Panel, Conference Presentation
Asia Summit 2014 - Long-Term Impact: Multigenerational Commitment to Change
- Maintain scheduled program timing despite late attendee arrival.
- Initiate philanthropic values in children to foster service through privilege realization.
- Prioritize community and people-centric approaches for business survival and family foundation integration.
- Extend grandfather's legacy by engaging new generations to observe current initiatives.
- Acknowledge the massive pace of global change between current and previous generations.
- Shift tertiary education focus away from Singapore, where the sector is well-supported, to target the bottom half of the population for early childhood education.
- Expand foundation scope to include elder care to address Singapore's status as the fastest-aging population globally.
- Focus specific attention on end-of-life issues within the elder care sector, identified as the area least prepared in Singapore.
- Increase investment in elder care driven by developing personal passion for the cause.
- Audit supply chains to uncover pervasive slavery and forced labor, viewing it as a solvable man-made problem and a crime of opportunity.
- Continue partnerships with suppliers committing to zero slavery, forced labor, or bonded labor.
- Collaborate to become the final group to eradicate slavery globally, predicting total feasibility.
- Mobilize political and sovereign leaders by framing slavery eradication as a pragmatic economic strategy to expand tax bases and strengthen economies.
- Leverage the collective will of leadership to join the movement, anticipating a desire to lead the "lifeboat" of change.
- Adopt high-risk, radical philanthropy to tackle root causes upstream and set new industry models.
- Accept the likelihood of spectacular failures resulting from high-risk project funding.
- Co-create projects with partners rather than issuing grants based on unsolicited proposals.
- Construct novel infrastructure, including a preschool atop a bus interchange and a nursing home modeled as a village rather than a medical facility.
- Develop internal metrics to evaluate foundation initiatives.
- Evolve vision from an island-focused scope to a national level across Indonesia.
- Engage advisors to deepen governance oversight in absolute detail.
- Utilize data to analyze scholarship success rates regarding academic achievement and philosophical development.
- Reintegrate divisional actions to continue legacy while broadening the foundation's scope.
- Advocate for employment-based slavery elimination to persuade leaders of economic benefits.
- Mitigate the burden of philanthropy on children by allowing them to develop independent passions and self-identity.
- Ensure the third generation learns from second-generation mistakes without pressure to join the family business.
- Implement a democratic governance structure with elected board members to secure future legacy.
- Recognize that relinquishing control is easier in business contexts than in philanthropy.
- Ensure recipient self-sustainability by encouraging entrepreneurship rather than reliance on handouts.
- Seed fishery farms by providing fry and construction materials, monitoring for business viability.
- Anticipate growth of the local Batam industry through small "mom and pop" shops generated by fishery initiatives.
- Monitor recipients to prevent dependency on easy handouts.
- Create a sustainability loop where young athletes trained in sports return to coach others.
- Require a concrete plan and tangible success chance for any project to receive parental support.
- Expand scope from seeking immediate change to a broader, long-term perspective.
- Address root causes of trafficking rather than simply rescuing children through orphanages.
- Assemble a "fire engine team" of professionals, researchers, and leaders for the "Walk Free" initiative with a verifiable tangible plan via the Global Slavery Index.
- Attract senior executives to anti-slavery efforts by setting unreasonable expectations for success measurement beyond monetary metrics.
- Channel the energy and intellect of business leaders toward the cause despite lower compensation.
- Acknowledge that philanthropy lags behind business in adopting a culture of paying for performance and talent.
- Secure government dollars for large-scale implementation in education and elder care.
- Use advocacy and research reports to pressure governments into investing in early childhood education.
- Expect government funding for future nursing home activities after foundation models are proven.
- Utilize philanthropy dollars for risky endeavors as governments remain risk-averse due to potential political backlash.
- Persuade government investment in early childhood education by citing a 300% to 400% return on investment.
- Note that government investment in older age groups yields only a 5% to 7% return on brain growth.
- Encourage non-wealthy individuals to contribute time and intellect to make a significant difference.
- Structure innovative funds with venture philanthropy absorbing first losses to generate returns for subsequent investors.
- Identify a vast amount of capital currently sitting in foundations that repeat the same activities generationally.
- Expect foundations to evolve their missions over time with successors adapting them in their own ways.
- Broaden foundation scope beyond the home island to other parts of Indonesia using transferred knowledge.
- Incorporate forward-looking ideas such as crowdfunding and technology into philanthropy.
- Estimate that micro-donations integrated into Amazon purchases for Facebook's 600 million users would generate significant capital for slavery eradication.