“Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review. Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans. Maslow used the terms "physiological", "safety", "belongingness" and "love", "esteem", "self-actualization" and "self-transcendence" to describe the pattern that human motivations generally move through.”, - Wikipedia.
What do you want? This is one “bloody” honest question one must answer. Maslow said if you are damn poor, you only one to be fed but when you are damn successful, you want to be “self-actualization”. Meaning, your wants change according to time. You must have a reasonable want that you may think you can achieve within your means. You cannot possible have wants that is beyond your means. List out this wants in a list.
What do you don’t want? If you cannot list your wants, at least list what you do not want. It is much simpler and it is the boundary that you do not wish to cross. By completing this task, you will be able to know for sure of what you want…
I don’t know what I don’t want? This is drastic. If you don’t know what you don’t want or by the same token don’t know what you want, just stay put with what you are doing right now, currently and vow to do it better. That is the minimum consciousness you need to have.
These wants when it is structured, organized and listed or itemized form the basis of needs. The architect calls it as the Client’s Brief. It is therefore the very intention of any model of production. It is a component of the trilogy of Intention – Action – Production.
Phase 01 – When he took over the helm of Selangor, together with his “political minions” he expose plenty of corrupt practices that leads to the massacre of the former Selangor MB on corruptions, the “cow-gate” scandals and water concessionaire lopsided privatization schemes and the sort. Wide exposure from all media. He practically squeeze the juice out of non-performing contracts one being well known as the Talam Scandal. He continues to do so for every possible means his hand can lay upon that also include diligently going after accrued payments from quit rents to property assessment tax. The most remembered of all was his attempt to make Syabas to their knees for providing free supply to a ratio agreed in the agreement. It follows corporate maneuvering of tightening outflow.
Phase 02 – Where normal CEO will start disposing assets to get liquidity and pay off debts, his stingy approach in governing results in the increase of the Selangor coffer par excellent! Everyone is happy including the stakeholders – the people of Selangor. Such is deemed unconventional norm. Most MB will dispose state lands in favor of cash and increased taxes. State lands are assets. They will start making deals – you scratch my back and I scratch yours, it makes people from his party happy and the leftovers are distributed among the less fortunate as he continues to rob from the middle income via increase prices and no freebies. Unfortunately he is too late to do that and make his boss in the party very angry. States unlike company is supposed to be Non-profitable and charitable, Khalid makes it a profitable venture. Because of Khalid’s failure to do what is expected out of him from his own party, in the pretext of Kajang Move to allow his party’s boss to have a locus-standi in the State assembly, the following steps are the clear sign the he is no longer welcome not by the people but by his party.
Phase 03 – He moves hyper speed into last phase of reaping the State apart for his own political salvation. Among others are the water restructuring agreement, approving the construction of the highways and most notoriously, awarding state projects to the developer of his choice. Under the pretext of potentially CBT, his party moves in to destroy him once and for all. The most interesting point is he manages to get the support of the Sultan who is the pillar of the people – stakeholders. We are exactly at this juncture now.
Truly he was a corporate figure and his strategic maneuvering is par excellent and compared to Anwar Ibrahim who repeatedly dishing out empty promises proves one thing – Rafizi is very much a novice!
The unfortunate event of MAS Airline Company with the missing MH307 and the mishap of MH17 has made the company broken beyond repair. It is already making huge losses prior to these 2 unfortunate events. Like most of the GLC companies, unlike our neighboring SIA and our homegrown AirAsia are reaping huge profits, such heavy losses occurred under the purview of the largest shareholder – the sovereign fund of Khazanah. The question is what make 100% ownership by Khazanah would make any different? Well, they may probably rope in a new CEO and this is what he may do taking reference to what a situation may have been in private entity.
The Observation phase (the 1st Four months) – He will give a throughout analysis of the situation and establish himself as the knight on silver armor. Salvage whatever salvageable. Identifying what are the assets and liabilities. Rock the establishment to the core shaking up status quo, placing the previous management on the chopping block under CBT. He will suddenly stop payment to all non-productive supplies that the earlier management has entered upon. Renovate his new office and bought himself a new car under company expanses. Recruit his panel of Yes-man and he will continue to strive the value of its share further downward so that it reaches the ocean floor. On top of such, he will buy these shares in an under value state with bank facilities and he sits in his make-shift office, usually a 5 stars hotel lobby and start dishing out statements of how he is going to make a comeback to the media. Follow-up by luncheons and dinners with bankers, lobbyist, political agents and proxies, striking deals after deals to strategize short and midterms plan to dissect the valuable leftovers, pawn the liabilities, camouflage its commitments and so forth. The immediate goal is to make the company off from the red.
The Execution phase (the 2nd Four months) – He will disposes some and if not all the valuable assets the company has to 3rd party (could also be his benefactors) and reported to the shareholders as debt management. He will also enter into rearrangement with bankers with these potential sales for more bridging facilities that can bring him through over his tenure as the CEO. Such deal makings may and may not materialize in kick-backs and so forth. He may also renegotiate terms with the existing suppliers, who are by such time may have to resort to legal recourse, with a win-win situation including bringing in his preferred suppliers, swapping contracts. He will undoubtedly recruit new talents, motivate existing work force, draw up a new plans that cover every aspect of the company as his mission and vision statement. Continue to be the media darlings so that his effort not only being implemented but seen to be implemented with new ventures steam rolling out from the company. Such selling of assets is rated the most effective means to bring the company back to the blue and the question is how many assets can one disposed?
The Evaluation phase (the 3rd Four months) – It is time to reap his benefits. As the value of shares rose up from the abyss, he is in the position to demand more and he will pocket a chunk of huge bonuses from the shareholders. He and his merry men are ready to “rape” the company so that by the time he is no longer needed, everything will fall back to where he begins with. He will release his shares at market price progressively. All the sudden deals are cut short or rather didn’t materialize, assets are bought back at exorbitant price and the outflows such as debt repayment start to escalate. That is a good portrayal of what is happening in most distress companies run by professional CEOs.
The same can be applied anywhere else from running an architectural practice to running a country (with a longer period of 5 years). Such paradigm is not new and it is reflected in Chinese Metaphysics for century, a topic I shall discuss some other times.