Transformational Leadership: The Experience of Malaysia as presented by Dato’ Sri Idris Jala, Chief Executive Officer, PEMANDU, Malaysia on September 18, 2017 at the Caribbean Leadership and Transformation Forum held at the Hilton Barbados Resort.
Presentation titled, 'Getting Things Done in Government - PEMANDU's 8 Steps BFR Methodology,' delivered by Tengku Azian Shahriman, PEMANDU Associates at the Conference, 'Project Cycle Management Conference - A Cornerstone of Implementation and Delivery,' September 2019 in St. George's Grenada.
Creating a Delivery Unit at Government Level Sajjad Ahmed
This presentation is just an initial teaser presented to Imran Khan (Chairman PTI) to create a Performance Management and Delivery Unit in Khyber Pakhtoonkhwa provice the way it was done in Malaysia. Purpose of this PMDU is to not only to act as a central place to deliver on province level projects as well as create a performance management system for Ministries and Ministers.
Build Your Power playbook: 5-step thought leadership roadmapMaria Dykstra
As part of our FlipFunnel event series, we are pleased to welcome Maria Dykstra, the Founder of TreDigital.
Being a thought leader is the only way for you and your startup to stand out in the noisy marketplace. Creating a website, a logo, a blog begins the process, but your work does not stop there. In this workshop, you will learn how to build your brand and your thought leadership one conversation and one media pitch at a time.
LEARN THE FIVE-STEP ROADMAP TO MARKET THOUGHT LEADERSHIP
STEP 1 - Identify thought leadership topics via social media and PR research
STEP 2 -Use Elite PR lens to fine-tune your research and start planning your pitches
STEP 3 - Create a Content Plan to showcase your thought leadership
STEP 4 - Repurpose your content to maximize its value
STEP 5- Create social media and media pitch plan to drive engagement.
Presentation titled, 'Getting Things Done in Government - PEMANDU's 8 Steps BFR Methodology,' delivered by Tengku Azian Shahriman, PEMANDU Associates at the Conference, 'Project Cycle Management Conference - A Cornerstone of Implementation and Delivery,' September 2019 in St. George's Grenada.
Creating a Delivery Unit at Government Level Sajjad Ahmed
This presentation is just an initial teaser presented to Imran Khan (Chairman PTI) to create a Performance Management and Delivery Unit in Khyber Pakhtoonkhwa provice the way it was done in Malaysia. Purpose of this PMDU is to not only to act as a central place to deliver on province level projects as well as create a performance management system for Ministries and Ministers.
Build Your Power playbook: 5-step thought leadership roadmapMaria Dykstra
As part of our FlipFunnel event series, we are pleased to welcome Maria Dykstra, the Founder of TreDigital.
Being a thought leader is the only way for you and your startup to stand out in the noisy marketplace. Creating a website, a logo, a blog begins the process, but your work does not stop there. In this workshop, you will learn how to build your brand and your thought leadership one conversation and one media pitch at a time.
LEARN THE FIVE-STEP ROADMAP TO MARKET THOUGHT LEADERSHIP
STEP 1 - Identify thought leadership topics via social media and PR research
STEP 2 -Use Elite PR lens to fine-tune your research and start planning your pitches
STEP 3 - Create a Content Plan to showcase your thought leadership
STEP 4 - Repurpose your content to maximize its value
STEP 5- Create social media and media pitch plan to drive engagement.
“… The goal is to “empower” the poor, to provide them with the kind of assistance that will give them the confidence that, on their own, they can break out of poverty."
This presentation was made by Amanella Arevalo, Philippines, at the 12th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 15-16 December 2016
This presentation illustrate the Malaysia Public Service composition with a total of 1.6 million civil service were employed to be part of the machinery. The Malaysian Public Service that serves as the administrative arm of the government has a crucial role to play in facilitating the nation’s journey towards becoming a developed nation by 2020.
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
“… The goal is to “empower” the poor, to provide them with the kind of assistance that will give them the confidence that, on their own, they can break out of poverty."
This presentation was made by Amanella Arevalo, Philippines, at the 12th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 15-16 December 2016
This presentation illustrate the Malaysia Public Service composition with a total of 1.6 million civil service were employed to be part of the machinery. The Malaysian Public Service that serves as the administrative arm of the government has a crucial role to play in facilitating the nation’s journey towards becoming a developed nation by 2020.
