 Good morning. Good morning and I want to welcome particularly the shapers here among us. The shapers have made a great contribution to the programme when I developed the idea to integrate a new provocative voice for the future here in the annual meeting. There were quite some skeptics and there was also some pushback. Here at least the media belief in Davos is only the rich and the powerful. We had of course many other communities before like the social entrepreneurs, the NGOs, the face leaders and so on. So we had already quite some provocative dimension in the sessions but you made it even more provocative. So thank you. It's very important to have your voice. It's also in my opinion one of the biggest challenges which we have in the world, the intergenerational conflict. We have a tendency to solve our issues mainly on the back of the young generation. Just let's look at the debt. I mean we talk about debt in technical terms, deleveraging and so on but actually we should talk about that much more in intergenerational terms because the more that we pile up the more we commit sins towards the next generation. It's as simple as that. So we have quite, I would have liked to take all you here, all our nearly a hundred chapels on the stage, technically impossible so David has chosen four. And let me first ask you and I go let's say one by one, instead of introducing you, why don't you introduce yourself? One minute, very shortly, first your name, what you're doing and why you feel in one sentence you are a global shaper because let's not forget global shaper is a commitment. It means that you have made a commitment not only to work for your own personal interests but to make a contribution to the world. Why don't you start? My name is Manju George and I co-founded a company in India called IntelliCap which channels equity capital to social entrepreneurs, also gives them platforms to talk to investors, grow their business. Why do you I think I'm a global shaper because I think I feel very deeply about some of the issues that are being raised here in the World Economic Forum around social equity, sustainability, et cetera, and I've already taken a step towards trying to play a part in addressing those. I'm Tyler Spencer, I'm from Washington D.C. and I run an HIV AIDS prevention education program for youth in southeast Washington D.C. Also very interested in the evaluation of complex social programs and how NGOs can communicate their results to other stakeholders. I am a global shaper because I believe that young people will solve many of the world's problems and being a global shaper means having access to other young people like myself, the other 70 here and then hundreds around the world and then also just being able to come to WEF and have the opportunity to learn from some of the other odor leaders who have had a lot more experience and are working at a much higher level. Good afternoon everyone, my name is Rapalang Rabana, I'm from Cape Town in South Africa. I'm an internet and technology entrepreneur there. I'm essentially building services that enable businesses to compete better, supporting services such as telecommunications. My main mission and I think the reason I'm a global shaper is that I genuinely believe in the power of mobile and the internet and technology to provide solutions that are going to be scalable enough to impact the millions of people in Africa that need to feel the impact. And being part of this community gives me a great platform and leverage point to actually begin to discuss how those solutions might look like. I'm Neil Bowerman, I'm a climate scientist at Oxford University and on the side I also helped to run Giving What We Can, which is a donor organization where to become a member you have to pledge to donate 10% of your income for the rest of your life and we give this money on to the most cost effective charities. I first came into this idea of making a difference in the world and helping others. When I was 11 years old and I was seeing my friends, parents driving them into school and yet our road had the highest levels of air pollution in the whole of the UK and I thought this was a huge disconnect and I talked with my friends about it and realized that sometimes young people have solutions that older people don't. Sometimes young people are affected by things that older people don't have and so we set up a car pooling system and from then it's just kept going. Let me ask you from your conversations now during the annual meeting you have heard and you have been part of many discussions what are the long term issues that leaders across generations need to address collectively now? The long term issues, the issues which will shape your lives. What are those issues? Let me again, let's start on this and why don't you start? I'm a climate scientist and my PhD is on emission targets for solving dangerous climate change. Every day I look at data that suggests that my future is going to be challenging in 50 years time. It suggests that if we don't tackle these problems now our entire generation is going to have a huge issue on its hands in 50 years time in the name of climate change and so I see this as one of the biggest problems. There are really simple things that we can do here today and when we go home with our governments and with our companies simple things like ending subsidies to fossil fuels why are we paying people to use up precious resources that damage our environment? For me, the person who's going to have to reap the consequences of those decisions it doesn't make sense. The key issues that I believe need to be addressed especially in developing markets is the delivery of critical services such as education and health, financial services, farming support and the role of mobile and internet in delivering those services or improving them or facilitating them is immensely crucial. We've seen a couple of examples in the forum already where independent developers and companies are using the