foresight; from planning to action

FORESIGHT IN ACTION: From Policy Planning to Industry Development Plan

By

Rushdi Abdul Rahim [email protected]

This presentation by myForesight - National Foresight Institute is licensed under a Creative Commons Attribution 3.0 unported License.

This basically allows you to use the presentation as you like as long as you acknowledge the source.

2

Contents

Introduction

Foresight In-Action

Case Study 2: Rail Industry

Foresight In-Action

Case Study 1: Aerospace Industry

Foresight In-Action

Case Study 3: Non-Sectoral Initiative

Key Success Factors

1.

2.

3.

4.

5.

Introduction



4

“ .... MIGHT is formed to prospect for business opportunities for Malaysia through strategic

exploitation of technology for attainment of Vision 2020 objective ”

Established in 1993 by the Government :

• As Non-Profit company limited by

Guarantee

• Based on partnership between public &

private sectors

• An Organization under Prime Minister

Department

Core Business :

• Consensus building think tank to harness

technology for business

• Linkages through membership programme

Launching of MIGHT by the Former Hon. Prime Minister of Malaysia, 22 February 1993

Patron (Prime Minister)

Board of Directors

GOVERNMENT INDUSTRY

ACADEMIA

A PARTNERSHIP THINK TANK

Joint – Chairmen

Industry Government

About MIGHT



Sectoral Development Initiatives

5

Sector Deliverables

Automotive • Motorsports industry through Formula 1 in Malaysia

• Business matching programs with Tier 1 Components Manufacturer

Housing &

Construction

• Development & Sustainability of Malaysian Housing Sector

• Policy Paper on Industrialized Building System

ICT & RFID • National Technology Map on

Telecommunication

• Policy Paper on “Building

Competitiveness for the Malaysian

Telecommunications Industry”

Pharmaceutical • Malaysian Pharmaceuticals Industry Action Plan

• National Technology Map on Pharmaceuticals

K-Economic &

Innovation

Development of National Innovation Model

Sector Deliverables

Aerospace • National Aerospace Blueprint

• Development of Malaysian

International Aerospace Center (MIAC)

Agro business &

Herbal

• Malaysia Herbal Industry Outlook

• Herbal Industry Business

Development Model

• Master Plan for Agro-Based Industry

Park

Biotechnology National Biotechnology Policy

Maritime Maritime Blueprint

Photonics &

Nanotech

Study on the Identification of Business

and R & D Opportunities in Applications

of Nanotechnology

Rail National Rail Industry Roadmap



Foresight Process

…adopting and performing general process of foresighting as conducted in other

countries, however customise the practice based on the Malaysian contexts (Eco-

systems and requirements)

Scoping Futures

(Pre-Foresight)

Mobilizing Futures

(Recruitment)

Anticipating Futures

(Generation)

Recommending Futures

(Action)

Transforming Futures

(Renewal)

Source: R.Popper

SMART

Process

6

Foresight In-Action

Case Study 1: Aerospace Industry



Visioning the Future

8

…Vision 2020 and 7th Malaysia Plan are committed to making

technology the base for sustainable growth…where aerospace industry

houses core technologies of the future

• 1994 – High level stakeholders engagement was

conducted through a platform called MIGHT

Interest Group (MIG) in Aerospace

• 1997 – The National Aerospace Blueprint “Piloting

the Aerospace Industry Take-Off” was launched

during LIMA in Langkawi, Kedah

• Vision: “…Malaysia to become a regional and

global aerospace player by 2015”

• Actions: Outlines 45 recommendations to

achieve the vision

National Aerospace Blueprint



9

From Vision Into Reality

Foresighting Strategic Platform Implementation

Industry Gov.