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
Microsimulation as a tool to integrated SDG-based development planningMicrosi...UNDP Policy Centre
The IPC-IG’s Research Coordinator, Rafael Osório, participated in the Inter-Regional Workshop Experiences and Lessons Learned from ECOSOC National Voluntary Presentations, held in Kingston, Jamaica, from 2 to 4 December.
Mr. Osório joined the painel “Economy-wide modelling and microsimulation to inform development policy”, which aimed at discussing the experience of the specific application of these methodologies and at identifying issues that can be used in future applications. Mr. Osório delivered a presentation on “Microsimulation as a tool to integrated SDG-based development planning”.
MDGs post 2015 Forum
Populary known as MDGs, the Mellinium Development Goals for kenya to be achieve by 2030, is still in its initail stages and in great hope of achieveing the vision 2030.
Maybe we should shed some light on what the MDGs Forum haboured.
This report offers a comprehensive overview of the situation in Malaysia focusing on the business perspective. Malaysia in Southeast Asia has a robust economy. Its GDP per capita ranked 54th in 2019. In the same year, the Malaysian population increased by 1.3% and reached a total of 32 million. Corruption controls are moderate in Malaysia, whereas its level of regulatory quality ranks high: #56 out of 160 countries
What's included?
Economic conditions (incl. COVID-19 economic impact), public finances, and detailed information on the labor force
Demographics, consumption, and income
Imports, exports, foreign direct investments
Fitch Solutions operational risk indexes
Business culture and local habits
Government structure, overview of stability and threats, and the political environment
Territorial CO2 emissions, energy shares, and PM2.5 exposure
Keynote Address: Accelerating Progress Towards the Achievement of SDGs in the...ESD UNU-IAS
Keynote Address: Accelerating Progress Towards the Achievement of SDGs in the Kingdom of Eswatini
Ms Lungile Dladla
9th African Regional RCE Meeting
5-7 August, 2019, Luyengo, Eswatini
GWP in Action 2009-2013 - A prelude to launching GWP Strategy 2014-2019. By Kenzo Hiroki, Vice Chair, GWP Steering Committee. The presentation was made at the launch event in Tokyo 21 March 2014.
Presentation delivered by CDB's President (Ag.), Mr. Isaac Solomon, President (Ag.) at the 2024 Annual News Conference on February 20, 2024 at CDB's Headquarters in Barbados.
Presentation delivered by CDB's Director of Economics, Mr. Ian Durant at the 2024 Annual News Conference on February 20, 2024 at CDB's Headquarters in Barbados.
Presentation delivered by CDB's Director of Projects, Mrs. Therese Turner-Jones at the 2024 Annual News Conference on February 20, 2024 at CDB's Headquarters in Barbados.
Keynote: From Structural Vulnerability to Resilient Prosperity in Small Islan...Caribbean Development Bank
Keynote address delivered by Dr Emily Wilkinson, Senior Research Fellow and Director, Resilient and Sustainable Islands Initiative, ODI at UK Caribbean Infrastructure Conference in November 2023.
Despite the well-recognised potential for, and steps to promote, energy efficiency progress in deployment has been slow.
Scaling up an integrated utility service model presents an opportunity for the utility to become a player within the emerging energy service paradigm in the region.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
4. Transformational Leadership
The Scope of
expectations
of the People
Unpopular
things
Popular
things • Leadership is about dancing on the
edge
• It is about building trust capital
(doing popular things the people wants)
• It is also doing something outside their
expectation (unpopular things)
• Transformation is broadening the scope
“Transformation Leadership is about disappointing people at the rate they will permit”
– Marty Linsky, Harvard Professor (Transformation Leadership)
5. The Road Most Travelled The Road Less Travelled
In 2010 we were at crossroads. We were stuck in the Middle
Income Trap with increasing debt and fiscal deficit
6. Road most travelled
• 90% of high income countries take
