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Brazilian football legend Pele dies at age 82

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Pele, who had a tumour removed from his colon last year, passed away in a Sao Paolo hospital, his agent said.
Pele, the legendary Brazilian football player who rose from barefoot poverty to become one of the greatest and best-known athletes in modern history, has died at the age of 82.
Sao Paulo’s Albert Einstein hospital, where Pele was undergoing treatment, said he died at 3:27pm (18:27 GMT) on Thursday “due to multiple organ failures resulting from the progression of colon cancer associated with his previous medical condition.”
The death of the only man to win the World Cup three times as a player was confirmed on his Instagram account.
“Inspiration and love marked the journey of King Pele, who peacefully passed away today,” the post read.
Pele, whose real name was Edson Arantes do Nascimento, was remembered for his wide-ranging accomplishments, both on and off the football field.
The memorial post on Pele’s social media page highlighted the star’s international appeal, referencing an incident during the Nigerian civil war when opposing factions agreed to a ceasefire in order to enjoy a match Pele played in the country.
“On his journey, Edson enchanted the world with his genius in sport, stopped a war, carried out social works all over the world and spread what he most believed to be the cure for all our problems: love. His message today becomes a legacy for future generations,” it read.
A public funeral is set to be held outside Sao Paulo, Brazil, at the Vila Belmiro Stadium, where he played for many years with the Santos football club. The casket is set to pass in front of the house of his 100-year-old mother, Celeste Arantes, before being placed in the center of the field.
The public will be able to pay their respects there on Monday and Tuesday of next week.
‘We love you infinitely’
Tributes poured in from around the world for the late football legend, including one from his daughter, documentary filmmaker Kely Nascimento. She posted a photograph to her Instagram showing family members holding his hand as he rested in a hospital bed.
“Everything we are is thanks to you,” Nascimento wrote. “We love you infinitely. Rest in peace.”
Medical reports indicated that Pele passed away due to multiple organ failure, as a result of his battle with colon cancer. He had been hospitalised with multiple ailments, including a respiratory infection, and was also suffering from heart and kidney problems.
Pele had a tumour removed from his colon in September 2021. He was admitted to the Albert Einstein Hospital in Sao Paulo on November 29.
Doctors there said his colon cancer was showing “progression” and he needed “more extensive care to treat kidney and heart failure”.
Pele, seen by many as the most talented footballer to ever play the game, led Brazil to a trio of World Cup titles in 1958, 1962 and 1970. He remains Brazil’s leading goal scorer, with 77 goals in 92 games.
Following Argentina’s World Cup win on December 18 in Qatar, Pele posted a picture on social media of their team lifting the trophy and hailed performances from captain Lionel Messi, France’s rising star Kylian Mbappe and surprise semifinalists Morocco.
“Today, football continues to tell its story, as always, in an enthralling way,” he said. “What a gift it was to watch this spectacle of the future of our sport.”
Brazil players and fans in Qatar also unfurled banners on and off the pitch with an image of the football great and wishes for his recovery.
PELE described by his peers
Pele has been praised over the decades by everyone from world leaders to artists. Here are superlatives from over the years about Pele, who died Thursday in Brazil at age 82:
“To watch him play was to watch the delight of a child combined with the extraordinary grace of a man in full.” Nelson Mandela.
“I told myself before the game, he’s made of skin and bones just like everyone else but I was wrong.” Italy’s Tarcisio Burgnich, after playing against Pele in the 1970 World Cup Final.
“Pelé was one of the few who contradicted my theory: Instead of 15 minutes of fame, he will have 15 centuries.” Andy Warhol.
“I sometimes feel as though football was invented for this magical player.” Sir Bobby Charlton, retired England great who won 1966 World Cup and Ballon d’Or in same year.
“Pelé was the only footballer who surpassed the boundaries of logic.” Johan Cruyff, the late Dutch star and standout manager who won the Ballon d’Or three times.
“He is the most complete player I ever saw.” Retired German great Franz Beckenbauer.
“If you take the qualities of Cristiano Ronaldo and (Lionel) Messi, put them together, then you’d have a player to compare to Pelé!” Retired Brazil forward Tostao.
“The best player ever? Pelé. (Lionel) Messi and Cristiano Ronaldo are both great players with specific qualities, but Pelé was better.” Alfredo Di Stefano, the late Argentine star for Real Madrid.
“His great secret was improvisation. Those things he did were in one moment. He had an extraordinary perception of the game.” Brazil defender Carlos Alberto Torres.
“This debate about the player of the century is absurd. There’s only one possible answer: Pelé. He’s the greatest player of all time, and by some distance, I might add.” Retired Brazil star Zico.
“The greatest player in history was Di Stefano. I refuse to classify Pelé as a player. He was above that.” Hungary star Ferenc Puskas.
“We went up together to head a ball. I was taller, had a better impulse. When I came back down, I looked up in astonishment. Pelé was still there, in the air, heading that ball. It was like he could stay suspended for as long as he wanted to.” Italy defender Giacinto Facchetti.
“When I saw Pelé play, it made me feel I should hang up my boots.” Just Fontaine, the Morocco-born French star who scored 13 goals in six games in the 1958 World Cup.
“The moment the ball arrived at Pelé’s feet, football transformed into poetry.” Italian poet Pier Paolo Pasolini.
“The difficulty, the extraordinary, is not to score 1,000 goals like Pelé it’s to score one goal like Pelé.” Carlos Drummond de Andrade, Brazilian poet.
“Pelé was the most complete player I’ve ever seen. Two good feet. Magic in the air. Quick. Powerful. Could beat people with skill. Could outrun people. Only 5-feet-8 inches tall, yet he seemed a giant of an athlete on the pitch. Perfect balance and impossible vision.” Bobby Moore, captain of the 1966 World Cup champion team from England.
“I arrived hoping to stop a great man, but I went away convinced I had been undone by someone who was not born on the same planet as the rest of us.” Benfica goalkeeper Costa Pereira after 5-2 loss to Santos.
“There’s Pelé the man, and then Pelé the player. And to play like Pelé is to play like God.” Retired France star and three-time Ballon d’Or winner Michel Platini.
“Pelé is the greatest player in football history, and there will only be one Pelé in the world.” Cristiano Ronaldo, Portugal star forward.

