>> MIM Speaks
SKILLS FOR COMPETING IN THE GLOBAL ARENA
NOV 22, 1998 -
THE STAR
THE global world has arrived. Few are prepared; many are
terrified of its consequences; but all have been forewarned.
It has taken the Asian economic crisis to drive home the
singular message that nation states, however independent in a
political sense, can no longer be removed from the forces of
interdependence and interconnectivity.
More powerfully the crisis has demonstrated that the
traditional isolationist policies of trade barriers can no
longer work when the new instruments of wealth maximization
are not goods and services but gains from currency movements
The masters of the universe are, apparently, no longer General
Motors and Matsushita but mutual funds and global currency
traders.
The changing economic equation will not reverse. We are all
too familiar with the consequences of similar manipulations at
the local level which have caused companies to wind down as
the result of shuffling papers. While the medium of exchange
is not currency but shares, the outcome is comparable.
It is a tragedy that quite a number of our brightest and most
promising graduates have been drawn by the glitter of the high
world of finance.
Just as the graduates of the Harvard Business School have been
drawn to Wall Street, many Malaysian graduates have been
attracted by the promise of riches in the securities industry.
And they have now learned that while wealth can be accumulated
when the market moves up, wealth can be equally destroyed when
the market moves downwards, as is painfully illustrated in the
context of today's price values of practically all counters
traded on the KLSE.
At the personal level those who have been prudent have been
spared the worst consequences of the economic downturn.
However, those who have been imprudent with grandiose dreams
of making it big and having mortgaged heavily, overextended
themselves and played on the securities market, are now paying
the price for their recklessness.
Will we ever learn from this experience? Did we not remember
the plight of Pan El during the last recession of 1995/96?
Have we not learned from the wisdom of the ages?
Alas, humans are short on memory and long on more immediate
concerns. For the younger generation raised on the miracle of
the last 10 years of economic growth the tragedy is that for
all their energy and high expectations they will find it most
difficult to cope with loss of opportunity, uncertainty and
disillusion.
For many, add the element of despair and the reluctance to
prepare for better days. And better days will come, assisted
by reforms of the market to provide for more transparency,
accountability and more equal opportunity.
Several measures can be taken to enhance competence and
competitiveness at the individual level. Recognising the
fantastic inroads that technology has contributed to work
productivity, it is mandatory that the manager of the future
be computer and IT literate. Also recognising that the
technology itself is being upgraded to a higher platform
practically yearly, the manager has not only to be comfortable
with IT but also with its applications and new possibilities.
A second course of action for managers is remedial. A new
generation of younger Malaysian executives have a deficiency
in the use of the English language, the universal language of
business and commerce. Some dozen types of grammatical
mistakes seem to be at issues not vocabulary or understanding.
All that it takes to remedy these mistakes are classes that
work at correcting typical pieces of communication with
effective practice, feedback and reinforcements. Functional
literacy in English is not best achieved by the tedious
process of building from zero base as is seemingly the pathway
offered by current English classes.
The third opportunity is for Malaysians to be more
knowledgeable with the major influences on their lives. We
tend to specialise from an early age.
In school we are separated into Arts and Science streams; in
university we specialize in Physics or History or other
disciplines almost immediately. We, therefore, graduate from
school or university with a very narrow knowledge base and are
thrust into employment which often requires an understanding
of disciplines other than what we have learned.
It is sad to note that for many, graduation marks the end of
learning when it should provide the stimulus to thirst for
more and to venture into areas that do make a difference in
the way we perform as a manager.
Increasingly, it is not specialised knowledge but a broad
based understanding of multi disciplines that can raise our
performance to a higher platform. Some of the knowledge areas
useful to have include economics, politics, psychology,
sociology, technology and philosophy.
Unlike other professions whose career paths suggest further
specialisation as the route to take, the world of management
begins with Specialization, say in accounts, but moves upwards
in the organisation through generalisation until the
accountant becomes the CEO because of his competence in
applying knowledge from a broad range of human knowledge, not
because of his accounting skills.
In time to come as Malaysia moves more aggressively into
international markets we will need a corps of expatriates to
bridge businesses overseas. Now is the time to plan seriously
for expatriates who can act locally in Vietnam, China, Japan
and elsewhere.
The starting point is the local language. Therefore, a second
international language of business can be a considerable asset
to compete in the global economy. We admire the Japanese for
their ability to master not only the English language but also
French, Spanish, Mandarin and other universal languages. We
should learnt from the experiences of the English and Dutch
colonisers who could not only speak Bahasa Malaysia and Bahasa
Indonesia, but excelled as writers and experts on the
language.
The global economy is comprised of one market as WTO forces
free access across the globe. The only way of competing in
the global market is to be cost effective by being highly
productive. To be less productive will not only make it
difficult to penetrate overseas markets, but will likely
result in the loss of the domestic market to foreign
competition.
Our years of fantastic growth have raised our costs; a
beneficial outcome of the current economic crisis is to reduce
costs to more acceptable levels.
But cost reductions must also be accompanied by ever higher
productivity as our Asian neighbours will also be forced to
reduce costs as a consequence of their economic crisis.
One year of economic difficulty has left us traumatised by our
in ability to generate revenue, with the consequential
cost-cutting measures, including redeployment and retrenchment
of staff. But we should also be mindful that sooner or later
the economic cycle will turn more favourable and we should be
prepared for the potential. The downturn had caught many
unprepared. We should also not be caught unprepared at the
upturn.
The current stalemate should provide us the opportunity to
prepare ourselves to compete more effectively in the new world
order of a global market.
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