...Wawasan 2020 or Vision 2020 is a malaysian ideal introduced by the former Prime Minister of Malaysia, Mahathir bin Mohamad during the tabling of the Sixth Malaysia Plan in 1991. The vision calls for the nation to achieve a self-sufficient industrialized nation by the year 2020, encompasses all aspects of life, from economic prosperity, social well-being, educational worldclass, political stability, as well as psychological balance. In order to achieve Vision 2020, Mahathir lamented that the nation required an annual growth of 7% (in real terms) over the thirty-year periods (1990–2020), so that the economy would be eightfold stronger than its 1990 GDP of RM115 billion. This would translate to a GDP of RM920 billion (in 1990 Ringgit terms) in 2020.Wawasan 2020 is also the title of an article by William Greider about globalization in Malaysia.Mahathir had outlined nine strategic challenges that Malaysia must overcome to achieve Vision 2020. The first challenge is establishing a united Malaysian nation made up of one Bangsa Malaysia (Malaysian Race). The second challenge is creating a psychologically liberated, secure and developed Malaysian society. The third challenge is fostering and developing a mature democratic society. The fourth challenge is establishing a fully moral and ethical society. The fifth challenge is establishing a matured liberal and tolerant society. The sixth challenge is establishing a scientific and progressive society. The seventh challenge is establishing...
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...So, what is Vision 2020? The Vision 2020 was developed to be a long-term goal for the nation, the goal of Malaysia becoming a “fully developed country” by year 2020 (The Mahathir Years, 2009). In other words, by the year 2020, Malaysia can be a united nation, with a confident Malaysian society, infused by strong moral and ethical values, living in a society that is democratic, liberal and tolerant, caring, economically just and equitable, progressive and prosperous, and in full possession of an economy that is competitive, dynamic, robust and resilient (Wawasan 2020, nd). However, the Vision 2020 equires the Malaysian economy to grow at 7.0% per annum. The 9th Malaysia Plan envisages an annual growth of 6.5%, while the Third Industrial Master Plan targets 6.3% growth for the plan period (Gregore Pio Lopez, nd). Also, Malaysia could not be fully developed until Malaysia has finally overcome the nine central strategic challenges that have confronted us from the moment of our birth as an independent nation. According to Wawasan 2020, it is to be said that one of the challenges of achieving Vision 2020 will be establishing establishing a united Malaysian nation with a sense of common and shared destiny. This must be a nation at peace with itself, territorially and ethnically integrated, living in harmony and full and fair partnership, made up of one 'Bangsa Malaysia' with political loyalty and dedication to the nation. For instance, this can be seen in the big gap between Malay...
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...India’s Bid for Olympics 2020 Hospitality: The Expected attendance to the Olympic event is expect to be around 10 million people worldwide. The major issues concern for delhi hosting the games will be the Chronic power cuts. In order to meet the high energy demands during the games, large scale power production initiatives have to be taken to increase the existing capacity from 7000 Mw to 12000 Mw. In addition to physical preparation, free accommodation for all athletes at the Games Village, as well as free transport and other benefits, such as a free trip to the famed Taj Mahal and a reserved lane for participants on selected highways was provided Resorts & Hotel: There are also many luxary resorts in Delhi which can provide you many extra facilities and comfort and have special packages which one can enjoy. The five star hotel, Hotel Ashok, in New Delhi, has a memorandum of Understanding (MoU) between Indian Olympic Association and India Tourism Development Corporation (ITDC) & was Officially the Games Family Hotel for CWG games ,2010. The Hotel Ashok has more than 500 rooms with 60 executive suites. Even though there many hotels in delhi,there is still a need for more hotels & resorts to accomadate the large no. of people Security: Transport: Indira Gandhi International Airport is modernised, expanded, and upgraded. Costing nearly $1.95 billion ,Terminal 3 has increased airport passenger capacity to more than 37 million passengers a year by 2010. A new runway has...
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...Entertainment in 2020 The world as we know it today is not the same as it was ten years ago, let alone five years ago. Technology is advancing at a drastic speed therefore causing everything attached to it to change; economy, demography, etc. The industry that we have chosen to focus on is the entertainment industry, with regards to the evolution of technology. We will be analyzing the different changes in the past decade and try to predict what the workforce will look like in 2020. The Generations X, Y and Z are the population born after the World War II era. By the year 2020, most of the population in these three categories will still be in the workforce, with only the ones born at the very beginning of “Generation X” entering retirement. Born between the early years of the 1960’s to early 80’s, Generation X witnessed the expansion of technology, with such things as the personal computer, video games, cable TV, Internet etc.. They are generally considered as very independent and self-sufficient because many of them were born in an era where their families earned two incomes and where divorce rates were rising. This generation was born into a faltering economy therefore witnessed the struggle their parents went through to maintain their jobs, they tend to ignore their leaders and are less committed to one employer because of that. According to the US Census Bureau in their 2009 statistical abstract and also the 2001 Canadian census on education statistics, Generation...
