Free Sample - Malaysian Institute of Management

management
VOL. 50 NO. 3 | 2015
www.mim.org.my
PQ PP/11505 (938)
W. MALAYSIA RM 10.00
E. MALAYSIA RM 12.00 THE FEMALE
BRAIN DRAIN
MORE THAN JUST
GENDER EQUALITY
iKARGO
BRIDGING THE
LOGISTICS SUPPLY
CHAIN GAP
CREATING A BUZZ THROUGH
WORD OF MOUTH
MARKETING
IS THERE A CLEAR PATH TO
SUCCESSFUL
DELEGATION?
INCREASE COMPETITIVENESS WITH
SELF-EMPOWERED
EMPLOYEES
KHADIJAH IBRAHIM
DIVERSIFYING TALENT
DATO’ ZOLKIPLI ABDUL
DATA DRIVEN SUCCESS
28
Queen of
Convenience
40
CONTENTS
10
40 LET’S PLAY
Date Driven Success
10 DATA DRIVEN SUCCESS
Managing with a tight fist is not his
style, but facilitating and ensuring that
data support is at the crux of how he
manages has ensured Dato’ Zolkipli
Abdul success. We find out how two
individuals have inspired him to adopt
the process of data collation.
18 KATHY IN THE KITCHEN
Malaysian songstress, Dato’ Khadijah
Ibrahim has over the years, diversified
her talents by turning restaurateur and
now her own brand of ready-to-cook
spices. She shares her recipe for success
with the Management.
22 BRIDGING THE LOGISTICS
SUPPLY CHAIN GAP
Necessity is the mother of all inventions”
and this aptly describes
iKargo founder
Richard Kok’s versatile logistics business
platform that connects shippers with
transporters at affordable price while
maximising transportation resources.
Let's Play
28 QUEEN OF CONVENIENCE
A personal experience and a love for
building businesses led Jes Min Lua to
start a website that saves consumers the
hassle of finding quality services.
32 WORD OF MOUTH
MARKETING – FAB FACTS
OR FAD?
Word of mouth as such is not new, but
word of mouth marketing (WOMM)
is a fairly new concept. Studies show
72 per cent of customers claim that
“reviews from family members or friends
exert a ‘great deal’ or ‘fair amount’ of
influence” on their decision to use a
particular product.
36 THE KICKA-LOSOPHERS
Kickatomic Creatives’ duo prove their
friendship could withstand the test of a
business relationship and have taken
their business to a different level with
their own brand of philosophy.
He’s switched on like Friday Night
Lights, he thinks on his feet and he is
the ultimate Gen Y. Meet Mark Britt, the
CEO of iflix, your new play pal.
44 THE BUILDER OF BRIDGES
They said he would not complete the
task on time – but he did. They said he
would not stay within the budget – yet
he did. They said the bridge would
not stand – and it stands, proudly.
Meet Dato’ Ir Dr Ismail Mohamed Taib,
Managing Director of Jambatan Kedua
Sdn Bhd (JKSB).
48 THE FEMALE BRAIN DRAIN
Exceptional women have always been
a force to reckon with. But as their
numbers grow, the upper management
levels are not ready to embrace them.
52 THE SELF EMPOWERED
EMPLOYEE
It is all about effectiveness – coaching
your staff to become self-empowered
employees, which is simply about one
taking charge and doing whatever it
takes to get things done.
56 A GERMAN AFFAIR
A visit that encompassed a better
understanding of the German way of
management and how their economies
have stood to gain
60 STAYING RELEVANT
The country’s premier management
institution gets a new look. We speak
to the people at the helm who were
instrumental in creating its new image.
66 THE TAR LECTURE SERIES
The Tunku Abdul Rahman (TAR) Lecture
Series in honour of the first Prime
Minister’s immense contribution to the
country features distinguished leaders
and eminent speakers from the field of
management, to discourse on critical
issues affecting the nation in its progress
towards becoming a developed nation.
EXECUTIVE DIGEST
78 ELIMINATING WORRY,
FEAR, ANXIETY, PRESSURE
AND STRESS
There are five words that immediately
get everyone’s attention in virtually every
audience I address: Worry, fear, anxiety,
pressure and stress. They are a common
experience, and yet most people do not
admit to facing them.
81 PEOPLE ARE OUR
GREATEST LIABILITY
People are measured, assessed and
retained based on their contribution
to the economic wellbeing of the
organisation. The seeds of this error
were planted a few hundred years
ago. Now, everyone is assessed using
a similar measure: How much do you
contribute to productivity?
84 RECOGNISING
OPPORTUNITIES AND
POSITIONING TO NEGOTIATE
One thing this distinction helps us to
recognize is that negotiators can get
in their own way as they prepare to
negotiate for themselves – in a number
of ways. There is also a number
of steps you can take to overcome
these tendencies.
87 TRANSFORMATIONAL
LEADERSHIP
In a world where the rules are constantly
changing, millions of people
in every
sector of the economy are wrestling with
the new demands of leadership. The
journey to transformation, moving from
where we are to where we want to be
in the tenuous future that lies
90 DRAWING STRATEGY
It promotes new thinking that builds on
the shoulders of giants.
93 IS THERE A CLEAR PATH TO
SUCCESSFUL DELEGATION?
Most managers find that successful
delegation is, at worst, impossible and,
at best, frustrating. Successful delegation
takes discipline and, when facilitated
correctly, will save you lots of time.
BEST FOR SUCCESS
70 INSPIRATION
Sharifah Ahmed Bazari, Director at the
Managing Director’s Office in Khazanah
Nasional Berhad shares her mantras
for managing an effective workspace
with zen.
72 BEST FOR SUCCESS IDEAS
Find out how to be productive at the
workplace with some efficient tips –
and tricks!
74 MOTORING
Second to none: The all-new Mazda
2 is set to shake-up the compact car
market in more ways than one.
76TRAVEL
Prague’s mystique was such that it was
spared bombardment by Adolf Hitler’s
personal command during World War
II. It was his idea that the entire city
would become something of a historical
artifact, a monument to the Jewish past.
REGULARS
6 CEO’S FOREWORD
8 EDITOR’S NOTE
96 CHAIRMAN’S VIEW
70
Inspiration
66
10 Things Successful
Entrepreneurs Do Differently
MALAYSIAN INSTITUTE OF MANAGEMENT
CEO’s
Foreword
“The test of servant leadership is whether
those served (led) grow as people, become
wiser and more autonomous during the
process.”- Robert K. Greenleaf
In 2006, during my visit to Toronto,
I took a tour bus to the Niagara Falls. The
bus ride was one to remember. What made
this bus ride so different from any other? The
bus driver. He was empathetic; looking out
for us, often ensuring we were comfortable
and offering snacks in case we were hungry.
He was also charismatic and engaging;
offering tips on where to visit and amusing
us with jokes and local tales. The entire bus
ride was nothing short of sheer enjoyment.
I never once doubted my safety but trusted
the driver wholeheartedly to bring me to
my destination.
The analogy of the bus ride encapsulates
a great lesson about leadership – the heart
of a servant leader. Just as the driver is
committed to serve all those on his bus, a
true servant leader will serve his people by
working on their behalf to help them achieve
their goals, and by doing so, his own goals
are achieved.
Organisations today face daunting
challenges to lead in these volatile times.
Employees are always on the lookout for
a good mix of leader and servant in their
organisation’s leadership. A great leader
can make or break his employees’ morale
and the organisation’s performance. An
authoritative leader, who demands respect
and flexes his autocratic muscles, instils
fear and contempt. A democratic leader
who often asks, “What do you think?” may
come across as indecisive and risk losing
the respect of his employees. An affiliative
leader who focuses too much on creating
emotional bonding and belonging within the
organisation may seem to be putting ‘People
first’ rather than getting the job done
Enter the servant leader. Here is a leader
who is highly adaptable to the needs of the
business and the industry, but at the same
time, sensitive and attuned to his employee’s
emotions and needs. He values the diversity
in his people and acts with humility. His
employees follow him willingly, trusting him
with their career plans. The servant leader is
able to encourage and inspire his employees
whilst at the same time, remain steadfastly
focused on managing the organisation
efficiently and meeting the bottom line.
