Digitalisation should not be perceived as a complex, unattainable goal. The conversation surrounding the concept should skew towards the establishment of an informed and interested circle of stakeholders with aligned agendas focused on attaining the right tools to enhance Malaysia’s digital presence.
Likewise, the concept of digital-based hybrid roles – despite being a double-edged sword – should not be considered a threat, but instead should be put to work for the better management of Malaysia’s talent pool. With the welfare of all talent remaining a priority, role hybridisation will be viewed not as a liability, but as a trend to spark positive conversations on the structure of future skills.
A competent workforce with the right skillset is crucial to this – especially now. With no end yet on the horizon for COVID-19, Malaysia’s industry, academia, government, and talent must come to terms with the unexpected and collaborate to address uncertainties. Equipped with the right mindset and sensitivity to future labour market disruptors, Malaysia possesses the potential to improve its labour market conditions and be shielded from external shocks.
Malaysia’s transformation stories over the past few decades speak volumes about the nation’s perseverance in the face of recessions and other economic downturns. While the challenge is far from over, Malaysia’s tenacity and ability to stay resilient by digging deep cannot be underestimated – and will indeed pave a path to future success.