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...Leadership is a process that helps a group to achieve its goals. Leaders and group members can mutually influence each other's ideas. The person who exhibits leadership is someone that makes things happen that would not happen otherwise (Kouzes, 2007). Someone who has exemplified this is Julie Richman, a director in our department. Julie has since transferred to another region, yet her leadership will forever be embedded in those who had the opportunity to work for her. Leaders should be well organized and have made time in their lives for their organization. Leadership requires commitment, and leadership is a mix of knowledge, values, skills, and behaviors (Hill, 2009). It is important, then, for a leader to know his/her own abilities, knowledge and values and how others perceive them (Hill, 2009). For example, if "trust" is a quality which is highly valued by a group, then it is important the leader to be viewed as trustworthy. Julie possesed this ability better than anyone I have ever known. When approaching Julie with an issue at work, I knew that it was going to be valued and viewed as an important topic, regardless of her stance. Julie was someone I could trust with my largest insecurities. Julie was able to recognize this as a strength, and recognizing strengths and compensating for weaknesses represents the first step in achieving positive self regard (Hill, 2009). Although she didn’t boast about her talents, she was humble and approachable. These qualities...
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...The GCC in 2020 Outlook for the Gulf and the Global Economy A report from the Economist Intelligence Unit Sponsored by the Qatar Financial Centre Authority The GCC in 2020: Outlook for the Gulf and the Global Economy About this research T he GCC in 2020: Outlook for the Gulf and the Global Economy is a white paper written by the Economist Intelligence Unit and sponsored by the Qatar Financial Centre (QFC) Authority. The findings and views expressed in this briefing paper do not necessarily reflect the views of the QFC Authority, which has sponsored this publication in the interest of promoting informed debate. The Economist Intelligence Unit bears sole responsibility for the content of the report. The author was Jane Kinninmont and the editor was Rob Mitchell. The findings are based on two main strands of research: l A programme of in-depth analysis, conducted by the Economist Intelligence Unit, which drew on its own long-term forecasts and projections for the six GCC economies, along with other published sources of information. l A series of interviews in which economists, academics, and leading experts in the development of the GCC were invited to give their views. In some cases, interviewees have chosen to remain anonymous. Our sincere thanks go to all the interviewees for sharing their insights on this topic. March 2009 © The Economist Intelligence Unit Limited 2009 The GCC in 2020: Outlook for the Gulf and the Global Economy Executive summary ...
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...Introduction The EU 2020 Strategy is the new growth strategy for Europe. Aiming at “smart, inclusive, and sustainable growth”, the strategy has a threefold approach that shall enable the EU to emerge stronger from the economic and financial crisis. With new priorities and new governance approaches, the EU 2020 Strategy moves beyond its predecessor, the Lisbon Strategy for Growth and Jobs, adopted by the European Council in spring 2000. The Lisbon Strategy aimed at turning the EU into “the most competitive and dynamic knowledge-based economic area in the world capable of sustainable economic growth and more and better jobs and social cohesion” (Council 2000). The Lisbon Strategy has been criticized in particular for its “lack of focus and of embedding in national policy-making procedures” (Begg 2008: 427). The complicated governance and implementation structure of the Strategy was seen as major reason why several targets could not be fulfilled. Some shortcomings of the Lisbon Strategy were recognized early, which led to the reorientation of the Strategy on the growth and job aspects in 2005 (ibid.: 427). Nevertheless, the EU did not achieve several of the Lisbon targets in 2010, so that the Strategy has often been labeled as “failed” (Tausch 2010). The EU 2020 Strategy has been designed with the attempt to solve the shortcomings of the Lisbon Strategy so that much attention was given to the governance of the Strategy. After a short evaluation of the Lisbon Strategy, on 3rd...
