Today, we face one of the greatest challenges of our generation. In just a short span of time, the coronavirus pandemic has upended lives and livelihoods around the world, exacerbating longstanding socioeconomic inequalities and plunging global financial markets into a deep recession. As the virus gradually made its way throughout Southeast Asia earlier this year, border controls further debilitated economies around the region, many of which were reliant on both regional and international tourism as a main driver of economic growth. Yet, despite the heavy toll of the coronavirus pandemic on the ASEAN-5 economy, several jurisdictions have emerged more resilient than ever.
This is, of course, not a new phenomenon. In many ways, history is repeating itself and we need to look no further than the 2003 SARS epidemic which was arguably responsible for accelerating major tech developments across China’s e-commerce and digital payments ecosystem. Holed up in their homes, Chinese consumers were forced to turn to previously untrusted e-commerce sites and virus-proof contactless payment options in the place of brick and mortar storefronts and cash. Despite being a cash-based economy only two decades ago, as of 2018, 83 percent of all payments in the country were now being done via mobile applications.
We can begin to see similar early stirrings of shifts in consumer habits and preferences across ASEAN nations, often most pronounced in early adopter markets whose lawmakers recognised the need for digital agility. Though disparate across developing and developed markets, this approach has informed a “smarter” model of policy-making and the fruits of this have been no more pronounced than during the COVID-19 crisis. When coupled with government aid initiatives and a collectivist culture across the region, Southeast Asia is primed to further its economic growth and chart its technological development towards a more inclusive and resilient digital economy.
Laying the digital groundwork
Thanks to its increased mobile connectivity and growing online population, Southeast Asia has one of the largest and fastest growing internet markets in the world. However, a resilient digital economy does not stem from digital readiness alone. This is instead a matter of smart regulation, anchored by the pillars of data-driven decision making, progressive policy-making, and an inclusive digital literacy model.
Arguably, the best example of this across the region can be found in Singapore’s Smart Nation plan. Launched in 2014, this ingrained tech-forward mindset informed the government’s strategies as the nation progressively built up critical digital infrastructure and promoted the adoption of smart technologies. Thanks to its extensive digital transformation work over the past 6 years, Singapore’s early response to COVID-19—which included chatbots and a national WhatsApp channel to educate and inform citizens—earned praise from the World Health Organisation.
To that end, Brunei unveiled its first five-year Digital Economy 2025 Masterplan, which aims to turn the country into a digital and future-ready Smart Nation. This included the creation of eKadaiBrunei, a national e-commerce platform aimed at providing a safe and convenient way for local businesses to continue connecting with customers during the pandemic. Brunei’s masterplan exemplifies the key role that such a digital roadmap can play in leading a local economy to a more sustainable future, coupling digital transformation initiatives with institutional backing to boost long-term resilience.
Shaping the path to recovery
Digital transformation, of course, is a long-term endeavour and while progressive policies can help to encourage the adoption of novel infrastructures and tools, it’s crucial that a workforce itself is equipped with the necessary skills to ensure wide scale digital literacy—one that doesn’t discriminate based on age, class, or sector.
Though commonly thought to be far more digitally savvy than older generations, youths themselves have voiced concerns that they aren’t sufficiently equipped with the right skills to tackle technological disruption. Last year, the World Economic Forum’s ASEAN Youth Technology, Skills and the Future of Work report found that three of the four skills that ASEAN youth regard as their weakest are STEM skills, including technology design and data analytics. Higher education institutions need to ensure their course offerings reflect the realities of the digital economy, covering topics such as entrepreneurial innovation, emerging technologies, and start-up practicums. With help from governments and enterprises alike, educational curricula should concentrate on fostering and attracting the next generation of talent, while mitigating the skills gaps in today’s workforce.
Governments also need to future-proof their nation’s workforce, ensuring that they emerge more resilient in a post-COVID environment. In tackling the pandemic’s immediate economic implications, emerging markets such as the Philippines have looked to upskilling to ground forms of financial assistance. For one, the country’s Technical Education and Skills Development Authority initiated a PHP 3 billion programme to upskill and reskill temporarily displaced workers. Amid high rates of retrenchment across various sectors such as F&B, hospitality, retail, and tourism, such programmes will be especially vital for mid-career and senior executives as they participate in new arenas of the digital economy.
Southeast Asia is home to an abundance of small and medium enterprises (SMEs)—accounting for between 88.8 to 99.9 percent of total establishments in the ten ASEAN Member States. To help these SMEs adapt to the “new normal” governments across the region have introduced grants and initiatives to incentivise their transition and promote the adoption of digital technologies such as artificial intelligence, IoT, automation, and robotics.
