SFPS A Collection of Reflections

The world has changed beyond recognition since the COVID-19 pandemic. In this increasingly divided and dangerous world, good governance is more important than ever. It enables leaders in the public sector to steer their countries through choppy and uncertain waters.

The Senior Fellowship in Public Service programme is LKYSPP’s most senior programme wherein we share the whys and hows of good governance. The curriculum put together by Professor Tan Yong Soon is well-rounded. It broadens the mind of the participants and prepares them to be future-ready.

I hope that the Senior Fellows will be positive influencers. Wherever and whenever you have the opportunity, play an instrumental role in achieving the goals of domestic progress and international cooperation towards a peaceful and sustainable world.

A Collection of REFLECTIONS

Goh Chok Tong Emeritus Senior Minister Singapore (extract from the Foreword)

The LKY Senior Fellowship Experience

Foreword

by Emeritus Senior Minister Goh Chok Tong

Singapore is limited in geographical size and bereft of natural resources. At birth in 1965, Singapore’s Southeast Asian neighbourhood was unstable and hostile. Against all odds, Singapore has prospered. Through exceptional political leadership and good governance, we have made the best of the bad hand we were dealt.

Central to Singapore’s success has been the foresight of our pioneer generation of leaders to institutionalise good governance, and the ability of subsequent generations to sustain and build on it.

The Singapore style of governance is not dogmatic, but pragmatic. It is based on evidence and results — what is best for the country and people. We learn from global best practices and pitfalls. We adapt solutions to suit our local context. When necessary, we depart from conventional wisdom and evolve our own systems and policies.

Singapore’s future is inextricably linked to a peaceful and prosperous Asia, and indeed the World. Prosper thy neighbour and win-win outcomes are our guiding philosophies. This is Singapore’s positivesum perspective.

In that spirit, the Lee Kuan Yew School of Public Policy (LKYSPP) was created as a centre of excellence for academic study and research in public policy. Its intent is to share Singapore’s experiences in governance with those who are interested to learn from us. The School builds relationships with public policy academics and practitioners worldwide. We learn the best on good governance and in turn share our experiences and perspectives with others through our teaching and research.

The Senior Fellowship in Public Service programme is the School’s most senior programme wherein we share the whys and hows of good governance. The curriculum put together by Professor Tan Yong Soon is well-rounded. It broadens the mind of the participants and prepares them to be future-ready.

The world has changed beyond recognition since the COVID-19 pandemic. In this increasingly divided and dangerous world, good governance is more important than ever. It enables leaders in the public sector to steer their countries through choppy and uncertain waters.

I hope that the Senior Fellows will be positive influencers. Wherever and whenever you have the opportunity, play an instrumental role in achieving the goals of domestic progress and international cooperation towards a peaceful and sustainable world. I wish all Senior Fellows continued success in their lives and careers.

Goh Chok Tong Emeritus Senior Minister Singapore

Introduction

by Professor Tan Yong Soon

Leadership is key. At all levels, we need leaders. Leaders who can articulate a clear and compelling vision. Leaders who can inspire and mobilise their people to give their best to achieve the vision. Leaders who have the moral courage to do what is right even when it may not be popular. Leaders who care about the people they lead and serve.

Leaders must have a deep insight into the pressing issues and the changes taking place around and before us, be it international trade and security issues, economic growth challenges, rapid technological changes, social compact, environmental sustainability and climate change, and pandemics and various social disruptions. But given the range and complexity of these topics, leaders

can never be the expert in all these matters. Thus, leaders must also have the humility and the capacity to encourage and draw in ideas from all around them — their superiors, their peers, and especially their subordinates — and to create frameworks upon which these ideas can make coherent sense and invite natural acceptance.

Leaders must sharpen their critical thinking and leadership skills to be better able to deal with a world full of unknowns and surprises; and develop practical and innovative solutions that will enable their organisations and countries to navigate and tackle the challenges effectively, and to be in time for the future.

In the increasingly volatile, uncertain, complex and ambiguous (VUCA) world we live in, a world that is globalised and yet fragmented, a world faced with grave economic and political challenges, it is even more important that today’s leaders have the ability to make confident decisions to unlock opportunities and create new possibilities.

The Lee Kuan Yew Senior Fellowship in Public Service (SF) Programme is designed to prepare senior leaders for such challenges. It aims to provide leaders with deep insight into leadership and governance, in an intensive, immersive, transformative and rewarding learning experience.

The SF Programme is the most prestigious programme at the Lee Kuan Yew School of Public Policy, taught by top-notch faculty and experienced practitioners from the public and private sectors. These include past and present Ministers, Permanent Secretaries, business leaders, and academics who are domain experts in their fields. They are the key pillars of the programme by generously sharing their knowledge, insights and experience.

The best leaders in the world, however, learn not just from teachers, but also from peers. Participants get ample opportunities to learn

The SF Programme is the most prestigious programme at the Lee Kuan Yew School of Public Policy, taught by topnotch faculty and experienced practitioners from the public and private sectors.

from one another and to interact and form enduring and valuable friendships and networks with present and future leaders through this programme.

I am honoured to have been asked to be the founding Programme Director for the SF Programme. I consider it a great privilege to help shape senior leaders in Asia and beyond, to expand their vision and ambitions, and to challenge them to deliver better outcomes for the benefit of their people, communities and societies.

In designing the SF Programme, I am conscious that the participants are proven leaders who have years of leadership experience and the programme needs to help take them to the next level in their professional development. The programme is intensive as I am taking six weeks of their time from work. I have to improve not just their minds through lectures, deep dive sessions, and fireside discussions, but also to create opportunities for them to work on their physical and mental well-being, to network and socialise, and to reflect on their lives and careers.

I delved into my more than 35 years of public service experience. I sought and benefitted from the advice of many, especially that of Professor Lim Siong Guan, my former mentor in the Public Service and now fellow LKYSPP Professor in Practice. I was also guided by Mr Lee Kuan Yew’s vision. He devoted his life to making Singapore a success. But he was also thinking beyond Singapore, sharing Singapore’s brand of governance, contributing to the transformation of the region. Mr Lee upheld the vision to raise the standards of governance in Asia, improve the lives of people and contribute to the transformation of the region, and he achieved that through his leadership of Singapore and the nation’s rapid development.

The SF Programme builds on and contributes to the achievement of this vision. The first course, SF1, was conducted in Oct–Nov 2019 with 36 participants in the inaugural class. All in, 106 Senior Fellows have completed the first three SF courses. Through their participation and feedback, they have also enriched the SF Programme immensely. The fourth course, SF4, in Oct–Nov 2022, has admitted nearly 60 participants. I thank the LKYSPP Governing Board, faculty and staff for their support and contribution to the success of the SF Programme.

I am glad that the SF3 class has taken up my suggestion to put together their SF experience in a book. I thank all the Senior Fellows in SF3 for their participation, especially the four — Adrian, Dayna, Zhi Yang and Phyllis — who have worked closely with me to edit the book. They have done an amazing job, while coping with the demands of their challenging senior portfolios. The result is a book that captures the essence of the SF Programme and the aspirations of the Senior Fellows to make a difference. This is not a SF3 yearbook but a book about the LKY Senior Fellowship experience that belongs to all Senior Fellows, past, present and future.

Tan Yong Soon Professor in Practice Programme Director Senior Fellows in Public Service Programme LKY School of Public Policy, NUS

The SF Programme creates opportunities for participants to work on their physical and mental well-being, to network and socialise, and to reflect on their lives and careers.

The best leaders in the world learn not just from teachers, but also from peers.

Preamble

Writings on leadership are so numerous that anyone keen to read and learn about leadership will be challenged to claim they lack resources. For example, a simple and quick general entry into any search engine on “books on leadership” would immediately yield curated lists on essential reads. The why, what, how and when of leadership have been researched and discussed so extensively that it is an uphill task to converge the diverse views on what defines the notion and practice of leadership.

Even though the views are varied on what leadership is and what makes good leadership, it is hard to ignore the fundamentals that drive leadership — strategic planning, trust, communication, effective action and above all, care. These fundamentals have been proven time and again by how organisations and nations are tested on their abilities to manage the breaking points of crises; whether they sink or pivot to respond and rise above the challenges. To illustrate this point, one just need to look through the world’s window. Just when the idea for this book was birthed in late 2021, the world was still grappling with the COVID-19 pandemic and its multiple variants, not to mention the strategic rivalry between the United States and China. By the first quarter of 2022, another crisis happened — the Russia-Ukraine armed conflict. These developments formed the stress tests of how planning, trust, communication and care shown by leaders could still protect and uplift lives in the most disruptive

Dayna Lim

CONTRIBUTED BY:

Reflections on Leadership

times. Yet, these developments offer lessons on how, sadly, leaders can also ruin lives. Furthermore, the processes and outcomes of leadership are constantly observed and judged live on social media platforms, making it more complex and demanding to lead well.

In today’s disruptive world, would it still be relevant to develop a playbook on leadership? While dynamic responses are needed in leadership, it is important to distil the values and beliefs that can be translated into principles and practices that guide leadership. A playbook may not be the only form to engender impactful leadership. That said, the concept of a succinct bringing together of principles, non-negotiables and considered points for further deliberation is invaluable to any organisation or nation.

This opening segment of essays is a collective effort to reflect on what it means to lead, plan, communicate and act purposefully. These essays include reflections on leadership during shifting times, approaches to leadership in the areas of communication and engagement, crisis management and public service as well as what makes good governance and leadership impactful.

Leadership must be built on trust and the commitment to

While these essays serve to capture and contextualise leadership at the frontlines, the perspectives shared are rooted in the belief that leadership must be built on trust and the commitment to “Think People, Think Excellence and Think Future”. These are wise words from Professor Lim Siong Guan who anchored Senior Fellows to principles that would help us to lead effectively and above all, values that would help us to lead with honour. May these essays contribute knowledge, ignite discussions, and develop perspectives on how leaders truly can make a difference in the road ahead.

Leading in the Changing World

A Reflection on Leadership, Ethics, Psychology and

in Public Service

CONTRIBUTED BY:

Lee

In today’s rapidly changing world, we are experiencing new things in every domain. From technology, work, and globalisation to skills, relationships and values — change is the only constant in our lives. Although each of these changes comes with the promise of a better future, more equal opportunities, a more efficient and connected world, and so on, there are also some downsides that come with rapid change, the biggest of which is our VUCA world — a world that is volatile, uncertain, complex, and ambiguous.

“Think People, Think Excellence and Think Future”.

Policymaking

Yanuar Nugroho

“A nation is great not by its size alone. It is the will, the cohesion, the stamina, the discipline of its people and the quality of their leaders which ensure it an honourable place in history.”

Kuan Yew, 1963

It is extremely important for any government today to ensure that their policies are directed towards the betterment of citizens’ life. A good policy — while it has to be well-formulated, clear and understandable — should address the needs of society based on evidence, uphold high moral and ethical standard and be anticipative. Three inherent aspects in policymaking are ‘what is factual’, ‘what is good’, and ‘what to do’. The first concerns knowledge, i.e. the use of research, data, information and evidence which resides in the intellectual domain. The second is more about philosophy, ethics and consideration of what is good for the common. The last and most important — is leadership. Leadership in policymaking, while it is inherently political, must be able to examine all policy options, taking into account not just the intended outcome of the policy but also its unintended consequences.

Leadership in Public Policy

Why does leadership matter the most in public policy? First, not only do leaders need to plan the right course knowing the morale, ethic, capacity, capability, and success of their organisations, they must also have a high level of integrity and commitment as reflected in the policy being made. Public policy first and foremost should be about addressing matters that concern citizens the most.

Second, as effective leaders provide clarity of purpose, motivate, and guide the organisation to realise its mission, the policy they make will also be clear, nonambiguous, and direct. This will help not only the general public and citizens whose lives are affected by the policy, it will also impact the bureaucracy that implements the policy and bears the burden of its consequences.

Third, public sector is the main player in determining the development of the country and society. Government sets the rule and regulations to be followed by the public, private sector, and civil society groups and organisations. Hence, strong leadership in public sector is key to ensure the set rules and regulations will benefit all. The leaders in public sector must be knowledgeable to ensure they cover most, if not all, aspects when developing rules and regulations.

On Ethics and Psychological Aspects

‘Big things’ (major ethical or unethical conduct or thinking) in leadership do not happen overnight. It almost always starts with the ‘small things’ (minor ethical or unethical conduct or thinking). If a leader begins to act or to think unethically in the small things and gets away with it, his behaviour and thinking are reinforced. This leads him to then have greater confidence to engage in the ‘bigger’ unethical leadership behaviours and thinking. Conversely, when leaders get the ‘small things’ right, they grow in conviction to also get the ‘big things’ right subsequently.

Unethical conduct or thinking sometimes starts with a ‘survival’ instinct. For example, public officials claiming not to have done wrong though they were caught in the act. Mankind is probably predisposed to being unethical but learn to become ethical through an interaction between external environments and internal states. The external environment

could be how ethically leaders behave in the external environment. They become influencers or role models and may even exert peer pressure on others. Alternatively, it could be about how social systems reward or punish unethical behaviours financially, structurally and politically. Internal states, on the other hand, are personal convictions, awareness of the ‘here and now’, and core beliefs. Hence, in the face of negative external environments which condone unethical leadership behaviours, internal states can shape a leader to act ethically or support his conformity to the environmental culture around him.

This notion is important because leaders need to be aware of what is good and right not only for themselves but when they enter the policy-politics domain or become policymakers, in weighing policy options. Ethics indeed provides accountability between the public and the government, which results in policies that earn trust as the public receives what they need in a fair manner. Likewise, it also gives the administration guidelines for integrity in their operations.

By asking ‘what is good for the common?’ ethical leadership plays a crucial role in linking between what leaders know, by means of information, data, evidence and knowledge, to what they have to do through policies they make.

It is All About Citizens’ Life

We are aware that all progress made in human civilisation brings inherent risks. Therefore, one important aspect we should never forget is that people must be at the centre of development. Not only in the traditional view that people are the engine of change, but also in the less traditional sense of development that puts people first. People are the critical factor in development. First, in terms of their numbers and the social, health, economic and environmental consequences of their actions; and second, in terms of the decisions they make concerning domestic issues and the way they live their lives. Hence, people-centred development also means full community participation at both the decision-making and implementation levels.

A second lesson is that development must be sustainable and environmentally sound. If economic development destroys the earth’s natural resource base in the process, it is self-defeating. Thus, whatever the economic development argument, we have to take into account that its practical consequences will directly affect people and the environment. Economic development must be considered as part of social development, not the opposite.

Good and ethical policies, created based on robust knowledge and valid evidence by good and ethical leaders, must put people and environment first even as we aspire to progress. Only then can we improve the quality of life of the citizens in all aspects: social, political, economic and cultural. This is the foundation on which we can ensure better public service and better citizen life in this changing world.

Effective Public Engagement and Communications

A Leadership Imperative

CONTRIBUTED BY:

Lim Zhi Yang

Stakeholder engagement and public communications are integral parts of the policy development and implementation processes today and will be even more important going forward. Gone are the days of a somewhat passive electorate that would generally be contented to simply accept and go along with most of what the Government plans to do without questioning too much. With a more highly educated electorate, the demand for their views to be heard and their desire to play a greater role in shaping public policies have grown stronger over the years. The proliferation of internet and social media technologies have undoubtedly help drive and accelerate this shift.

Public communications and engagement — What it is

Effective engagement and communications are imperative, not only to educate the key stakeholders to help them better understand the

policy rationale and considerations underpinning the proposed policies, it also allows the Government to obtain feedback so that it can get a sensing of the level of readiness and acceptability on the ground for what the Government is proposing. The Government can then explain and address any concerns upfront, so as to secure buy-in from the stakeholders before pushing ahead with implementation, or reviewing the implementation approach and timeline for better policy outcomes.

Sufficient time and resources have to be invested in these processes. This not only minimises the risks of policy blindspots, but more importantly, it demonstrates inclusivity, transparency and accountability on the part of the Government. This is critical as it helps to build and strengthen trust between the Government and the people. Without trust, it will be extremely difficult for the Government to perform its roles effectively. We have witnessed in many countries around the world, where the lack of public trust in the Government has resulted in deep skepticisms of the Government’s intent and strong resistance to any change that the Government plans to make, even though the need for change and the benefits to the country are compelling from the policy perspective. A recent example is Hong Kong, where the Government’s attempt to introduce new security legislation to address existing gaps was met with strong public pushback and fuelled further distrust in the Government.

What it is Not

While it is important to understand what public engagement and communications is about, it is equally, if not more important to understand and be aware of what they are not. In Singapore, the Government has built up its public engagement and communications competence and tool kit over the years that enables it to reach out and engage various segments of the population more effectively, via feedback channels, physical or online surveys, focus group discussions, townhalls just to name a few. Major public engagement exercises such as Our Singapore Conversation held in 2012 among others, have produced frameworks and identified focus areas to help the Government determine the priorities and direction for Singapore looking ahead, drawing on the stakeholders’ inputs and insights gleaned from the engagement sessions. However, it is important to note that the inputs and insights, while they are important sources of information to help shape and inform Government’s policy approach and implementation timeframe, they cannot be the starting point nor

Without trust, it will be extremely difficult for the Government to perform its roles effectively.

The LKY Senior Fellowship Experience: A Collection of Reflections

the primary basis upon which the Government develops policies for our country and people, for a few reasons:

(i) The Government has access to information that the general public and even experts/professionals do not. The latter will never be in a position to know the country’s full capacity and capability, and therefore will not be able to know what is and what is not achievable, and to weigh the policy trade-offs.

(ii) Tendency of the general public to take an immediate or short term view. While addressing immediate and short term issues are important, it is critical to have an eye on longer term trends and issues so that the country remains alert to challenges in the horizon, and is prepared to mitigate them and to capitalise on any opportunities that may arise.

(iii) Tendency of the general public to view issues from the perspective of their narrow interests. Interest groups such as the Nature Society will view any effort to clear forested areas as negative because they come from the conservation perspective whereas the Government has to consider overall national needs such as land for development of infrastructure. Only the Government can decide on the trade-offs between competing priorities.

Government Must Lead

Going forward, notwithstanding the need for Government to engage the ground more deeply in its policy formulation and implementation process, Government must continue to take the lead. The role of envisioning and planning for the country’s future cannot be delegated to the people. And in engaging and communicating with the people, the Government will need to exercise judgment and wisdom — what to communicate, how much to communicate, how and when to communicate are important questions that the policymakers must constantly ask. In one of his lectures, Professor Lim Siong Guan used the example of how the late former premier Deng Xiao Ping, after his visit to Singapore in 1978, began his ambitious plan to open up China. Had Mr Deng Xiao Ping communicated his ultimate vision for China to the rest of the Chinese Government and its people right at the start, instead of beginning small, using Shenzhen to pilot various initiatives, his vision might have been too big for people to grasp, and the resulting resistance might have killed the vision prematurely. The same can possibly be said in the case of Singapore, when our pioneer generation leaders had to push through very difficult policies in phases to achieve their bold vision for the country.

Lessons from the COVID-19 Pandemic

The COVID-19 pandemic offers many valuable lessons in public engagement and communications. In managing crisis like this, the key

Chapter 1: Reflections on Leadership

is to maintain trust in the population by ensuring transparency, and that information dissemination is timely and evidence-based. One of the key challenges in COVID-19 communications is the uncertainties about the virus and its variants, how they spread and possible further mutations that would deepen the uncertainties. Given the volatility of the situation, it is important that policymakers remain vigilant and agile, so that they can pivot to new courses of action in response to new information or data. In doing so, it is important to clearly explain to the population the basis for Government’s actions and decisions to change course. There is also a need to consider whether the timing of communications will inadvertently undermine the Government’s credibility and consequently erode public trust. For example, during the pandemic, there were situations when Government had to make frequent changes to its position in terms of wearing of face masks, quarantine and self-isolation requirements, etc. To make significant changes or U-turns in policy positions without clear and compelling explanation to the public will be disastrous.

Conclusion

Going forward, public engagement and communications will become more complex. There will be higher public expectations for the Government to involve the people in the policy formulation and implementation processes. It will be important for the Government to do so, not just because it does not have solutions to all the problems, but it is imperative that the people understand the challenges and have greater ownership of the solutions developed to tackle them, and deepen their stake in our nation building. But the roles of envisioning, planning and setting the course of development of the country for the long term future; as well as effective public engagement and communications must rest with the Government.

Going forward, public engagement and communications will become more complex.

Steering Singapore through the COVID-19 Pandemic

A Dialogue With Permanent Secretary (Home Affairs) Pang Kin Keong

command structure to provide leadership in navigating Singapore through the national crisis; ii) the importance of getting public communications right; iii) need to create the bandwidth to plan ahead; and most importantly, iv) the criticality of sustaining the public’s trust in the Government, without which the best strategies will fail.

CONTRIBUTED BY:

Sandra Tong

The Senior Fellows had an invigorating discussion with Permanent Secretary (PS) Pang Kin Keong on 1 November 2021 on Singapore’s handling of the COVID-19 pandemic. Mr Pang shared with us the challenges the Government had encountered in steering Singapore through the ongoing pandemic, as Chair of the Homefront Crisis Executive Group (HCEG), which is the inter-ministry committee responsible for advising the Multi-Ministry Task-Force (MTF) on Singapore’s COVID-related policies and decisions.

The key takeaways distilled from the discussion on leadership in crisis revolved around the following: i) the importance of having a clear

Need for Clear Command and Control Structure

As the impact of the COVID-19 pandemic cuts across multiple sectors (ranging from public health to the economy, society, education and foreign manpower), a number of Government ministries and agencies are involved in managing the pandemic. In this regard, Mr Pang shared that two factors were key in facilitating the collaboration between the different Government ministries/agencies so that we could manage the pandemic as one public service — the HCEG structure and its acceptance by the public sector leadership as the platform for inter-ministry collaboration. He noted that this unity in purpose was demonstrated by how officers gamely took on roles and responsibilities that were outside of their traditional remit, and cited the example of officers who were not from the Ministry of Health and the Ministry of Manpower volunteering to work in contact-tracing teams and in teams managing the outbreak in the foreign worker dormitories respectively. (Note: The remit of the HCEG was expanded to provide national leadership in the event of a flu pandemic after our experience with SARS in 2003.)

Get Public Communications Right!

Given the unprecedented nature of the global COVID-19 pandemic, for which there is no ready playbook for Governments to refer to, Governments have had to manage the pandemic as best as they could, based on a limited and evolving understanding of the virus. As a result, there have been unavoidable and frequent changes in policies along the way such as the use of masks, leading to public skepticism and frustrations on the supposed “flip-flop” in Government policies. Mr Pang emphasised the need for agility in planning and thinking especially when an earlier policy measure is no longer sufficient in addressing an arising challenge. By not maintaining a policy at the status quo but being reactive, this demonstrates the Government’s focus on public well-being and strengthens public confidence in its decisions. Then communicate to the public clearly the necessity for our decisions, including necessary policy reversals. Poorly explained policies could

There is a need for agility in planning and thinking especially when an earlier policy measure is no longer sufficient in addressing an arising challenge.

The LKY Senior Fellowship Experience: A Collection of Reflections

lead to a proliferation of fake news or misinformation, and ultimately to an erosion of public trust and confidence in the Government’s ability to steer the country through the crisis.

Create Bandwidth to Think and Plan Ahead

The Government needs to think and plan ahead, even as it is attending to immediate problems and issues. Mr Pang stressed that this forwardlooking task must be entrusted to teams which are not already inundated with fighting today’s fires. He attributed Singapore’s success in securing early access to the vaccines and our move from zero-COVID policy to living with COVID in an endemic state to such an approach. The key point, he stressed, is that the team directly involved in managing a crisis is focused on solving it rather than seeking out answers for other future possible scenarios ahead. The ability to plan ahead is not something that happens organically but must be created deliberately.

Public Trust — The Most Important Currency

Mr Pang emphasised that fundamentally, the most important currency that the Government has to steer the country through any crisis is public trust. He noted that the best policies would not work if there was a deficit in public trust in the Government. A distrustful public will not comply with the policies — whether it be the safe management measures imposed on the community, the advisories to wear masks in public or to get vaccinated. We have seen how such a breakdown in public trust has led to public protests, non-compliance with mask directives and vaccine hesitancy overseas.

What Makes an Excellent Leader in a Crisis?

Apart from the professional competence which we would expect of all our Public Service leaders, Mr Pang shared his view that our leaders should also possess the mental dexterity to adapt to a fast-changing and uncertain environment, and be prepared to pivot our policies and strategies in tandem with new developments or information received.

While much of our discussion with Mr Pang revolved around the collegial nature of coordinating the national COVID effort, there is little doubt in our minds that Mr Pang demonstrated decisiveness and focus, and contributed in no small part to the overall effectiveness of the national effort to bring Singapore through the pandemic. For that, we are thankful to Mr Pang and all public servants involved in the HCEG and many related workstreams for their sacrifices over the past two years to keep Singapore going in the midst of the pandemic.

Chapter 1: Reflections on Leadership

Responding to the COVID-19 World A Dialogue with Dr Noeleen Heyzer

“The world is in urgent need of global leadership and co-ordinated global responses to an unprecedented global emergency since World War II. It is precisely at times like this that the leadership and values of the multilateral system are needed.”

Dr Noeleen Heyzer, 2021

Dr Noeleen Heyzer’s lecture was a highly anticipated session. Titled “Leadership and Governance: Responding to the COVID-19 World”, Dr Heyzer provided rich perspectives on leadership and governance for social inclusion and sustainability from her many years of leading change and innovation in the United Nations (UN), most notably as Under-Secretary-General of the UN (2007-2015). According to Dr Heyzer, the global landscape is undergoing significant changes, marked by a “Great Paradox”, impacted by multiple disruptions and complicated by the COVID-19 pandemic. In the Great Paradox,

Oruba Subhi Al Musa and Tan Wee Beng

CONTRIBUTED BY: (Left to right)

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 1: Reflections on Leadership

the world had become more connected due to economic integration and greater connectivity from advanced communication networks; but it is also becoming more separated, characterised by the eroded trust between people and systems that were not able to rise up to the requirements and needs of people due to changes in the development landscape. The big challenge for us as senior leaders is our role in leading and governing for social inclusion and sustainable growth.

