FOR WHOM THE BELL TOLLS

For whom the bell tolls – Building empowered organisations
A case for Malaysia

Bismillahhirrahmanirahim

Assalamualaikum warahmatullahi wabarakatuh, a very Good Afternoon and Salam 1Malaysia

Y.Bhg. Tan Sri Dr Ramon Navaratnam
Director, Asian Strategy & Leadership Institute (ASLI)

Y.Bhg. Puan Sri Susan Cheah
Director, Asian Strategy & Leadership Institute

Y.Bhg. Dato’ Dr Michael Yeoh
CEO/Director of Asian Strategy & Leadership Institute

Your Excellencies and Members of the Diplomatic Corp

Distinguished Speakers and Moderators

Special Invited Guests

Members of the Media

Ladies and Gentlemen

Allow me to first apologise for the change in schedule. I could not miss a meeting chaired by the Prime Minister, this morning. I thank you for accommodating this change at such short notice, and thank you ASLI for the facilitation.

Ladies and Gentlemen,

PUBLIC SECTOR NEEDS TO PERFORM? WHY?

2. As I was preparing my thoughts for this talk, I wondered – what could I, from the public sector, say on human capital management to an audience made of predominantly private sector? After all you are known to have set standards and defined new benchmarks in this area. The public sector has always been associated with leading the brand of inefficiency especially in its people management, I thought. But, perhaps not. Maybe our own predisposed expectations to service levels in the different sectors has led to these conclusions.

3. Allow me this. A disciple was planning her wedding banquet and declared that out of love for the poor she had gotten her family to go against convention by seating the poor guests at the head of the table and the rich guests at the door. She looked into the Master’s eyes, expecting his approval. The Master said, “That would be most unfortunate, my dear. No one would enjoy the wedding. Your family would be embarrassed, your rich guests insulted and your poor guests hungry, for they would be too self-conscious at the head of the table to eat their fill”.

4. The story underscores a simple message. Every component of society maketh its brand. No one is more, no one is less, but all should be given their dues and all giving their dues the same. It is not pockets of, or groups of, or components of the society that makes the whole. It is the sum that will define the whole. So the notion – does a performing public sector affect my little world in a private sector. I’d argue – YES. Does a public sector need to perform when there is purportedly no competition, as in private sector. It will also be a YES.

5. Whatever our roles have been in the past, the public sector is thrust to the front and centre of such crises the world has never had to contend with, today. The testaments of recent times tell of how governments are having to intervene, step in to rescue, restore, and revive private institutions simply to avoid the otherwise incumbent national and international catastrophic market failures and ripple effects. As governments intervene, the public demand greater transparency and return. It is to these expectations we must both, public and private sectors, transform towards.

6. It is now, more than ever, that a well functioning, expedient and efficient government is indispensable. Now more than ever that we need a public sector able to discharge its functions to greater efficiency and standards to that already set by private sector. It is now more than the past, where brands of nations and markets hinge on efficiency of governments, which in the past was defined by and large by efficiency of private sector.

Ladies and Gentlemen,

THE GOLFING HONOUR

7. I like the game of golf, not that I play well, but because of the fundamentals of the game. It is a game that does not generally rely on referees; there is no outside scorekeeper and supervisor. It is a game that relies solely on the persons playing and their honour system. The game is anchored wholly on the integrity of the players to keep their scores including penalising themselves when they need to do so. Golf is predicated on a set of rules of engagement which needs to be understood by those players playing it. Why? Because the rules of engagement, policing, supervision, refereeing and scorekeeping are observed by the players themselves, not a third party as in most sports.

8. These principles are very similar when reminiscing how we used to play “congkak”, challenge on marbles and dare on chess games. These games, at the simplest and barest levels, relay the importance of honour, honesty and integrity of the players based on understanding the rules of engagement. Winners are thus winners, losers are therefore losers. The takeaway – – we don’t need a third party to check, arbitrate and to supervise our character. We are our own supervisors, referees and scorekeepers.

IT’S ONLY SERVICE WE ASK

9. I highlight this because “service culture” embraces the same rules of engagement. The rules are simple. Serve with speed, accuracy and integrity. Provide value for money service. Serve as you would like to be served. But so often, service providers, of which public officials make a major component, do not fully recognise the rules of service engagement, thus not rendering the service expected by our customers.