With such businesses forming the bedrock of the region’s economy, business owners need the right training and digital skills to better build up their digital capabilities and implement digital solutions to rapidly increase production and streamline their operational efficiency when the economy recovers. From government-funded accelerators to locally built e-commerce networks, SMEs across the region have been offered a vast range of opportunities to aid in their online transition. As part of Malaysia’s National Economic Recovery Plan, the Malaysia Digital Economy Corporation has pledged to onboard SMEs and micro SMEs onto e-commerce platforms, offering training, seller subsidies, as well as sales support to kickstart their digital journeys.
It’s clear that the future is inherently digital, but no country can afford to leave any fresh graduate, professional, or business behind. With progressive policymaking anchored by an emphasis on education and upskilling, Southeast Asia certainly has the potential to secure its competitive standing on a global stage.
Collectivism at scale
And yet, the will to change ultimately begins at an individual level. Despite the disparate cultures, beliefs, and politics that continue to prevail across the region, Southeast Asia has fast-distinguished itself in its collective approach to addressing the realities of the pandemic. Absent are charged conversations surrounding stimulus payouts or the politicisation of healthcare measures, spanning crowd control at political rallies or mandatory mask-wearing—instead, communities have rallied together, falling in line across the public and private sector, to benefit the greatest number rather than a privileged few.
Though digital transformation continues to materialise at a varied pace from country to country, the pandemic has pushed many governments, enterprises, and individuals to adapt rapidly to unfamiliar challenges and new ways of working. Now more than ever, the impact of progressive measures and initiatives to support the region’s growth towards a more advanced digital economy, are clear. Denoted by an underlying collective approach and smart regulation, fostering continuous innovation, building up critical workforce capabilities, and increasing the business resilience of SMEs will be the catalysts that underpin Southeast Asia’s growth in a post-pandemic future.
Accelerating COVID-19 Vaccine Uptake to Boost Malawi’s Economic Recovery
Since the onset of the COVID-19 pandemic, many countries including Malawi have struggled to mitigate its impact amid limited fiscal support and fragile health systems. The pandemic has plunged the continent into its first recession in over 25 years, and vulnerable groups such as the poor, informal sector workers, women, and youth, suffer disproportionately from reduced opportunities and unequal access to social safety nets.
Fast-tracking COVID-19 vaccine acquisition—alongside widespread testing, improved treatment, and strong health systems—are critical to protecting lives and stimulating economic recovery. In support of the African Union’s (AU) target to vaccinate 60 percent of the continent’s population by 2022, the World Bank and the AU announced a partnership to assist the Africa Vaccine Acquisition Task Team (AVATT) initiative with resources, allowing countries to purchase and deploy vaccines for up to 400 million Africans. This extraordinary effort complements COVAX and comes at a time of rising cases in the region.
I am convinced that unless every country in the world has fair, broad, and fast access to effective and safe COVID-19 vaccines, we will not stem the spread of the pandemic and set the global economy on track for a steady and inclusive recovery. The World Bank has taken unprecedented steps to ramp up financing for Malawi, and every country in Africa, to empower them with the resources to implement successful vaccination campaigns and compensate for income losses, food price increases, and service delivery disruptions.
In line with Malawi’s COVID-19 National Response and Preparedness Plan which aims to vaccinate 60 percent of the population, the World Bank approved $30 million in additional financing for the acquisition and deployment of safe and effective COVID-19 vaccines. This financing comes as a boost to Malawi’s COVID-19 Emergency Response and Health Systems Preparedness project, bringing World Bank contributions in this sector up to $37 million.
Malawi’s decision to purchase 1.8 million doses of Johnson and Johnson vaccines through the AU/African Vaccine Acquisition Trust (AVAT) with World Bank financing is a welcome development and will enable Malawi to secure additional vaccines to meet its vaccination target.
However, Malawi’s vaccination campaign has encountered challenges driven by concerns regarding safety, efficacy, religious and cultural beliefs. These concerns, combined with abundant misinformation, are fueling widespread vaccine hesitancy despite the pandemic’s impact on the health and welfare of billions of people. The low uptake of COVID-19 vaccines is of great concern, and it remains an uphill battle to reach the target of 60 percent by the end of 2023 from the current 2.2 percent.
Government leadership remains fundamental as the country continues to address vaccine hesitancy by consistently communicating the benefits of the vaccine, releasing COVID data, and engaging communities to help them understand how this impacts them.
