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Tuesday 25 January 2011

Not-so-great Britain

CERITALAH By KARIM RASLAN  newsdesk@thestar.com.my


 
Malaysia can take a leaf from what’s ailing Britain today, though the challenges Malaysia faces are not so deep-rooted. If we wish to grow and develop, we will need to avoid the pitfalls of the British.

Comfort in history: As the British are facing a challenging economic situation, there are some who look to the past for some respite, with movies such as 'The King's Speech' receiving a positive response. Actors Colin Firth, who portrays King George VI, and Helena Bonham Carter as the Queen Mother playing out a scene in the movie- Picture from AP

THE Malay elite (including myself) have long viewed London as their second home.

We’ve tended to see Britain through rose-tinted lenses – following in the footsteps of the nation’s founding fathers, Tunku Abdul Rahman and Tun Abdul Razak.

The pound sterling’s current depreciation has enhanced the love affair, as we’re now enjoying more bang for our buck at Selfridges and Harrods.

For us, England is unchanging and unchanged: it’s what we want it to be because we’re not too interested in what it has become or is becoming.

In reality, contemporary Britain is a society in crisis, slowly crumbling under the weight of mismanagement, its faltering economy and its misplaced post-Imperial ambitions – witness Tony Blair’s unconvincing performance at the latest hearing of the Chilcot Inquiry on Iraq.

The facts are disturbing enough: 2010 inflation figures are mounting with Retail Prices Index at 4.8% and Consumer Price Index at 3.7%.

Meanwhile, VAT (or sales tax) has been raised to 20% from this year.

As I write, unemployment stands at a staggering 2.5 million, of which 951,000 are accounted for by people under the age of 25 – that’s roughly one in five of the country’s younger generation.

Moreover, these figures are set to worsen as the full impact of the coalition government’s austerity plans take root.

With an economy wedded to consumption, an anaemic manufacturing sector and crippled finances, Britain’s once lavishly funded welfare state is no longer sustainable.

Furthermore, despite the riots that roiled London last month, free tertiary education will soon be history – all of which will only worsen the country’s existing gap between rich and poor.

It’s arguable that Britain’s class wars have been re-ignited by the collapse of the once booming property market.

With Central London prices insulated by foreigner-led demand in exclusive enclaves such as Knights­bridge, Chelsea, St. Johns Wood, the differences between the ordinary man-on-the-street and the wealthy are heightened.

Indeed, last week’s launch of One Hyde Park – the luxurious 86 apartments developed by the Candy Brothers in Knightsbridge underlines Britain’s ironic situation: luxuriousness amid straightened circumstances.

London is fast becoming a hub for the global elite – Russian oligarchs, Arab oil sheikhs, Chinese and Indian billionaires – as an increasingly impoverished English population make do in the suburbs and economically blighted North, Northwest, Scotland and Wales, indeed almost everywhere except Central London.
All is not gloom, however.

Preparations for the 2012 Olym­pics will provide an inevitable boost to the national spirit as will the highly anticipated Prince William/Kate Middleton nuptials.

Sadly, sports events and royal weddings don’t feed people or keep them in their homes as house repossession rates continue to spiral.

At the same time, household disposable income (according to the retail analysts Verdict) is set to fall by up to 9.1% between 2010 and 2015. This gloomy prediction is mirrored by the situation on Britain’s high streets where the vacancy rate will surpass 15% this year, according to the Local Data Company.

Smaller towns such as Margate and Rotherham are experiencing a vacancy rate equivalent to one shuttered shop for every three that are utilised.

Is there a fundamental shift afoot? Could it be that Napoleon’s nation of shopkeepers is no more? With the added impact of the Internet hastening the process, British high streets are changing forever as pawn brokers and betting shops replace banks, property agents and retail outlets.

Even the corner pub is fast disappearing.

In the face of such challenging contemporary problems, history has become a comforting refuge.

The Empire and the Second World War are lode stars amid the all-pervasive melancholia.

Indeed, the current box office favourite, The King’s Speech, a movie set in 1939 on the eve of war exemplifies the country’s backward-looking mood. Wallowing in past glories has permitted the British a momentary respite. They can forget about their present frailties and, indeed, mediocrity. Sadly, it’s also distracted them from the urgency to act – to confront reality and institute real, deep-rooted reforms.

So, as the Malay elite plan for their holidays in London, let’s hope they can see Britain’s weaknesses – its frailties in the face of global socio-economic changes.

The challenges facing Malaysia are severe, if not so deep-rooted as Britain’s. Certainly, if we wish to grow and develop, we will need to avoid the pitfalls of the British.

Britain’s successive leaders have neglected to address their country’s lagging economy and are now paying the price as they scramble to rebuild their industrial capabilities.

