managementwww.mim.org.my PQPP/11505(938) W.MALAYSIARM10.00 E.MALAYSIARM12.00

VOL.50NO.3|2015

DATO’ ZOLKIPLI ABDULDATA DRIVEN SUCCESS

IS THERE A CLEAR PATH TO SUCCESSFUL

DELEGATION?

CREATING A BUZZ THROUGHWORD OF MOUTH MARKETING

iKARGOBRIDGING THE

LOGISTICS SUPPLY CHAIN GAP

KHADIJAH IBRAHIMDIVERSIFYING TALENT

INCREASE COMPETITIVENESS WITHSELF-EMPOWERED EMPLOYEES

THE FEMALE BRAIN DRAIN

MORE THAN JUST GENDER EQUALITY

CONTENTS

28

10

Queen of Convenience

40

Date Driven Success

Let's Play

10 DATA DRIVEN SUCCESSManaging 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 twoindividuals have inspired him to adopt the process of data collation.

18 KATHY IN THE KITCHENMalaysian 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 GAPNecessity 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.

28 QUEEN OF CONVENIENCEA 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-LOSOPHERSKickatomic 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.

40 LET’S PLAYHe’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 BRIDGESThey 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 DRAINExceptional 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 EMPLOYEEIt 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.

70

66

Inspiration

10 Things Successful Entrepreneurs Do Differently

56 A GERMAN AFFAIRA visit that encompassed a better understanding of the German way of management and how their economies have stood to gain

60 STAYING RELEVANTThe 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 SERIESThe 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 DIGEST78 ELIMINATING WORRY, FEAR, ANXIETY, PRESSURE AND STRESSThere 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 LIABILITYPeople 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 NEGOTIATEOne 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 LEADERSHIPIn 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 STRATEGYIt 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 INSPIRATIONSharifah 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 IDEASFind out how to be productive at the workplace with some efficient tips – and tricks!

74 MOTORINGSecond to none: The all-new Mazda 2 is set to shake-up the compact car market in more ways than one.

76TRAVELPrague’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.

REGULARS6 CEO’S FOREWORD8 EDITOR’S NOTE96 CHAIRMAN’S VIEW

management 6

CEO’s

Sivanganam RajaretnanChief Executive OfficerMalaysian Institute of Management

Foreword

MALAYSIAN INSTITUTE OF MANAGEMENT

HONORARY FELLOWSRoyal 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 FELLOWSPresidentYABhg. Tun Haji Mohammed Hanif Omar

Vice PresidentYBhg. Datuk Dr. Paddy Bowie

MembersYM 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 2015/2016ChairmanYBhg Datuk Seri Haji Mohamed Iqbal Rawther

Vice ChairmanYBhg Dato’ Ng Tieh Chuan

Court of Emeritus FellowsYBhg Tan Sri Dato' (Dr) RV NavaratnamMr. Niels John Madsen R, RI

FellowsMr. Ong Weng Leong

Associate FellowsMr. Mohd Roslan Ahmad

Ordinary MembersMs. Rita KrishnanMr. Christopher ChewMr. Geoffrey Philip AndrewMr. Ramlan Osman

Group MembersYBhg. Dato’ Dr. Basant Singh SidhuMr. Joseph Rocky GomezMs. Rahima Beevi Binti Mohamed Ibrahim

Associate MembersMr. Darul Bin Abdullah

“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?

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DATA SHOULD BE PROCESSED AND USED

RESPONSIBLY AND HONESTLY.

Chairman, Advanced Air Traffic Systems (M) Sdn Bhd

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► F R O M T H E C O R N E R O F F I C E ◄

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

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.

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 IMPORTANCEA 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

D

DATA DRIVEN SUCCESS

By SHARMINI M RETHINASAMYPhotography by CHI SIONG/31 SQUAREMake-up by MECIA LOH

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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 ALJUNIDPhotography by LEON

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"C► E N T R E P R E N E U R S H I P ◄

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 RESTAURANTSKhadijah’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

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 EXPANSIONWith 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

IF YOU WANT TO KNOW SOMETHING, THEN YOU HAVE

TO SPEAK OUT.

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By MUNIS KRISHNAPhotography by LEON

► E N T R E P R E N E U R S H I P ◄

A SOLID FOUNDATION OF EXPERIENCEStarting 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.

BRIDGING THE LOGISTICS SUPPLY CHAIN GAPNecessity 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.

THE IDEA WHOSE TIME HAS COMERichard’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

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"I

► E N T R E P R E N E U R S H I P ◄

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

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

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I

► A D V E R T I S I N G & P R O M O T I O N S ◄

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

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 FACTORWord of mouth as such is not new, but word of mouth marketing (WOMM) is a fairly new concept. A comment seen on a hotel

By FANNY BUCHELI-ROTTER

WORD OF MOUTH MARKETING– FAB FACTS OR FAD?

