Misi Nusantara III

..akan kembali dalam masa tiga hari, insyaAllah. :)

-- fotopage

Amir Muhammad dan Kisah Pelayaran Abdullah

Sememangnya saya sentiasa menantikan kemunculan filem-filem Melayu epik atau apa saja yang mempunyai hubungkait dengan sejarah. Filem 'Dayang' (yang kononnya menggunakan teknologi komputer tercanggih) yang telah memulakan penggambaran pada pertengahan 2004, masih tidak diketahui bila tarikh tayangannya, dah siap ke belum, atau mungkinkah akan mengalami nasib serupa seperti 'Pasir Salak'?

Gembira saya apabila membaca artikel Fathi Aris tentang Amir Muhammad (pengarah filem kontroversi 'Lelaki Komunis Terakhir'). Khabarnya Amir sedang merancang untuk membawa 'Kisah Pelayaran Abdullah' ke layar perak. Di bawah ialah sedikit daripada petikan artikel tersebut.

"..Dia sekarang sedang berfikir untuk mendokumentasikan Kisah Pelayaran Abdullah(siap 1849), olahan kembali karya besar Munshi Abdullah, khususnya perjalanan tokoh ini ke Kelantan dan Terengganu pada tahun 1838. Walaupun diolah daripada catatan perjalanan sebenar dan dianggap satu fakta sejarah, rakaman ini tidak dirancang diadakan di dua negeri di Pantai Timur ini.

Filem yang diilhamkan daripada Kisah Pelayaran Abdullah akan dirakam di Peru selama kira-kira sebulan pada Disember tahun ini. Kenapa Peru?

"Kalau kita gali bumi (lurus) dari Kelantan atau Terengganu, (kalau tembus) kita akan sampai ke Peru," katanya. Peru dipilih kerana negara ini antipode (jarak terjauh yang bertentangan di atas muka bumi) dengan dua negeri ini.

Katanya, ilham untuk meneroka karya Munshi Abdullah datang sewaktu beliau membikin Lelaki Komunis Terakhir. Apakah mungkin kontroversi sekali lagi apabila Munshi Abdullah ditafsir belayar ke Peru? Jawapannya kini di tangan Amir..." -UmmahOnline

Musykil juga, apa sebenarnya maksud tersirat Amir apabila menjawab persoalan 'kenapa Peru'. Apa pun, saya menghargai minat dan usaha Amir yang tak jemu untuk menerbitkan filem yang sudah pasti tiada nilai komersial seperti ini.

Buku 'Kisah Pelayaran Ibrahim Munshi' telah lama berada di rak buku saya, menantikan giliran untuk dibaca. (Ibrahim Munshi ialah anak kepada Munshi Abdullah).

deepest condolence

12.45am - 1 Missed call (Farhan)

toot toot..

me: aa kenape?

farhan: bapak Bert (Herbert) meninggal. kena langgar kereta kat depan Viran. (kedai runcit ss14 Subang)

me: Haa, camne boleh kena langgar?

farhan: Sebelum bapak Bert kena langgar, kereta tu dah langgar kereta lain, lepas tu dia nak lari la, tu yang bawak laju. tak nampak bapak Bert tengah lintas jalan (dari ss14 ke ss18).

me: bila ni? petang tadi ke?

farhan: baru je tadi. kitorang nak keluar minum. tak jadi.

me: ..

hmm. takziah untuk herbert tan wei shen dan keluarga..

Tony Fernandes and Air Asia

Inspiring interview with Tony Fernandes, Air Asia CEO.

Fernandes Tries to Change 'Top-Down' Culture He Sees Among Managers in Asia
By CRIS PRYSTAY

Malaysian Tony Fernandes founded AirAsia, Asia's first low-cost carrier, in 2001 and expanded the company by setting up joint-venture airlines in Thailand and Indonesia. Mr. Fernandes, 42 years old, graduated from the University of London in 1987 with a finance degree and in 1992 moved back to Malaysia, where he became managing director of Warner Music Malaysia, and later, vice-president of Warner's Southeast Asian operations. He quit in 2001 to start AirAsia.

One of Malaysia's most outspoken business executives, Mr. Fernandes not only has strong ideas on the way airlines should be run, but also how Southeast Asia's top-down corporate culture should change. He spoke to reporter Cris Prystay about his style.

WSJ: What was your first job and what did you learn from it?

Mr. Fernandes: My first job was a waiter in London at the Cavendish Hotel. I was 17. I learned that working was hard and you had to be professional, even as a waiter. You had other colleagues. If my performance was poor, it let down the whole team.

My first [career] job was as an accountant at an auditor in London. It was mind blowingly boring. I was a junior auditor and was photocopying and adding up rows of columns. The big lesson there: make sure you go into a job that you enjoy. Otherwise, you don't give any value to your employer, and you certainly don't add any value to your own mind.

WSJ: Who gave you the best business advice?

Mr. Fernandes: It was probably Stephen Shrimpton (the former chief executive officer of Warner Music International) at Warner. I was a man in a rush. I was 28 when I became the managing director of Warner Music Malaysia, and I wanted to be the regional MD. I wanted to take over the world.

