Quick thots on the Malaysian RE landscape

1.       There are significant demand drivers eg uncertainty of oil price, effective FiT and RPS incentives that increase usage of RE as a proportion of total energy source portfolio in developed countries. As a result, tech is improving and thin film solutions and next-gen cells and wafers are seeing increased efficiencies while prices are dropping with China’s manufacturing capabilities that competes with US and Germany’s unparalleled leadership.

2.       As a result, Malaysia is joining the bandwagon – very late in the game. Even then, decisions have been painfully slow, NGTC is formed but it appears there is a belated appreciation that a new statutory body is required – so SEDA comes in. This is now separate from EC and I assume it will fall under KETTHA. Which will be the hobbyhorse when we look at the various RE tech options?

3.       If we breakdown the tech source options, then we find that GBI, which is more industry-led and has acceptance from professionals and market potential could be more regional, and then we have the other biomass, biogas, solar PV options which is very dependent on FiT rates being put in. There seems to be some revision to the rates and I’m not sure which has national policy backing now. It’s very undecided –and there is a distinct lack of leadership. K could be right by focusing only on the carbon capture part.

4.       The absence of market creation strategies seems to hinder the whole initiative. There probably needs to be a change management advisory which focuses primarily on the regulators that can help close this huge gap. Suddenly the existing networks seem to be very valuable. Where are the penalties for polluting to complement the incentives? Even a no plastic day seems to be seen as a major breakthrough. This is a strategic focus then.

Reflections & calibration: Naeem, Hira', Al-Juneid and ARMA

Naeem on Tahfiz

1.       Naeem’s first steps on his journey to be hafiz / (huffaz?) of the quran yesterday is something I’d need deep reflection on. The steps I did not take, the opportunity costs of not wanting to extend myself, of averting from additional pressure probably cost me aspects of personality that could have been changed. Is this regret? No, Alhamdulillah, things have turned out as it were, though there are aspects where in a parallel universe I would have found more ease in. I suppose the weakness in this thinking is the fatalism that I’ve subjected myself to that this is the best that I could be – the main point is, were there things that could have been improved? The answer then is of course, just as things could be improved now. But, if we are intent on taking the best opportunities, increasing the preparedness in our lives we need to be ready for these openings.

2.       Naeem going to tahfiz provides a stronger spiritual dimension in his life. It is also preparation for an academic study into spirituality-deeniyah and dunya. It also follows that his parents need to improve as parents of a hafiz. The objectives here are for a pathway into deeniyah studies and a suitable dunya education following the strength and character building part of his self. These would be the main things to watch out for in Hira’.

3.       Therefore watch out and strengthen the little things, as well as the large things which have been in error or in omission. And to Him we beg for forgiveness and ask for an expiation from sins, and the fortitude to stay on His path.

 

Tahfiz model

4.       On the other hand, the tahfiz model as per Al-Junied is as below:

Islamic Studies: Quranic Studies : Hifz / Tilawah with tajwid, At-Tafsir, Ulum Al-Quran,  Al-Akhlak, At-Tauhid, Al-Mantiq

Al-Fiqh :  Usul Al-Fiqh, Al-Qawaid Al-Fiqhiyah, Al-Hadith / Mustalah Al-Hadith, Al-Faraidh

Arabic Studies: Al-Insya’, An-Nahwu,  As-Sarf, Al-Adab Al-Arabi, Al-Balaghah, At-Tarikh Al-Islamic

Academic Education The curriculum for the academic adheres to the syllabus prescribed by the Ministry of Education, Singapore. PSLE at Primary 6 and ‘O’ Level at Sec 4 where the students qualify for Polytechnics / JC in Singapore.