Similarly, Malaysian leaders have to address our economic malaise.
How do we adapt to a world where we are a mere minnow?

At the same time, we have to end our version of the welfare state – the NEP. The combination of policies, while beneficial and laudable at first, has now become a real threat to our economic livelihood and our future. If we choose not to tackle the NEP, future generations will suffer for our present-day timidity.

Of course, all this requires real guts.

Will we learn from Britain’s or will we be doomed to follow our former colonial masters into a slow decline?



Monday 24 January 2011

University Ceremony pays tribute to Dr. Lim Chong Eu

WOU holds tribute ceremony for Chong Eu



GEORGE TOWN: The late Tun Dr Lim Chong Eu had been in the public eye for decades to the point where some forgot that he had a private life.

His youngest son, Lim Chien Cheng, said at a tribute to his father ,yesterday:

“At his funeral, a blogger wrote that it was quite surreal to see my father surrounded by his family.

“(The fact) that he indeed had a family life was quite a surprise to some. He was a man of great intellect and I miss the discourses we had.”

Milestones: Lim Chien Cheng at ‘The Life and Legacy of the late Tun Dr Lim Chong Eu – a tribute by Malaysians’ in George Town yesterday.
 
He and his wife Chan Moi Moi represented the family at the tribute for the former chief minister, which was organised by Gerakan and Wawasan Open University (WOU).

The ceremony was attended, among others, by Gerakan president Tan Sri Dr Koh Tsu Koon, members of the top Gerakan and state Barisan Nasional leadership. Lim died on Nov 24 following a stroke.

Wawasan Open University (WOU) vice-chancellor Prof Dr Wong Tat Meng, former Penang Development Corporation general manager Datuk Seri Chet Singh as well as Gerakan veteran members Ooi Ah Bee, Lim Soo Mun and Datuk Tan Poh Wah were among Lim’s colleagues and friends who spoke at the tribute.

They also renamed the WOU’s digital library to “Tun Dr Lim Chong Eu Digital Library” in Lim’s honour.
Dr Wong recalled how the late leader excelled in Penang Free School and later at Edinburgh University in Scotland.

“Dr Lim’s voracious appetite for reading is legendary. “Not only had he read all the books in the Penang Free School library as a school boy, he had also read all the books in the Penang state library during his term of office as Chief Minister.

“And according to some friends, he read them twice!” Dr Wong said. In his speech, Chet said Lim was a humble leader who had an aversion to being called “sir” or “boss”, preferring for subordinates to call him “chief” instead.

He added that Lim had empowered those who worked for him to act on their own initiative to fulfil his vision.

“There was no such thing as micro-managing. The only thing he wanted to know when he meets you every week are the results,” said Chet, who is also WOU Council deputy chairman. Dr Koh Tsu Koon, meanwhile, urged party members to be “recharged” by Lim’s contributions.

Saturday 22 January 2011

Google turns Page on Schmidt, names co-founder CEO (Update)

 Google co-founder Larry Page is taking over as CEO
 Google announced Thursday that co-founder Larry Page, pictured in 2007, would replace Eric Schmidt as chief executive of the Internet giant in April.
When Google Inc. went public in 2004, the three men running the company promised each other they would remain a ruling triumvirate for at least 20 more years.

Although their commitment to work together until 2024 hasn't changed, Google CEO Eric Schmidt and company co-founders Larry Page and Sergey Brin are being reassigned in an attempt to recapture the free-wheeling spirit of the company's youth.

The surprise shake-up announced late Thursday will return Page, 37, to the CEO job he filled in Google's early days. The move ends Schmidt's decade-long reign in a position that also stamped him as the "adult supervisor" of a company that once seemed like a romper room filled with technological wunderkinds.
Schmidt, 55, will stay on as executive chairman. The new role turns him into Page's consigliere as well as a liaison for Google's business partners and government officials.

Brin, also 37, will be freed up to work on pet projects aimed at expanding Google's empire.
The changes take effect April 4, leaving the current hierarchy intact through the current quarter.

Google can only hope the new pecking order pans out as well as the old chain of command has. The formula turned Google's search engine into a moneymaking machine, with the latest reminder of the company's prosperity coming Thursday with the announcement that it earned $2.5 billion in the fourth quarter - the most for any three-month period in its 12-year history.

Page started out as Google's CEO when he and Brin started the business in a Silicon Valley garage and kept the top job until the venture capitalists backing the company insisted on bringing in a new leader.

That led to the 2001 hiring of Schmidt, a professorial engineer who was previously chief technology officer at Sun Microsystems Inc. and CEO of Novell Inc., both much bigger than Google at the time. After initially resisting Google's overtures, Schmidt bonded with Page and Brin to form a brain trust that proceeded to build the Internet's main gateway and most powerful company.

