Operationalizing Transformation to achieve BIG FAST RESULTS
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1 Operationalizing Transformation to achieve BIG FAST RESULTS
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4 Most Governments have great strategies and plans but fail to operationalise them into detailed programme for implementation
5 How do we operationalize transformation to achieve Big Fast Results? 3 Transformational Leadership Qualities 8 Step Methodology
6 3 Transformational Leadership Qualities
7 #1 Transformational Leaders who pursue the Game Of the Impossible
8 Transformational Leaders make impossible happen Stand-based future managing the present from the future Set Olympic targets - very few precedence, difficult to justify Conquer the fear of failure Create a game so large, it will consume you
9 Shell Middle Distillates: Game of the Impossible RM500 mil Explosion! RM265 mil RM10 mil RM-1.4 bil
10 Shell MDS: 6 months turnaround and record profits RM500 mil RM265 mil RM10 mil RM-1.4 bil
11 #2 Transformational Leaders whose priorities are Anchored on True North
12 Anchoring on the True North and on the right Key Performance Indicators To achieve true north, sharp focus and ruthless prioritization of limited resources on what really matters In a corporate world, decompose the corporate P&L into the lowest segmented level e.g. product P&L, customer P&L, route P&L Identify profitability levers to turn around each of these segmented P&L NUMBERS DO NOT LIE
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14 MAS: Anchoring on Profitability 180 routes losing money 52 routes were profitable 110,000 flight P&L statements
15 MAS: 1 year turnaround to record profit RM840 mil Global Financial Crisis RM491 mil Record High Oil Price RM264 mil RM282 mil RM-74 mil RM-1.23 bil
16 #3 Transformational Leaders who are hands on operationally
17 We built a house in 3 days for Ahmand bin Udin and family in Batang Kali
18 Results and Achievements: The Malaysian story In 2010, PM launched our National Transformation Programme
19 ETP s True North INVESTMENT USD444b 92% Private 8% Public 73% DDIs 27% FDIs GNI USD523b Per Capita USD15, million ADDITIONAL JOBS
20 Malaysia s Vision 2020: New Economic Model High Income economy Inclusive society Sustainability Quality of life
21 Malaysia is no longer stuck in the middle income trap USD 12,276 33% USD 12,736 16% USD 10,760 USD 8,200 World Bank s High-income threshold Malaysia s GNI per capita
22 2.5X growth in Private Investment ETP Launch
23 We promise to create 3.3 million jobs in 10 years To date, 1.8 million jobs
24 Steady Growth Amidst Low Inflation (RM bil) 2015 GDP Forecast 4.5% - 5.5% 900 7,4% 8,00% ,6% 3,6% 6,3% 5,4% 4,8% 5,2% 3,2% 5,6% 4,7% 6,0% 3,2% 7,00% 6,00% 5,00% 4,00% 3,00% 400 2,0% 1,7% 1,6% 2,1% 2,00% 300 0,6% 1,00% 200 0,00% 100-1,00% 0-1,5% ,00% Source: Central Bank of Malaysia GDP at Constant 2005 Prices Real GDP Growth Rates CPI
25 Note: 2014 figures are the revised estimates and 2015 figures are budget estimates Government Revenue Less Dependent On Oil Revenue ,8% 36,5% 39,7% 40,3% 35,4% 35,8% 33,7% 31,2% 29,7% 26,3% 40,00% Global Financial Crisis 20,00% ,00% ,00% ,00% ,00% revised est 2015 budget est Exploration (including MTJA and non MTJA) Export Duty Petroleum Royalty & Gas PETRONAS Dividen PITA % of Total Govt Revenue -80,00% Source: Economic Report 2014/2015, Ministry of Finance
26 Government Revenue Increasing, Tax Collection is Up (RM mil) Direct Taxes Indirect Taxes Revised Estimate Source: Ministry of Finance 2015 Budget Estimate
27 We implemented inclusive measures for rural folks 5 million Rural people benefited from rural infrastructure projects
28 We implemented inclusive measures for low income people 6.8 million Low income households and individuals benefited from BR1M (cash transfer) 168,843 Individuals participate in the 1AZAM programme 2.9 million Lifted out of poverty due to minimum wage policy
29 We implemented inclusive measures for urbanites Public transport AM Peak ridership increased to 455,728