Co-Curricular Activities:   Islamic Calligraphy, Recitation of the Holy Quran (Taranum), Sports, Domestic Science, Nasyid ( An Islamic choir), Astronomy

Community Involvement Programme: Students are directly involved in all special projects and fund raising activities conducted by madrasah or Muslim organizations, Students assisted financially by the welfare department will have to serve 30 hours of CIP

 

5.       I am absolutely convinced that just as Hira’ and Al-Amin chain of schools under Musleh is superior to the government model, and that includes the new Ulul-Albab model being rolled out under Yayasan Terengganu, MRSM and JAIS – which I believe is still experimental and may lack the necessary academic staff aptitude and support (and this I need to ascertain) – I believe given time, the madrasah system in Singapore will be the model to emulate. Talk of meritocracy being a superior model to the ‘assisted support program for underperforming majority’. The Singapore model is quietly transforming themselves from quite good to excellent, shepherded by very capable people and supported by the government. I repeat, the Government of Singapore! Contrast this with unhelpful rhetorics of Al-Amin being a breeding ground of Wahhabis and such.

6.       Ya Allah, grant me the strength to make a contribution to the way things are proceeding here in Malaysia, so that it could be for the betterment of the ummah.

 

BR Consult

7.       Interesting opp. I’d need to put on a very different thinking model here. One, how can I support the business growth objectives so that this ould become a self-sustainable opportunity for me, family and transform the way things are currently. The kiasu-ness needs to kick-in. I should not allow this to work towards a standard op, but study what successful consulting firms are doing. This is a business development problem.

 

 

 

 

Learnings on leadership, need for project tracking

Leadership

1.       It is so much more comfortable to lead than to be led. But power distance studies done by Hofstedes is interesting. There are cultures, and of course made up of individuals who are uncomfortable with wielding power, such as the Swedes. Not so the malays who come from hierarchical feudalistic backgrounds. Leaders are expected to lead. Abdication, syura, discussion – kalau boleh tak payah la…

2.       That’s the funny thing. So here I am needing to decide on where I go. I’m being pressured to lead in the traditional sense, rather than being who I am. Examining my heritage, there is a certain suspicion of power and authority, one I detedted since shildhood that made me slink out from being given the responsibility of headboy in primary school, that made me silently back away from being a prefect. In one sense, this made me lose out on developing innate skills to develop large groups, to stand in front, make my opinions known, seize the moment so to speak, stand my ground but it is who I am. Here when I need to my position wrt the crossroads, I need to derive a certain authority and power to make things happen.

3.       I need to stand firm on what I want, communicate innermost thoughts, understand transmitter motivations and things should flow from there. Again, these are the back-to-basics which needs to be done, executed, action-orientation. Convey the key messages well, and monitor that the key messages get to be translated into action, not just by me individually, but my immediate inner circle. Widening the circle then becomes the next phase of leadership. Gaps should be identified and addressed. Strategy, and action, and back again.

4.       In a nutshell, leadership is about getting right transmission of the key message of where we want to go. Action point: tazkirah, family meeting, blog writeups, lunchmate discussions. My utmost appreciation of Allah’s creation of our lisaan as an instrument of leadership, Alhamdulillah, subhanallah.

 

Project tracking

5.       Some items just never get moved: going wallclimbing, swimming, agriculture, tendering my resignation etc. I need a platform for synthesizing the different knowledge, otherwise the clutter in the noggin just doesn’t facilitate thinking on my feet, and therefore hinders whatever I intend to do. Sunday mornings look the best bet, or rather, very late at night.

 

 

 

 

Review of Gladwell's Books - Tipping Point, Blink

1.       I finished “The tipping Point” and “Blink” over the weekend. He’s got good narrative structures for what is essentially heave collection of research and academic papers in social science, but repackaged them into layman’s terms, interwoven into a storyline which provokes thoughts. Freakonomics was written in a similar vein, and again, there are items which we could dig and raise as gold findings – such as the message that we can offer bettermwnet to the world, but overall there’s a cynical part of me that thinks we do need to sort out the simplification and exaggerations out, and reconnect and understand the context of our situation better before jumping headlong into some of the shared findings and narratives from the books. Although it can be argues that this was the assertion that the Tipping Point was making.