As we deploy targeted resources to address COVID-19, we are also working to ensure that these investments support a robust, sustainable and resilient recovery. Our support emphasizes transparency, social protection, poverty alleviation, and policy-based financing to make sure that COVID assistance gets to the people who have been hit the hardest.
For example, the Financial Inclusion and Entrepreneurship Scaling Project (FInES) in Malawi is supporting micro, small, and medium enterprises by providing them with $47 million in affordable credit through commercial banks and microfinance institutions. Eight months into implementation, approximately $8.4 million (MK6.9 billion) has been made available through three commercial banks on better terms and interest rates. Additionally, nearly 200,000 urban households have received cash transfers and urban poor now have more affordable access to water to promote COVID-19 prevention.
Furthermore, domestic mobilization of resources for the COVID-19 response are vital to ensuring the security of supply of health sector commodities needed to administer vaccinations and sustain ongoing measures. Likewise, regional approaches fostering cross-border collaboration are just as imperative as in-country efforts to prevent the spread of the virus. United Nations (UN) partners in Malawi have been instrumental in convening regional stakeholders and supporting vaccine deployment.
Taking broad, fast action to help countries like Malawi during this unprecedented crisis will save lives and prevent more people falling into poverty. We thank Malawi for their decisive action and will continue to support the country and its people to build a resilient and inclusive recovery.
This op-ed first appeared in The Nation, via World Bank
An Airplane Dilemma: Convenience Versus Environment
Mr. President: There are many consequences of COVID-19 that have changed the existing landscape due to the cumulative effects of personal behavior. For example, the decline in the use of automobiles has been to the benefit of the environment. A landmark study published by Nature in May 2020 confirmed a 17 percent drop in daily CO2 emissions but with the expectation that the number will bounce back as human activity returns to normal.
Yet there is hope. We are all creatures of habit and having tried teleconferences, we are less likely to take the trouble to hop on a plane for a personal meeting, wasting time and effort. Such is also the belief of aircraft operators. Add to this the convenience of shopping from home and having the stuff delivered to your door and one can guess what is happening.
In short, the need for passenger planes has diminished while cargo operators face increased demand. Fewer passenger planes also means a reduction in belly cargo capacity worsening the situation. All of which has led to a new business with new jobs — converting passenger aircraft for cargo use. It is not as simple as it might seem, and not just a matter of removing seats, for all unnecessary items must be removed for cargo use. They take up cargo weight and if not removed waste fuel.
After the seats and interior fittings have been removed, the cabin floor has to be strengthened. The side windows are plugged and smoothed out. A cargo door is cut out and the existing emergency doors are deactivated and sealed. Also a new crew entry door has to be cut-out and installed.
A new in-cabin cargo barrier with a sliding access door is put in, allowing best use of cargo and cockpit space and a merged carrier and crew space. A new crew lavatory together with replacement water and waste systems replace the old, which supplied the original passenger area and are no longer needed.
The cockpit gets upgrades which include a simplified air distribution system and revised hydraulics. At the end of it all, we have a cargo jet. If the airlines are converting their planes, then they must believe not all the travelers will be returning after the covid crisis recedes.
Airline losses have been extraordinary. Figures sourced from the World Bank and the International Civil Aviation Organization reveal air carriers lost $370 billion in revenues. This includes $120 billion in the Asia-Pacific region, $100 billion in Europe and $88 billion in North America.
For many of the airlines, it is now a new business model transforming its fleet for cargo demand and launching new cargo routes. The latter also requires obtaining regulatory approvals.
A promising development for the future is sustainable aviation fuel (SAP). Developed by the Air France KLM Martinair consortium it reduces CO2 emissions, and cleaner air transport contributes to lessening global warming.
It is a good start since airplanes are major transportation culprits increasing air pollution and radiative forcing. The latter being the heat reflected back to earth when it is greater than the heat radiated from the earth. All of which should incline the environmentally conscious to avoid airplane travel — buses and trains pollute less and might be a preferred alternative for domestic travel.
There Is No Business, Like Small Business: New Strategy
Once upon a time, all big businesses of the world were only small businesses. However, occasionally, when big businesses classified as too big to fail, it is the special status when they start failing their own nations, damaging common good, hurting humankind at large. This is when big business allowed to morph into a Godzilla to trample all over the governments and institutions and line them up as hostages. Study the rise and fall of the world’s largest business empires of last century.
