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By Mihar Dias February 2025
In Malaysia, business success often depends on who you know rather than what you know.
Access to power is a currency, and introductions are the key that unlocks doors most people will never even see. This culture of gatekeeping isn’t unique to Malaysia, but here, it has been perfected into an art form—where relationships, not merit, dictate opportunity.
Recent court revelations about a certain fugitive businessman underscore how power is gained, not by position, but by perception. Tengku Datuk Rahimah Sultan Mahmud’s testimony detailed how he navigated circles of influence, securing access through well-placed introductions. https://www.nst.com.my/news/crime-courts/2025/02/1174013/tengku-rahimah-i-introduced-jho-low-sultan-mizan
His entry point? A recommendation from an influential business figure linked to a prominent political dynasty. From there, he built credibility by associating with the right people and presenting himself as someone who belonged in the corridors of power. https://www.nst.com.my/news/crime-courts/2025/02/1174013/tengku-rahimah-i-introduced-jho-low-sultan-mizan
This is how business works in Malaysia. One does not simply approach decision-makers with a proposal; it requires a trusted intermediary.
These introductions create an illusion of credibility, and once that illusion takes hold, the doors open. The businessman in question understood this better than most. His ability to cultivate relationships, project an air of success, and package ambitious ideas made him seem indispensable to those in power.
But introductions alone are not enough. The real skill lies in gaining confidence. According to testimony, this businessman impressed key figures with ideas that aligned with national aspirations—economic growth, development, and prestige.
He set up meetings in an office that exuded wealth and sophistication, reinforcing his image as a financial expert. His proposals mirrored successful global models, giving them an air of inevitability rather than speculation. And for a time, it worked.
This system, however, has a cost. When access to power is controlled by networks rather than open competition, genuine innovation is sidelined.
The best ideas do not always rise to the top—only the best-connected ones do. This environment fosters inefficiency, where success often depends on the ability to navigate political and social circles rather than on delivering real value.
Such a culture also breeds risk. When business is conducted based on personal ties rather than transparency, the door opens to mismanagement, conflicts of interest, and in some cases, outright financial disasters.
It is no coincidence that Malaysia has been rocked by numerous scandals involving vast sums of public money. When access and influence determine opportunity, oversight becomes an afterthought.
This is not to say that Malaysia lacks talent or genuine entrepreneurs. Many businesses succeed on merit, but the presence of gatekeeping makes it harder for those without elite connections to thrive.
The system favours those who know how to work the channels of power, leaving others struggling against an invisible barrier.
The question remains: will this model change? Malaysia has a rising middle class, a growing digital economy, and a new generation that is less tied to old patronage networks.
But for now, the power structures remain intact. Until access to opportunity is based on ability rather than proximity to influence, business in Malaysia will continue to operate in the shadows of those who control the gates.
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