mobile phone and internet services to try and solve critical problems. For example, in Africa we have a company called Afros that develops games that enable children to understand issues around sexual abuse and gives them tools to actually report some of the issues happening around them and there's numerous of those and in order for these solutions to get across to the billions of people and not just the two billion that have access we've got to find a way to reach the other five billion. We've got to start looking at key issues around how that access happens. Do we enable governments or support governments in allocating the spectrum needed to deliver internet broadband access in all of those countries? How do we drive down the cost of devices? How do we drive down the cost of bandwidth for the individual person who will access it? Shouldn't we be talking about things like bandwidth aid and bandwidth charity instead of food and grains? What else can we do to ensure that this access is actually penetrated to the deepest levels? For me I think leadership is going to be a big issue as we cross generations and especially talk about transforming new models for the world. It's been pretty obvious I think in the last year that young people now more than ever have the capacity to make change politically to start amazing social enterprises and businesses. You look at Mark Zuckerberg started Facebook in his teens or his 20s. You look at some of the global shapers yesterday who have started amazing education reform enterprises. I think we have amazing assets in that we're so connected to each other and we don't necessarily need hierarchies to share information with each other. We're incredibly passionate and we're not scared to fail. We're very willing to innovate. Then you look at the top level and I think I've heard a lot of conversation in the last couple of days about big companies who are interested in having representation of young people on their boards and decisions that they make. I think it's very important that we collaborate as we move forward to figure out how the assets that we have can complement the assets that the older generation has in terms of leadership and knowledge and experience. Anju? For me the big issues are social equity and sustainability and the role of the business in achieving that. I'm a strong believer of business and the power it has. I believe it should create financial value to move us forward as a community but I don't believe it should be done at any cost. I think we also need to incorporate other considerations such as are we creating jobs? Are we stimulating SME activity? Are we doing enough to reduce income disparities across countries, across communities? I also see a lot of that happening already in the forum. For instance, we have the social entrepreneur community at the forum who to my mind are already leading the way in trying to blend business financial considerations as well as looking at the society and the environment at the core of how they design business models. I think I would like to see more of that coming from the big businesses because social entrepreneurs, there are limitations to how much they can reach given the current resources they have access to. So I think if I can see the large businesses joining that movement I think that's something which I would be very happy about at the long term. Professor Yunus, you are the father of social entrepreneurs if I may say so. Listening to those four shapers, we have seen they are all in, maybe not what we usually call, they are not usual social entrepreneurs but they all have created enterprises with a social purpose. That's how I would define it. How do you see at the moment, let's say, the necessity to combine economic objectives with social objectives? And even if we look at the panel which was here before, we have seen some of the panelists emphasizing the social, let's say emphasizing what was always at the core of the World Economic Forum, entrepreneurship, you mentioned, you feel strongly about markets, competitiveness but always serving society. How do you see this whole movement? Well, I should introduce myself as a cheerleader of the shapers. So that's my job. First to say, one of the things that this is a part of an exercise, the question that you raised is about probably visioning, about the kind of system visioning. And this is one part that is missing in our discussion. That's why we have to have a separate session with them. It should be integrated in the whole thing and we should need to spend a lot more time envisioning about the future, what kind of society we want. Then we can work backward to see how we get there. Today I don't think we have a vision. We are kind of floating minute by minute and if there's some disturbance like the Eurozone disturbance or financial disturbance, we get very worried about those kind of things. And we forget what is this worry about, what is that we'll be missing out in the future, what is the thing which will be disturbed by that. Unless we do the visioning, unless we know the destination, we'll be condemned to get lost. For me, we are lost. We don't know what we want because we are highlighting, focusing the shapers. They are exceptions. They are not the norm because the economic structure doesn't allow them to function. Sooner or later, they'll be gulped in. They will be brought into the money making because money making is the mission of the entire thing we do, which I think is the wrong orientation because today money has become the king and it has become an intoxication almost in the structure. In that atmosphere, to ask the social entrepreneurs to do exceptional things, it needs a lot of hard work to make it happen. So why don't we make it convenient that if you want the social objectives, it should be integrated in the structure itself, not as an afterthought. These are afterthoughts. That's what we should be aiming at. We should be visioning the structure should deliver as this so