>> MIM Speaks
A NEW DIRECTION FOR MALAYSIA INC
AUGUST 13, 2000 -
THE STAR
CONCEIVED in 1983, Malaysia Inc - an idea borrowed from the
Japanese but given a Malaysian treatment - has certainly met
its main objective of wealth-creation for the country.
This was confirmed by Prime Minister Datuk Seri Dr Mahathir
Mohamad at a recent summit (July 24 & 25) on Malaysia
Incorporated, organised by the Asian Strategy and Leadership
Institute (Asli) and the Malaysian Administrative
Modernisation and Manpower Planing Unit (Mampu) of the Prime
Minister's Department.
During the first 10 years of its implementation, Malaysia Inc
helped the country to record an impressive 7% economic growth
rate annually. The privatisation policy, an important part of
Malaysia Inc, also met its target. To date, the 457 totally
privatised projects have yielded RM23.l bil in terms of
proceeds from the sale of its equity.
Accordingly, Malaysia's profile abroad had also increased. We
became the 17th largest trading nation in the world.
Malaysia's development model has been adopted as the standard
by which other developing countries would build their nations.
It was felt that the effective and efficient cooperation
established between the public and private sectors, a
mechanism that evolved from Malaysia Inc, had assisted the
country even in the difficult economic times of 1986-87 and
1998- 99. This smart partnership had been able to steer the
country out of the economic and financial crisis at both
times.
Despite the upbeat picture, however, many felt that the
implementation process had encountered some weaknesses. In
particular, the private sector, identified as the engine of
growth, had sometimes been left out of the decision- making
process.
Industry had groused that it was not given adequate feedback
on its inputs to policies; agreements to legislate on policy
issues took a long time to be effected and the consultation
process had lacked transparency. The Government was also asked
to include the small and medium-sized industries in the fold
of Malaysia Inc.
Almost all the participants agreed that, if there is a need to
expand the areas under Malaysia Inc, higher education
institutions run on a private basis should be one area that
could come under its purview. It was notes that role of the
private sector in this field is expanding and may require the
use of the dialogue mechanism to expedite matters.
Generally, it was felt that the success of Malaysia Inc should
be allowed to cascade down to the people. In particular, its
benefits must be explained and promoted so that there could be
a proper buy-in by the people of all Government policies.
The summit ended on a note of expectation. At one lcvel, the
openness and
,,~illingness of the Government to stand up to scrutiny was
very laudable indeed. One
uld never have imagined that participants cidld take part in
an open dialogue with five 4ey ministers who provided a full
briefing on the achievements of the various issues under their
portfolios: Transport, Works, Primary Industries, Energy,
Communications and Multimedia, and Domestic Trade and Consumer
Affairs.
It was a success on the part of the Government and, by
extension, the ministers themselves, at providing a frank
assessment of their performance in the various
responsibilities. By doing so, it was trying to close the gap
between the public's perception of policy formulation and
implementation.
The confidence displayed by the Government, however, must be
matched by its willingness to relate the issue of Malaysia Inc
to the larger question of national interest. One could detect
from the participants' tenor of questions and comments their
wish to involve the Government in the broad discussion of this
topic even at the beginning of the summit.
National interest here is defined as the need to explain
public policies to all levels of society. No harm is seen in
the trumpeting of Government's success at doing some of the
things it said it did. At the same time, if the role of the
private sector has equally been significant, then this must
also be reflected at some point somewhere.
What is required is a concerted effort by all involved to
clear some of the public's misperceptions over Government
policies that have been publicised as success stories.
Because of the perceived reluctance on the Government's part
to do this, the public is believed to hold on to the view that
the Government is undergoing a crisis-of-confidence. Some of#
the participants have even asked if the h*Nte campaigns
recently reported in the local media are a consequence of a
misinformed public.
I was reminded of the presentation by the president of the
American Malaysian Chamber of Commerce (AMCHAM), Nicholas S.
Zefferys at the summit.
In his paper, "Reducing the Costs of Doing Business the
Malaysia Inc Way," he provid
ed evidence from an ~opinion poll that he conducted on
peoples' perceptions of the brand "Malaysia Inc," which I
believe was the result of a lack of information on the
subject.
The message he wanted us to have was that when it was first
introduced, Malaysia Inc proved to be a big success for that
time. Since then, however, the imageof Malaysia Inc has
"suffered some deterioration." He continued: "When it was made
known earlier, the brand was strong and positive, Over time,
the image has changed. It needs to be revived or revised."
Some of the views polled include:
* NO recognisable brand;
* ROLE of women is not clear; ,
* PUBLIC and private sectors converged to work together
through a joint venture of private enterprise and Government;
* I DON'T see Malaysia Inc in Penang;
* DOES not apply to Chinese or Indians;
* A FORCED attempt to legitimise government operations;
* HAS successfully created Malay capitalists; and
* IT IS Malaysia's value driver and revenue driver
Zefferys further said: "The results showed that there was no
clear and consistent brand image. Without such a clear
branding message, it is likely that the stakeholders
implementing the brand philosophy will also lack an actionable
message," leading to a situation where it is difficult to
guide perceptions and ultimately behaviour.
What needs to be done now is to set a new direction for
Malaysia Inc.
Some of the areas that require attention are: ensuring
sustainability in the economic growth rates; reviving SMEs;
the pace of market- friendly privatisation programmes;
rebuilding the policy image; and raising our capacity and
competitiveness of key industries to be global players and
meet the globalisation challenge convincingly.
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