30 Still On Track To Fiscal Balance (% of GDP) Revised Target 2020 TARGET Balanced Budget -5,3% -4,7% -4,3% -3,8% -3,4% -3,2% -6,4% Note: Based on GDP in 2010 prices Source: Ministry of Finance, Economic Planning Unit
31 Malaysia is in the fiscal safe zone
32 OECD forecasts that Malaysia is ahead of other ASEAN countries, China and India in becoming high income country Best scenario simulation of estimated time required to become high income countries for selected Asian middle income countries (years) Malaysia in 2020 China Thailand in 2026 in 2031 Indonesia in 2042 Philippines in 2051 Vietnam India in 2058 in 2059 Note: Based on World Bank s criterion for classifying economies, high income countries are defined as having GNI per capita above USD12,000 in Growth prospects in this simulation are in line with MPF-2014
33 Ease of Doing Business OUT OF (6*) *Pre-DTF Methodology Malaysia s international rankings have been steadily improving World Competitiveness Yearbook OUT OF Global Competitiveness Report / / / /140
34 8 Steps Methodology
35 Step 1: Strategic Direction Workshop Leadership commitment on Game of Impossible Agree the top 10 priorities
36 Malaysian Cabinet had multiple strategic workshops
37 Step 2: Conduct Labs on all agreed priority areas
38 EPPs are catalytic in effect INVESTMENT 133 EPPS USD444b 92% Private 8% Public USD247b 73% DDIs 27% FDIs
39 ETP: Expected GNI contribution and job creation by project Sector GNI contribution in 2020 Investment Job creation Palm oil and rubber MYR 230.9bn MYR 59.7bn 41,600 jobs Greater KL/KV MYR 190bn MYR 171.9bn 320,000 jobs Oil, gas, energy MYR 131.4bn MYR 113.3bn 52,300 jobs Financial services MYR 121.5bn MYR 65.2bn 275,400 jobs Business Services MYR 78.7bn MYR 30.0bn 245,000 jobs Tourism MYR 66.7bn MYR 136.6bn 49,000 jobs Communications MYR 57.7bn MYR 30.3bn 43,162 jobs Wholesale and retail MYR 55.4bn MYR 67.1bn 454,190 jobs Electrical and Electronics MYR 54.4bn MYR 66.7bn 157,000 jobs Healthcare MYR 35.3bn MYR 11.9bn 181,000 jobs Education MYR 33.6bn MYR 19.86bn 535,000 jobs Agriculture MYR 28.9bn MYR 18.9bn 109,335 jobs 39
40 GREATER KL EPP4 Mass Rapid Transit (MRT) Line 1 Current Overall Progress: 62% Completed Expected Phase 1 Completion: December 2016 Expected Full Line Completion: July 2017
41 OIL, GAS & ENERGY EPP13 Pengerang Integrated Petrochemical Complex (PIPC) Creating Value-Added Downstream
42 PALM OIL & RUBBER Progress Upstream & Downstream Upstream Midstream EPP1 and 2 434,211 ha* replanted and new planted between % of 5.4 mil ha palm oil land in Malaysia belongs to independent smallholders 27.6% of total palm oil area has been certified with 1 or more standards EPP5 Encourage mills to install biogas facility in tandem with environmental objectives. 66 completed, 13 under construction and 150 under planning Downstream EPP6 and 8 RM3.1b commitment in oleo derivatives & food & health segments up to clinical trials to expand palm-based food and health applications & markets.
43 PALM OIL: RM3.1 bil committed investment in donwstream 52,106,520 palm oil trees were planted Note: 434,221 ha of replanting and new planting = 6 X the size of Singapore Approximately 50 mil trees based on 120 trees per hectare
44 Step 3: Conduct Town Hall to get public buy in
45 Step 4: Publish transformation Roadmap
46 Step 5: Assign KPIs to leadership
47 Do it relentlessly Step 6: DMS Implementation Monitor it constantly Solve problems recursively
48 Do it relentlessly Work on it as if your life depends on it
49 To achieve this KPI, the ministry TRANSFORMED immediately and as a result, Sabah achieved SAIDI of 687 minutes in Dec 2010, surpassing the target set of 700 minutes 3,996 4,030 SAIDI in Sabah ( ) 2,867 1,987 1,867-76%
50 Monitor it constantly Weekly dashboard
51 Solve problems recursively Problem-solving meetings and Putrajaya Inquisition
52 Step 7: Validate and confirm results
53 Step 8: Assess performance of Ministers and Publish Annual Reports
54 Examples of 2014 ETP KPI results 103% 96% 108%
55 Thank you
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