THE BEST IN CLASS

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“THE NOTION THAT YOU COULD BRAND A PRODUCT THAT NO ONE HAD EVER SEEN AND THAT NO ONE UNDERSTOOD WHAT IT DID WAS BRILLIANT”bill gates

LYRICS THE THESIS RETROCESSION OF EMIGRATION
The best in class - Digital system aplications .

Chapter 13

Lena Start up The Lean Startup provides a scientific approach to creating and managing startups and get a desired product to customers' hands faster. The Lean Startup method teaches you how to drive a startup-how to steer, when to turn, and when to persevere-and grow a business with maximum acceleration. It is a principled approach to new product development.

LES^SENCE..... In the movement known as Lean start-up, a new enterprise starts with an idea about what customers want, not an idea for a product. Quick iterations that incorporate. .....FORCE.

Best-in-class: a strategy ahead of its time

‘Best-in-class’ was the second of the 21 different SRI strategies to be developed (after negative/ethical screening) and took strongest root in Continental Europe – where it was supported by the development of numerous rating and ranking models.

Its strengths lie in its:

• Simplicity & robust logic – “invest in the best and avoid the rest”
• Its ability to engage the natural competitive instincts of companies
• Its promise of investor capital – which aligns the strategy with mainstream investor practice

In spite of these strengths, ‘Best-in-Class’ receives much less airtime than other SRI strategies and is in danger of being eclipsed altogether.  Indeed the rapid evolution of other SRI strategies (engagement in Australia & the UK, single-issue screening in the USA, normative screening in Scandinavia, sustainable thematic investment in every country) has led some to argue that ‘Best-in-Class’ is yesterday’s strategy.

These people are wrong!  ‘Best-in-class’ remains tomorrow’s strategy even though it was developed yesterday.

To understand this paradox, we must consider how the criteria for ‘Best-in-Class’ analysis are developed and the relationship between ‘best-in-class’ and the widely-acknowledged strategy for tomorrow ‘integrated analysis’.

To assist in this, we divide the best-in-class strategy into two:

• ‘Eco-weighted best-in-class’ (yesterday’s strategy)
• ‘Investment-weighted best-in-class’ (tomorrow’s strategy)

Both forms of ‘best-in-class’ aims for the same outcome: better investment performance.  However, there is a considerable difference in the precision with which this is sought.

Eco-weighted best-in-class

‘Eco-weighted best-in-class’ is a simple constraints system whereby environmental, social and economic criteria are used to create a subset of better performers from any given industrial sector.  The criteria are selected and weighted based purely on their ability to measure a company’s impact on the environment, society and the economy.

The outperformance thesis for ‘eco-weighted best-in-class’ rests on a general assumption that more responsible companies perform better and that a set of criteria developed from a pure sustainability perspective should lead to investment outperformance.  This thesis can only really be tested by general retrospective back testing of a whole ‘best-in-class’ universe against its broader parent universe

Investment-weighted best-in-class

‘Investment-weighted best-in-class’ is also a classification system based on environmental, social and economic performance.  However, in this case, the criteria are developed with a close focus on the expected investment effects of the criteria.  Indeed each criterion is developed through a process of integrated analysis whereby environmental, social and economic factors are selected for use based on their expected contribution to investment outperformance.    Every sustainability indicator and sub-indicator is underpinned an explicit investment rationale.

On top of this, managers of ‘Investment-Weighted Best-in-Class’ strategies may use attribution analysis techniques to review the investment effects of their selection criteria.

The investment outperformance thesis for ‘investment-weighted best-in-class’ rests on explicit and visible links between individual sustainability factors and investment drivers.  Each link can be isolated in turn and tested on a step-by-step basis.

In this final respect ‘investment-weighted best-in-class’ can be considered as a systemic consolidation of ‘integrated analysis’ investment ideas.  ‘Integrated analysis’ is today’s SRI challenge; so ‘investment-weighted best-in-class must be tomorrow’s.  QED.

