Discourse on the development, management and coordination of a combination of complex global and local factors work together to ensure a fast growing yet sustainable high technology sector, while moving the Malaysian industry up the outsourcing value chain.
Market makers, industry players and outsourcing professionals will obtain useful insights into long-term strategic technology and economic planning as well as tactical measures used for growth, competitiveness and innovation.
Key stakeholders can take advantage of this knowledge and create a win-win situation
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Rob CayzerDirector – Business and Market Development, MDeC Malaysia
Rob Cayzer is Director of Business and Market Development for MDeC, chartered to help MSC Malaysia companies capture market share, attract investments and ventures in high-technology and digital content.
He is also founder of MSC Malaysia’s Shared Services and Outsourcing initiative and steered it to establish Malaysia as a leading global hub. Rob has been in the technology industry since 1987, holding senior posts in IT, outsourcing, software development, consulting, marketing and sales.
He developed a global business network since his arrival in Malaysia in 1997 and gained capability in economic development involving areas such as policy and incentive development, public / private partnerships, international relations. Rob is also a writer in a few publications.
Originally from Brisbane, Australia he has a degree in Information Technology from University of Queensland and is a member of Malaysian Institute of Management, Australian Computer Society and IEEE. Rob is married with four children.
TRACK FOUR: THE MANAGEMENT PROFESSION OF OUTSOURCING: BECOMING A STRATEGIC BUSINESS PARTNER
“Developing and Transforming an Outsourcing Industry”
Rob Cayzer, Director – Business and Market Development, MDeC Malaysia
Discourse on the development, management and coordination of a combination of complex global and local factors work together to ensure a fast growing yet sustainable high technology sector, while moving the Malaysian industry up
the outsourcing value chain.
Market makers, industry players and outsourcing professionals will obtain useful insights into long-term strategic technology and economic planning as well as tactical measures used for growth, competitiveness and innovation.
Key stakeholders can take advantage of this knowledge and create a win-win situation.
Industry Development: The role of government / agencies
• Interventionalist approach vs Strategic / Policy Driven– Interventionalist government tend to closely oversee institutions. In
cases, they tweak or create institutions
– Policy-driven government tend to rely on institutions
• General perception is:– Emerging markets tend to have interventionalist approach
– Developed markets tend to use policy approach
• Developed markets tend to have strong independent institutions in public service, industry, academia and law. In some cases, public services is operated by industry as a purely private enterprise
Industry Development: Industry’s Role in Maturing the Industry
• Government is generally designed to deliver long-term outcomes• Industry, in general, are adept in delivering short-term results
• Industry players with a outlook of long-term, economic and geo-social forces will be the winners. They coincidentally are the ideal partners for short-term and long-term success
“Anybody can manage short. Anybody can manage long. Balancing those two things is what management is” (JW)
Industry Development: Critical Factors for Growth (the Six “T’s”)
• Intervention #2: Talent
– Very complex and time critical… but very malleable
– Three categories: entreprenuers, managers and knowledge workers
– Governments around the world dream to elevate their labour force into higher value activities
– Governments generally have the resources, but not the know-how. They may develop standard training programmes (too generic) or highly-customised grants (too specific)
– Industry generally consumes what is immediately available, relying on the man on the ground to solve local problems
Industry Development: Critical Factors for Growth (the Six “T’s”)
• Intervention #2: Technology
– Not widely available in emerging markets: This ingredient is critical for maturation of economies into fully developed nations
– Governments around the world fantasize about creating global brands based on indigenous high-technology or creative content
– Critical components:• availability of smart + risk capital• environment and incentives create, fail and re-create innovative enterprises• for example in MSC Malaysia, an average of one new enterprise is created
Industry Development: Critical Factors for Growth (the Six “T’s”)
• Intervention #2: Trade
– This is the other ingredient critical for maturation of economies into fully developed nations
– This is generally the most under-stated and under-estimated component in economic development, especially supply-oriented nations
– Critical components:• Availability of trade and growth finance• Market intelligence. More importantly business intelligence• Market positioning, packaging and subsequent branding
• Just as it is for the private sector: customer knowledge, honest feedback and performance orientation will allow you to define your niche relatively quickly
• Surveys and studies help. But only to reinforce your understanding
• Apply the “Rule of Three”*
• Challenge naysayers. But be prepared to be corrected*Do something successful three times to prove your theory
Economics in Action: Leverage on “Maestros” and “Force Accelerators”
• Promotion, advertising and PR may help
• Happy clients will propagate your story
• Thought leaders are always seeking the truth, discover new insights, projectnew opportunities and disseminate their findings
• Practice leaders are seeking to improve their trade, especially when the industry is rapidly evolving. Their experience is helpful in adopting and creating new best practices
• Malaysia has been globally ranked top three in offshore services by AT Kearney since 2004. Malaysia was also ranked top three globally by McKinsey Global Institute.
• Despite being relatively new, many of Malaysian outsourcing players are recognised as international leaders
• MSC Malaysia should reach 100,000 high-value, knowledge worker jobs in the next few months. Another 150,000 outsourcing jobs is estimated to have been created outside the MSC Malaysia zones
• Greater growth is expected as institutions start to work even more efficiently and the market begins to mature
• Outsourcing is not just Outsourcing. Through the maturation process, the industry has a unique and unprecedented position to be a key driver of the global economic agenda
• Players should take a long-term, technological, economic and social view of the industry’s development
• A keen understanding and working knowledge of instruments, institutions and the practice of economic development allows players to take advantage of countries resources and joint interests
• The industry continues to evolve. This is a good time to act.