McKinsey: Pasar RI Tembus US$1,8 Triliun pada 2030

http://jaringnews.com/ekonomi/umum/23252/mckinsey-pasar-ri-tembus-us-triliun-pada-
Eben Ezer Siadari

Berikut ini empat area prioritas yang disarankan oleh McKinsey untuk mewujudkan pasar US$1,8 triliun itu.

JAKARTA, Jaringnews.com - Pada tahun 2030 empat area potensial dalam perekonomian Indonesia akan menawarkan pasar senilai US$1,8 triliun, naik hampir empat kali lipat dari hanya US$0,5 triliun saat ini. Hal ini terungkap dalam studi terbaru McKinsey Global Institute (MGI) bertajuk Unleashing Indonesia's Potential, yang dilansir di Hotel Four Seasons, Jakarta, hari ini (18/9).

"Indonesia harus berkeyakinan untuk bertindak dan mengambil langkah praktis untuk mendorong pertumbuhan. Jika berhasil, upaya ini dapat menciptakan peluang pasar sebesar US$1,8 triliun untuk kesejahteraan rakyat Indonesia," kata Arief Budiman, presiden direktur McKinsey Indonesia, ketika mempresentasikan studi tersebut.

McKinsey mengasumsikan sektor konsumsi bisa tumbuh 7,7 persen pertahun mulai dari 2011 hinga 2030. Sedangkan sektor pertanian dan perikanan diperkirakan tumbuh 6 persen. Sumber daya alam diasumsikan tumbuh 7 persen dan pendidikan 7 persen.

Untuk itu, menurut Arief Budiman, ada empat area prioritas, yang disarankan oleh McKinsey untuk mewujudkan pasar US$1,8 triliun itu. Keempatnya  adalah sebagai berikut.

Pertama, mentransformasi jasa konsumen. Dengan tingkat konsumsi yang diperkirakan tumbuh sebesar 7,7 persen per tahun, sektor jasa memiliki peluang bisnis US$1,1 triliun di 2030. Ini terwujud jika Indonesia dapat mengatasi hambatan produktivitas termasuk regulasi berlebih, proteksionisme dan infrastruktur transportasi.

Kedua, mendorong produktivitas pertanian dan perikanan. Seiring dengan banyaknya tenaga kerja yang meninggalkan pedesaan, urbanisasi dan tingkat pendapatan yang terus meningkat akan mendorong peningkatan permintaan pangan baik di Indonesia mau pun dunia.

Dengan meningkatkan hasil produksi, meminimilisasi limbah pasca panen dan melakukan peralihan ke tanaman pangan bernilai tinggi, Indonesia tidak saja dapat memenuhi permintaan domestik namun juga melakukan ekspor produk pertanian ke kawasan Asia.

Ketiga, membangun perekonomian dengan penggunaan sumber daya yang cerdas. Dengan kebutuhan energi yang berpotensi meningkat tiga kali lipat pada 2030, RI perlu memaksimalkan penggunaan sumberdaya nonkonvensional termasuk panasbumi. McKinsey menilai energi alternatif dapat memenuhi 20 persen kebutuhan energi pada 2030.

Keempat, berinvestasi dalam pengembangan keterampilan. Untuk mencapai laju pertumbuhan 5-6 persen, Indonesia perlu menambah 60 juta pekerja terampil dan semi terampil ke dalam angkatan kerja untuk menanggung risiko terjadinya kekurangan tenaga terampil.

Acute hospital care 'on brink of collapse' say doctors

http://www.guardian.co.uk/society/2012/sep/13/acute-hospital-care-brink-collapse-doctors

Sarah Boseley Health editor
The Guardian, Thursday 13 September 2012


Royal College of Physicians says there has been 37% rise in admissions over last 10 years and new hospital planning is needed

Acute hospital care is on the brink of collapse, according to leadingdoctors who say one in 10 of their colleagues would not recommend treatment at their own hospital to a family member or friend.

A shocking picture of hospitals cracking under the strain of soaring numbers of acutely sick patients is delivered by the Royal College of Physicians, which says significant changes are needed.

The crisis has been building as more people survive cancer, heart attacks and stroke and live on into old age. Nearly two-thirds of the patients now being admitted to hospital are over the age of 65 and many are much older. Their needs are increasing – they are frail and many have dementia. Many arrive in hospital because of a sudden crisis in their health: over the last 10 years, there has been a 37% increase in emergency hospital admissions.

But at night or over the weekend, most hospitals have only a junior doctor in their first two years of training as cover. Studies show patient deaths rise by 10% over weekends. Sir Richard Thompson, president of the RCP, said: "One doctor told me his trust does not function well at night or at the weekend and he is 'relieved' that nothing catastrophic has happened when he arrives at work on Monday morning. This is no way to run a health service. Excellent care must be available to patients at all times of the day and night."

The college is calling for a complete redesign of hospital planning, to ensure consultant cover is available everywhere, 24 hours a day, seven days a week.

Doctors working in hospitals under pressure from the acutely ill told the college under cover of anonymity that the situation is dangerous. "Safety is falling to all-time lows as people get moved to wards after the most superficial of assessments and no treatment plan," said one. The absence of consultant cover at night led to "the most basic and inept clinical reviews to compound the shuttling of patients around the hospital with no thought to their welfare".