Dr Heyzer made a clarion call for leaders and policymakers to look at issues through the “eyes of the vulnerable” who are the bottom 40 per cent of society, such as the daily wageworkers and the casual workers. She suggested a “three-point” response, namely namely (i) universal access to health services, (ii) protection and safeguarding of lives and livelihoods, and (iii) sustainable recovery through the adoption of more inclusive, resilient and sustainable systems so that we can “build back better”. This is a good reminder of the need for leaders to be empathetic, to engage the people on the ground and to avoid making policies and key decisions from the ‘ivory tower’.

Dr Heyzer succinctly highlighted the following priorities to combat COVID-19. This has given us a clearer perspective of our key priorities in the public, private and non-profit sectors to forge a better, more sustainable future post-COVID.

• Tackle inequality in social-economic policy response

• Bridge the digital divide, as the economy is becoming more based on technology literacy

• Greening of the economy for longer-term sustainability, for which governments, NGOs, industries and individuals all have a role

• Uphold human rights & good governance practices

• Financing the response and recovery of society and the economy.

Dr Heyzer highlighted that a development agenda should shift from “Quantity of Growth” to “Quality of Life” by focusing on social inclusion, sustainability and resilience. In particular, we find her call for environmental sustainability through honouring the stewardship of our earth’s precious resources to be enlightening and far-reaching. Whilst many countries in the world may face different challenges, we are united in our need to work towards the common goal of environmental sustainability.

Moving into the regional context, Dr Heyzer pointed to the use of the ASEAN Comprehensive Recovery Framework to strengthen our response regionally through enhancing health systems, strengthening human security, welfare and gender equality, maximising broader economic integration, accelerating inclusive digital transformation and advancing towards a more sustainable and resilient future. Although this was a comprehensive recovery framework, it would take a high level of commitment and determination on the part of ASEAN states to achieve the above given the existing gaps and differences within and across ASEAN countries in terms of income and digital divides.

Dr Heyzer underscored the importance of strengthening leadership and governance for a changing world through enhancing the following areas:

• Inclusive and accountable leadership

• Effective democratic governance

• Building social sustainability and inclusive societies, and closing income and digital divides

• Strong political will, with the involvement of the private sector and individuals

Dr Heyzer also highlighted the need for inclusive social and economic systems that provide services to both the rich and the poor. Even as the COVID-19 situation is evolving from a pandemic to a state of endemic, further strains in the societies might occur, if not all people including the poor, were vaccinated or given access to health services. Significantly, she highlighted the choice before us — a scenario of breakthrough and hence a greener, safer and a better future, or that of a scenario of breakdown and perpetual crisis. It underscored the stark choices ahead of us and the commitment we need to make for governments, private sector and individuals to work together to combat the pandemic.

On the role of youths and engagement of youths to create a better future, Dr Heyzer emphasised that the message of hope should be communicated frequently to our youths. When asked what message of hope she would give to the youths, Dr Heyzer said it was important that the youths felt they were supported and that they were not alone in facing adversities. Dr Heyzer’s proposal of having more intergenerational dialogues to listen to youths, and children who are growing in a totally different world is a wonderful idea. The opportunity for youths to speak out their aspirations, fears and ambitions would enable them to be engaged and to play a key role in providing feedback and shaping policies and the future of societies. This underscores the heavy responsibility of educators to engage the youths from young and to instill in them the passion for advocacy and community involvement so that they have a stake in nation building and community improvement.

Dr Heyzer underscored the point that mental, emotional and spiritual health is not an isolated component, but an outcome of rational leadership, good governance and inclusive socio-economic developmental plans. In short, the emotional, mental and spiritual health of individuals is critically important and should be part of any nation’s planning toward good health of its citizens.

Dr Heyzer’s rise from a young girl growing up amidst adversity in post-war Singapore to becoming a trailblazer of women’s global leadership at the UN, as chronicled in her book “Beyond Storms and Stars” is an inspiration to many. We have no doubt that she will continue to lead by example and strive for a more inclusive and sustainable future in her next role as the UN’s special envoy to Myanmar.

The ART of Public Service in Complex and Challenging Times

In Conversation with Head, Civil Service, Singapore, Leo Yip

relevant services are provided to the nation (e.g. healthcare, education, vaccination etc); ii) how resources are deployed efficiently and iii) how businesses and the nation must digitalise in order to heighten productivity and bring about more innovation. Then, there are larger forces such as globalisation and climate change that are also impacting the work that public servants do, creating new dimensions of work hitherto unknown. For example, an educator leading a school has always focused mainly on curriculum leadership. Yet, the COVID-19 pandemic added new roles to principals and vice-principals as they strove to keep effective learning going whilst managing COVID-19 operations on the ground and the impact on families. More importantly, now that the world is shifting into an endemic state of living with COVID, what are the key learning points that public servants must retain to become stronger as a Service. To respond dynamically and relevantly, it is important that the Public Service be guided by an agenda that is aligned to the national focus and well-driven by an ambition that leads to meaningful and impactful action.

CONTRIBUTED BY:

Dayna Lim

The work of public servants around the world has been nothing short of intensely challenging. The COVID-19 pandemic has enhanced the tasks of a VUCA world and left many governments with a fast, furious and endless “to-do-lists” for the people. Against this wider backdrop, it was timely to engage Mr Leo Yip, Head, Civil Service Singapore, on how Public Services can adapt and respond in such complex times.

Common Challenges in Public Service

To be responsive as a Public Service is to have clarity on the issues affecting one’s country. In sharpening these lenses, it should be noted that despite how countries are each unique in their national identity and plans, there are common challenges faced such as i) how to ensure

The ART of Public Service

In this regard, the Public Service can no longer afford the baggage of inertia. Adapt or perish; innovate or get left behind. The refusal to evolve will render public servants inept. Hence, the Public Service must see how it can transform itself at timely and frequent junctures and not just for a season.

The conversation with Mr Yip yielded an impactful frame for public servants to adopt. Cleverly adapting from COVID-19 language, Mr Yip gave a new meaning to ART (Anti-Rapid Test), when he highlighted Agility, Resilience and Trust — the critical foci for the Public Service moving forward. First, to be agile, public servants should recognise that while efficiency is still important in providing service, more important is the ability to adjust and meet dynamic contexts. Second, resilience is invaluable and best embodied by being mission-minded and committed to leading change. Third, only by serving the people well can public servants deepen the trust capital in their own nations. To illustrate this point, just think back on how the roll out of COVID-19 vaccinations had taken place in different countries. Approaches had to be adapted to a range of social needs within each nation so that distribution could be as effective and equitable. When the Omicron variant struck towards the end of 2021 and new waves of infection repeated their presence in countries, Public Services were tested again on how far ahead they

Agility, Resilience and Trust (ART) — the critical foci for the Public Service moving forward.

The LKY Senior Fellowship Experience: A Collection of Reflections

could plan. Even with high vaccination rate keeping severe disease at bay, how might countries move forward to an endemic stage in the midst of rising infections. Countries able to move towards this outcome held the trust of their people.

Opportunity in Crises

Riding on ART, Public Services must continue to see opportunities in crises. One key way is through capabilities building to better support differentiated roles within the Public Service. This must continue along with the strengthening of networks of exchange between Public Service leaders so that the sharing of good practices between governments can inspire more innovation and change back in their home countries. Platforms like the Global Government Summit organised by Singapore is an example that comes to mind. At the national level, each country’s Public Service must keep clearly in frame the competencies that their public servants must grow and practise. Another opportunity to be harnessed is to be relentless in building trust. In a Harvard Business Review article titled, “A Nonpartisan Model for Developing Public-Service Leaders” (2020), authors Robert McDonald, Douglas Conant and Andrew Marshall proposed a Public Service Leadership Model that they argue is urgently needed to help the United States government keep public servants cognisant of the need for public trust through being consistent and relevant in their approach. Indeed, core to this model are the twin principles of stewardship of public trust and commitment to public good.

The sharing of Mr Yip’s perspectives is timely because they are reminders that the Public Service exists to help the governments implement plans for the nation. Impartial, responsible and always in service of people, our Public Service must continue to strategise for the future even as it respond to present challenges.

Chapter 1: Reflections on Leadership

A Better Policy for a Better Life

Towards the Common Good

BY:

Real life is a game of power. Globalisation has created imbalances between the powerful, who benefit from the increasing share of our world economy, and the powerless, who suffer from it. The global fight over COVID-19 vaccines is the clearest example of the power imbalances in the world economy. In the years to come, when we have recovered from the pandemic, would we have recovered from these imbalances to become a more equitable world or would we have become worse off?

Globalisation has brought about considerable progress to improving human well-being, as measured by human development indicators. Over the past three decades the average income per capita in developing countries grew significantly, infant mortality and adult illiteracy were halved. But

“I believe that life is a process of continuous change and a constant struggle to make that change one for the better. ”

Lee Kuan Yew, 1978

Yanuar Nugroho and Ahmaddin Abdul Rahman

CONTRIBUTED

(Left to right)

in poor economies, absolute poverty remains, and so do illiteracy, infant and maternal mortality, child malnutrition and poor access to clean water sources. The most basic of needs, such as water, healthcare and electricity, among other fundamental services like education, banking, tourism and waste management, are crucial yet lacking in some of these countries. Hence the challenge facing all governments and every leader is in achieving meaningful development and a better life for every citizen. Through better policy and effective implementation, the provision of quality services can be ensured.

Policy and Leadership

The effectiveness of public policy and the quality of leadership are often assumed to go hand-in-hand, i.e. good policy is produced by good leadership and vice versa. Yet, such an outcome is often not the reality. Effective policy is produced through good policymaking processes which can only be achieved if leaders as policymakers commit themselves to good governance.

Leadership is about the capacity “…to make good things happen that on their own would not happen” (Lim, 2021). When it comes to policymaking, it concerns ways in which policy is deliberated, formulated, and finally communicated and implemented. Effective leadership in policymaking involves the integration of knowledge into policy, thus ensuring that the policy has a firm foundation. Without the integration of knowledge in policymaking, leaders and their teams cannot fully identify and anticipate challenges during policy implementation and/ or mitigate unintended consequences.

Ideally, public policies and decision-making should be informed by evidence from proper and robust research, and scrutiny of all available options. Unfortunately, it is not often the case. The relationship between knowledge and policy is often non sequitur. While the former is produced in the intellectual domain, the latter resides in the dynamics of political processes (parliamentary budget negotiation, political lobbying, etc.). Between the two, there is ethics — which questions and deliberates what is good for the common. And in deciding, data or evidence must be used as the basis (ex-ante), not as the justification (post-factum/ ex-post) of a policy.

Leaders are policymakers first. Their primary task is to ensure that policymaking processes properly address issues. By focusing on the foundation of policy, its impact and outcome, it translates to strength in the mechanism of governance.

Governance and Public Life

To achieve good governance, the leader is not a superman or superwoman but a creator of a super team. This is key to good policymaking and governance. First, a leader is accountable and responsible for the group.

Leadership has a vital management function that directs resources to improve efficiency of the team in achieving the goals of effective policymaking and implementation. In other words, effective leaders build effective teams that can guide the organisation to realise its vision and mission. Second, policymaking must connect to a constitutive context so that leadership is meaningful as leaders lead and empower their teams to address the needs of the people, deliver services needed, and in doing so, earn the people’s trust.

Governance is also the assertion of ethics both in policymaking and implementation. Through governance, ethics provides accountability between the public and the government, which results in a fair policy. Adhering to a code of ethics ensures that the public receives what it needs in a fair manner. In the end, it helps the administration maintain its integrity and credibility to the people served.

Good collaboration and engagement of key stakeholders are needed because policymaking and governance is a dynamic process. During the policy development process, it requires a lot of collaboration and engagement with stakeholders, including the public, to understand the root cause of problems, challenges and other relevant issues in order to avoid making the wrong decisions. This process allows the decision-makers to understand ground concerns and challenges, and to deepen collaboration with key stakeholders.

Towards Res Publica

At the heart of it all, policy is always ‘the matter of the public’ — res publica, in Latin. Policymaking processes require creative and innovative solutions as the traditional way of resolving problems or issues may no longer work in this globalisation era. Leaders as policymakers need to think outside the box and to anticipate surprises.

Never forget that policy is not made in a vacuum. Policy is always linked with politics and polity. Policy is about content, substance, and mechanism; while politics is defined as the process by which policy is decided, formulated, and implemented; and polity is the institutional framework (including political culture) in which policies are defined and implemented (Edler, 2008).

In the context of development for progress, what matters most is the improvement and betterment of citizens’ life, day by day. Today, this urgent need translates into essential services like healthcare and education, housing, public utilities, as well as jobs and opportunities. It is also about distribution of wealth, poverty alleviation, and narrowing the inequality gap, which remains underscored by the need to protect civil-political rights, human rights and the environment.

The mission and calling for leaders, especially in public policy, has never been clearer.

Preamble

The government plays a crucial role in the development of the country’s capacity to innovate and leverage technological advancements to create more opportunities to enhance the quality of life for its people. Good governance is key and imperative in setting in place the necessary conditions and creating an environment that would allow this to happen. In an increasingly complex and volatile world, governments need to anticipate change and stay relevant. The ability of the government to think long term, ensure policy continuity and sustainability are some of the key factors that have contributed to Singapore’s success.

Governments offer great potential for improving people’s lives. To make a meaningful contribution, governments need to make good policies and implement them effectively. The policies must take into account the broader context of the country’s national needs, as well as regional and global interests; and be accomplished through a robust policy process.

Regional exchange can be a source of growth and development that enhances good governance. To forge new paths, Singapore and the other ASEAN countries will need to view governance from fresh lens; to develop new tools of governance, new dashboards, new visualisations, improved insights and an enhanced way of alignment and collaboration across government ministries within a country; and collaboration across governments within ASEAN.

Lim Zhi Yang and Phyllis Chua

CONTRIBUTED BY: (Left to right)

The SF3 course covers lectures on the theory and practice of governance, including deep dives into the role of Government in business, tripartism, law, climate change, investing in research and development and creating a startup ecosystem to promote innovation and enterpreneurship. In addition, there were lectures covering the impact of new technology on key areas such as business, food security, cybersecurity, artificial intelligence and climate change. The sessions were conducted by distinguished speakers from diverse fields such as former and current Ministers and top public servants, private sector practitioners, leading scientists and engineers.

The essays in this chapter offer different perspectives of governance and highlight the key roles of governments in managing the promotion of business and startups, tripartism, the COVID-19 pandemic, climate change, food security, and the promotion of STEM. The chapter ends on a futuristic note with government’s key role in managing an ageing society in Singapore through the creation of the Queenstown Health District which will paint a new narrative for Singapore in terms of developing sustainable solutions for healthy longevity and a community of all ages. May these essays spark further reflections and broadened perspectives of effective governance.

The COVID-19 Pandemic

Lessons Learnt for the Future

The COVID-19 pandemic has caused damage and disruption in terms of health, economic, social and psychological welfare throughout the world, affecting both developed and developing countries. Regardless of country of origin, all SF3 participants share a common experience. Our personal and professional lives, as well as our respective organisations have been deeply impacted by the pandemic. Hence the deep dive on the COVID-19 pandemic was a topic of great relevance that was embraced enthusiastically by all participants.

The deep dive enabled participants to gain a deeper understanding of the interplay of leadership, governance and national security issues in the context of COVID-19 pandemic management. In particular, the key role played by Government in leading and managing countries’ response to the pandemic was highlighted.

The COVID-19 sessions highlighted the pragmatic need to design national vaccination programmes based on equality and to implement it with equity in mind. In Singapore’s case, this enabled all segments of the

CONTRIBUTED BY: (Left to right)

A Collection of Reflections

population to have equal access to vaccination via the vaccination centres set up across the country; with differentiated measures for various segments of the population to ensure high take up rate. For example, home visits by medical teams were made accessible to the elderly and the immobile to facilitate their vaccination. This nuanced differentiation between equality in policy design and equity in policy implementation points the way forward for future policymaking considerations in our increasingly complex and segmented societies of the future.

reviews or discussions to reap collective wisdom and enhance the capacity of organisations and governments to deal with future crises. Singapore was fortunate in that the lessons learnt from the management of the SARS pandemic in 2003 in terms of the setting up of contact tracing systems and public communication using a variety of platforms could be leveraged upon to give the government a head-start in COVID-19 management in 2020. Hence, when the COVID-19 pandemic struck in early 2020, the Singapore Government was able to tackle the first phase of pandemic management effectively in part due to the well-documented lessons learnt from the SARS episode. This included the setting up of a Multi-Ministry Taskforce which facilitated interdepartmental cooperation and communication, a nation-wide contact tracing mechanism, and establishing strong links between government policymakers with scientists and the public health community.

The management of the COVID-19 pandemic highlighted the need for governments to adopt a greater degree of flexibility and agility in planning. As the pandemic evolved and more scientific knowledge of the virus was gained, government policies had to evolve accordingly. Many countries had to shift away from zero-COVID infection approach via measures like strict lock-downs to coping with COVID-19 as an endemic disease. Managing COVID-19 as an endemic disease would require governments to re-orientate their focus on vaccinedifferentiated measures; and a permanent shift in personal and public health standards in terms of an increased emphasis on mask wearing and regular testing. The shift in approach needed in response to emerging scientific evidence and ground feedback required governments, policymakers and organisations to be agile, flexible and adept in strategic planning, change management and communication.

The shortened timelines for project response, design and implementation has underscored the importance of strengthening strategic planning and change management capabilities within both public and private organisations. There is consensus that learning-driven approach matters in crisis management. There is a need for policymakers to devote time and effort to build a more comprehensive crisis response plan using an integrated learning approach which draws on past experience in global health emergencies, and lessons learnt from other countries’ battles with COVID-19. In doing so, we can identify the weak links in current strategies and make adjustments that will enhance our response for the next phase. There is a need to document the nation’s response to a crisis and to facilitate timely and insightful After-Action

lessons learnt from the SARS episode.

The COVID-19 pandemic has underscored the importance of scenario planning as an integral part of Whole-of-Government policy and planning. The need to incorporate strategic foresight in every part of the policy planning process and deliberately feed insights through scenario planning and other mechanisms to spur new ideas and fresh thinking is crucial. This will boost nations’ ability to identify emerging trends and issues to adjust national priorities and stress-test strategies against changing operating environments. It is debatable whether scenario planning could have covered the wide-ranging impact of the COVID pandemic but it did cushion some of the impact of the “known unknown”. According to Aaron Maniam, Deputy Secretary, Ministry of Communication and Information, Singapore, the importance of scenario planning in scanning for longer term trends and emerging “weak signals”, to seek new insights and “outside-in” perspectives should not be underestimated. More importantly, scenario planning enables organisations and governments to sharpen existing strategies and develop sustainable futures for a changing landscape.

Every country has taken on a different approach towards COVID-19 management. From the early onset of the pandemic, some countries like

The COVID-19 sessions highlighted the pragmatic need to design national vaccination programmes based on equality and to implement it with equity in mind.

Singapore Government was able to tackle the first phase of pandemic management effectively in part due to the well-documented

China and Singapore adopted a zero-COVID approach. This contrasted sharply with countries like Sweden who had opted for a more natural herd immunity approach. In the later stages, many countries such as Brunei, Cambodia and Singapore shifted its COVID-19 management approach from zero covid to “living with COVID-19” with increased emphasis on vaccinations, establishment of Vaccinated Travel Lane (VTL) flights and further easing of Safe Management Measures to reboot the economy. There is no right or wrong approach. Instead, it calls upon governments to have an in-depth knowledge of their national systems, the state of their public health system and the needs and priorities of their people.

at home. This has led to improved initiatives such as the expansion of the Personalised Digital Learning Programme (PDLP) in all secondary schools as an effort to narrow the digital divide and the expansion of UPLIFT (Uplifting Pupils in Life and Inspiring Families Taskforce) initiatives to provide better support for disadvantaged students. The lessons learnt would be for governments to place more emphasis on building a stronger and more cohesive society through various fronts.

The COVID-19 experience has underscored the need to provide channels of public feedback in a timely manner to inform policymaking and to put in place open and transparent public health communication. In the case of Singapore, the multi-ministry taskforce held regular press conferences to update the public with press statements notifying the latest national Safe Management Measures. Effective public communication aside, a Whole-of-Government approach to urge its citizens to rally together is strategic. In the case of Singapore, the five-pronged “Total Defence” framework comprising economic, social, civic, psychological and digital defence was leveraged to rally Singaporeans to work with the Government to fight the COVID-19 challenge. This built public trust in the government and prevents widespread irrational fear and anxiety.

The COVID pandemic has accentuated the need for countries to recalibrate the balance between economic and social growth and the need to build a fair and just society, one with a strong social compact. In Singapore, the spread of the virus in the foreign workers’ dormitories had raised awareness of the migrant workers’ cramped living conditions and led to newly built dormitories with improved living spaces of lower density. The decision by the Ministry of Education to close schools for a few weeks in 2020 and establish Home Based Learning (HBL) highlighted the challenges faced by students in the lower economic strata in having access to personal digital learning devices and supervised care

The COVID-19 pandemic has reinforced the concept of a “global commons” and the need for multilateralism; for greater regional and international cooperation to collaborate on research and financing to fight the pandemic. President Emmanuel Macron of France, one of the strongest proponent of multilateralism said, “there is nothing more effective than multilateralism. Why? Because all our challenges are global…All these issues can only be addressed globally and multilaterally. Each time we consent to circumvent multilateralism, we hand victory to the law of the strongest.” The important role played by international and regional organisations such as the United Nations, World Health Organisation (WHO) and ASEAN in providing member countries with comprehensive data and information on the pandemic, coordinating the search for vaccines, and helping to ensure equitable access to vaccines cannot be over-emphasised. The lessons learnt in terms of how these international and regional organisations can work with member states to navigate the politics of global health and narrow the gap in vaccine equity between developed and developing countries will enhance the relevance of these organisations and ensure a more sustainable future in global pandemic management.

While this pandemic will taper off and end in the near future, there is every likelihood that another will soon emerge. Over time, we must shift to more sustainable and balanced public health approach. Further studies on immunological responses and biology of the virus and its variants will be paramount, so will increased emphasis on international cooperation in research and funding. Despite the significant human and economic cost of the pandemic, we are optimistic that with the lessons learnt from it, the world is armed with a new level of preparedness and resilience to face the next virus pandemic when, not if, it comes.

There is no right or wrong approach. Instead, it calls upon governments to have an in-depth knowledge of their national health system and the needs and priorities of their people.

Law and Its Impact on Public Administration

Three Things Senior Civil Servants Should Consider when Working with the Law

do anything the law does not prohibit, while the actions of all civil servants and the policies they craft and enact must be compliant with approved laws. This implies that public servants should have some basic knowledge of the law and also seek legal advice when needed in order to reduce legal risks. Public servants must analyze and assess carefully their actions in delicate matters or the actions could have negative legal consequences on themselves, the government or even the country. In this programme, we discussed many examples of situations in which public servants must be aware of the legal impact of their actions.

However, this should not mean that public servants must seek legal advice for every single action they take. Indeed, government departments should not turn into legal powerhouses. As governments are expected to respond swiftly to many challenges, knowing the law helps in the planning stages.

Law as a Tool for Development

Secondly, the law should not be seen only as a tool to regulate and restrict behaviors. The law can be a very powerful tool to enable action and achieve development and positive change in a country and in the world. Governments require laws to be able to exercise power, authority and policies. Without laws, economic development will not be possible, as uncertainty and chaos are bad for business. Without laws, human development and individual happiness will not be possible. Singapore is a good example, a nation helmed by a strong rule of law and well developed Intellectual Property Laws, Anti Corruption Laws, Criminal Laws, Tax Laws and more, which have provided the infrastructural mechanism required for economic growth and the cultural change that leads to development.

CONTRIBUTED BY:

Gabriel Silva

The deep dive on Law and its Impact on Public Administration introduced us to basic concepts of law such as necessity of law, sources of law, major legal systems, rule of law, national vs international law, and the application of the law. While we discussed laws and cases from different parts of the world, a particular emphasis was placed on Singapore’s Legal System. The course was taught by Professor Jeffrey Chan Wah Teck, who has extensive experience with the law in high-ranking positions in the public, private, nonprofit and international sphere. Three key takeaways and reflections can be shared.

Senior Civil Servants should have a Basic Knowledge of the Law

Almost everything everyone does today is related to the law. If you buy a car, get married, cross the street, get a job or implement a policy, there are laws that regulate these conducts and more. And everyone should be accountable to the law. However, public servants, as representatives of the government, must be the example of law-abiding citizens and have an additional social expectation and responsibility to always comply with the law. Generally, the principle in most legislations is that citizens can

Some might argue that laws are just policies in writing. However, it is important to recognise that the law is more than that. Laws are generally the result of a political process that is deeply rooted to the basic guiding and leading principles of a living nation.

The Close Relationship Between Law and Politics

Finally, as senior civil servants, we must recognise that law and politics are deeply connected. Law is not an isolated social phenomenon. The fields of law, politics and public service are closely related. Policies are generally the product of laws, and laws the product of politics. As mentioned, law is an important tool for regulating conduct and also enabling change. Therefore, it is no surprise that the law has an important role in the national and international political field. As we discussed in class, some political figures and nations have used laws to advance their agendas (for good or for bad). It is important that civil servants think critically about the law and the possible political impact and motivations behind it.

In conclusion, the law permits public servants to act. Therefore, it is very important that public servants are very clear about the possible legal risks that their actions can entail in their areas of work. Nevertheless, the law should be seen less as an inhibitor and more as an enabler. Adequate policies reflected in laws are essential in taking a country from the third world to the first. However, the right political leadership is required so that the laws, and therefore the policies, are the right ones and in the best interest of the people.

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 2: Reflections on Governance

The Role of Government in Business

These key issues were addressed in the deep dive on “Government in Business” facilitated by Ms Lim Hwee Hua1. Drawing on her wealth of experience in both the public and private sectors, Ms Lim touched on how innovation, enabled by technology, will continue to lead to a proliferation of services that straddle domains and geographies such as the rise of the ‘Super App” platforms like Grab, Airbnb and the emergence of cryptocurrencies. The sharing economy, be it ride sharing or accommodation sharing, has provided useful lessons on the inherent regulatory challenges encountered by governments in business, to the extent that governments may be viewed as “lagging regulators”. Technological innovations in the business sector has accentuated the inherent difficulty faced by governments in regulating innovation. It has reinforced the need for governments and regulators to keep pace with technology and to collaborate closely with businesses.