Now Showtime: There is no business, like small business, because the small business sector is not only a giant business, but also the biggest layer of the economy, largest contributor in kind to its nation, adding jobs, paying taxes and creating real value creation, while taking all the abuse and bureaucratic nonsense. Hence, post pandemic recovery will take no prisoners and harshly unleash economic challenges as mirror on the economic development competency and question national priorities. Here, no worries, as usual the big business will always take care of itself. Small business will be the only game left in town, something for the political leadership to cling on to and something for local trade groups to try to claim as success. The definitions on what is big and what is small are both on the table for honest evaluation and equally juxtaposed need a declaration on what business serves the economy of the nation and what business destroys the economies of nation.
New math of the post pandemic world clearly shakes down old mindsets. Unless national economic development leaders, trade groups and trade associations acquire proven entrepreneurial experiences, expertise and tactical battlefield capability at the very top and display a warrior mindset to upskill for global competitive excellence, they are just a dance party with water pistols. Entrepreneurialism is the real value creation driving force behind the economy and not a value manipulation exercise with some certificates. Any misunderstanding on such issues only creates shiny cities, surrounded by tent-cities. Study the global economic chaos and worklessness is creeping across the world.
The illusion of super big technology driving super global growth is another myth of crypto-tyrannies. The worshiping super magnanimous technologies, including Facebook engaged in stealing the future from the next generations, now manipulating data to divide and conquer elections and serving special agenda groups causing tribalism and global socio-economic damage. Study how the future routinely stolen in broad daylight by Social Media.
Mutation of economic thought: Why is creation of fake economies much easier; this is where zeros bought, sold and traded as real assets, everything multiplied, subtracted, divided but nothing adds up, there are no bottom-line totals, ever. When columns do not fit anywhere, like an abstract art on canvas, for the eye of the beholder they glow in the dark. Hence, cubism-finances and impressionist-economies, while on the other hand, real value creation economy is one of the hardest journeys,it isrealentrepreneurialism wrapped in integrity and solid hard day’s work creating common good. The reason is that small medium businesses have lost trust in their government and major institutions, while they paint the economy as abstract art and print invisible unlimited money but SME only thrown in jail if they only photocopy a dollar bill. Covidians demand a new narrative on economic affairs and overall totals of budgets.
Unless trade groups of nations assembled and thanked profusely for their work done over the last century. Invited to join as new players, as this is now a new page for a new age and a new direction for a new digital future. Let meritocracy chart out the future of trade-groups; let vertical sectors build their own independent global age narratives to ride on entrepreneurial mindsets. When methodical agenda on simultaneous synchronization bring all key components under master plan tabled critical thinking and hardcore business experiences should lead. When vertical groups and all upskilling and reskilling features interact on digital platforms combined, eventually they will all see the light and most importantly learn the future of the global-age of digital commerce. Upskilling of all layers is critical so all grow together. Reskilling to create real value production is essential so it becomes a sustainable model.
With no room to spend another decade on some academic feasibility studies, organize a warrior team to undertake such mobilization developments. Such national mandates are often not new funding dependent rather execution starved and deployment hungry. Why shut down the electricity of the building and climb the skyscraper via the staircase. With the majority of nations locked up in an old mindset on digitization, today, they simply cannot zip up to the top floor, exhausted and breathless as they are climbing stairs and badly stuck on lower floors. Pandemic recovery is harsh. Fire the first person who says they need heavy new funding, fire the second person who says they are too busy to change. Change is a gift for free but for the right mindset.
The New Trends: National mobilization of entrepreneurialism will advance; small and medium businesses will grow, as they have no choice but to upskill innovative excellence and reskill for quality manufacturing of goods and services. Learn from Asia, study Africa, stop reading newspapers but the world maps, acquire new math from ‘population-rich-nations’, and expand collaborative alliances with the knowledge-rich-nations to reach global markets.
New Trends on Small Medium Business Economy:
The new math: why all over the world it is now attracting new entrepreneurs at rapid speed? Why are Covidians all over the world refusing high-rise, low pay, cubical-slavery and transforming to creative freedom, global-age access and hammocks. Today a USD $1000 investment in technology buys digital solutions, which were million dollars, a decade ago. Today, any micro-small-medium-enterprise capable of remote working models can save 90% of office and bureaucratic costs and suddenly operate like a mini-multi-national with little or no additional costs.
The new uplifts: How struggling economies are now exploring the “National Mobilization of Entrepreneurialism on Digital Platforms of Exportability Protocols” as alternate revolutionary thinking. Study how Africa model under Dr. Ameenah Gurib-Fakim is expanding and why the groups of western developed economies are so fearful of such a mega shift in thinking. Study Expothon on Google.