A survey of members and fellows by the college revealed that one in 10 doctors would not recommend their hospital to a family member or friend as a high-quality place to receive treatment and care and nearly a quarter were not sure. The "family and friends" test is a gauge of quality service used by some hotel chains and a measure NHS medical director Sir Bruce Keogh thinks could be useful in assessing how well the NHS is really doing.

A third of the respondents said their hospital was "average" at delivering high quality of care 24 hours a day, seven days a week and over 10% said it was "poor".

The college, together with nurses and others, has established a future hospital commission to shortly establish a blueprint for radical changes to the system.

Tim Evans, professor of intensive care medicine at the Royal Brompton in London, who is leading for the college on the commission, said the evidence from the ground was distressing. "All hospital inpatients deserve to receive safe, high-quality, sustainable care centred around their needs and delivered in an appropriate setting by respectful, compassionate, expert health professionals. Yet it is increasingly clear our hospitals are struggling to cope with the challenge of an ageing population who increasingly present to our hospitals with multiple, complex diseases. We must act now to make the drastic changes required to provide the care they deserve."

He spoke of the "fractured nature of care and the lack of compassion that may accrue as a consequence of it" as patients are moved around the hospital from one ward to another, sometimes at night, in order that new emergency admissions can be accommodated. Suzie Hughes, chair of the college's patient and carer network, said she had herself been woken at 3am while in hospital, to have routine blood tests because it was the only time a doctor was available to carry them out.

The Society for Acute Medicine recognised the issues highlighted by the RCP and supports its call for action. "Ensuring the delivery of high quality, safe and compassionate care for patients admitted to hospital in an emergency must be a key priority for clinicians, managers and politicians," said Dr Chris Roseveare, its president. "There is increasing evidence that a consultant-led, multi-professional acute medicine team provides better outcomes for patients. It is vital that acute hospitals work to provide this consistently, seven days per week.

"The NHS is being asked to deliver huge financial savings at a time when many hospitals are already buckling under pressure from the rising number of emergency admissions. A co-ordinated approach is urgently required between hospitals, general practitioners and social care agencies to address the challenges which this report has identified; without this, patients face the prospect of a very long, tough winter."

Health minister Dr Dan Poulter said: "It is completely wrong to suggest that the NHS cannot cope – the NHS only uses approximately 85% of the beds it has available, and more and more patients are being treated out of hospital, in the community or at home.

"But it is true that the NHS needs fundamental reform to cope with the challenges of the future. To truly provide dignity in care for older people, we need to see even more care out of hospitals. That's why we are modernising the NHS and putting the people who best understand patient's needs, doctors and nurses, in charge."

Is It Time To SWOT Yourself?

http://managementhelp.org/blogs/career-management/2012/08/14/is-it-time-to-swot-yourself/
By Marcia Zidle on August 14, 2012

Do you have career ambitions but you’re not sure how to achieve them? Are you feeling stuck, unsatisfied in your present job?  Or you just want to get a better sense of where your next career move should be?

Then it’s time for a career check-up. One easy way to do this to get away from the hustle and bustle of your job and to SWOT yourself – that is do an honest personal assessment by focusing on these four areas:

1. Strengths
List skills, knowledge and experience you have that make you marketable. Focus on technical and soft skills. Consider your personal qualities, values, past achievements. What advantages do you have that others don’t have? What special resources can you access?

2. Weaknesses
Now list the areas that you can improve. What negative work habits (disorganized, often late or perfectionist) do you have? Are there personal traits (short temper, too talkative or insensitive) that can hold you back in your career?

3. Opportunities
Let your mind wander to the possibilities that surround you. Is your boss or another manager going to retire? Are new projects or initiatives coming up? Is your industry growing? Do you have strong networks of strategic contacts? Is there a need in your company or industry that you can fulfill?

4. Threats
What can go wrong – a shift in management, budget cuts, downsizing, outsourcing, mergers, acquisitions, your health and even family challenges? Are any of your colleagues competing with you for projects or roles? Is your job changing with unfamiliar responsibilities? Could any of your weaknesses lead to threats?

Here’s An Example:
Sarah, an advertising manager,  is feeling insecure because of changes in her industry which may affect her job security. Here’s her personal SWOT:

• Strengths: “I’m very creative. I often impress clients with a new perspective on their brands. I have the ability to ask key questions to find just the right marketing angle.”
• Weaknesses: “I tend to be somewhat of a perfectionist which causes me stress when I have too many tasks. The fear of public speaking often takes the passion out of my presentations to clients.”
• Opportunities: “One of our major competitors has developed a reputation for treating their smaller clients poorly. Our art director will go on maternity leave soon. Covering her duties would be a great career opportunity.”
• Threats: “Mark, one of my colleagues, is a much stronger speaker and he’s competing with me for the art director position. The current economic climate has resulted in slow growth for the marketing industry and there may be layoffs.”

Her Action Plan:
As a result of this analysis, Sarah takes the bold step to suggest that she and Mark share the art director’s job duties while on maternity leave. By working as a team, they can learn from each another, build the department’s reputation of high quality service to their smaller clients and possibly avoid being given the “pink slip”. It’s a win-win for them and for the company.

Career Success Tip:

You are most likely to succeed if you use your talents to their fullest. Similarly, you’ll suffer fewer problems if you’re aware of and manage your weaknesses. At the same time you need to know what threats may upend your career and what opportunities can take you to the next level in your career. That’s the value of doing a SWOT.