CONTRIBUTED BY:

Cindy Koh

Does the Government have a role in Business? This public-private divide is an evergreen debate. In good times, the government is portrayed as interfering and restraining growth with outdated rules. Conversely, in bad times, one sees a complete reversal of arguments with government criticised for being too far removed from business and not doing enough to resuscitate the economy. Are these views justified? Do we need to look beyond the lens of a public-private debate to study the interplay of factors such as the complex challenges faced by government in a fast-changing world driven by innovation-centred economic transformations? Do we need to consider the occasions when government intervention may be justified and even necessary for economic growth? And if justified, what are the lessons gained from effective government interventions in business?

The Government plays the roles of regulator, developer of the economy, and provider of capital in business where businesses are involved in the country’s strategic interests (e.g. provision of essential services and utilities), and in nascent or emerging areas where it can play a catalytic role. Professor Lim Siong Guan’s way of framing the roles of a government as (1) Controller and Regulator, (2) Nurturer and Facilitator, (3) Convenor and Aggregator, can be applied to its role in business. As a controller and regulator, the Government needs to put in place rules and frameworks that will address market failures and minimise negative impact to its people and the environment.

Internet, Social Media and Digitalisation

With the rise of the internet, social media and digitalisation, governments have to regulate this space to minimise the risks and impact arising from fake news and misinformation and to protect individuals’ privacy. In Mr. Cheng Wai Keung’s lecture, he shared his observation in the different approaches that China and the Western countries have taken towards data governance. China treats data as a factor of production, a public good and the Chinese government sees its role as acting in public interest to manage data in a holistic manner. It takes a hard stance, using a top-down approach. In the other countries, data is held in the domain of the tech companies, and with respect to regulations, the Western governments follow due processes of their regulatory framework, with checks and balances, which take a longer process.

1 Ms Lim Hwee Hua, former Minister, Singapore Prime Minister’s Office, is currently engaged in private equity, financial services, valuation; and is a Distinguished Visiting Fellow of the National University of Singapore (NUS) at both the Business School and the Lee Kuan Yew School of Public Policy.

A Collection of Reflections Chapter 2: Reflections on Governance

We are seeing fintech innovations change so quickly and regulations tend to be lagging. How should a government play its regulatory role without stymying innovation? The Singapore Monetary Authority of Singapore (MAS) created the Fintech Regulatory Sandbox framework to enable financial institutions and fintech players to experiment with innovative financial products or services in a live environment but within a well-defined space and duration.2 Depending on the experiment, MAS will provide appropriate regulatory support by relaxing specific legal and regulatory requirements for the duration of the sandbox. At the same time, the sandbox will include appropriate safeguards to contain the consequences of failure and maintain the overall safety and soundness of the financial system.

Climate Change and Environmental Sustainability

For governments to protect the environment and respond to climate change, it needs to strike a balance in regulating how businesses minimise costs to the environment and allowing them to operate competitively. An example would be Singapore’s implementation of a carbon tax, the first carbon pricing scheme in Southeast Asia, on 1st January 2019. The carbon tax rate was set at SGD 5/tCO2e from 2019 to 2023. The Singapore Government recently announced plans to raise its carbon tax to SGD 25/tCO2e in 2024 and 2025. Subsequently, the carbon tax will increase to SGD 45/tCO2e in 2026 and 2027; and SGD 50 to SGD 80/tCO2e by 2030. The increased carbon tax will stimulate demand growth in the carbon credit market and facilitate price discovery, which will in turn pave the way for the financialisation of carbon. It will also promote cross border carbon trading and greater capital deployment into carbon mitigating projects.

Government as Nurturer and Facilitator

To address issues like climate change, government could seed and invest innovations in nascent areas such as energy transition, sustainable foods and circular economy with the private sector to help lower the risks to the businesses. Government could also channel its resources towards seeding new capabilities. For example, the carbon tax revenue collected in Singapore could be used to fund research and development of alternative energy and decarbonisation technologies. Government could also direct its public research players to work closely with the private sector, including startups in developing and catalysing new innovations. There may be areas which are highly strategic to a country that a government may need to play a more proactive role in. The government may be required to setup state-owned enterprises (SOEs) or form public-private-partnerships (PPPs) with carefully built-in safeguard mechanisms to ensure long term commercial sustainability.

Government as a Convenor and Aggregator

The role of the government can be expanded into that of convening and aggregating businesses together to put forth ideas and aggregating the best proposals into some coherent framework which the government can support and promote with talent and resources. The Singapore Government convened the Singapore Together Alliances for Action (AfA) in June 2020 to combat the COVID-19 pandemic.3 The AfA model brings together the industry and the government to work towards a common goal within 3-6 months.

Does the Government Have a Role to Play in Business in Addressing Inequality?

Is there a role for the government in addressing inequality through businesses? Dr Bill Conerly, a business-focused economist and Forbes contributor, highlighted that “private business both increases and decreases inequality, in conjunction with changes in the structure of the economy, technology, social attitudes and public policy.4 Private business does not definitively determine the distribution of income, but it influences it.” He argued that there is a positive correlation between corruption and inequality in a country. The inequality arises when government gives favors to key business leaders, such as granting monopolies and government contracts. And if a government can reduce corruption, it would increase total economic activity, and also improve the welfare of the poor and middle-class citizens.

Conclusion

Does the government have a role to play in business? Yes, and plenty! The business of the government is to ensure that there is order for the present, and readiness for the future. How is this applied to its role in business? It regulates and provides the rule of law, which gives businesses certainty and some order of interpretation of contracts, etc. It also invests its resources in developing infrastructure and capabilities (e.g. research and development) in helping companies respond to the future.

Technology and business model innovation are changing so rapidly that government would need to expand its role of being a regulator to one that nurtures and facilitates, convenes and aggregates ideas across businesses. For government’s intervention in business to be effective, there needs to be clarity in terms of the purpose and areas for state intervention, a clear long-term vision, sufficient resources and expertise and collaboration with the private sector via PPP. There must be consistency and discipline in terms of maintaining principles of intervention (not solutions) and resisting short termism by adopting a “Think Future” mindset.

2 https://www.mas.gov.sg/development/fintech/regulatory-sandbox

3 https://www.mti.gov.sg/FutureEconomy/AFAs

4 https://www.forbes.com/sites/billconerly/2018/09/23/business-is-one-reason-for-economicinequality-and-also-for-equality/?sh=2c274de3654f

The LKY Senior Fellowship Experience: A Collection of Reflections

Role of Governments to Promote Startups

Chapter 2: Reflections on Governance

The proliferation of startups has cast light on the importance of government’s role in nurturing an active startup ecosystem to groom future champions and derive economic returns by putting in place support measures and forward-looking regulations. However, given the high failure rates, governments need to protect end-users and provide sufficient safety nets for the startup entrepreneurs to fail safe and fail fast.

Startups as a Driver to Disrupt Existing Business Models and Provide Innovative Value-add Services

With increasing globalisation, startups are presented with unprecedented access to wider global markets and talents for cross-fertilisation of ideas. Notwithstanding the COVID-19 pandemic, global venture funding hit an all-time high of USD 288 billion in the first half of 2021, almost double the same period last year.1 Startups remain an important platform to encourage the transition from research and development to productisation and commercialisation.

However, startups face challenges like going to market with minimum viable products and untested business models. They also require frequent injection of funds to support and fuel their quick expansions. Seven in 10 startups fail, often due to reasons such as lack of market relevance, funding, team issues, pricing issues and stiff competition. Many are either acquired early in their life-cycle or wrap up as failures when funding dries up.

Startups have been disrupting industries and attracting huge amounts of venture investment. In response, countries are racing to develop their own startup ecosystems in hopes of nurturing the next generation of ‘unicorns’.

Professor Francis Yeoh, Professorial Fellow (Entrepreneurship) from the National University of Singapore (NUS), School of Computing addressed the SF3 class and provided an insightful deep dive into the world of startups. He examined the trends and development of innovation-driven startup companies and and venture capital in recent years, the elements that make up a startup ecosystem and the role that governments can play to influence and nurture the ecosystem. The learning was also given real-life relevance with a panel discussion with active startup founders as well as a venture capitalist to share their experience in the startup industry and to give an insider view of their perspectives.

For many in the class, it was an exciting venture into the world of startups. We learnt that startups are not smaller versions of large companies. Instead, they search for unknown business models and seek to create something new under conditions of extreme uncertainty, leveraging key concepts of prototyping and ‘build-measure-learn’ to pilot, learn, and scale up innovative ideas and concepts.

These challenges were highlighted by the entrepreneurs who shared their startup journey with the SF3 class.2 From their sharing, it is clear that innovation and entrepreneurship is hard work. Many of the entrepreneurs demonstrated depth of knowledge, focus, persistence and commitment to bring their startups to fruition. Second, to succeed, many of the entrepreneurs built on their strengths. Prior to their startups, they gained experience in relevant sectors and sharpened their strengths in key sectors, which was put to good use in their subsequent startups. Third, many of them attributed a key part of their success to the pro-startup ecosystem in Singapore whereby they benefitted from having access to startup grants offered by government agencies. Some of them also benefitted from having access to relevant training in areas like the “lean startup” method; mentoring and networking opportunities with venture capitalists offered by institutions like NUS.

1 https://news.crunchbase.com/news/global-vc-funding-h1-2021-monthly-recap, Crunchbase news, Gene Teare, July 7, 2021.

Adrian Ng and Eason Phan

CONTRIBUTED BY: (Left to right)

2 Mr Darius Cheong, Founder and CEO, 99.co (a real estate technology company), Ms Lai Shanru, Co-founder ShopBack.sg (a rewards and discovery platform serving customers and retailers through cashback, vouchers and more) and Mr Manik Arora, Chairman and CEO, Rise Group which focuses on providing venture capital for technology ventures in Southeast Asia.

From the entrepreneurs’ sharing, it was obvious that for the handful of very successful startups, they grow exponentially, becoming very influential and successful. These potentials attract venture capitalists to the startup industry as they promise multi-fold returns and have made the successful startup entrepreneurs and the early investors multi-millionaires or even billionaires.

While the success rates of startups remain low, all is not lost for those who fail. Luck counts as much as talent and the entrepreneur’s grit. These entrepreneurs gain valuable lessons which sharpen their entrepreneurial instincts. Majority of them join other startups bringing with them their wealth of experience or launch another new enterprise with improved products and perspectives.

There is thus strong impetus for many countries to create a conducive and vibrant environment for startups. Apart from driving the growth of new and innovative companies and growing a pool of innovative entrepreneurs, the industry is also an important contributor to the economy and value add to supporting services industries such as the financial and legal sectors.

Government as a Catalyst to Promote the Startup Industry

To accelerate, incubate and nurture a thriving startups ecosystem, the government needs to bring together key players to the market place and provide the right catalysts to fuel the growth of the start-ups, especially in the early phase of their life cycle. These include:

• Providing research and startup grants to qualified startups either directly or through various research institutions of higher learning to promote seamless transition from research and innovation to product development and commercialisation of ideas. This gives the extra push to startups to pull themselves up by their own bootstraps.

• Providing affordable or subsidised office space and basic pooled secretariat support to defray the operational and start-up cost. Pooling startup firms under one roof also encourage the exchange of ideas amongst budding entrepreneurs. These incubators are often sited close to industrial cluster or within universities.

• Providing seed fundings for early expansion and co-sharing of risks in the initial stages with option of sell-back of share-holding upon success.

• Creating opportunities for link-ups and networking among MNCs, large local enterprises and startups to promote collaboration, exchange of ideas and sharing of experience.

• Making available market intelligence and networks through targeted link ups with both local and overseas businesses to help startups venture overseas.

Singapore has done well in promoting a vibrant startup ecosystem. Singapore-based tech startups raised SGD 11.2 billion in the first nine months of 2021, more than double the total amount raised in the whole 2020. This represents more than half of the total deal quantum in Southeast Asia and 10 out of the 21 unicorns that emerged in Southeast Asia in 2021. Some of the biggest startups in Singapore include Grab, SEA, Lazada, Razer.

Singapore has a broad range of incubators and accelerators such as Block71, NUS Enterprise, NTUitive Collaborative Space and PIER71 Accelerate Programme. The Singapore Government also offers a comprehensive set of grants and programmes to attract talent, promote innovation and seed funding including the Tech@ SG scheme, the innovation & Enterprise Fellowship Programme, and the Startup SG Equity scheme. It also facilitates international exchanges through the Co-Innovation Programmes and the Global Innovation Alliance Programmes.

Government’s Role Beyond Direct Assistance to the Startups

Working closely with startups allows the governments to keep taps of the latest development in technology, innovation, and consumer trends. This is particularly important as governments need to ensure that their rules and regulations are forward-looking and do not inadvertently stifle the growth and success of future innovators. With startup often operating in unserved segments or disrupting existing businesses, the risk of them running into the red tape of current regulations is high. One way of doing so is through a policy sandbox where new products and services are allowed to be trialled within a ringfenced market or population. Conversely, for technologically-led sectors such as artificial intelligence, data analytics, and cybersecurity, the broader helicopter view of governments is needed to ensure startups remain relevant, to engage and meet consumer’s needs.

At the same time, governments need to ensure that consumers and individuals are sufficiently protected when startups fold suddenly. As there is a higher chance of startups failing than succeeding, governments will need to ensure that innocent, and potentially ignorant consumers are not taken advantage of, especially as startups do not always live up to their potential and may even go belly-up with little or no warning.

The LKY Senior Fellowship Experience: A Collection of Reflections

Startup Culture

Lastly, startup need not necessarily just mean reckless and ambitious. As potential future leaders of industry, it is important to instil or institutionalise good values in these young entrepreneurs to build resilience and character. This could be done through good role-modelling through mentorship and leadership programmes and should cover important and often overlooked aspects such as ethics and leadership. These are critical in grooming a stable of future successful entrepreneurs and industry leaders. In the longer term, these build solid branding and reputation for the country and its governance as well as business sustainability for the startups.

As a final thought, beyond policy and regulations, governments can also consider adopting a startup mentality in the adoption of new technology and new ways of doing things given the fast pace of technologically advances and new product offerings. The government could thus be more open in its procurement to give startups with limited track record a chance to offer their products and services. This can benefit both the startups while keeping the country and the government innovative and forward-looking. The government can also inculcate in students the spirit of enterprise from young through developing a curriculum that aims to develop their innovation potential, and ability to think out of the box, take risks and prototype new ideas. This will sow the seeds for a stronger culture and ecosystem that supports innovation and enterprise.

Chapter 2: Reflections on Governance

Tripartism

Apple’s “Think Different” commercial, 1997

Tripartism in Singapore

Tripartism is one of the pillars undergirding Singapore’s success story. The traditional and typical distrust between union and management was deeply rooted prior to Singapore’s independence and the turning point was Singapore’s separation from Malaysia in 1965. The immediate post-1965 years were the years during which tripartism was reshaped and blossomed. The PAP’s compelling need to generate a climate of harmonious industrial relations to promote economic growth and employment provided the impetus to galvanise the trade unions and employers to work together towards a growth agenda in support of the three over-arching goals of a competitive economy, an inclusive society and sustained development.

References:

“Commentary: Helping start-ups and entrepreneurs, the ‘new heroes’ of Singapore, succeed”, by Francis Yeoh, 01 Oct 2017

“Build It, They Will Come”, The Strait Times, The Business Times Weekend, 8–9 May 2021 Opening Remarks by Mr Peter Ong, Chairman, Enterprise Singapore, at Slingshot 2021 Grand Finals, 10 November 2021 — enterprisesg.gov.sg

The PAP government in post-independent Singapore introduced policies and frameworks for a harmonious industrial scene, driven single-mindedly by a nation-building agenda. The 1968 Industrial Relations Amendment Act and Employment Act were defining legislations which provided the government with the legislative wherewithal to condition a set of outcomes favourable to industrial peace. They also laid down the basis for employers and workers to prioritise collaboration over confrontation through specific provisions on each party’s rights and obligations. The Acts collectively had a stabilising effect on industrial relations.

“The people who are crazy enough to think they can change the world are the ones who do.”

Norodom Buddhapong, Goh Teck Seng, and Phyllis Chua

CONTRIBUTED BY: (Clockwise, from top)

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 2: Reflections on Governance

What undergirds tripartism’s success in Singapore? The SF3 class was privileged to have Mr Lim Swee Say, former NTUC Secretary General and Manpower Minister speak at our programme. He shared with us how the skillful and visionary role played by the PAP government as an honest-broker and balancer, and often times, arbiter in the tripartite arrangement, helped build mutual trust and solidified tripartism in Singapore based on the 3 Ps of Pro-business, Pro-worker and Pro-future. While most labour issues confronting countries around the world are similar in nature, Singapore has often drawn on the concerted efforts of the tripartite partners and sought to tackle them in its unique way to produce outcomes that are more sustainable.

As Singapore’s workforce matured and lifespans increased, the need to ensure longer term employment is a challenge. This challenge presented itself as a dilemma: one where extending the retirement age would impose a significant cost on businesses and where not doing so would likely affect the retirement adequacy and trigger social discontent among the mature workforce with the consequential loss of trust in government. Overcoming this dilemma called for a re-employment policy that accommodated the mutual interests of the tripartite partners. By mandating re-employment while allowing employers some flexibility of offering right-sized employment packages to retirees based on job re-designation, government achieved a ‘winwin’ outcome for all.

Raising the income of lower wage workers to narrow widening wage gap was another challenge which the government addressed. Setting a minimum wage is the mantra behind many countries’ efforts to safeguard low-wage workers. But minimum wage could drive up business costs and lead to retrenchment of the more vulnerable and least productive workers. It may also end up as the sticky wage for a sustained period with little or no adjustments. Singapore’s approach was to introduce in 2007 the Workforce Income Supplement (WIS) Scheme whereby workers earning less than SGD 1,500 a month would receive an income top-up from government. Complementing the WIS scheme is the Progressive Wage Model (PWM) whereby workers are incentivised, through a certification framework featuring progressively higher minimum salaries for better skills, higher productivity and greater job responsibility, to upgrade and improve continuously. The goal is to entrench employability rather than employment per se as the driving ethos so that workers can earn higher wages by becoming more productive, benefitting both themselves and employers.

When Singapore was hit by the Global Financial Crisis in 2008, the government and the labour movement rallied businesses to ‘upturn the downturn’ through key strategies such as placing worker welfare at the

heart of policymaking without sacrificing business interests. The focus was ‘cut costs to save jobs, not cut jobs to save costs’. The government also put in place pro-growth measures to overcome not only the immediate economic crisis but to also lay the foundation for future growth. Indeed it was during crises that the strength of tripartite solidarity in Singapore showed through and the deep reservoir of trust painstakingly built up over decades paid off.

Tripartism in Cambodia

The tripartite relationship among the three institutions of government, business and unions is gradually taking root in Cambodia. The country has recovered on a peaceful path from years of wars and conflicts since 1970. The mutual mistrust between the government and the trade unions, especially the more structured ones representing the workers at the garment factories, are some of the main challenges faced by Cambodia. Other challenges confronting trade unions in Cambodia today include employment instability in a shrinking labour market, labour law enforcement, a relatively young industrial relations system and union avoidance by employers. In addition, unions have to grapple with small membership and limited financial resources.

Some of these challenges require changes in the economy and a collective and comprehensive union building strategy that begins with a rethinking of trade unions purpose and strategy. It will take time and commitment by the Cambodia Government to engage the trade unions and vice-versa, to build trust and a sense of mutual partnership. From the government’s point of view, the trade unions are at times seen as politicised and part of the opposition forces. From the unions’ perspective, government is sometimes viewed as protecting the interests of the businesses which they see as exploitative of the workers in the different industries. But the relationship has evolved and improved steadily through the years, especially after Cambodia was fully integrated into the world economy and partook in the various multilateral and bilateral commercial treaties.

A case in point is Cambodia’s membership in the International Labour Organisation (ILO), the only tripartite United Nations (UN) agency, in 1969. Since then, it has benefitted from ILO related tripartism projects such as those focusing on strengthening tripartite constituents’ capacity to recover from the COVID-19 pandemic through facilitated dialogue between employers and workers, and improved representation taking into account interests of both employers and workers in Cambodia. These measures will encourage tripartite constituents to organise social dialogues to engage employers and workers in safely re-starting the economy.

With the disruptions posed by COVID-19, the collaborative spirit between government, businesses and unions has become a necessary condition

for full post-COVID economic recovery with greater assurance of safeguarding the welfare of Cambodia’s workers. All the economic actors including the unions and the business community will need to work in unison in a collaborative, coordinated and inclusive manner. Moving forward, the Royal Government of Cambodia, will continue to feature tripartism prominently in its agenda, notwithstanding foreseeable difficulties.

Tripartism is a dynamic, evolving feature in any country’s political, economic and social landscape.

Leadership in Dealing with Climate Change

Moving Forward

Tripartism is a dynamic, evolving feature in any country’s political, economic and social landscape. Singapore has to continually adjust and refine its approach towards tripartism to ensure relevance and sustainability. Nationally, Singapore’s labour force growth rate is on a downward trend and will reach zero growth by 2030. The labour pool constraints will renew demands on the tripartite partners to transform the economy to become more manpower-lean. We will have to continually reskill and rejuvenate the workforce through the effective use of technology such as digitalisation and artificial intelligence (AI). Future-proofing and raising the productivity of the workforce will require investments and a learning mindset on the part of workers and employers. Both government and businesses would need to provide the right incentive structure and organisational support to promote lifelong learning and reskilling among employees.

Globally, the world is entering a phase of de-globalisation and tentative re-globablisation. The predictability of an expanding economic pie through stronger global connectivity and trade growth is no longer assured. Under such circumstances, how well a country bears up will depend significantly on the strength of its polity and within this, the resilience of its tripartite alliance. Tripartism is a socioeconomic shield against the travails of an increasingly inhospitable geo-economic global order. The module on tripartism has widened our perspective on how the prospect of tripartism in Singapore and other countries boils down to the quality of governance which must always be about ‘thinking far, diving deep and acting good’ in service of the citizenry.

CONTRIBUTED BY:

Loke-Yeo Teck Yong

Climate Change — an existential threat to Mankind and yet it presents a real opportunity for us to radically change the way we organise our Society for our long-term survival — has now decisively entered our mainstream consciousness.

While climate change and the use of technology to address climate change was duly given its own dedicated deep dive space in the SF3 programme, many presenters across the various topical clusters and the distinguished speakers inevitably threaded the compelling issue of the leadership needed in dealing with climate change into their sessions. This clearly underscores the importance of capturing our hearts and minds as leaders to do the right thing, to lead from the front and within, to do good to inspire others in our spheres of influence to tackle climate change.

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 2: Reflections on Governance

Managing Climate Change is Everyone’s Business Climate change is a global challenge that affects everyone, everywhere, particularly in this age of inter-connectivity and inter-dependence of economies. At the same time, the confluence of the urban century and climate change sets the conditions for a potential perfect storm.

Climate change is the epitome of the problem of the common global good. Its dire consequences on the human condition and quality of living affect all countries, albeit unevenly (due to size and geographical locations, stage of economic development, social conditions, etc.), and will require collective responsibility and actions of all nations to address the negative externalities caused by human activities. Hence, tackling climate change has taken its right of place as one of the 17 UN Sustainable Development Goals alongside addressing poverty, inequality, environmental degradation, peace and justice.

The responsibility to act by all countries (developing and developed) while acknowledging differing national circumstances have since been widely recognised under the 2015 Paris Agreement. However, our current measures are unlikely to meet the Paris Agreement goals. Indeed, nations must stand together if we are to effectively rise to the defining challenge of our time; otherwise the shift in behaviours will probably not happen with the needed scale and speed.

However, there have been some positive trends. Many countries have in recent years made net zero carbon neutrality pledges. Despite the COVID-19 pandemic in 2021, 22 countries including the US still declared their long term Low Emission Development strategies. The advancement of scientific research and technological advances have also shed light on the multiple co-benefits of nature-based solutions. A holistic approach must be taken by the leaders of all nations (big and small) to collaboratively tackle climate change. Drastic actions to transform economies and societies are required not only to curb carbon emissions to achieve the net zero carbon emission by 2050, but also in mitigating the adverse impact of climate change in the here and now.

The Hope of Human Ingenuity

We note the ingenuity of Man has brought us ground-breaking technological advancement from the first to fourth industrial revolution as well as the creation of the 1G to 5G networks that made possible the new products and services that continue to transform the way we live, work and play. For example, the energy transition for climate action has led to increased harnessing of renewable energy, in particular solar, wind and geothermal. In the longer term, man will no doubt leverage on technology to mine energy from hydrogen and

geothermal sources, deploy more effective carbon capture techniques, and possibly, achieve nuclear fusion. The same fervour and grit will create the much-needed solutions and applications to combat and mitigate climate change.

The Paris Agreement has already identified the need for a new technology network and a global funding infrastructure, amongst other strategies, to support this urgent work. ASEAN has identified the need to combat climate change as one of its key priorities. While the COP26 deliberations in Glasgow once again spotlighted the inherent tensions in addressing this global challenge, leaders at all levels must continue to boldly persevere with the difficult but necessary conversations to put in place global infrastructural and financial support to sustain the on-going work. Technological change and innovation play a key role in combating climate change but that alone cannot be the panacea. The strength of leadership in making difficult but environmentally sustainable decisions and in managing trade-offs with environmental protection in mind will be critical in our fight against climate change.

It is reassuring to know that many streams of creative work and cutting-edge research are being forged around the world, including research centres located in Singapore, to tackle climate change. For example, active research into the use of nature-based climate solutions as well as manipulating the activities of microbial communities in natural habitats to mitigate climate change to bring about a more sustainable environment. Substantial headway is also made in the use of alternative cost-effective renewable energy (including the pioneering work of using hydrogen to empower the energy transition) and in enabling sustainable and green financing to inject much-needed global funding to reduce carbon emissions.

