Strategic Plan for the Socioeconomic Sovereignty of Southern Informal and Western Ethnic Homes


Segla, Arnaud, 1978-, author
Strategic Plan for the Socioeconomic Sovereignty of Southern Informal and Western Ethnic Homes
ISBN KDP: 979-8443483252

Dépôt légal
Bibliothèque et Archives nationales du Québec, 2021 Bibliothèque et Archives Canada, 2021

Maquette et mise en page: Amaru
Photo de couverture: ©Flamingo Images
Cover design: Amrane Salah
Translation: Amaru

Contents 2
Introduction 7
Target of the representation (sale) of the company 10
Target of Business Promotion 11
Business prospecting target 12
1. What is the problem your innovation addresses? 14
2. Describe your specific innovation and the expected impact of your innovation. 19
3. On whom does this innovation have an impact? 23
4. How many people do you expect to reach in the next five years? 25
5. Why will end users be interested in your product or service? 27
6. How will your innovation reach millions of people? 38
7. Given your stage and intended pathway to scale, please explain the methodology for how you intend to assess the project/innovation. 45
8. What metrics or key performance indicators will you use to evaluate the success of this project or innovation? 54
9. What activities will you carry out under this grant and what results do you expect to achieve with community funds? 55
10. What are the biggest challenges and risks you expect to face and how will you overcome them? 56
11. Please provide an overview of the primary implementing organization. 59
12. Who are the key team members for this project? 63
13. Describe the partner organizations, if any. What skills/experience do they contribute to the implementation or expansion of the project and what are their roles and responsibilities in the project? 65
The Essence of Combat 67
Conclusion 69
Economic Development Series 72
Analysis Category 72
Guides Category 73
Manuals Category 74
Precise Category 75
Tools category 76
Ethnic Identity Series 77
Quotes category 77
Short Stories category 77
Meditations category 77
Prose category 78
Novel category 79
Testimony category 79
Sustainable Development Series 80
Ka Method category 80
Enterprise profile 84

Impotence due to the refusal of the effort.
The Pork of this era is the lack of responsibility of the leaders of developing countries, regions and provinces or in unbalanced partnership in the management of their economies and who are content with easy help from so-called friendly third parties but ultimately betray them for the future of their own champions.
Without calling for conflict but in a competitive spirit nonetheless, we must treat our many oppressors as Hate friends. That is, to have enough hate to break the emotional bonds established by trickery, amusement, muses and abuse while fighting them as friends members of humanity and Creation.
To live free is to honor one’s Life project (useful to one’s community) in respect and submission to the divine Law in the contemporary :
“Each Human is important to the eyes of God. ”
The very Essence of our economic and social approach is to contribute to the official global effort against poverty (and not Poor, Precarious and Profane) that could,in an alternative way,be encouraged by twinning between people from the South, their Diaspora and their supporters.
We are a Strategic Organization Consulting Firm and a Community Economy Think Tank and we have 3 axes of intervention namely: Consortium Partnership with NGOs and Consulting Firms; Business, Project and Technical Writing Services for SMEs; and (Re)Structuring of Informal and Ethnic VSEs. Our target audience is Peer Homes of, Economic Actors (Commerce and Enterprise) and Community Leaders (Administration and Families), regardless of gender or age, who are deprived of equity in their civil rights.
This is our terms of Preference:
The Ethnic Diaspora becoming for the Informal People an Overseas Partner (OSP), the African economic regions developing between them privileged exchanges and limiting or severely regulating those with the other regions on the model of China during its recovery by ostracism.

Globally, The Wisemen Council, as a consulting firm and think tank associated with the ECO World Foundation, has as its mission to facilitate the successful integration of socio-economic migrants in their host countries, whether their journey has been interstate (Diaspora) or intrastate (rural exodus). In the first case, we focus on women who wish to develop an individual business in addition to a part-time job. And, in the second case, young people who also want to develop an Income Generating Activity to start a household. In both cases the goal is to help them gain financial independence or socio-economic sovereignty.
There are three business clusters (South-West Twinning, Economic Action, Community Leadership):
Dakar for the international partnership: organization of the portfolio of our projects with media personalities
Montreal for ethnic entrepreneurship: promotion of writing services and book collection for self-learning.
Cotonou for informal entrepreneurship: prospecting for promoters, managers and investors of projects to create consortiums
We limit ourselves to these poles for our generation and if we pass the company to others, they will explore other horizons according to the initial Vision.
Target of the representation (sale) of the company
Dakar for international partnership: representation of our project portfolio to media personalities by Jumelage (Twinning) Sud-Ouest
Target audience: academics, artists and artisans, religious leaders, entrepreneurs, bloggers. Twinning project between Profanes of Montreal and Initiates of Cotonou by exchange and mutual sharing of Virtual Technology vs Informal Philosophy. We propose our flagship project (The Black Kingdom) and moderation (ECO World Foundation).
Means: informal contact (Exchange and Sharing) to solicit lobbying, influence and outreach in order to found a community around the political economy doctrine of the Ka Method.
Selection: interest in pan-Africanism, informal economy, anti-imperialist, interest in spirituality of all origins (except oppressive), Vodùn vs. desire to master digital and virtual technologies, Hack.
Target of Business Promotion
Montreal for Ethnic Entrepreneurship: promotion of business and project writing services, as well as the Economic Action self-study book series.
Target audience: professionals and students who want to create a simple (amateur) but economically successful individual business (TPE) adapted to the society on the fringe of their employment. Precarious (Vulnerable) women and households in direct clientele looking for a satisfactory profile through ethnic entrepreneurship. We offer technical services (drafting of project) associated with support.
Means: promotional campaign on social networks and sometimes in community newspapers depending on the budget (which will be provided).
Mode: a campaign per month or every two months with the possibility of free download of a book of the collection for occasional discovery.
Business prospecting target
Cotonou for informal entrepreneurship: prospecting for promoters, managers and investors of projects to create community leadership consortia.
Target audience: companies with socio-economic projects (NGOs, SMEs), engineering firms and technical and financial partners. Poor (marginalized) youth clients seeking sufficient income through informal entrepreneurship. We offer coaching (training courses) combined with technical services.
Source: Chambers of Commerce, websites of consultancy firms working with Africa, donor websites (subscriptions provided)
Selection: information watch on calls for tenders or projects and proposal for collaboration in the form of a consortium