To be an effective servant leader, one
must be inspired by a greater purpose and
by extraordinary projects. Through my years
in working with voluntary organisations
NGO, the greatest satisfaction comes from
seeing people grow. A servant leader must
be motivated by a deep unwavering passion
to make a difference in the life of others.
He should possess an unquenchable thirst
for thought breaking and mind-transcending
initiatives to push the boundaries of effective
engagement.
Servant leadership is not about being a
push-over leader. Meekness and humility is
not a sign of weakness but a rare strength
in one’s character. Servant leaders are
driven by a set of principles, values and
beliefs that they are in the role to benefit
and support people that they are charged
to lead. Think Mother Teresa (Nobel Peace
Prize Winner), Albert Schweitzer (19th
century German Physician), Abraham Lincoln
(American President) and Dr Martin Luther
King (American Social Activist) – individuals
who epitomise servant leadership. If you
are a leader today, think about the kind of
leadership legacy you would like to leave
behind in your organisation.
As for the employees, entering into an
organisation is like getting on a tour bus.
Just as the ‘driver’ is the leader in the bus,
the kind of leadership you experience in an
organisation will determine the time you’ll
have on the bus. What kind of bus would
you like to board?
Sivanganam Rajaretnan
Chief Executive Officer
Malaysian Institute of Management
management
6
HONORARY FELLOWS
Royal Professor Ungku Abdul Aziz Ungku Abdul Hamid YABhg. Tun Dr. Mahathir Mohamad DYMM Almarhum Sultan Azlan Muhibbuddin Shah Al-Maghfur-Lah The Late YABhg. Tun Abdul Ghafar Baba YBhg. Dato’ Seri Anwar Ibrahim YABhg. Tun Abdullah Ahmad Badawi YAB. Dato’ Sri Mohd Najib Tun Abdul Razak
COURT EMERITUS FELLOWS
President
YABhg. Tun Haji Mohammed Hanif Omar
Vice President
YBhg. Datuk Dr. Paddy Bowie
Members
YM Tunku Tan Sri Dato’ Seri Ahmad Tunku Yahaya YBhg. Tan Sri Dato’ Azman Hashim Ir. George Lee Yau Lung Dr. Tarcisius Chin Nyet Leong Mr. Robert Kuok Hock Nien YAB Pehin Sri (Dr) Haji Abdul Taib Mahmud Prof. Liew Shou Kong YBM Tan Sri Tengku Razaleigh Tengku M Hamzah The Honourable Chief Justice (Rtd.) Yong Pung How YBhg. Prof. Tan Sri Dato’ Dr. Mohd Rashdan Haji Baba YBhg. Tan Sri Kamarul Ariffin Mohamed Yassin YBhg. Tan Sri Osman S. Cassim YBhg. Tan Sri Dato’ Sri (Dr) Sallehuddin Mohamed YBhg. Tan Sri Wan Azmi Wan Hamzah YBhg. Tan Sri Kishu Tirathrai YBhg. Tan Sri Dato’ (Dr) Abdul Aziz Abdul Rahman YBhg. Tan Sri Dato’ (Dr) R V Navaratnam Mr. Niels John Madsen R, RI YBhg. Datuk Haji Mohd Saufi Haji Abdullah YABhg. Tun Dr. Ahmad Sarji Abdul Hamid YABhg. Tun Musa Hitam YBhg. Tan Sri Dato’ Sri Dr. Teh Hong Piow YBhg. Tan Sri Dato’ Dr. Lin See Yan YBhg. Gen (Rtd.) Tan Sri Dato’ Seri Mohd Zahidi Haji Zainuddin YAM Tunku Tan Sri Imran Almarhum Tuanku Ja’afar YBhg. Tan Sri Dato’ Dr. Mohamed Munir Abdul Majid YBhg. Dato’ Ng Tieh Chuan YBhg. Tan Sri Dato’ Sri Mohd Hassan Marican YBhg. Tan Sri Dato’ Sri Tay Ah Lek YBhg. Datuk Seri Haji Mohamed Iqbal Rawther YBhg. Tan Sri Datuk Yong Poh Kon YBhg. Prof. Dato’ Wira Dr. Haji Khairil Annas Jusoh YBhg. Tan Sri Dr. Ali Hamsa YBhg. Tan Sri Dato’ Seri Siti Norma Yaakob GENERAL COUNCIL 2015/2016
Chairman
YBhg Datuk Seri Haji Mohamed Iqbal Rawther
Vice Chairman
YBhg Dato’ Ng Tieh Chuan
Court of Emeritus Fellows
YBhg Tan Sri Dato' (Dr) RV Navaratnam
Mr. Niels John Madsen R, RI
Fellows
Mr. Ong Weng Leong
Associate Fellows
Mr. Mohd Roslan Ahmad
Ordinary Members
Ms. Rita Krishnan
Mr. Christopher Chew
Mr. Geoffrey Philip Andrew
Mr. Ramlan Osman
Group Members
YBhg. Dato’ Dr. Basant Singh Sidhu
Mr. Joseph Rocky Gomez
Ms. Rahima Beevi Binti Mohamed Ibrahim
Associate Members
Mr. Darul Bin Abdullah
DATA SHOULD BE
PROCESSED AND USED
RESPONSIBLY AND
HONESTLY.
Chairman, Advanced Air Traffic Systems (M) Sdn Bhd
management
10
►FROM THE CORNER OFFICE◄
DATA DRIVEN
SUCCESS
Managing with a tight fist is not his style, but facilitating and
ensuring that data support is at the crux of how he manages
has
ensured Dato’ Zolkipli Abdul success. We find out how two
individuals have inspired him to adopt the process of data collation.
By SHARMINI M RETHINASAMY
Photography by CHI SIONG/31 SQUARE
Make-up by MECIA LOH
D
ato’ Zolkipli Abdul comes across
as a stately gentleman who is
articulate and forthcoming. It is
no wonder that flippant remarks or statements
made under his radar are flatly dismissed
unless they are backed up by data and
careful study.
“I thrive on the facts,” states this Malacca
born. “I need data to back any report without
which, I refuse to accept it. My staff find this
trait difficult to adhere to but can’t get matters
past me without it!”
It was a trait that he picked up from his
role model, former Malaysian Prime Minister
Tun Abdul Razak.
“When I joined the civil service in 1965,
he was the Deputy Prime Minister,” recalls
Dato’ Zolkipli. “He addressed some 20
graduates joining the civil service. He told
us to be nice and kind to people, especially
the kampung folks. He also maintained the
importance of always understanding and
studying a situation thoroughly and having
appropriate information to back up your
findings before taking any action.”
“Data should be processed and used
responsibly and honestly,” he adds. “That’s
what Tun Abdul Razak was all about. He
always said, “Check out your source!”
It is this very trait that he has followed and
maintained throughout the span of his career and
thus it is no wonder that he has made formidable
inroads in industries that thrive on data.
FILIAL IMPORTANCE
A hands-on person, Dato’ Zolkipli regards his
management trait as being one that is open
and transparent. Having had some 5000
staff during his tenure as Director General
of Civil Aviation, today he has 200 whom,
he stresses, he does not manage but merely
facilitates.
His trait for facilitating seems to stem from
his late father’s influence. An English educated
manager, he allowed a young Zolkipli to do
what he wanted but always was at hand to
give his advice on what was right or wrong.
“Even my decision to join the Malay
College,” he recalls. “My father said that
just because I decided to go to the Malay
College, it didn’t mean I would become
intelligent. I was determined to go anyway
and try to get a scholarship. A year later,
he conceded his initial decision and said I
management
11
KATHY IN
THE KITCHEN
Malaysian songstress,
Dato’ Khadijah Ibrahim has
over the years, diversified
her talents by turning
restaurateur and now
creating her own brand
of ready-to-cook spices.
