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1. Discuss any FOUR (4) ways on how National Blue Ocean Strategy that adopted by

Malaysian government enhance and improve its public sector.

Malaysia is the first and one of the few countries in the world that have adopted the National

Blue Ocean Strategy (NBOC) approach to enhance and improve public sector. According to

Xavier, Siddiquee and Mohamed (2019), Malaysia is also the regional hub for training and

dissemination of Blue Ocean Strategy (BOS) practice in the Asia-Pasific region. The concept

and framework of BOS have been adapted to bring about excellent thinking in order to

improve the public services. Kim and Mauborgne (2017) suggested this idea to find a new

and uncontested markets and capture new customer demand, which is blue oceans,

customer should offer innovative products at a relatively lower cost.

This new approach has been taken by the Former Prime Minister of Malaysia, Dato’

Sri Mohd Najib bin Tun Haji Abdul Razak, to be implemented by the Government. In 2009,

the Dato’ Seri Mohd Najib bin Tun Haji Abdul Razak, launched a new cross-ministerial

platform, the NBOS Summit, in order to formulate and execute NBOS to achieve the vision

of a high income, happy and low tax country. Through the Summit, civil servants, private

sectors leaders and relevant stakeholders work together to develop and implement NBOS

initiatives that are high impact, low cost and rapidly executed.

The design and selection of the NBOS initiatives are based on two key principles

which are, firstly, delivering high income through economic growth and integrated

development; and secondly enhancing public happiness through greater security as well as

social inclusion to close the social distance between various groups in society (Fesol, 2013).

For example, rural vs. urban, young vs. old, men vs. women, rich vs. poor, police vs. military,

federal governments vs. state & local governments, cabinet leadership vs. civil service
leadership, etc. Through a series of NBOS initiatives implemented during the last six (6)

years, the Government is fulfilling the aspirations of Malaysians, increasing income high

levels and public happiness without incurring much cost and making the vision of Malaysia

as a high income, happy country with low tax a reality.

Nowadays, Malaysia is making a blue ocean change in its national development as it

is moving towards become an advanced nation by 2020. In order to implement the change,

the government has adopted blue ocean strategy. There are several strategies that has

become a major idea of Blue Ocean Strategy. The first idea is focuses on differentiation and

low cost to open new market space. Next, creates new demands by converting non-

customers into customers and the third is offers process and visual tools that are systematic

and replicable to ensure designing and implementation of strategies which are much more

effective. The first strategy in NBOS we can see in Urban Transformation Centre (UTC)

which is offering a variety of government and private sector services by as many agencies

under a single roof. UTC have a positive impact on the target populations. They offer a leap

in value to citizens as they are open seven days a week. This initiative has been utilized

existing buildings that have been empty or under-utilized. UTCs are extremely popular and

has been reach more than 50 million visitors since their inauguration (EPU, 2015). As UTCs

dissipate the clientele for service from departmental centres, waiting times have been

significantly reduces all round. They have enhanced citizen convenience and satisfaction

since people do not have to visit multiple offices and contend with traffic problems in the

problems. UTCs also have saved the government billions of dollars since ministries and

agencies need no longer own their city offices.

The second strategy is the collaboration between the military and police in order to

achieve the national target of crime reduction. According to the study conducted by Yusoff

(2012), this collaboration extends to military training camps being utilized to fast track the

training of police personnel, and joint patrols which is by military and police being undertaken

in high crime areas. Besides that, this collaboration also involving the military, police and
prison department to establish a Community Rehabilitation Programme (CRP) to rehabilitate

petty criminals. Petty criminals are housed in disused army camps where they are taught

entrepreneurship skills. Since the start of the programme, the recidivism rate has plunged.

Families are happier and society is safer. According to Kim and Mauborgne (2017), the CRP

is projected to deliver over US 1 billion in reduced costs and social benefits during the first

10 years of its operation.