1. What is the problem your innovation addresses?
The global effort against poverty could be fostered through twinning between people in the South, their Diaspora and supporters. Our position is based on 3 assumptions:
– Poverty is primarily due to lack of education, business and employment opportunities.
– Socio-economic stability is primarily based on education in Europe, family in Africa, business in the United States and work in Canada.
– The Diaspora and supporters could offer primarily online training (leveraging technology) from the United States, remote employment opportunities from Europe (mitigating migration), and business opportunities from Canada (sharing income) to African Informals as a pilot test target before expansion to the rest of the developing South and their Diaspora and supporters.
Sharing opportunities for knowledge, labor and markets for socio-economic sovereignty among members of the Diaspora and people on the continent is an alternative model of development support that can have greater impact in the medium term.
On the one hand, two billion people – more than 61% of the world’s working population – earn their living in the informal economy, the ILO said in a report, noting that the transition to the formal economy is a prerequisite for achieving decent work for all. Excluding agriculture, half of the working population is in informal employment, the report said. In Africa, 85.8 percent of jobs are informal. Women are more exposed to informal employment in most low- and lower-middle-income countries and are more often in the most precarious situations.
Despite the level of education, the level of informality and its natural recourse mechanism is a determining factor in the persistence of unemployment among youth and women.
People living in rural areas are almost twice as likely to be employed in the informal economy as those living in urban areas, and agriculture is the sector with the highest level of informal employment, estimated at over 90 percent. However, it also shows marked periods of unemployment due to the lean season and changing climate.
On the other hand, in her thesis at the University of Montreal, Myriam MatondoNkenda(Enjeux et problèmesliés aux actions diasporiques. Participation socioéconomique des diasporas africaines du canada, au développement de leur pays d’origine) recalls the issues and problems related to the initiatives taken by African organizations or associations of the Diaspora towards their country of origin. This is justified by the motivations, actions and involvement of its members, not individually, but through their projects to improve living conditions in their country of origin as a direct contribution to development. The real impact of these initiatives allows us to clearly establish the notion of transnational civil societies guided by the duty to return the elevator to the community of origin in the absence of geostrategic reasons or the search for condescending gratification or even exploratory imperialism.
The high prevalence of informality in all its forms has multiple negative consequences for the precariousness and poverty of workers, companies and transnational civil societies in the South.
Our project is based on the hypothesis that the creation of strategic bridges through strategic, monetary and informational linkages between members of the Diaspora and residents of the continent would make it possible to increase and optimize the levers of support for development through the ethnocultural proximity and expertise acquired in the expatriation of some and the responsibility of others for their choices on the socio-economic performance of the households, the community and the states. It is therefore a bottom-up movement of development from the grassroots to the decision makers at the head of governments.
The Wisemen Council wishes to position itself to maximize the contribution of members of the Diaspora to the development of the economies of their countries of origin. One of the contributions of The Wisemen Council (as a consulting firm but above all as a think tank) could be to provide governments with the tools to manage these practices so that they are truly effective.
We want to involve all types of Southern Diaspora professionals and their supporters as online and distance volunteers in a global partnership of civic citizenship.
Our Foundation could be the vehicle to help us achieve this goal. Especially since we could seek grants for the implementation of educational projects to strengthen the failing educational systems of some countries in the South, especially in informal entrepreneurship.
2. Describe your specific innovation and the expected impact of your innovation.
The global effort against poverty could be fostered through partnerships between people of the South, their Diaspora and their supporters. Our position is based on 3 assumptions:
– Poverty is primarily due to lack of education, business and employment opportunities.
– Socio-economic stability is primarily based on education in Europe, family in Africa, business in the United States and work in Canada.
– The Diaspora and supporters could offer mainly online training (technology-enabled) from the US, remote employment opportunities from Europe (mitigating migration) and business opportunities from Canada (sharing income) to African informals as a pilot test target before expansion to the rest of the developing South and their Diaspora and supporters.
The words “Development” (Empowerment) used for economic sovereignty should rather be replaced by “Action” (Promotion) involving socio-economic projects or programs with a measurable and decisive or definitive impact led by the target populations themselves. The same is true for “Gender Justice” (Feminism) displayed for Social Innovation which should be replaced by that of “Wisdom of Role” (Charisma) involving socio-economic projects also in the same type of intervention mentioned above. Thus the involvement of Peers from the ethnic communities of the Diaspora who have the double advantage of ethnocultural proximity and informational and monetary technicality can have a great impact on the issues of poverty which are and will always be the work of those who lack the Attitude of Sharing (most often the rich) which they hide in various forms by indexing the structural weaknesses of the victims in place of their human excesses This justifies the detour, animation or “entertainment” financed by the budgets of the donors and therefore the taxpayers themselves.
International organizations are like community organizations in the countries and communities where they intervene because of their proximity to the populations. Their role is important to support these populations but often the filter of local actors and civil society organizations, which are chosen partners because they have a minimal structure capable of following the projects, creates in fact a market of management of financed projects “which does not aim so much, or at least only, the action for the populations but especially the justification of the sustainability of these actors through the salaries of the employees, the logistics and the reason of living, the social status etc. For a better development impact, in addition to the action on the ground, it would really be time to make room for a new form of cooperation based on a Common Vision Partnership still with these “popular action” organizations for the intervention on the ground, donor sympathizers but also a new type of inter mediator or moderator actor made up of promoters of profit-making projects and independent economic actors or others and community leaders of the Southern Diaspora who know the two realities and who can correct the situation on both sides.
Indeed, the innovation of our project lies in engaging these skilled individuals on a regular basis online and remotely without the need to leave their jobs. A similar model exists with the United Nations Volunteers and some international volunteer organizations in exchange for an Internet connection fee or recognition certification. Our difference is that we do not want only a partnership between an organization and a specialist but a recurrent twinning (Jumelages) between informal people and the Diaspora directly with the supervision of dedicated actors and leaders so that the total number of people reached is more important and creates proximity and reinforces cohesion between the different resources. This sharing is mutual as involvement in education, family, work and business meet in exchange for a cultural diffusion of the Southern tradition to keep their heritage despite the influence of economic actors that lead to mass consumption.