She shares her recipe for
success with Management.
By SAKINAH ALJUNID
Photography by LEON
management
18
►ENTREPRENEURSHIP◄
"C
ooking is like singing,”
says restaurateur and
entertainer, Dato’ Khadijah
Ibrahim. “You must practice. Otherwise, the
result will not meet the mark.” She says it with
such conviction that you don’t want to be
looking anywhere else but at her. “Because
of this, I am focused whenever I am cooking
with my staff. I don’t say much. But when
someone makes a mistake relating to a
recipe, I become a tiger!”
Now, you know she means business.
RUNNING RESTAURANTS
Khadijah’s business is called Khadijah’s
Kitchen. Her first outlet in Malaysia is in
Petaling Jaya (PJ) where it tends to get very
crowded during mealtimes. Reserving tables
may not be a Malaysian habit, but those who
don’t may end up getting disappointed. As
for the food, “It must meet my standards. If
not, it doesn’t deserve to be called food from
Kathy’s Kitchen,” she says. At 55, Khadijah
is looking very good. She exudes elegance,
class, strength and much wisdom. “I must
deliver what I claim. And essentially, that is
what I am selling – my name, my brand.”
Running a restaurant is not new to
Khadijah. As a singer who was at her peak in
the early 80s, she decided to take her musical
career further. And that she did literally by
entering a song competition in New Zealand.
She loved the place and people so much that
she stayed on and started Khadijah’s Kitchen
– a business that lasted 15 years in New
Zealand, and a brand name that remains
relevant in Khadijah’s life till this day.
“When I came home to Malaysia, I never
really thought about setting up a restaurant
immediately, although the restaurant business
has become second nature to me. I just
IF YOU WANT TO KNOW
SOMETHING, THEN YOU HAVE
TO SPEAK OUT.
happened to be passing by a row of shops
in PJ when I saw an empty lot and thought to
myself, ‘Hmm, that looks like a nice spot to
start a restaurant.’ So I did,” recalls Khadijah
who balks at over-analysing and over-thinking.
“When you have an idea, just do it. The more
you think about it, the more you find reasons
not to start.”
FUTURE PLANS AND EXPANSION
With regards to the old adage of setting up
business, “location, location, location,” she
says, “Yes, location IS important but I know
of restaurants that are located in remote areas
and yet, they can attract many customers.
That shows that if the food is good, people
will flock to your eatery no matter where
you are. Malaysians love to eat. They don’t
mind travelling as long as their palates can
be satisfied.”
Today, there are two other branches of
Khadijah’s Kitchen; in Setapak and Shah
Alam. A fourth is scheduled to open next year
– in New York. “After I sold off my restaurant
in New Zealand all those years ago, I went
to New York for a singing stint that lasted
eight years. Naturally, I wanted to open a
restaurant while I was there but there was so
much bureaucracy. So it didn’t happen then,
but hopefully, it will happen next year!”
Another way of expanding her business
further and wider would be to franchise
Khadijah’s Kitchen. “You see that lady over
there? She will be opening her Khadijah’s
Kitchen soon in Cyberjaya. I love being a
franchisor and helping people start their
business; utilising the brand and all it has to
offer,” says Khadijah, her voice filled with
pride. Who would not be proud to reap the
fruit of their labour? Success is sweet indeed.
Also part of her business is a range of
ready-to-use spice mixes, based on Khadijah’s
mother’s concoctions. The spice packages
are neatly displayed on a shelf at her newly
opened restaurant in Shah Alam. Different
coloured packages store different mixtures of
spices, from assam pedas to rendang tok to
kari kapitan and many more. “You can find
management
19
►ENTREPRENEURSHIP◄
BRIDGING THE
LOGISTICS SUPPLY
CHAIN GAP
Necessity is the mother of all inventions and this aptly describes
iKargo founder Richard Kok’s versatile logistics business platform
that connects shippers with transporters at affordable prices while
maximising transportation resources. Management had a chat
with Richard to find out how he discovered his logistics niche and
convinced his investors to fund his brainchild.
By MUNIS KRISHNA
Photography by LEON
A SOLID FOUNDATION
OF EXPERIENCE
THE IDEA WHOSE TIME
HAS COME
Starting his career as a banker at the Standard
Chartered Bank’s corporate Banking Division
gave Richard the solid grounding of managing
a multinational corporation that encompassed
systems, protocols and credit risk management
as well as exposure in areas of corporate
loans, trade finance and treasury. Further, his
tenure as Group Financial Controller in BSA
International Bhd unfolded into an opportunity
to manage not only the Group’s finances, but
also international markets such as the USA,
Germany and the United Kingdom. It was
in Tiong Nam Logistics while as the Chief
Operating Officer that Richard acquired the
in depth workings of the logistics industry. His
hands on experience in the various industries
and domain knowledge of the logistics
industry laid a strong foundation for him to
build on when he ventured into his online
logistics platform.
Richard’s forward thinking leadership skills and
years of experience in finance and logistics,
coupled with a keen business acumen made
him see the vast potential in the logistics
business. He observed, “While I was working
in Tiong Nam Logistics, I realised there were
a lot of empty trucks on the road while the
smaller truck companies had difficulties in
getting delivery jobs. On the other hand,
shippers found it a tedious process to get
logistics services. I saw the need for a platform
to connect both the shippers and transporters
that maximises transporters’ resources with
reasonably reduced rates for shippers”. With
the seed of creating a common platform for
logistics service firmly rooted in his mind,
Richard set to work on turning his vision
into reality.
Although Richard did not have much
information initially on the available
management
23
►ENTREPRENEURSHIP◄
QUEEN OF
CONVENIENCE
A personal experience
and a love for building
businesses led Jes Min
Lua to start a website
that saves consumers
the hassle of finding
quality services.
By SAKINAH ALJUNID
"I
t started with my wedding reception,
which of course, would be one of
the most meaningful occasions in
my life. And guess what?” recalls Jes Min
Lua, General Manager of online service
professional, RecomN.com (pronounced
Recommend.com). “The videographer lost
the footage of my wedding. Apparently,
someone had stolen his laptop.”
To say that she was devastated is an
understatement. “My husband and I went
all over Cheras because that was where
the laptop was stolen. We went around
and around, putting up signboards that said
‘RM10k reward for missing laptop’ but we
found nothing.”
For Jes, that was a tough lesson to learn
about sourcing for reliable services. “In any
sales pitch, anyone can say anything about
being able to do wonders for the customer. In
reality, the work quality remains to be seen,”
says Jes. “The only way to tell if a service
professional can do what he claims, is to look
at his past work record; check reviews and
testimonials by people who have engaged
management
28
►ADVERTISING & PROMOTIONS◄
WORD OF MOUTH MARKETING
– FAB FACTS OR FAD?
By FANNY BUCHELI-ROTTER
I
buy a product. I like my purchase. I brag
about it at a dinner party. My friends buy
it too. The End. Word-of-mouth (WOM)
is the oldest form of advertising there is. So
why has it suddenly advanced to ‘new kid on
the block’-status in the novelty crazed world
of marketing?
We know what brand of shoes Roger
Federer prefers, we know what coffee
George Clooney drinks and what cigarette
logo proudly shows on Michael Schumacher’s
racing suit …, but wait, surely Schumacher
doesn’t smoke, does he? Obviously,
celebrity endorsements aren’t trustworthy,
no more than TV commercials and print ad
campaigns. Companies have had to find
new engagement techniques to endear their
management
32
brands to the end consumer as a paradigm
shift towards consumer empowerment has
been taking place in recent years. According
to a Word Of Mouth Marketing Association
(WOMMA) survey, 72 per cent of customers
claim that “reviews from family members or
friends exert a ‘great deal’ or ‘fair amount’ of
influence” on their decision to use a particular
product. And, according to a study done by
Lithium, 92 per cent of customers worldwide
trust recommendations from friends and family
more than any form of advertising.