Google now boasts a market value of more than $200 billion, a success story that has placed Page, Brin and Schmidt among the world's wealthiest people. The three men are Google's largest individual shareholders, stakes that turned them all into multibillionaires.

But as Google has grown into a company with more than 24,000 employees, its decision-making increasingly has bogged down into a bureaucracy. The managerial constipation threatened to put Google at a competitive disadvantage as younger, more nimble Internet services such as Facebook pounce on new trends to lure away users and advertisers. At Facebook, 26-year-old founder and CEO Mark Zuckerberg calls the shots in an entrepreneurial culture that has enticed dozens of engineers to leave Google to work for the social networking company.

"My goal is to run Google at the pace and with the soul and passion of a startup," Page said in a Thursday interview. "I think I will have time to do that given the way we have split up our responsibilities."
Schmidt concurred in the same interview, saying it had started to become clear the company needed to be run more crisply.

"I am not as concerned about the titles as I am winning," Schmidt said. "I am quite certain that this change will result in faster decision making and better value for the shareholders."

Google's stockholders have had little to complain about, not that it would have made a major difference because Schmidt, Page and Brin combined own a controlling stake in the company. Google is coming off a year in which its earnings climbed 30 percent to $8.5 billion and, although its stock price remains below its all-time high reached in 2007, it has more than doubled from its lows during the recession.

Google shares rose $8.23, or 1.3 percent, to $635 in extended trading after Thursday's announcement. In the regular session earlier, the stock fell $4.98, or 0.8 percent, to close at $626.77. The stock peaked at $747 before the recession.

Although Schmidt has publicly acknowledged bickering with Page and Brin through the years, the management reshuffling appears to be amicable. Both Page and Schmidt heaped praise on each other in Thursday's interview and a conference call with analysts, with Schmidt describing Google's co-founders as his "best friends."

"I believe Larry is ready" to be CEO, Schmidt said during the call. "It's time for him to have a shot at running this."

Page hailed Schmidt as a "tremendous leader" whose contributions exceeded all expectations. "There is really no one else in the universe that could have accomplished what Eric has done," Page said.
Google turns Page on Schmidt, names co-founder CEO (AP)
Enlarge


In this Nov. 15, 2010 file photo, Google CEO Eric Schmidt speaks at the Web 2.0 Summit in San Francisco. Google Inc. co-founder Larry Page is taking over as CEO in an unexpected shake-up that upstaged the Internet search leader's fourth-quarter earnings Thursday, Jan. 20, 2011. Page, 37, is reclaiming the top job from Schmidt, who had been brought in as CEO a decade ago because Google's investors believed the company needed a more mature leader. (AP Photo/Paul Sakuma, File)
Although he tried to debunk the idea in Thursday's interview, Schmidt may have been growing weary of all the attention and prosaic duties that come with running one of world's most scrutinized companies. "I don't think Eric was pushed. I think he jumped," said Ken Auletta, author of "Googled: The End of the World As We Know It." "I think Eric is burned out."

There have been signs Schmidt would prefer doing something else. For the first time last year, he started to sit out of Google's quarterly calls to discuss its earnings. More recently, he has expressed irritation about how some of his public remarks have been picked apart to support the idea that Google is an arrogant company that can't be trusted to protect people's privacy as its search engine and other services collect vast amounts of personal information.

In October, Schmidt drew fire for responding to a hypothetical question posed at a forum in Washington, D.C., about an implant that would let Google know what its users were thinking. He responded that Google's policy is to "get right up to the creepy line and not cross it," and an implant would cross the line.

He also said that as users voluntarily share information online, it doesn't need users to type in search queries for the company to tailor the results. "We don't need you to type at all. We know where you are. We know where you've been. We can more or less know what you're thinking about," he said.

Such comments have been repeated in online musings that portrayed Schmidt and Google as "creepy."
"The biggest thing I wonder is after a year or so of having various gaffes and statements taken out of context if he decided he no longer wanted to play that front-man role," said Danny Sullivan, the editor-in-chief of the SearchEngineLand news site.

Schmidt's role as a government ambassador could be particularly important because the company is increasingly wrangling with regulators and lawmakers as it tries to expand into new markets even as it faces complaints that it has been abusing its dominance of Internet search to thwart competition.

Schmidt, who has been called upon to give economic advice to President Barack Obama before and after he was elected, could be well suited to defuse the concerns in the U.S. He is also expected to play a key role in identifying Google's takeover targets, which makes sense if he is also going to be addressing antitrust concerns.

Google has plenty of ammunition left to finance its ambitions for this year and beyond. It ended December with $35 billion in cash.

The change in command seemed long overdue to longtime Silicon Valley analyst Rob Enderle.
"Whenever you have a caretaker CEO, they're supposed to stay in place until the founders have enough experience," he said. "Larry had enough experience about four years ago."
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