>>15401113 (lb)
niggawut.org
NIGGA.WUT™
National Indigenous Gentlemen's Genome Association.Worldwide Unified Tribe ™
exists to achieve:
(a) the perpetual protection of every individual's current RNA/DNA/genomic
makeup in their current body OR any future vessel. (b) that those who exist in
unmodified form (pre mRNA/DNA vaccine 'products') be recognized as a "Nation of People" dispersed amongst all lands. A TRIBE. (c) that the United Nations,
the United States, the Vatican, and the Bank for International Settlements recognize NIGGA.WUT ™ as a SOVEREIGN ENTITY with multitudes of emissaries worldwide, holding "Diplomatic Status". (d) that NIGGA.WUT has/is a Council of Anons through which ALL diplomatic engagements must be vetted and approved, in real time, freely visible too all NIGGAs.
https://en.wikipedia.org/wiki/Norval_Morrisseau
https://duckduckgo.com/?q=Norval+Morrisseau+art&iar=images&iax=images&ia=images
'shining'
Danny is a shiner/seer if you don't know the book or film.
"Stanley Kubrick and co-written with novelist Diane Johnson. The film is based on Stephen King's" book.
(yhwh)
https://www.project-syndicate.org/commentary/global-challenges-require-new-governance-model-by-klaus-schwab-2022-01
Envisioning Governance 4.0
Jan 17, 2022
KLAUS SCHWAB
When the COVID-19 pandemic ends, the world will need a new governance model that differs from its predecessors in several fundamental respects. In particular, while finance, economics, and business remain vitally important, they must serve society and nature – not the other way around.
GENEVA – In 2022, the COVID-19 pandemic and the myriad crises it spawned may finally start to recede. But even in that best-case scenario, a tsunami of new challenges – from the failure of climate action to the erosion of social cohesion – is within sight. Addressing them will require leaders to adopt a different governance model.
When our institutions are well governed, we pay little attention to them. They are simply invisible infrastructure supporting the economy and virtually all aspects of the social order. And “good enough” governance in the second half of the twentieth century enabled income growth and social peace.
Today, however, many people have lost faith in their leaders. Faced with mounting risks and our collective failure to address them, we have started looking for culprits. Some point the finger at inept political leaders, others blame “Davos Man” CEOs, and a desperate, growing minority sees an elite conspiracy behind the current doom and gloom.
The truth is more complicated. At the heart of our failure to foresee and manage global risks – not only climate change and deepening social divisions but also the re-emergence of infectious diseases, debt crises, and inadequate technology regulation – lies an unresolved problem of global governance. Our institutions and their leadership are no longer fit for purpose.
We tend to view history as a series of big, earthquake-like events. But the degradation of global governance was mostly a case of gradual erosion.
In the Governance 1.0 period immediately after World War II, both public and corporate governance were marked by the rule of the “one man”: the elected or unelected “strong leader” and the “boss.” This type of leadership worked well in a society where the cost of information was high, hierarchical power and management functioned relatively smoothly, and technological and economic advances benefited almost everyone.
The Governance 2.0 model, which emerged at the end of the 1960s, affirmed the primacy of material wealth, and coincided with the rise of the economist Milton Friedman’s “shareholder capitalism” and progressive global financialization. The new managerial class, accountable only to shareholders, reigned supreme and had global reach. And while the 2008 global financial crisis dealt Governance 2.0 a serious blow, its narrow vision continued to prevail until the outbreak of the COVID-19 pandemic.
The brutal social and economic shock inflicted by COVID-19 ushered in Governance 3.0. Crisis management currently dominates decision-making, with leaders focusing on operational thinking and showing a relative disregard for possible unintended consequences. This short-term, trial-and-error approach has led to haphazard management of the pandemic and its socioeconomic fallout.
But when the pandemic ends, we will need a new governance model. Governance 4.0 would differ from its predecessors in several fundamental respects. First, it would replace today’s short-term crisis management with long-term strategic thinking. A focus on current problems such as the pandemic, socioeconomic crises, and people’s mental health must be complemented with action to tackle climate change, reverse biodiversity loss and environmental damage caused by human activity, and address related social challenges such as involuntary migration.