The incentive or “What’s in it for me?” will be a tax creditor in nature for both financial and expert resource persons through the supervision of community partner organizations, in addition to learning traditional facts for Western participants and access to learnings and resources for Southern participants.
3. On whom does this innovation have an impact?
West-South Twinning is a mutual aid project aimed at improving the economic and social welfare of poor and marginalized communities in areas of socio-economic integration.
The target market of the ECO Worldproject is the sustainable socio-economic development project for food security and innovation transfer, segmented into two, direct and indirect beneficiaries:
– Direct beneficiaries are the people for whom the project is implemented. In general, they are often involved in the project activities and/or benefit directly from a product or service. They are economic actors (informal industry) and community leaders (formal family).
– Indirect beneficiaries are people who, without being directly involved in the project activities, acquire the long-term benefits of the project activities/products/services. They are cell or clan groups, urban communities, and rural communities that are related to the direct beneficiaries.
4. How many people do you expect to reach in the next five years?
For example, referring to the 2018 Quebec Entrepreneurial Index and its methodology, we applied the percentage of 40% for immigrant intention on 580 new businesses, or over 1 year 232 individuals. Also, the academic approach rate is 13% and entrepreneurial is 17% which indicates the graduation potential guiding the definition of our group of active community leaders in employment and business. We obtain the number of young community leaders by interpolation with an index of 21%. Overall, gender parity is observed. Thus, to have a large impact on the duration of the pilot project sample, we choose the annual number of economic actors and community leaders respectively who have started a business and graduated from a training program paired with people of the same profile who already have more socio-economic base and are looking to increase their activity through opportunities and impact. Thus, the total target for 2 years is 562 economic actors and 436 community leaders, each of whom can indirectly influence the well-being of those around them, or 5 people per average participating project member. The pilot project targets mainly Gabon, Ghana, Ivory Coast, France, Benin, Senegal and Canada. For Quebec entrepreneurs, it is only one (1) initiative per person per year. By adding the number to the rest of the countries where the Diaspora lives, we can interpolate to easily reach the million population affected in direct or indirect actions.
The number of people or companies benefiting in the home societies will depend on the involvement of the Diaspora members.
5. Why will end users be interested in your product or service?
The end user will be interested in our products because, on the one hand, we offer the possibility to the Diaspora to be active in the development of their region in addition to or instead of the investment of the leaders and, on the other hand, we preserve the traditional heritage of the South.
We would like to capitalize on this advantage to make Diaspora professionals understand how much they would gain, especially in terms of saving money to support their families/communities/individuals. It would be a more profitable way for them in the long run to contribute to the development of their country of origin.
The South often builds balanced or rhythmic humans and the West builds modern infrastructure. By sharing know-how and know-how, the whole humanity could benefit from a better perspective of globalization without the influence of entropy. Here are some specific facts that reinforce this view:
1. We will address the familiar challenges of access to sources of income for young men and women that we have seen in our international experience.
The causes are, for us, the lack of shared opportunities in education, markets and community work, but the classic and current consensus on the issue is the lack of reinvestment of the fruits of economic growth. The result is poverty and insecurity and the continuation of social injustices, especially in the leadership of these youth.
Our solutions are to promote and strengthen individual and collective economic initiatives by enabling them to become entrepreneurs of all types as income generating activities. Our approach uses the informal philosophy while the classical approach favors the formal philosophy.
2. We will address access to the recognition of women’s individual economic rights based on our observations.
For us, the socio-economic non-recognition of women is due to the non-actualization of the consensus between the traditional roles in the groups and the new aspirations of the beings in the framework of the evolution of humanity. This has an impact on the communities by the lack or insufficiency of the contribution of the effort and the production of the Women who do not benefit enough to the economies and are satisfied to fill a deficit of social intervention of the states instead of being an economic force especially in terms of counting in the GDP.
3. We will address the means of action for the wisdom of the socio-economic role.
Better recognizing the informal economy by facilitating its transition to competitive formal structures while preserving its informal spirit. This would involve associating the production of these structures with fiscal or logistical facilities that would allow them to be more efficient. For example, women’s access to land poses a major problem for those who carry out agricultural activities as part of their informal trade. The status of women and young people in the informal sector, if recognized, strengthened and supervised, would make it possible to considerably reduce unemployment figures by taking into account this mode of wealth creation. The informal economy is not a problem but the alternative solution.
Unfortunately, preconceived ideas about the phenomenon and the choice of the status quo in terms of approaches because the actors concerned and those who support them are marginalized or have no voice or access to the means to implement their actions lead to frequent failures.
4. We will address the gender justice approach and the Wisdom of the socio-economic role.
We cannot always expect the answer to the internal problems of communities to come from the directives of an international organization based on the appreciation of an expert who is not always close to the realities or who wishes above all to show his expertise and the predilection of his model of social innovation elsewhere. It is time for economic actors and ethnic community leaders to take more risks in order to tackle the fundamental problems, even beyond the prescribed duration of international projects. This is done in phases of intervention, each with a concomitant theme and a clear strategic vision.
The position of women in the communities is still relevant and although the feminist movement is becoming more radical at times or in places to better recognize their rights, we believe that an alternative approach that is not a gender approach but a unisex approach to phenomena whose repercussions are detrimental to all is to be favored by using the actors indicated according to the relevance of their contribution and not their position on the issue.
5. We will discuss how socio-economic action can be envisaged with a vision of development coming from the “Africans”.
We believe that the term “development” is becoming more and more a lure or at least a usurped if not overused objective. We seem to be running after it without ever expecting it as an asymptote. Indeed, the criteria of development are evolving and what is advocated as an objective is a standard of living for donors who will make other social innovations so that the countries of the South will be in perpetual catching up of socio-economic power within plus the hidden responsibility of ensuring the comfort of the innovation of these same donors who will again come to impose their views and their standards of living at the end of what is a vicious circle. The new vision to be pursued, in my opinion, and to be declined in Empowerment projects, actions and initiatives is that of true “Sovereignty”, pure and simple of the countries of the South and their Western enclaves, the Diasporas, in the aspects that mainly concern their ethnic Identity and financial wealth. The future of community development and intercultural relations depends on this rebalancing of exchanges for more equity and justice for all the people who participate on Earth and in the worlds.
6. We will address the strategies corresponding to the vision of socio-economic action coming from the “Africas”.