Next, public-private collaboration in health services. This strategy has saved patients

the time, expense, and the frustration of driving through traffic and finding a suitable parking

scene. The Ministry of Health (MOH) also has collaborated with the Federal Territories

Religious Council (FTRC) in providing low-risk birth centres in community halls in Putrajaya.

Pregnant mothers, certified to have low-risk deliveries, are sent to renovated areas of the

community halls which are located very close to their homes. Patients obtain first-class

facilities for minimal fees. Congestion at the obstetrics unit of the Putrajaya hospital has

been relieved. Similarly, in partnership with FTRC, the MOH handles one-stop day care

cataract surgeries. A disused shop close to the Selayang Hospital was renovated for this

purpose. As a result, the que is much shorter than expected. Furthermore, the centre saves

cost and time for the patients, as well as relieving the congestion at the parent hospital.

Chargers are affordable, with free treatment for the poor and pensioners.

Another significant aspect in NBOS is it is showing the strategy to breaks down the

old mentality in which government agencies protected their turf and resources. This is a

major accomplishment, because the old silo mentality and turf battles were a problem for

policy implementation. Besides that, Hamsa (2013) points out that the NBOS encourages

active engagement with the private sector and civil society, hence providing a more holistic

approach service delivery. Based on the NBOS, the government that came to power and

produced excellent results. The implementation was extensive, and the cost saving were

massive.
2. Explain any Four (4) ways to restore public accountability in Malaysia.

Though the recent years have witnessed a heightened awareness about the venality and
scale of corruption, attempts at combating this and strengthening the public integrity system
are by no means new. The government in Malaysia has made an elaborate arrangement to
ensure that the public bureaucracy is under effective control and surveillance. It has also
made continuous attempts to enhance the effectiveness of existing mechanisms by
introducing appropriate rules and regulations, enacting anticorruption legislation and
reforming institutional mechanisms. Hence, public officials are subjected to rigorous
monitoring and oversight by a set of institutions, apart from various laws that govern their
conducts.

There are four ways to restore public accountability in Malaysia. The first way is by
enhancing the Anti-Corruption Agency (ACA). ACA is Probably the most important and
powerful institutional mechanism available to check administrative abuse and hence ensure
public accountability in Malaysia. In this context, a series of laws and statutes have been
framed to enable the ACA to discharge its functions effectively. The power of the ACA has
been enhanced under the Anti-Corruption Act of 1997 to investigate reports of corruption in
the course of such investigations, it can examine persons, books, and records and may
search for and seize property (Siddique, 2005). In terms of restoring the public
accountability, The ACA has committed itself to create a Malaysian society that is free from
corruption, based on high spiritual and moral values, and led by a clean, efficient, and
trustworthy government. A three-pronged strategy is currently being practiced towards
achieving its goals: preventive, punitive, and educative. In other words, in addition to an
investigative function, the agency aids, advice, and training to public and private sector
organizations in the detection and prevention of corruption. It also conducts lectures,
dialogues, and other public campaigns to inculcate noble, ethical, and moral values among
the public servants, seeking to educate the members of the public about corruption to
encourage reporting (Noor, 2001).

The auditor general’s office play an important role in restoring the public
accountability in Malaysia. The office of the Auditor General (AG) office is at the centre stage
of fiscal control and accountability. The AG is empowered to undertake, among other things,
a detailed audit of all government accounts, accounts of ministries and state-owned
enterprises, and accounts of local government bodies and companies whose majority share
is owned by the government. The AG or any person authorized by him has access to all
records, books, vouchers, and documents in the possession of any person in the service of
the nation. He is expected to detect, while his audit, any financial irregularities or
noncompliance or deviation from rules or regulations pertaining to fiscal management and
must reflect it in the report submitted to the Agong annually. The Agong then must ask the
government to present the AG’s report to the parliament. In the Westminster system such as
is found in Malaysia, the AG is seen as an important arm of the legislative oversight. The AG
is to serve as an Ombudsman in financial matters, inform the lawmakers about the fiscal
management by public agencies, thus enabling them to review the overall performance.