this road
• High income
• Wide income disparity
• But unsustainable fiscal position
i.e. high govt debt and fiscal deficit
Govt Debt
to GDP
Fiscal
deficit (%
to GDP)
Japan
229
%
-6%
Govt Debt
to GDP
Fiscal
deficit (%
to GDP)
Greece
176
%
-
7.2%
Govt Debt
to GDP
Fiscal
deficit (%
to GDP)
United
States
104
%
-
2.5%
Govt Debt
to GDP
Fiscal
deficit (%
to GDP)
United
Kingdom
89%
-
4.4%
Govt Debt
to GDP
Fiscal
deficit (%
to GDP)
Italy
133
%
-
2.6%
Govt Debt
to GDP
Fiscal
deficit (%
to GDP)
Singapore
104
%
-
1.2%
Govt Debt
to GDP
Fiscal
deficit (%
to GDP)
France
96%
-
3.6%
Source: Trading Economics
7. Govt Debt
to GDP
Fiscal
deficit (%
to GDP)
Switzerland
34%
0%
Govt Debt
to GDP
Fiscal
deficit (%
to GDP)
Sweden
43%
0.2%
Govt Debt
to GDP
Fiscal
deficit (%
to GDP)
Denmark
40%
-
2.1%
Govt Debt
to GDP
Fiscal
deficit (%
to GDP)
New
Zealand
24.6
%
0.3%
Source: Trading Economics
Road less travelled
• Only 10% of high income countries
take this road
• High income but sustainable fiscal
position (relatively low Govt debt
and fiscal surplus/balance)
• Inclusive development (narrow
income disparity)
8. 6,760
7,530 7,530
8,230
9,060
10,200
10,850 11,120
10,570
9,850
11,455
11,905 12,195 12,275 12,475 12,615 12,745 12,735 12,475
12,235
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Malaysia - GNI per capita, Atlas method (current US$) High Income Threshold GNI pegged
13%
Source: World Bank Atlas Method, based on figures released in July 2016. 2016 figure is PEMANDU estimate based on
World Bank’s GNI per capita calculation using the Atlas Method using currently available public information
Global
Financial Crisis
15%15%
19%
33%
19%
27%
If pegged at USD1:RM3.22,
gap to threshold:
2010: 33%
2011: 31%
2012: 22%
2013: 17%
2014: 11%
2015: -3%
2016: -5%
GNI per capita (current USD)
Launch of
ETP
We promised to break free from the middle income trap,
now we are on the road to high income
9. We are no longer stuck in the Middle Income Trap with
worsening fiscal deficit
World Bank’s High-
income threshold
Malaysia’s GNI per
capita
20162010
33%
USD
12,276
USD
8,280
USD
9,850
USD
12,235
19%We were
stuck in the
middle
income trap
Source: World Bank Atlas Methodology
11. To date,
2.26 mil jobs
have been created
We promised to create 3.3 million jobs
in 10 years
12. 49.3
37.7 37.4
20.7
19.4
16.5
12.4
8.7
6.1
8.5
6.0 5.7
3.6 3.8
1.7 0.6
1970 1976 1979 1984 1987 1989 1992 1995 1997 1999 2002 2004 2007 2009 2012 2014
Source: Department of statistics
%
Malaysia has successfully brought poverty down to 0.6%
0.6%
Poverty Rate
13. World Bank Report (Economic Monitor 2014)
‘Malaysia has in many ways
become a success story in shared
prosperity. Shared prosperity
means that all households
experience income growth, but
growth is higher for those
households at the bottom of the
distribution, a pattern that leads to
lower inequality. In the past 40
years, Malaysia drew on its natural
resources to nearly eradicate
absolute poverty, from 49 percent
in 1970 to 1 percent in 2014’
14. Key data on poverty eradication
0.401
2,537
0.6
RM
%
Gini coefficient reduced from
0.441 in 2009 surpassing the
2015 target of 0.420
Mean B40 household income,
increased from RM1,440 in 2009
Incidence of poverty in 2014,
from 3.8% in 2009
15. Bottom 40% Household Income Growth
Outpacing Average Household Income Growth
Note: Data for 2014 Household Income Survey are based on interim report and inflation data for 2012 is based on CPI until August
2014
Source: 11th Malaysia Plan
Inflation CPI: 3%
Compounded Annual Growth Rate (CAGR) of Household Income
2009 - 2014
8.8%
10.1%
12.0%
12.8%
Mean Median
B40 Household Income
Average Household Income
16. We implemented inclusive measures for
low income people
7 million
Low income households and individuals
benefited from BR1M (cash transfer)
302,946
Individuals participate in the 1AZAM
programme
2.9 million
Lifted out of poverty due to minimum wage
policy
17. We built a record length of rural roads benefiting 3.5 million
rural folks
Kuala Lumpur
MALAYSIA
Kathmandu
NEPAL
6,042km
rural roads completed
“Most roads built since
independence”
18. 1,681,330 people benefited from having new access to
clean water
350,094
rural houses
given access