It is not so much a question of making efforts and setting up projects or programs to reduce poverty but to stop it because the source of poverty and its maintenance comes from a well-oiled system where the arsonists secretly play the firemen officially. The countries of the South are confined to the role of consumers and suppliers of resources and raw materials, which suits most of the so-called rich countries that do not have the means to possess them on their soil and to transport them to their countries. The real value on the other hand, which would reduce the gaps between the levels of development by the price at the intersection of the permanent informal distorted and badly formulated supply and the formal oppressive demand. It is often said that “the good talkers are not the good payers”, but when it comes to Africa’s development, “everyone is talking about it”. In fact, we would be in an ideal situation of trade and resource sharing. It is still up to the oppressed peoples to fight for their economic sovereignty and not to wait, by successive prayers, for the reduction of their debt, which is not so much an economic debt as an ethnological debt due to the delay in restoring a multidimensional secular injustice which, in any case, has lasted only too long. Our strategy is reflected in our comprehensive services as a consultancy and think tank, which are certainly for profit (for the financing of our activities) but which pursue the same ideals of improving the living conditions of the poorest and most precarious, of peers, seen without an angle of condescension complementary to infantilization as to a status of poor and precarious that an Adult Attitude would allow to overcome by the effort of a generation and to maintain by those that follow.
Preservation and care of the natural and human environment.
7. We will address the effects that the limitations of our initiative may have on the environment of the target population.
We privilege an online action and virtual means for most of our projects that facilitate the preservation of natural resources and allow a comfort to the human being. It is the prelude to a reconstruction care to bring to the planet by the correction of the attitudes of consumption in the so-called rich countries and which are inculcated as values to the other countries by the apology of the economic growth whose corollaries and collaterals are of stress for the human being and the nature.
What we call “body ecology” is a set of measures aiming at respecting the ethnicity of the project’s actors and in particular of the beneficiaries and the project’s team in an intercultural dynamic stemming from ethnocultural knowledge that emancipates tribal and racial cleavages for a better intercommunity exchange and an intra-community sharing.
Individual Sovereignty and Community Responsibility
8. We will discuss how to encourage youth and adults to enjoy freedom of commitment in their responsibility for life.
Most Diaspora attitudes toward economic reflexes are rooted in the socio-cultural pool from which they emerge despite the apparent cultural enrichment due to interstate or intrastate migration. To better understand how ethnic entrepreneurs think and react, one should observe their colleagues in the informal economy in the South, where attitudes are evident and can better guide development and integration or social inclusion actions of the other. Bringing them together in this twinning project should facilitate the levers of appropriation of business rules (hidden rules) and professional skills (soft skills) for their socio-economic integration both in the West (North America) and in the countries of the South (“Africas”), the main target of this pilot phase.
We were told during an analysis that there was agreement with most of these specific facts, but were we sure that these were the expectations of the populations we were targeting (Diaspora entrepreneurs and those in the South)? Are these targets really aware of these identified needs? Moreover, some facts are related to the political field (e.g. facts n°4 and 5) and not to the socio-economic field (the latter being a priori the framework in which we should intervene).
We answer that our final target audience is the Poor, Precarious and Profane populations. Peer entrepreneurs and business people are facilitators of our Economic Action and Community Leadership. Our target audience are their clients and we want to bring them to consider a new way of taking care of them respecting a philosophy and an informal thought although the efficiency of the tools remain at the level of the formal sector for reasons of economic performance and social adaptation because it is indeed a question of competition or more commonly of geopolitical competition and political economy where the informal model has a chance to print its mark by a Retroconversion of Attitude (in conformity with the Identity of the Individuals and the Households) without questioning the Quality of the Results. In fine, it is high time to get out of the infantilization that breaks any momentum of risk-taking and responsibility, and therefore of global affirmation.
6. How will your innovation reach millions of people?
Our project outreach strategy to obtain leads and convert them into volunteers is based on marketing campaigns within strong change management education modules.
Our principle:
The objective of the promotional campaign is to make the community aware of its product so that they can choose it or not (purchase equivalent to voting; civic duty) it is mature (balanced portfolio) products and services. This concerns the members of its community but especially by the members of other communities (many) thanks to the relay of information (value / quality and time / performance) by its own community of supporters (Bank).
1. The profile: create and promote a profile (Identity of the project) in the sales space (Internet and mobile).
The first aspect of the technique is to have a profile in the sales space. That is to say, to be identifiable by the target customers in the places where they usually go to look for products or services. This can be a market, an annual exhibition, a social network or the Internet in general. In the case of the Internet, it is a fabulous tool to make your business popular. The profile can be physical or virtual, individual or corporate. It is the definition of its ethnic project.
It is composed of an image, a biography or a description, and a promotional support. The image (photo or logo) or the family of images must be as timeless as possible and respect the rules of the profession. It must speak for itself and be in phase with the rest of the communication tools.
The biography retraces the career path while highlighting the profile’s strengths in relation to the sales area or profession. It is preferable to include all relevant information without seeking the length of the text. It should be airy and use precise words.
The promotional support is the tool used to convey the profile. It can be a business card, a video, an Internet page… Its use should not be taken lightly. It is important to aim for a significant impact each time it is distributed or, failing that, not to harm the image.
2. The message: transmit the message according to the credibility or popularity of the virtual profile.
The informal economy is similar to the social economy in the pursuit of a cause or a message, but the objective is profit and then wealth and pride by constituting a transmissible and superposable heritage.
It is good, in the exercise of self, to find the message that carries us and that we want to share with our community. It is one’s contribution to humanity said in simple words or words that make sense to one.
It is usually a slogan.
The design line uses three tools: images, texts and spokespeople. Leaving the promoter to his usual private life.
3. The mission: generate revenue from the message (paid content or service).
The mission describes what the project does. But above all, in the operational aspect, it is about giving oneself the means to transform the informative value (Sentiment – by empathy) of the message into a monetary value. The mission thus joins the classical statement of the liberal economy and is translated into strategy, tactics and projects or field operations.
It leads to the implementation of its project plan. The mission aims to bring utility (improvement of daily life) to the community to which the message is addressed in return for its support and participation in the promotion. It is a win-win relationship. In the past, African gods were most often elevated to the rank of civilizing heroes who brought progress to the community to which they were sent: agriculture, use of iron, fire….