The COVID-19 crisis has already thrust upon us the impetus for extensive systemic shifts to more sustainable economies and ways of organising societies that are clean, green, healthy, safe and more resilient. The public, private and people sectors must continue to collaborate and draw on the novel solutions arising from this pandemic to combat climate change. For example, the Singapore Green Plan 2030 has seen the government adopt a Whole-of-Nation approach to tackle climate change through building a green economy and developing Singapore as a hub for green and sustainable finance and technologies.

Technological change and innovation play a key role in combating climate change but that alone cannot be the panacea.

What Can We Do as Leaders?

We can be authentic storytellers in the way we share our narratives about climate change and how we can do our part together to bring about synergistic actions to mitigate its impact in our operating context. We can also lead by example in our personal lifestyle choices.

We only have one Home — a planet that belongs to us, our children and all of humanity.

There are already significant shifts in attitudes of the young in wanting real commitment and policy changes to tackle climate change. In schools across the world, governments are raising awareness of climate change and the need for environmental conservation in students. In countries like Singapore, there are enhanced efforts to infuse ecostewardship in the curriculum by facilitating students’ involvement in meaningful environmental projects that will have a positive impact on their communities. Hence, it is imperative for leaders to place priority on battling climate change through promoting environmental sustainability, to give hope to the young that their future and those of future generations truly matter.

We only have one Home — a planet that belongs to us, our children and all of humanity. As we go about problem-solving as individuals, in leading teams in public and private sectors, we will certainly bear in mind that all actions, big and small, will go a long way towards ensuring the long-term sustainability and survival of our Home.

If not us, then who?

If not now, then when?

Mitigating Food Security Risk

Insights from Visit to Singapore Food Agency

The issue of food security has been brought into sharper focus in recent years given that the global demand for food in 2050 is projected to be 60 per cent higher compared to 2016 due to the growth in world population. In addition, challenges such as climate change, resource depletion and disruptions to the global food system and supply chain, as seen recently with the COVID-19 pandemic, have led many countries, not just Singapore, to reassess our level of food security.

In Singapore, food security is one of the country’s key challenges. Currently, less than 10 per cent of food in Singapore is locally produced. Given the huge dependency on imports, food supply is among Singapore’s top few vulnerabilities. The risk is even more critical due to the small size of Singapore and its lack of natural resources. Hence it was no surprise that food security was one of the key issues covered in SF3. Professor Chua Nam Hai, Chief

Scientific Advisor,

CONTRIBUTED BY: (Left to right)

Wilmar International Limited, Singapore, set the context for food security by outlining key actions to transform food systems in the ASEAN region and the world to create more sustainable and climate resilient food systems by 2030.

The highlight of the module was the learning journey to the Singapore Food Agency (SFA). The visit enabled SF3 participants to understand how the SFA worked with the industry and consumers to grow Singapore’s three “food baskets” — Diversify import sources, Grow local, and Grow overseas, while ensuring Singapore’s food safety from farm to fork.

During the SFA visit, we gained insights to SFA’s aim to ensure for zero foodborne outbreak in Singapore, support Singapore’s aspiration to meet 30 per cent of its local nutritional needs by 2030 (30-by-30 goal) and promote food safety and security on multilateral platforms. SF3 participants saw first-hand through visits to the various laboratories, how the SFA harnessed data and scientific diagnostics to anticipate emerging food safety trends and hazards as well as strengthen early-detection diagnostics capabilities; adopted a science-based risk assessment approach in dealing with food safety; and developed food science infrastructure and competencies for dealing with foodborne hazards.

The most engaging part of the visit was the dialogue with the DirectorGeneral, Food Administration and Deputy CEO of SFA, Dr Tan Lee Kim. The dialogue enabled SF3 participants to understand how SFA, together with relevant public agencies, have made significant achievements to improve Singapore’s food security in the areas below.

(a) Diversification of Food Sources

Importing food from many different countries reduces the risk of overreliance on a single supply source. Today, Singapore has diversified its food sources to over 170 countries and regions! Importers of key food items have to adopt business continuity plans which includes diversifying import sources to mitigate the impact of food supply disruptions.

(b) Boosting Local Production

To achieve greater stability and security in its supply of food, the Singapore Government plans to raise local production levels from the current 10 per cent of the total nutritional need to 30 per cent by 2030. Known as the “30-by-30” strategy, this target is featured in the Singapore Green Plan 2030 launched in February 2021, as one of the strategy to enhance resilience against climate change.

(c) Growing overseas

Singapore is supporting local food production companies to set up overseas and export their produce back to Singapore, thereby ensuring supply and contributing to our food security. By venturing overseas, we can also overcome land and manpower constraints and access new

and bigger markets. To this end, SFA supports Singapore companies in exporting urban food solutions to other countries.

(d) Working closely with food production companies and international community

SFA partners food production companies to strengthen capabilities, tap on technologies to raise productivity, undertake research to develop new lines of business, and catalyse industry transformation to ensure food security. SFA also participates in bilateral, regional and international collaborations to safeguard and advance Singapore’s interests in food security.

In the area of scenario planning, SFA monitors world issues and domestics developments to keep abreast of trends that may affect the stability of food supply in Singapore. Knowing these possible challenges allows SFA to formulate a set of comprehensive and forward-looking strategies, from growing local and diversifying import sources to growing overseas as ways of tackling the potential threats to Singapore’s food security in the long run.

Moving from importing more than 90% of Singapore’s food needs currently to reaching the 30-by-30 goal, SFA has set itself an ambitious target.

The need to set ambitious goals is key. Moving from importing more than 90 per cent of Singapore’s food needs currently to reaching the 30-by-30 goal, SFA has set itself an ambitious target. This not only challenges them to think about how to get the existing industry players to make more efficient use of resources (eg. land and water) to meet local needs, it also compels them to find innovative solutions and leverage new technologies to meet this goal. This includes undertaking research collaborations to find more effective ways of food production and developing alternative food sources.

The responsibilities of SFA are enormous and if it were to carry out every one of its tasks with equal rigour, the strain on resources and human capital could easily break the system. Hence, SFA manages its bandwidth by adopting a risk-based approach to calibrate the regulatory control measures. For instance, stringent accreditation is required for raw meats and eggs due to higher chance of contamination while fruits and vegetables are just subject to regular sampling and testing. For low-risk products like processed food, SFA will just carry out market monitoring, test samples when necessary and issue

recall advisories should any concerns be detected. This approach to governing food safety allows SFA to deploy its limited resources to achieve maximum impact.

Lastly and most importantly, SFA is keenly aware that food safety and security cannot be achieved solely by its own effort. “Food safety is a joint responsibility”, a philosophy that SFA uses to guide its partnership with industry players and consumers. In gist, SFA sets the regulations and provides the enabling environment for joint responsibility, while industry players adopt food safety assurance and supplies safe food to the market. Consumers then make informed decisions, adopt food safety practices and are also resilient to supply disruptions when they happen. Together, the three parties form a tight and stable ecosystem that allows Singapore to enjoy a safe and secure food situation despite all the threats and challenges.

From the visit to SFA, it is clear that overcoming vulnerabilities and danger lie in the spirit of Singaporeans. SFA’s strategic plan has been executed with clarity of vision, single-mindedness of purpose, and a capacity for clear communication. People barriers such as issues of anxiety, mistrust, incompetence and lack of cooperation are being overcome with clear communication. SFA has demonstrated that with sufficient financial resources, improving technology for food production, and the creative use of land resources, limited land availability need not be a binding constraint.

“Safe, affordable and plentiful supply of food is a national security issue” does not just apply to Singapore, but to the region as well. Ensuring food security is a complex, multi-faceted challenge which will require strong and well-coordinated governance. Moving forward, we look forward to more collaborative partnerships within ASEAN to enhance food security for the region.

(Left) SF3 all ready and raring to embark on the learning journey to SFA

(Top and bottom) Operational briefings by SFA scientists.

Ensuring food security is a complex, multifaceted challenge which will require strong and well-coordinated governance.

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 2: Reflections on Governance

Green Buildings

The PARKROYAL COLLECTION Pickering Hotel, a green building designed by WOHA architects, is certified BCA Green Mark Platinum, Singapore’s highest green rating for achieving more than 30 per cent energy savings compared with traditional buildings. It boasts environmentally-friendly features such as being the first development in Singapore to be built using the Cobiaz technology — a system that reduces concrete usage by placing ‘void formers’ made of environmentally friendly recycled plastic. The hotel’s lush foliage constitutes more than 200 per cent of its total land area, a scale unprecedented in a high rise building in a built-up city centre.

Setting high standards to achieve green building status involves a lot more than adding solar panels. It includes using cement and materials that generate less CO2 during production, lush vegetation and geometry that deflects the sun’s rays are among dozens of techniques employed to reduce the carbon footprint and running costs of building structures. To attract top-end tenants, companies often employ world renowned architects like WOHA to ensure buildings offer environmental sustainability other than status.

A“well and green” paradigm for a sustainable and resilient built environment was a key theme across several talks at the SF3 pertaining to environmental conservation and technological innovation. Professor Lam Khee Poh, Provost Chair Professor of Architecture and Building at NUS, introduced the exciting concept of “Total Building Performance and Diagnostics” which is used to design, develop and build green buildings. This has paved the way for the construction of new buildings as well as the rejuvenation of old buildings that are environmentally sustainable with high building and environment excellence. To this end, the School of Design and Environment (SDE) and the University Campus Infrastructure are leveraging on this concept to rejuvenate NUS and build a Smart, Safe and Sustainable campus.

Using PARKROYAL COLLECTION Pickering Hotel as a springboard to illustrate the art of green building design, Mr Wong Mun Summ, co-founding director of WOHA, delivered a fascinating talk on green building design to SF3 participants; and outlined efforts by Singapore to become a green eco-city of the 21st century. According to Mr Wong, green or sustainable building is the practice of creating and using healthier, more environmentally sustainable and more resourceefficient models of construction, renovation, operation, maintenance and demolition.

Cost savings is not the only driver for green buildings. Organisations increasingly want to burnish their green credentials and consumers now want a healthier space to live, work and play. According to Ms Esther An, Chief Sustainability Officer of City Developments Limited (CDL), “greening the built environment for a sustainable future” is now a strategic focus of the Singapore Government and for real estate developers like CDL. CDL’s stretch goals for the future include adoption of 100 per cent renewable energy and achieving net zero for operational carbon by 2030. For tropical cities like Singapore, a key metric is to build structures that not only look cool, but are cool. As the global temperature rises, keeping the heat down in buildings in Singapore has inspired a number of innovative technologies such as the hanging gardens of the PARKROYAL COLLECTION Pickering hotel. The need to integrate these new green systems, technologies and design concepts into buildings is prompting tie-ups and mergers between technology firms, construction companies, architecture firms and city governments in the world today. This would see exciting trends like the integration of solar panels into the integral fabric of new buildings during construction stage itself instead of waiting for post construction stage.

Singapore’s national focus on environmental sustainability is driven by initiatives such as the Singapore Government’s Green Plan initiative. Announced on 10 February 2021, the Green Plan launches a multi-agency effort by five ministries to build environmentally sustainable homes, seek out new innovations in environmentally friendly technologies and promote sustainable living in the way Singaporeans live, work and play.

CONTRIBUTED BY: (Left to right) Phyllis Chua and Kong Kum Peck

The LKY Senior Fellowship Experience: A Collection of Reflections

What then would be the key obstacles to the development of green buildings? For many tenants and builders, the main obstacle is the initial construction cost. In the 2018 World Green Building Trends survey, almost half of the respondents cited cost as the top obstacle, followed by lack of political support or incentives, lack of public awareness and a perception that green construction is only for highend projects in wealthy countries. This makes the construction of green buildings highly sensitive to economic conditions. In Southeast Asia for example, the number of green certified buildings rose rapidly in the early 2000s, but then dropped off sharply after the 2007/2008 global financial crisis.

Today, while we are seeing more Asian developers building energyefficient buildings with Singapore leading the way in sustainable development, progress remains slow. This is a pity given the clear environmental benefits green buildings will have, with significant operating cost savings over time. It does call for greater levels of government intervention and support and greater collaboration between government, construction companies and architect designers. These include establishing a national strategy for improving the environmental performance of the building sector, and developing close partnership between government and industry for the support of research and development and technology diffusion. There is also room for more collaborations in research and good practices between countries in ASEAN and Asia.

Moving forward, the challenge for Singapore and other countries in Asia lies in transforming cutting edge designs from innovative architectural firms like WOHA into reality; and striking a balance between innovative architectural designs and land use designs with the practical needs and demands of urban living. Such challenges can be seen in the upcoming Punggol Digital District (Singapore’s most highly anticipated smart district) which is slated to transform the business and urban landscape of Singapore from 2024, where innovators and the community can meet and interact in an environmentally sustainable, vehicle-free district and turn ideas into reality. As Singapore navigates its way towards a more environmentally sustainable future, government will no doubt have to play a key role in establishing regulatory frameworks, tax incentives, facilitating funding for research and development, and promoting collaborations among regulatory bodies, construction companies, green technology firms and architects.

However, government aside, it is important to note that green building is not just about buildings. It is about people. There is a need for the public to play their part in embracing a more environmentally sustainable lifestyle and to breathe life and meaning into the green buildings and towns that will increasingly take shape in our urban landscape.

Chapter 2: Reflections on Governance

Technology and Promotion of STEM in ASEAN

The SF3 deep dive in Technology and Innovation saw a total of eighteen sessions facilitated by distinguished speakers covering the impact of technology in key areas such as COVID-19, food security, cybersecurity, artificial intelligence, data analytics and urban science. This underscores the importance of technology in enabling better public policy. For example, digitalisation technologies have assisted policymakers in fighting the COVID-19 pandemic. Technology has provided the beacon to guide future policies and help policymakers avoid “flying blind”.

For resource-scarce Singapore, Science and Technology is key to our survival and success. Over the past 30 years, Singapore’s Research, Innovation and Enterprise (RIE) efforts have enabled us to respond to new priorities, and seed capabilities in critical areas such as advanced manufacturing and biomedical sciences. In today’s hypercompetitive world and challenging global trade environment, innovation will become an increasingly important driver for Singapore’s long-term economic growth.

Tan Sze Wee

CONTRIBUTED BY:

and success.

Research and development (R&D) and innovation are playing critical roles in helping companies to seize new opportunities, transform, and emerge stronger in the long-term. That said, while R&D can generate innovative processes and ideas, capturing value from these innovations through commercialisation is critical in supporting economic growth and job creation for Singapore. The importance of policymakers’ role in capturing economic value from new scientific and engineering knowledge cannot be over-emphasised. Economic value can be captured from global sources but it must be integrated and customised locally to reap economic value. This requires deliberate action by governments to bridge the gap between academia and industry in terms of R&D as well as drive and generate outcomes. This is to ensure that research goes beyond advancing science and encompasses the development of impactful technology that can improve public policies and the economy as a whole.

The plan to grow Singapore’s economy through research, innovation & enterprise is underpinned by our strategic thrusts of:

• Strengthening foundational capabilities;

• Developing talent;

• Driving research excellence through competition; and

• Ensuring impact through public-private collaborations, industryoriented R&D, and commercialisation.

The COVID-19 disruption has highlighted the need to strengthen the resilience of our research ecosystem against disruptions to research activities and manpower flows. To this end, Singapore has adopted and will strengthen its three-pronged approach for talent development. Firstly, to sustain the research talent pipeline to support evolving public sector and industry research needs. Secondly, to nurture entrepreneurial skills and grow a strong pool of Innovation and Enterprise (I&E) talent, who can help capture value from research outcomes and bring new ideas to market; and thirdly to increase RIE manpower circulation between the RIE ecosystem and industry to enhance knowledge transfer and build strong networks of expertise

The fourth industrial revolution characterised by technology, and the fusing of physical, digital and biological worlds, is truly upon us. The

challenge to policymakers is how do we prepare our citizens and stakeholders to live in a world that is constantly reinventing itself? To survive, adapt and be relevant in this brave new world, skills in Science, Technology, Engineering and Mathematics (STEM) will be imperative. Talent development in STEM must start from young. A crucial aspect of Singapore’s strategy lies in our efforts to encourage our youth’s interest in STEM. STEM education in Singapore is based on educating students in four specific disciplines — Science, Technology, Engineering and Mathematics through interdisciplinary and applied learning in schools, starting as early as preschool. Numerous studies have proven that children who experience STEM early on will be best equipped in understanding the concepts later in their academic lives.

STEM education requires a Whole-of-Nation approach. Besides government, there is also a role for employers and tripartite partners including companies to play in STEM education. Employers need to embrace and advocate lifelong learning and society needs to celebrate and recognise a broad range of achievements. Industry champions in STEM sectors can play a more active and direct role through offering expertise as adjunct lecturers, curating meaningful attachments and internship opportunities, and embracing lifelong learning by providing training for employees. With strong support from partners, education providers can build a link for students to network and learn from industry practitioners. In turn, these partners can tap on students’ talents and qualifications, and matching them with roles in STEM.

Integrated STEM education in Southeast Asian schools can be further strengthened. Initiatives driven by the Southeast Asian Ministers of Education Organisation (SEAMEO) and its Regional Centre for STEM Education (STEM-ED) in the form of workshops, conferences, student exchange programmes and the set-up of STEM centres, play a key role in fostering collaborations in STEM education between ASEAN countries and in strengthening STEM education in ASEAN.

With technological disruption and digitalisation, the next round of economic growth will depend on our innovative abilities. To empower our companies to generate new business streams and improve productivity through globally competitive products, services and business models, we will expand our I&E talent development strategies to raise a strong talent pool to harness emerging opportunities and reap benefits from investments in research, technology and innovation. To this end, Singapore must improve talent flow to

For resource-scarce Singapore, Science and Technology is key to our survival

STEM education requires a Whole-ofNation approach.

strengthen transfer of knowledge and build strong talent networks between public institutions, industry and the wider economy.

Singapore

Building STEM Capabilities in ASEAN

There is room for greater cooperation and collaboration in research and technological innovations within ASEAN. Nations like Indonesia are already seeing benefits from harnessing technological disruption, from retail to telecommunications, as they reap the fruits of new business models and job opportunities; and would benefit from partnering with Singapore which has natural strengths in STEM education. There are also opportunities in fostering closer collaboration amongst ASEAN countries to strengthen ASEAN’s ability to capitalise on new technological trends to move forward collectively. In this regard, Singapore can and should work with other ASEAN countries and industry experts, and governments to deepen the region’s STEM capabilities. The end goal is for the region to build STEM capabilities, to contribute to ASEAN’s vision of becoming a dynamic, connected and growing region. Our future depends on it.

Deep-dive on Technology Graphene

The SF3 class had the privilege of attending an introductory lecture on graphene by Professor Konstantin Sergeevich Novoselov, Tan Chin Tuan Centennial Professor, Department of Material Science and Engineering, National University of Singapore (NUS). Professor Konstantin was awarded the 2010 Nobel Prize in Physics in recognition of his ground-breaking discovery of the two-dimensional material graphene.1

Graphite is black, dull and relatively soft. It is added with other materials in pencil lead to make darker (softer) or lighter (harder) pencils. Graphene is a single layer of graphite that is one-atom thick, and thus the term “two-dimensional material”. The atoms in graphene are laid out flat, like billiard balls on a table, in a single sheet. It is so thin that just one gramme of graphene is able to cover a surface of more than 700m2 In addition, it is super-strong and stiff, almost completely transparent, extremely light, and an amazing conductor of electricity and heat. According to Professor Novoselov, graphene has the potential to be

must improve talent flow to strengthen transfer of knowledge and build strong talent networks between public institutions, industry and the wider economy.

Adrian Ng and Felix Fong

CONTRIBUTED BY: (Left to right)

1 The Nobel Prize in Physics in 2010 was awarded to Andre Geim and Konstantin Novoselov for their work on the isolation and characterisation of graphene.

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 2: Reflections on Governance

all the following at the same time: “thinnest imaginable material, most impermeable material, record thermal conductivity, highest current density, highest intrinsic mobility, stiffest known material, strong bendability, and most stretchable crystal.”

Graphene is a reality and has already been used as a material in consumer products such as tennis racquet, watch, car, engine, contact lenses and handphone screens. On future applications, Professor Novoselov opined that we would move towards a new paradigm of “bottom-up functionality” where materials would be developed and synthesised with predetermined functionality. Such “functional and intelligent materials” synthesised using graphene as a base could bring about breakthroughs across the areas of physics, chemistry, biology, material science and engineering. The adaptive and intelligent material could solve important world issues such as smart cities, water treatment, artificial intelligence, progressive healthcare, robotics and telecommunication. For example, the versatility of graphene allows it to have applications in biosensors, artificial organs and implants, membranes and barriers, tissue modification as well as innovative drug delivery. These could potentially revolutionalise the healthcare and medical sector!

The discovery of graphene is a technological breakthrough. It can address some of the world’s most challenging problems such as the lack of fresh water supply.

The discovery of graphene is a technological breakthrough. It can address some of the world’s most challenging problems such as the lack of fresh water supply. At present, clean water shortage is a problem affecting 1,200 million people worldwide. The desalination of seawater can ease water shortage and produce fresh water supply for developing and developed countries including Singapore. Graphene’s high permeability and optimal separation performance in maximising salt rejection enables it to be a key membrane material used in water desalinisation. Hence, graphene could be used to strategically address Singapore’s water needs through improved water desalinisation processes in future.

On the personal front, Professor Novoselov’s path to Nobel Prize Winner was not a straight and direct one. There were many junctures in his career that he wanted to give up or switch to a new industry. He started his career as a scientist and he subsequently tried his hand in business for a few years. But he realised that his heart was in science

and reverted to research and technology. This was where he excelled and went on to discover graphene and join the pantheon of Nobel laureates. When asked how we could motivate our students to be like him, he said, “Follow your heart.” He advised that young people should follow their passion and choose the career based on their interest rather than listening to others. This reflects the saying, “Do what you love, love what you do.”

Given the importance of STEM, there is a need to continually enhance STEM education in Singapore. How can our education system produce world class passionate researchers and inventors like Professor Konstantin? It has to start from young, exposing young children to real life applications of STEM, guiding them in problem solving and igniting their curiosity to explore, investigate and ask questions. Numerous studies have proven that the earlier STEM is incorporated into the daily curriculum, the higher the chance for children to develop a strong understanding and interest in STEM later in their academic lives.

Professor Novoselov is currently teaching and leading the Graphene Centre in the NUS. Responding to a question on his reason for choosing Singapore, he explained that he wanted to focus on the applications of graphene rather than the science of graphene. Working in the Graphene Centre, he can work with leading multinationals corporations and collaborate with researchers in various Asian countries such as Japan and Brunei. Given that the potential of graphene lies in the component and material level, he emphasised that it was important to work with materials and component suppliers upstream in the supply chain. This is an area where Singapore, as a hub, provided good access to. He remarked that the Graphene Centre is in effect bigger than the previous one in the UK where he used to work and this allowed him to work with researchers from different technical background across various fields.

The privilege to listen to and learn from Prof Novoselov’s lecture highlighted that vision, talent, passion and relentless determination are qualities that can lead to life-changing discoveries. The SF3 class was thoroughly enlightened by this lecture and looks forward to seeing Prof Novoselov succeed in developing revolutionary applications to resolve important world issues.

Young people should follow their passion and choose the career based on their interest rather than listening to others…“Do what you love, love what you do.”

How We Can Enable Meaningful 100 Year Lives?

implications for nearly all sectors of society including labour and financial markets, the demand for goods and services such as housing, transportation and social protection, as well as family structures and inter-generational ties. Preparing for the economic and social shifts associated with an ageing population is thus essential to ensure progress in development.

The population ageing trend has cast the spotlight on important concepts of healthy ageing or “healthy longevity”. This refers to the functional ability that enables people to be, and do what they value as they age. According to Professor Wong, health is a product of multiple determinants: social, economic, environmental and structural. Premature death and disability is contributed by factors such as health care (10 per cent), genetic (30 per cent) and to a large extent, behavioural, social and environmental factors (60 per cent). This underscores the need for individuals to understand and practice the concept of eating and living healthy through healthy diet and regular exercise as well as for governments to promote healthy longevity mindsets and practices in its populace.

Phyllis Chua and

Kum Peck

The session by Professor John Eu-Li Wong started on a reflective note when he asked each SF3 participant to reflect on what he or she would be doing after turning 70 years old. Many participants responded that they would like to stay active and do meaningful things like continuing to work part-time either in the same field or new field of work, volunteering, mentoring, giving back to society, travelling to explore the world and spending more time with family. From the responses, it is clear that we can only benefit from our increased lifespan if we have good health and mental well-being. Our societies as a whole will need to address the determinants of health, especially as their population ages. These include one’s well-being, productivity and engagement, as well as the society’s overall security, equity and cohesion. This will require a Whole-of-Government and Whole-of-Society effort.

Professor Wong’s session highlighted that population ageing — the increasing share of older persons in the population — is poised to become one of the most significant social transformations of the 21st century, with

Fighting ageism is the other challenge faced by all countries. According to António Guterres, United Nations Secretary-General, “ageism is widespread in institutions, laws and policies across the world. It damages individual health and dignity as well as economies and societies. It denies people their human rights and their ability to reach their full potential”. Ageism is prevalent and ubiquitous because it goes largely unrecognised and unchallenged and will have serious and far-reaching consequences for people’s health, well-being and rights. Among older people, ageism is associated with poorer physical and mental health, increased social isolation, greater financial insecurity and decreased quality of life. Ageism in younger people can also have negative effects on employment, health and housing.

Health is a product of multiple determinants: social, economic, environmental and structural.

Professor Wong’s session helped SF3 participants to explore ageing myths and debunk them. As important policymakers in our various organisations, it is important that we ourselves do not propagate ageism consciously or unconsciously through our decisions and policy guidelines. One popular myth to debunk is that older workers are less productive, not able to learn anything new and are averse to modern technology. From the session, we emerged with a better understanding that there is no relationship between workforce age and productivity. Productivity depends on job fit rather than age. Characteristics that decline with age (e.g. strength, responsiveness) are compensated by those that increase

CONTRIBUTED BY:

(Left to right)

Kong

The LKY Senior Fellowship Experience: A Collection of Reflections

with age (e.g. professional experience, social competencies). As for the ability of older workers to learn, research has shown that people can learn as long as they are healthy and that older people are receptive to modern technology that makes life easier. Older people are not digitally disconnected but they use technology differently.

