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When a New Season Beckons

By Idris Jala

“Malaysians must be able to rise above the distractions to look at our fundamentals and make an informed choice.” 

For those who develop resolutions, we always begin each new year with renewed vigour and optimism. More so, when we begin to look at how Malaysia is growing against the global landscape. As we move to complete the first quarter of 2018, stable growth is still being exhibited by leading economies, given that the global growth forecasts for 2018 and 2019 have been revised upward by 0.2 percentage points to 3.9%. This translates to a positive outlook.

When we compare the Malaysian economy against the rest of the world, we’re moving at a very good pace. Malaysia’s GDP was recorded at 5.9% in 2017. This outpaced regional neighbours such as Singapore, South Korea and Taiwan.

The performance was recognised by the World Bank, which revised its forecast for the country’s economic growth for 2017 twice during the year, raising it from 4.3% in April to 4.9% in June to a higher forecast of 5.2% in October 2017. Fitch has also reaffirmed its A- rating for Malaysia with a stable outlook. The central bank, Bank Negara Malaysia, also continues to earn recognition for its handling of the country’s monetary policy.

In fact, the National Transformation Programme (NTP) has year-on-year catalysed Malaysia to move closer to its True North of becoming a high-income nation. In 2017, the gap between Malaysia’s GNI per capita and the World Bank’s high-income threshold has narrowed to 20% after the country spent more than a decade stuck in the middle-income trap.

We have always maintained that the journey to transform is a marathon, not a sprint. As Malaysia nears the completion of its transformation, the country must remain focused in implementing the initiatives to achieve its True North.

The outlook for this is positive. In 2018 Malaysia is expected to continue solidifying growth from its fiscal policies and economic diversification efforts from the NTP, which included growing private sector investment.

Decisive measures

Prior to the NTP, the economy was too reliant on the oil and gas industry, which is susceptible to price fluctuations. In 2009, oil and gas revenue contributed to 41% of government income.

Through the NTP, the government chose to focus growth on 12 economic priority sectors, enabling the government to reduce its dependency on income from oil and gas revenue, which has declined to around 14% in 2017. This has allowed for balanced and stable economic growth, bolstering the economy’s resilience against external shocks such as the reversal of commodities prices seen in recent years.

This is why, as demonstrated by the economy’s results in  2017, the country has continued to outperform global growth since the launch of the NTP in 2010.

Market observers and investors have shown that they value the strength and stability emanating from economic and business conditions in Malaysia. This is reflected by the country’s 23rd ranking among 190 countries in the World Bank’s Doing Business Report 2017 and continued foreign investor confidence.

Notably, Saudi Arabian oil and gas giant Saudi Aramco committed a US$7 billion investment in the Refinery and Petrochemical Integrated Development (RAPID) project in the Pengerang Integrated Petroleum Complex (PIPC). PIPC is one of the flagship projects under the NTP and has the potential to become one of the largest downstream oil and gas hubs in Asia.

Staying inclusive

When the plans for NTP were laid out eight years ago, we knew that for the transformation to be complete, its outcomes needed to be inclusive and sustainable. To this end, the economic diversification contributed to the creation of 2.68 million additional jobs between 2010 and 2017. This has supported the narrowing of the country’s Gini Coefficient, which measures income disparity, to 0.399 in 2016 from 0.441 in 2009.

The NTP also ensured to address the areas most pressing to Malaysians. This included their safety and security through the reducing crime focus area, where efforts to combat crime have resulted in a stunning 53% reduction in index crime between 2010 and 2017.

The government is also striving to transform the delivery of its services to the public. Thanks to efforts such as the establishment of Urban Transformation Centres (UTC) and Rural Transformation Centres (RTC) to serve as one-stop, integrated premises for the efficient utilisation of public resources, the public is seeing better service from the government. Initiatives to improve the public healthcare system has also enabled shorter waiting times for patients and reduced congestion at government hospitals.

As testament to these initiatives, the World Economic Forum’s Global Competitiveness Report 2017-2018 ranked Malaysia second out of nine ASEAN countries and 15th globally for efficiency in public spending – this also put the country ahead of developed nations such as Finland, Norway, Sweden and Japan.