THE BUZZ FACTOR
Word of mouth as such is not new, but word
of mouth marketing (WOMM) is a fairly
new concept. A comment seen on a hotel
reception desk years ago reading “If you
liked our service, tell your friends, if you
didn’t, tell us” was but an early attempt at
harnessing the power of a good reputation.
While this simple statement tries to encourage
positive customer recommendations, far more
sophisticated methods are at work now.
Mahesh Neelakantan, COO of Advocacy
Asia, one of the more prominent word-ofmouth and advocacy agencies in the region,
says that the aim is to market a product with
people, not at people. WOM campaigns are
designed to create a buzz among consumers,
but “While we design a campaign, we never
design content. That has to be authentic,”
says Mahesh, “always.” According to him,
every brand and every product has something
unique and interesting about it, even the ones
that, at first glance, seem completely devoid
of emotional value, like most fast moving
consumer goods (FMCG)-products.
EXPERIENTIAL WORD OF MOUTH
Let’s take an air freshener as an example and
look at possible aspects useful to a WOM
campaign. Everybody typically sprays it into
the air in order to disperse bad odour. But,
have you ever thought of spraying the inside
of your smelly gym shoes? Have you ever
used it to refresh your cat’s litter box, or your
golf bag? How about treating the filter pads
of your air conditioner, or the floor mats in
your car with air freshener? Next time you
play a round of golf, you will most likely tell
WOMM IS LIKE THE DARK MATTER IN
THE UNIVERSE. IT MAKES UP 90 PER
CENT, BUT WE HAVEN’T HAD THE
TOOLS AND TECHNOLOGY TO SEE
THE IMPACT OF IT. - ROB KEY
your friends why your bag smells so much
better than theirs. During drinks after 18
holes, you and your friends will post pictures
of your flight on social media with a mention
of the ‘bag that smells like a summer breeze’,
because this little piece of trivia turned into
the running joke of the day. Now it’s on
social media and WOM takes its course
both on-line as well as offline. Nobody told
you what to say, the content of your message
is completely authentic. But the fact that you
discovered a new use for a totally uninspiring
product and talked about it, happened by
design as part of a WOMM campaign.
CONSEQUENTIAL
WORD OF MOUTH
WOMM is based on three main pillars, the
“3 E’s”. Engage, Equip and Empower. “We
don’t create credibility of a brand per se, but
we uncover latent credibility and use it,” says
Mahesh. His Advocacy Agency has created
The Advocacy Platform (TAP), a digital
platform on which his clients’ end consumers
converge. The fact that these people
volunteer to be on this platform tells him that
they are happy enough with a product to talk
about it and make positive comments. They
are engaged. Engagement doesn’t always
happen organically, it can also be driven. If
a WOM marketer were to talk to a shopper
in a supermarket, after he just picked the
before mentioned air freshener off the shelf,
the conversation might go something like this:
“Hey, you just chose this air freshener, why did
you pick this one? Have you used it before?
What is it that you like about this brand in
particular?” As an end consumer, the shopper
is now emotionally engaged, because he
didn’t get a lecture. Instead, someone was
interested in his opinion. Reverse psychology
at work. “Oh, I see you are also buying a
bag of cat litter,” the marketer would go on.
“Have you ever tried to spray this air freshener
on the sand in the litter box? It would make
it last much longer. Do you think your cat
management
33
THE KICKA-LOSOPHERS
Kickatomic Creatives’ duo prove their friendship can withstand
the test of a business relationship and have taken their business to
a different level with their own brand of philosophy.
By ROSDAYANA ROSTI
Photography by LEON
management
36
►ENTREPRENEURSHIP◄
"F
or good times, and bad times,
I’ll be at your side forever more,
that’s what friends are for” goes
the lyrics to the famous song That’s What
Friends Are For, sung first by British rock
singer-songwriter Rod Stewart, and made
popular later by Dionne Warwick in 1985.
Similar to this particular line of the song, their
long-term friendship was what brought Tsu
Ann and Jaemy Choong, both 30 years of
age, together to found a business, taking their
friendship to the next level from being ‘just’
close friends, to becoming business partners
of Kickatomic Creatives.
THE MEET
They first met in college, where they were
both studying advertising at the One
Academy. Their friendship sparked in class
when ‘Queen-Bee’ Tsu Ann, (as described
by Jaemy), was leading and dominating
a class project. “Being the obedient ‘nerd’
as I was, I just followed her lead,” says
Jaemy, laughing at himself. Since then, their
friendship organically led them from being
college buddies to eventually becoming work
colleagues, where they worked together in
the same team at a TV station working for a
channel targeting young viewers.
TICK-TOCK, TICK-TOCK
Working at a television station was a totally
new experience for the both of them as they
studied graphic design as a major in college,
and had never learnt the required skills and
tools specifically needed for producing
television shows – what more running content
for the station. “Our gaps and shortcomings,
however, did not stop the both of us from
taking on these new challenges and learning
KICKATOMIC REPRESENTS THEIR
PRODUCT OFFERING, FOR THEY
WANTED TO DELIVER EXPLOSIVE IDEAS
TO THEIR CLIENTS.
new skills such as video editing, for example,”
quoted Tsu Ann. Working not only long but
odd hours was the norm in the broadcast
media, and it required them to be involved
from the casting and pre-production stage until
the very end of post-production, when it was
a wrap.
The long hours, working round the clock
including weekends and public holidays,
soon drained them out. Then one day, their
built-up fatigue and frustration, overpowered
their passion, which was what had sustained
them in the first place. This is the norm when
working for other people, where you don’t
have the power or luxury of deciding your
breaks and off-days. Usually, the question
would be whether you are even allowed to
go on a break in the first place!
THE IDEA
Every once in a while, the company
they worked for would organise walks or
marathons for their employees to participate
in, encouraging and promoting a healthy
lifestyle. A walk in 2011 gave Jaemy the
motivation to start a business together. They
had always dreamed about doing so but
it was more of a ‘fantasy’ that they shared
between themselves, a temporary escapism
from their occasional work stress. Being the
deep-thinker that he usually is, nerdy Jaemy felt
that it was time to act on this dream of theirs.
He finally found the courage to take it a step
further and propose his long-thought ideas to
Tsu Ann. She agreed to Jaemy’s proposal of
building their dreams together and shaping it
into reality. They finally quit their day jobs and
registered a company together a few months
after that.
THE GAME OF SOUNDS
Giving birth to a new-born company was
an exciting experience for both Tsu Ann and
Jaemy. Finding the right name for the new-born
was also a joyful process. As their passions
have always been television and the creative
industry, they decided to open a graphics and
design company, which focuses on video/
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37
►LEADERSHIP◄
LET’S PLAY
He’s switched on like Friday Night Lights, he thinks
on his feet and he is the ultimate Gen Y. By FANNY BUCHELI-ROTTER
S
hould you go and pay him a visit
at iflix, Mark Britt will welcome
you to a meeting room without a
table but with a radiant smile and a heartfelt
handshake instead.
management
40
MAD MEN
Born and bred in Australia, and he has the
accent to prove it, this Millennial CEO left
his homeland at an early age. In a bid to
follow his mother’s advice, he studied and
IN TODAY’S GEN Y DRIVEN
WORKPLACE, LEADERSHIP IS NOT
ABOUT LAW AND ORDER, IT IS NOT
ABOUT HOW GOOD THE LEADER IS.
IT’S ABOUT HOW GOOD HE CAN
MAKE THE PEOPLE AROUND HIM.
later practiced corporate finance law. He
worked in the world of highflying finances
in London for three years until he came to
realise that suits were not his cup of tea. The
people he worked with would never be his
friends. At the zenith of the high tech boom,
he remembers being at a 2am meeting with
entrepreneurs who were making hundreds of
millions of dollars. “We were in the middle of
a big capital raising, and they were not there
for the money. They had these stars in their
eyes because they honestly thought they were
going to change the world.” While he lived
in a universe of hourly rates, he felt more in
tune with these mad men, who juggle change
and evolution like an amazing race. “An
environment,” he says, “where every change
gives more power back to the customer.” He
left the world of big corporations to dive into
the exciting new realm of start-ups and never
looked back.