The challenge facing Singapore is that based on our population trends, we will become a super aged society by 2026 whereby one in five persons will be aged 65 or above. Having an older population does not necessarily mean that a nation is in decline. Economists have shown that the contribution of people over the age of 60 in the USA and European economies is equivalent to 7.3 per cent of GDP even without any structured framework in place. We can only benefit from an increasing number of older people if we allow them to have a meaningful and purposeful 100-year life. Moving forward, it is more important than ever that the Singapore Government design innovative policies and public services specifically targeted to older persons including those addressing housing, employment, health care, infrastructure and social protection.

Chapter 2: Reflections on Governance

Singapore has adopted a Whole-of-Nation approach to address the ageing issue, going beyond healthcare to health in terms of increasing healthy longevity, enabling purposeful longevity, promoting intergenerational bonding and supporting a community for all ages. To bring together all the initiatives needed to support and fully reap the contributions of the aged, the National University of Singapore, the National University Health System, together with partners spanning the public, social and private sectors, have announced Singapore’s Health District pilot to be launched in the Queenstown district. The health district will put into implementation policies and programmes supporting the aged in areas such as preventive health and care delivery, affordable technological solutions, developing a new built environment well-being index for the aged as well as enhancing public communication and engagement of the media and community to fight ageism mindsets, and win hearts and minds in our national campaign to address our ageing challenges.

A multi-pronged approach is needed to fully reap the contributions of seniors over the age of 60. The government has put in place a multipronged action plan for successful aging that seeks to support the aged at individual, community and national level. Some of the initiatives include improving workplace longevity, learning opportunities, healthcare especially aged care, social inclusion and senior-friendly housing, transport and public spaces. More funds will also be invested in research into ageing. Our Whole-of-Government initiatives will also need to address the challenge of ageism and address issues like how our attitudes can change and how Singapore can better value old age. How can we adopt a common perception that experience and wisdom get better with age like fine wine and that older workers still have many valuable contributions to make? Tackling challenging issues of ageism will need to go beyond government intervention to tackle public education, especially education of the young in schools whereby students can be exposed to community service or Values in Action (VIA) projects involving the seniors or aged in the community from young.

The Singapore Government’s push for the health district is a bold and innovative effort which will see Singapore facing real public policy and implementation challenges. If we can overcome these challenges, the Queenstown Health District will paint a new narrative for Singapore and forge a path towards developing scalable, sustainable solutions that will increase healthy longevity, enable purposeful longevity, promote intergenerational bonding and support a community for all ages. It underscores the need for public policy and planning to continually put seniors in the centre and give voice to their aspirations and needs, and engage them in shaping the ecosystem for the future. It also highlights the need to adopt a person-centred strategy and systems approach in planning and service delivery, that enables seniors to live well, remain productive and connected to family and society as well as empowered by services and support that are holistic and coordinated.

Given that all ASEAN countries face a common challenge of supporting an ageing society such as battling ageism, healthcare financing, health care and infrastructural support, there is much room for collaboration and sharing of good practices. There is also a need for countries to invest more in research on the aged and explore innovative ideas such as encouraging seniors to form organic communities of mutual support thereby minimising government institutionalisation. Riding on technology and innovation will also be some potential levers to develop sustainable cities for active aging in the future. The future ahead and the prospects of leading meaningful 100 year lives will be brighter at the individual, community, national and regional level if we put our hearts and minds together to address our ageing challenges as one.

We can only benefit from an increasing number of older people if we allow them to have a meaningful and purposeful 100-year life.

Preamble

No country can function in isolation, especially in today’s hyper connected and globalised world. What happens on the international stage has significant impact on a country’s politics, economics, security, and social wellbeing. As senior leaders in the public service, we need to be aware of the international context under which our countries are operating in. The SF programme dedicated a significant portion of the curriculum to study and discuss the issues and challenges confronting us internationally.

Notably, the strategic competition between the United States and China has continued despite the pandemic and which, like COVID-19, is something we will have to learn to live with. This competition will shape the new global order, both in terms of the geopolitics as well as the economics and cross-border security. It is unlikely that we will see any resolution soon as both sides continue to grab the headlines as they jostle to seize the narrative. Will we be able to escape the Thucydides Trap and avoid a Hot War?

The competition is taking place most actively in Pacific Asia where military confrontation, if there is one, has the highest chance of taking place. A fast growing Chinese economy has made China the key trading partner for many Southeast Asian countries in the region. This is also the region with one of the busiest waterways and global supply chain

Adrian Ng

CONTRIBUTED BY:

is most vulnerable to any significant disruption. How should ASEAN work together to ensure that its potential can be realised and that its growth trajectory is not derailed? Can ASEAN’s vision, forged in 1967, continue to be the beacon guiding ASEAN’s development through the current choppy seas and into the next 50 years?

These were the hot topics that took centre-stage under the International Economics and Security module of the SF curriculum.

We had the privilege of having authoritative academics and wellrespected ex-diplomats share their experiences and engage SF participants on their take of the current international landscape and the dynamics. These included Singapore’s top diplomats like Professor Tommy Koh, former Permanent Secretaries of the Ministry of Foreign Affairs of Singapore, Professor Kishore Mahbubani and Mr Bilahari Kausikan, thought leaders like Professor Simon Tay as well as LKYSPP Dean and Li Ka Shing Professor in Economics Danny Quah, and faculty members such as Professors Khong Yuen Foong, Professor Kanti Bajpai, and Professor Ryu Yongwook.

The discussions were insightful and thought-provoking. There were many questions: Is the contestation one between two competing political systems, two economic models, or two different cultures? Did a failure to communicate lead to mutual misunderstanding of intent and ambitions? Is this the start of the new Cold War or are the two economies too mutually reliant to allow a bifurcation of technology and supply chains? How will the rest of the world and the so-called middle powers navigate this clash of superpowers? Is the WTO and globalisation, as we know it, over? Is there a better way to address the respective domestic challenges such as ageing demography and increasing inequality than to turn inwards?

Through the lectures and discussions, the distinguished speakers were able to share their perspectives, and helped us look at the issues through different lenses. While there were no ready answers, the discussions and sharing better equipped us with an appreciation of what was happening around us. They gave us a better understanding of what the challenges ahead of us were and how we must work together to deliver a better outcome for ourselves and the future generations.

The following essays are personal takes by a group of SFs on some of the issues that were picked up in the course of the module on International Security.

Distinguished Speaker Series: Professor Kishore Mahbubani

The US-China Conflict: Inevitable yet Avoidable

CONTRIBUTED BY:

Sung Pik Wan

Professor Kishore Mahbubani approaches the US and China contest with a provocative question — “The Future of US and China Relations — Has China won?”. A question which he contends is the wrong question to ask! His thesis is that the conflict between the US and China is both inevitable and avoidable. Both sides have made mistakes but there are still ways to avoid an all-out war because both the Americans and the Chinese knew that ultimately, there can be no single winner. Either everyone wins or everyone loses.

Conflict is Inevitable

Professor Mahbubani puts forth three structural forces that drive the conflict. The first is the Thucydides Trap where it is natural for the dominant power to want to push back and contain the emerging

power. It is not about differing values, ideologies or governing systems, but about power and being number one. The second is America’s emotional overtone driven by the fear of “Yellow Peril”, a controversial view Professor Mahbubani holds strongly. He argues that anti-Chinese sentiments have become so widespread and deep that Americans are now seeing the Chinese as an enemy rather than just a mere competitor. This has led to the current state where no American dares to stand up against it, not even President Biden’s administration. And the third is the bipartisan consensus within the US that China has let the US down. Americans felt betrayed as China did not become more like the US after opening up economically.

Misunderstanding China

According to Prof Mahbubani, the US is naive to think that a country with one-quarter the population of China and less than 250 years of history could change a country the size of China with an old civilisation dating back five millennia. According to him, the US fails to understand that China detests chaos and has a long tradition of keeping tight centralised rule, as it is seen as the only way for China to unite a diverse population of 1.4 billion. China’s “going capitalist and staying autocratic” model has produced remarkable economic growth for the past 40 years, and the Chinese Communist Party (CCP) will make sure it stays on course for as long as they can.

on the Taiwan issue. Taiwan is a constant reminder to the Chinese of the century of humiliation. The CCP believes that it has a historical role in “saving” the Chinese nation, restoring national strength, and most importantly to maintain its one-party authoritarian rule. If Taiwan declares independence, China will send in its warships which will elicit a response from the US and the situation will quickly escalate out of control, likely ending with a nuclear war.

Conflict is Avoidable

Both sides have made grave mistakes over the years. China has alienated the US business community through years of unfair trade practices such as intellectual property rights theft and forced technology transfer. The US, on the other hand, has the mental construct that they, as an open democratic society, can never lose to a closed and autocratic China. And their biggest mistake is to launch a geopolitical contest with China “without first working out a long-term strategy”. The US’ working assumption is based solely on the Americans emerging as the winner.

The US also believes that China’s economic supremacy will fuel hegemonic behaviour. Again, they fail to see that China’s top priority is economic development and modernisation as this is critical for the nation and more importantly, the continued political survival of the CCP. Given the long list of daunting domestic problems confronting and pre-occupying China, it is highly unlikely for China to seek regional hegemony. China needs a stable international environment more than anyone else to achieve and continue its “peaceful rise”.

While the Americans understand that Taiwan remains a flashpoint in the US-China relation, Professor Mahbubani argues that the US has grossly underestimated China’s readiness to go to war with the US

Professor Mahbubani concludes that the US and China can still avoid sliding into a destructive contest. Both countries will have to mend their ways and thinking if they truly want to reverse the tide and focus their attention and resources on common priorities like improving the wellbeing of their people and confronting global challenges like climate change and the ongoing fight against the COVID-19 pandemic. However, Professor Mahbubani predicts that things will continue to get worse before it gets better.

How Should ASEAN react?

Undoubtedly, ASEAN will be caught in a conundrum where individual member states will be pressured to choose between the two superpowers. At the same time, it also offers a massive opportunity for ASEAN as both powers try to strengthen their presence in the region. Professor Mahbubani aptly advises that ASEAN should be friends with both the US and China and at the same time stay cautious by sticking together as a united bloc.

China needs a stable international environment more than anyone else to achieve and continue its “peaceful rise”.

ASEAN should be friends with both the US and China and at the same time stay cautious by sticking together as a united bloc.

ASEAN Amidst US-China Tensions in the Region

US Dominance in Asia and China’s Rapid Economic Growth

Since the start of the 20th century, the US, complemented by alliances with a number of ASEAN member states and several Mutual Defense Treaties with other countries in Asia and Oceania, has maintained a strong military presence in Southeast Asia that solidified its political dominance in the region.

The conclusion of the Second World War brought about the emergence of several independent states, among them the first communist country in Asia when, in 1949, Mao Zedong proclaimed the Chinese Communist Party-led People’s Republic of China after the Kuomintangled Republic of China retreated to the island of Taiwan.

The next half of the 20th century spurred China’s growth from a traditional peasant society to the world’s second-largest and fastest growing economy by 2010. Under its current leadership, China also overhauled its military, transforming it into a modern and the world’s largest fighting force.

The Rise of China as Regional Power

Adelio Angelito Soriano Cruz

Dam Dariny

While the US focused its priorities and self interests on Europe and the Middle East from the late 1990s to the 2000s, China began to flex its economic and political power over Southeast Asia. The country utilised its economic leverage through foreign investments, financial aid, technical assistance and, until most recently, its vaccine diplomacy (donations of COVID-19 vaccines) to persuade most countries to endear itself to its Asian neighbours.

Erosion of Trust in Asia

Introduction

Since its inception in 1967, ASEAN has evolved to become a formidable economic and political bloc. It has a global network of alliances and dialogue partners and plays a significant role in promoting regional peace, security and trade in the region. With a total population of over 667 million people and a combined GDP of USD 3.08 trillion, ASEAN has transformed itself into a major global hub of manufacturing and trade, as well as one of the fastest growing consumer markets in the world.

This essay is intended to address one of ASEAN’s greatest challenges in its 54-year existence, that will dictate the collective future of all 10-member states — the rising geopolitical tension between the US and China.

In 2009, China began asserting its sovereignty over the entire South China Sea through its “Nine Dash Line” historical rights claim leading to territorial disputes with four ASEAN member states — Indonesia, Malaysia, Philippines and Vietnam. Despite a 2016 UNCLOS Arbitral Tribunal decision invalidating its claim, China continued to build military structures in the Parcel and Spratly islands. It also systematically displaced fishermen from Southeast Asia by sending vast fishing fleets, often accompanied by Chinese Coast Guard ships, to fish in disputed waters with impunity.

With China’s massive military and naval build up in the South China Sea and continued assertion of its ownership of the entire China sea, numerous countries, led by the United States, expressed grave concern over the freedom of navigation in the disputed waters.

US-China tensions

Already plagued by differences in ideologies and political systems, tensions between the US and China were exacerbated by several other

and

CONTRIBUTED BY: (Left to right)

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 3: Reflections on International Economy and Security

factors — China’s military presence in the South China Sea; trade sanctions between the two nations; the signing of the Australia-UKUS (AUKUS) trilateral security pack; the sale of US military hardware to Taiwan; and most recently, the US assurance that it will defend Taiwan in the event of an invasion from the mainland.

The Challenge to ASEAN

ASEAN’s primary objectives are to promote economic growth, social progress, as well as peace and stability in the region through the rule of law. The regional stability that was painstakingly nurtured over the years could be under threat, as the US-China contestation intensifies and the balance of power shifts in the region. Should such tension escalate to a military confrontation, the consequences would be catastrophic.

During the 38th ASEAN Summit held on 26 October 2021 in Brunei Darussalam, ASEAN member states released two important statements on the South China Sea that covered the “need to pursue peaceful resolution of disputes in accordance with the universally recognised principles of international law” and adherence to “freedom of navigation in and overflight above the South China Sea”. ASEAN member states also welcomed the “continuously improving cooperation between ASEAN and China.”

Law of the Sea

Laying the Foundation for the Future

ASEAN member states must collectively facilitate the realisation of the statements by US President Joe Biden and Chinese Premier Li Keqiang who, in separate meetings with ASEAN, affirmed their respective country’s commitment to remain pro-active, strategic partners of ASEAN in promoting issues on matters of mutual concern.

ASEAN, in adhering to the rule of law, cannot take sides in the ongoing US-China tensions that are affecting the region. It must accept the geopolitical realities of China being an emerging regional power and the US being a continued global power while protecting its collective interests in the region.

As a major port and coastal state, Singapore has played an important role in international shipping and trade — connecting Asia to the world. In addition to the strategic position, the country’s robust human capital has helped transform its economy into a digital and smart city today. From the regional security standpoint, Singapore’s colonial past mandates no other course but for its visionary leaders to embrace self-reliance.

How does Singapore thrive as a trading nation, while projecting and protecting its place in the world?

To get some clues to this question, one would learn a great deal by simply following a life journey of Singapore’s most respected and well-beloved diplomat, also a professor, a social commentator, a Renaissance man, and indeed a national treasure — Ambassador Professor Tommy Koh.

As President of the Third United Nations Conference on the Law of the Sea which adopted the United Nations Convention on the Law of the Sea (UNCLOS) in 1982, Ambassador Koh is recognised worldwide for his expertise in international maritime law. Garnering support of over 100 Member States of the UN to achieve consensus on intricate issues is a tall order. Yet he was able to do so with great conviction.

ASEAN, in adhering to the rule of law, cannot take sides in the ongoing US-China tensions that are affecting the region.

Driven by Mission

Since Ambassador Koh was a young lawyer during the independence period, the concept of national survival has been ingrained in his values and principles — values that have guided him throughout his diplomatic career. He is conscious of the national interests of Singapore — a small island state determined to survive amidst the great power rivalry. Perhaps this explains why he genuinely believes in multi-lateralism. It is a credible means that allows small countries to become a force to be reckoned with in world politics.

What UNCLOS established was not only a new legal order for the world’s oceans, it promoted the interests of UN Member States, particularly developing ones. For example, while it established the 200-mile exclusive economic zone for states to utilise and share their natural resources, it provided for the first time the concept of “archipelagic states”, benefitting countries like Indonesia and the Philippines.

common heritage of mankind is way before his time. He embraces humility, as well as equality among all peoples. This is evidenced by his negotiation lesson: “study well the history, culture and values of the countries of your negotiating partners”.

UNCLOS is a treaty with teeth in that it does not allow the state party to make reservations for implementation. It has a system of “compulsory dispute settlement” with a robust arbitration, including through the International Court of Justice and the International Tribunal of UNCLOS. However, there has been a prolonged debate about the concept of “historical rights” to territorial claim which had been extinguished by the UNCLOS, and replaced by that of “territorial sea” — a belt of coastal waters extending 12 nautical miles.

Such debate is clearly illustrated by the case of South China Sea, whereby China argues for its historical rights while other claimant states favour territorial sea. It is why China does not agree to participate in the arbitration process and maintains that UNCLOS is only one of many international laws governing the sea. There have been a number of confidence-building measures under the framework of ASEAN-China Dialogue Relations, particularly the negotiation of the Code of Conduct on South China Sea. It is hoped that an agreement on the Code of Conduct can be reached soon.

The legacy of the negotiator extraordinaire that is Ambassador Koh can be most appreciated if one could only imagine the world without the UNCLOS. His vision for Singapore, ASEAN, the world and the

Additionally, Ambassador Koh has always posited that every negotiation is unique and different. To be a good negotiator, there is no substitute for hard work. One must be well-versed in the national positions and red lines of their own delegation and those of others. One must cultivate social relations and trust with their negotiating counterparts — treating them as friends, not enemies. One must be resolute to protect the essential national interests, yet be flexible to compromise and concede on the non-essentials.

In the final analysis, Ambassador Koh’s style of diplomacy is one that centers on people-to-people engagement. He cultivates a sense of ASEAN pride through arts and culture. He genuinely believes that our shared identity will make us stronger going forward. Nowhere can such a notion be made any clearer than Singapore’s numerous museums — the quality of which is equivalent to those in the west.

Ambassador Koh is a true statesman who leads from within. His exemplary public service will continue to inspire us all, both in Singapore and beyond.

What UNCLOS established was not only a new legal order for the world’s oceans, it promoted the interests of UN Member States, particularly developing ones.

Every negotiation is unique and different. To be a good negotiator, there is no substitute for hard work.

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 3: Reflections on International Economy and Security

Transnational Security

Terrorism, Cyberthreats and Cybercrimes

Beginning in the early-to-mid 1990s, the Al Qaeda extended its reach into Southeast Asia with a few successful attacks in Indonesia and the Philippines, as well as foiled planned attacks in Singapore in the early-to-mid 2000s. Over the years, with enhanced intelligence and counter-terrorism measures, region-wide terrorist networks were uncovered and disrupted, which led to a steady decline in extremist violence and a weakening of jihadi networks in the region.

However, the recent withdrawal of US troops from Afghanistan could result in a resurgence of terrorism. The redeployment of US troops could signal a policy shift by the US administration to re-focus its resources and attention to fighting a rising China instead of terrorism. This could create favourable conditions for jihadi terrorist organisations to re-group, grow and prepare for their next strikes. This could spell trouble for governments of nations worldwide.

CONTRIBUTED BY:

(Clockwise, from top)

Lee Su Peng, Suriyati Junaidi and Vu Thi Huong

As the African proverb goes: “When elephants fight, it is the grass that suffers”.

Against the backdrop of US-China contestation, smaller nations are exposed to a less stable world. This does not apply to just the risk of a military confrontation, but also the heightened risk of cross-border security threats, notably transnational terrorism, cyber-attacks and cyber-crimes.

Transnational Terrorism

Globalisation has created favourable conditions for terrorism to spread: mobility of persons across borders, international migration, ease of borderless communication through the internet and social media to spread ideology.

In the last three decades, global terrorism has been dominated by jihadi extremism with the political objective to either drive non-Muslims out of Muslim lands or create Islamic caliphates.

Al Qaeda (AQ), in particular, could make a comeback. The re-emergence of AQ’s modus operandi of attacking the far enemy could inspire sleeper cells, self-radicalised individuals and Jihadi fighters who returned to their home country from Afghanistan, to re-emerge with vicious terror attacks. Similarly, Southeast Asian countries continue to face threats from regional terrorist groups such as Jamaah Islamiyah (JI) and Abu Sayyaf Group (ASG) as potential threats as well as recruitment grounds for jihadi fighters

Cyberthreats

These days, everything can be weaponized — conflicts are fought with everything from disinformation and espionage to crime and subversion. We are in the new era of permanent low-level conflicts, often unnoticed, undeclared and unending. Modern technology coupled with cyber capabilities enable individuals to wield the destructive power of states and enjoy the anonymity of the internet.

From ransomware for monetary gain, to misinformation campaigns and hacking into critical systems, cyber-attacks have the potential to cripple a country’s provision of essential services including, inter alia, food, water, health, safety and security.

Cyber-enabled conflicts have evolved since the birth of the internet in the 1990s. From cyber warfare in the 2000s, to hybrid warfare in the 2010s, the world is entering a decade of AI-enable warfare. With the militarisation of AI, the world could see automated warfare in the future.

Cyber-attacks can be launched from a safe-haven, in another country, and when successful, can be used to coerce the government to take a certain course of action, or to influence election outcomes. Multidimensional attacks and disruptions are increasingly easy while creating and maintaining security is increasingly difficult and expensive.

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 3: Reflections on International Economy and Security

Major world powers had been known to fight proxy wars instead of direct confrontations. The US and China contestation could also take their fight to the cyber realm. Countries who may lean towards either side could become the targets of the opposing side. Potential offensives could come in the form of low-tech attacks through influence and disinformation campaigns or more high-tech attacks through system hacks and viral attacks to manipulate, disrupt or even cause damage.

Cybercrimes

Apart from national-backed hackers targetting national interests, we are also seeing a rise in cross-border cybercrimes targetting individuals and corporates. Driven by exponential growth in the evolution of technology, the number of cybercrimes has been escalating alarmingly, especially amidst the COVID-19 pandemic. According to the Cyber Security Agency of Singapore’s (CSA) annual reports, cybercrime cases in Singapore have been increasing sharply in the past two years and attributed to 43 per cent of overall crimes in 2020.1 Newer online threats have emerged from the COVID-19 pandemic, such as online cheating, pandemic-related phishing and cyber extortion. Similar situation is also found in other ASEAN countries.

Cyber criminals tend to exploit the social, legal and psychological nuances associated with the prevailing situation, for example, during the COVID-19 pandemic, there were increased online users due to the comprehensive social distancing measures. Interestingly, the term “cybercrime” is widely used in daily life, but not defined in the Cybersecurity Act and the Computer Misuse Act of Singapore. The Law on Cybersecurity of Vietnam defines cybercrime as “activities of using cyberspace, IT or e-facilities to commit a crime as regulated in the Criminal Code”. Therefore, cybercrime is one kind of cyber-attack and cyber-threat defined as a crime. A cyber-criminal is an illegal threat-actor or hacker who has committed a cybercrime.

Cybercriminals, with all their best talents and tricks, are increasingly becoming sophisticated and dangerous, even using COVID-19 and Medicare messages and phone calls to scam people. The latest cybercrime trends in current years range from data breaches and phishing to cyberactivism and the use of IT security software tools. These crimes include malware injection, phishing, hacking, extortion, spoofing, and business email compromise. In cyberspace, an attack can be instantaneous and unlimited by geo-political boundaries. Consequently, it can take place in multiple places at the same time, https://www.channelnewsasia.com/singapore/cybercrime-hacking-phishing-online-crimescovid-19-1984866.

and the same attack can hit multiple targets at once. A study reveals that damages caused by cybercrime in the world are estimated at about USD 6 trillion by 20212. Cybercrime has become endemic, threatening socio-economic, politics and defense security of every country as well as the safety of organisations and individuals.

What can governments do?

To protect ourselves from cross-borders threats, countries in the Southeast Asia region not only need to continue with domestic efforts to uncover plots groups but also engage internationally with one another to share intelligence to counter threats from known terrorist groups.

Notably, to fight cyber-terrorism, both legal framework and cyberdefence capabilities need to go hand-in-hand. To fight misinformation campaigns, leaders and policymakers must pay special attention to communicating their policies to the masses. If you don’t tell the story, people will tell it. Perception is reality! Governments must also acquire the capabilities to deal with misinformation swiftly as it could spread quickly through social media. For instance, Singapore’s government has created laws to counter disinformation campaigns, whether it is perpetrated and participated by citizens or foreigners, from within or outside of Singapore.

Another important aspect is to cut off the financing to potential terrorists and cybercrime groups. Terrorist groups have the tendency to use cyber-crimes to finance their ops and carry out cyber attacks. Countries have put in place measures to detect and follow the money trail to uncover terrorism financing which have seen successes. However, the advent of cryptocurrency could be a game changer in favour of terrorist groups. Meant to bypass the prying eyes of authorities, cryptocurrencies have become the preferred currency for ransom demands and to fund their operations. This is a new developing area. While possessing significant economic potential, cryptocurrencies could also become a means to unethical ends that law enforcement agencies will have to pay attention to.

2 Cybersecurity statistics for 2021, https://www.packetlabs.net/cybersecurity-statistics-2021/

Cybercrime has become endemic, threatening every country as well as organisations and individuals.

Given the speed at which cyberthreats and cybercrimes can be launched simultaneously, governments need to develop an eco-system for cyber resilience. The government plays a key role in formulating adaptable cybersecurity strategies that encourage the engagement of relevant stakeholders to share intelligence, to facilitate early detection of cybercrime committed, so that remediation efforts can be taken in the shortest time to neutralize the identified cyber-threats and cyber-attacks.

Globalisation from the ASEAN Perspective

Other essential measures should be considered, such as strengthening the bench strength of cybersecurity technical experts and increasing people’s awareness on cybersecurity and the dangers of cybercrime. In line with the government efforts, each individual and organisation need to understand their vulnerabilities so that they can devise their own response system to quicky detect and take appropriate mitigation measures to protect themselves from falling prey to cyber-attacks.