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...Europe 2020 - What future? Georgi Kamburov georgikamburov_92@abv.bg INT305- Overview of the European Union Dragomir Stoyanov Research Paper Feb.6, 2012 "Europe 2020" is a 10-year strategy proposed by the European Commission on March 3, 2010 and it is a plan for reviving the economy of the European Union. "Europe 2020" is a multifaceted strategy for sustainable growth and workplaces for the next decade, aiming to help Europe to emerge stronger, from its worst economic crisis dating from the 30s of the twentieth century till now. On January 15, 2010 officially ended the consultation and discussion of the draft new EU strategy: More than 1,500 suggestions were made by various interested parties: Member States, regions, business and professional associations, NGOs and scientific organizations, non-EU countries and international organizations. Overall, the proposed strategy and its priorities meet universal approval with the recommendation, to avoid the mistakes of the Lisbon Strategy and, if it is possible, this one to be more specific and more strictly applied. On March 3, 2010 President Barroso...
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...GAS IN 2020 Phillip Lang BUS 308 Nicholas Bergan 02/13/12 Part 1: Data Analysis The data that will be analyzed in this report is the consumer price index for fuel prices from the year 1982 to 2011. In this report we will be analyzing trend of gasoline prices and were they will take us in the future. Also this report will be help companies dealing with the oil industry and the expected price increases from a statistical perspective. Scatterplot: This chart shows us over time (x-axis) and the average price of fuel (y-axis) per year and explains the rate at which fuel prices are increasing. Without outside variables we can easily see the correlation of fuel prices now and what they will be in the future. The graph shows there is a positive correlation between price and time. The regression line and the positive slope explains that positive correlation. The slope: The slope as indicated by that diagram is .065, the value represents that the fuel price will increase over time, if the all assosiated variables are constant, by .065 units. So all of this information explains the increase in fuel prices as time elaspses. The y intercept: The y intercept from the results is -127.643. Regression model: y = 0.065x - 127.643 Estimating Fuel prices for 2020: When estimating fuel for 2020 within the model we are using we simply have x equal the year to come to the conclusion of where fuel prices will be. If the fuel price rises on average .065 units per year then...
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...www.pwc.com/us/retailandconsumer www.kantarretail.com Retailing 2020: Winning in a polarized world PwC and Kantar Retail are pleased to present Retailing 2020, a follow-up study to our original Retailing 2015 report published in 2007. This 2020-focused document identifies and investigates some of the economic drivers that could shape the US retail landscape, as well as components of channel and shopper. This report also documents an intriguing, forward-looking dynamic as we move from the early 2010s and advance toward the retail landscape of 2020. The current retail landscape has been recovering from the worst economic downturn in memory for most shoppers. At the same time, the US retail market continues to evolve into what we term the Post-Modern market evolution phase, characterized by hypercompetition—both online and off—and signals an era defined by very challenging circumstances to understand and master. In short, the retailers and suppliers willing to ―up their game‖ will likely remain the most viable in a rapidly changing, shopper-driven retail landscape. We anticipate that the 2020 retail landscape will be shaped by retailers leveraging increasingly complex operational, financial, and brand models. Retailers and suppliers, we believe, will need to address and manage the complexity and diversity of the ―retail realities‖ that make the market challenging. Speed of technological advancements, globalization, and ways to leverage information are some...
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...INTERNATIONAL BUSINESS INSTRUCTOR: MISS SANDRA HACKER VISION 2020 Malaysia announced its first budget under the Tenth Malaysia Plan last year in 2010. The budget focuses mainly on building the power for future development, which is central towards achieving its Vision 2020 target of a developed high-income economy. Measures to encourage private investment, improve the education system, upgrade labor skills and raise productivity have been introduced. Vision 2020 for Malaysia implies this clear vision of where the citizens of Malaysia want to go and what they want to be. The national confidence and determination to achieve this vision is based on the country’s record of development since independence. The course of action is a strategy for the attainment of a competitive, dynamic, robust and resilient economy. It stresses the need to define, develop and theoretical new pattern of activities, thinking and interaction with regard to the public private sector relationship. The identification of the critical approaches within the public-private sector productive partnership ensures the sustenance of the nation's comparative advantages in an increasingly competitive global economic environment. To reach the Vision 2020 target, the economy will have to grow, between 2011 and 2020, at an average annual rate of 7.0 per cent, which is clearly a tall order. Understandably, the Government’s focus seems to have shifted from Vision 2020 to “High Income Economy”. It is on this basis that the...