The mission can be extended to members of other local, regional or international communities.
4. The cause: promote it in connection with the mission and expect membership.
The cause aims at carrying and defending a reality lived by the community to which the message and the mission are addressed. In general, it is the will to solve a difficulty. The cause is formulated in such a way as to arouse interest, support and relay by the members of the community or the target clientele.
There must be consistency between the profile, the message, the mission and the cause. The same spirit should govern the writing of all four.
5 The heir: Transfer of responsibility for operations and promotion: new profile, message, mission… in the same line.
For the creation of wealth to join the vision of the quantum leap. It is a good idea to prepare a succession that must take over the life of the commercial project, even if it means adapting the first four parameters somewhat. Preparing the succession is essentially initiating this management mode and transmitting the spirit of the commercial project if it is to remain (adaptation to the environment).
Here again, self-criticism leads us to ask ourselves if it is necessary for us to aim at impacting millions of people in the medium term?
Internet is indeed an important vector of diffusion, but is it still a support that would allow us to differentiate ourselves and thus guarantee the success of our company? Indeed, the populations “take in” a plethora of information, services and products on a daily basis. How can we differentiate ourselves in this red ocean?
A proposal on this point is to first test the Ka Method in several projects. The feedback from these first projects is much more convincing than broadcasting messages on Internet channels.
7. Given your stage and intended pathway to scale, please explain the methodology for how you intend to assess the project/innovation.
We are asking for support for the validation of the concept. We use a working methodology that we have called “project strategy” or Ka method.
Here is its definition, principles and process. Each participant in the project will be invited to set up a business activity to get out of poverty and will be accompanied by a peer competent in his field.
1. Here is the definition
The Ka method is an informal alternative to the management of entrepreneurial projects by structuring them into composite administrative and economic units of income acquisition and community outreach. These units are called Ka. It uses the realism of time intention through Lean, the informal learning of the financial environment through Agility and the Adaptation to the market * through Strategy. All of these contribute to enriching the results of cross-cultural management.
The Strategy of the project is a reflection on the economic world and on the possibilities for entrepreneurs to profit from their activity in a responsible and environmentally friendly way. To this end, an economic attitude is initiated and developed to give a chance of success to the less favored actors or to provide a management tool that can lead to the realization of specific objectives in large companies.
2. The 7 principles are
“Wealth is a tool for informal strength”
Do not hesitate to generate wealth through entrepreneurship, informal initiative and not just professional practice. Poverty must remain a state of mind allowing the blossoming of the soul. A strong economy must rely on each of its actors, including the informal sector whose dynamism and potential must be seized and exploited. Beyond the satisfaction of basic needs and the existence of a social net assured by the family and the Divine Hand, wealth is a weapon of affirmation and power for the economic structures and, beyond, for the countries themselves through their GDP or their “Inc. Simple wealth.
“Be united and united in effort”
Membership or involvement in collective life is facilitated by the perception of pleasure or interest in it. The vision of an affirmation necessary for the preservation of a people encourages its members to unite in order to succeed. The notion of an economic community with an indigenous model is similar to that of clusters, cooperatives or other groupings of micro-businesses to facilitate access to the globalized economy. A simple grouping.
“With little, do better”
Creativity and innovation are the weapons that differentiate successful businesses from those with rigid business models that are difficult to adapt to market fluctuations. Voluntarily limiting the use of resources to achieve the desired result and create wealth leads to innovation and maintains independence and autonomy from stakeholders in the exercise of economic decision. that concern the company. The simple necessity.
“To form competitive partnerships”
There is no affirmation of one’s strength or autonomy in refusing help, but there is shame in revealing one’s weakness. The network of contacts of the entrepreneurs and the address book of the partner companies allow to open the horizons in the search for economic solutions. Successful alliances between relevant economic profiles and inter-areas should be used to create competitive advantages and to assert oneself on the markets of the globalized economy. The simple partnership.
“Working for oneself against underdevelopment and insecurity”
Self-assertion implies taking risks and assuming responsibility for the fate of the company. Perpetual assistance leads to laziness and lack of initiative to rectify unfavorable situations. Economic actors become managers of aid – often accompanied by interference measures – that they receive without getting personally and sufficiently involved in the search for a sustainable balance. The final objective is to reinvest the wealth produced in the communities of reference and the basins of initiatives affected by insecurity and poverty in order to enable them to play an active role in the economy. Simple empowerment.
“Drawing on one’s tradition, spirituality and way of life to build appropriate governance principles”
The proximity of the governance concepts of an economic activity through strategy, tactics and operations, allows to increase the performance of the structures and their chances of affirmation on the world scene. The manager chooses the management principles with which he is comfortable and with which the interaction with the realities of business is relevant. You have to navigate with the concepts you know best. Simple governance.
“Bring the legacy of your life to the next generation of leaders.”
It is important to capitalize on the efforts of economic actors working to develop a community
The chain of human investment must remain perennial in order to instill a logic of progressive and positive construction based on happy or unhappy experiences. The circulation of information guarantees the adaptation to the changing realities of the economic field. The simple legacy.
3. These are the 4 stages of the process
The project life cycle of the project strategy. The one that is a success factor for your business approach by focusing on results and sales. Because we believe that the goal of any business is to sell its product or service effectively and to grow to last…
Find your definition. Structure your project and learn or strengthen your capabilities as a Vision-aligned entrepreneur.
Write a summary document, position yourself, prospect stakeholders and finance the project.
Get started, manage performance and innovation. Promote your company to have an impact and last.
Consolidate your strategy and invest in the community business park to build a transferable economic asset.
4. It is the follow-up structure (Observation – Collection – Action – Variation – Correction)
Simulation of the response of an initiative or an economic structure to the market (promoter’s attitudes) for the monitoring and regulation of projects.
The objective here is to establish a predictive method of the market response to an economic initiative that could be a complement or an alternative to a market study when information is not available. The causality principle and the informal socio-economic model will allow us to navigate between the different expected consumption signals and the calculation by leveraging economic structure models.
Reminder: the original terms of the source sciences are left to favor the symbolic adaptation of the results on the same model and better understand the functioning of the systems.
Principle: Draw the block diagram of the company to simulate the response to the Expected Consumer Attitude. Example:
We find here the 5 divisions or basic management functions of an Eco animist structure and a Ka :
– Corrector: External relations (management of public relations and customer relations).
– Variator: Financing (management of the budget for the phases of the business project)