Sources: Goal.com, FIFA.com, Aljazeera

Make it happen 1

Ton Haverkort
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Make it happen 1

Many business owners and managers that I meet ask me why it is that their workers don’t perform as they could and ask what they can do to get them to give their best for the company. I hear of unemployed people begging for a job, being given the opportunity to work, kissing the feet of their employer and only months later turn against the same employer complaining about the working conditions they accepted so eagerly. I hear of workers speaking badly behind the backs of their employer, forgetting that the same employer provides a salary which makes it possible to pay the bills. Why is this so and what can be done about it? This is complex material, and no one answer will do the trick. There are many factors involved here related to both the workers and the company. So let us examine some of these factors a bit closer.
The performance equation can be written as follows:
Performance = Individual attributes x work effort x organizational support
This formula views performance as the result of personal attributes of workers, the effort they put in and the organizational support they receive. The multiplication signs indicate that all three factors must be present for performance to be achieved. If any of the three factors would be absent, in other words would be zero, then following simple mathematics, performance would be zero. It follows as well that to get maximum result or maximum performance, each of the factors need to be maximised. Managers must therefore understand how these three factors, acting either alone or in combination, can affect performance results.
We need therefore to realize that:
Individual attributes relate to capacity to perform.
Work effort relates to a willingness to perform.
Organizational support relates to the opportunity to perform.
Individual attributes include three broad categories, namely demographic characteristics (e.g. gender, age), competency characteristics (knowledge, skills, experience) and personality characteristics (what a person is like). From a performance management point of view the individual attributes must match task requirements to facilitate job performance.
Work effort relates to the motivation of the worker. Even if the employee fits the task requirements as closely as possible, it does not necessarily mean that performance will be high. To achieve high levels of performance, even people with the right capacities must have the willingness to perform. If in a factory for example, workers have the same academic qualifications, skills and experience, their individual performance may vary considerably. Why is this so? Part of the answer lies indeed in each person’s motivation to work. Hard work however does not necessarily mean that performance will be high too. Motivation predicts work effort, which in turn, combines with individual attributes and organizational support to predict performance. The challenge of managers is than to find ways of positively influencing other people’s motivation to work. The willingness to work ultimately lies with the individual. It is therefore in the manager’s interest to understand and learn more about the psychology of motivation.
Organizational support is the third factor of the individual performance equation. Even if personal attributes and motivation are high, performance may still leave much to be desired, because there is inadequate support in the workplace. Typical constraints could include lack of time, inadequate budgets, inadequate tools, equipment, supplies, unclear instructions & information, lack of required services and help from others, or inflexibility of procedures.
Almost anybody will face one or more of such constraints at some point in her or his career. Having to rush a job because of a short deadline, insufficient tools, unclear instructions are common examples. It is the responsibility of managers to ensure that organizational support for performance exists in their areas of supervisory responsibility.
The next few weeks we will look a bit deeper into the above-mentioned factors, more especially some of the individual attributes and motivation issues, in order to understand better why some workers perform well and others not, even though they have the same qualifications. In Ethiopia, we need to realize as well that there still hangs a heavy negatively charged cloud over business owners, who try to earn a living for themselves and their employees. By many, including their own employees, they are still seen as exploiters, who want to get rich quick at the expense of their workers and customers. While there are certainly business owners who fit this description, it is in my opinion necessary to change this perception and try to understand some of the constraints business owners themselves face in the process of building an honest business, which provides employment opportunities for others. Collecting the monthly pay cheque and not putting in the best you have is simply not ethical as well.