Foreign direct investment (FDI) in the United States from 2000 to 2016 (in trillion U.S. dollars, on a historical-cost basis)

012345

2004

• 1.52

21 SRI strategies

As the ‘Sustainable and Responsible Investment’ industry has grown and evolved, its sophistication has increased greatly such that twenty-one distinct SRI strategies can now be identified:

• Ethical 'negative' screening – refers to the screening of companies on ethical, moral or religious grounds (such as contraception, lending at interest or animal testing).
  • Shariah screening – is a sub-category of ethical screening which is guided by Islamic principles that lead to avoidance of activities that are ‘Haraam’ (forbidden) such as alcohol and pork or exposed to ‘Riba’ / usury (interest payment in the lending or accepting of money). 
• Environmental/social 'negative' screening – relates to the removal of companies or sectors from an investment universe for falling short of any absolute environmental, social or economic standards. (Such screening may remove companies exposed to activities such as nuclear power, pornography or tobacco manufacture.)
• Norms-based screening – is a sub-category of env/social negative screening which involves excluding from portfolios, companies (or government-debt) on account of any failure by the issuer to meet internationally accepted ‘norms’ such as the UN Global Compact, Kyoto Protocol, UN Declaration of Human Rights etc.)
• Positive screening – involves the active inclusion of companies within an investment universe because of the social or environmental benefits of their products and/or processes.  (For example, all water companies may be included in a universe on account of the social benefits of clean water supply and the environmental benefits of wastewater treatment.)
• Best in Class – is a comparative investment style that involves investing only in companies that lead their peer groups in respect of environmental and social performance (under this approach, only a proportion of water companies may be included within an investment universe as only a proportion can be the ‘best’).
• Financially-Weighted Best in Class – is an investment style that incorporates financial (as well as economic, social and environmental) factors into the ‘best in class’ decision-making process – and gives weight to the sustainability aspects that are most likely to impact financial performance.
• Corporate governance (active) – involves the proactive execution of the general rights and responsibilities of share ownership.  Practical execution typically involves (but is not limited to) the execution of voting policy.
• Constructive engagement – involves investors encouraging company management to improve the impact that they have on society and / or the environment through a process of research and dialogue
• Shareholder advocacy – is a more confrontational form of engagement, whereby investors use their shareholdings to submit resolutions to company AGMs and sometimes launch public campaigns against specific corporate practices.
• Sustainability theme investing – involves investment in companies exposed to industrial trends that arise from the pursuit of sustainable development (e.g. investment in renewable energy companies, water treatment companies, education providers etc).
• Alternative / renewable energy investment – is a sub-category of sustainability theme investing that involves targeted investment in renewable and alternative energy companies.
• Integrated analysis – fundamental approach – is an investment style in which fundamental analysis of environmental and social issues is used to adjust forecasts of key stock price drivers, to identify additional sources of risk and opportunity and, thereby, to contribute to better overall investment decision-making.
• Integrated analysis – quantitative approach – is an investment style that uses statistical methods to establish a predictive correlation between the sustainability aspects of a company’s performance and financial factors and to apply the resulting ratio to manage stock portfolios on a quantitative basis.
• Integrated analysis - for engagement – is a style in which the purpose of integrated sustainability analysis is to lend weight to a programme of engagement with the company owned – but where a buy/sell decision is not envisaged
• Community investing – involves the provision of capital and financial services to communities that are underserved by traditional financial services and particularly to low-income individuals, small businesses and community services such as child care, affordable housing, and healthcare
• Fonds solidaire (solidarity funds) – is a uniquely French strategy in which managers invest 5%-10% of their portfolio into unlisted companies that are officially accredited as meeting ‘solidarity’ criteria (by employing staff on supported job schemes, by sanctioning the election of management by the workforce or by applying certain rules on the pay of executives and staff)
• Economic empowerment investment – is a uniquely S. African form of SRI that involves direct investment in the economic infrastructure that is needed to support ordered and equitable economic growth together with sustainable community development
• Microfinance funds – are funds that invest in the equity of microfinance institutions that promote local economic development at the ‘bottom of the pyramid’ through the issuance of ‘micro-loans’ and ‘micro-insurance’. (See Note 1 below)
• Income sharing funds – enable investors to donate a portion of their income to humanitarian or environmental causes
• Sustainable finance – is an investment style whereby specialist sustainability research enables capital to be allocated to companies and projects that lead directly to sustainable development – sustainability is the pre-eminent factor behind the investment decision.  Investee companies or projects are typically unequivocally sustainable alternatives to mainstream businesses.