One night, Steve talked to me outside the Sheraton Hotel in Hong Kong for three hours. He told me there's no need to rush and that it's about developing my own personality and making sure I'm ready for the next job. I see that now: No matter how bright someone is at 25, there's nothing like experience. He slowed me down, and made me understand that you need to take time -- to understand the business better, to understand your people better.

WSJ: What's the one thing you wish every new hire knew?

Mr. Fernandes: Humility -- and knowing what the real world is like. The new generation is coming in pretty soft. A lot of these young guys haven't lived through a recession. There are plenty of jobs out there and they think, "I can always walk into another job." The hunger and determination to do their best is sometimes not there.

WSJ: Is there a difference between the management culture in Asia and the West?

Mr. Fernandes: The management culture here is very top-down. There's less creativity and fewer people who are willing to speak out. They're more implementers than doers. There's less freedom of speech, and that impacts the business world. Even when they know things are not right, they won't speak out. They just do what they're told to do.

WSJ: What's the biggest management challenge you face?

Mr. Fernandes: To get people to think. At AirAsia, we want 4,000 brains working for us. My biggest challenge is to get people to talk, to express themselves, to get people to challenge me and say "Tony, you're talking rubbish." That's what I want, not people who say "Yes, sir." The senior management doesn't have all the answers. I want the guy on the ramp to have the confidence to tell me what's wrong.

WSJ: What are you doing to clear that hurdle?

Mr. Fernandes: We have no offices. We dress down. You wear a suit, and you put distance between you and your staff. We're on a first-name basis. I go around the office, around the check-in desks, the planes constantly, talking to people. Fifty percent of my job is managing people in the company. You get people to open up to you by just asking them to do it, and then responding to them. You don't send a memo, or do some "speak up" incentive program. It's got to be from the heart.

WSJ: What was the most satisfying decision you've made as a manager?

Mr. Fernandes: Once a month, I carry bags with the ramp boys, or I'm cabin crew, or at the check-in. I do this to get close to the operation. I also want to know my people. When I first started this, I met all these bright kids at the check-in or carrying bags. We were starting this cadet pilot program, and I said, "Let's open it up to anyone. Let some of these kids apply." They have the brains, but they just didn't have the money to get the education.

Out of the first batch of 19 cadets, 11 came from within the company. Some of these boys got the highest marks ever in the flying academy. There was one kid who joined us to carry bags, and 18 months later he was a First Officer of a 737. Can you imagine what that does for the motivation in the company? Everyone talks about developing human capital, but we did it. - (CareerJournal)

Tun Dr. M on Pak Lah

Malaysia Ex-PM Mahathir: My Successor Has Betrayed Trust

PUTRAJAYA, Malaysia (AP) -- Former Malaysian leader Mahathir Mohamad on Wednesday accused his handpicked successor, who reversed many of his decisions, of betraying his trust and coming close to stabbing him in the back.

In some of his harshest criticism against Prime Minister Abdullah Ahmad Badawi, Mahathir said he "tolerated it as much as possible" and could no longer keep his grievances quiet.

Mahathir, who retired in 2003 after 22 years in power, said he was particularly hurt by claims that he had "finished all government money and the government was bankrupt" because of mega-infrastructure projects that marked his time in office.

"Having chosen him as my successor, I expect a reasonable degree of gratefulness," Mahathir told reporters.

"I'm in the habit of choosing the wrong people," Mahathir said, adding that in his lifetime, he has helped many people, "only for them to stab me in the back."

Asked if Abdullah has stabbed him in the back, Mahathir replied: "Minor bruises."

However, Mahathir wouldn't openly say whether he regretted choosing Abdullah to succeed him instead of current Deputy Prime Minister Najib Razak, whom Mahathir claimed had obtained more votes in the Cabinet to inherit the leadership."

One cannot tell what a person would do when the person is out of your control. I thought I had made the right choice," Mahathir said.

He said he wasn't campaigning within the ruling United Malays National Organization to unseat Abdullah."

I'm not capable of doing that," Mahathir said. "I cannot have him removed. I'm not going around campaigning to people...(but) I would be failing in my duty as an ordinary citizen, as ex-PM, if I did not direct my attention" to issues affecting national interests." -- www.biznewsdb.com

I regard this as Tun Dr. Mahathir's most blatant straight forward remark and by far his harshest critic on the present administration and Pak Lah specifically. He truly speaks his heart out. Here's a few related articles praising support for Dr.M from Malaysiakini.com.

Mahathir is the Second Mahatma

All Hail Great Mahathir

Dr. M: Please Come Back

MyTeam

It bemuses me to watch thousands of supporters cheering on the Myteam players during their "final match" againts the Malaysian Under-20 national team as if they were up against some World Cup team or something. I guess it's the effect of the popular reality show that did it. I'm not against the whole concept of MyTeam, after all it is a successful reality show isn't it? But somehow I feel that Shebby and Khairy are being too ambitious and feeling syok sendiri of their MyTeam squad when they suggested that MyTeam to be included in the Malaysian Super League. Honestly, i don't even think they deserved to be in the KL Dunhill League. Ok, maybe I'm being too critical here. How about the FAM Cup first? And let's just see how they fare in the league.