2.       My comments are that there’s only so much we can absorb from what is fundamentally a biased narrative, even if the messaging and the writing is solid and convincing. It is at the end of the day, still the opinions of Gladwell. Note: I bought the books with my money, and I have the right to comment on it the way I like.. J

3.       I remember Aznir’s attempt to list out the mavens, connectors and salesmen in TNB from his position as Chief Skunkworks (sorry, cant remember the name of the Unit / Dept, but that is the role – and the position has very positive connotation in the realm of change management in the US, although Malaysians not familiar to the language may take offence). I remember the fact that he tried to keep the message sticky by having the T7 messages everywhere (even behind toilet doors) except on the toilet seats. But messaging is everything and context failure was evident. In the end, measured from the perspective of the T7 initiative, it was unclear if it achieved its intended success.

4.       The point is that in the context of stickiness, it worked in the initial stages. But it failed in the context of getting thinking and commitment going hand-in-hand to get the transformation going. There was a lack of getting people into the right places, giving support to people capable of getting things going, and in he end it was a missed opportunity. Change management is always a people business to get to the tipping point. In the end, there was just too little to get the stickiness. The tipping point opportunity was lost. It was lost because CMU thought getting enough people scented with the idea of change was enough. It wasn’t because there were still huge efforts required to get change happening on a secondary, tertiary level for the stickiness to endure. Context was absent.

5.       In a way, the above seemed to vindicate Gladwell. But I would think also that this wasn’t the application that it was meant to be. Say we wanted to address the baby dumping issue. Where do we start using Gladwell’s model? It doesn’t appear to be a PR problem alone, and he seemed to address the issue also with the evidence on the needle distribution program, even though he tried to offset the weakness of that example with some side benefits. Again, asking the question as before, how effective is the needle distribution program in combating AIDS?

6.       We all want a simplified model where our version of truth lies victorious, and that model helps us to achieve our objectives. I guess that the dakwah approach, of studying our relationship to God and society, organizing our society according to the tenets as ordained by the Almighty, gives a more powerful model for change and stickiness to grow. How did Islam grow within such a short period of time after the first revelations? Growth of the empire after the Prophet’s Death? Growth of Islam in Europe and US? It is a combination of funding, power of communication, and above all strength of the message. I’m prevaricating, and again I suppose this vindicates Gladwell. It’s just that as a matter of preference, I don’t like simplifying models of huge issues, like Freakonomics and Tipping Point. I also fell asleep more that a few times while trying to finish the latter.

7.       I like Blink. It makes no recommendations. It was just a roundtrip of what our intuitions tell us and the need to be careful, to cultivate the right positive thoughts about people and first impressions. Above all, be careful of what others think of you is perhaps the message I take the most.

8.       Good writer. Blink better than Tipping Point. Having said that, I’ll come back to reexamine some of the things in there at some point in the future hopefully.

 

 

Continuing turmoil in PKR; Back to basics; Concerns on the future; Bravery and courage to stand up for truth

Continuing turmoil in PKR;

1.       DSAI was labeled a dinosaur by Dr Asri recently. How can we be definitive and decisive about such a divisive figure in Malaysian history. And I say this as a compliment, not as a source of deriding and spin the likes that Utusan is fond of.

2.       DSAI has many strong point – his convictions, principles and courage are exemplary. His ability to convince and articulation of thoughts on issues of values and morality is legendary. Mass mobilisation in 74, 98 nad thereafter are examples of these abilities. The negatives however would be to see how he synergises, builds and leaves a legacy of success once he is gone, a true test of leadership. Dependence on DSAI is now such that people see without him, PR would spiral back into chaos. And that is a huge problem, an acide test of leadership not a sign of it. I shall hold the similarities with Hitler and comments made by Dr Rozhan on the dangers of charismatic leaders, but again this is a warning sign.