In addition to these, other terms that are used commonly – but do not classify as unique strategies - are:

• Impact investing – an umbrella term that groups a number of the styles described above (clean tech, microfinance, community investing etc.) through recognition of their role in delivering social and environmental benefits.  It is often used as a contrast to styles that involve (positive or negative) screening of large cap stocks and is positions itself across a wide spectrum of financial outcome between philanthropy and mainstream investing
• ESG investing – a term that is used in some markets in place of ‘integrated analysis’ to refer to investment that uses environmental, social and governance factors to improve financial analysis –the term is typically used in contrast to contrast the strategy with screened investment.

Lena Start up

The Lean Startup provides a scientific approach to creating and managing startups and get a desired product to customers' hands faster. The Lean Startup method teaches you how to drive a startup-how to steer, when to turn, and when to persevere-and grow a business with maximum acceleration. It is a principled approach to new product development.

Too many startups begin with an idea for a product that they think people want. They then spend months, sometimes years, perfecting that product without ever showing the product, even in a very rudimentary form, to the prospective customer. When they fail to reach broad uptake from customers, it is often because they never spoke to prospective customers and determined whether or not the product was interesting. When customers ultimately communicate, through their indifference, that they don't care about the idea, the startup fails.

“The Lean Startup method teaches you how to drive a startup-how to steer, when to turn, and when to persevere-and grow a business with maximum acceleration.”

THE LEAN STARTUP PROCESS - DIAGRAM
“Using the Lean Startup approach, companies can create order not chaos by providing tools to test a vision continuously.”

CONTINUOUS INNOVATION

“By the time that product is ready to be distributed widely, it will already have established customers.”

ELIMINATE UNCERTAINTY
The lack of a tailored management process has led many a start-up or, as Ries terms them, "a human institution designed to create a new product or service under conditions of extreme uncertainty", to abandon all process. They take a "just do it" approach that avoids all forms of management. But this is not the only option. Using the Lean Startup approach, companies can create order not chaos by providing tools to test a vision continuously. Lean isn't simply about spending less money. Lean isn't just about failing fast, failing cheap. It is about putting a process, a methodology around the development of a product.

WORK SMARTER NOT HARDER
The Lean Startup methodology has as a premise that every startup is a grand experiment that attempts to answer a question. The question is not "Can this product be built?" Instead, the questions are "Should this product be built?" and "Can we build a sustainable business around this set of products and services?" This experiment is more than just theoretical inquiry; it is a first product. If it is successful, it allows a manager to get started with his or her campaign: enlisting early adopters, adding employees to each further experiment or iteration, and eventually starting to build a product. By the time that product is ready to be distributed widely, it will already have established customers. It will have solved real problems and offer detailed specifications for what needs to be built.

DEVELOP AN MVP
A core component of Lean Startup methodology is the build-measure-learn feedback loop. The first step is figuring out the problem that needs to be solved and then developing a minimum viable product (MVP) to begin the process of learning as quickly as possible. Once the MVP is established, a startup can work on tuning the engine. This will involve measurement and learning and must include actionable metrics that can demonstrate cause and effect question.

The startup will also utilize an investigative development method called the "Five Whys"-asking simple questions to study and solve problems along the way. When this process of measuring and learning is done correctly, it will be clear that a company is either moving the drivers of the business model or not. If not, it is a sign that it is time to pivot or make a structural course correction to test a new fundamental hypothesis about the product, strategy and engine of growth.

VALIDATED LEARNING
Progress in manufacturing is measured by the production of high quality goods. The unit of progress for Lean Startups is validated learning-a rigorous method for demonstrating progress when one is embedded in the soil of extreme uncertainty. Once entrepreneurs embrace validated learning, the development process can shrink substantially. When you focus on figuring the right thing to build-the thing customers want and will pay for-you need not spend months waiting for a product beta launch to change the company's direction. Instead, entrepreneurs can adapt their plans incrementally, inch by inch, minute by minute.“Progress in manufacturing is measured by the production of high quality goods. The unit of progress for Lean Startups is validated learning-a rigorous method for demonstrating progress when one is embedded in the soil of extreme uncertainty.”

