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Mahathir Mohamad and Vision 2020

The document discusses Mahathir Mohamad's use of policy entrepreneurship to implement Vision 2020 in Malaysia, focusing on problem framing, coalition-building, and strategic use of data. It applies Kingdon’s Multiple Streams Framework to illustrate how Mahathir seized policy windows during economic challenges to drive reforms. Key strategies included engaging stakeholders, navigating institutional boundaries, and taking calculated risks to achieve his developmental goals.

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15 views6 pages

Mahathir Mohamad and Vision 2020

The document discusses Mahathir Mohamad's use of policy entrepreneurship to implement Vision 2020 in Malaysia, focusing on problem framing, coalition-building, and strategic use of data. It applies Kingdon’s Multiple Streams Framework to illustrate how Mahathir seized policy windows during economic challenges to drive reforms. Key strategies included engaging stakeholders, navigating institutional boundaries, and taking calculated risks to achieve his developmental goals.

Uploaded by

bluerosedreamland
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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case 1

CASE 1:
Leader driven change and role of policy entrepreneur, Kingdon’s Model

Policy Entrepreneurship in Action: Mahathir Mohamad and Vision


2020

1. Problem Framing and Narrative Shaping


Strategy: Reframe complex challenges into compelling national narratives.
Mahathir’s Action:
He framed Malaysia’s developmental stagnation as an existential threat to national
pride, sovereignty, and global competitiveness. Through Vision 2020, he
presented a bold, unifying narrative—transforming Malaysia into a "fully
developed nation" by the year 2020.

🟢 “We must move from being a middle-income country to a


high-income one—or risk being left behind.”

2. Seizing Policy Windows (Kingdon’s Model)


Strategy: Act when the problem, policy, and political streams align.
Mahathir’s Action:
In the post-1980s economic downturn, Malaysia was facing deindustrialization
risks and social discontent. With a strong electoral mandate, a weakened
opposition, and increasing global trade opportunities, Mahathir seized the
moment to launch structural reforms, liberalize the economy, and encourage
foreign direct investment (FDI).

🟢 The “policy window” opened with economic urgency, a


ready vision, and political strength.

case 1 1
Kingdon’s Multiple Streams Framework (1984)
Kingdon’s model explains how policies don’t always change through rational,
linear processes. Instead, major policy changes happen when three “streams”
come together at the right time—what he calls a policy window.

🌀 The Three Streams:


1. Problem Stream – “What’s wrong?”
This includes issues that are getting public and political attention. These
problems must be seen as urgent, legitimate, and solvable.
✅ Examples:
Rising unemployment

Economic stagnation

Traffic congestion or crime

Public frustration

In Mahathir’s case:

The problem was Malaysia’s over-dependence on raw


commodities, high unemployment, and fears of falling behind
in the global economy.

2. Policy Stream – “What can we do about it?”


This includes the ideas and solutions already floating around among experts,
technocrats, academics, or think tanks. These ideas have to be technically
feasible, cost-effective, and politically acceptable.

✅ Examples:
Vision 2020

case 1 2
Privatization

FDI attraction policies

Industrialization strategies

In Mahathir’s case:

There were policy ideas already discussed in academic and


bureaucratic circles: economic liberalization, “Look East
Policy,” incentives for foreign investors, and emphasis on
heavy industries.

3. Politics Stream – “Can we push it through?”


This refers to the political mood, changes in leadership, elections, lobbying, and
public support. If the political climate is favorable, change is more likely to happen.

✅ Examples:
A newly elected, popular leader

Weak opposition

International support (e.g., Japan, USA)

Support from bureaucrats or media

In Mahathir’s case:

He had political legitimacy (strong electoral mandate), limited


opposition, and high public trust. He had also consolidated
power within the UMNO party.

✅ When all three streams align…


✅ A Policy Window opens, and a Policy Entrepreneur (like
Mahathir) can act decisively.

case 1 3
In Kingdon’s words, the policy entrepreneur is someone who:

Recognizes the window

Pushes their preferred solutions

Uses their networks and timing to make it happen

3. Coalition-Building and Stakeholder Engagement


Strategy: Mobilize support across sectors and interest groups.
Mahathir’s Action:

He strategically co-opted Malay elites, industrialists, the civil service, and


foreign investors, balancing the interests of the Bumiputera affirmative action
groups with those of the private sector. He also cultivated strong ties with
Japanese and Korean investors, aligning with his “Look East Policy.”

🟢 This multilateral coalition allowed for smoother


implementation and reduced domestic resistance.

4. Strategic Use of Evidence and Data


Strategy: Leverage data and success stories to build confidence.
Mahathir’s Action:

He often showcased growth metrics, manufacturing output, and rising export


performance to justify his reform measures. Speeches and state media
highlighted Malaysia’s transformation into a hub for electronics and automobile
manufacturing (e.g., Proton).

🟢 He used strategic storytelling backed by economic data to


create national pride and political buy-in.

5. Institutional Navigation and Boundary Spanning


Strategy: Work across ministries and sectors to break silos.

case 1 4
Mahathir’s Action:

Mahathir directly intervened in bureaucracy and reshaped the policymaking


process by setting up parallel implementation units like the Economic Planning
Unit (EPU) and the Implementation and Coordination Unit (ICU) in the Prime
Minister’s Office. These bodies bypassed rigid ministerial silos and allowed for
faster execution.

🟢 He blurred institutional boundaries to create a more


responsive governance structure.

6. Piloting and Experimentation


Strategy: Start small to learn and adapt before scaling reforms.

Mahathir’s Action:

Malaysia piloted Special Economic Zones (SEZs) and industrial parks, such as
Penang's transformation under technocrat Lim Chong Eu, before applying the
model nationwide. He also experimented with privatization by selectively
handing over public utilities to trusted allies before opening broader markets.

🟢 These calculated trials reduced reform backlash and built


proof of concept.

7. Risk-Taking and Personal Credibility


Strategy: Put personal and political capital on the line.

Mahathir’s Action:
Known for his decisive and sometimes authoritarian style, Mahathir often
bypassed consensus politics to push reform. He challenged traditional power
structures, centralized authority, and took bold risks with unpopular policies (like
toll privatization or Proton subsidies), relying on his strongman image and clean
reputation.

case 1 5
🟢 He remained credible to many Malaysians as a nationalist
who prioritized development over short-term popularity.

case 1 6

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