3.       If we want Malaysia to stand on truth, the realities of the community, on principles of diversity and success – then old-timers such as LKS, Karpal must go. DSAI should begin to plot how Malaysia should stand as a democratic nation found on ideals of liberty, plurality and respectful religiosity (– not secularism) – you know, stuff that DSAI has lectured the world over, and find concrete action steps to do this, not on rhetorics and speeches alone. The PKR elections is a clear demonstration of a botched execution for all to see – no denial should be done, but clear up this mess and stop blaming others. DSAI should be magnanimous enough to do this, and more from within the party should do this. There should be an avenue for PKR young turks to rise within the party, ingrained with the principles and ready to take decisive action.

 

Back to basics

4.       The need to go back to basics on qiyam, tilawah, reflections on tafseer, jamaah and superegoratory prayers, fatherhood and role modeling, ma’thurat; NJ is on the verge of being terminated yet still active in delivering aid and support to flood-stricken areas in Kedah, JL is talking about the creation of a Hidayah Centre TC in KK with a cadre of muslim preachers, the need to setup hospital visits, plans are afoot for a high-impact program on inter-faith dialogue on science, society and etc, the selling of ibn Kathir’s tafseer, and these were good timely reminders.

5.       Missing solat Isya’ and Fajr are examples of hypocrisy – so extra effort should be made to pray this at the surau.

6.       Personal strength should be based on these simple acts, and these should be my jihad.

 

Concerns on the future

7.       These are clearly concerns I need to take heed of, and if I can surmise them:

• Strengthen basic ‘amal
• Think through positions, seek alternative views and promulgate your own
• Think through best ways to effect change, be brave and have bold BHAG ideas – be a mover and shaker
• Strengthen networks

 

Bravery and courage to stand up for truth

8.       At the end of the day, once I set my position, think through what are the best ways to effect those changes with lasting stickiness. No small amount of bravery is required, and again this comes from the strengthening of the core through back to basics amal.

 

 

learnings from Liverpool FC

1.       Supporting Liverpool has changed from my childhood years in the 80s – back then they were the standard bearers of footballing standards, both on-field and off-field. There were skills that I would follow from Rush and Dalglish, even the cerebral passing of Molby. Then when I was in the UK, there was a bit of complacency that it wouldn’t take long before we got back to our rightful place, and certainly not 20 years and counting.

2.       Rafa was pretty good. Tactically, ability to organize a team was perhaps right up there amongst the best. Perhaps lacking in leadership and man-management, an area where Ferg is the undoubted master. So, we could have had it good with him still around, but to have a dynasty such as Ferg’s, perhaps not. Rafa’s template would be closer to Wenger – working towards a model, and if it wins, good, if not hard luck we’ll improve an try again the next year. Having said that, I rate Rafa better than Wenger, as LFC has overtaken Arsenal in most years Rafa was at the helm.

3.       Roy? Less said the better. I sort of agree with PT’s take on him, but asking for his removal is too treacherous. Especially so that NESV is now on-board and determined to revamp the whole structure of the club. Having a DoF seems to remove the anxiety that Hodgson will turn LFC into a Fulham, and perhaps shouldn’t be said too loudly, but he HAS been undermined.

4.       The team still doesn’t seem to be functioning as well as it can, understandable when the limiting factor is the manager. The sooner he goes and someone / a team more competent brought in, the better. The team probably needs very few tweaks, there are youngsters which can be brought through, and having just seen the highlights on youtube, we probably already have a replacement for Alonso in the shape of Lucas.

5.       Investment decisions are hard – too much micro-managing in an area you are not the expert in, and you run the risk of making a colossal and irreversible damage. Too laissez-faire and you don’t achieve your set objectives. There needs to be a clear-headed assessment of what NESV wants from LFC, and which is to go back to where it was in the 80s – leadership both on and off-the field. Clearly, this is hard work, and the fans must not expect instant success, and trust and backing must be given to all. The caveat must be that the directionally progress must be clear. To undermine Hodgson is the right step forward.