Oleh/By		:	DATO' SERI DR. MAHATHIR BIN MOHAMAD 
Tempat/Venue 	: 	PRIME MINISTER 
Tarikh/Date 	: 	22/02/93 
Tajuk/Title  	: 	THE INCEPTION MEETING OF THE 
			INDUSTRIALISTS STEERING GROUP (ISG) 
			AND THE LAUNCH OF CPSP AND MIGHT 



 
    It  is indeed a pleasure for me to be with two private-
public sector groups this morning,  that  is  the  Malaysian
Industry-Government  Group  for  High Technology (MIGHT) and
the CCGTM-Private Sector Partnership (CPSP).   I am  a  firm
believer  in  the  need for an effective partnership between
government and the private sector for  effective  management
of development and growth.  Malaysia's success can be attri-
buted, in part at least, to the strong public-private sector
relationship.
2.   In the current trend towards globalisation of business,
a  strong public-private sector partnership is not only nec-
essary but also critical.  Globalisation is not  just  about
doing  business  world-wide;  it  is about decentralisation,
about greater autonomy in the off-shore units,  about  back-
ward  and  forward  linkages between the different processes
and business activities and about re-investment in countries
where the globalised companies operate.
3.   Globalisation is  about  integration  of  business  for
greater  efficiency  and  profitability  in  tandem with the
planned growth of the national economy.    In  other  words,
globalisation  requires  making  available technological re-
sources in a coordinated fashion for the mutual  benefit  of
businesses operating in a number of host countries.
4.   Companies  aiming  to  globalise have as their strategy
the formation of business alliances in order to maximise the
use of assets, to share costs and risks and to  establishing
presence  in main markets, thus extracting all possible com-
parative advantages.
5.   Globalisation is not  without  side  effects,  some  of
which  are  good  and  some bad.   For one, the relationship
within the globalised firms become a complex mixture of com-
petition and cooperation.  Also there may develop  relation-
ships  of  interdependence  among  developing  and developed
national economies and the blooming of relationships between
business establishments and nation states.
6.   It is through the  nurturing  partnership  between  the
public  and  the  private sectors at national level (such as
MIGHT) and international level (such as CPSP) and the  coop-
eration  between  them  that process in globalisation can be
fully exploited.  These partnerships however can only be ef-
fective, in this context, if  they  operate  as  cooperative
networks  innovatively, allowing for flexibility, adaptabil-
ity and mutual trust.
7.   Malaysia's Vision 2020, of which I  am  sure  you  must
have heard with its objective of making Malaysia a fully de-
veloped nation by the year 2020, can only be achieved if in-
dustry   plays  its  part  fully  in  a  government-industry
partnership.  While the government can provide the appropri-
ate environment for growth and perhaps set the  general  di-
rection  for  business  activities, it is the industry which
must ensure that growth takes place.  Industry has  a  major
role to play as the engine of growth.
8.   It  is on this premise that we have vigorously promoted
the Malaysia Inc. concept and initiated  programmes  to  put
the  concept  to work.   In this context we have established
the Malaysian Business Council (MBC) to allow for a  process
of  creative  consultation  and  meaningful  dialogue  among
policy-makers, civil servants, corporate leaders and politi-
cians.   MBC addresses current  and  emerging  domestic  and
international  issues  impinging on Malaysian development in
order to generate consensus on national economic  directions
and strategies and to promote productive cooperation between
the public and private sector.
9.   I  am  pleased  to note that the MBC, together with the
National Council for Scientific  Research  and  Development,
has  initiated  the public-private sector group called MIGHT
(Malaysian Industry-Government Group for High Technology).
10.  MIGHT I understand is formed to prospect  for  business
opportunities for Malaysia through strategic exploitation of
technology for the attainment of the Vision 2020 objectives.
11.  The formation of MIGHT is timely and commendable.  This
government-industry  partnership must work towards strength-
ening our current comparative advantage so as to sustain and
even enhance our competitiveness.  This can be done  through
technology-based  businesses  developed on local or foreign-
sourced technologies or those originating from strategic al-
liances.
12.  MIGHT must involve the participation of as many and  as
wide a spectrum of Malaysian companies for multi-perspective
views  that will enable actions at both micro and macro lev-
els.
13.  Larger membership will increase the  possibilities  and
opportunities for new businesses through strategic alliances
in the emerging mode known as virtual corporation.
14.  In  Malaysia, MIGHT will have the opportunity to foster
and  trigger  the  process   of   virtual   corporation   by
cooperatively  strengthening  needed expertise in companies.
Government support for this is reflected in the  setting  up
of the unit for MIGHT in the Prime Minister's Department.
15.  The  Commonwealth Consultative Group on Technology Man-
agement (CCGTM) must play its  role  in  promoting  the  new
process  of  prospecting technology for national competitive
advantage.  The CCGTM, as you know, was initiated  in  Kuala
Lumpur.    It  was  established by the Commonwealth Heads of
Government when they met in Kuala Lumpur in 1989.  CCGTM has
evolved from being an agent of change reforming  the  public
sector  technology  management into a cooperative networking
organisation that facilitates the interaction between public
and private sector in technology management for growth.
16.  I am gratified by the success of the CCGTM in its  bold
initiative  to  garner  the support of the private sector at
the Commonwealth and international level culminating in  the
formation  of  the  CCGTM-Private Sector Partnership (CPSP).
This partnership can take advantage  of  the  strategic  ge-
ographic  positions  of Commonwealth countries on all conti-
nents,  and  their  varying  levels  of  sophistication,  to
promote  business through the transfer of the best practices
in technology management.
17.  I congratulate the forward looking perspective  of  the
international  businesses  such  as  Cable & Wireless, Shell
International, Rolls Royce,  Short  Brothers,  GEC  Marconi,
Hewlett  Packard and, of Commonwealth national businesses in
Zimbabwe, Botswana, Sri Lanka, and Malaysia who have already
joined the CPSP.
18.  Having already domonstrated ways in which  the  Govern-
ment  Private  Sector  Partnership  can be achieved, you may
need to focus during 1993 on the new qualitative change  for
the  CCGTM  and  to establish a new formula for managing and
resourcing CPSP.  This may involve a shift from  the  tradi-
tional  multi-lateral funding towards a cooperative resourc-
ing from government organisations, companies, CCGTM  members
themselves and other friends.
19.  Towards   this  end  CCGTM's  own  cooperative  network
organisation may need to look into a more effective form  of
management  while  still  maintaining the traditional links.
By October this year you may be able to  take  advantage  of
the  CHOGM in Cyprus where you may formulate a complete for-
ward strategy for the next five  years,  based  on  the  new
CPSP.
20.  In  this  context, I wish to urge Malaysian industrial-
ists to support and join the CPSP to follow the  example  of
Sapura  and  YTL  Corporation  and  in  this  manner help to
strengthen mutually their resources.
21.  I hope MIGHT will also work closely with the CCGTM  and
the  CPSP  for collaborative action in prospecting for tech-
nology and in building an agenda of  action  for  industrial
competitiveness for Malaysia.
22.  It  is  now,  my  pleasure  to  officially  launch  the
CCGTM-Private Sector Partnership and the Malaysian Industry-
Government Group for High Technology.