BIG LOVE
Let’s get lost in the world of start-ups with
Mark then, shall we? Many years ago, Mark
created a website for a client as his very
first professional deed in the sphere of web
related communication. The epitome of ‘the
Gen Y guy’ that he is, he realised that the
competition had no supernatural abilities. He
had stumbled into a field where a twenty-twoyear-old was as experienced as anybody else
in the industry. But professional achievements
didn’t come over night, or without any outside
help, for that matter. Over the years, Mark has
had the good fortune to hear crucial feedback
from many great mentors. He readily admits
that, while tough feedback can hit you like an
arrow in the chest, he has been able to learn,
adapt and grow from these comments. The
ability to embrace change as an opportunity
has played a major role in his professional
success. Mark’s recipe for success does not rely
on traditional leadership strategies, however.
On the contrary. Mark remembers really good
advice from one of his favourite mentors who
once told him that,“ you can either be the
smart guy in the corner of the room, or you
can be the dumb guy in the middle of the
room making all of the decisions.” He says
that he changed from the perky young finance
lawyer from once upon a time in London, into
a much more humble person. He realises that
the more his professional career progresses,
the less he knows, the less confident he is.
But that’s okay, because with less confidence
he becomes a better leader to his people.
The better he can lead from the corner of the
room, the more his work turns into fun. “What
better way to spend your day than to get paid
to do something you absolutely love.“
BIG BROTHER
Like many good adventures, his present exploit,
iflix, did not start with a big bang. Rather,
Mark and a friend walked into Mid Valley one
morning, both sporting black T-shirts with red
logos on their chests. Two friends following
the voice in their hearts, telling them that this
is where they were meant to be, this is what
they were meant to do. Next thing they knew,
numbers exploded. Nine months later, there
were 83 black T-shirts with red logos employed
at the west wing of MegaMall, and about
double that within a year of inauguration. All
equally devoted to the idea of building the
iflix empire. Mark says that, in today’s Gen
Y driven workplace, leadership is not about
law and order, it is not about how good the
leader is. It’s about how good he can make the
people around him. At iflix, Southeast Asia’s
leading Internet TV service, he rallies people
around him who share a vision. He no longer
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41
THE BUILDER
OF BRIDGES
By FANNY BUCHELI-ROTTER
They said he would not complete the task on time – but he did.
They said he would not stay within the budget – yet he did.
They said the bridge would not stand – and it stands, proudly.
W
hen YBhg Dato’ Ir
Dr Ismail Mohamed
Taib was appointed
Managing Director of Jambatan Kedua Sdn
Bhd (JKSB) on April 13, 2009, naysayers
predicted failure upon failure. Many critics
had very little faith in what was, at the time,
the single biggest construction project in
Malaysia, the Sultan Abdul Halim Mu’adzam
Shah Bridge, commonly known as The
Second Penang Bridge.
RIGHT ON TRACK
Dato’ Dr Ismail is the first to admit that the
task at hand was huge. In fact, when he was
management
44
summoned to the Economic Planning Unit,
Prime Minister's Department, in connection
with the second bridge project, he did not
expect to be offered the post of the managing
director. He had assumed his talents would be
recruited in some technical capacity. “When I
left Putra Jaya after that first meeting, I was so
stunned that I drove around the big Putra Jaya
roundabout three times before I remembered
which exit would take me home to my wife
in Subang Jaya, to tell her what had just
transpired,” he admits good humouredly. On
a more serious note, he also recalls having
quite a few sleepless nights when he had to
start signing cheques for 1.5 billion ringgit.
►RESEARCH & DEVELOPMENT◄
FEMALE BRAIN DRAIN
By FANNY BUCHELI-ROTTER
Women who seek to be equal to men
lack ambition, said Timothy Leary, the
man President Nixon once called ‘the
most dangerous man in America’.
Exceptional women have always been a
force to reckon with. But as their numbers
grow, the upper management levels are
not ready to embrace them.
management
48
S
elect women have always been
around to establish business
empires in male dominated
arenas. Coco Chanel and Estée Lauder in
the early twentieth century world of fashion,
Mary Kay Ash and Dame Anita Roddick in
the cosmetics sector, Debbi Fields with her
cookie imperium as well as Martha Stewart
and Oprah Winfrey who both need no further
introduction. While these ladies’ success
stories were so significant because they were
mostly exceptions to the rule, women with a
very high potential for success in the business
► O P E R AT I O N S & S T R AT E G I E S ◄
SELF-EMPOWERED
EMPLOYEES
By DR VICTOR S L TAN
SelfAwareness
Self-Belief
SelfResourcefulness
SelfCorrection
SelfMotivation
THE SELF
EMPOWERED
EMPLOYEE
SelfAchievement
SelfMonitoring
Self-Control
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52
SelfResponsibility
Self-Learning
THE POWER TO GET THINGS
DONE IS ALREADY INHERENT IN
SELF-EMPOWERED EMPLOYEES.
THEY ARE THE KEY ADVANTAGE
ORGANISATIONS HAVE IN WINNING
IN THE MARKETPLACE.
T
here is a better way to increase
your company’s competitiveness. It
is not about focusing on efficiency
and cutting corners. It is about effectiveness
– coaching your staff to become selfempowered employees. Self-empowerment is
simply about one taking charge and doing
whatever it takes to get things done.
Self-empowered employees are more
solution-driven rather than problem-oriented.
They take responsibility, provide no excuses
and take action to get the desired results. Selfempowered employees are, in essence, more
effective and they increase the performance
of the company.
In principle, there are 10 areas of selfempowerment.
SELF-AWARENESS
Self-empowerment must begin with selfawareness. One cannot begin to develop
oneself to become more effective if one
does not know one’s areas of improvement.
I suggest a proven approach, called the
Personal SWOT analysis which answers the
questions below:
• What are my strengths that I have not
leveraged on?
• What are my weaknesses that I have
not yet rectified?
• What are the opportunities available
that I have not capitalised on?
• What are the threats that I face which
I have not countered?
Of course, to understand one’s areas for
improvement, it will be useful to engage others
to provide feedback to help overcome one’s
blind spots. Keeping an open mind, accepting
feedback and taking personal responsibility to
improve is the key to being self-empowered.
SELF-BELIEF
Self-belief is the trust and confidence one
has towards one’s abilities. In our consulting
work with clients, we noted that the number
one reason why people do not perform better
is not because of the lack of skills or talents.
It is due to a lack of self-belief amongst
employees. This kind of self-doubt stifles them
which leads to lesser performance. The great
writer, Sdyney Smith’s words come across
very poignantly here, “A great deal of talent
is lost to the world for want of a little courage.
Every day sends to their graves obscure men
whose timidity prevented them from making a
first effort.” Do not let the negativity of others sap
your self-belief and your power to achieve
great things.
SELF-MOTIVATION
The problem with most motivation programmes
is that it makes participants dependent on
them to get their wave of inspiration and
energy. Motivation that is externally induced
is usually not sustainable. The greatest
motivation is self-motivation. Self-motivation, in
essence, is searching deep inside oneself and
finding the personal cause and meaning to
do something. One may be self-motivated to
prove a point that they too can do what others
are doing. Or one can be self-motivated by
setting a personal goal to become a manager
by 30 or achieve financial independence
before 40. One can then visualise the benefits
arising from achieving such goals. Those vivid
mental pictures of achievement can motivate
one to go all out to achieve these goals.
People seldom do things to the best
of their ability; they do things to the best of
their willingness. And we can all do our best
through self-motivation.
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53
► H U M A N C A P I TA L ◄
GLOBAL PLAYERS
AND HIDDEN
CHAMPIONS
A learning trip to Germany was an insightful experience, casting indepth
knowledge on various companies and their management styles.
