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Global Competitive Strategy SOEs Malaysia
Agus W. SoehadiPrasetiya Mulya Business School
National Competitiveness
Indonesia Malaysia
World Economic Forum, Global Competitiveness Report 2011-2012
Stages of DevelopmentStages 1Factor-Driven
TransitionStage 1 to
Stage 2
Stage 2Efficiency-
Driven
TransitionStage 2 to
Stage3
Stage3Innovaion-
Driven
GDP per Capita (US $)threshold*
Weight for basic requirements subindex
Weight for efficiency enhancersubindex
Weight for innovation andsophistication factorssubindex
< 2,000 2,000-2,999 3,000-8,999 9,000-17,000 >17,000
60 %
35 %
5 %
40 %
50 %
10 %
20 %
50 %
30 %
40-60 %
35 -50%
5-10 %
20-40 %
50%
10%
Weights and Income Thresholds for Stages of Development
*For economis with a high dependancy on mineral resources, GDP per capita is not sole criterion for determinationof the stage of development
World Economic Forum, Global Competitiveness Report 2011-2012
c
High Income
Inclusiveness Sustainability
Target USDS 15000-20000
Per capita
By 2020
Enables allcommunities
to fully benefit fromthe wealth of the country
Meets presenceneeds withoutcompromising
Futuregenerations
Rakyat
Quality of Life
Goals of the New Economic Model
c
High Income
Inclusiveness Sustainability
RakyatQuality of Life
Break of logjamvested interestthrough political
will andleadership
PrepareRakyat for
Change
1. Re-engineering the private sector
2. Developing quality workforceand reducing dependency onforeign labor
3. Creating a competitive domesticeconomy
4. Strengthening the public sector
5. Transparent and market friendlyaffirmative action
6. Building the knowledge baseinfrastructure
Enabling Actions Strategic Reform Initiatives Outcomes
Coherent “big push” to boost transformation and growth
The New Economic Model: Enablers and Strategic Reform Initiatives
NEAC 2010
7. Enhancing the source of growth
8. Ensuring the sustainability ofgrowth
NEAC 2010
Growth Can Be Consistent with Distribution
NEAC 2010
Government-Owned Companies
Top 10 Biggest Companies on Bursa as at 29 January 2012
NEAC 2010
Business Operators
LocalPlayer
RegionalPlayer
InternationalPlayer
GlobalPlayer
• Purely localfoodprint
• No brandstrength
• Unclearstrategicdirection
• Insufficientcapable andexperiencetalents
• Strong localpresence
• Local toptalent
• Locallyrecognizedbrand strength
• Have internalresearch
• Regionallyintegratedvalue chain
• Regionallycompetitivetalent
• Regionallyrecognizedbrand strength
• Structuredorganizationaround sectorand geographyfocused
• Operationscapable ofchallenginglocalincumbents
• Internationalteam
• Globalllyrecognizedbrand strength
• Purely run SOEs• on a commercial
basis
• World classoperationscapable ofchallengingincumbentsglobally
• Best-in-classglobal team
• Top brand
Sime Darby Bhd Transformation Journey
Hay Group 2013
Sime Darby Mission
Sime Darby – 5 Years Strategic Thrusts
Plantation Upstream–Mission & Strategic Thrusts
Plantation Downstream–Mission & Strategic Thrusts
Property–Mission & Strategic Thrusts
Motors–Mission & Strategic Thrusts
Healthcare–Mission & Strategic Thrusts
Lesson Learned
• A Renewed Focus on Core Competence
• National interest guides GLCs policy and SOEs strategy
• Building Strong Brand Name and Extensive Distribution Channel
• Develop and Capitalize Business Networking and TechnologicalCapabilities
• Nurturing, attracting and retaining the best and brightest talents
• Aiming for continuous growth in synergistic, related businessthrough horizontal and vertical integration