Academia

…one of key recommendations that effectively facilitate the

implementation of blueprint recommendations and related initiatives was

establishment of Malaysian Aerospace Council (MAC) in 2001

Lead & coordinate the

formulation

Secretariat to the Council

Facilitate & coordinate

Implementation

Malaysian Aerospace Council

Industry Development

Action Plan National Level Steering Body for

Aerospace Industry Partnership – Cross Ministerial,

Industry & Academia



10

Clear Direction & Focus

…the blueprint’s recommendations were rationalised by the Malaysian

Aerospace Council (MAC) into four (4) niche areas for Malaysia to become

a global aerospace player by 2015

MAC’s AIM: Provide vision, direction and the overall development plan of the national aerospace

Industry; as well as policy guidelines and identify priority areas of aerospace activities

• Chairman: YAB Prime Minister

• Deputy Chairman: YAB Deputy Prime Minister

• Members: Government officers & Captains of

the industry



11

Long-Terms Impact – Current Status

…up to date, more that 75 per cent of the blueprint recommendations

were implemented since 1997 and remaining of three (3) years to

realise the vision

Total turnover : USD 8.7 billion

Total employment : ~53,000

Malaysian International Aerospace Centre (MIAC)

Reg

ion

al M

RO

Hu

b Special Incentives for

Aerospace

Gen

eral

Avi

atio

n

Satellite

Development

Initiatives

Global supply chain

manufacturer

KLIA as Transportation

Hub

Human Capital

Development

Program

National Offsets Program for

Comm. & Defence Aircraft

Aerospace Msia

Innovation Centre

ETP – Business Services

on Aircraft MRO

Special Purpose

Mission

Systems

Integration

Program

Major Aerospace Initiatives

Foresight In-Action

Case Study 2: Rail Industry



13

Visioning the Future

…global megatrends such as climate change, energy scarcity, emergence

of megacities, congestion and others indicated the needs for a greener

and an efficient future mobility

• Jan. 2011: Horizon Scanning on related issues related to

megatrends & mobility – “Is it the right time for rail?”

• May 2011: Joint initiative between MIGHT and SPAD to

develop a roadmap for the development of rail industry

known as “Future Rail 2030”

• June 2012: Final stakeholders briefing and announcement

on the initiative by the Chairman of SPAD

National Rail Industry Development

Roadmap



14

Clear Direction & Focus

…by 2030, Malaysia rail industry will be a strong and sustainable

business, capable of satisfying the demands of the national rail

transportation; and a competitive global player that optimises the use

of indigenous resources and technologies

GOAL1:

Conducive Rail Industry

Eco-System

GOAL 2:

High Localisation of Rail

Products and Services

GOAL 3:

Competitive Regional &

Global Player

Future Rail 2030 Vision

31 Key Initiatives

Electrification Rolling Stocks Signaling, Communication

& Train Control

Track Network/ Rail

Infrastructure

Main Rail Industry Segments

1 2 3 4



Consultation

15

From Vision Into Reality

…effectiveness of the implementation started and planned at early stage

through joint initiated with the relevant authority and establishment of a

steering committee to advise and monitor on the latest development

Foresighting Strategic Platform Implementation

Industry Gov.

Academia


formulation

Leverage on partnership and

industry mandate


Implementation

Industry Development Roadmap Partnership – Cross Ministerial,

Industry & Academia

Joint Initiative:

Future Rail 2030 Steering

Committee



16

Long-Terms Impact – Current Status

…huge investment until 2020 and beyond estimated RM160 billion will

provides leverage for expediting local industry capabilities and capacities

development and realising Future Rail 2030 vision

On-Going Initiatives

• Establishment of Centre of

Excellence (CoE) for Rail

• Development of Rail

Standard

• Offsets for MRT project

Foresight In-Action

Case Study 3: Non-Sectoral Initiative



18

Prioritisation of R&D Areas

…outcomes of National Technology Foresight (NTF) conducted in 2010, used

as a basis to develop and prioritise research and development (R&D) areas

for development of STI in Malaysia

Consultation

Foresighting Strategic Platform R&D Areas Prioritization


formulation

Collaboration with MOSTI


Technology Foresight Areas

National Science & Research

Council (NSRC) Engagement with more than 100

local experts in various fields

National Innovation Council

(NIC)

Key Success Factors



20

Points to Note

…based on experiences in implementing case study 1, 2 and 3, there are

several critical components that would enhance effectiveness in transforming

policy planning into actions as follows:

• Intermediaries – there is a need for a strong intermediary role especially

involving cross-ministerial and multi-sectoral domains as well as capable of

performing strategic thinking on top of secretariat works.

• Align to the national agenda – there is a need to integrate and synergy with

the national agenda (big picture)

• Champions – there is a need to identify and get buy-in at the early stage from

relevant stakeholders which will involve actively in the implementation stage

• Strategic Platforms – leverage and maximise the use of available means

such as strategic partnership, offsets program, national council, to name a few.


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