Last but not least, cross-border collaboration is also critical. International engagements and deliberations amongst ASEAN and ASEAN+ countries on enhancing cybersecurity against cybercrime during and beyond the COVID-19 pandemic should be taken.

Conclusion

In conclusion, given the fast-evolving geo-politics and face of terrorism, leaders must build up the nations’ counter-terrorism and cyberdefence capabilities, while threading the US-China contestation carefully, to avoid being the grass that gets trampled on when the two elephants fight.

Each of us has unique interests in this space. The experience and practices of Singapore — “a better nation by design”, offer valuable lessons that spark our passion and creativity to come up with innovative proposals tailored to our home countries. Notably, the National Cybersecurity Strategy and the various national cybersecurity awareness campaigns of Singapore are useful references for partner countries in coming years.

Globalisation today is marked with high degree of interconnectedness across the world in terms of economics, culture, people, and ideas. Due to the rapid advancement in information and technology as well as lower cost of transportation, it has allowed cross-border trade to evolve over the centuries from the exchange of limited goods to the development of the global value chain (GVC) in which products are produced across different parts of the world.

While globalisation provides enormous benefits and opportunities, recent trends show a growing dissatisfaction towards the system. Globalisation is said to cause the rise of inequality across the globe which stems mainly from the stiff competition and job losses it has created. We are witnessing a “deglobalisation” movement which is marked by the rise in inward-looking policies, unilateral and protectionist measures, policies of reshoring, and the weakening of the World

Given the speed at which cyberthreats and cybercrimes can be launched simultaneously, governments need to develop an eco-system for cyber resilience.

CONTRIBUTED BY: (Left to right)

LKY Senior Fellowship Experience: A Collection of Reflections Chapter 3: Reflections on International Economy and Security

Trade Organisation (WTO) as well as other multilateral regimes. Some notable cases include the US “America First” policy under the Trump administration, UK’s exit from the EU known as “BREXIT”, US-China trade war, EU’s pursuit for “strategic resilience”, and China’s emphasis on the “Domestic Circulation” of its “Dual Circulation” strategy.

Understanding the Problem

Against this backdrop, we had a very enlightening discussion on globalisation with Professor Danny Quah. There are two critical points we wish to highlight for our reflection.

First, there are misguided views on the relationship between globalisation and inequality. While theories and academic narratives tend to view that international trade benefits everyone, in reality there will be winners and losers stemming from the increased competition and the process of creative destruction. The problem, however, does not lie in the inequality itself but in the absence of social mobility. This is most notable in the US where the bottom 50 per cent of its population in terms of income are not only getting further away from its top 10 percent, but they are also getting poorer by time. The situation in China and Singapore is on the contrary where despite having high inequality, social mobility is also high (Alvaredo et al, 2013). This suggests that if we don’t focus on the right problem, we are not having the right solutions. Thus in the face of inequality, developing policies that allow the poor to lift up and have social mobility is what truly matters.

stringent and improved in recent years. The same can be said for China. China’s so-called “wolf warrior” diplomacy is occasionally extended to trade policy, which also undermines the free trade system. China’s import control against some products from Australia such as wines have been considered as a sort of retaliatory measure which have adversary effect to free trade system.

Not knowing the problem added by the issue of identity politics creates a narrow understanding of the complex state of globalisation.

Secondly, the US-China geopolitical rivalry plays a significant role in shaping globalisation today. While the US has expressed its concern over job losses and increasing trade deficits due to globalisation, it has taken it to an extreme level towards blaming China’s unfair trade practices.

The US has also undermined the multilateral institutions, in particular the WTO reform, and signs of its reversal under the new Biden administration has not yet happened. In reality, the US’ view on globalisation tends to be guided by this geopolitical rivalry with China rather than economic rationales. For example, the US’ claim towards China’s forced technology transfer and intellectual property rights violation has actually been less

Implications for Southeast Asia Region

While recent trends of rapidly changing international economic environment are global and universal, the implication and the impact they will bring to each region may largely vary. Theoretically speaking, deglobalisation is economically damaging even for those economies with a big domestic market and competitive industries, but the adversary impact may be relatively limited. On the other hand, a larger negative impact is inevitable for smaller economies with smaller domestic markets and less competitive industries. Southeast Asia may be one of the most vulnerable regions where deglobalisation brings a lot of concerns.

Southeast Asia is a region with diversity, and the size of the economy and the level of development differ significantly across the 10 ASEAN members. Having said that, in the context of the international economy, the following are common characteristics for ASEAN economies.

First, the transfer of technology and management know-how through the acceptance of FDI has been and will continuously be a key driver of development. That said, the accumulation and development of technology are still insufficient. Second, the region continues to aim for export-led economic growth on the strength of its abundant labour force and remains heavily reliant on foreign markets outside. Third, the North American and Chinese markets are the two largest markets, and this region cannot afford to lose either of them. Fourth, it relies heavily on the stability of an open and multilateral free trade system.

In this light, the current structural trends are almost all headwinds for Southeast Asia. The move towards deglobalisation is too costly and

In the face of inequality, developing policies that allow the poor to lift up and have social mobility is what truly matters.

Southeast Asia may be one of the most vulnerable regions where deglobalisation brings a lot of concerns.

will leave us worse off, and therefore it is important for ASEAN to strengthen its cohesion and save the free and open trade regime as a group. ASEAN must play a bigger role in reforming the system so that it stays relevant to the current global conditions and not let the two contesting countries decide the fate of the whole global trading system. With a population of more than 600 million people and substantial combined market, being China’s largest trading partner, ASEAN has the impetus to do so. From this angle, ASEAN’s leadership in initiating the RCEP Agreement and leading its seven years of negotiation has shown ASEAN’s significant role as a collective protector for multilateralism and globalisation. The successful conclusion of the Agreement at the end of 2019 and its entry into force in January 2022 is another illustration on ASEAN’s determination to maintain such role.

Making ASEAN Work for the Future Generation

The geopolitical tension along with the pressure brought by the pandemic has also taught us that ASEAN must collaborate in strengthening its global value chain strategy that will be resilient to future shocks. While some reshoring and diversification of critical parts of the value chain are bound to happen, another key take-away from our discussion with Professor Quah is that such strategy does not necessarily strengthen the global supply chain as the risk of the weakest link in the chain may still exist. Therefore, ASEAN must continue to seek common and practical collaborative ways, including integrating digitalisation and industry 4.0 practices across its supply chains, which can reduce the end-to-end delivery cycle times.

When ASEAN turned 50 in 2017, it was a Golden Jubilee year with many activities in all ASEAN counties. It was a celebration of their achievements and contributions to build the ASEAN Community as we know today. This important milestone offered Member States a chance to reflect and renew their political will towards ASEAN.

At the same time, public debates within and outside of ASEAN had generated some critical questions: What will ASEAN look like in the next 50 years? Will ASEAN still be relevant, if it is still around? Whatever our views may be, one thing for certain is that ASEAN is not without challenges going forward.

The Bangkok Declaration establishing ASEAN on 8 August 1967 spelled out the importance of accelerating, through joint endeavors, the economic growth, social progress and cultural development in the region. It also highlighted the need to promote regional peace

ASEAN must play a bigger role in reforming the system so that it stays relevant to the current global conditions and not let the two contesting countries decide the fate of the whole global trading system.

Vongthep Arthakaivalvatee and Ferry Akbar Pasaribu

CONTRIBUTED BY: (Left to right)

and stability through respect for justice and the rule of law as well as adherence to the United Nations Charter.

At the height of the Cold War when Southeast Asia was grappling with the threat of Communism and balancing regional security amidst great power rivalries, ASEAN served as a useful diplomatic tool to weather the storm. The Founding Fathers of ASEAN were ingenious to reference the UN Charter to align the conduct of ASEAN diplomacy with global standards and norms. Emerging from the adoption of such best practices was ASEAN’s now well-established norm of non-interference in domestic affairs of others.

Almost five years since the 50th anniversary, the questions about ASEAN’s viability still linger. Make no mistake, ASEAN deserves credit for maintaining relative peace and security in the region over the years. The regional bloc would not become an economic powerhouse to be reckoned with if not for its vision for economic integration through trade liberalisation.

norms on how ASEAN functions have become, for lack of better words, “an enemy of its own destiny”. Indeed, ASEAN’s centrality is continuously being tested and its relevance being questioned by the fast evolving political and economic dynamics happening in recent years.

Some thorny issues at a wider scale such as US-China rivalry, the reemergence of QUAD as US, Japan, Australia, and India’s response to China’s perceived assertiveness in the region, down to more regional ones such as the political and humanitarian crises in Myanmar, have made it difficult for ASEAN to come to agree on a common position.

The issue of South China Sea is a classic example of how ASEAN is divided. With the guiding and uniting principles for ASEAN’s response, such as the Treaty of Amity and Cooperation (TAC) and the Zone of Peace, Freedom, and Neutrality (ZOPFAN), ASEAN should be taking a united position on the issue. ASEAN should be pushing back firmly on any unlawful actions on South China Sea, which could jeopardise the stability and security in the region.

Unfortunately, ASEAN has been struggling to have a united position on this issue. It brings to the fore the question whether ASEAN is still relevant and capable to address issues that are happening it its own backyard. Even though ASEAN and China agreed to continue the negotiation on the draft Code of Conduct on the South China Sea (CoC) and the timeline to complete it, there remains significant doubt whether China would relinquish its claim on South China Sea.

Undoubtedly, what keeps ASEAN stronger together is its unwavering commitment to the concept of ASEAN centrality — speaking with one voice when it comes to regional security architecture and the revolving dynamics among external players. It is why ASEAN commands respect as a credible “convening power” in regional and global affairs.

Another concept ingrained in the idea and ideals of ASEAN is one of resilience. The best example is how ASEAN handled natural disaster crises with its “caring and sharing” way. From Cyclone Nargis in Myanmar to Typhoon Haiyan in the Philippines, ASEAN helped each other by putting the people at the center of all things. Now with the COVID-19 pandemic presenting the region with a crisis like no other, ASEAN has shown its resilience with the Leaders adopting the ASEAN Comprehensive Recovery Framework (ACRF) as the roadmap to ride out the storm.

Despite the economic development gains contributing to the communitybuilding efforts, one could argue that the very guiding principles and

Another example that has polarized ASEAN is Myanmar. In 2017, ASEAN got a glimpse of what was to come when violence broke out in Rakhine State. ASEAN, especially Myanmar, was scrutinised for how it handled the situation in accordance with international human rights and humanitarian laws.

But it was four years later, following the Myanmar coup on 1 February 2021, that ASEAN’s credibility was at stake. Condemnations and criticisms of the junta regime came from the world over, putting ASEAN under the spotlight. Many UN Member States and the UN Secretariat made statements calling for ASEAN’s proactive role in bringing a peaceful resolution to the internal conflict in one of its member states. These delegations may not have realised that such an urging was tantamount to a confrontation with ASEAN’s long-standing norm of non-intervention.

To their credit, ASEAN did not just sit by idly. The Special ASEAN Summit on the Myanmar issue was convened in Jakarta in April 2021, with the controversial invitation of the military junta leader to participate in the meeting. The Leaders were able to agree on “The Five

Undoubtedly, what keeps ASEAN stronger together is its unwavering commitment to the concept of ASEAN centrality — speaking with one voice when it comes to regional security architecture and the revolving dynamics among external players.

Points of Consensus”, which included the cessation of violence and the appointment of ASEAN Special Envoy to Myanmar to spearhead dialogues with all relevant stakeholders of the conflict.

Unfortunately, not much has been achieved over the past year. Meanwhile, people in Myanmar continue to suffer. This threatens to put the entire region in a downward spiral of political instability and looming humanitarian catastrophe. The fleeing refugees and internally displaced persons have put security, social and economic pressures on Thailand and neighboring countries such as Bangladesh.

The other pressing issue facing ASEAN is the ongoing and growing competitions amongst the great powers in the region and beyond. While pursuing a “principle-based” diplomacy as dictated by TAC and ZOPFAN will always be ASEAN’s guiding principle, the reality is much more complex. The spaghetti-bowl effect of intertwined interests between individual ASEAN country’s national interests and those as Members of ASEAN, have made ASEAN’s response and policy options a complicated exercise. That applies to ASEAN’s approach to the US-China rivalry as well as the ongoing conflict in Ukraine, for instance.

One could argue it is high time for ASEAN to re-examine its traditional consensus-based approach to diplomacy. Given that the impact of these conflicts and tensions are not geographically-limited and could create waves beyond the region, ASEAN Leaders should review whether with the existing ASEAN construct is the best way to ensure peace and prosperity in concrete terms.

As ASEAN moves towards realising its Vision 2025 and beyond, a new narrative is needed.

ASEAN must play a more active mediator role — a more “principled” stance in line with the UN Charter and the norms of justice and the rule of law as envisaged by their founding fathers.

From the organisational behavior perspective, ASEAN has managed to navigate through turbulent times over the past 50 plus years. Thus, it should be able to evolve and adapt to any new reality in which it finds itself going forward. As ASEAN moves towards realising its Vision 2025 and beyond, a new narrative is needed.

After all, ASEAN is well-known for its pragmatism, especially when it comes to interfacing with great powers. As such, ASEAN must find an innovative way to handle the crisis in Myanmar, so as to restore its credibility and command respect from the international community. It may be inconvenient to face the ugly truth, but ASEAN does need to do it squarely to be able to adapt to the changing world.

The Myanmar crisis will shape the future of ASEAN. It would be a shame that such predicament would render all other tangible gains on the economic development front irrelevant if not handled well. That should not be allowed to happen. ASEAN is much more about its people than the politics. ASEAN should not be trapped in the “enemy of its own destiny” analogy.

Perhaps what we need is more time — time to see if the crisis can be alleviated by what the future can bring. But one must not lose sight of the fact that as time goes by, the young citizens of ASEAN will grow up to take over the baton.

It is therefore extremely important to listen to the voices of the young people now. Youth engagement cuts both ways. Those who experienced a positive environment growing up would likely have a more progressive outlook. Those growing up with emotional scars inflicted in their hearts and minds would have a more pessimistic outlook. The balance that needs to be struck is how such demographic dynamics can help make a transition from the old guards with cold war mentality to the emerging leaders who embrace a more harmonious society.

As ASEAN looks back at the achievement of the first 50 years and marches on to its next 50, we will need to adjust to the new operating context and be ready to confront the new challenges and complexity ahead. We must learn from the lessons of history, and remain relevant, resilient and nimble as we go forward.

So here is the message to the young generation of ASEAN: “The future of ASEAN is in your hands”! But, as part of the older generation, we need to build the bloc now whilst preserving space and flexibility for the younger one to take ASEAN to its new construct in the next 50 years or so.

ASEAN should not be trapped in the “enemy of its own destiny” analogy.

I HAVE WATCHED THE FORTUNES OF MANY COUNTRIES. I HAVE LONG CONCLUDED THAT IT IS THE COMPETENCE, IRON AND THE ETHICAL VALUES OF POLITICAL LEADERS WHICH ULTIMATELY DETERMINE THE FATE OF COUNTRIES.

ESM GOH CHOK TONG IN “STANDING TALL”

AN EVENING WITH EMERITUS SENIOR MINISTER GOH CHOK TONG

An Evening with Emeritus Senior Minister

Goh Chok Tong

One of the key highlights of the SF3 programme was undoubtedly the evening with Emeritus Senior Minister (ESM) Goh Chok Tong held on 9 November 2021 at the LKY School of Public Policy campus. Dressed in formal attire, SF3 participants arrived early at the LKYSPP campus to join the campus tours kindly organised by the LKYSPP staff and take official individual and team photographs which will serve as fond memories of our milestone SF3 programme. It was an eye-opener for many of us to learn that the buildings at the LKYSPP campus were aptly named after philanthropists from the region and beyond such as Mr Oei Tiong Ham and Mr Manasseh Meyer who played a key role in shaping Singapore’s community through their acts of leadership and service.

CONTRIBUTED BY: (Left to right)

Chapter 4:

An Evening with Emeritus Senior Minister Goh Chok Tong

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 4: An Evening with Emeritus Senior Minister Goh Chok Tong

The dinner saw SF3 participants seated in tables with distinguished guests, many of whom were invited to address SF3 participants as part of the programme. This enabled further networking and the rich sharing of perspectives during the dinner and underscored the importance of fellowship, networking and partnerships which permeated the SF3 curriculum.

During the dinner, ESM Goh graciously made his rounds to all tables to meet SF3 participants. Though a leader of such high stature, and literally towering over us with his uncommonly tall posture, he exuded the humility of a fellow citizen and mentor in his interactions. Gentle in speech and attentive in listening, he took the time to elicit the views of SF3 participants and was forthcoming in sharing words of wisdom from his many years of political experience. Even while masked up due to the safe management measures, his eyes emanated a certain interest in and kindness toward whosoever he interacted with. He had a relational disposition which impacted even our foreign SF3 participants who were meeting him for the first time.

The evening’s dinner was formally launched by Professor Tan Yong Soon who delivered an inspirational keynote address. He thanked ESM Goh for gracing the event and called to mind Professor John Wong’s earlier question to SF3 participants to envisage ourselves when we are 70 years old. On this note, it was highlighted that ESM Goh, despite turning 80 years this year, had recently launched his book, “Standing Tall” and continues to keep busy, active and engaged; and more importantly, continues to inspire with his passion to lead and serve.

Professor Tan emphasised that we live in challenging times with COVID-19, climate change, global tensions and disruptive technology requiring us to challenge the status quo, review past processes and innovate to stay competitive. He shared how the SF3 programme was designed to deepen perspectives, strengthen principles in policymaking and renew our leadership mission. In designing the SF3 programme, he has also selected reputable speakers to address in detail these key issues so that SF3 participants could return to our respective organisations and countries as “better, more visionary leaders”, better equipped to deal with the many challenges we will face.

Professor Tan shared how he was most heartened by the rich networking and bonding of the SF3 participants through self-organised nature walks, food trails and tabata sessions. He reminded us to leverage on our networks and friendships forged to work across agencies and across countries to build a better ASEAN, a better Asia and a better world. His comments resonated with all participants at the dinner.

Last but not least, Professor Tan shared the good news of how the SF3 participants have agreed to put together a book to record the lessons learnt in SF3, the rich reflections and their leadership renewal to take on greater challenges. The book will do all Senior Fellows proud, and highlight the relevance of the SF programme. This will encourage even more distinguished leaders in ASEAN and Asia to participate in the SF programme and join the rich network of Senior Fellows.

Professor Danny Quah, Dean of the LKY School of Public Policy echoed Professor Tan’s comments and urged SF3 participants to leverage on the rich network of the SF leadership community to make a difference in our respective organisations and countries.

The SF3 class was represented by both Lim Zhi Yang from Singapore and Yanuar Nugroho from Indonesia who did the class proud by delivering insightful addresses that encapsulated the key learnings and positive impact of SF3. Zhi Yang highlighted how the SF3 programme had opened our eyes to varied views and challenged our mental models. It has also enabled us to discover new areas of common interests and opportunities for further learning and collaborations in future. He emphasised that although SF3 participants come from

ESM Goh introduced to SF1s Serey Chea, Grace Dewi and Annu Tandon by Professor Tan Yong Soon

Though a leader of such high stature, and literally towering over us with his uncommonly tall posture, he exuded the humility of a fellow citizen and mentor in his interactions.

…We will succeed not by following the footsteps of the incumbent, but by introducing new dimensions into play and lead the way in creating new wealth for our economies.

In the next decade, leaders would need to think and act like revolutionaries — we have to innovate, not merely imitate…

An evening with ESM Goh (SF1)

ESM Goh Chok Tong in “Standing Tall”

An evening with ESM Goh (SF2)

ESM Goh with (clockwise) Professor Lim Siong Guan, Mr J Y Pillay, Professor Hang Chang Chieh and Professor Tan Yong Soon

Chapter 4: An Evening with Emeritus Senior Minister Goh Chok Tong

diverse countries and backgrounds, there is a “common thread” linking us together and that is the passion and desire in our hearts to build a “brighter future for our families and future generations in our countries”. Working together will enable us to be more effective in achieving this common goal.

ESM Goh called upon SF participants to rally together to “build the ASEAN and Asia we want” so that we can each do our part to keep our respective organisations and countries “Standing Tall”.

Yanuar echoed Zhi Yang’s key points and highlighted how the SF3 programme had emphasised that the world’s centre of gravity in economic development had shifted to Asia, in particular Southeast Asia. However, the region is also facing key challenges such as inequality and poverty. He called upon SF3 participants to share good ideas and practices, to collaborate and work towards a better Asia; to shape the Asia we want for the future. He also highlighted the need for people-centred development with full community engagement and participation at decision making and implementation levels; and for development to be sustainable and environmentally sound.

ESM Goh hosted a table of SF3 participants who had the privilege of engaging him on further discussions on leadership and governance. He shared about the 5 “I”s of good leadership, namely integrity, iron, intelligence, inspiring and impactful and shared how he had long concluded that it is the competence, ‘iron’ and ethical values of political leaders which ultimately determine the fate of countries. He emphasised that in the next decade, leaders would need to think and act like revolutionaries — we have to innovate, not merely imitate. We will succeed not by following the footsteps of the incumbent,

but by introducing new dimensions into play and lead the way in creating new wealth for our economies. More importantly, no one country in ASEAN will be able to ride the future challenges alone. We will need to collaborate and work together as one. He called upon SF3 participants to rally together to “build the ASEAN and Asia we want” so that we can each do our part to keep our respective organisations and countries “Standing Tall”.

The evening was special as SF3 participants were provided with a valuable opportunity to interact with ESM Goh. ESM Goh role modelled the leadership attributes covered in the SFPS programme, namely humility and the need for leaders to be people-centred so that policies and decisions are never made in an ivory tower. ESM Goh’s approachable and humble attitude towards people is encapsulated in a few of his key notable quotations from his book, namely, “I sincerely believe that those in power must regard themselves as trustees or parents of the Singapore family, and never as rulers and kings. Good leaders, like parents, guide their people towards a bright future” and “I govern more like an understanding elder brother”. In his book “Standing Tall”, it was clear that ESM Goh, who referred to himself as “a humble political servant” did not lead out of self-gain but for the nation and its future. In fact, he always attributed his success to a “strong team of ministers” and the “support of a first-class public service”.

As the special evening drew to a close, topmost on many SF3 participants’ minds was that this was not just a meeting with Singapore’s former Prime Minister but with a leader who see his people as kin and sought to humbly serve and guide them and dedicate his entire life to public service and the building Singapore. The evening has certainly served as a springboard for further reflections on leadership, governance and how we can be people enablers and developers; and remain true to our calling to lead with mission and heart for our people throughout our leadership journey — “Standing Tall”.

An evening with ESM Goh (SF3)

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 4: An Evening with Emeritus Senior Minister Goh Chok Tong

THE “HIDDEN”

Preamble

The Lee Kuan Yew — Senior Fellowship in Public Service (the programme) is an advanced course for senior executives. As the most prestigious programme in the premier post-graduate institute in Southeast Asia, it attracted participants in senior leadership positions from around the world. In the third run of the programme (SF3), we had 38 participants, of whom 19 were from overseas, comprising politicians, senior public sector officials, as well as participants from the private sector and nongovernmental organisations. Amongst the participants, we had Deputy Ministers, Assistant Secretaries, Deputy CEOs, CFO, COO, DGs and Head of Departments. The participants brought with them a wealth of experience and knowledge and the learning from the course was as much within the classroom from the lecturers as from the informal interactions amongst the participants outside the classroom.

The programme took place at the tail-end of the Delta wave where travel restrictions were gradually being lifted and borders being reopened. Many were just beginning to travel after a long hiatus. Notably, all overseas participants of the SF3 braved the 10 to 14-day quarantine to attend the course in person. This demonstrated the commitment and enthusiasm by the overseas participants. Overcoming the high hurdle for travel also reinforced their determination to make the best of their time here in Singapore.

Lim Zhi Yang and Adrian Ng

CONTRIBUTED BY:

(Left to right)

Chapter 5: The “Hidden” Curriculum

The LKY Senior Fellowship Experience: A Collection of Reflections

Due to COVID-19 Safe Management Measures (SMM), the course took place physically in the ballroom at the PARKROYAL COLLECTION Pickering Hotel where the overseas participants were also residing. For the six weeks, the hotel effectively became our campus where the participants lived and learned. This added impetus to the social programme as the hotel was located in the heart of the Central Business District with many eateries and heritage sites within walking distance.

From the start, the local participants played the good host by bringing the overseas participants out for dinner at the end of the day, keeping to small groups. There was a natural flow from the lectures and group discussions to drinks and dinners in the evening. With famous food centres within walking distance, including Hong Lim Hawker Centre next door, Lau Pa Sat and restaurants along Boat Quay and Clark Quay, the overseas participants quickly got more familiar with the neighborhood and broke the ice with the local hosts.

This eventually grew into outings over the weekends where local participants organised walks and excursions to various corners of Singapore. Thanks to COVID-19 SMM, many of these outings took place in nature reserves and open areas to allow some mingling in a safe environment.

Chapter 5: The “Hidden” Curriculum

These excursions were done at the local participants’ own initiative and were very much appreciated by the overseas and even some Singaporean participants who never really had the chance until now to visit some of the places that the excursions covered. As these were mostly walks followed by hawker food, there was a lot of opportunity for the participants to interact and get to know one another better. This shared sense of adventure not only provided the overseas participants with an appreciation of the less visited places in Singapore (as most were already familiar with Singapore), but also helped the participants, both local and foreign, to bond. In addition to these outings, and in keeping with the strong emphasis of the course on exercising self-care as a leadership imperative, both the local and overseas participants also had opportunities to forge memorable shared experiences as they came together to either practice Tai Chi each morning before class started, or to do Tabata — a form of high intensity physical exercise, initiated by one of our local senior fellows.

At the end of the six-week course, many felt that they now have a newfound family in SF3 and an emotional bonding to this little island nation. The outings reinforced the lessons we learnt as the lectures gave us a common language which often came up in our conversations outside the class. Indeed, the Programme Director told us that the networking and bonding among the senior fellows was a very important objective of the programme.

