In line with realising the strategic role and importance of Small Medium Enterprises (SMEs) in the overall economic growth of the country, some 20 officers participated in a training programme which was designed for them to accommodate the certain trends and dynamics of leadership in addressing a number of its issues, such as succession planning, change management and business continuity.
Director of Management and Finance Division Pg Harun Pg Hj Aliuddin, who also participated in the programme said: "Whilst the external analysis and infrastructure framework are important, it is also crucial that MIPR builds up its frontline software human capabilities in dealing with SMEs development."
He said that MIPR's leaders, ranging from operational to managerial levels, need to adopt the optimal leadership strategies for each unique circumstance.
This views were supported by Effandi Salleh, head of Entrepreneurial Development Centre who said that the importance of a sound workforce development strategy cannot be understated as it affects the productivity of an organisation.
"We need to have talented and motivated personnel who are able to rejuvenate the organisation with new leadership," he said.
The programme was facilitated by Vector Scorecard (VSC) Asia Pacific, one of MIPR's strategic partners who has developed a customised leadership programme which are uniquely designed for MIPR settings.
Elaborating on the programme, Group Chief Executive Officer M Nazri pointed out the three key issues that were constantly being faced by leaders in the public sectors: succession planning, change management, business continuity among others.
He added that the lack of replacement leaders, which does not produce the vision of sufficient talents, often leads to potential social unrest if not addressed over time as seen in the middle-east and certain parts of Asean.
M Nazri said that TLP is about adaptability and flexibility to deal with the transformation of its people. Their introduction of 'scorecards' allows them to view the various leadership styles, strength and limitation preferences for a particular situation.
"So it's quite unique in a sense that you don't just profile people, but you profile your subordinates and then you map it and then actually adapt to the situation," said the group CEO.
When asked about the prospect of other ministries adopting the programme, M Nazri said it could be done but it needs to be further customise to accommodate the specific 'cultural norms' of each ministry.
"There is an element that is important to customise it to every setting. That's what the scorecards are all about, to profile the identity, dynamics and style of each department or ministry," he said. ~ Courtesy of The Brunei Times
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