that we can continually do both. Not only we make money at the same time, we change the world in the direction that we are looking for. Not accidentally we do good things for the society. It should not be accidental thing, it's a pre-designed thing so that that pre-designed can take us to the destination what we have. Mohamed, you couldn't speak out more of my heart because since 42 years, the motto of the World Economic Forum, which is an economic forum, is committed to improving the state of the world. Also in the opening session, I said we have a vision gap and we have a values gap. It's very clear that the world confronted with such a complexity of challenges at the moment is so much absorbed with crisis management that we do not have any more time to think about the long term. And probably we act in a way which is disassociated from a value system which we all share. Now let me ask the young generation, if you look and I take up the two issues, vision and values, what is actually your vision for the future? Anybody, I mean, it's very clear and very easy to say we lack visions. But what is your vision for the future? If you had to define the headline describing the world in 20 years from now, how would it look like? I see you are eager to speak out. My wish is that the way the world functions fundamentally changes, where currently outside of political unrest, the social unrest, the only people who are capable of effecting significant change is a privileged minority at the top. And I envision a world where the notion that a select group of people can cater for the needs of a majority of people who are not participating in the process is reversed. And through giving them access to information in mobile or internet and the like, more people can be active contributors of their own destiny, of their own economy, of their own world, and essentially a higher value or capacity for self-determination in their own world. Anybody to contribute to the young generation of the shapeless? I think it's about having a long-term vision. You said in 20 years time, I want to take it further. I want to go out to 2050, 2080, and I want to build a society that's going to last that long and last through the century. James Martin, who's a professor at Oxford and has funded a lot of our institutions, has said that we have a one in two chance of surviving through to the end of this century. Personally, I'm more hopeful than that. But I think we need to start addressing some of these systemic issues, whether it's making sure we have a long-term sustainable financial crisis, financial system, or having voting systems that everyone can get involved in and having interconnected participants in our democracy. These are the kinds of issues that are going to get us through this century and are going to leave us with a world in 2050, 2100, that we all really want to live in, that we can proudly say, I helped create this, and not the kind of hodgepodge at a bit here, at a bit there, kind of almost like slum dwelling that the world is heading towards at the moment, but a really kind of articulated plan for where we're going and how we get there. Yes? I think I would also like to see a much more collaborative world, one where, you know, the young, the old, the private sector, the public sector, we all work together towards achieving some of the vision that Rapland articulated. So I think that's something which I would look forward to. So it's, would you? I mean, I was just going to add, for me, it's pretty plain and simple, I think, a world in which everyone has equal opportunity and that doesn't mean, that means that the bottom billion have the same chances as everyone else to get an education to get a job, all of the above, and I think part of that is, like Manju said, is being able to collaborate, and as you mentioned, I think values is one of the most important discussions that we've had in the last four days here, and it's incredibly difficult, I think, in order to realize that vision of the world, we will have to agree on some set of shared values. When you, I come back to the shared values, but when you speak about the collaborative world, which means we are not alone, we have a collective objective, would you share the premise that actually such a world can only be built if you prioritize the collectivity over your own individual egoistic objectives? So it's always you serve, I would put it in the following way, you have to serve society, that has to be the basic premise, otherwise collaboration is meaningless. Would you like to comment on it? I provoke you. I don't think that the two are opposites. Personally, me and my ego and myself get a whole lot of pleasure out of helping other people. We were discussing in the Dinner on Intelligence on Friday night that we have evolved as a society in small communities where if you help a friend, they will help you back. Now we live on this global scale where we can help each other and in return get things back. And the beauty of this is that through these, what seemed at first like random acts of kindness, helping something here, doing something there, we end up with everyone coming together and building things like Wikipedia. I have little personal interest in contributing to Wikipedia. It gives me a thrill though to know that I'm helping people all over the world to learn things and yet together we build these cathedrals of the 21st century through this collaborative action. So I don't think they're necessarily separate. Any other comment? I would strongly agree and something which I noticed in the last three to four days that I've spent here is that while we are talking about the same set of issues, often the perspectives are very narrow. So if you're a businessman, then you're talking about your immediate short-term issues. If you are a social entrepreneur, you're talking about social issues. What I see lacking is a common language and an ability to really talk about issues and really move towards action. And