If you can change the world... or perhaps just one person's thinking..

1. I am confronted with the possibility of putting myself right in the middle of the crossfire - the MRT project, with a controversial contract owner as a potential employer. As always, I'd need to examine my heart and pray the istikharah - not that I have even attended the interview.
2. To do this, I need to have a sincere positioning as to this opening. What is my role, and this role must be one that I can live with. Of course, the devil uses all sorts of bogeys to prevent decisiveness and encourage uncertainties - but alhamdulillah Allah has provided aql and also to reach out to Allah for hidayah.
3. Principles are as below:
• That I benefit the most people in my position of responsibility
• That I uphold truth and justice in my dealings. While this means exercising independent thought, this also means being able to discern the different roles of the different stakeholders.
• That I have the opportunity to do good to my family and to myself.. ie leave a legacy. 
4.  Now I've got that out of the way, let's examine facts about the MRT.
• by all accounts, extremely high cost vs all others. I'm not sure if inflationary effects and base raw material effects have been included in the consideration, but surely that is a question to be asked? Are the specifications common or there are additional features in the Malaysian design that seemingly inflated the costs to most worrying levels.
• That it seems rushed. The alignment has still not been sorted out for the Jalan Sultan, TTDI and perhaps other locations. The overall MRT masterplan is still out there somewhere. Yet this unsolicited MMC-Gamuda bid has been awarded at this inflated cost.
• Speaking of costs, does the Govt know how to value projects of this size? My prior experience in PBX2 seems to indicate they have no idea and the fact that there is willingness for the public sector to fund private sector profits indicate they are ignorant of a proper funding structure for these PPP/PFI type projects.
• Auctioneering is necessary otherwise government will always be beholden. Will the private sector refuse generous terms? Are there kickbacks involved? I wouldnt want to know if there are - but these are dangerous times to turn a blind eye and a deaf ear to this types of development. The Arab Spring had "sprung" up in reaction to raging impotence to a sense of injustice. RM36b - RM50b can do that. The question will be what is the funding structure? Refusal to have open tenders, or a token Swiss Challenge, is insufficient.
• But again, Government is probably a bit smarter in that there is the added layer of building a "world-class private sector objective", although in this case, privatising profits is a strange way of doing it. There should be no additional subsidies / grants to support financing given the ridiculous profit margins for this and to consider the construction as purely a private sector play. Having said that, where is the breakeven for the operators?
• And here GoM has the trumpcard of a property play for the sites. And so, there is the answer for a rather complex equation. Does this mean the numbers work out? That remains to be seen.
5. So what would my role be? Primarily to deliver value to the company, increase credibility of the engineering profession, and ensure I turn out fine insyaAllah. May Allah guide me in my affairs.