Company: VOITH
Background: Founded in 1867, this global
technology company is now one of the largest
family companies in Europe and the largest
employer in Heidenheim, Germany. With
offices over 50 countries and over 43,000
employees worldwide, the group boasts of
a broad portfolio of systems, products and
industrial services. It operates in energy, oil &
gas, paper, raw materials and transportation
and automotive.
management
56
Management Style: Voith success
is built on and driven by very motivated
and committed employees. Providingfair
working conditions and high performance
expectations, Voith focuses on long-term
employment
relationships.
They
have
created group-wide measures to balance
work and family life, expanding health
management as well as promoting a culture of
lifelong learning.
►BRANDING◄
MIM: RECHARGED
AND READY
The Malaysian Institute of Management takes on a new identity
through a branding exercise that is set to take it to greater heights.
T
he country’s foremost management
institute has just recently taken
on a new identity that is vibrant
and ready to embark on new innovative
ideas and strategies. To enlighten us on the
rebranding exercise, 3 key personnel speak
to the Management magazine of how this
rebranding exercise was managed and how
it came to fruition.
DATUK SERI MOHAMED IQBAL
RAWTHER
Chairman
The Malaysian Institute of Management
What do you see as being the key issues
currently facing the management
industry and how are those issues
going to evolve in the future?
The overarching issue facing economies
from a macro-economic point of view and
businesses, from a micro-economic point
of view, is sustainability. Certainly, there
is uncertainty and volatility in the nature of
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60
things now, and management is faced with
the problems and finding new ways and
means to stay afloat and if possible stay
ahead of competition in an ever turbulent
physical, social and political environment.
Ability to steer in a complex world and
continue to achieve a bottom line – profit, is
the ultimate test of management. The present
is challenging. The future is going to be even
more challenging because the world is going
to be more tough and rough!
When did the company leadership
first start thinking about changing
its logo?
A logo is a reflection of the spirit, ethos
and the mood of an organization. As MIM
evolves, the priorities and focus changes
to suit the needs of the times. From such a
perspective, the dynamism ever present in
an organization must be reflected in a logo.
As MIM enters its 50th year of existence, the
aspirations need to be “rebooted”! The results
is a new visualization of the logo.
What was the brief for formulating
a new logo?
There was no “brief” given to the task-force
commissioned to come out with a ‘new logo”.
However, a new vision to inspire members
and other stakeholders was discussed at
length and the team was quite free to come
out with proposals. Finally, the final visual was
agreed to.
What tenets of management do the
new elements in the logo represent?
It is interesting to note that there was consensus
to preserve the existing core elements, the
triangular pyramidal gold-coloured pattern,
reflective of the interaction of the government,
the private sector and the people. Also, the
dominance of red as the corporate colour
was retained. The identity was very much
intact, because the MIM Logo was already
well known. However, the elliptical layers
with tinges of white and blue on the periphery
enhances an evolving trend and to embrace
and chart new frontiers.
SIVANGANAM RAJARETNAN
Cheif Executive Officer
The Malaysian Institute of Management
What other strategic goals does
MIM have in place that you would
want to share with our readers?
Fundamentally, we are an organisation built
on membership. Without members, we do
TECHNOLOGY IS THE MAIN
DRIVER FOR INNOVATION THESE
DAYS AND IT IS IMPERATIVE THAT
SIGNIFICANT INVESTMENTS ARE
MADE FOR US TO KEEP UP WITH
TECHNOLOGY TRENDS.
not exist. We have to make sure we continue
to remain relevant in our members’ eyes and
ensure our service offerings are of immense
value to them. Innovation is they key word
here in helping MIM revolutionise itself and
stay ahead of the game.
Technology is the main driver for
innovation these days and it is imperative
that significant investments are made for us to
keep up with technology trends, especially to
deepen interaction with our members, make
improvements to our business processes to
increase productivity or make enhancements
in our service offerings. It is impossible to rely
on conventional methods of doing business
anymore to achieve our goals. Our members
can look forward to a new and improved
MIM as we step up our technology game, be
it to expand our reach, fine-tune our processes
or in introducing new services like e-learning
products and online training programmes.
As we evolve into this new era, we are also
working hard to maintain our reputation
as the prevailing voice of management
excellence and leadership in Malaysia. We
will continue to provide quality management
content, expertise and training to meet the
evolving needs of our members. Innovation
and enhancements are also nothing without
an engaged and skilled workforce. A skilled
workforce is an invaluable factor to the
success of any organisation. There is simply
no substitute for having good talent. We are
making sure we hire the right people with
smouldering drives to instil positive changes
in MIM. We are also making significant
investments in our current pool of talent to
ensure their skills and expertise successfully
meet the requirements of their roles. Ultimately,
our end goal is to strengthen our fundamentals
to attract new members and increase our
membership base as well as further intensify
the utilisation of our services.
Can you briefly explain the reasons
behind the rebranding of MIM?
Some people consider a rebranding exercise
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61
►BRANDING◄
REBRANDING DOESN’T
DISCOUNT THE PAST, IN FACT,
OUR PAST IS INSTRUMENTAL
IN WEAVING THE GLORIOUS
TAPESTRY OF MIM’S FUTURE.
as an ‘out with the old, in with the new’
ideology but nothing could be further from
the truth. Rebranding is a strong message
that validates the company’s desire for
positive change and growth. Rebranding
doesn’t discount the past, in fact, our past is
instrumental in weaving the glorious tapestry
of MIM’s future. An update in our brand
demonstrates MIM’s evolution, exhibiting
our determination and dynamism in bringing
exciting perspectives into reenergising the
organisation. It is all about learning from past
experiences, staying true to our vision as well
as making improvement to further advance
and grow. We’re designing a stronger MIM.
This rebranding exercise reveals a bolder,
innovative and more spirited MIM that
still remains relevant today as it did in the
past. Any way you look at it, rebranding is
extremely important and will deliver powerful
results if done right.
Why did you feel the need to change
the logo?
It was a natural progression to rethink our
logo in order to reflect the new vibrancy the
organisation has acquired.A company’s logo
is an important visual image that at first sight,
produces the desired brand recognition. The
first MIM logo was created during MIM’s
inception, back in 1966. It has stood strong
for almost 50 years but the time had come for
the logo to evolve further. The new MIM logo
is a stronger, more prevailing representation
of MIM and our promise. We retained the
essence of the old logo, our homage to MIM’s
outstanding history but we also simplified and
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62
modernised the logo to reflect the present
development of MIM’s identity – a more
progressive and ambitious organisation with
an unwavering determination. Along with our
new logo also comes the introduction of a more
inspiring tagline- ‘Engaging Minds, Shaping
Futures’. MIM’s new clarion call that truly
complements our new logo in communicating
our steady efforts for excellence.
How has your people base changed
with all the internal processes that
you have modified?
The strength of MIM is a direct reflection
of how well it is operated. I believe that
process improvements will greatly transform
businesses, it is a valuable and necessary
undertaking that will lead to more innovation
and productivity. Ultimately, we had two goals
in mind. Firstly, to improve communication and
participation. Secondly, to increaser overall
productivity. By ensuring we made significant
improvements to our internal processes, we
cultivated a culture conducive for higher
performance. This has made significant
difference in driving productivity and ensuring
happier employees. With the modifications at
work now, it is apparent that we are operating
more effectively and efficiently.
Will there be any new service
offerings from MIM with the change?
MIM aims to bring a strong women presence
back into the workforce with our Women in
Leadership programme. Our goal is to inspire
and empower women, imparting them with
important career development and leadership
skills so that they can initiate and lead positive
changes in improving working environments.
We’re also going back to our basics with
the reintroduction of MIM’s greatest platform
in youth development, the Tun Razak Youth
Leadership Awards (TRYLA).