All these indicators suggest that Malaysia is in a good socioeconomic position and the country is on the right track. Different commentary and opinions will always exist and will get even louder considering the country’s impending 14th General Elections.

Whatever our stance is, people must understand that when politics is exploited, it is nothing but a play on perspectives. Concerns pervade every election season. Malaysians must be able to rise above the distractions to look at our fundamentals and make an informed choice.

This boils down to the question of: how are we doing as an economy? Do our people have jobs? And are we getting closer to our target of becoming a high-income nation? Keep this in mind, while we walk towards the polls this year and carry out our duties as a democratic nation.

Nigeria: ERGP – NEPC Mulls Malaysian Model to Support Exports

As the federal government intensifies effort to diversify the economy, the Nigerian Export Promotion Council (NEPC) has advocated the possibility of adapting the Malaysian model as part of strategic collaboration to promote Nigeria’s export trade.

The Acting Executive Director/CEO of NEPC, Mr. Sidi-Aliyu Abdullahi, disclosed this yesterday while receiving in his office a delegation from Performance Monitoring and Delivery Unit (PEMANDU), a trade promotion organ under the Prime Minister of Malaysia.

Mr. Sidi-Aliyu, while noting that the nation’s food import bill was high, stated that the key objective of the Zero Oil Plan (ZOP) initiative of NEPC was to reduce imports by scaling-up production in key sectors of the non-oil export as well as stimulate value addition, job and wealth creation along export value chains.

In a statement signed by NEPC Head of Communications, Joe Ita and sent to THISDAY, Sidi-Aliyu disclosed that the Economic Recovery and Growth Plan (ERGP) further complements the ZOP initiative as it is now an integral component of the ERGP with particular emphasis on boosting supply of foreign exchange from non-oil sectors by driving growth in five key areas.

These, he said, are concentration on generating US$30billion from 11 strategic products, exploring the competences within the comparative and competitive advantages of States through One State One Product (OSOP) programme, Revenue of Trade Agreements to prioritise Nigerian exports to 22 newly targeted Export destinations, Domestic sourcing of products through launch of first National Export Aggregator and Strengthening of Export Development Fund (EDF) scheme to enhance competiveness of locally produced goods.

The host and leader of the delegation Dr. Effiong Essien, Senior Special Assistant to the President (ERGP Implementation) disclosed that the federal government in collaboration with PEMANDU has established Focused Labs to specifically identify three quick-win sectors, namely: agriculture and transport, manufacturing and processing, power and gas.

Speaking in the same vein, Arlene Teo, of PEMANDU Associates said the approach is a proven tool aimed at allowing organisations and governments to achieve results as well as work closely with the highest level of government and top executives to help deliver their national and business objectives in a sustainable and inclusive manner.

“Our approach in driving and delivering transformation enables both our public and private sector clients to develop clear strategic direction, which is then, translated into detailed implementation programmes with quantifiable outcomes, and progress effectively communicated to their stakeholders,” he added.

He said the main thrust of their visit was to identify areas of cooperation with the council as well as share the Malaysian experience with a view to improving the volume, quality and standards of Nigeria’s exportable products.

PEMANDU’s main role and objective is to oversee the implementation, assess the progress, facilitate as well as support the delivery and drive the progress of the Government Transformation Programme (GTP) and the Economic Transformation Programme (ETP).

By Jonathan Eze
Source: 
AllAfrica.com

Read the original article here

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Why Stakeholder Management is not a Science

By Larvin Rengasamy & Azlin Niza Ismail

“The idea here is to ensure focus to provide stakeholders with an appreciation of our presence.”

Through the course of PEMANDU Associates’ involvement in the implementation of three government transformation programmes – in Malaysia, Tanzania and the Sultanate of Oman, we have found stakeholder management to be an empathetic art as opposed to a science.

Our experience in each programme we have been involved in illustrate two stages of stakeholder management: knowing who our stakeholders are and earning their trust to deliver. This means we stay true to our Big Fast Results methodology and deliver quality under pressure.

