">3)&=*E)?5&9@*325*F%3&2&2'B*925"%@9>92)*"A*3?)("%K@*D&9;@7*F(&@*>3)9%&34*(3@*0992*%9D&9;95*0$*Copyright © 2014 by James T. Riordan
"%*&>#4$&2'*J7E7*8"D9%2>92)*3?)(92)&=3)&"2*"A*&2A"%>3)&"2*"%*<'92=$*
925"%@9>92)*New Academia P"A* ubl)(9*ishi3?)("%ng, 2014 K@*D&9;@7*F(&@*>3)9%&34*(3@*0992*%9D&9;95*0$*
!""#$%&'()#$*)*$+*,-#./#01$(#/2#('%)#3//4#516#3*#$*0$/,78*,#/$#($19)5%((*,#%9#
196#2/$5#/$#36#196#5*19):#*"*8($/9%8#/$#5*8'19%81":#%98"7,%9&#0'/(/8/06%9&:#All rights reserved. No part of this book may be reproduced or transmitted in any
form or by any means, electronic or mechanical, including photocopying, recording, $*8/$,%9&:#/$#36#196#%92/$51(%/9#)(/$1&*#19,#$*($%*+1"#)6)(*5-!""#$%&'()#$*)*$+*,-#./#01$(#/2#('%)#3//4#516#3*#$*0$/,78*,#/$#($19)5%((*,#%9#
or by any information storage and retrieval system.196#2/$5#/$#36#196#5*19):#*"*8($/9%8#/$#5*8'19%81":#%98"7,%9&#0'/(/8/06%9&:#6%&2)95*&2*)(9*J2&)95*E)3)9@*"A*<>9%&=3Published in eBook format by New Academia Publishing/VELLUM
Converted by http://www.eBookIt.com<>9%&=3
Library of Congress Control Number: 2011921075
ISBN 978-0-9904471-9-1 ebook
ISBN 978-0-9832451-1-7 paperback (alk. paper)
An imprint of New Academia Publishing
!"#$%&'$"(#)*#+,-#!./0,%$/#1234$56$"7P.O. Box 27420 - Washington, DC 20008+,-#!./0,%$/#1234$56$"7
18#9):#;<=;>?#@/56$"7()"?#AB#;>>CDE<=;>+,-#!./0,%$/#1234$56$"7
info@newacademia.com - www.newacademia.com$"*)F",-/./0,%$/G.)%#E#---G",-/./0,%$/G.)%Contents
Foreword
PART I: Introduction
1
Attacking Poverty: Do We Know How?
2
What Is the Buyer-Led Approach?
3
If We Do Know How, Why Do We Not Act Accordingly?
4
Planning, Searching, and the Rest of the Book
Appendix to Part I
Excerpts From “The Cultural Challenge of Supporting Enterprise”
PART II: The Overall Approach—Paradigms and Principles
5
Where to Start—Poverty, Jobs, Sales, and Market Demand
6
What Does “Demand-Driven” Really Mean?
7
Market Chains, Building Trust, and Job Creation
8
Principles for Supporting Market Chains
9
Making Accountability Real
10
Solving Systemic Problems: Policy and Institutional Reform
11
Does the Buyer-Led Approach Work?
12
Making Language Mirror ThinkingAppendix to Part II
Fleshing Out A Strategy—What Not To Do
PART III: Putting the Approach into Practice—Dos and Don’ts
13
Getting Started
14
Setting Up Business Promotion Offices
15
Selecting and Working with Clients
16
Tracking and Sharing Progress
PART IV: Examples
17
Getting Started
18
Setting Up Business Promotion Offices
19
Selecting and Working with Clients
20
Tracking and Sharing Progress
Exhibits, Photos, and Tables
BibliographyForeword
If someone had asked me at the beginning of my career whether I could see myself
writing a book like We Do Know How, I would have said no. For two reasons.
First, international development seized my attention in the 1960s, an era of
government activism and distrust of business. Uncritically, I bought into that mindset.
