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FOR outgoing Armed Forces chief General Tan Sri Mohd Nizam Jaffar, the words “duty, honour and sacrifice” were never intended to be ceremonial phrases reserved for parades or official speeches.
Instead, they served as a personal compass throughout his time at the helm of the Malaysian Armed Forces, shaping his decisions and defining how he measured his leadership.
“Duty defines why we serve, honour shapes how we serve and sacrifice reminds us of the cost of service. Everything we do, whether in reform, training or diplomacy, must ultimately serve that oath,” he told the New Straits Times in an exclusive interview.
Nizam, who began his retirement leave yesterday upon reaching the mandatory age of 60, assumed the top military post on Jan 31 last year, making history as the first officer outside the serving chiefs of the army, navy and air force to be appointed armed forces chief.
His career has spanned senior command and diplomatic roles, including serving as aide-de-camp to the late 14th Yang di-Pertuan Agong Tuanku Abdul Halim Mu’adzam Shah, commandant of the National Resilience College and commander of the Malaysian Battalion Two in Lebanon.
He said he took command at a time when the regional and global security environment was becoming increasingly fluid and unpredictable, demanding constant vigilance and readiness.
“The environment we operate in today is uncertain and challenging. Vigilance cannot be situational, and readiness cannot be activated only when a crisis emerges,” he said.
According to Nizam, operational preparedness had to be embedded across all levels of command and supported by disciplined execution and clear decision-making.
“Leadership carries the responsibility of anticipating risks and preparing the force accordingly. In uncertain conditions, the cost of delay can be high. Leaders must be prepared to act decisively, based on sound judgment and situational awareness.”
He stressed that readiness went beyond equipment and force structure, saying organisational discipline and clarity of purpose were equally critical.
“Capability means little if the mindset is not aligned,” he said.
Transformation was a defining feature of his tenure, but Nizam was careful to distinguish between substantive reform and superficial change. He said transformation had to alter thinking and behaviour, not merely structures and appearances.
“Transformation cannot be a facade. If it only alters appearances without changing attitudes and thinking, then it becomes an exercise in hypocrisy.”
He said meaningful reform required honest self-assessment, including identifying institutional gaps and addressing them directly.
“Strategic impact assessments and gap analyses are introduced to evaluate leadership effectiveness and institutional performance. These processes are not about assigning blame. They are about understanding where we stand and what needs to be fixed.”
He added that the true test of reform lay in crisis response.
“Reform must translate into action, especially under pressure,” he said, adding that sustainability was the ultimate measure of success.
Throughout his leadership, Nizam said people remained the centre of gravity of the armed forces, with personnel welfare, training and values forming the foundation of operational strength.
“Our servicemen and women are the backbone of this institution. Their welfare and well-being affect how effectively we operate,” he said.
He highlighted the importance of family support, noting that the Armed Forces Family Welfare Body must continue to operate in line with its founding vision.
“When families feel supported, servicemen and women can serve with greater focus and resilience.”
Human capital development, he said, had to be grounded in professionalism and merit.
“A credible force cannot be built on favouritism. Capability, integrity and fairness must guide how we select, train and promote our people.”
Training and education were given sustained emphasis to ensure alignment with evolving threats and operational realities.
“Training cannot be static. It must evolve with the environment we operate in.”
He said institutions such as Universiti Pertahanan Nasional Malaysia and the Malaysian Armed Forces Training Centre were strengthened as centres of excellence.
“These shape future commanders. Their role is strategic, not merely instructional.”
On values, Nizam said returning to first principles was essential to prevent institutional drift.
“If we lose sight of our core values, we lose our direction,” he said, adding that duty, honour and sacrifice had to be understood as lived commitments.
“They are not ceremonial phrases. They define the profession and the responsibility we carry.”
Beyond internal reform, Nizam said strengthening ties between the armed forces and society was a key priority.
“A professional force must also be an understood force. A more strategic approach to media engagement is needed, moving beyond routine reporting of activities to explaining the armed forces’ role and responsibilities. This is about bringing society closer, not about publicity,” he said, adding that public understanding was essential to institutional legitimacy.
Veterans’ welfare, he said, was among the most consequential issues addressed during his tenure, stressing that the armed forces’ responsibility did not end at retirement.
“Their service does not end when they retire. Our responsibility to them continues.”
He said efforts to improve remuneration under the Public Service Remuneration System were complemented by direct engagement with veterans through town hall sessions that had not previously been held.
“We need to listen directly. Veterans’ concerns cannot be effectively addressed if they are filtered through layers of bureaucracy.”
To ensure accountability, he said a special action committee chaired by the armed forces chief was established to comprehensively review veterans’ claims.
On defence diplomacy, Nizam said Malaysia strengthened regional stability through consistent formal and informal engagement with neighbouring militaries, including professional development programmes for young leaders.
“These interactions may appear informal, but they are strategic investments in future stability. Defence diplomacy is built on trust, and trust takes time.”
He cited initiatives such as the Malaysian Armed Forces–Royal Thai Armed Forces Young Leaders Forum and the Malaysian Armed Forces–Singapore Armed Forces Professional Interaction Programme for Young Leaders as examples of long-term confidence-building efforts.
Addressing recent Cambodia–Thailand border tensions, he said operational frameworks were put in place involving both countries through interim observer teams and Asean observer mechanisms, alongside peace-related engagements with the respective chiefs of defence forces.
As he steps away from active duty, Nizam said the enduring measure of leadership lay not in rank or tenure, but in whether the institution remained principled, prepared and trusted by the nation it serves. - January 2, 2026