to clean water
19. 720,125 rural people now have access to reliable electricity
153,821
rural houses
have been electrified
20. We achieved almost 100% literacy rates in
primary schools
NUMERACY RATE
AVERAGE
99.0%
(YEAR 3 STUDENTS, 2016)
LITERACY RATE
(2016)
AVERAGE
97%
BM PROFICIENCY FOR YEAR 3 98.6%
ENGLISH PROFICIENCY FOR YEAR 3 94.8%
Better literacy and numeracy rates among primary students
21. Note: 2010 banding based on 2009 examinations; 2015 banding based on 2014 examinations
168
1,602
3,615
2,170
916
582
17
495
3191 3275
1813
1140
87 10
Band 1 Band 2 Band 3 Band 4 Band 5 Band 6 Band 7
2010 2015108% Improvement
in Band 1 & 2
84% Reduction
in Band 6 & 7
0.95% schools in Band 6 and
7 in 2015 vs. 6.58% in 2010
36.8% schools in Band 1 and
2 in 2015 vs. 19.44% in 2010
..and 108% improvement in Band 1 & Band 2
schools
22. Source: Ministry of Finance
6.7%
5.6%
4.8% 4.5% 3.9% 3.5% 3.2% 3.1%
2009 2010 2011 2012 2013 2014 2015
2020
TARGET
0%
2016
We have a law that imposes self discipline - a Govt debt ceiling of 55% of GDP
Govt debt 54.5% of GDP (2015) and 52.7% of GDP (2016)
We reduced fiscal deficit from 6.7% (2009) to 3.1%
(2016) of GDP
24. India
• Water
• Crime & Safety
• Governance
• Education
• Energy
• Agriculture
• Healthcare
• Transport
• Public finance
• Healthcare
• Food security
• Oceans
• Water
• Education
• Wholesale &
Retail
• Governance
• Urban
development
• Crime
• Governance
• Low income
• Rural
development
• Cost of living
• Education
• Urban public
transport
• Water
• E&E
• Business services
• Financial services
• OGE
• Palm oil & rubber
• Agriculture
• Creative content &
communication
• Tourism
• Healthcare
• Wholesale & retail
• Human capital
Malaysia
Tanzania
S. Africa
• Tourism
• Logistics
• Manufacturing
• Finance
• Labour
• Fisheries
Oman
Other governments want to adopt Malaysia’s model of
Transformation
• Road and
Transport
Russia
• Youth and
Development
Ethiopia
26. Governments around the
world have beautiful plans
and promises….
Today’s reality….
However, the
main difficulty
we face is the
failure to
deliver….
27. 8 implementation problems
Unclear direction, not focused
Lack of leadership commitment
High level plans not translated into practical 3-feet programme
Public demands and input not adequately heard / obtained
Poor accountability….
Lack of Transparency and Trust Deficit (Public does not trust
the Government)
Rigid Implementation
Silo mentality and work approach
P1
P2
P3
P4
P5
P6
P7
P8
28. The Simple Logic
8 Problems
8 Step Process
(hard-wired) to deal with all the problem
“Cherry Picking the 8 Steps leads to small & slow results” (Not BFR)
29. New way of working:
The 8-Step BFR Methodology
Planning / Thinking (10%)
• Strategies, Key Activities &
Responsibilities
• Organizing
• Communication & Engagement
Implementation / Doing (90%)
• Monitoring
• Recursive Problem Solving
• Assessment / Validation
• Reporting
Planning / Thinking (10%)
Implementation / Doing (90%)
30. Step #1:
Leadership and Strategic Workshop
Facilitated multiple Cabinet retreats to
ascertain the direction needed and to set
the National Key Result Areas (“NKRAs”)
and National Key Economic Areas
(“NKEAs”)
Deals with
• P1: Unclear Direction
• P2: Lack of Leadership
Commitment
31. NTP : GTP + ETP
7 National Key Result Areas (NKRAs)
Focus Competitiveness
12 National Key
Economic Areas (NKEAs)
51 Strategic Reform
Initiatives (SRIs)
Reducing Crime
Anti-Corruption
Rural Development*
Urban Public Transport
Low Income Household
Education
Cost of Living
Oil, Gas & Energy
Palm Oil & Rubber
Financial Services
Agriculture
Communications Content & Infra
Healthcare
Business Services
Tourism
Education
Wholesale & Retail
Electrical & Electronics
Greater KL
Competition, Standards &
Liberalisation
Human Capital
Development
Public Finance
Public Service Delivery
Government’s Role in
Business
Narrowing Disparities
* Renamed from Rural Basic Infrastructure
32. Labs are working sessions attended by key
stakeholders to establish implementation
programmes to detail out what needs to be
done – we call them “3feet programmes”
Step #2:
Facilitate Labs
Deals with
• P3: High Level Plans (30,000
ft) are not translated into
detailed 3ft problem.