The new speed: If Agrarian age to industrial age took a millennia, while industrial age to computer age took a century, now from cyber-age to paperless, cash-less, office-less and work-less age it is almost knocking the door, just open and see. Is this the revenge of The Julian Calendar, time like a tsunami drowning us in our own depths of performance, challenging our lifelong learning and exposing our critical thinking forcing us to fathom the pace of change, swim or drown?
Time to study deeply, why forest fires always put out by creating more selected fires; therefore let government and bureaucracy stay where they are, while creating a far superior brand new meritocracy centric digital firefighting unit to act at the top and bring required results. The cost is a fraction of what routinely wasted 1000 times in lost and missed opportunities.
Time to appreciate, why is the fear of exposure of limited talent the number one fear of adapting digitizationas digital-divide is just a mental-divide.Why without digitization there is no economy and why it has taken decades?
Time to apply entrepreneurial mindset, why incentivizing all frontline management of all midsize business economic development and foreign investment attraction and export promotion bodies is a requirement of time? Observe the power of entrepreneurial mindset in the driver seat, deploy national mobilization of midsize economies, accept upskilling as a national mandate, and digitization as national pride.
Is there any authoritative leadership on entrepreneurialism present in the boardroom? No need to have chills, as mainly from Asia, there are some 500 million new entrepreneurs already on the march, therefore, no need to ask where are they headed but rather ask where your national entrepreneurialism is going? Study why entrepreneurialism is neither academic-born nor academic centric, why all most successful legendary founders that created earth shattering organizations were only the dropouts?
Is there a new realization or back to water pistol games? Not to be confused with academic courses on fixing Paper-Mache economies and already broken paperwork trails, chambers primarily focused on conflict resolutions, compliance regulations, and trade groups on taxation policy matters. Mobilization of small medium business economy is a tactical battlefield of advancements of an enterprise, as meritocracy is the nightmarish challenges for over 100 plus nations where majority high potential sectors are at standstill on such affairs. Surprisingly, such advancements are mostly not new funding hungry but mobilization starved. Observe the trail of silence. The empty shelves are not supply chain issues but symptoms of broken down economies. Economies are not cryptopia; they are about real value creation by the local small medium business forces to create local grassroots prosperity. The failure is not having the right mindsets.
Five things to watch for the year 2022: US election will surprise the world as it has the last two times. World economies tested, financially along with leadership competency levels. Big business will remain big and undisturbed. The Covidian will march for truth. Small medium business mobilization will further grow as a reliable answer to the economy and jobs.This is how humankind will crawl towards critical thinking.
The rest is easy
Analyzing The American Hybrid War on Ethiopia
Ethiopia has come under unprecedented pressure from the U.S. ever since it commenced a military operation in its northern Tigray...
Women Maoists (Naxalbari)
Every now and then, Indian newspapers flash news about Maoist insurgents, including women being killed. They usually avoid mentioning how...
Greenpeace Africa reacts to DRC President’s decision to suspend illegal logging concessions
The President of the Democratic Republic of Congo (DRC), Félix Tshisekedi, ordered on Friday, October 15th, the suspension of all...
Are we on track to meet the SDG9 industry-related targets by 2030?
A new report published by the United Nations Industrial Development Organization (UNIDO), Statistical Indicators of Inclusive and Sustainable Industrialization, looks...
Eurasian Forum: Empowering Women in the Changing World
Women play an increasingly important role in resolving issues that society and the state encounter and in the modern world,...
The U.S. Might Finally Be Ready to Back Down, to Avoid WW III
Recently, tensions have been rising between, on the one hand, America, and on the other, both Russia and China. A...
How The West Subdue Us: An Approach of Colonial and Development Discourse
Talking about development and colonial discourse, I am reminded the story of John Perkins in his book “Confessions of an...
Defense4 days ago
The U.S. may not involve military confrontation in the South China Sea
Arts & Culture3 days ago
Squid Game, Style influence and Sustainable consumption
Americas4 days ago
The international disorder after the US withdrawal from Afghanistan and the causes of the Taliban victory
East Asia3 days ago
Kishida and Japan-Indonesia Security Relations: The Prospects
Europe4 days ago
German Election: Ramifications for the US Foreign Policy
Europe4 days ago
EU-Balkan Summit: No Set Timeframe for Western Balkans Accession
Eastern Europe4 days ago
Right-wing extremist soldiers pose threat to Lithuania
Energy4 days ago
World Energy Outlook 2021 shows a new energy economy is emerging