Photo: Nafise Motlaq / World Bank
In 1954, the World Bank’s first mission report on Malaya – as the soon-to-be-independent country was called then – expressed concern about its development prospects. The mission was “favorably impressed with Malaya’s economic potentialities and prospects for expansion.” But it questioned whether the “rates of economic progress and additions to employment opportunities can move ahead of or even keep up with the pace at which the population and the labor force are growing.”
Sixty years and 25 million more Malaysians later, hindsight proved such worries overdone as income per capita climbed from USD 250 at the time of the report to over USD$10,000 today.
With its successful economic and social development, Malaysia is now actively moving into a new role as a global development partner—supporting other countries in ending poverty and sharing lessons from its journey to become a regional economic powerhouse. This new role is a natural fit for a nation in transition toward a high-income status, and a big gain for the rest of us.
Every minute, dozens of people in East Asia move from the countryside to the city.
The massive population shift is creating some of the world’s biggest mega-cities including Tokyo, Shanghai, Jakarta, Seoul and Manila, as well as hundreds of medium and smaller urban areas.
From my house in northern Quezon City, I drive more than two hours every day to get to the office in Bonifacio Global City, which is about three cities away where I come from, and two cities away from the capital Manila. It’s a journey that should only take around half an hour under light traffic. That is a total of four hours on the road a day, if there is no road accident or bad weather. It takes me an hour longer whenever I use the public transport system. Along with hundreds of thousands of Metro Rail Transit (MRT) commuters, I have to contend with extremely long lines, slow trains, and frequent delays due to malfunctions. This has been my experience for several years. Many of us might be wondering: why have these problems persisted?
When one thinks of businesses operating in countries that are still struggling to protect and provide for human rights, a narrative can easily spring to mind involving unscrupulous businesses happily taking advantage of weak labor laws, a lack of minimum wage and poor environmental controls. But, in many places, the reality is very different. Not only is the private sector itself adversely impacted by weak human rights protections but, more than this, businesses are themselves having to take up a leadership role to compensate for weaknesses that exist at a national level.
Pada dasarnya saya adalah orang yang pragmatis, mengingat awal karir saya sebagai petugas kelurahan, lanjut terus ke kecamatan, di India, ketika saya bertanggungjawab untuk banyak hal yang terjadi di lapangan, mulai dari persediaan air hingga rencana penggunaan lahan pertanian. Namun saya sangat sedih dan terpukul menyaksikan dampak dari bencana tsunami 2004. Di Indonesia saja, sekitar 220.000 orang kehilangan nyawa.
I began my professional career as a sub-district and district level administrator in India-a position that makes one responsible for pretty much everything- from making sure the water comes out of the taps and the garbage is collected in the morning to helping pull accident victims out from horrific accidents and facing down stone-pelting mobs. This early experience of being thrown into the deep end of the pool gives me a somewhat pragmatic sense of perspective and equanimity. But I still recall the horror and overwhelming grief that I felt when the full impact of the 2004 Tsunami started becoming clear. In Indonesia alone approximately 220,000 people lost their lives.
Axel van Trotsenburg, World Bank Vice President for East Asia and Pacific, travelled to Indonesia, where he visited the capital Jakarta and Makassar in South Sulawesi. He noted that Indonesia faces a large challenge in meeting infrastructure needs, in order to provide basic services and integrate a country with over 17,000 islands.
World Bank Vice President for East Asia and Pacific Axel van Trotsenburg invites everyone to join a discussion on how Vietnam can achieve the objective of becoming a modern, industrialized nation in the next decades.
It is easy to see that data is crucial to the agency’s operations. Sitting down with EDL’s employees and managers—all wearing the agency’s signature blue-shirt uniform with pride—it also becomes apparent that the science of numbers and the art of managing people have gone hand in hand at this agency. This combination has enabled EDL to make organizational learning a central pillar of the agency’s success.
Institutions Taking Root, a recent report of which I’m a co-author, looked at nine successful institutions in fragile and conflict-affected states that share a core set of internal operational strategies.