The TRYLA is a holistic programme that
aims to transform youth between the ages of
24-35 to realise their true leadership potential,
beyond their mind-limited capabilities. It
From left YBhg. Dato’ Ng Tieh Chuan, Vice Chairman of Malaysian Institute of Management, YBhg. Datuk Seri Haji Mohamed
Iqbal Rawther, Chairman of Malaysian Institute of Management and Mr. Sivanganam Rajaretnan, Chief Executive Officer of
Malaysian Institute of Management
empowers them to excel both professionally
and personally. We are also developing our
C-Suite programmes to further equip C-levels
with successful management strategies. The
goal is to help them sustain a corporate
culture that not only encourages operational
excellence but also furnishes them with the
additional business acumen needed to
develop their next generation leaders.
What are some challenges you’ve
seen on your path to rebrand?
Rebranding is not just about changing a
company’s logo or tagline. True this does
signify a change and are important factors
that demonstrate transformation, however,
it doesn’t necessary ensure a successful
rebranding exercise. One extremely important
basic must also be taken into consideration –
a company’s existing culture. Extensive work
must go in to ensuring the rebranding exercise
is successfully internalised and adopted
by employees. And that there is a positive
shift in cultural change that will realise the
desired behaviour and corresponding actions
expected from employees. As the CEO, I
had to lead by example. The words I chose,
the attitude I had, the standards I set and the
tone I used set the pace. In other words, I
played an instrumental role in establishing the
culture. I also realise that achieving success
and perfection is not an overnight attainment.
It takes time and hard work. It requires strong
dedication and commitment from everyone
in the organisation. The crucial factor here is
constant communication and demonstrating
to employees the vital need to reenergise
the company. It is also essential to show
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63
►BRANDING◄
employees how their roles are important
towards the success of the organisation.
What is your growth strategy going
forward?
Coming from the manufacturing line, the
practice of ‘Kaizen’ was the heart and soul of
our operations. It fostered an ecosystem that
innovates, it cultivated a drive to be meticulous
and promoted a performance based culture
aimed at achieving greatness and perfection.
This practice I intend to further nurture in MIM.
If we never stop innovating and improving,
it is no doubt that our leadership position as
the centre for management excellence will
endure and prevail. We aim to deliver more
memorable experiences to our members,
fostering the right engagement with them,
and communicating widely and effectively
so that we continue to build familiarity and
trust in the services and expertise we provide.
We will continue to invest in our people to
ensure we have the right pool of talent to drive
and achieve our goals. It is my goal to make
MIM an irresistible place to work for. A place
known far and wide for valuing diversity. A
place where employees are motivated to give
their best.
MELISSA ONG
Head of Marketing and Events
The Malaysian Institute of Management
What
design
elements
were
considered
in
the
rebranding
process?
The MIM logo was designed with the thought
of creating a perfect synergy between
the core elements of the management
(management, human capital and technology)
and the economic development of the nation
(government, private sector and the people).
What do changes in the logo signify?
The logo had an overall oval shape, which
signifies abundance, creativity and new
beginnings and thus enhances the synergistic
relationship of the three pillars and factors to be
highly productive as Malaysia Incorporated.
In addition, two “boomerangs” at each side of
the oval was created in red and blue. The red
layer (boomerang) around the oval reinforces
the power of the elements represented by the
colour and signifies fortitude in meeting global
challenges. The outer blue layer embodies
the execution of “blue ocean” strategies
to continuously focus more on alternatives
MIM Staff listening to Mr Sivanganam Rajaretnan, CEO of MIM deliver the key
components in the rebranding exercise.
management
64
►LEADERSHIP◄
THE TAR
LECTURE SERIES
An ode to Tunku Abdul Rahman's exemplary leadership,
this event is set to feature eminent speakers from the field
of Management come 20 August 2015.
THE BEGINNING
The Malaysian Institute of Management (MIM)
was formed in 1966 in a pioneering role to
introduce the art and practice of management
to Malaysians. In a time where the lack of
managerial expertise became a hurdle in
realising rapid economic expansion, MIM
became the vital institute to lead and pave
the way for new, reformed and improved
management practices and techniques to
be adopted by the government and private
sectors alike.
management
66
Since then, MIM has been governed
by wise council members represented from
across all industries including the government,
universities
and
commercial
sectors.
Conferment of Honorary Fellowships to
outstanding individuals for their contributions
gained much publicity for the Institute. MIM
continues to hold many acclaimed educational
activities, both for its members and nonmembers, to stamp its credentials and identity
in the public eye.
BEST FOR
SUCCESS
PERSONALITY
management
70
SHAHIRA AHMED BAZARI
This Director at the Managing Director's Office in Khazanah Nasional Berhad
shares her mantras for managing an effective work space with zen.
HOW DID YOU
JOIN KHAZANAH?
I joined Khazanah in November, 2006;
a friend recommended me to Khazanah
for a position in their Communications and
External Relations Unit, in the Managing
Director’s Office.
WHAT ABOUT YOUR
WORK MOST EXCITES YOU?
Everything! I absolutely love and enjoy what
I do, including the curve balls, the challenges
and demands. And that keeps me excited,
motivated and resilient through the ups
and downs.
WHAT ARE THE QUALITIES
YOU LOOK FOR IN
BUILDING A TEAM?
I look for a person who has an absolutely
positive attitude. A good attitude helps carry
you through the different challenges in life,
whether personal or at work.
DO YOU HAVE A FORMAL
PROCESS FOR PROBLEMSOLVING? AND CAN YOUR
OUTLOOK BE LEARNED,
OR IS IT INHERENT TO YOU?
I believe in a structured model to problem
solving; although often times, you may not
have the luxury of time. You need to be
hands-on and detail-oriented to solve issues
effectively. My approach to problem solving
is both learned and intuitive. I lead with the
right balance of both the head and the heart,
so it’s both learned and inherent.
HOW DO YOU PREPARE
YOURSELF FOR CHANGE?
I believe in having a positive attitude towards
life. Ride the waves and embrace whatever
gets thrown at you. I’m always prepared for
change. And I’m always thinking of Plan B, C
and so on.
WHAT DO YOU THRIVE ON?
On a professional level, I thrive on seeing a
dedicated and motivated team. When my
team is committed and passionate, it pushes
me to do even better and, in return, makes
them better too. I’m also an adrenaline junkie!
I thrive on new, exciting and challenging
assignments. It just revs me up.
HOW DO YOU
APPROACH RISK?
It seems like the risk management DNA is built
in me! I find myself always thinking several
steps ahead. I’m always doing scenario
analysis, either formally on paper or in my
head. Risk management is a good discipline
to have.
WHAT IS THE BEST ADVICE
YOU HAVE EVER RECEIVED?
“This too, shall pass.”
WOULD YOU CHOOSE SHORTTERM COMFORT OVER LONGTERM BENEFIT? WHY?
Always think long term and beyond.
DO YOU BELIEVE THAT YOUR
INNER LIFE DETERMINES YOUR
OUTER SUCCESS? IF SO, HOW
DOES IT APPLY TO YOU?
Absolutely! If your inner self is messed up,
your outer success is not sustainable. But you
go through different phases in your life and
your inner self matures and develops with
you. It’s easier said than done – but it’s wise to
always focus on your inner equilibrium to be a
happy person. m
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71
BEST FOR
SUCCESS
MOTORING
SECOND TO NONE
The all-new Mazda 2 is set to shake-up the compact car
market in more ways than one. By Richard Augustin
SPEC CHECK
MAZDA 2 SKYACTIV
Engine: 1.5-litre SkyActiv-G petrol
Transmission: Six-speed SkyActivDrive torque converter automatic
Max. Power: 114hp@6000rpm
Max. Torque: 148Nm@4000rpm
0-100kmh 9 seconds
Top Speed: 235km/h
Fuel Consumption: 4.9L/100km Price: N/A
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74
O
ver the last few months,
the local market has seen
a number of launches.
However, despite the arrival of several new
models, the Mazda 2 seems to have garnered
the most interest, and for valid reasons too.