Next, The Media and Civil Society Groups are vital in preserve the public
accountability in Malaysia. In a democratic society, civil society organizations and the media
are regarded as important mechanisms to promote public accountability. They are expected
to act as powerful forces guarding public interest against bureaucratic arbitrariness and
highhandedness. A look at major newspapers reveals that increasing number of letters,
reports, and analyses are published by the press every day, thus highlighting the public
concerns and giving the citizens an alternative channel to voice their views and experiences.
Though it is hard to deny the critical role played by the press, in the Malaysian context the
media’s role is still perceived to be rather limited. Acts like the Official Secrets Act and the
Publications and Printing Act not only restrict the access of the media to certain information
but also effectively prohibit the newspapers from informing the public of the dynamics within
the government. While the Malaysian government is against the “total liberation model” of
the press, arguing that such freedom is detrimental to the stability and progress of the
country, political analysts see these restrictions as a major impediment for the media to
emerge as public crusader blowing the whistle on official malfeasance and abuse of power.
The electronic media in Malaysia is in the firm grip of the government.

Finally, The PCB is responsible for receiving and investigating public complaints
against government bureaucracy involving misconduct, abuse of power, and
maladministration. The government considers the PCB the focal point for the public to
forward their complaints and seek redress on any alleged administrative lapses and abuse of
power. Over the years, the government has introduced several changes to strengthen the
public complaints management system. Though the PCB, being an adjunct to the MP’s
Office, falls short of the Ombudsman, its role and significance should not be underestimated.
During the recent years it has served as a major channel for the public to lodge their
grievances against public bureaucracy. On average, the bureau has received 5000
complaints annually (Sarji, 1996). The increasing number of complaints lodged to PCB
indicates its popularity among the public, although the number of complaints settled remains
rather low. It may be mentioned here that the PCB works in close cooperation with other
agencies like the ACA and relevant government departments. In most cases, the PCB refers
the cases to the ACA to undertake investigations or to the departments to initiate internal
actions.

3. REFERENCE

Economic Planning Unit (EPIU). (2015). Eleventh Malaysia Plan, 2016-2020. Putrajaya:

Government Printers.

Fesol, S. N. F. A. (2013). NBOS Strategi Lautan Biru Kebangsaan. Bahagian Penerbitan

Dasar Negara.

Kim, C. W., & Mauborgne, R. (2017). Blue Ocean Shift. London, UK: Macmillan.

Noor, Z.M. (2001). Anti-Corruption Mechanism and Strategies: The Malaysian Experience,

Mimeo.

Reprinted from https://www.blueoceanstrategy.com/malaysia-nbos/ and

http://www.nbos.gov.my/posts/national-blueocean-strategy-(nbos)

Sarji, A. (1996). The Civil Service of Malaysia: Towards Efficiency and Effectiveness,

Government of Malaysia: Kuala Lumpur.

Siddiquee, N. A. (2005). Public Accountability in Malaysia: Challenges and Critical

Concerns. International Journal of Public Administration, 28(1-2), 107–129.

Siddiquee, N.A. (2002). Administrative Reform in Malaysia: Recent Trends and

Developments. Asian Journal of Political Science, 10(1): 105–130. 

World Investment Report. 2018. Investment and New Industrial Policies. United Nations

Conference on Trade and Development (UNCTAD). United Nations: New York and Geneva.

Xavier, J. A., Siddiquee, N. A., Mohamed, M. Z. (2019). Public Management Reform in the

Post-NPM era: Lessons From Malaysia’s National Blue Ocean Strategy (NBOS), Public

Money and Management. 1-9.

Yusoff, M. (2012). Driving Innovation Trough strategic collaboration: The Malaysian

experience. In Better Service delivery through open government and innovative policies.

OECD Korea Policy Centre.