This presentation provides a brief description of Malaysia's experience of putting foresight into action.

1. FORESIGHT IN ACTION:
From Policy Planning to Industry Development Plan
By
Rushdi Abdul Rahim
rushdi@might.org.my

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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.

3. Introduction

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“ .... 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
IndustryGovernment
About MIGHT

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Sectoral Development Initiatives
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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

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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
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7. Foresight In-Action
Case Study 1: Aerospace Industry

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Visioning the Future
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…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

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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

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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

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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)
RegionalMROHub
Special Incentives for
Aerospace
GeneralAviation
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

12. Foresight In-Action
Case Study 2: Rail Industry

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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

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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
ElectrificationRolling Stocks Signaling, Communication
& Train Control
Track Network/ Rail
Infrastructure
Main Rail Industry Segments
1 2 3 4

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Consultation
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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
Lead & coordinate the
formulation
Leverage on partnership and
industry mandate
Facilitate & coordinate
Implementation
Industry Development Roadmap
Partnership – Cross Ministerial,
Industry & Academia
Joint Initiative:
Future Rail 2030 Steering
Committee

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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

17. Foresight In-Action
Case Study 3: Non-Sectoral Initiative

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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
Lead & coordinate the
formulation
Collaboration with MOSTI
Facilitate & coordinate
Technology Foresight Areas
National Science & Research
Council (NSRC)
Engagement with more than 100
local experts in various fields
National Innovation Council
(NIC)

19. Key Success Factors

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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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Thank you
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We make it happen!
rushdi@might.org.my