Like many of my peers, I looked to government to lead and saw business as almost a
necessary evil. In writing We Do Know How, I have come practically full circle. Yes,
government policy is a critical determinant of economic growth, job creation, and
poverty reduction. The negative effects of poor government policies on economic
performance—the sad state of failed states is the extreme case in point—are witness
to that truism. But the mixed track record of governments in conceiving and
implementing good policy also has to make one skeptical about government as the
answer. Even when governments do get it right, where do economic transactions
actually take place, where do jobs get created, and where do poor people earn the
wherewithal to better their standard of living? In businesses! In the final analysis, the
growth of businesses is not something just to tolerate; it is something to encourage,
not only with government policy—whose impact on businesses is often far from
automatic—but, sometimes as or even more importantly, directly with businesses
themselves.
Second, when I started in development, the halo effect of the Marshall Plan was
still strong. As a young development economist, I was joining an optimistic
profession. My job, as I conceived it then, was not to rock the boat but to take
received wisdom, tweak it at the edges perhaps, and put it into practice. During the
early years of my career, I was content to do just that. As time went by, though, I
could not fail to notice that much of conventional development wisdom failed to
deliver the results it promised. So my skepticism grew. Luckily, about 15 years ago in
Peru I had the opportunity to shape an approach I thought had the potential to work.
The approach did not work perfectly—what ever does?—but it did work
demonstrably better than competing approaches. In recent years, I have been
privileged to take lessons learned in Peru and, with appropriate adjustments, apply
them in programs in more than a dozen other countries around the world. Again, the
approach has not always worked perfectly, but it definitely has shown its adaptability
to very different working environments. The result is what I now call the “buyer-led
approach to creating jobs for the poor,” and that approach is the subject of this book.
“What was the nature of the answers, the solutions, that Jonah caused us to develop?
They all had one thing in common. They all made common sense, and at the same
time, they flew directly in the face of everything I’d ever learned.”
Eliyahu M. Goldratt and Jeff Cox, The Goal, 3rd rev. ed. (Great Barrington, Massachusetts:
North River Press, 2004), p. 267.The buyer-led approach differs in a number of significant respects from much
development practice. Among other things, the approach urges development
practitioners to take market demand as their starting point, to set results targets and
hold themselves accountable for them, to manage with discipline, to let clients’
binding problems dictate development solutions, to take numbers seriously. In
practice, I have found that most development practitioners think the programs they
manage already are demand-driven, results-oriented, accountable, and so on. I have
also found that when you peel away the layers of the onion, that is very often far from
the case. In writing We Do Know How, therefore, I have felt obliged not only to
describe the buyer-led approach, but to draw contrasts with the flaws I see in other
approaches. I have not done so willingly, but I see no other realistic alternative to
convince readers that the buyer-led approach is not just old wine in a new bottle. In
my experience, it is only when I draw out the differences explicitly that others can
really appreciate just how different—some of my colleagues would say revolutionary
—the buyer-led approach really is, and just how much development practitioners
need to shift gears from what they are currently doing to put the approach into
practice effectively. In going through We Do Know How, therefore, please bear with
the occasional negative commentary on other development practice. If the tone comes
across as iconoclastic, it is not intentional. Iconoclast I may be, but a reluctant one.
In the end, We Do Know How appeals to development practitioners to step back
from the day-to-day, keep an open mind, and let that mind learn from experience.
Speaking of the 1960s, I quote from Lyndon Johnson in a broader context:
Most of all we need an education which will create the educated mind. This is
a mind—not simply a repository of information and skills, but a source of
creative skepticism—characterized by a willingness to challenge old
assumptions and to be challenged, a spaciousness of outlook, and convictions
deeply held; but it is a mind which new facts can modify. For we are a society
which has staked its survival on the rejection of dogma, on the refusal to bend
experience to belief, and in the determination to shape actions to reality as
1reality reveals itself to us.
We Do Know How directs itself primarily to practitioners of development, broadly
defined. Examples of development practitioners include employees of donor
organizations (the United States Agency for International Development (USAID) and
the development programs of other individual countries, the World Bank and other
multilateral banks, the United Nations and affiliated agencies, etc.), developing
country governments (Ministries of Economy, Agriculture, etc.), private voluntar