10. We read of inefficient government departments, and of our skills in “giving the run around” to our customers. These levels of service can no longer be excused in a Government that is focused on the people. To this end, the Honourable Prime Minister has called on service sectors, public and private alike, to focus on the principles of innovation, speed, value for money and integrity.

11. On these doctrines of service, we should no longer excuse an auto company delaying delivery by 10 months, simply by offering a mere “sorry” as a get by. Should market excuse financial institutions for pointless bureaucracies simply to deliver a privilege card, which is offered by them by invitation and not by application from us? Must we tolerate contractors not paying their sub-contractors on time when in fact they have been paid on time by the Government? Or can we turn a blind eye, to TELCOS not ensuring basic service as per the terms of engagement? Or even private hospitals charging patients monumental amounts for low levels of patient care?

IT’S THE MINDSET, PEOPLE!

12. Sure, when we broach such subjects, the age old argument defending private sector’s ticket to poor service surfaces – – the customer can choose an alternative. But, I would argue, that these levels of service should not even be tolerated if Malaysia is to progress to high income economy. The vision towards high income transcends beyond a blue print. When all is said and done, it lands in the terminals of our own mindsets.

13. That mindset must span across sectors, industries and genres. It must not, and simply cannot be the burden of one sector, nor is it the sole responsibility of the Government to make this happen. In a democracy and governance-based society, all must take part as they take stake.

14. We cannot liberalise a policy, if the mindset is not liberalised. Nor can we move up the value chain if the mindset doesn’t correspond. Governments, schools, constituents, elected members, all but all can place the best policies, incentives, infrastructure – – it will not serve to benefit Malaysia, if we do not in our own constituents rise to the benchmarks of physical development.

15. Let’s take a day in Mc Donald’s in Malaysia. When we eat in, how many truly pick up their trays and clean them into the bin, and return those trays back to the stack? How often have we seen the customary – – tables strewn with empty trays and packs, and splashed with drinks and ketchup? If we each moved that one notch higher to cleaning after ourselves, we wouldn’t need as many staff in Mc Donald’s. Or, even and more so, at the Mamak cafes, where so many waiters fight head over heels to take our order! Overheads of Mc Donald’s maybe that much lower, the price of our burgers, cheaper. As would be the roti canai and teh tarik!

16. Similarly, on the roads, if we each operated to the rules of engagement, not beating traffic lights, no double parking, or running pedestrian crossings and busting speed limits, would this not mitigate road tragedies? Wouldn’t we need less enforcement officers? In fact would we even need enforcement officers? This argument can be taken to crime eradication and many such social dysfunctions.

EMPOWERMENT AND TRUST

17. And herein lies the stroke. Governments have always been accused of controlling and meddling in private markets and sector. Empowerment of markets must begin with empowerment of our own selves in our own unique roles. In the case of public sector, we must create unique potentials in our officials by encouraging them to think of their actions, decipher the solutions, deliver new ideas, and not to be afraid to make mistakes. From our police force to legal officers to enforcement officials, when we each take full responsibility of our actions, we will begin to take full ownership of our jobs. The mindset of it’s not my territory or “it ain’t my job”, not within my control, it’s someone else’s problem – -will never play out in why they were not able to achieve an outcome. The same must apply to media, private sector and civil society. It must apply to the public at large too. We cannot each keep apportioning blame onto others, because the cake belongs to all of us – – you, me, our children and grandchildren.

18. When from our janitors to our Secretaries General, to our CEOs and Editors function at this level of intellectual empathy, Malaysia can only move to one goal – – the point of excellence. It has been said – – some favourite expressions of small children: “It’s not my fault. . . They made me do it. . . I forgot.” Some favourite expressions of adults: “It’s not my job. . . No one told me. . . It couldn’t be helped.” Similarities rings true, but true freedom begins and ends with personal accountability. It is simple to dodge our responsibilities, evade our actions but what we can never dodge are consequences of our responsibilities and inaction.

19. In my mind, the redistribution of authority and mindset within our sectors and businesses must be done with three outcomes in waiting – – empowerment, transparency and accountability. These attributes drive strength into “MY LAST DAY” moment: the Moment that has one give his/her all, his/her best and nothing less!

