Sunday, 5 February 2012


In continuation of the previous post
below is the follow up from the same MAS employee as reproduced from 

anonymous on January 31, 2012 at 7:48 am

Back to the internal woes in MAS and my earlier posting on Dec 17, also picked up by troubleshooters, the Head of HC has finally resigned, and is leaving exactly ONE day after her announcement. For such a senior position, a one day exit with no handover to anyone raises two questions – is the position redundant to start with? and what happened to the ‘Talent List’ and much-touted-but- never-seen succession plan? Simply confirms my observation that the rot in MAS starts and ends with the PEOPLE issue.
Now let’s all spend the next week or so speculating, theorising , gossiping and watching the horsetrading going on. After 30 years, the heads of HR that have come and gone, all lived up to our expectations of botching up in one way or another, all victims to the legacy issues, and none with the gumption/guts/principles to right the blatant wrongs for fear of rocking their own cushy boats.
The next one will be no different. He/she is expected to recycle the same stale wine into even staler bottles, repackaging the bottles with new labels like “Transformation Wave 1 or 2 or 3″ but until the stale and incompetent politicking goons in HC are kicked out, NOTHING is going to change.
MAS is doomed. >>>>

Well done, anon.  
MAS employees must now function as the “check and balance” and safety net.
I personally have triggered the alarm way back in February 2003 but as I suspected they “do not seem to be doing the right things and quite evidently they do not know the right things to do.”

Below is an extract of my report that was personally delivered to MAS top management including a former MD and former Chairman. Consider below as a test for the current new Management.

“Based on a series of investigation, study and event that have unfolded, out of plain responsibility, I would like to raise my concerns on MAS decision makers that we may be living in an unhealthy and disturbing culture whereby:

1.         We take problems for granted.
2.         We fail to analyze the real underlying issues and thus not able to provide professional solutions
3.         We tend to defer important issues and failed to put first thing first preferring to continue prescribing quick fixes and firefighting instead of fire prevention.
4.         We tend to contain main issues, buying time, with the hope that the issues may miraculously go away or at the very least, the individual who raised it will be frustrated, fed up and eventually give up.
5.         We are slow to act and react; we tend to condone many malpractices especially among the management. We have been led to believe that if we expose these malpractices, we are backstabbing our own friends and colleagues. We failed to recognise the fact that if we do not correct and instead choose to ignore the issues, we are actually backstabbing and betrayed the trust given by the nation and the public (staff)
6.         The true professionals and leaders were not given the due recognition and credit they deserve. The non-performers (yes man) are rewarded whereas the performers are sidelined simply because their superiors felt threatened by their able subordinates.
7.         Many have been exposed albeit ineffectively on various course such as leadership, communication, financial, management etc. What really missing is the very basic skills of learning which is analytical, comprehension, expression, interpretation and research skills
8.         We tend to tolerate our own incompetence, giving too many chances when what seriously lacking is a dose of proper lessons
9.         We tend to penalize those who defy, those who had guts in exposing our own incompetence and malpractices.
10.       We tend to be ignorant of the huge responsibilities that MAS has to shoulder and our inaction could jeopardize many lives including our loved ones.
11.       MAS Management acutely lack professionals who can provide solutions to the needs and problems and leaders who solve problem others fear.
12.       In summary, we do not seem to be doing the right things and quite evidently we do not know the right things to do.



  1. MAS was dead 10 years ago. Now MAS staff macam zombies. Padanmuka, semua gaji buta.

    Cukup cukuplah habiskan duit rakyat, ptui!


    1. like you know. inside source or sacked staff?
      Don't blame all..... u know better.

    2. After Tajudin all MAS MDs except Fuaad Dahlan had no airline experience. Each brought in their team who also know nuts about running an airline. MAS also absorbed as permanent staff ex consultants from Arthur Andersen lock, stock and barrel when AA bungkus. This is the cause of MAS going up and down. Now we have an electrical engineer and accountant running MAS. These ex consultants come and go and each time senior staff have to pick up the pieces. MAS Human Resources dept is partly to blame. Zero succession planning and zilch talent management.

  2. Good one, troubleshooters.
    All these write up make a very good case study titled - FROM GOLD TO DUST.
    MAS is doomed.

    Ex MAS

    1. That's what happen when Heads are parachute to take care of issues.
      Jala for instance... He tore the core value of MAS. People assets. He let the Hounds out and fed them.... the rest is history.

    2. MAS is top heavy, from VP upwards. About 100 of them and most are square pegs in round holes. All are parachuted from non airline related industries. Management is to blame. Each new MD brings his own team of goons. These ex Consultants are in Revenue Management, Sales and Human Resources, screwing the company.

  3. + ... hope these are useful. The truth about AirAsia

    Fly AirAsia? Not Me