Agree. Decisions need to be decentralised.
There is going to be huge educational impact as result of lockdown. Not everybody is blessed to have a device for each child at home to do online learning. As a result, the digital & inequality divide grows further
Then schools. How many have the necessary infrastructure to conduct online learning. Teaching methods need to be altered, how do you evaluate progress. Kids need social interaction
Then parents. With childcare & schools closed, children are at home whilst parents must work and have no access to help. Worst case, one needs to quit, resulting in lesser income for family.
I hope somebody making decisions up there has a plan to answer all this. The longer term impact socially of (partially) shutting down country needs to be addressed.

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More from @jalilword

9 Nov
I had a look at the Budget and penned doen my opinions. Much has already been analysed on the nitty gritty details. I want to focus on 10 points from the strategic perspective. This is a thread.
(1) Way forward. There was not mich detail on the strategic direction of how C-19 economy will look like. What are our sources of revenue? How are we getting more income amidst poorer business sentiment? ..
.. I’d have liked the Budget to have been broken into short term (getting C-19 under control & jobs), medium term (re-opening country & borders) & longer term (structural)
Read 17 tweets
6 Oct
With C-19 not ending anytime soon, most hammered industry is aviation & tourism. Tourism is big revenue driver for Malaysia. It’s also the sector with biggest multiplier effect because people spend money on hotel, food, shopping - that benefits wide range of sectors
Malaysia Airlines - we must ask the question do we need a national airline? If the answer is an adamant yes, the thought process around how to run the airline must change. It must be part of larger tourism play, rather than focusing purely as an airline., as it’s been doing now.
This means looking at the Middle Eastern model where the state owns the airline, airport & some leisure / tourism assets. The airline is used as a means to draw tourists to the country.
Read 13 tweets
5 Oct
It happened once before with another institutional investor. Foolish to do it again with another. Same playbook, but lesson never learnt
Biggest company does not mean better. We have many large ones that are inefficient. One must ask why EcoWorld wants to merge (and lose ownership control) unless they are not doing well? There are severe cashflow problems, add that to weak demand for properties
You create this giant that you then feel compelled to rescue when in financial trouble. Why put yourself through this? When easier solution is to make UEM more efficient
Read 5 tweets
11 Sep
We have many different state funds in Malaysia, and often many are confused as to what they do and how they operate. I thought I’ll make a thread to explain
(1) Khazanah is a catalytic development fund that has been designed to align itself with the country’s policies. That’s why we have the PM as chairman ..
.. Khazanah received a seed injection upon inception in early 90s & since then had to raise money from
(i) raising debt
(ii) selling down stake ..

Unlike other sovereign wealth funds that Khazanah often gets compred to, Khazanah does not receive cash injection from the govt ..
Read 16 tweets
26 Aug
Money is in transactions / forex. Traditional banks can keep the deposit game because that is heavily regulated. But they have for long time not done good job making transactions convenient.
All my years of researching banks, we always ask about competition. Only Piyush Gupta of DBS told me his greatest competition is Grab, Revolut, Alipay because they are not banks, not saddled with bricks and mortar. He did not mention UOB or OCBC.
He said key is the bank thinking like a technology company and not come up with the same traditional banking products. DBS were keen to get people away from visiting their branches.
Read 5 tweets
12 Aug
I’ve had time the past two months to reflect and write my thoughts about my time at PNB. Here are my some things I gathered during my time there:
(1) The myth that change is impossible is not true. You must articulate the what, why & how. Communicate how that change will affect personnel individually. Buy in for change is very important. Granted, it will be a journey
(2) Having clear strategy is imperative. Knowing what you will and will not do / is critical. It’s how you keep focused and dont go off tangent, which is easy when you are large, and huge part of the system
Read 15 tweets

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