PRINCIPLES ENTREPRENEURS ARE EVERYWHERE
You don't have to work in a garage to be in a startup.

ENTREPRENEURSHIP IS MANAGEMENT
A startup is an institution, not just a product, so it requires management, a new kind of management specifically geared to its context.

VALIDATED LEARNING
Startups exist not to make stuff, make money, or serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically, by running experiments that allow us to test each element of our vision.

INNOVATION ACCOUNTING
To improve entrepreneurial outcomes, and to hold entrepreneurs accountable, we need to focus on the boring stuff: how to measure progress, how to setup milestones, how to prioritize work. This requires a new kind of accounting, specific to startups.

BUILD-MEASURE-LEARN
The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 

FORCE SUSTAINABLE FOUNDS INVESTMENTS SWISS MADE  MVP METHODOLOGY

2 X 7 STANDARS FAIR PAY MVP METHODOLOGY & SUSTAINABLE DEVELOPMENT.

1- LES^SENCE swiss sustainable group focused in the Food population.

2- FORCE Africa First Sport Sustainable Global Brand.

3- DOWNHILL SPORTS E-commerce Sport & Lifestyle platform.

4- DOWNHILL sustainable digital software development Africa.

5- GHETTO BEATS MUSIC APP

6- Re:BOOT Film priotity Group.

7- ELEMENTS Education & Schoolls

LES^SENCE SUSTAINABLE STOCK XCHANGE  SWISS MADE METHODOLOGY 

7 STANDARS

1- FAIRTRADE AFRICA COFFE {KENYA}

2- FAIRAFRIC CHOCOLATE {GANNA}

3- ALLIANCE FOR A GREEN REVOLUTION FOOD POPULATION {AGRA)

4- CMIA - COTTON MADE IN AFRICA org.

5- AFRICA GREEN TEC SOLAR ENERGY, WATER & EDUCATION {CONGO}

6- SUSTAINABLE WINE SOUTH AFRICA WOSA.

7- DIAMANOD EMPOWERMENT FOUND & FLUSSING SCHOOLL {CONGO}

OUR VISION IS TO brings together developers from around the globe for an immersive experience focused on exploring the next generation of tech.Everyone Benefits. WE believes that open source is good for everyone. By being open and freely available, it enables and encourages collaboration which provides flexible infrastructure, end-to-security, modern productivity, and intelligent insights engineered to help OUR business thrive.

HOW TO DO THAT ? Partnerships Between FinTech and Big Banks: The Lessons

The role of the FinTech startup is evolving in the current economic and technological climate. I recall not so long ago, banks would tell a startup company seeking a partnership to “return when you grow up.” Partnering with large global financial institutions was out of scope for startups at one time, but now, they are often invited to take a seat at the table and participate in discussions when banks seek technology solutions.

The real issue is the speed to market for product delivery. For several decades, I held various senior product management roles at global organizations. It was obvious that developing new products in-house could take years in some instances. A key challenge, within these organizations, is to win the competition for IT resources, which are shared services. The department with a big budget often wins the battle. But the challenge today is that the payment ecosystem has changed—the industry is faced with complexities around big data, Bitcoin, AliPay, faster payments, Same Day ACH, and so on. This contributes to a high level of disruption not previously seen in the payment industry. Banks cannot wait on the sidelines to see what new payment options will win the battle; they should be active participants for change.

Since identifying talent to bring in-house is no easy task, large organizations now incorporate partnerships with startups in their strategies. In 2018, we will begin to see more AFRICA projects focusing on luring FinTech startups to the financial organization’s “table”. Competition will increase and venture capital investment will accelerate. Banks will need to understand that this is not a sprint-run but a marathon, and continue to be cautious in aligning with partners for the long haul.