• P5: Silo mentality and work
approach
• P7: Poor Accountability
33. *US-Ringgit Conversion Rate at the time of the lab, 1 USD = RM3.2
ETP – Economic Transformation Programme
Under the ETP, we conducted 12 labs with 500
participants over 8 weeks
Private Investments (2011-2020)
131
3.3 mil (2011-2020)
USD 250 bil (2020)
EPPs
GNI
Jobs
406BillionUSD
• Idris Jala – Top 10 Most Influential Policy Makers in the World (Bloomberg Market 2014)
• PEMANDU – Top 20 Most Innovative Government Agencies in the World (Bloomberg Philantropies
and Nesta 2014)
34. *US-Omani Riyal Conversion Rate, 1 OMR = USD 2.6
In Oman, we identified 121 projects that would
bring in USD 42 billion in private investments
121
EPPs
USD 24 bil
(2020)
GDP
119,853
(2017-2020)
Jobs
Private Investments (2017-2020)
42BillionUSD
Tanfeedh
Programme
35. Step #3:
Conduct Open Days
This is to share output from the lab and seek
feedback.
GTP : 8,500 people
ETP : 13,000 people
SRI : 5,000 people
Subsidy : 2,500 people
Deals with
• P6: Public demands and
input are not heard /
obtained
• P8: Lack of Transparency
and Trust Deficit (Public
does not trust the Gov)
36. Step #4:
Develop Roadmaps
Detailed Version
ETP : 601 Pages
GTP : 261 pages
Summarised Version
ETP : 55 Pages
GTP : 37 pages
6 minute video
Deals with
• P2: Lacking leadership
commitment (“pregnancy”)
• P7: Poor Accountability
• P8: Lack of Transparency
and Trust Deficit (Public
does not trust the Gov)
37. Step #5:
Set KPIs and Targets
The roadmaps were then translated into
detailed KPIs and targets for the whole
cabinet
Deals with
• P5: Silo mentality and work
approach
• P7: Poor Accountability
38. The Minister has publicly committed to step down if he
fails to meet his KPI for Sabah
39. 2005 2006 2007 2008 2009 2010
3,996 4,030
1,987 1,867
2,867
687
-76%
SAIDI in Sabah (2005 – 2010)
To achieve this KPI, the ministry TRANSFORMED
immediately – Sabah achieved SAIDI of 687 mins in Dec
2010, surpassing the target set of 700 mins
40. Step #6: Implementation
Tracking of on the ground
implementation
PM / Minister Review
Annual Ministry
Review / Cabinet
Away Day
This is where delivery takes place
An ongoing recursive process
which is tracked, monitored
and problem solved at
weekly, monthly, quarterly, bi-
annual and annual intervals
Deals with
• P2 : Lacking leadership
commitment (“pregnancy”)
• P4 : Rigid Implementation
(“Recursive”)
• P5: Silo mentality and work
approach
• P7: Poor Accountability
• P8: Lack of Transparency
and Trust Deficit (Public
does not trust the Gov)
41. Step #7: Obtain External Validation
External validation on
results achieved
Deals with
• P8: Lack of Transparency
and Trust Deficit (Public
does not trust the Gov)
42. Step #8: Launch Annual Reports
Tell the Rakyat what we have/have not
delivered
Deals with
• P2: Lack of Leadership
Commitment
• P7: Poor Accountability
• P8: Lack of Transparency
and Trust Deficit (Public
does not trust the Gov)
44. Malaysia on track to become a high income economy (33% GNI gap reduced to 19%)
5 year successive record high in private investment (5.5% CAGR to 11% CAGR)
6 year successive record Government Revenue
6 year successive reduction in fiscal deficit (-6.6% to -3.1% of GDP)
Absolute / extreme poverty virtually eliminated
Record rural infrastructure development (6.2 mil lives impacted)
Record crime reduction (>45% from 2010-2015)
Record improvement in literacy / numeracy rates in Primary School (Year 1-3)
Record urban public transport ridership / modal share (13% → 20%)
Made the highest stride in economic diversification (Services sector now 55%)
Key Achievements of the
National Transformation Programme