Ton Haverkort

Melat Debebe

Metasebia Teshome
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Name: Melat Debebe

Education: Degree in Medicine/ Pathology

Company name: Diwir Crafts and Creations

Title: Co-founder

Founded in: 2021

What it do: Different kinds of crafts from local resources

Hq: Addis Ababa

Number of Employees: 2

Startup capital: 3,000 birr

Current Capital: 80,000 birr

Reason for starting the Business: To create my own income

Biggest perk of ownership: Creative freedom

Biggest strength: Perseverance

Biggest challenge: Raw material shortage

Plan: Opening a concept store

First career: Medical profession

Most interested in meeting: No one

Most admired person: My mother

Stress reducer: Praying

Favorite past time: Working

Favorite book: Left to tell

Favorite destination: Paris

Favorite automobile: Range Rover

What Does the World Need to Achieve Sustainable, Inclusive Growth?

Staff Reporter
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What Does the World Need to Achieve Sustainable, Inclusive Growth?

While some believe that economic growth is incompatible with fighting climate change, only growing economies can produce the financial resources needed to make the transition to a net-zero economy. Accelerating global growth could bring lower-income households into the middle class and build infrastructure to reduce emissions.

 

In November, hundreds of corporate CEOs and heads of state convened in Bali, Indonesia, for the B20 global business summit. The topics on the agenda this year revolved around three interconnected goals: sustainability, inclusion, and economic growth.
Far from being in conflict with one another, these three goals could be mutually reinforcing. A sustainable world could contain climate change and preserve natural capital and biodiversity. Inclusivity would create economic opportunities and shared progress for everyone. And while some believe that economic growth is incompatible with fighting climate change, it is necessary to produce the financial resources needed to create a sustainable, inclusive world – provided that those resources are used correctly. To estimate the scope of the challenges ahead, we examined two crucially important indicators. First, we measured the sustainability gap, which is the additional investment in low-emissions technologies that every country must make to achieve net-zero emissions by 2050. Given that the world is on track to deplete its “carbon budget” – the amount of carbon dioxide it can emit without triggering dangerous levels of global warming – by 2030, there is little time left to make critical investments. The transition to a net-zero economy will require taking decisive steps by the end of this decade. Another indicator, which we call the empowerment gap, equals the consumption level required to meet basic needs like food and energy, have discretionary income beyond the essentials, and be able to weather emergencies. According to our calculations, the empowerment line amounts to $11 per person per day in poorer countries and $55 in richer countries (at 2011 purchasing-power parity). If every household in the world could reach that level of consumption by 2030, every adult by 2050 would have grown up out of poverty and in economic security. But here, too, the world would need to make drastic shifts before this decade ends. Economic growth could help us reach both goals. Governments could spend some of the income from growth to bring poorer households into the global middle class, while allocating some of it to build green infrastructure. At the same time, research we presented at the B20 summit suggests that growth alone will not be able to close the sustainability and empowerment gaps. If the countries and regions we studied maintained their current spending levels, few would be able to close more than half of their empowerment gap by 2030, and none would close more than half of their sustainability gap. In the United States, for example, we estimate the empowerment gap to be $5 trillion, and the sustainability gap to be $5.6 trillion. If the US economy grew at an annual pace of 2.1% for the rest of the decade, the country would close just 36% of its empowerment gap and 7% of its sustainability gap by 2030.
The situation is very different in Sub-Saharan Africa, where we estimate the empowerment gap to be far larger, at $10.3 trillion, with the sustainability gap totaling $600 billion. Growth (as currently projected) is expected to close only 6% of the empowerment gap and 25% of the sustainability gap. To close these gaps, economic growth would have to be bolstered by additional forces. Business-led innovation, for starters, could alter the current growth model in ways that are more oriented to inclusion and sustainability. Large G20-based companies spend over $2 trillion per year on research and development and thus have a critical role to play in developing new technologies and solutions to reduce the costs of the sustainability transition. And when these businesses figure out how to reduce the cost of low-emissions infrastructure, they could also help reorient growth toward sustainability by shifting consumers’ preferences toward green products, as electric-vehicle manufacturers have done in recent years. At the same time, when accompanied by strategies and public policies that enable education, training, childcare, health care, and inclusive hiring, business-led innovation could help close the empowerment gap by boosting workers’ incomes.
Government and philanthropy could also steer incentives and public resources toward sustainability and inclusion. For example, governments could mobilize more private capital for sustainable projects by investing in them, an approach known as blended finance. Carbon taxes and subsidies for low-carbon projects could also encourage investors to close the sustainability gap. Alternatively, governments could use direct transfer payments to lift more households over the empowerment line. Unfortunately, the world’s current empowerment and sustainability gaps cannot be closed immediately. But that should be a rallying cry, not cause for inaction. Companies must not only take up the challenge and innovate; they also must seize the many opportunities that already exist. Similarly, governments and philanthropists should focus on areas where markets currently fall short. If the business, public, and social sectors work together, we could generate the sustainable and inclusive growth that the world urgently needs.

Sven Smit is a senior partner at McKinsey & Company and a co-chair of the McKinsey Global Institute.
Anu Madgavkar is a partner at the McKinsey Global Institute.
Kevin Russell is a senior fellow at the McKinsey Global Institute.

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