I think there I would also want to touch briefly upon the issue of leadership because I think what we need is somebody who's able to convene these multiple segments and communities and really help show them that vision that Professor Yunus talked about and really convince them to move forward in the same direction. Let me come back to the issue of values. If you had to define your values with three keywords, what would those three keywords be? Be open. Equity would be one for me. Equity. Empowerment. Interconnectivity. Interconnectivity. Can I have three words? I think of it as a respect, honesty and authenticity. Yeah? Any... Anything you would add? I also really value intergenerational equity, so two types of equity, both across the people alive today but through generations as well. Yes, but you could also extend it and say gender. You could integrate and I mean there are so many ways to create harmony in diversity. Let me come back to another issue. You came on now to Davos, you were integrated to do a global society, global event, but where is your identity? Is your identity first a global identity, a national identity, or a local identity? If you had to prioritize so three identities of your personality and of your thinking, how would you prioritize? It's global for me and I think it's... Global for you. And? We had to do a lot of thinking about this question when we set up our charity and we decided that we value all people's lives equally right the way across the world. We probably had a big debate about this in fact between the African countries in terms of what does it mean to be African as well today. So there's definitely a greater sense that it's a much more connected space and I definitely consider myself as being global because the problems or the solutions to the problems that we conceive now generally can't be applied to a local space. They should be scalable across regions and across countries. So I would think in the bigger picture of a global landscape. I identify myself as local, operating mainly in Washington D.C. but also have the amazing opportunity of working in Washington D.C. where you're also the hub of... Washington is very local. So my work is very focused on specific neighborhoods in Washington D.C. and I think the vision of my organization is that hopefully we'll be able to scale this up into other places. But at the moment I'm very locally focused however also have the opportunity to go to the White House and attend meetings on the same issues I address in our backyard how they're manifest in other places around the world. But your own identity not now related to your work. Do you think first in global dimensions? Global. I think that's one of the... for me, one of the most striking phenomena when you interact with the shapers we, the older generation still grew up with a clear priority it was national or in my case it was European today the young generation has clearly a global, first a global identity and that makes me very hopeful for the future because one of the major conflicts in the past were national the interference of national priorities which prevented us from solutions. Professor Jonas. I'm just making a general comment I feel that kind of looking at the future, the vision that we want to build should be a continuous process it's not suddenly something that what we want to do every year we do that and it should be part of our growing up our childhood. What is your vision? What do you want to do 10 years from now, 20 years from now what do you want to see yourself what do you want to see the world to be so that we know if we vision then gradually we'll move towards that we don't have that exercise in our schools, in our education system all to say I want to be a great guy a celebrity like him we're not visioning as a life as a world together today's technology allows the values that we're talking about discover themselves and put into practice because if I'm from country A or country B today's Facebook and today's Twitter and today's all the remove those things because I have so many friends so many places we are so close to each other so the visioning is something which would be an integral part of the education system where in the education system we are emphasizing how to move on so that I can get the best education and get the best job and work hard so that my company makes a lot of money that's the only vision I have I don't see a global entity as somebody that here we want to go together so that togetherness is missing from our visioning practices in our businesses we don't have visioning practice we're always showing how much growth we have done how much money we have made we're always showing that this is the planet that we want to move together and within this period of time say 20 years from now this is where we'll collectively want to reach it nobody's imposing that it's not a government order or anything it's our own wish as a human being on this planet this is what we want to do we need to do this visioning then the young people will say what is my vision I don't agree with Professor UNICEF's vision I don't agree with Klaus Schwab's vision it's my vision and I want to work for it what the kind of world they would like to create these are all creators of the world they know that but we're not in our system we don't allow them to think that way we're only following what our elders have done how we do it better than they did I think that's not a good way to proceed forward Professor UNICEF I would argue I think we make metals too simplified if we say we have to change the system in my opinion we have to adapt the system to the necessities of today or I would say even much more rigorously necessities of tomorrow I wrote several editorials before this meeting and I argued for the reform of capitalism to make capitalism or the free market again much more responsive to social needs and we have to be much more aware of our social responsibility and I feel during this meeting I