>> MIM Speaks
MANAGING THE CHALLENGES AHEAD
FEBRUARY 25, 2001 -
THE STAR
By Dr TARCISIUS CHIN
TEN years ago, on Feb 28, 1991, Prime Minister Datuk Seri Dr
Mahathir Mohamad unveiled Vision 2020 and the nine strategic
challenges that confront the nation. Vision 2020 aims to
transform Malaysia into a developed country over a time frame
of 30 years. Ten years have passed and only 20 years are now
left to fulfil the vision.
Over the last decade, we have prospered economically, and have
achieved much in developing the country as an attractive
investment haven for foreign direct investments. We have
political stability, good infrastructure, a literate
workforce, and peace and security. Our development model is
the envy of many developing countries, and we are known
worldwide.
But Vision 2020 is more than just economic development. We
need to be reminded of the loftier purpose of the vision. In
the words of the Prime Minister: "By the year 2020, Malaysia
can be a united nation, with a confident Malaysian society,
infused by strong moral and ethical values, living in a
society that is democratic, liberal and tolerant, caring,
economically just and equitable, progressive and prosperous,
and in full possession of an economy that is competitive,
dynamic, robust and resilient."
The first and most fundamental challenge is national unity.
Judging by the events in recent times, this can be an illusive
dream, unless we can get our act together on an intra- ethnic
as well as interethnic basis. It will be very difficult to
fulfil the other challenges, and achieve developed status if
this most vital pillar of national integration is not
realised.
Our energies have to be directed to meet the onslaught of
globalisation and technological advancement, the two main
drivers of change. We can ill-afford to be distracted by
sapping ethnic confrontations, crisis and turmoil.
We need new approaches to managing ethnic and national unity
as we seem to move in cycles of eruption from time to time.
There should be mechanisms created for more effective
dialogue, less sensational communication, and more trust and
respect for differences in our plural society. Our failure
has been on the reaction front when we should devote resources
to proaction.
If we can move from divisiveness to a fully functioning united
nation, achieving all the other challenges is not at issue, as
we collectively rise to meet the threats posed by
globalisation and rapid technological advancement.
First, the threat of globalisation. As protectionism is
dismantled, we can expect an onslaught of global competition.
Unless we can create better value at lower cost, we will lose
out. Afta and WTO allow us to market regionally and globally,
but also open our domestic market to foreign competition.
Under the new regime, our concern should be less on marketing
our national car Proton as a single product, and more on
marketing car components to strengthen our manufacturing base.
Second is the challenge of rapid technological advancement and
the high cost of obsolescence. This is the platform of the new
or knowledge economy, in which what is between the ears is
perceived to be more important in wealth creation than what is
in the bank. Intellectual or human capital is the key
determinant of a nation's future prosperity.
Coupled with globalisation, our aim should be to attract the
best possible talent to be serving the cause of our nation,
not to be the source of talent migration outwards.
We already have an advantage. The Multimedia Super Corridor
is our strategic initiative to jumpstart and leapfrog into the
ICT age. We have young people with innovative ideas, but our
problem is to convert ideas into practical commercial business
with marketing savvy to compete internationally.
Apart from ICT, enormous strides have also been made in other
technological fields, for example, biotechnology and robotics.
Biotechnology has been given tremendous fillip, with the
mapping and sequencing of the human genome and the subsequent
development in stem cells, gene therapy and proteomics.
Robotics has moved from supporting assembly line operations to
the mass consumer market of the home, as mobile robots, with
the ability to respond to language commands, are being
developed to assist in household chores.
There is considerable excitement in the opportunities of the
future. The challenge for the nation is to move up the
technological ladder, marketing our talents and services to a
global market, and competing to improve the quality of life of
all Malaysians.
We have, in many parts of the world, Malaysians who are
already occupying very prominent positions, which shows that
we have the brainpower to compete. To pool our collective
talent to respond to the challenge of fulfilling Vision 2020
requires that we act in concert.
A primary prerequisite for this is the requirement that we
behave as a united nation. Again, in the words of Dr Mahathir:
"This must be a nation at peace with itself, territorially and
ethically integrated, living in harmony and full and fair
partnership, made up of one bangsa Malaysia with political
loyalty and dedication to the nation."
Ten years have passed and the nation is still divided. Over
the last 10 years, the world has changed dramatically and
enormous opportunities have been created. How can we exploit
these opportunities unless we have the inner peace of a united
nation, with a sense of common and shared destiny?
Management is about crafting vision and about its execution.
Intellectuals can contribute much to creating the vision. But
it will take tough and highly competent managers to translate
vision into fulfilment. Managing the execution of Vision 2020
is the greatest challenge to Malaysia yet.
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