– Engine: Operations (management of human and material resources)
– Reducer: Investment (asset management and community revenue sharing)
– Sensor: Information control (management of information and processes in relation to the economic environment)
8. What metrics or key performance indicators will you use to evaluate the success of this project or innovation?
The Nominal Strategic Development Plan including:
• Logic model
• Table of indicators
• Logical Framework Matrix
• Stakeholder
• Problem Analysis (Tree)
• Analysis of objectives (Tree)
• Strategy Analysis (Tree)
Is available upon request for those who want to move forward and participate in this project.
9. What activities will you carry out under this grant and what results do you expect to achieve with community funds?
Ultimate result:
– To improve the economic and social well-being of poor and marginalized communities in socioeconomic integration zones.
Intermediate result:
– Improved financing and business intelligence actions of economic actors and community leaders.
– Increased inter-market exchanges and intra-market sharing of economic actors and community leaders to improve their performance (Quality) and adaptation (Innovation).
– Improved socio-economic opportunities for economic actors and community leaders: opportunities and impact.
10. What are the biggest challenges and risks you expect to face and how will you overcome them?
The key risks relevant to the project are
Probability (P: 1 to 5)
Impact (I: 1 to 5)
Risk outcome (R: P x I and comparison to desired quality)
1. Poor reception of the project in the communities.
We will take care of the communication campaign presenting the merits of the project. Strengthen it and choose media outlets.
P : 2 x I : 3 = R : 6
The project must be able to give hope that a change is possible in the West-South commercial and mutual aid dynamics.
2. Sense of unfairness and bias in the choice of the main target countries to be explained.
It will be explained that this is for logistical reasons, that this is a pilot phase and that mixing of nationalities is possible because it is not a question of citizenship but of locality.
P : 2 x I : 3 = R : 6
The project should allow people of different nationalities to help each other despite the country of location of the activities in the pilot phase.
3. Funds are not sufficient to carry out all project activities. Seek additional funds and justify expenditures and variances in monitoring and evaluation as soon as they are detected by the donor.
We will seek alternative sources or reduce the content or quality of remaining activities.
P: 2 x I: 3 = R: 6 All project activities must be able to be carried out with a level of performance related to the objectives set in the logic model.
4. The funder under review feels that the project team structure is not strong enough to carry out the project.
We will seek a partnership with a larger organization that shares the same vision for the project.
P: 3 x I: 3 = R: 9
The success of the project does not depend on its container but on the implementation of its content with a real willingness to serve the beneficiaries and not to pay administrative operating costs.
5. Some people in the Canadian public do not understand that a project is dedicated to Africa.
We will explain in the communication activities of the project that Africa is a partner of Canada and that there is already a work dedicated to its inhabitants.
P : 2 x I : 2 = R : 4
The innovation of the project is to show that solidarity between people from the same cultural area improves the performance and impact of development.
11. Please provide an overview of the primary implementing organization.
1. Vision
“To put Man at the heart of a community economy and a body ecology, through patrimonial sovereignty and identity balance to make the informal economy a quality alternative to the liberal system. ”
2. Mission
Virtual mission
To offer consulting services in project management, analysis and business engineering for the ethnic and informal entrepreneurship sector in order to improve the performance and competitiveness of its actors.
Physical mission
To help newcomers in the countries of immigration to start and develop a local and/or ethnic business (ethnic products and services) with an informal, success-oriented and culturally appropriate approach.
3. Offerings and Value Proposition
The Wisemen Council offers management consulting services (project management and business engineering) in the field of economic and sustainable development in Canada, France and Africa. After the advent of globalization, migration for economic reasons, which feeds the middle classes through the social mobility of the Diasporas of industrialized countries and or the working classes of third world countries, has multiplied, reinforcing the phenomena of ethnic and informal entrepreneurship respectively. This raises the question of the settlement, integration and success of these numerous adventurers in search of El Dorado. Our objective is to improve the performance of local ethnic and informal socio-economic structures, as well as the quality of their results. To do so, the company offers its clients specialization in analysis-counseling (precarious women in the Diaspora) and capacity-building and resource support (poor youth in the South) for economic actors and community leaders on issues related to youth and women’s economic empowerment and civil rights advocacy within the framework of social innovation without over-reliance on the influence of feminist thinking.
4. History of the project
Transversal skills for the e-Licence
Arnaud Segla created the company Le Conseil des Sages, in the image of the council of elders who used to meet in the Black Kingdoms to give public hearings and regulate political life.
Today, she draws on men and women of experience and wisdom in various communities. For example, her father (shown in traditional dress in the logo) was one of the wise men who gave advice at these meetings called “Codjo” in the town where our community was established.
He himself started this kind of informal meeting a little later but to share ideas and advice with promoters of entrepreneurial projects in Montreal.
The Conseil des Sages was registered in 2009 in order to respond to the growing demand for cross-disciplinary skills to manage projects and to complement the skills of entrepreneurs by offering quality consulting services.
Looking for a way to secure a competitive advantage in the industry and differentiate myself, in 2012 began to build an effective way of doing business according to traditional and ethnic identities by adapting this heritage to the economic environment.
This led to the creation of a new concept of business project management: the Ka method. She invites some economic actors to discover this Method and to join the associated Think Tank. Its objective is to validate, promote and manage this system or approach. The vision is to help members of the emerging middle class to create jobs through entrepreneurship and thus contribute to reducing poverty and precariousness (or lack of income) in our communities so that a quantum leap in income can be made in each generation.
The Council of Elders uses its experience in entrepreneurship and its varied knowledge in management sciences to offer the best consulting service adapted to the needs of ethnic communities as a contribution to the evolution of all humanity.
12. Who are the key team members for this project?
1. Corporate Resources
Council of Residences. Strategic Direction Poles. Community Leader.
• Honorary Member (Employment)
• Honorary Member (E-License)
• Honorary Member (Enterprise)
• Honorary Member (E-Commerce)
• Honorary Member (Engagement)
2. Consultants
Members of the Consortium. Because we see the world differently. Economic actors.
• Manager (Strategy and Think Tank)
• Mentor (Community and Public Relations)
• Responsible of the seeds (Networking, Outreach and Influence)
• Financier (Audit)
• Coordinator (Process)
• Investor (Capital Lease)
• Administrator (Promotion)
• Commercial (Prospecting)
• Specialist 1
• Specialist 2
13. Describe the partner organizations, if any. What skills/experience do they contribute to the implementation or expansion of the project and what are their roles and responsibilities in the project?
As potential project partners:
• Government (regulators, legislators, and taxation)
• Family and peer community (funding)
• City councils or local authorities (main sources of projects)
• Civil society (NGOs and associations)
• Technical financial partners (foundations, banks, etc.)
• Private sector (small businesses, SMEs, SMIs and groups)
Inter- and intra-state economic migrants from precarious and poor areas are considered as project participants.