The hot little number has ticked all the right
boxes in style, performance and appeal
for drivers looking for a practical yet sporty
automobile, which doesn’t cost an arm and a
leg to own. It’s also got a reputable badge,
which has gone from strength to strength in
recent years.
Mazda has slowly but surely emerged as
the more premium Japanese automaker due to
its exciting range of products. And now with
the arrival of the all-new Mazda 2, it looks as if
Mazda has proverbially got its bases covered
across all segments with another top quality
model. Priced at well under RM90,000,
you could say that the Mazda 2 comes
across as more of a premium compact but
the price certainly befits the kit the Japanese
automaker has given its latest car. Especially
considering how they’ve stepped up over the
outgoing model.
Available in sedan and hatchback variants,
the Mazda 2 is equipped with a high-quality
cabin and class-leading equipment, which
will undeniably appeal to consumers. Styling
wise, it looks like Mazda shrank its highly
appealing Mazda 3, which honestly is a very
good thing to do. The B-segment model rocks
design cues seen in its bigger siblings with a
sharpish exterior that reflects the automaker’s
signature Kodo design language complete
with five-point grille, sweeping bonnet and
sleek headlamps.
Like all Mazda models, the all-new Mazda
2 is powered by a Skyactiv powerplant, this
time a 1.5-litre G 4-cyclinder petrol engine,
which makes its debut in Malaysia. The
naturally aspirated direct injection engine is
rated to produce 114hp and 148Nm, which
BEST FOR
SUCCESS
VACATION
A BRIEF GUIDE TO
TRAVELING IN PRAGUE
An ancient and beautiful city, Prague’s mystique was such that it was
spared bombardment by Adolf Hitler’s personal command during World
War II. It was his idea that the entire city would become something of a
historical artifact, a monument to the Jewish past. By JOHN KEEFE
I
t is for this reason that Prague is one of
the most well-preserved medieval cities in
the world, making it a prime destination
for lovers of art, history, architecture and oldworld culture. Stepping into the city is like
stepping into the past.
Any English speaking traveler in Prague
should prepare for some culture shock. The
city is very English-friendly, with menus and
maps usually coming in both English and
Czech, but the people are notoriously gruff
and weary of tourists and gentrification. Be
patient with them, the Czech people have
been through a lot. In the past few decades
alone they’ve seen intense cultural shifts like
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76
the democratic takeover during the Prague
Spring, the collapse of the Soviet Union and
the subsequent influx of foreign businesses, as
well as the peaceful but nonetheless confusing
dissolution of Czechoslovakia into Slovakia
and the Czech Republic in 1993. Add this to
a long history of tribal and religious spite and
you find a very battered people. The Czech
populace soldier on though, with dry humour
and practicality. Respect their introversion,
and don’t ask for directions if you can help it.
The city itself has captivated artists and
authors for centuries. Alfons Mucha famously
painted the postage stamps and banknotes of
Prague in his distinct Art Nouveau style in the
BOOK
REVIEW
ELIMINATING WORRY,
FEAR, ANXIETY,
PRESSURE AND STRESS
There are five words that immediately get everyone’s attention in
virtually every audience I address: Worry, fear, anxiety, pressure
and stress. They are a common experience, and yet most people
do not admit to facing them. By HARRY M. KRAEMER
management
78
PEOPLE ARE OUR
GREATEST LIABILITY
People are measured, assessed and retained based on their contribution
to the economic wellbeing of the organisation. The seeds of this error
were planted a few hundred years ago when industrial-scale productivity
emerged from the Industrial Revolution. Now, everyone is assessed using
a similar measure: How much do you contribute to productivity?
By ANTHONY HOWARD
management
81
BOOK
REVIEW
RECOGNISING
OPPORTUNITIES
AND POSITIONING
TO NEGOTIATE
One thing this distinction helps us to recognise is that negotiators
can get in their own way as they prepare to negotiate for
themselves – in a number of ways. There are also a number of steps
you can take to overcome these tendencies. By DEBORAH M. KOLB, JESSICA L. PORTER
management
84
TRANSFORMATIONAL
LEADERSHIP
In a world where the rules are constantly changing, millions of people
in every sector of the economy are wrestling with the new demands of
leadership. I hear leaders and managers everywhere discussing the same
fundamental challenge: The journey to transformation, moving from where
we are to where we want to be in the tenuous future that lies before us.
By PETER F. DRUCKER, FRANCES HESSELBEIN, JOAN SNYDER KUHL
management
87
BOOK
REVIEW
DRAWING STRATEGY
It promotes new thinking that builds on the shoulders of giants.
By STEPHEN CUMMINGS AND DUNCAN ANGWIN
R
ecent studies have shown how
firms’ increased tendency to copy
best practice from competitors has
led to declining margins as products and
services become increasingly homogeneous
and companies are left to compete on price.
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90
Indeed, a similar trend may be occurring in all
fields of knowledge. A recent study published
in the scientific journal Science, posited that
a proclivity to read and cite only the latest
research rather than scan more widely for
interesting connections may be behind a
IS THERE A CLEAR
PATH TO SUCCESSFUL
DELEGATION?
Most managers find that successful delegation is, at worst, impossible
and, at best, frustrating. Successful delegation takes discipline and, when
facilitated correctly, will save you lots of time. By VICKIE BEVENOUR
management
93
►CHAIRMAN'S VIEW◄
CONFRONTING
CONFLICTS OF INTEREST
I
By Datuk Seri Mohamed Iqbal
n an interdependent world with a
complex social network and corporate
affiliations, it is almost impossible to
be absolutely free of conflicts of interest
in the many commercial and/or social
transactions. However, in business
generally, and more specifically in
professional conduct, conflicts of interest
must be avoided to give legitimacy and
integrity to a conduct or action that can
withstand objectivity under public scrutiny.
In fact, legal rules and codes of
conduct have been devised to ensure that
a potential conflict of interest is discerned
at the outset and voluntarily defused
before it manifests into a major issue
of impropriety.
Simply put, a conflict of interest is a
set of circumstances that creates a risk
that professional judgment or actions
regarding primary interest, will be unduly
influenced by a secondary interest. In
most cases, the primary interest relates to
a corporation or an institution, whereas
the secondary interest relates to a person
connected with the organisation.
Primary interest refers to the principal
goals of an organisation. It is a general
rule and expectation that these goals
should not be compromised by the
interests of those associated with that
WHEN DECISIONS ARE UNDULY
INFLUENCED BY SECONDARY
INTERESTS, THE CONFLICT OF
INTEREST BECOMES DOMINANT AND
BREACHES THE DUTY OF LOYALTY.
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96
organisation. From this perspective, the
secondary interest refers to the individual’s
personal interest, often referred to as
‘vested interest’, independent of and
in conflict with the overall goals of
the organisation.
More often than not, it is the
secondary interest that is problematic.
This may be for a pecuniary benefit or for
career advancement. When such motives
are blended into the decision making
process, conflicts of interest arise. Doing
favours for family members and for friends
fall into this secondary category. In the
corporate world, the focus is more on the
financial relationship than other areas.
On a strict moral code of conduct
and ethical behaviour, secondary interest
of a non-financial nature are also taboo
and should be avoided. However, in
the real world, where the ‘ethical wall’
is thin and flimsy, or does not exist,
secondary interests are tolerated with
impunity. They are not treated as wrong
in themselves, but become objectionable
when they bear a greater weight than the
primary interests.
When decisions are unduly influenced
by secondary interests, the conflict of
interest becomes dominant and breaches
the duty of loyalty. A legal liability
may even ensue, if the fiduciary duty
expected of a director is violated, and the
cooperation suffers a loss or a potential
benefit is taken away. In most cases, a
conflict of interest is perpetuated by a
person in control, who has a significant
sway in the decision making process, as
well as a control over the situation.
The
ability
to
confront
a
conflict of interest is the test of
impartiality and judicious conduct for
managerial excellence.