Second, Governance 4.0 must replace the tunnel vision and top-down approach that prevailed in the past. We live in a highly complex and interconnected world, not a linear one with few discontinuities. That also means the roles and responsibilities of each stakeholder in society must change. Business can no longer ignore its social and environmental impact, while government can no longer act as if it alone has all the answers.
Third, the current emphasis on a narrow conception of economics and short-term financial interests must cease. Instead, the primacy of society and nature must be at the core of any new governance system – whether for business or government. Finance and business are vitally important. But they must serve society and nature, not the other way around.
The world has changed, and public and corporate governance must change with it. Today, major structural shifts like the Fourth Industrial Revolution and climate change are disrupting every industry and center of power. Technologies such as blockchain are replacing centralized and hierarchical organizations with decentralized, autonomous entities. And social, economic, and digital inequities are increasing.
For now, many leaders remain stuck in the shareholder capitalism mentality of Governance 2.0, while some societies still favor the strongman leadership and structure of Governance 1.0. And as long as COVID-19 remains a threat, the crisis mentality of Governance 3.0 will continue to dominate boardroom and cabinet discussions.
But many leaders are already thinking and acting like pioneers for a new age of governance. They include business executives advocating for environmental, social, and governance (ESG) metrics, and political leaders such as French President Emmanuel Macron and Italian Prime Minister Mario Draghi breaking down boundaries. Above all, young people are demanding a better future.
Third, the current emphasis on a narrow conception of economics and short-term financial interests must cease. Instead, the primacy of society and nature must be at the core of any new governance system – whether for business or government. Finance and business are vitally important. But they must serve society and nature, not the other way around.
The world has changed, and public and corporate governance must change with it. Today, major structural shifts like the Fourth Industrial Revolution and climate change are disrupting every industry and center of power. Technologies such as blockchain are replacing centralized and hierarchical organizations with decentralized, autonomous entities. And social, economic, and digital inequities are increasing.
For now, many leaders remain stuck in the shareholder capitalism mentality of Governance 2.0, while some societies still favor the strongman leadership and structure of Governance 1.0. And as long as COVID-19 remains a threat, the crisis mentality of Governance 3.0 will continue to dominate boardroom and cabinet discussions.
But many leaders are already thinking and acting like pioneers for a new age of governance. They include business executives advocating for environmental, social, and governance (ESG) metrics, and political leaders such as French President Emmanuel Macron and Italian Prime Minister Mario Draghi breaking down boundaries. Above all, young people are demanding a better future.
KLAUS SCHWAB
Writing for PS since 2013
24 Commentaries
Klaus Schwab, Founder and Executive Chairman of the World Economic Forum, is co-author of The Great Narrative: For a Better Future (Forum Publishing, 2022).
https://www.forbes.com/sites/giacomotognini/2021/04/06/meet-the-40-new-billionaires-who-got-rich-fighting-covid-19/?sh=41bb720717e5
Meet The 40 New Billionaires Who Got Rich Fighting Covid-19
The richest of these new billionaires is Li Jianquan, the president of Chinese medical products manufacturer Winner Medical, which ramped up production of masks and medical overalls to supply frontline workers across the globe. Winner Medical’s IPO on the Shenzhen stock exchange in September 2020 instantly made Jianquan, 64, a billionaire several times over thanks to his 68% stake in the company, worth $6.8 billion.
Some vaccine companies have been so successful that their rise over the last year has minted several new billionaires from the same company, including four apiece from Moderna and Tianjin-based CanSino Biologics, which saw its one-shot vaccine approved by Chinese regulators in February. And it’s not just the vaccine discoverers: companies that mass produce the vaccines and contract research firms that help firms run clinical trials have both reaped the rewards, creating new fortunes for people like Juan López-Belmonte López of Spanish pharma outfit Rovi and Karin Sartorius-Herbst and Ulrike Baro of German biopharma firm Sartorius AG.
