>> MIM Speaks
PUTTING OUR BACKS TO MALAYSIA INC
MARCH 12, 1995 -
THE STAR
THE Malaysia Incorporated concept became national policy in
1983. It was then thought to represent a new way of carrying
out our national development.
It was envisaged that both the public and private sectors
would co-operate to achieve a higher economic growth.
The policy recognises the different roles of each sectors. The
public sector is to create a conducive environment that will
accelerate economic growth while the private sector is to
become the engine of economic growth.
This concept has its origin in Japan Incorporated.
The close collaboration between government and business in
Japan was thought to be a major factor that helped to maintain
Japanese competitiveness abroad.
Allied to this have been the broad characteristics of the
relationship which tended to emphasise company loyalty and
national unity. Such qualities were adapted to the Malaysian
experience by Prime Minister Datuk Seri Dr Mahathir Mohamad in
his Look East Policy in mid-1981.
It was realised that workers could be encouraged to serve
their companies as if they were working for the country. In
other words, workers are required to place their loyalties to
the companies on the same level as that to the family and the
nation.
In terms of getting both the public and the private sectors to
work together for the sake of the country, our Prime Minister
believes that the Malaysia Inc policy is the best way to
achieve Malaysia's economic and industrial progress.
The policy in practice would also involve the
predominantly-Chinese business community in national
development. In this way the success of the national economy
can be presented as the joint effort of the people of the
country.
In the early years the policy was explained to as broad a
spectrum of people as possible. The main work was initiated by
the public sector. Through the various training programmes
organised for this purpose, the members of the civil service
also became aware of the problems faced by the private sector
in implementing the policy.
The Malaysian Administrative Modernization and Planning Unit
(Mampu) carried out consultative activities with the private
sector. Other joint programmes such as workshops on
information technology, exhibitions and interaction over games
and social events were also carried out.
While the civil service continued to carry out the reforms in
the public sector, the private sector also participated and
provided input in the various consultative panels and forums.
To facilitate consultation between the two sectors, annual
dialogue sessions-were organised by the various ministries,
federal departments and state secretariats.
The consultative mechanism that has been in place since 1990
was further strengthened when in 1993 a high level committee
was set up, known as the Malaysia Inc Officials Committee.
The committee's aims are to discuss issues and problems
related to the efficiency of-the government services, to get
new ideas and views on ways to improve the quality of the
services provided and to enable the private sector to
contribute by arranging joint programmes.
With the establishment of the Malaysian Business Council, more
dialogue sessions were held which provided timely feedback on
the implementation of the Malaysia Inc policy.
The government also reported on the policy through its report
published annually by the office of the Chief Secretary.
Malaysia Inc is already more than 10 years old. While there is
general agreement that the policy had contributed
significantly in terms of economic growth, many have also
expressed dissatisfaction at the pace of its implementation.
A study of the relevant documents reveals there were problems
on both sides. First, the Government being more homogeneous
could organise a better publicity campaign on Malaysia Inc.
The private sector on the other hand needed more time as it
had no coordinating body to undertake an effective exercise.
As a result the private sector was blamed for being less then
enthusiastic.
Second, and here the Government is at fault, whenever the
private sector had willingly supported the sports and social
activities organised by the public sector, the latter's
response appeared constrained by existing rules and
regulations. The situation later improved when the Government
issued several circulars.
Third, in its effort to encourage discussions on Malaysia Inc.
the private sector could not involve as many of its members in
the panels and dialogues that were held.
For a while it was believed that the Malaysian Business
Council that came into being in 1991 could provide a fillip to
the Malaysia Inc idea but unfortunately only the bigger
businesses were represented.
However it was a different picture when the Government invited
the private sector to participate in the Budget dialogues.
This was the only occasion when private sector views were
actually heard and taken notice of.
A similar opportunity was provided for the private sector in
the Annual Dialogue organised by the Ministry of International
Trade and Industry.
This year the dialogue was honoured by the presence of Dr
Mahathir who fielded questions from the participants for two
hours on a wide range of subjects.
Presently, the support of the private sector for Malaysia Inc
is growing. According to officials of the Malaysian External
Trade Development Corporation (Matrade), more and more
companies are joining the exhibitions and fact-finding
missions.
Matrade had succeeded in providing the environment by which it
is hoped Malaysian brand names would be recognised overseas.
Matrade however observed that more companies should take part
in their development programmed in particular the small and
medium-sized industries.
The private sector has also responded to the call by the Prime
Minister to establish themselves overseas. The few that have
made it did so because of government backing.
These companies are mainly involved in construction, property
development, communication and electronics and engineering
services.
But the success of such ventures should be followed up by
others.
Many believe that for Malaysia Inc to grow there must be
adequate support shown by both parties.
There are certain practical aspects to be attended to,
including the establishment of a secretariat to service the
needs of both sectors, bringing out an annual report on
Malaysia Inc and launching a public awareness campaign in
government offices, factories and company headquarters and
schools.
It must be emphasized that the general public need to be
informed of Malaysia Inc as well. Their support is essential
in order to provide the foundation to build upon Vision 2020.
The public must also be made to become part of Malaysia Inc.
otherwise the benefits of such an alliance will not be
understood and appreciated by all.
As Malaysia expands its markets globally, Malaysia Inc would
have to appeal to a much bigger audience both at home and
abroad.
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