Know Your Stakeholders

To begin with, we map our stakeholders to identify who will be leading and directly involved in the transformation agenda. However, it is not as simple as just constructing a who’s who – it also requires an understanding of stakeholder needs as well as their strengths and weaknesses in relation to the transformation at hand. Without constructing our stakeholder map and identifying their priority areas, we would not gain the commitment and engagement required to deliver 3 feet plans to implement transformation!

This exercise also helps us understand our stakeholders and overcome resistance to the introduction of new norms at the start of transformation. The team at PEMANDU Associates will work with our clients to share WHY this is important and HOW we can collectively drive transformation.

The answer may vary from client to client and may also be actioned differently. It can be formed as a simple text message to the group to nurture communication, or a detailed email to determine progress. This is done to assure that the work is being monitored.

In all our projects, we typically conduct an on-boarding session with all stakeholders. This ensures expectations in terms of working norms, routines and discipline of action are managed from the start. Coaching is another useful way to manage stakeholders’ expectations and gain their cooperation.

Communication Is Key

The second component and equally vital in stakeholder management is establishing a method of communication within the work environment. This ensures that each stakeholder, with their diverse backgrounds, knowledge and views, is able to clearly see how information is shared and established for discussion. To do this, it will be necessary to leverage stakeholder relationships and build coalitions that foster the success of the project.

At PEMANDU Associates, we have structured and adopted our Big Fast Results methodology, consisting of our 6 Secrets of Transformational Leadership and 8 Steps of Transformation. A component of this methodology comprises and promotes a clear governance structure for the escalation of issues, weekly problem-solving meetings and reporting as well as a monthly Steering Committee meeting. This is in addition to ongoing information-sharing at the working level on a daily basis.

The inability to manage stakeholders appropriately may be indicated by missed deadlines, the expansion of work beyond the agreed scope, confusion, conflict and stakeholders’ loss of interest in participating in the transformation programme. Often, this is indicative of competing priorities, a lack of focus or a lack of commitment.

In discussing these issues with project managers, we have to ask two questions and establish a rule:

1) What is the communications plan (how is information shared)?
2) What is the project governance structure (how do people assimilate, make decisions and escalate issues)?

It should be ensured that no one is penalised for sharing their opinions or views. Only when this is agreed upon as a norm can the stakeholders “trust us” to be doing the right thing.

“We consider stakeholder management as an empathetic art because polarities are bound to persist between groups of people.”

We consider stakeholder management as an empathetic art because polarities are bound to persist between groups of people. This is where we must begin to understand and refine the lines of when we may or can be amenable and assertive or firm.

Managing multiple stakeholders with different backgrounds and expectations is always a challenge, but one that should be moderated to achieve consequential benefits for all parties involved. The focus should be centred on providing stakeholders an appreciation of our presence and to ensure they perform their roles as expected; delivering our expected output as scheduled and achieving acceptance of the transformation programme.

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The Lost Art of Corporate Storytelling

By Alex Iskandar Liew

“Storytelling is about two things; it’s about character and plot. You want people to think. You want people to be emotionally involved.”

I recently took a brief for a corporate video from a client – and I hadn’t done so for a very, very long time. Mind you, I have made a lot of short films and videos in my time but most of them stem from my personal ideas, creative brief and direction. So, taking a third-party brief and interpreting it was a challenge. It meant I had to deconstruct and simplify an almost 700-word brief to assure focus and ultimately, delivery.

I took the first course of action – to learn about the industry landscape in which this brand resided, review what their competitors are doing, find a plausible position for this brand to establish itself above the noise and clutter. And anchor it against a personal and meaningful narrative.

Video marketing has become a staple and an important component to the success of a business. It is such an essential part of a marketing strategy and helps a business promote their brand, get their important message across, and improve their relations with their stakeholders. More so, in the ever-growing realms of social media, where virality is key.

 MR. PHELPS, TEN SECONDS ‘TIL SELF-DESTRUCT

According to a headlined report, “Humans have shorter attention span than a goldfish, thanks to smartphones”. There is a degree of truth to this and from an industry observation, people are watching video content more from their mobile devices than ever before, rather than from their desktops.