Here are the 40 newcomers with ties to companies battling the Covid-19 pandemic; net worths are as of March 5, 2021.
Li Jianquan & family
NET WORTH: $6.8 BILLION
SOURCE OF WEALTH: CONSUMER PRODUCTS
CITIZENSHIP: HONG KONG
Jianquan’s Winner Medical made billions of masks and millions of protective overalls and gowns for healthcare workers fighting the virus.
Stéphane Bancel
NET WORTH: $4.3 BILLION
SOURCE OF WEALTH: MODERNA
CITIZENSHIP: FRANCE
Bancel is the CEO of Cambridge, Massachusetts-based Moderna, which had its Covid-19 vaccine authorized by the U.S. Food and Drug Administration on December 18, 2020.
Liu Fangyi
NET WORTH: $4.2 BILLION
SOURCE OF WEALTH: MEDICAL EQUIPMENT
CITIZENSHIP: CHINA
Liu Fangyi is the founder and chairman of Intco Medical, a manufacturer of personal protective equipment including gloves, face masks, isolation gowns and hand sanitizer.
UÄźur Ĺžahin
NET WORTH: $4 BILLION
SOURCE OF WEALTH: BIONTECH
CITIZENSHIP: GERMANY
Ĺžahin is the CEO and cofounder of BioNTech, which he started alongside his wife and chief medical officer Ă–zlem TĂĽreci. BioNTech partnered with Pfizer to make the first vaccine authorized by regulators in the U.S., a milestone announced by the FDA on December 11, 2020.
Yuan Liping
NET WORTH: $3.6 BILLION
SOURCE OF WEALTH: PHARMACEUTICALS
CITIZENSHIP: CANADA
Yuan Liping received a 24% stake in vaccine maker Shenzhen Kangtai Biological Products after divorcing the firm's chairman Du Weimin in 2020. The company signed a deal with British pharma titan AstraZeneca in August to make at least 100 million doses of its Covid-19 vaccine.
Hu Kun
NET WORTH: $2.5 BILLION
SOURCE OF WEALTH: MEDICAL EQUIPMENT
CITIZENSHIP: CHINA
Hu Kun is the chairman of Shenzhen-listed Contec Medical Systems, which makes a range of medical equipment including pulse oximeters and pulmonary devices used to check lung conditions.
Chen Xiao Ying
NET WORTH: $2.4 BILLION
SOURCE OF WEALTH: HEALTH INFORMATION
CITIZENSHIP: CHINA
Chen Xiao Ying is an investor in e-commerce giant Alibaba’s online healthcare arm Alibaba Health Information Technology, which signed a deal with Chinese vaccine maker Sinovac in September to develop a digital platform for Sinovac’s Covid-19 vaccine rollout.
Dai Lizhong
NET WORTH: $2.4 BILLION
SOURCE OF WEALTH: MEDICAL TESTING
CITIZENSHIP: CHINA
Dai Lizhong is the chairman of diagnostics firm Sansure Biotech, which makes Covid-19 tests and had its diagnostic kits authorized by the FDA in May 2020.
Karin Sartorius-Herbst
NET WORTH: $2.4 BILLION
SOURCE OF WEALTH: BIOPHARMACEUTICALS
CITIZENSHIP: GERMANY
Ulrike Baro
NET WORTH: $1.5 BILLION
SOURCE OF WEALTH: BIOPHARMACEUTICALS
CITIZENSHIP: GERMANY
Karin Sartorius-Herbst and her sister Ulrike Baro own stakes in German biopharma outfit Sartorius AG, founded by their great-grandfather Florenz Sartorius in 1870. Sartorius provides lab supplies for Covid-19 testing and assists vaccine manufacturers in the development process.
Timothy Springer
NET WORTH: $2.2 BILLION
SOURCE OF WEALTH: BIOTECH
CITIZENSHIP: UNITED STATES