talked to many business leaders who are completely aware of this necessity look at the people who were here on the stage before if I look at the 50 initiatives which we have in the forum which have all a social purpose I'm not defending the forum I'm what I'm arguing is that there is a change happening and I think there is a greater awareness people have understood that if at the end business is not serving society the system is not sustainable but there is no there is no alternative system we have to reform the present system now let's see with the young generation let's not make a dispute now between us we are here to listen to the young generation what is your opinion I think the question of adaptation versus a complete change is a tricky one and it comes down to timing if the system doesn't adapt quickly enough then we end up in situations where what we saw at the Arab Spring or entire governments and political systems collapsing so it really comes down to how quickly those small adaptations can be done and felt by the general person on the street because if it doesn't then it does ultimately result in an overall change when people become too frustrated then the question of where that line is and how much time you have is a very tricky one to balance any other comment I wanted to respond to our visioning real quick when you're visioning the system you want to build and it's an exercise that I recommend all of you try out so every single month I sit down and have a look at my vision for the rest of my life and my plans for the next month and really think about how that's going to fit in with the broader vision and then every year I sit down with a bunch of friends and we go over and we collectively check that our visions are working together and we can collaborate and help each other and so when you're thinking about the systems you want to design and kind of alternatives or adaptations of them I'd really recommend that you guys give this a go just once a month kind of writing down your vision for the rest of your life and reviewing it and then once a year getting together with some people and checking them out I think for me the problem is that we haven't found that common language we all feel the need to change but we don't feel about it the same way feel the need the same way so I think again I come back to leadership because I want somebody who sort of shows the way and is able to bring in people with very different languages together that for me is missing let me we will not solve this issue but let me change the subject for a moment you have lived now for one week in Davos you have interacted with many people what was for you the most important Davos moment where you had the feeling it had a transformational impact on your life any such Davos moment because I have had many reactions from participants who told me about the Davos moment what was your Davos moment I can tell you my Davos moment first it was actually with the global shapers on Monday when I met you the first time and you know we have the global shapers organized in local haps and I entered the room and one of the global shapers asked me from what hap are you so so what was your Davos and it made me great feeling great the whole week for me it was again the meeting with the shapers there was this realization that a lot of the issues that I felt are being shared by people from very different parts of the world and that you are not alone in thinking through some of these issues and that you can collaborate with the power of technology connected etc so that realization was definitely the moment for me I came to Davos with a long list of people I wanted to meet but for me the most valuable moment I had here was when I met Cent Hill and I am not going to try and pronounce his last name but he is one of the professor of economics at Harvard and we clicked so well that we then sat for the next three hours and redesigned huge aspects of the conversation based on his latest research and I would have never thought that he was someone I should talk to and I would have never had that opportunity to sit down with him and drastically redesign the work we are doing but for me that was incredibly valuable the unforeseen opportunity which became a reality here I think for me I would agree with what Manji said just being able to meet face to face a lot of the shapers in here so that I will definitely continue that relationship beyond this but also one of the moments for me actually was in a dinner panel on leadership and several of the tables went around and talked about some of the sort of leaders that we really look up to like Nelson Mandela Mother Teresa and we kind of teased out different traits that we thought they had in common and the conversation was great but what really made it was I think it was one of the CEOs a big company stood up and said we don't look to these people for leadership we don't look at these traits our definition of leadership is completely different from this and for me it was really valuable because I think I have quotes taped up all around our office of all of the traditional leaders that we always talk about but it was amazing to be able to be in a room with someone like that who had a completely different opinion and also a very valid one I think my favorite moment was in one of the ideas labs when two of the shapers presented their ideas in terms of what they are doing in education in the Philippines and in Nigeria and how the level of interest and commitment in the groups that formed there after to try and help them develop their products I mean that services better and take that services to the next level was just astounding for me to have so many business leaders actively trying to help each young person try and make the organization a greater success and then to top it off at the end for one of these business leaders to make a donation to them directly after this kind of presentation was just astounding for me it crystallized the idea that