The process of looking for content, people are clicking on video links at a faster rate, and deciding what they think is worth watching. This means you only have around 10-15 seconds to grab their attention. So how do you do it?

 W11FM

A brief doesn’t need to include the kitchen sink. It just needs to highlight what relevance the corporate entity, brand or even individual, hopes to bring to the audience. And who is this audience? That needs to be defined. We can’t be all things to all people. We are talking about a 2-minute video here marketing itself to people who generally have a 10 to 15-second attention span.

When the video commences, the audience will ask “What’s In It For Me?” That must be the immediate address and basis of the creative development. Take off your corporate, or in this case, your production hat, and put yourself in your audiences’ shoes.

Develop content that audiences can connect to emotionally. Analytics and research illustrate that people share videos they emotionally connect to at a much higher rate than those which contain marketing fluff.

Make it engaging. Storytelling begins and ends with an engaging narrative – one that your audience can relate to, and move them some way. It does not have to always be an emotional experience. It can be thought-provoking. If it can enable your viewers to embrace a new perspective or by way of it being something that will motivate them to keep watching, then we are on the right track.

Remember the goal is to make it memorable video and to get people to take in your whole message, especially since you are likely to include a “call to action” at the end of the video.

SHOW ME MORE SAMPLES!

I disagree with the idea of using video samples to demonstrate direction, competency and the ability to develop and create a marketing video befitting a brand. Many creative agencies choose to take the easy way to deliver “an idea” by borrowing “work” that was previously done – either by themselves or others. This is akin to fitting a square peg in a round hole. And what you may end up with is a homogenous video or what they will call “style”.

Just like any motion picture, the ideation of a video begins with the understanding of a need, then a script, or in our definition, an airtight narrative that can deliver the right idea and message for the brand. Only upon agreeing to that narrative (script) can we create the right accompanying visuals (creative) to deliver the right messaging (direction) utilising the right treatment e.g. graphics, animation, tone and manner, accompanying music and edits (execution).

The process to developing an engaging video is in the storytelling. Like any good story, an effective video should have elements of entertainment.

We must unfold a story before your viewers and allow their imagination to take flight.

Just like in a motion picture, something should stand out for the viewer, whether it is colours, animation, emotional appeal, or just a great story line, focus on what works to keep the attention of even the most indecisive.

The approach is to ensure that our narrative and content holds their own before we consider the treatment. The sum of a strong narrative and content brings together a concept, to which we then consider varying forms of execution to bring the story to life. Concept is the glue that holds any creative execution together. Execution can differ. That is the process.

A great Hollywood filmmaker once said at the Academy Awards, “Just tell a great story. The rest will fall into place.” The same is true of a great marketing video.

SIZE DOESN’T MATTER

The average length of a marketing video is anything from a minute but that usually depends on the delivery of the concept. Go too long and fatigue may set in. Too short and you will lose the desired impact. Critical success is to make the video memorable and I can’t emphasise the importance of a good narrative delivered in the right tone and manner.

Sometimes, being abstract in the right dosage allows a greater following than displaying full frontal nudity. If it’s abstract, an individual should anchor it to relate the story to your viewers. Create nuances of your brand along the storyline. If you have a message to tell, tell it well! Tell it with conviction and believability. Tell it with a bit of heart and soul.

Using a storytelling approach does not mean you need to create the next high budget petroleum festive ad, or finding the budget to match. It just means identifying a simple narrative that conveys your message in a way that your target audience will remember, engage with and act on.

So, how do you come up with a storyline? Well, that’s where we can help!


Click here to view the Manulife Malaysia Anthem of Life video, produced by us

Client: Manulife Holdings Berhad (Manulife Malaysia)

Brief: Develop & produce a corporate video to communicate Manulife Malaysia’s corporate proposition & position

Target audience: Potential customers and the company’s agency force

Engagement Manager: Ellina Badri

Concept & Copy: Alex Iskandar Liew

Production timeline: 4 weeks

Date: January 2018