Projects

South and Southeast Asia

Pakistan flagPakistan Enterprise 2010: A Venture towards Prosperity (1996-97)

In 1996 and 1997, ECG, in collaboration with DRI/McGraw-Hill, helped Pakistan to develop a long-term economic strategy plan. With funding from the Asian Development Bank, Pakistan's Planning Commission embarked on a "Long Term Perspective Plan" to establish a framework for long-range planning in five key areas: Technological Development and Productivity Growth, Export Promotion, Private Sector-led Industrial Development, Governance, and Socioeconomic Development. ECG had specific responsibility for the Technology Component of this project.

Pakistan 's science and technology (S&T) infrastructure is woefully under funded in Pakistan, and the institutional and financial requirements for expansion of this infrastructure were developed. The project team identified a need to clearly establish a constituency for S&T investments in the private sector, and clusters were suggested as a good mechanism for handling this need. Several pilot cluster meetings were organized, and the power of this approach demonstrated. The final report proposed the development of an S&T fund supported by export revenues of private sector firms, the spending for which would have direct oversight from private sector cluster representatives.

Following ECG's approach, Pakistan Enterprise 2010 established an "action agenda" for creating a more competitive and balanced economy across a range of action areas particularly in enhancing export growth, technology development, and private sector-led industry development.

Malasian flagMalaysia's New Industrial Master Plan (1995-96)

From 1995-96, ECG worked in concert with both the private and public sectors in Malaysia to develop a New Industrial Master Plan (IMP) for the Malaysian economy. DRI completed a detailed economic analysis of Malaysia's 18 industrial clusters and an articulation of a comprehensive strategy for enhancing the competitiveness of those clusters. This analysis and ECG's subsequent recommendations were based on an extensive evaluation of Malaysia's position in the global economy: an identification of its competitive products and services as well as an examination of the international markets for those products and services. Via collaboration between government officials, private sector leaders, and other community leaders, the project identified and implemented an innovative cluster development strategy comprised of more than 45 cluster-specific action initiatives ranging from improvements in public education and skill-based training to infrastructure development and regulatory reform.

Hong Kong flagHong Kong: Economic Strategy (1988-89)

In preparation for its reintegration with China in 1997, the members of Hong Kong's business community had our team develop a strategy to prepare the city-state to make the economic transition. This project encompassed an enormous process of consultation with business leaders, government officials in Hong Kong and China, as well as universities and community organizations. The final report was to be issued when the Tiananmin Square event occurred. Responding to this event our team added an entirely new process step to re-examine the commitment of the community to its future economic vision. After being completed, our report confirmed Hong Kong's sense of its future and was used as the guide for a number of international trade, education and technology initiatives. This project introduced our team to the nature of different types of cross-border partnerships—with Hong Kong and Guangdong being one important example of an entrepôt and cross-border production partnership region.

Indian flagBangalore, India (1988)

Concurrent with this effort our team began an unusual project to develop a technology based economic strategy project for the region of Karnataka, India—focusing on Bangalore. At this time Bangalore was not known, as it is today, as one of the major software development centers of the world. Our project with this region focused on analyzing the region's clusters, their requirements, the capabilities of the region's universities, national labs (they had four) and how to sustain and accelerate the technology-based enterprise development process that was just taking shape. This region helped shape a collaborative strategy that created a network for shared R&D, training and venture financing that has been operating for over five years now. We learned from Bangalore, India the importance of understanding the buyer-supplier dynamics of business in a region and how very often economic development programs are less essential to economic development than "virtual" programs that improve market efficiency by removing barriers or creating opportunities for collaboration.

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