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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

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-of-mouth 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 MOUTHLet’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

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 MOUTHWOMM 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

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By ROSDAYANA ROSTIPhotography by LEON

THE KICKA-LOSOPHERSKickatomic 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.

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► E N T R E P R E N E U R S H I P ◄

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 MEETThey 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-TOCKWorking 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

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 IDEAEvery 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 SOUNDSGiving 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/

"F

KICKATOMIC REPRESENTS THEIR PRODUCT OFFERING, FOR THEY

WANTED TO DELIVER EXPLOSIVE IDEAS TO THEIR CLIENTS.

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SBy FANNY BUCHELI-ROTTER

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.

LET’S PLAY

MAD MENBorn 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

► L E A D E R S H I P ◄

He’s switched on like Friday Night Lights, he thinks on his feet and he is the ultimate Gen Y.

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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 LOVELet’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-two-year-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 BROTHERLike 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

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.

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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 TRACKDato’ Dr Ismail is the first to admit that the task at hand was huge. In fact, when he was

W

By FANNY BUCHELI-ROTTER

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.

THE BUILDER OF BRIDGESThey 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.

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S

By FANNY BUCHELI-ROTTER

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

FEMALE BRAIN DRAIN

► R E S E A R C H & D E V E L O P M E N T ◄

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.

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By DR VICTOR S L TAN

► O P E R AT I O N S & S T R AT E G I E S ◄

SELF-EMPOWERED EMPLOYEES

Self-Awareness

Self-Control

Self-Resource-

fulness

Self-Correction

Self-Monitoring

Self-Achievement

THE SELF EMPOWERED EMPLOYEE

Self-Responsibility

Self-Motivation

Self-Belief

Self-Learning

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There 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 self-empowered 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. Self-empowered employees are, in essence, more effective and they increase the performance of the company.

In principle, there are 10 areas of self-empowerment.

SELF-AWARENESSSelf-empowerment must begin with self-awareness. 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-BELIEFSelf-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-MOTIVATIONThe 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.

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.

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► H U M A N C A P I TA L ◄

GLOBAL PLAYERS AND HIDDEN CHAMPIONSA 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 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.

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T

► B R A N D I N G ◄

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 RAWTHERChairmanThe 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

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.

MIM: RECHARGED AND READYThe Malaysian Institute of Management takes on a new identity through a branding exercise that is set to take it to greater heights.

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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 RAJARETNANCheif Executive OfficerThe 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

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

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.

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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

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

► B R A N D I N G ◄

REBRANDING DOESN’T DISCOUNT THE PAST, IN FACT, OUR PAST IS INSTRUMENTAL IN WEAVING THE GLORIOUS TAPESTRY OF MIM’S FUTURE.

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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

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

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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 ONGHead of Marketing and EventsThe 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

► B R A N D I N G ◄

MIM Staff listening to Mr Sivanganam Rajaretnan, CEO of MIM deliver the key components in the rebranding exercise.

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THE BEGINNINGThe 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.

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 non-members, to stamp its credentials and identity in the public eye.

THE TAR LECTURE SERIES

► L E A D E R S H I P ◄

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.

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BEST FORSUCCESSPERSONALITY

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SHAHIRA AHMED BAZARIThis 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 PROBLEM-SOLVING? 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 SHORT-TERM COMFORT OVER LONG-TERM 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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BEST FORSUCCESSMOTORING

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 CHECKMAZDA 2 SKYACTIV Engine: 1.5-litre SkyActiv-G petrol Transmission: Six-speed SkyActiv-Drive 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

Over 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

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I

BEST FORSUCCESSVACATION

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 old-world 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

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

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

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BOOKREVIEW

ELIMINATING WORRY, FEAR, ANXIETY, PRESSURE AND STRESSThere 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

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PEOPLE ARE OUR GREATEST LIABILITYPeople 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

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BOOKREVIEW

RECOGNISING OPPORTUNITIES AND POSITIONING TO NEGOTIATEOne 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

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By PETER F. DRUCKER, FRANCES HESSELBEIN, JOAN SNYDER KUHL

TRANSFORMATIONAL LEADERSHIPIn 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.

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BOOKREVIEW

R

By STEPHEN CUMMINGS AND DUNCAN ANGWIN

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.

DRAWING STRATEGYIt promotes new thinking that builds on the shoulders of giants.

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

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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

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► C H A I R M A N ' S V I E W ◄

IBy Datuk Seri Mohamed Iqbal

CONFRONTING CONFLICTS OF INTEREST

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

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.

WHEN DECISIONS ARE UNDULY INFLUENCED BY SECONDARY INTERESTS, THE CONFLICT OF

INTEREST BECOMES DOMINANT AND BREACHES THE DUTY OF LOYALTY.