you can do something and as long as you reach out authentically that they are people who will join your cause and that was very profound for me. So I attended a dinner session with Paolo Coilo and one of the things he said is there is natural fear you're afraid of animals but you also have a second fear which is the fear of changing and when we also had one of the global shaper meetings one of our colleagues said we're afraid of losing power we're afraid of losing that monopoly to information etc and that is what is preventing us from changing and I don't have an answer to it but that's something which definitely struck me. Let's go a little bit deeper into this notion of leadership because we use leadership as rather abstract term. What is for you leadership? How would you define leadership? And leadership which you are looking for not leadership it's a good leadership. What is for you leadership? Who wants to give a try? I think leadership for me is the role where you facilitate to group or a team of people to ultimately achieve the best result so it's not about having the result or the solution at the beginning or knowing what the best outcome is but it's about focusing the environment for the best people in your group to ultimately achieve the most cohesive answer and that's what leadership should be going forward as a more inclusive and collaborative approach that takes in the perspectives and recommendations of others. For me it's all about culture I had the privilege now of working for the first time in an organization where I feel incredibly supported by every single person on our team of directors and that's a hard culture to build. It's the kind of place where you can just call up anytime, anyone, and ask for any favor and you know they're going to say yes and so it's the leader that can build this cultural generosity and bring out the talents in each and every person and allow them to flourish in a way that's so, so supportive. Any other? For me it's inspiration and wisdom I believe that global shapers are all leaders in their own way but I also think that there is a lot to be learned from the parts we've already taken and the older generation that's realized what works and what doesn't work so for me the leadership should have that element of wisdom which helps us as we walk ahead. For me I think leaders as anyone who can get people to do more and do better than they would be able to do on their own and I want to also add a trait that I think is incredibly important in leadership and that's transparency I think leaders are not always the most popular people but for a leader to be able to always communicate values and strategy to everyone that they're leading is an incredibly important quality. Excellent definitions Professor Yunus, what would be your definition of leadership? Well again I would say that it's very unkind for us old people, elderly people and others to impose our ideas on the young people I would avoid that and make the young people to come up with their own thinking and see what kind of world they would like to build for themselves so that we can make a drastic change rather than marginal changes over days because we are in a world today in 21st century which is changing so fast speed of change is enormous it's becoming faster and faster if we try to from another age try to bring things from that age we'll slow down that speed young people absorb that speed can change the world so much faster if they have figured out what they want to where they want to go how they want to go what rules they want to formulate and this is what young people should do and they are the leaders to take us to the next level of civilization from the one that we are coming we are coming from the civilization those young people who should be leading us to this world are the one who are laid out outside thrown out of the train and employed that's not a good kind of leadership that we have created for our generation these are the young people who are left out from the system they are the one who will have the leadership to change the world we should find a way how to bring them into their leadership positions Professor Yunus when I when I integrated the global shapers into the forum I had to I had to argue 50% of the global population are below 27 years old but I have to say there are also 50% of the population who are more than 27 years old so leadership means balance between the old and the new generation but you hint at a very important point you highlight the speed and I come back it's the speed it's the complexity and it's the interconnectivity which really is changing is changing our world and here you have a dilemma the dilemma is on the one hand I fully agree leadership has today based on collective power on social power so you have to integrate everybody who is affected by a decision into the design of the decision on the other hand you are under the pressure to act very fast so there is a dilemma in order to take the decision it's necessary that it is a collective decision it needs time on the other hand you have to act fast so how do you bridge this dilemma and here we come back to values in my opinion if people know if you take a decision and it may be not based on a collaborative process because you are in a crisis or whatever the situation is you have to act and you want that people do not only talk about issues but that they act if they want to take a collaborative decision they have to talk about it they have to have a dialogue conversation and so on but there are situations where they have to act and the only justification the only legitimization when you act if you really exercise leadership is that people know what values your decision is based you may not be always taking a decision in a collaborative way but people have to know what was the underlying value system on which the decision was based would you agree would you ask me first the young you said the young outside let's do it I agree with most of that