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...Nursing 2020 John Doe University of Phoenix Professional Dynamics JMS-007V Jane Doe October 12, 2011 Nursing 2020 The growing demands of our society today with respect to our aging population, diverse ethnic backgrounds, health reforms, discovery of new medications and diseases, and development of new medical technologies serves as a clear warning for the nursing profession that something needs to be done to keep up with the pace. “With more than 3 million members, the nursing profession is the largest segment of the nation’s health care workforce” ("Report," 2010). The message of the Institute of Medicine (IOM) in regards to the future of nursing clearly states that changes should be made in its field in order to meet these emerging demands. As stated in the IOM report on The Future of Nursing: “A number of barriers prevent nurses from being able to respond effectively to rapidly changing health care setting and an evolving health care system. These barriers need to be overcome to ensure that nurses are well-positioned to lead change and advance health” ("Report," 2010). Because of this, focus in the changes in education, nursing practice, nursing role, and leadership are the key requirements for nurses today. If changes are not started at this time, then the future of quality and safe nursing care is at risk. Knowledge is power, and quality education is needed to acquire knowledge. “A more educated nursing workforce would be better equipped to meet the demands...
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...Second Written Assignment 3) By 2020, all shopping will be done online. Do you agree or disagree? Support your view with reasons and/or specific examples. It's the year 2020. There are no shops anymore. All shopping is done via the Internet. Purchases are made comfortably from the couch. There is no need of leaving the house and getting to a store. Searching a parking lot, standing in a line for paying the items and carrying bags are things of the past. It is a tempting idea, but could the future regarding to our buying behaviour really be like this? I want to focus on this question in my essay. There is an unmistakable trend that more and more people use the opportunity of online shopping. Nowadays there is no restriction on electronics and entertainment items only such as few years ago. It is now possible even perishable food to be delivered to your home. The development is supported by internet sites like Ebay or Paypal. More than 40 million Germans already use these possibilities. In contrast the percentage of the “offline” shopping is decreasing. What makes online shopping so attractive? The main reasons are the saving of time, the greater product choice and the ability of price comparison. This way the customer is able to find the right product for the cheapest price. Furthermore, he is not bound to opening times. But there are also good reasons to go to a shopping mall. In particular, the social contact with other people, the professional advice of the seller and...
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...India’s Trade in 2020: A Mapping of Relevant Factors Nagesh Kumar A paper prepared for the Committee on Vision 2020 for India, Planning Commission, Government of India Revised Version: 22 May 2001 Research and Information System for the Non-aligned and Other Developing Countries, Zone 4B, India Habitat Centre, Lodi Road, New Delhi-110003. Tel.: 468 2175, Fax: 468 2174; Email: nagesh@ndf.vsnl.net.in An earlier version of the paper was presented at the Fifth Meeting of the Committee on Vision 2020 for India, Planning Commission, on 8 February 2001. I benefited from discussions with Dr V.R. Panchamukhi, and from comments of Dr S.P. Gupta and other participants at the Meeting The usual disclaimer applies. India’s Trade in 2020: A Mapping of Relevant Factors Introduction India's trade has generally grown at a faster rate compared to the growth of GDP over the past two decades. With the liberalization since 1991 in particular, the importance of international trade in India’s economy has grown considerably. As a result the ratio of international trade to GDP has gone up from 14 per cent in 1980 to nearly 20 per cent towards the end of the decade of 1990s. Given the trends of globalization and liberalization, the openness of Indian economy is expected to grow further in the coming two decades. The more exact magnitude of India's trade in 2020 and its proportion to India's national income...
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...2015/10/20 A mind map of the 2020 agency A MIND MAP OF THE 2020 AGENCY Propulsion, the official blog of Ignition Consulting Group. Propulsion May 27, 2015 | By Tim Williams It’s appropriate that in the new agency ecosystem that emphasizes best-in-class providers instead of traditional “full-service” firms, today’s clients have a set of world-class expectations of their agencies. Some of these needs are a 21st century version of long-standing agency qualities. But there’s also a new class of emerging competencies, mostly in response to a new environment for marketing organizations in which: 1. Established categories of business are being constantly disrupted by innovative new start ups. 2. Marketing organizations must respond to market forces faster than ever before. 3. Traditional marketing campaigns are clearly losing their effectiveness, requiring much more marketing invention and experimentation. http://www.ignitiongroup.com/propulsionblogpost/mindmapfoundationsofthe2020agency/ 1/6 2015/10/20 A mind map of the 2020 agency 4. The marketing function is under constant scrutiny for proof of performance and is increasing under the thumb of finance and operations. 5. Marketers are saddled with the colossal job of central integration, overseeing and managing the efforts of a large federation of marketing services providers. 6. Client organizations are increasingly dependent on innovation vs. cost cutting to maintain ...
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