As a business development executive, I continue to partner with banks and FinTech companies as banks outsource technology based products. Due diligence is an important step of the vendor introduction process. Common questions include: Who are your clients? What is your revenue over for the last three years? Who are the individuals on the management team? However, the questions will change as things continue to evolve.

I recall participating in meeting a few years back with a global bank. My client was a software company with great technology, though still in the startup phase. I felt the discussion was doomed from the start, but during the meeting, one of the senior executives told me the bank now has a strong appetite to work with startups. Although initially shocked, I soon began to expand my bank contact network.

OUR TIP IS TO FOLLOW THE NEXT STEP FOR A SUSTAINABLE BUSINESS OPPORTUNITY 

Growth & Performance – 

Switching – 

Online & Mobile – 

Product Marketing – 

Gen-Y – 

Social Media – 

Underbanked & Unbanked – 

Marketing Analytics – 

General Consumer/Industry Data – 

Banking on Energy Savings: How Will Your Bank Achieve Its Sustainability Goals

How Banks and Credit Unions Can Increase Market Share

How to Pitch a Brilliant Idea & bring investors to our project.

Coming up with creative ideas is easy; selling them to strangers is hard. All too often, entrepreneurs, sales executives, and marketing managers go to great lengths to show how their new business plans or creative concepts are practical and high margin—only to be rejected by corporate decision makers who don’t seem to understand the real value of the ideas. Why does this happen?

It turns out that the problem has as much to do with the seller’s traits as with an idea’s inherent quality. The person on the receiving end tends to gauge the pitcher’s creativity as well as the proposal itself. And judgments about the pitcher’s ability to come up with workable ideas can quickly and permanently overshadow perceptions of the idea’s worth. We all like to think that people judge us carefully and objectively on our merits. But the fact is, they rush to place us into neat little categories—they stereotype us. So the first thing to realize when you’re preparing to make a pitch to strangers is that your audience is going to put you into a box. And they’re going to do it really fast. Research suggests that humans can categorize others in less than 150 milliseconds. Within 30 minutes, they’ve made lasting judgments about your character.

The Sorting Hat

In the late 1970s, psychologists Nancy Cantor and Walter Mischel, then at Stanford University, demonstrated that we all use sets of stereotypes—what they called “person prototypes”—to categorize strangers in the first moments of interaction. Though such instant typecasting is arguably unfair, pattern matching is so firmly hardwired into human psychology that only conscious discipline can counteract it.

Yale University creativity researcher Robert Sternberg contends that the prototype matching we use to assess originality in others results from our implicit belief that creative people possess certain traits—unconventionality, for example, as well as intuitiveness, sensitivity, narcissism, passion, and perhaps youth. We develop these stereotypes through direct and indirect experiences with people known to be creative, from personally interacting with the 15-year-old guitar player next door to hearing stories about Pablo Picasso.

When a person we don’t know pitches an idea to us, we search for visual and verbal matches with those implicit models, remembering only the characteristics that identify the pitcher as one type or another. We subconsciously award points to people we can easily identify as having creative traits; we subtract points from those who are hard to assess or who fit negative stereotypes.

In hurried business situations in which executives must evaluate dozens of ideas in a week, or even a day, catchers are rarely willing to expend the effort necessary to judge an idea more objectively. Like Harry Potter’s Sorting Hat, they classify pitchers in a matter of seconds. They use negative stereotyping to rapidly identify the no-go ideas. All you have to do is fall into one of four common negative stereotypes, and the pitch session will be over before it has begun. (For more on these stereotypes, see the sidebar “How to Kill Your Own Pitch.”) In fact, many such sessions are strictly a process of elimination; in my experience, only 1% of ideas make it beyond the initial pitch.

 TRY TO FIND THE RIGHT PERSON TO DO IT!

OUR MVP SELECTION is ANGELINA JOLIE  , Jolie focuses on major crises that result in mass population displacements, undertaking advocacy and representing UNHCR and the High Commissioner at the diplomatic level. She also engages with decision-makers on global displacement issues. Through this work, she has helped contribute the economical implement development from minorities around the WORLD. We believe she is the Unic person possible choice to represent our LYRICS RETROCESS OF EMIGRATION.