The Essence of Combat
The heart of the Message is:
“Every Man is important in the sight of God. ”
It is a reminder of the value of the Life we receive as a gift to fulfill us and reach our initial station of glory. Thus it is revealed in a Lord, Omar, whose link with his vicar, the homo animus, is through effort. The fruits of the Kingdom (The Black Kingdom) to which the members of this community are called are simple Wealth (transmissible heritage) and simple Love (Pride and Friendship).
The ultimate exhortation is to patronize (trade in an inter-community market and then outward) peers to strengthen our economic power. So that it is possible to achieve the vision:
“Make the informal economy a quality alternative to the Liberal System. ”
This is the essence of the struggle

The Wisemen Council is the vehicle for this vision. In the long run, this Ka aims to be a reference firm of reference in economic and sustainable development through the philosophy and informal method of doing business. The first step is to gain credibility and influence through the quality of achievements and expertise in the field.

End up with a spiritual Vision:
The male evil of French-speaking Africa is, on the one hand, that its elite has made and continues to make obedience to a system of ancient rituals denatured by an occult orientation long condemned for its idolatrous drift of a refuge taken from male djinns instead of a “Ka’Ba” whose letter and license contain the whole universe from its dedication to God outside of whom “there is neither Force nor Power”. This is the mystical oppression of the west Ernst.
“It is better to burn the son than to be cuddled to the dogs. “. Avoidance; Technique.
On the other hand, the failure to take into account the strategic and commercial socio-economic stakes in the new struggle, which aims at mastering the renewal of the divine medium that is the global commercial enterprise but this time online, leads to choices that show a real impotence and also paradoxically an overconfidence in the responsibility of a mature role of the economic actors and community leaders who put their hope in an external manna made of credit or subsidy or appetizing quail on CV coming from a financial and monetary System that has no that has only a local and doctrinal reality. This stands in contrast to the resource potential and marketability of other cultures. In the end, this only gives a test of sharing and exchange; of mediation and moderation, on common markets of varying size, like the era of the trans-Saharan routes and the era of trading posts, whose end of the 600-year cycle of our purification should open our eyes to the importance and primacy of the sovereignty of the establishments of our civilization.
“It is better to cry from the skull than to overwhelm their sons. “. Outrance; Monetary.
Together, mystical oppression and economic oppression form the evil oppression that eats away at the Francophone space of Africa.

