Hearted Youtube comments on Asianometry (@Asianometry) channel.

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  45. As a Malaysian, I thank you for giving a fair and objective discussion on this topic. Too often us Malaysians are hard on ourselves and we're too quick to criticise policy failures rather than examining the problem. From your videos, it's enlightening how challenging this industry can be and other nations have also tried and end up in the same boat. Frankly, it's uncanny how much your videos on Taiwan resonate to many of the problems we're facing but at much earlier phases of development. I think one of the problems could also be attributed to a mixed message about local labour or talent. On one hand, development agencies will market how competitive labour costs are. Making labour cost a USP sends a wrong message when you're trying to compete for skilled workers. It's funny to see some employers expect an Ivy League quality hire with $14-16k annual pay package. While many employers are bumping wages to remedy this, it's still nowhere near as competitive and talent retention continues to be a problem. Also, what's less spoken of is the setting of "convoluted priorities" especially when problems have snowballed. You've already noted some evidence of this with the choice for local appointments for Silterra than finding qualified, experienced executives for leadership positions. Coupled with the talent bidding/retention issue as mentioned, it may be the case that red tape and socioeconomic KPIs could have led to interventions on business decisions at the (unintended?) expense of building a viable enterprise. It happens too often problems snowball and Khazanah ends up in a position of trying to fix a leaky ship while juggling pressures to retain jobs, industry capacity etc. It's really unfortunate because Khazanah, as a strategic investor, spends a lot of their capital and brain trust fixing problems which could have otherwise be spent seeding or supporting new growth opportunities.
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