This strong sense of friendship and camaraderie has proven to be invaluable to all of us, extending beyond these six weeks. Not long after the successful completion of the course, when we have all returned to our posts, the bonds have remained strong. Some of the senior fellows were able to leverage the SF3 networks to facilitate official bilateral engagements and collaborations between their agencies/ institutions, as well as hosting each other in their home countries to keep the flame alive.

This chapter is a collection of essays by the Senior Fellows of the key highlights of some of the informal outings and activities, the “hidden” curriculum, that greatly enhanced and enriched our learning journey.

SF3 participants braving the rain to take part in the tour around Chinatown.

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 5: The “Hidden” Curriculum

Camaraderie in a Pandemic

Energised by the new acquaintances under such exceptional circumstances, the local participants were keen to be good hosts. Amidst the packed class schedules, nothing could stop us from finding time to chill out and have fun. By the end of the course, we had brought our international participants to more places than an average Singaporean would have visited in a year. These include Boat Quay, Lau Pa Sat, Former Ford Factory, Mount Faber, Henderson Waves, Bukit Timah Hill, Gardens by the Bay, Kampong Glam, Civil Defence Heritage Gallery, Tiong Bahru, Sungei Buloh Wetland Reserves, Haw Par Villa, Pulau Ubin, Chek Jawa Wetlands, just to name a few.

In her Harvard Business Review article “We All Need Friends at Work” (3 July 2013), Dr Christine Riordan said “Camaraderie is more than just having fun, though. It is also about creating a common sense of purpose and the mentality that we are in it together.”

The SFs had a common mission for those serving quarantine, to make full use of this unique opportunity in a pandemic to forge new and lasting friendships.

With the restrictions of the COVID-19 Safe Management Measures (SMM), what had we done differently to build camaraderie?

CONTRIBUTED BY:

Ling Young Ern

Afew weeks before the start of SF3, one could reasonably assume that the programme would be held entirely online, at best with some gathering of the local participants. As the Delta variant circulated vengefully in many countries, the end of the pandemic was not in sight even after nearly two years.

On the first day of the course, we were pleasantly surprised to find out that all 18 international participants from 11 countries (except for one who was based in Singapore) had bravely travelled to Singapore; the furthest one journeyed for about 30 hours from Panama. They were undeterred by the quarantine requirements, some as long as 14 days. One of us even had to do his quarantine twice, as he had to return to his country to attend to some personal matters.

It was no coincidence that the 38 of us were brought together in this new normal. At our individual workplaces, “work from home” had become commonplace and many of us hardly saw our own colleagues in-person. It was a refreshing change to gather in a hotel ballroom for six weeks, meeting everyone physically and virtually on a daily basis.

First, each time an international SF completed the 10-day quarantine to join everyone in the ballroom, the class cheered and welcomed the SF with utmost enthusiasm. Whenever there was any bug with the Trace Together app, especially when the vaccination status was incorrectly reflected, the local participants would pull whatever connections they had to help resolve the issue in the shortest time to ensure that no SF was left behind.

Second, instead of attending official dinners and events (which had to be cancelled due to prevailing SMMs), we interacted and bonded in informal small groups and many one-to-one meals at various food havens, e.g. Hong Lim Food Centre, Keppel Road Outram Park Bak Kut Teh, Chinatown Food Street, Club Street, Islamic Restaurant, Boat Quay, Adam Road Food Centre, the list goes on.

Third, despite being physically together, we had seamlessly integrated digital and physical conversations. Using our WhatsApp group chats, we actively shared pictures and videos of our adventures, organised outings and exchanged recommendations of good eats. In fact, most, if not all, of our outings were spontaneously coordinated digitally.

Over a few weeks, the SFs have spent evenings and weekends together, exploring different parts of Singapore and getting to know one another better. The fundamentals of building relationships have not changed, e.g. taking an interest in the other person, making conversations,

showing care (e.g. local SFs kindly bought Tong Heng’s egg tarts, Loong Fatt’s Tau Sar Piah, Rich and Good Cake Shop’s kaya swiss roll for everyone), celebrating wins (e.g. completing 24 Taichi moves), and sharing burdens (e.g. of completing our essays).

Most organisations are familiar with building team camaraderie through physical activities. Coupled with digital means, human connectivity has become quite effortless.

One may ask, is there a need to spend so much time on social interactions? Does camaraderie have any impact on group learning in a course, such as SF3?

In fact, it does. Research studies in the 1990s and early 2000s have discovered that social interactions led to better learning experiences and benefitted learning outcomes and learner satisfaction. Alfred P. Rovai, in his article titled “Facilitating online discussions effectively”stated that the “strength of classroom community and the value of personal relationships are directly related to the frequency and quality of social interactions among community members”. 1

Among the members of a learning community, social activities increase people interactions, stimulate critical thinking, and strengthen group cohesion and trust. When the learner feels part of a learning community where his/her contributions add to a common knowledge pool and where a community spirit is fostered through social interactions, collaborative learning will start to take shape, i.e. learner-to-learner interaction, instead of learner-to-instructor interaction. The result is a cycle that reinforces itself to create a stronger sense of community, which in turn directly promotes collaborative learning, and contributes positively to the learner’s achievement and overall learning experience.

Needless to say, beyond learning, good camaraderie also benefits work collaboration, particularly for the SFs who may find opportunities to do so at some point in the future. After this programme, the SFs will mostly rely on digital means to keep in touch, with occasional meetups when time and schedules permit.

Pandemic or not, the key success factor to camaraderie is whether one cares enough to make the effort to connect. In SF3, we did!

Learning Together in Fellowship

Participation in the Lee Kuan Yew Senior Fellowship in Public Service Programme (SF Programme) is an educational opportunity rich in culture and knowledge. For six weeks, 38 Senior Fellows (SF) embarked on a learning journey and were provided insights to an international blend of public service expertise. The cultural diversity of the participants from 13 countries — Brunei, Cambodia, Hongkong, Indonesia, Japan, Jordan, Malaysia, Panama, Philippines, Singapore, Thailand, Vietnam and the United Arab Emirates (Abu Dhabi), enhanced the educational journey through a frank exchange of views on global issues and sharing of challenges confronting governments today. Overall, the learning experience was significant, as it was memorable and fun. The SF Programme did not fail to holistically stimulate the mind, strengthen the body, and fill the spirit.

Indeed, face-to-face has become “quite complicated” at this time of the pandemic, but organisers were successful. From the SFs’ perspective, the journey had been quite phenomenal— starting from the efficient coordination of overseas SFs’ entry requirements to the strict compliance to COVID-19 protocols to programme participation

Rovai, A.P. (2007). Facilitating online discussions effectively. Internet and Higher Education, 10 p.77-88.

Sarif Matserudin, Kho Soo Pei, Mary Jean Pacheco and Abdulla al Ameri

CONTRIBUTED BY: (Clockwise, from top)

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 5: The “Hidden” Curriculum

and the weekend get-togethers. Not only did the SFs gain substantial knowledge — either through experience, observation, or through the many thought-provoking discussions with the speakers, we also got to know one another well, and developed deep personal and professional connections in the process.

Overseas SFs Experience COVID-19 Protocols: The Singapore Way October 18 marked the official start of the SF Programme. Even before that, overseas SFs experienced first-hand the way COVID-19 was managed by the Singapore Government, which reinforced the feeling of confidence among the SFs.

Overseas SFs must undergo 10 days quarantine, at a Stay-Home-Notice (SHN) facility. Quite laudable was the adoption of technology. There were (i) “Homer”, an auto location reporting function that monitored those on SHN, (ii) a portal where users could upload the results of the Antigen Rapid Test, and most importantly (iii) ‘TraceTogether app’ — a must-have app for residents and visitors alike that not only facilitated contact tracing, but also the performance of safe-entry checks into various premises.

A week in the life of a SF follows a formula that enriches one’s mind, body and spirit. The SF Programme raised our awareness on the importance of, and how to better manage our physical, mental, and emotional wellbeing. Afterall, leaders need to be able to take good care of themselves first, in order to be effective in taking care of and energising their followers to achieve their mission and to go the extra mile. There were morning exercises such as Tai Chi (organised by the school) and Tabata (initiated by a Singaporean SF) to get our engines rolling before class started each day. Outside classroom time, the SFs put knowledge into practice by engaging in various activities, such as walks around the parks (e.g. Hort Park, Mount Faber), hikes in the nature reserves (e.g. Chek Jawa, Bukit Timah Hill), cycling, visits to various tourist attractions (e.g. Haw Par Villa, Gardens by the Bay), having informal lunches or dinners with one another (with strict adherence to the health protocols of course).

Face-to-Face with Singapore’s Leaders

We were granted invaluable opportunities to learn from prominent experts, thought leaders as well as policymakers on a broad range of issues ranging from leadership and governance, technology and innovation, to international security, including deep dives into pressing challenges of our times like COVID-19 pandemic, climate change, law and public administration, and the role of Government in business. Perhaps the programme highlight is the distinct privilege of face-toface interactions with Singapore’s leaders. For SF3, invited speakers included the Speaker of the Parliament, current and former government

Ministers, current and former Permanent Secretaries, distinguished leaders in business, renowned experts on international law, technology, and the sciences. SF3 felt pride and excitement when one of the speakers, Dr Noeleen Heyzer, who spoke about the impact of COVID-19 from the eyes of the vulnerable, was appointed by the UN Chief as new Myanmar special envoy just a day after her talk. Many of the speakers were reputable authors, and book signing was too good an opportunity to be missed by the SFs. Undoubtedly, the highlight of the SF3 programme was the special evening at the Lee Kuan Yew School of Public Policy campus with Emeritus Senior Minister Goh Chok Tong, the second Prime Minister of Singapore.

WhatsApp, SF3?

The friendships that quickly formed were made possible by technology connecting us all instantly. WhatsApp was far from new, yet it served as SF3’s primary communications line. We felt like students again sharing information about great eats, readings, Tai Chi and Tabata sessions, fun activities and capturing all our shared experiences through joyful photos — hundreds of them.

It was six weeks of meaningful learning and living in fellowship. Everything was smooth and well-organised. The hybrid model in conducting the classes via personal attendance and via Zoom, considering all circumstances, enabled everyone to learn intensively and richly.

Towards the end of the SF Programme, our hearts were filled by the warm friendship and camaraderie that grew amongst the 38 Senior Fellows as we learned, laughed, and shared many meals and adventures together. This though, we are sure, is the beginning and not the end of our journey of growth as individuals and as a community. There remains much to be done, as leaders in our fields, to be the change we want to see in the world. The world will, no doubt, continue to throw up challenges, but the SF Programme has provided a much needed triple booster shot in our arms. With refreshed minds, bodies, and hearts, we are reminded of our True North as we return to our posts to continue our leadership journey and commitment to make people’s lives better.

The LKY Senior Fellowship Experience: A Collection of Reflections

SF3 Expedition to Sungei Buloh Wetland Reserve and Chek Jawa Wetlands

Chapter 5: The “Hidden” Curriculum

The choice of Sungei Buloh and Chek Jawa was no surprise. These are among the most unique and extensive natural attractions in Singapore. They are our natural jewels, rich in biodiversity of tropical flora and fauna. The success of Chek Jawa, in particular, was due to the collective effort by ordinary people from all walks of life — families, students, teachers, nature lovers, government people, that made it possible. Our programme director, Professor Tan Yong Soon, ex-CEO of the Urban Redevelopment Authority, was intimately involved in its planning and development, a project that he feels deeply for even today. Besides being protected nature areas, they provide valuable recreational spaces for Singaporeans of all ages and they are testament that a small island like Singapore can have both a dense urban landscape and beautiful nature, thanks to well-integrated Whole-of-Government planning and the strategic foresight and political will of our leaders.

CONTRIBUTED

Phyllis Chua and Lee Wai Kin

According to environmental philosopher, John Muir, “in every walk with nature, one receives far more than he seeks”. Participants of SF3 realised the joys of nature walks and forest bathing through our group expeditions to Sungei Buloh and Chek Jawa. Besides learning more about nature and environmental conservation in urban Singapore, we bonded and strengthened our friendship. It was this “hidden curriculum” of the SF3 programme that made the programme unique and special. These nature expeditions were organised by Singaporean SF3 participants for our overseas friends. It was organic and more importantly, it was spontaneous and came from the heart, resulting in self-directed and deep learning in nature’s setting.

The visit to Sungei Buloh on Sunday 14 November started with a hearty breakfast at the Adam Road Food Centre to fuel our bodies for the great walk. To start the weekend morning tucking into the famous Adam Road nasi lemak with its aromatic coconut rice, crispy chicken wing and sweet sinful sambal was pure bliss-Singapore style. After a scrumptious breakfast, it was off to Sungei Buloh Wetland Reserve to walk off all the calories gained from nasi lemak. Sungei Buloh, Singapore’s first ASEAN Heritage Park, is rich with biodiversity as contained in its 202 hectares of mangroves, mudflats, ponds and forests. It is well known to be a haven for migratory birds. During the visit, we were delighted to see bats, owls, ergates, monkeys, vipers, monitor lizards, and yes, silent crocodiles lurking ominously in the river coastlines. The walk was long and tiring in Singapore’s humid weather but breathing in the fresh air and marvelling at the rich biodiversity of the wetland reserve made it all worthwhile.

The visit to Sungei Buloh was followed by an epic expedition one week later on Sunday, 21 November 2022 to the Chek Jawa Wetlands located at the eastern end of Pulau Ubin. Covering a total area of 100 hectares, Chek Jawa incorporates six major ecosystems namely sandy and rocky beach, seagrass lagoon, coral rubble, mangroves and coastal forests. The SFs were in high spirits when we gathered at the Changi Civil Service Club. Several foreign participants commented that the day’s informal learning had already started when they saw the integrated club complex which the Singapore Government had built for all civil servants. It drove home the point that leaders must “think people” and look into the welfare of officers.

Upon arriving at Pulau Ubin, our guide Allan Teo whisked us off to Chek Jawa in mini vans. Along the way, we saw forest trails, Chinese

BY: (Left to right)

The LKY Senior Fellowship Experience: A Collection of Reflections

Chapter 5: The “Hidden” Curriculum

temples and signs of rustic village life in Public Ubin. Before long, we reached Chek Jawa and enjoyed a long, guided nature walk led by Allan, who introduced many plant and animal species to the group. We visited the visitor centre, viewing jetty, the mangrove boardwalk and climbed the 21-metre viewing tower called the Jejawi Tower. The biodiversity of Chek Jawa was breathtaking. We saw colonies of mud crabs, monitor lizards, migratory birds and wild boars. The interaction with nature even inspired some of us to jog from the eastern point of Pulau Ubin back to the ferry terminal! For that, they were rewarded with the sweetest thirst-quenching coconut water!

During the guided walks, we realised the meditative powers of forest walks in improving mindfulness. It was similar to the mindfulness exercises described by Professor Kua Ee Heok, Tan Geok Yin Professor of Psychiatry and Neuroscience, in his deep dive session on Mental Capital and Mindfulness. Professor Kua touched on the positive effects of nature e.g. horticultural therapy, nature walks, immersion in green environments and its effects on mindful awareness and mental health; and how leaders need to take proactive steps to enhance our mental health to sustain our demanding leadership journeys.

All too soon, the visit to Chek Jawa ended. The trip back to Pulau Ubin jetty and Changi was made more nostalgic with the impromptu non-stop karaoke style performances by Vongthep Arthakaivalvatee and Mary Jean Pacheco who treated us to their renditions of pop songs from the 80s and 90s. It was indeed a mindfulness journey in every sense.

The expedition to Sungei Buloh and Chek Jawa has also taught us that economic growth and urban development need not be at the expense of nature conservation as long as the government and its people can continue to find innovative solutions in integrating nature without impeding economic growth. This requires a pragmatic approach in balancing development and biodiversity conservation and finding a unique conservation model that champions environmental sustainability. Sungei Buloh and Chek Jawa are testaments to Singapore’s environmentally conscious development philosophy and we are all privileged to be able to witness how Singapore has transformed its vision of a “City in Nature” into a beautiful reality.

SF3 enjoying the bumboat ride to Pulau Ubin.

Besides learning more about nature and environmental conservation in urban Singapore, we bonded and strengthened our friendship.

Economic growth and urban development need not be at the expense of nature conservation as long as the government and its people can continue to find innovative solutions in integrating nature without impeding economic growth.

A Mid-Term Outdoor Adventure

CONTRIBUTED BY:

An ascent up Bukit Timah Hill, a visit to the Hindhede Quarry, a walk along the Rail Corridor — features of a memorable outdoor adventure that marked the mid-point of our programme.

On that early Saturday morning, we converged at the Beauty World MRT station, well-equipped to face the elements of nature — comfortable walking shoes, sunglasses, hats/caps, insect repellent patches and bottles of water.

The group was in high spirits, raring to go and determined to leave no one behind in our quest for adventure. As a sign of living in the unusual times of COVID-19, we were all masked up and took precautions under the prevailing national safe management measures.

With much anticipation, we ventured into the Bukit Timah Nature Reserve, one of the remaining few places where one could still experience Singapore’s primeval forest environment, home to much of the local natural flora and fauna and a haven for wildlife. Indeed, the Reserve was officially declared an ASEAN Heritage Park on 18 October 2011.

Loke-Yeo Teck Yong

The coming together of the SF3 team spirit in conquering the Bukit Timah Hill.

5: The “Hidden” Curriculum

The LKY Senior Fellowship Experience: A Collection of Reflections

Located within the Reserve was the 163.63-metre tall Bukit Timah Hill, the country’s highest natural peak, and a historical site in that it featured prominently in the battle for Singapore in 1942, offering a panoramic view of the island at that time.

Step by step, we took in the nature around us and paced the climb with increasingly labored breaths, particularly the initial steep slope that turned our legs into jelly with the quick lactic acid build-up. All the while, we encouraged and cheered each other on, chatting and sharing our life stories, stopping to catch our breaths and seeping water while always offering a hand whenever the need arose. Warm bonds of friendships were undoubtedly forged in the crucible of the climb.

We successfully ascended to the Summit via either the steep climb up the wooden steps or the more circuitous walk, leaving no one behind and converging together at the highest point to celebrate our achievement!

As we savoured the moment of reaching the Summit Hut and glanced up at the iconic red and white signal towers, we experienced the coming together of the SF3 team spirit in conquering the Bukit Timah Hill together.

As we made our way down the Hill, we regaled in the fellowship of a common experience and made our way to the nearby picturesque Hindhede Quarry, at the edge of the Hindhede Nature Park, next to the Bukit Timah Reserve. The Hindhede Quarry reminded us of the important role that granite quarries used to play in Singapore’s development in the 19th Century. The defunct quarry which ceased operations in the 1980s, was now testimony to the beauty of nature.

From there, we glanced up at the red & white signal towers way up at the Summit and felt a deep sense of satisfaction that we had, as a team, achieved something together.

With the climb under our belt, we took a leisurely walk along part of the nearby Rail Corridor — a former railway line that stretched 24 km north to south of Singapore, and arrived at the Rail Mall. With the conquest of the Bukit Timah Hill and the awesome view of the Hindhede Quarry fresh in our minds, we rounded up our adventure by tucking into local delicacies, knowing that many of us would recall this day with much nostalgia over time.

Chapter 5: The

Little Moments, Big Memories

Food, Music and Former Ford Motor Factory

CONTRIBUTED BY:

In the face of COVID-19 pandemic, perhaps one of the greatest things we can continue to do is making good things happen and creating fond memories that last.

While weekdays were filled with rich and formal learnings, many SFs also looked forward to the evenings and weekends, where a different kind of learning awaited, filled with local delights, outdoor activities and heritage destinations. Perhaps 2020 and 2021 had been such a roller coaster ride for many, being able to come together in-person felt like a throwback to better times. Singaporean SFs took the initiative to host, while others reciprocated and got involved in one way or another, all the while ensuring that we adhered strictly to the prevailing COVID-19 Safe Management Measures. Collectively, these outside classroom activities and kind gestures from Singaporeans — local delights, birthday celebrations etc. — would soon become part of the SF3 collective

Chua Sze How

“Hidden” Curriculum

The

LKY Senior Fellowship Experience: A Collection of Reflections

memories. Each of us can make a difference, and sometimes it only takes a little act and effort to make someone’s day. Let me share one such memorable experience.

Food brings people together, especially in Singapore. It has always been a great conversation starter and showcases Singapore’s diverse cultural heritage. One local favorite is the Bak Kut Teh — a traditional Singapore style pork rib soup commonly found on the streets of Singapore. When it comes to Bak Kut Teh, Singaporean are spoilt for choice. Knowing some of our overseas senior fellows were craving for this iconic traditional dish, and being a Chinese Teochew myself, I gladly offered to take them to savor Outram Park Ya Hua Rou Gu Cha located at PSA Tanjong Pagar Complex.

It was a beautiful Sunday morning. We arrived early at the stall and got ourselves comfortably seated. The friendly lady boss guided us through the menu and recommended her signature dishes. We were happy to go along with her recommendations. When the dishes were served, the tenderness of the pork ribs and the Teochew style broth were mouth-watering and perfectly seasoned with the right dose of spices. We wasted no time soaking the Youtiao (fried fritter dough) into the bowl of peppery broth and gobbling down the Bak Kut Teh.

As we were enjoying the hearty meal, we were already chewing over where to get Kopi (coffee in Malay) for our morning caffeine fix. Unanimously, we decided that it was going to be a cheat day and settled in at a nearby Hainanese Kopitiam (coffeeshop) to continue with our binge of calories and sugar — full-bodied Nanyang (Southeast Asia) style coffee filled with condense milk, perfectly paired with kaya toast. No big plans, just a simple morning hanging around over a simple causal brunch involving just the few of us, but we were enjoying every bit and moment of it, whether it was because of the food, or the opportunity to joke and talked about all the funniest moments, or both. One thing for sure — nothing beats the good vibes and the great companion. It was therapeutic, and we had a blast!

It would be a pity to end the day early. I considered natural places like parks and trails for our next destination but dropped the idea as it was too hot for the afternoon. I wanted to go somewhere unique that offered rich history and was less visited. The Old Ford Motor Factory came to mind. It would be a good opportunity to learn about the history of World War II in Singapore, the period of occupation and its aftermath.

During the drive towards the Former Ford Factory situated along Upper Bukit Timah Road, my car stereo system was tuned in to my personal playlist, mostly classic hits from the 80’s and 90’s. The songs immediately resonated with the rest and reminiscence of how we could only afford cheaper “pirated” cassette tapes during our school days as

Chapter 5: The “Hidden” Curriculum

well as throwback to the classic rock and retro songs that accompanied us through our growing up years. In no time, we were all getting high singing our way to the Former Ford Factory museum. It felt like I was only starting to know them on a whole new level, almost like meeting entirely new people altogether. These crazy bunch of people make the best memories!

The Former Ford Factory museum was divided into four zones — (1) Fall of Singapore, (2) Surrender Chamber, (3) Becoming Syonan and (4) Legacies of War and Occupation. The visit was a meaningful and important one for me, learning our history and reflecting on our nation building. It served as a reminder that peace and harmony can never be taken for granted. After the museum tour, the staff at the museum offered to help us to take a group photo with the iconic artdeco façade of the Former Ford Factory as the backdrop. Interestingly, our first reaction and comment to the photo was that it resembled that of a boy band album cover. This was how the SF3 Retro “Boy” Band started.

As the day ended, everyone enjoyed this little day out, not just the places visited or the food we had. Most importantly, we came from different parts of the world and quickly build up a special camaraderie so enduring and lasting. The programme may have ended but having forged this happy memory, friendship and camaraderie always brings

The SF3 Retro Boy Band posing in front of the Former Ford Factory.

Bonding Through Sports Tabata

and Tai Chi

CONTRIBUTED BY:

Lee Su Peng

The third run of the SF started with about a third of participants serving their quarantine in their hotel rooms and having to attend classes via Zoom. On the first day, Professor Tan Yong Soon, told participants that the programme had originally included daily morning exercises but were cancelled due to the prevailing Safe Management Measures. Most participants were unconvinced when Professor Tan said the previous SFs ultimately enjoyed the morning exercises although they didn’t like it initially.

As participants were starting to feel lethargic from the long hours spent seated in class, the last topic on the second day was a

timely reminder by Professor John Wong on: “ How we can enable meaningful 100-year lives ”. This inspired the author to send out an invite to the class that very evening to start a morning exercise group that participants could work out in their own homes or hotel rooms while connected via Zoom. The next day, SF3 Zoom Tabata started with a bang!

Tabata was chosen for its easy moves and highly motivational music. Participants with different levels of fitness were able to pace themselves through the number of repetitions. And with zoom, the SF3 members could observe and cheer one another on. The enthusiasm was so high that participants agreed to make it a daily event after the first session and went on for a good two weeks until Tai Chi lessons started!

Tai Chi lessons started on the 3rd week when all overseas participants had completed their isolation. About 15 participants turned up daily at garden deck on level five of the hotel to learn the Tai Chi moves from Sifu David Leau. Sifu David is a seasoned Tai Chi Master who teaches Tai Chi on a voluntary basis. He introduced the class to the Yang school 24-style-Tai Chi moves — from basic moves like Holding the Ball and Holding the Pipa to more advanced moves like Kick with the Heel and Striking with Both Fists, putting participants’ body balance and hand-foot coordination to the test.

Tai Chi may look easy but after the first couple of sessions, all participants acknowledged that our previous perception couldn’t be more wrong. We definitely looked clumsy with our poor handfoot coordination and often times off-balanced, eliciting friendly advices and good-natured laughter to cheer ourselves on. After much struggle and with the patience of Sifu David in correcting our moves and postures, participants finally learnt the full 24 moves of the Yang Style Tai Chi and perform a complete sequence at the conclusion of the 11 lessons.

These exercises were a useful bonding journey. Away from the formal setting of the classrooms, participants were able to learn in a relaxed setting. Picking up new moves from the lessons also allowed us to discover different aspects of ourselves and one another. This provided space for us to cheer one another on, give friendly advices, and having fun together. Looking back, for those who participated in these activities, we can safely say we thoroughly enjoyed ourselves, learnt something new and would do it all over again!