The Wisemen Council and Arnaud Segla have committed to publishing digital books in three editorial lines namely “EconomicDevelopment”, “Ethnic Identity” and “Sustainable Development”. Our goal is to accompanythe effort of reappropriation of the economic future and the renewal of the Black civilization in alogic of valorization and sharing with the other cultures of its philosophy and its informal Attitude.Our collection is part of the empirical research project of its Think Tank, the Ka Method, as well asits consulting activities in Project Strategy.
Published so far :

Economic Development Series
Un aperçu des défis au sein de la communauté des entrepreneurs ethniques, Arnaud Segla, The Wisemen Council, N/A
An overview of the challenges within the ethnic entrepreneur community, Arnaud Segla, The Wisemen Council, N/A
L’entrepreneur informel entre efforts et peu de richesse, Arnaud Segla, The Wisemen Council, N/A
The informal entrepreneur between efforts and little wealth, Arnaud Segla, The Wisemen Council, N/A
La Méthode Ka, un Modèle d’économie politique informel, Arnaud Segla, The Wisemen Council, 2021, N/A
The Ka Method, an informal political economy Model, Arnaud Segla, The Wisemen Council, 2021, N/A
Plan stratégique pour la souveraineté socioéconomique des Foyers Informels du Sud et Ethniques de l’Ouest, Arnaud Segla, The Wisemen Council, 2021, ISBN KDP : 979-8443454252
Strategic Plan for the Socioeconomic Sovereignty of Southern Informal and Western Ethnic Homes, Arnaud Segla, The Wisemen Council, 2021, ISBN KDP: 979-8443483252
Guides Category
Une entrepriseethniqueen 40 heures, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790669516
Business in the box, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790666379
L’art de s’intégrer par l’entrepreneuriat, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790675036
Successful Citizens through entrepreneurship, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP:978-1790674374
Stratégie de projetsethniques, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP:978-1790670635
Ethnic Project strategy, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP:978-1790671168
Réussir par la voie Informelle, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790671564
Succeeding through the informal way, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP:978-1790673070
Manuals Category
Attitude, Correction, Simplicité et Modération, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790662791
Introspection, Intuition, Réalisme et Indépendance, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790665532
Precise Category
Comment fonder monentrepriseInformelle, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790723201
How to settle my informal enterprise, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP:978-1790728046
Comment présenter mon projet informel à des personnes a ressources, Arnaud Segla, The Wisemen Council, 2016, ISBN KDP: 978-1790721061
How to present my informal project to people of resources, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP:978-1790726752
Comment créer mon entreprise ethnique, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790714513
How do I create my ethnic business, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP:978-1790724161
Comment lancer monentrepriseethnique, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP:978-1790720132
How to launch my ethnic business, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP:978-1790725090
Comment faire durer mon entreprise ethnique, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790716609
How to make my ethnic business last, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790725977
Tools category
Gabarit pour rédiger un plan d’affairesinformel, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1791656126
Template to write an informal business plan, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1791655020
Gabarit pour rédiger un plan de stratégie Marketing informel, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1791578541
Template to write an informal strategic Marketing plan, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP:978-1791577704
Ethnic Identity Series
Quotes category
Les Anges dans l’esprit, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP : 978-1790641451
Short Stories category
Le Point, quatre saisons pour reconstruire (édition révisée), Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790629282
Au nom de l’a-guère, le jour du réveil, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790635061
Meditations category
Le Calmeretrouvé de l’Arbre, Tome I, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1791920739
Le Calmeretrouvé de l’Arbre, Tome II, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1791928780
Le Calmeretrouvé de l’Arbre, Tome III, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1791949730
Le Rat psalmiste, de là part, de mon cœur, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1791989460
Prose category
Le Cri de la Calebasse, Arôme antique, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1791673154
Le Cri de la Calebasse, Perles d’exil, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1791676230
Le Cri de la Calebasse, Oasis à l’orient, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1791678388
Le Cri de la Calebasse, Noir Mystère, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1791681432
Novel category
The Black Kingdom, la voie des dieux, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790633340
Arc enciel, Gougounej’aurais ta peau!, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790833351
Testimony category
Vérité et Amour, Vie, Conscience et Feu, ASSOUKA (Arnaud Segla), The Wisemen Council, 2018, ISBN KDP: 978-1792981470
La Révolution silencieuse, Le Combat d’édification de The Black Kingdom, Le Royaume Noir, Amaru (Arnaud Segla), The Wisemen Council, 2020, ISBN KDP: 978-1655726217
Je converse à Dieu Tout Puissant…, Tome I, Le Berceau Lunaire, Amaru (Arnaud Segla), The Wisemen Council, 2021, ISBN KDP: 979-8526279154
Je converse à Dieu Tout Puissant…, Tome II, Le Tombeau Solaire, Amaru (Arnaud Segla), The Wisemen Council, 2021, ISBN KDP: 979-8526279253
Je converse à Dieu Tout Puissant…, Tome III, Le Manque d’Eau Agraire, ASSOUKA (Arnaud Segla), The Wisemen Council, 2021, ISBN KDP: 979-8526279338
Sustainable Development Series
Ka Method category
Introduction à la Méthode Ka, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790643769
Introduction to the Ka Method, Arnaud Segla, The Wisemen Council, 2013, ISBN KDP:978-1790647057
Charte de projet de la Méthode Ka, Arnaud Segla, The Wisemen Council, N/A
Concept Ka, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790775590
Ka Concept, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790778072
Ka Concept Ka, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790779963
Fondements de la Méthode Ka, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790787449
Fondementsd’ÉcoAnimisme, Arnaud Segla, The Wisemen Council,2018, ISBN KDP: 978-1790895502
Fondements de la Technique Share Wiser, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1790789375
Fondements de la Philosophie du Lean Intention, Arnaud Segla, The Wisemen Council, 2018, ISBN KDP: 978-1791301231

These books are available to date on Amazon.
Photo: Awa Lake Diop
Arnaud Segla MSc, MSc Admin, CAPM. Consultant, Manager and coach in ethnic, informal and corporate entrepreneurship. I organize and facilitate learning activities and accompany many entrepreneurs in achieving their business project objectives.
Since 2009, I have been providing consulting services for ethnic and informal entrepreneurship projects in the context of economic and identity development for migrant populations. I have partnered with all stakeholders to achieve my vision with The Wisemen Council.

Enterprise profile
The Wisemen Council is a consulting firm specializing in ethnic business strategy. Since 2009, it specializes in the implementation of simple, effective and tailored management practices for better performance and competitiveness of projects of entrepreneurs and organizations operating in a critical financial environment. The Conseil des Sages has developed an alternative method, the Ka Method, which she proposes to certain economic actors within the framework of her Think Tank.

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