EMPOWERING INNOVATION

20. Empowerment should be based on a simple human insight: if we give people more responsibility, they behave more responsibly. When we give people respect and their jobs regard, they will in turn take pride in their own jobs. This can apply to all aspects of service delivery. Making an unappreciated teacher know that his/her daily modules will create the next generation’s leaders will have him/her focus on the quality of delivery. An empowered policeman who knows that Malaysia’s attractiveness for business, tourism and investment, lies in our streets being safe, our cities and towns free of crime. A lawyer recognising the manner of his/her conduct in his cases portrays the strength of judiciary of Malaysia, globally. And a front desk officer who clocks in each day knowing that he/she can make a difference in the lives of each of the customers they face today by simply serving. Empowerment decentralises control. It allows for greater responsibility. It leads to innovation as people will embrace the freedom to try new approaches.

WHERE DOES THE BUCK STOP?

21. Against the backdrop of empowerment and transparency, there is often the proverbial “So where does the buck stop, when things go wrong?” Who is accountable? Accountability must be founded on the mindset that service delivery is blind to race, religion and gender lines. In short, there cannot be classes of service, i.e. the poor treated at varying levels to the rich, or when the less able are treated better they should be grateful.

22. When we each function at this height of empathy, we would truly place Malaysia above all else. All our vectors will sight towards making Malaysia the best it deserves to be for Malaysians. We no longer allow individual agendas and biases cloud our judgements and actions. No longer give room to predisposed views that only public sector must deliver to lofty standards, and private sector doesn’t.

THE CUSTOMER IN US

23. But mostly our predispositions are accustomed. Almost every time we do what we do succumbing to outside expectations and pressures. Imagine a life when we live each day as if it is our last. When a day is our last, we will perform based on our terms, giving it our all, no less our best so that we leave an impression. WHY? Because in these moments, one sets aside all pride and inhibitions that stifles. We dismiss the fear of failure to simply focus on the best that time can deliver. We become the referee, scorekeeper and supervisor of our own impactful delivery. It would be a day governed by empowerment, transparency and accountability.

24. Good governance feeds on empowerment, transparency and accountability. Good governance necessitates that you and I, regardless of our race, colour, creed or gender are treated fairly, impartially and humanely. When in every one of us lives a customer, we will serve as if we are serving ourselves – – which is nothing short of premium service. This, I would argue, anchors the fundamentals of a fair and humane society. It strengthens the democratic process in the long term.

Ladies and Gentlemen

COMPETITIVE MALAYSIA

25. Malaysia has over 10.6 million working population today – – of which almost 8 million are under 45 years old, and 2 million under 25. But of these 10.6 million workforce, we only have 2.8 million i.e. 26% in the professional and managerial capacity. The rest still fall under the brackets of semi to low-skilled workers. Developed countries have between 35 to 50% of their workforce in the professional category. We need to work harder in Malaysia. Our peers in Taiwan, Korea and Singapore have over 30% of their workforce in the professional category.

26. Our workforce is relatively unskilled. 80% of our workforce are educated up to upper secondary (SPM or equivalent) with only 25% of jobs in Malaysia making the professional streams. As private sector, you hold the keys to making a difference; to defacing our current market topography towards high income model. It lies in your own choices of business, service quality and human resource management.

27. Malaysia’s propensity for growth is monumental given our resources and the rise of the young population. Today, both public and private sectors continue to invest in schools, hospitals, businesses, highways and other infrastructure in the development of urban and rural facilities. But our greater focus for the years ahead must veer towards software infrastructure and investment.

28. A new hospital will not bring good patient care; good doctors and medical practitioners will. Investment in computers will not guarantee tech savvies; education does that. Modern highways do not guarantee good drivers; enforcement and driver discipline ensures that. High tech surveillance alone will not assure safe streets and a town free of crime. Stability of family structure, education, community development and strength of enforcement officers supports this. More lawyers do not guarantee law and order, understanding and abiding by the law of order does that. Greater immigration controls will not make the country safer; a balanced growth model for trade and security would enable this.