Organic growth of innovation vs Centralisation of institutions, MRT

Innovation

1. Malaysian Government under Najib has a funny way of doing things. When things dont work, they undermine the whole system by duplicating the role. Take EPU. Planning without execution, botched megaprojects etc.. create PEMANDU.. hooray lots of megaprojects and EPPs for all ETP, which will meet the NKEAs being tracked by NKRAs. RMK10 throw in the dustbin. MOSTI not paying attention to the I, fine - create UNIK.
2. Leadership is about getting the right people on the bus, and making sure the wrong people gets off the bus. Especially in situation requiring hard decisions. Constrained resources. People respect you for doing the hard decisions, but you must explain yourself. The waffling, flip-flopping nature of Pak Lah's administration is now replaced by waffling, you-can-get-away-with-anything administration of Najib. At least, there are decisions. Wrong, but decisions nonetheless.
3. Now this creature of UNIK. What does it do first? Come up with an Akta that centralises innovation powers in its hand. The la-la hypothesis is that the Chief UNIK is a know-it-all and a snap of his fingers will cause the whole of Malaysia to tremble in fear and be innovative. Sounds like a Stalinist / Hitlerist maneouvre to me.
4. Why cant ppl in Malaysia be trusted to do the right things through incentivising innovative practices, and then discouraging stupid acts of giving some inflated contracts to unqualified people? Why cant the best global talents be facilitated into the country and lead and mould best practice entities, and hoping there is enough tech absorption by creating the environment for people to accept best practices? Why cant we do away with just giving some pieces of the cake to people we know who can talk their way out of trouble but probably lacks the competence and gumption to make a difference? Where are the innovative entrepreneurs (not the innovative rentiers) that the country has produced so far, and give them a free and facilitating hand to expand? What are incentives to offer to private capital to come in?
5. Instead, UNIK will have powers to 'streamline' existing funds and appoint innovation ambassadors. Fine, there are opportunities to improve, but these are incremental improvements, not game-changers as those outlined in Item 4. If UNIK can only do incremental stuff so that the game-changer explodes, I'm afraid innovation will still occur in Malaysia, but it will be inspite of UNIK not because of it.
6. Innovation will thrive when the environment allows it to. Lifelong education, primary, secondary, tertiary. Entrepreneurial training - engaging Entrepreneurs in Residence to mentor successful ventures. VCs and PEs need the deal pipelines in place, and this can be done by co-locating them into major innovation centers - and sorry, but somehow that means not in KL. Target sectors should be able to access global markets, but sorry, knowing a couple of MNCs may not be sufficient. Someone needs to tap local agencies with global reach, and large MNCs to open up market access. And this is no small matter if we look at some of the areas that we are interested in - large pharmas - US, Europe and India, industrial biotech - US, China, Europe, Brazil, ICT - mainly emerging markets, other sectors as relevant.  
7. If after no 6, what we do is centralisation, I'm afraid someone is hopelessly deluded. Innovation ecosystem and culture - and centralised in one single agency because the multi-agency committee / ministry failed to execute its function before. Perhaps this can be dismissed as just another Malaysian cynic. Maybe so. But if people up there are serious to do good, Rakyat Didahulukan and all that stuff, this is one hell of a strange way to carry out your functions - relying on one smartarse to perform what a ministry has failed to do.

MRT

1. It's shameful that the absurd costings and silly alignment that the EPP for MRT as shown in their open day kind of shows the shallowness of the proposal. The project feels and looks rushed. Accepting an unsolicited proposal from the private sector and after protests appointing the same company as a project manager, and then promising a Swiss Challenge is merely an afterthought. Just one question. Where is the bloody masterplan incorporating the whole transport planning for the Klang Vally and its adjacent satellite towns. If there isnt one, shame on PEMANDU, SPAD and everyone related to this proposal! Federal Highway will still be jammed because Subang Jaya isnt part of this planning. Where are the traffic forecasts? Where is the costing? Where is the inputs from the planning agencies from all the local authorities? Who is driving this - SPAD, PEMANDU, or GAMUDA? Who bloody cares about the increased property prices?
2. Worst thing (or Best of all) about all of this is a Citizen-watchgroup calling themselves TRANSIT has a proper masterplan and proposal to do this. Malu weh.

Community spirit and the detriment of its excessiveness

1. TNB prides itself in its HR benefits - "the best in the country", "from womb to tomb".. and such like. The country prides itself in protecting the nation from colonial influence (though results vary hugely from the boasts), protecting the malays rights and priviledges, safeguarding malay interests and such like. We are a community-based nation, where we do things for the sake of everybody else, and the guys who can think and fend for themselves are the ones who are running the country. In the land of the blind, the one-eyed man is king.

 

2. And so here we are again. The HR powerpoint says, we shall take care of your talent development, we will guide your careers. These relics of the ancients continue to think, just like their Pharaonic predecessors who thought they could control the rise and ebb of the Nile, that they can dam enthusiasm of the people and release the talents to the competitive forces as and when necessary. Hogwash! Rubbish! Nonsense! There is nothing that can suppress the human spirit. Postponing it with the transactional equivalent of the promise of development is the main reason that BN has remained in pwoer for the last 50 years and more.

 

3. The human spirit needs to be released, guided and nurtured. Let them understand where the flow takes them. The role of those in authority is to create best-practise benchmarks that the spirits could choose to endeavour itself within. And the best is that which follows the guidance of the Quran and what has been demonstrated by His Messenger. The world's best practices are deemed as such when the spirits choose their vocations based on what and where their passion takes them towards. Guidance is that of the signposts placed there by those responsible. Let people decide. let them feel their emotions, and their inner voices callings be heard. That's where the strengths will be.

 

4. The extent of the need for the PMS is to decide how much remuneration we can take home as a result of the year's work. And that is enough. The talent development and "strategic" consolidation on a centralised level, forget it. The bitter on-off centralised decentralised power struggle between corporate and divisional HR in TNB before was living proof that centralisation doesnt work.