except I think you can use the power of the internet to have both collaborative and very quick action and decisions we've seen in the Arab Spring even in the UK when a piece of legislation is proposed that maybe potentially detrimental our healthcare bill we didn't know whether the government removed the right for universal access to healthcare from our healthcare bill and so we went on the internet with 38 degrees and quickly raised £100,000 in order to hire a lawyer that could look through this and so it was people all over the UK chipping in money to hire a lawyer to check whether or not our healthcare bill had removed the right of universal access he came back and said we're not really sure you need to tell MPs about this and it needs to be made clear in the bill and so then thousands of people across the UK went and told their MPs about this and all of this happened within a space of a few days so with the power of the internet you can get these highly collaborative and yet very fast and effective decision making processes any other comment we have to close the session in five minutes so I would like to use those five minutes to ask each of the panel members and Professor Yunus when you look at the world of tomorrow what is the single most important advice you would give to leaders today if they make decisions they affect your future concrete advice which is not just let's say which is practical which is practical but we all talk in very lofty terms but what practical advice would you give to leaders today if they structure the future for your generation for me it would be listen listen to people who you today probably don't believe can be part of the solution can be part of shaping tomorrow so for that includes young youth the disadvantage the unserved listen I think that would be again makes the decision integrating as many diverse voices as possible I think I would echo that and just say that I think unconventional times, unconventional problems call for unconventional leadership and I think unconventional leadership and my opinion is what we have been talking about is collaboration we've identified that young people can do things like Nila saying they do have great access to each other and have a more non-linear form of thinking whereas it's also a major asset for older leaders with experience to think in that linear way but what needs to happen is there needs to be more dialogue between these two different sets of leaders if we really want to solve the world's problems I would say to my African leaders that the solutions that we need to come up with to solve access to key services must be scalable to billions of people and let's not underestimate the power of technology to help that and it's not that about the internet being a frivolous tool that enables just aerospace it's crucial to economic development in the 1400s we saw how the printing press increased the dissemination of information and consequently contributed to one of the most exponential increases in global trade the internet can take that to another unprecedented level there's a Chinese proverb that talked about teaching a man to fish instead of giving him food and today I want to propose another model that says that teach a man to fish and he will feed him for a lifetime but expose him to the internet and he will change his life great I'd do two things first I'd ask a question and second a concrete solution so the question which I'll ask to all of you is how old will you be in 2050 take a moment to think about that I found this guides a lot of my thinking on the issue I'll be 64 I'll have a world to live in that looks very different from the one today and so as part of creating that world that I really want to live in I think we need to set up a commission for future generations in governments around the world Hungary has taken the first step and has set up a commission for future generations that all of their bills have to go through to check that they don't adversely affect people who aren't alive today and I think this is a model that should be rolled out across the world Professor Yunus my advice will be don't be road blocks allow the things to change because the younger generation have the power to create the future of 2035 or 2030 whatever that future is much better much faster than to take that lead rather than create problems in taking that leadership role so I would advise them to help them open the road so that they can move on because their thinking process their ability to change is much, much better than the ability of the previous or other generations so you have to recognize it as quickly as possible Thank you very much I think you all agree with me there's a lot of hope in the in the young generation I would say there's also a lot of hope in creative people in the old generation look at Professor Yunus we the key the key is adaptability values accepting change trying to to create constructive solutions and solutions which are more responsive to the needs of the world of our human society Ladies and gentlemen we have come to the end of the annual meeting 2012 I would like to thank everybody here in the room I think we all long now for some sun I don't know if there's a sun outside up to the mountains but I would like to use this opportunity and to thank very much to thank all those people who were many more than 1000 people who were engaged to make your life here productive comfortable people in the security people in the operations people in the technological system I don't want to single out anybody but I will make an exception I think we should all give a hand to Lee Howell are you in the room if yes come please come here Lee was the person who is responsible for the whole program and Jean Lou and Denise are you also here no say we're all here behind the scenes say we're also two key operational people but as I mentioned there are so many people who have been engaged and but you were a marvelous participant thank you and I see you all in 2013