29. Our own attitude to service delivery and maintenance must ensure that no other sector in the public and private domains can match us. We must all operate beyond our silos across sectors and industries. The public and private sectors, media and civil societies must place their own destinies onto the larger picture of Malaysia locally and globally. Without a sense of “becoming” and having a sensible strength and self transformation to prepare for the future, we risk being swept away by the unprecedented rate of change around us. We cannot keep getting drawn into silo agendas, thus forsaking our own destinies in the global agenda.

30. The vectors of our communications, investment and initiatives must synchronise towards fulfilling Malaysia’s potential. We must enable this through bold changes. To be able to set new standards, break new precincts and roll in a continuum of vogues, we need trend setters. Our actions must shape our future, or the future will shape us.

Ladies and Gentlemen

TOMORROW’S WORLD TODAY

31. A recent Research showed that in 2006, 100% of college graduates in India speak English. In 10 years it is predicted that the number one English speaking country in the world will be, China. Could we have imagined this 40 years ago? Many of today’s college majors didn’t exist 10 years ago. New media, organic agriculture, e-business, nanotechnology are all recent terms. Imagine what will our grandchildren study 5 years from now?

32. To reach a market audience of 50 million it took Radio 38 years, and TV 13 years; but today Computers have done it in 4. Today, there are more than 540,000 words in the English language, about five times as many as during Shakespeare’s time. The Prime Minister added a new Malay word when addressing MAPPA XI on 9 March 2010 – – “budaya kecincaian”. Given the monumental growth of internet, information and computers, we need to prepare students for jobs and technologies that don’t yet exist, to solve problems we don’t even know are problems yet. Simply put – today’s solutions will no longer be the resolution to tomorrow’s problems. We need to think 27th Century TODAY!

33. Therein lies our opportunities and our challenges. We each must challenge the workplace with questions like – – are we providing the resources necessary to prepare for 27th Century society today? Are we training our children with the knowledge of 27th Century today? Are we, collectively, as a society equipped to move to that Century?

Ladies and Gentlemen,

HUMANE SOCIETY

34. The fundamentals of Malaysia are built on all individuals having the opportunity to succeed on the bases of merit, effort and skill. There must be equality and equitability for it predicates a humane and fair society. This is fundamental to an empowered society, an empowered organisation and empowered individuals.

33. The Government subscribes to the economics of ethics and the globalisation of fairness. Everyone can, given the encouragements, make up the ladders of economic benefits. We cannot in our quest of building our own worlds, extricate ethics and good values from our businesses. It is vital to Malaysia’s economic well being. Fundamental to this is the principle that – – no one is left out, no one is better than the other, no one deserves to be sidelined due to exterior merits. This is the founding stones of 1Malaysia. This will always be the legacy of our nation’s greatness.

Ladies and Gentlemen,

INTERTWINED SERVICE DESTINIES

35. The ancient Greeks had a word for the times we live in today. They called it “kairos” – “the one who seizes the helm of fate, forces fortune”. We cannot wait for others to define us; we must seize the opportunities given to us to define our own destinies as Malaysians, the destiny of our sectors and industries. If as public officials, we do not set the standards to its highest echelon, how can we serve towards excellence? If private sector does not define and fulfil brilliance, how can Malaysia excel locally and globally?

36. How we each operate in our cubicles and silos defines the face and fabric of Malaysia. We can no longer walk alone and continue to deny, to yours is yours and to mine shall be mine. The walls must be broken, if there are any still standing in the way of public and private sectors, media, civil society and the public at large working towards building an empowered nation in Malaysia. Our destinies are so intertwined, that the once held myth that we can go it alone, no longer works today.

37. Allow me to end by sharing the famous words from a book written by Ernest Hemingway titled “For Whom the Bell Tolls”. It tells the story of a soldier who traverses life through its many shades. It tells of the story of character, strength and honesty – – – principles that ultimately define our own legacies. It tells of how we cannot isolate our actions from a universal reaction given the intertwined destinies of mankind. It reads as follows:

“No man is an island, entire of itself; every man is a piece of the continent, a part of the main…………..; any man’s death diminishes me, because I am involved in mankind; and therefore never send to know for whom the bell tolls, it tolls for thee.

38. So my friends and colleagues — Ask not for whom that bell tolls, it tolls for thee, Malaysia.

On that note, I thank you.

Wabillah hi tawfik, walhidayah wassalammualaikum warah matullahiwabrakatuh.