I'm getting sick of reading sports news comments congratulating and praising the amateur Myteam squad and all. Sports journalists pun ada kaki ampu jugak eh. Anyway, finally i've found someone who shares the same sentiment as me (or the other way round) with regards to the recently concluded Malaysian football reality show, Myteam. NST reader, Sritharan Vellasamy, in his letter published today, have a few strong points in which i agree much of it;

MyTeam is not a miracle pill
I JUST do not understand the fuss over these amateurs in MyTeam who have been hailed by so-called football experts as the saviour of national football. The comments on television against former national footballer Razip Ismail regarding the MyTeam-national selection game was another lamentable episode of this debacle.

I do not see any wrong on his part for saying that such games should not take place so as not to undermine the role of the Football Association of Malaysia as the foremost authority in the running of football in the country. Criticisms and lopsided opinions of the national junior squad continue to flow freely following a largely forgettable match.

One must remember My-Team lost to the junior national team made up mainly of raw 18-year-olds. But the criticism just kept piling up. Malaysian under-20 coach Rajagopal had a valid point in his comments after the slim 2-1 win. He argued that the team did not prepare for the friendly as they were the last-minute replacements for the senior team. Does this mean that FAM has to bow to demands of friendlies with any amateur side? Don’t they have a programme to abide by and to prepare for more important ties?

Soon, I, too, with my honest and sincere aim to improve Malaysian football might demand a friendly be arranged between Sentul FC and the national team. All this should not be taken as defending the FAM for its shortcomings. The organisation had always lacked the dynamism shown by its Japanese, South Korean or even Chinese counterparts — teams which we routinely beat in the 1980s. We were once the kings of Asia.

However, offering MyTeam as an instant miracle pill is a laughable premise. I’m all for improving the standard of the game, but it should be a sincere, coherent and real effort.

Aku geleng kepala bila Pak Lah pun puji MyTeam. Nak ambik hati menantu kot.

Primum ego, tum ego, deinde ego

Fotopage updated. [Tryla2006 pics]

Malaysiaku

I received this from a forwarded email through a yahoogroup forum. An excellent summary on the current Pak Lah's administration that i've read so far.

"..I do not agree that we should read anything out of this courtesy call (referring to Pak Lah's courtesy call on Dr. M in Tokyo). What I do know is that we had such high hopes for his administration and what we get is one disappointment after another. It all started with the Rafidah Affair. Anyone that shows discourtesy in public, cabinet and parliament should be censured instead she escaped unscathed even after being criticised in the UMNO Assembly. Then it was the choice of the Cabinet. After all the speculation he instead brought in individuals who have been more known for their dubiousness rather then their ability to deliver.Next he maintained some who have passed their sell by date. Not much creativity involved in his choice of Cabinet. This lack of creativity continues to plague his administration.

In the last few months issues that could be dealt more creatively was instead settled using the simplest means without scant regard (in the eyes of the public) for others. Petroleum subsidy - reduce it, Malaysia Airlines - get rid of excess manpower, TNB - increase the rates, Malaysia Airlines - give more to Air Asia, Scenic Bridge - cancel it, let's not crack our brains, Augusta - sell it, Proton - let's be knockdown assemblers, Multimedia Development Corporation, not that known? - change its name maybe that will help, the Penang Shipyard fiasco, let LTAT pick up its related to them anyway and let's not talks about it hoping it will go away, the double tracking contract - let's cancel it so we do not have to crack our brains how to finance it.

I admit that some of the decisions made are based on fiscal prudence, let's not spend what we do not have, however with the much touted young circle he has I have expected more creativity in the decision making process. I do not want his administration to be remembered as one that skirted on issues and avoided any form of disagreement. Some need to be faced head on.. " - by Megat Shahrizal

Pak Lah is definitely not much of a risk taker, unlike Tun Dr. Mahathir, father of modern Malaysia, who has proven himself to be an entreprising and visionary leader, with full of great ideas towards achieving vision 2020. Pak lah's style is more of a bureaucratic-type. Malaysia needs someone who is able to take risk and the determination to drive Malaysia further, and most important thing is getting the job done. But in Pak Lah's case, he seems to de-Mahathirise many if not all of Tun Dr Mahathir's projects and plans, and thus giving the impression that the previous Rancangan Malaysia ke-8 (RMK8) was a total failure.

There's no point talking about being open, being more democratic and all those political rethorics, when all you get is endless debates and in the end, you get nothing out of it. I think it is much better to have an authocratic-Mahathir-type of leadership than having an uneffective, indecisive and weak leader.

I just hope that Pak Lah's reign as PM will not be remembered as the period whereby; the rise of petrol prices and electric tariff, rise in inflation, high corruption index and slow economic progression.