Most participants were unconvinced when Professor Tan said the previous SFs ultimately enjoyed the morning exercises although they didn’t like it initially.

Looking back, for those who participated in these activities, we can safely say we thoroughly enjoyed ourselves, learnt something new and would do it all over again!

SF1 participants practising mind over body.

SF3 participants learning the 24 Yang Style Tai Chi moves from Sifu David Leau

SF3 participants coming together online for Tabata session.

Food, Glorious Food!

The LKY Senior Fellowship Experience: A Collection of Reflections

Chapter 5: The “Hidden” Curriculum

FACULTY SPEAKERS AND

The LKY Senior Fellowship Experience: A Collection of Reflections

Faculty Leadership

Programme Director

Co-Lead, Leadership

Co-Lead, National Governance

Tan Yong Soon

Professor in Practice, LKYSPP

Programme Director, SFPS Former Permanent Secretary

Core Faculty

Co-Lead, Leadership

Lim Siong Guan

Professor in Practice, LKYSPP

Former Head of Civil Service, Former Group President of GIC

Co-Lead, International Security and Economics

Danny Quah Dean, LKYSPP

Li Ka Shing Professor in Economics

Co-Lead, International Security and Economics

Khong Yuen Foong

Vice-Dean (Research and Development), LKYSPP

Li Ka Shing Professor in Political Science

Chapter 6: Faculty and Speakers

Faculty and Guest Instructors — A Selection

Kanti Bajpai —— International Security

Director, Centre on Asia and Globalisation

Wilmar Professor of Asian Studies, LKYSPP

Jeffrey Chan —— Law and Its Impact on Public Administration

Adjunct Professor, Faculty of Law, NUS

Former Deputy Solicitor-General

Benedict Chia —— Climate Change

Director, National Climate Change Secretariat, Prime Minister’s Office

Chua Nam Hai —— Food Security

Distinguished Visiting Professor, Department of Biochemistry, NUS

Chief Scientific Advisor, Wilmar International

Kua Ee Heok —— Mental Capital and Mindfulness

Tan Geok Yin Professor of Psychiatry and Neuroscience, NUS

Former CEO/MD Institute of Mental Health

Lim Hwee Hua —— Government in Business

Former Cabinet Minister

Lim Swee Say —— Tripartism

Former Cabinet Minister

Former Secretary General of National Trades Union Congress (NTUC)

Mah Bow Tan —— Urban Policy

Former Cabinet Minister

Kenneth Mak —— COVID-19

Director Medical Services

Konstantin Novoselov —— Technology

Nobel Laureate in Physics

Tan Chin Tuan Centennial Professor, NUS

Tikki Pangestu —— COVID-19

Visiting Professor, Yong Loo Lin School of Medicine, NUS

Simon Tay —— International Security

Chairman, Singapore Institute of International Affairs

Associate Professor, Faculty of Law, NUS

Teo Yik Ying —— COVID-19

Co-Lead, National Governance

M Ramesh

UNESCO Chair of Social Policy Design in Asia, LKYSPP

Co-Lead, Technology and Innovation

Hang Chang Chieh

Professor, Faculty of Engineering NUS

Former Deputy Vice-Chancellor, NUS Former Deputy Chairman, National Science and Technology Board (NSTB)

Co-Lead, Technology and Innovation

Lim Khiang Wee

Director Centre for Research

Excellence and Technological Enterprise (CREATE), National Research Foundation

Dean, Saw Swee Hock School of Public Health, NUS

John Wong —— Health and Purposeful Longevity

Isabel Chan Professor in Medical Sciences

Senior Vice President (Health Innovation and Translation), NUS

Francis Yeoh —— Startup Ecosystem

Professorial Fellow, NUS School of Computing

Former CEO, National Research Foundation

Distinguished Speakers

*All office of appointment as at the time of addressing the Senior Fellows

Beh Swan Gin

Chairman, Economic Development Board

Cham Tao Soon

Former President, Nanyang Technological University (NTU)

Chan Chun Sing

Minister for Education

Chee Hong Tat

Senior Minister of State for Foreign Affairs and Transport

Cheng Wai Keung

Chairman and Managing Director, Wing Tai Holdings Limited

Dy Chairman, Temasek Holdings

Chew Gek Khim

Executive Chairman, Straits Trading Company

Albert Chua

Permanent Secretary, Ministry of Sustainability and the Environment

Warren Fernandez

Editor-in-Chief of English/Malay/Tamil Media, Singapore Press Holdings

Noeleen Heyzer

Former Under-Secretary-General, United Nations

Peter Ho

Former Head Civil Service

Tommy Koh

Ambassador at Large, Ministry of Foreign Affairs

Liew Mun Leong

Chairman, Changi Airport Group

Kishore Mahbubani

Former Permanent Secretary, Ministry of Foreign Affairs

Former President, United Nations’ Security Council

Founding Dean, LKYSPP

Ravi Menon

Managing Director, Monetary Authority of Singapore

Ong Ye Kung

Minister for Education

Minister for Transport

Pang Kin Keong

Permanent Secretary, Ministry of Home Affairs

J Y Pillay

Rector, College of Alice & Peter Tan, NUS

Former Chairman of the Council of Presidential Advisers

Former Permanent Secretary

Former Chairman, SIA

Seck Wai Kwong

CEO, Eastspring Investment Director, GIC Board

Sim Ann

Senior Minister of State for Foreign Affairs and National Development

Tan Ching Yee

Permanent Secretary, Ministry of Finance

Tan Chuan Jin

Speaker of the Parliament

Tan Eng Chye

President, NUS

Lawrence Wong

Minister for Education

George Yeo

Former Cabinet Minister

Leo Yip

Head Civil Service

SENIOR FELLOW

The LKY Senior Fellowship Experience: A Collection of Reflections

Senior Fellows SF1 (completed November 2019)

Riad Abdo

VP Investment Development, Saudi Arabia General Investment Authority (SAGIA)

Saudi Arabia

Aishath Shaheen

Former Deputy ViceChancellor, The Maldives National University

Maldives

Serey Chea

Assistant Governor/Director General, National Bank of Cambodia

Cambodia

Chencho Principal Secretary to Prime Minister, Office of Prime Minister Bhutan

Chapter 7: Senior Fellow Profile

Lim Chi Beng Randy Assistant Chief Executive Officer (Corporate)/Chief Data Officer, Housing & Development Board Singapore

Loh Hong Oon, Aaron Divisional Director, Educational Technology Division

Singapore

Miao Jian Advisor of Capital Account Department, State Administration of Foreign Exchange China

Khin Mar Myo Pro-Rector, Central Institute of Civil Service (Upper Myanmar) Myanmar

Chhy Vichara

Under Secretary of State, Ministry of Civil Service Cambodia

Chua Choon Hwa

Undersecretary, Ministry of Women Family and Community Development Malaysia

Pushp Dant National Director (Government Programmes), Art of Living Foundation India

Dau Van Coi

Principal Vice Secretary of Committee Party of Office, Director General of Department of Organisation-Personnel, Central Economic Commission Vietnam

Nam Liang Chia Domain Commander, Sea Domain, Immigration & Checkpoints Authority (ICA)

Singapore

Gillian Ong

Director Community Partnership and Volunteer Management Directorate, Ministry of Home Affairs HQ

Singapore

Oo Min Zaw

Executive Director, Myanmar Institute for Peace and Security (MIPS)

Myanmar

Pham Khac Dung

Permanent Deputy CEO, Sovico Group Vietnam

Grace Citra Dewi

Advisor, Executive Office of the President Indonesia

Ding Mingqin

Deputy Director-General, Ministry of Science and Technology General Office China

Du Dingding

Deputy Director General, International Department of CPC Central Committe China

Erwin M. Enad Assistant Secretary, Office of the President Philippines

Irakli Porchkhidze

Dean of School of Law, Ilia State University Law School Georgia

Reverie Pure Garcia Sapaen

Director III, Governance Staff, National Economic and Development Authority Philippines

Angelica Imperial Sarmiento

Director IV and Chief Information Office, Department of Finance Philippines

Sukhee Sukhbold

Ambassador Extraordinary and Plenipotentiary, Permanent Mission of Mongolia to the United Nations Mongolia

Lalu Hamzi Fikri Director, RSUD Provinsi NTB Indonesia

Lesly Goh Chiew-Hoong Senior Technology Advisor, World Bank Group USA

Jing Wei Deputy Director-General, Ministry of Education

Confucius Institute Headquarters China

Peter Kemp

Private Secretary (Foreign Affairs), Office of the Deputy Prime Minister and Minister of Foreign Affairs New Zealand

Elaine Tan Lae Imm Executive Director, ASEAN Foundation Malaysia

Tan Soon Kian William Assistant Chief Executive (Corporate), National Library Board Singapore

Annu Tandon Chairperson, Shri Hriday Narain Dhawan Charitable Trust India

Yusmadi Yusoff Senator, Parti Keadilan Rakyat (PKR/People’s Justice Party) Malaysia

Wirajaya Kusuma

Head of Bureau of Economics, Bureau of Economics, Provincial Government of West Nusa Tenggara

Indonesia

Lee Boon Ngiap

Assistant Managing Director (Capital Markets Group), Monetary Authority of Singapore Singapore

Lee Eng Hua Director Building & Infrastructure, Defence Science and Technology Agency (DSTA)

Singapore

Leong Wing Tuck

Deputy Chief Prosecutor; Vice-Dean, AGC Academy, Attorney-General’s Chambers Singapore

The LKY Senior Fellowship Experience: A Collection of Reflections

Senior Fellows SF2 (completed March 2021)

Abdulla Ahmed

Al Khalifa

Undersecretary for International Affairs, Ministry of Foreign Affairs

Bahrain

Gaurav Keerthi

Deputy Chief Executive, Cyber Security Agency of Singapore

Singapore

Mah Wee Beng

Deputy Principal & Registrar, Ngee Ann Polytechnic

Singapore

Clara Ong Bing Leng

Deputy Chief Executive, Supreme Court of Singapore Singapore

Damdinsuren Davaasuren Ambassador-at-large, Ministry of Foreign Affairs

Mongolia

Koh Eng Wah Bernard

Assistant Chief Executive (Future Systems & Technology), PUB, Singapore’s National Water Agency

Singapore

Moe Moe Thwe

Deputy Director General, Intellectual Property Department

Myanmar

Daniel Roberto Pinto

Minister Counsellor & Deputy Head of Mission, Embassy of Brazil in Singapore

Brazil

Dan Yock Hau

Senior Director/Operations, Cyber Security Agency of Singapore

Singapore

Lim Li Chuen, Yvonne Group Director (Physical Planning), Urban Redevelopment Authority

Singapore

Ng Chuen-Yin

Principal, Nanyang Girls’ High School

Singapore

Monalisa Carneo Dimalanta Chairperson, National Renewable Energy Board

Philippines

Phanchinda Lengsavad Deputy Director General, Special Economic Zone Promotion and Management Office

Laos

Ng Kin Yi Director Defence Finance, Ministry of Defence

Singapore

Qiu Aijun

Deputy Director General, China Centre for Urban Development, National Development and Reform Commission

China

Sou Socheat Director General, Securities and Exchange Commission of Cambodia

Cambodia

Andres Valenciano

Minister, Ministry of Foreign Trade

Costa Rica

Syed Saddiq Bin Syed Abdul Rahman

Member of Parliament, Pusat Khidmat Rakyat Parlimen Muar

Malaysia

Isra Sunthornvut

Country Director, Vriens & Partners

Former Secretary-General, ASEAN Inter-Parliamentary Assembly

Thailand

Dini Widiastuti

Executive Director, Plan

International Indonesia Indonesia

Seah Yang Hee

Deputy Chief Executive and Group Director (Service Planning & Funding), National Council of Social Service

Singapore

Finian Markose Silva

Director (Operations), Ministry of Home Affairs

Singapore

Tin Ponlok

Secretary General, National Council for Sustainable Development, Ministry of Environment

Cambodia

Eni Widiyanti

Assistant Deputy Minister of Gender Mainstreaming in Economic, Ministry of Women Empowerment and Child Protection

Indonesia

Hana Abdul Rahman Nimer Uraidi

Chief Relief and Social Services, United Nations Relief and Works Agency, Jordan Jordan

Angie Wong

Director, Permanent Resident Services Centre, Immigration & Checkpoints Authority Singapore

Po Rattana

Under Secretary of State, Ministry of Economy and Finance

Cambodia

Ira Paulo Ayo Pozon

CEO and Counsellor, Caucus Inc Chief of Staff & OIC Director for Better Regulations Office, Anti-Red Tape Authority

Philippines

Yapp Penny Elaine Director, Policy Office, Rehabilitation and Protection Group, Ministry of Social and Family Development

Singapore

Yeong Zee Kin

Assistant Chief Executive, Data Innovation and Protection/Deputy Commissioner, Personal Data Protection, Infocomm Media Development Authority

Singapore

Yong Wei Hsiung

Commander, Maritime Security Command, Republic of Singapore Navy

Singapore

Zee Zheng Co-Founder and CEO, SpaceChain Foundation Ltd China

The LKY Senior Fellowship Experience: A Collection of Reflections

Senior Fellows SF3 (completed November 2021)

Ahmaddin Abdul Rahman

Deputy Minister of Finance and Economy (Fiscal), Ministry of Finance and Economy, Brunei Darussalam

Brunei

Azman Bangkol

Deputy Commander Royal Brunei Land Force, Royal Brunei Armed Forces

Brunei

Dam Dariny

Secretary of State, Ministry of National Defense, Cambodia Cambodia

Abdulla Al Ameri

Director General, Abu Dhabi Social Support Authority

UAE

Phyllis Chua Suan Gek

Principal, Catholic Junior College

Singapore

Oruba Subhi Al Musa

Acting Deputy Director of UNRWA Affairs, Programmes, and Chief Field Education and Chief Field Education Program, Jordan United Nations Relief and Works Agency

Jordan

Chua Sze How

Domain Commander (Sea), Immigration and Checkpoints Authority

Singapore

Vongthep Arthakaivalvatee

Special Advisor, Former Deputy Secretary-General of ASEAN Socio-Cultural Community Thailand, Thailand Institute of Justice

Thailand

Adelio Angelito Soriano Cruz

Assistant Secretary Office of Civilian Security, Department of Foreign Affairs, Philippines Philippines

Chapter 7: Senior Fellow Profile

Lim Zhi Yang

Deputy Head (Policy), Elections Department

Singapore

Ling Young Ern

Deputy Commissioner (Future Technology & Public Safety), SIngapore Civil Defence Force

Singapore

Loke-Yeo Teck Yong

Director, National Institute of Early Childhood Development

Singapore

Sarif Matserudin

Deputy Commander, Royal Brunei Navy Brunei

Kho Soo Pei

Senior Director, Corporate Development Division, SIngapore Food Agency

Singapore

Ranitya Kusumadewi

Senior Trade Negotiator, Ministry of Trade, Republic of Indonesia

Indonesia

Felix Fong

Chief Financial Officer & Company Secretary, Citychamp Watch & Jewellery Group Limited

Hong Kong

Hirokazu Kobayashi

Special Advisor to the Minister (for ASEAN and APAC), Ministry of Economy, Trade and Industry (METI), Japan

Japan

Lee Su Peng

Commander, Police Operations Command Centre (POCC), Singapore Police Force

Singapore

Goh Teck Seng

Land Transport Authority, DCE (Corporate & Development)/Chief Customer Officer

Singapore

Cindy Koh Kai Lin

Executive Vice-President, Economic Development Board

Singapore

Lee Wai Kin

Director (Urban Liveability & Community/Technology), Strategy Group, Prime Minister’s Office, Singapore

Singapore

Suriyati Junaidi

Head of Inspectorate Unit, Royal Brunei Armed Forces Brunei

Adrian Ng

Senior Director, North East Asia, Ministry of Trade and Industry

Singapore

Ferry Akbar Pasaribu

Deputy Assistant for Investment Strategy and Acceleration Policy, Coordinating Ministry for Maritime & Investment Affairs, Indonesia Indonesia

Norodom Buddhapong

Ambassador with the Royal Secretariat of His Majesty the King of Cambodia, Royal Palace of Cambodia Cambodia

Yanuar Nugroho

Co-Founder and Advisor (Former Deputy Chief of Staff to the President, Indonesia), Centre for Innovation Policy and Governance Indonesia

Mary Jean Pacheco

Assistant Secretary, Department of Trade and Industry, Philippines Philippines

Eason Phan Yoke Seng

Chief Operating Officer, Boustead Properties Bhd Malaysia

Gabriel Silva

Member of Parliament, Panama National Legislative Branch

Panama

Karam Singh

Senior Principal Psychologist, Director Psychological & Correctional Rehab Division, Singapore Prison Service Singapore

Kong Kum Peck Director, ComCare and Social Support, Ministry of Social and Family Development

Singapore

Lim Minn Dayna

Director Special Education Branch, Special Educational Needs Division, Ministry of Education Singapore Singapore

Sung Pik Wan

Assistant Director-General (Checkpoints), Singapore Customs

Singapore

Sandra Tong Li Yen

Director (Research), Ministry of Home Affairs

Singapore

Jeanie Tan Cheng Cheng

Assistant Chief Executive (Corporate Development)/ Group Director (People), People’s Association

Singapore

Vu Thi Huong

Deputy Director General National Legal Aid Agency, Ministry of Justice, Vietnam Vietnam

Tan Sze Wee Assistant Chief Executive, Enterprise Division, Agency for Science, Technology and Research

Singapore

Tan Wee Beng Deputy Chief Executive (Operations and Regulations), SkillsFuture Singapore Singapore

The LKY Senior Fellowship Experience: A Collection of Reflections

Admitted to SF4 programme (October–November 2022)

Muhammad Arfan Sahib Sali Kando

Head of Data and Information Bureau

Secretariat of Presidential Advisory Council, Coordinated by The Ministry of State Secretariat of Indonesia

Indonesia

Roy Chan Hsiung Wei

Deputy Chief Executive (Operations), Defence Science and Technology Agency

Singapore

Choo Boon Chiao

Director of Infrastructure, Ministry of Education

Singapore

Gog Soon Joo

Chief Skills Officer, SkillsFuture Singapore

Singapore

Evelyn Khoo Lay Sian

Assistant Commissioner, Inland Revenue Authority of Singapore

Singapore

Ari Setiawan Djawad Deputy Assistant, Non-Governmental Organisation Relations, Ministry of State Secretariat

Indonesia

Chew Chee Wan Bryan

Assistant Chief Executive, Singapore Land Authority Singapore

Glenn Suerte Felipe Banaguas

President & Chairman, Environmental and Climate Change Research Institute Philippines

Chapter 7: Senior Fellow Profile

Maria Victoria Castro Director (Head), Cybersecurity Bureau Philippines

Lam Mingjun Principal, Tampines Secondary School, Ministry of Education

Singapore

Law Yuet Wing, Frank Assistant Commissioner of Police, Hong Kong Police Force

Hong Kong

Kelvin Lester Lee Commissioner, Securities and Exchange Commission Philippines

Caroline Lim Director Rehabilitation & Reintegration Division, Singapore Prison Service Singapore

Chew Ming Fai

Deputy CEO and Dir-Gen of Public Health, National Environment Agency Singapore

Chin Malin Secretary of State, Ministry of Justice Cambodia

Lim Soo Chin Director (Technology & Digital Services), Ministry of Home Affairs

Singapore

Loh Chuu Yi

Deputy Principal (Academic), Nanyang Polytechnic Singapore

Long Chey May

Director, Professional Practice Development, Ministry of Social and Family Development

Singapore

Lu Dau Yaung Medical Doctor, Grade I, Consultant, Ministry of Health and Welfare, Taipei Hospital Taiwan

Erwan Ibrahim

Staff Officer Grade 1, Force Capability Development, Royal Brunei Armed Forces Brunei

Farah Heliantina

Assistant Deputy Coordination Minister for Investment in Services, Coordinating Ministry for Maritime and Investment Affairs

Indonesia

David Foo

Assistant CE (Operations Technology), Maritime and Port Authority of Singapore Singapore

Maharani Wibowo

Deputy Director, National Development Planning Agency Indonesia

Ray Marcelo

Assistant Secretary, Department of Foreign Affairs and Trade

Australia

Mia Amalia

Director for Local Development, Ministry of National Development Planning

Indonesia

Mohamed Mamdouh

Chairman, Egyptian Youth Council for Development

Egypt

Halim Adi Kusuma

Special Staff for the Governor, Provincial Government of West Nusa Tenggara

Indonesia

Susan Kiran Permanent Secretary, Ministry of Civil Service

Fiji

Hoang Sy Cuong

Director-General, Organisation and Personnel Department, Communist Party of Vietnam, Commission for External Relations

Vietnam

Koh Sze Kee

Associate Professor, Director of Programmes, Singapore Institute of Technology

Singapore

Mark Dennis Y.C.

Undersecretary, International Finance Group, Department of Finance

Philippines

Bayan Konirbayev Chief Digital Officer, Almaty City Government

Kazakhstan

Mok Chansothea

Under Secretary of State, Office of Council of Ministers Cambodia

Don Nakornthab

Senior Director, Financial Stability Department, Bank of Thailand Thailand

Noor Rumaizi bin

Pengiran Othman

Commandant of Training Institute, Royal Brunei Armed Forces Brunei

Norhazni Binti Mat Sari

Deputy Director General, Development, Department of Environment Malaysia Malaysia

Enkhbaatar Nyamaa Party Secretary, Mongolian People’s Party

Mongolia

Tricia Ortega

Senior Director, Training and Competency Development, Ministry of Home Affairs

Singapore

Tashi Pem

Director General, Royal Civil Service Commission

Bhutan

Periasamy Gunasekaran Senior Research Fellow, National Institute of Public Administration Malaysia

Maria Angela Abrera Ponce

Assistant Secretary, Maritime and Ocean Affairs, Department of Foreign Affairs Philippines

The LKY Senior Fellowship Experience: A Collection of Reflections

Chapter 7: Senior Fellow Profile

A Global Cohort

Tony Quek Quee Seng

Professor and Head of Pillar, Singapore University of Technology and Design Singapore

Regina Pricilla

Senior Analyst for Human Development, Ministry of State Secretariat Indonesia

Julian Rotter Principal Administrator, INTERPOL Poland

Saroha Ashok Kumar

Principal Commissioner, Indian Revenue Service, Central Board of Direct Taxes India

Seang Phalla

Under Secretary of State, Ministry of Economy and Finance Cambodia

Phengphaivanh Sitpraxay

Deputy Director General, Monetary Policy Department, Bank of the Lao PDR Laos

Sita Sumrit

Director, Addressing Labor Exploitation in Fishing in ASEAN (ASEAN-ALFA) Project, DAI Global, LLC Thailand

SF participants over the years in numbers:

Marcus Tan Wee Kian Chief, Sport Development Group, Sport Singapore Singapore

Tan Sin Wei Winnie Director, Gifted Education, Ministry of Education Singapore

Tan Tin Wee Director, Public Affairs Department, Singapore Police Force Singapore

Teong How Hwa Deputy Commissioner, Strategy & Corporate Services, Singapore Civil Defense Force Singapore

1 Singapore 61

2 Southeast Asia (Excluding Singapore) 66

• Brunei

• Cambodia

• Indonesia

• Laos

Truong Thuy Linh

Deputy Director General, Competition Council Office, Ministry of Industry and Trade Vietnam

Wandy Nicodemus Tuturoong Senior Advisor, Executive Office of the President Indonesia

Wong Sung-En Director, Centre for Planning, Technology and Communications, Home Team Academy Singapore

Yap Hock Ann Director, Malaysian Administrative Modernisation and Management Planning Unit Malaysia

• Malaysia

• Myanmar

• Philippines

• Thailand

• Vietnam

3 East Asia 13

• Mainland China

• Hong Kong

• Japan

• Mongolia

• Taiwan

4 South Asia 6

• Bhutan

• India

• Maldives

5 Oceania 3

• Australia

• Fiji

• New Zealand

6 Middle East and Africa 6

• Bahrain

• Egypt

• Jordan

• Saudi Arabia

• United Arab Emirates

7 Europe and Central Asia 3

• Georgia

• Kazakhstan

• Poland

8 North, Central and South America 4

• Brazil

• Costa Rica

• Panama

• United States of America

SENIOR FELLOW

TESTIMONIALS

SF1

Lesly Goh Chiew-Hoong

Annu Tandon India

We had close discussion with Professor Lim Siong Guan and Professor Tan Yong Soon, who are amazing leaders in government with years of learnings from late PM Lee Kuan Yew in the past. Now, they’re sharing that knowledge first-hand with us, and these are things thatyou don’t read in a book… (and) the networking with other senior leaders in this programme has been the most fun and educational in class as well as engaging in a lot of activities outside of class.

Chua Choon Hwa

USA Malaysia

Good policy without practical implementation and evaluation tools are just words without meaning. The SF Programme will provide you with in depth analysis, experiences, examples and policy framework to see how Singapore make their own miracle and a lesson for all others.

This programme at the LKYSPP was a delightful opportunity to meet a cohort of very beautiful minds from across the world, the extremely dedicated Professors of the School, the University & experts from Singapore and abroad. We are now aware of a wide range of information, situations, experiences and challenges that may affect us personally, as a community, as a nation and finally as a global citizen. We are also better equipped to face any challenge that form an integral part of any person who desires to serve in an extremely uncertain and unpredictable world!

Randy Lim Singapore

What benefitted me most about the SF programme was its wide coverage of highly relevant subject matter and the networking opportunities with other senior fellows. For example, the Leadership modules taught by Professor Lim Siong Guan challenged my thinking on what a good leader ought to be and provided the trigger for deeper introspection and transformation. The Technology modules on the other hand gave a good overview of the tech landscape and how they will impact public policies going forward.

The times spent with my course mates during and after class hours were absolutely priceless. For an inaugural programme, I think the programme is a huge success.

Chencho

Bhutan

A wakeup call to give importance to our personal health which comprises of the mind and the body to be able to serve others better.

Grace Citra Dewi

Indonesia

I learned about the importance of doing and of our biases in underestimating what’s possible. As a Nobel Laureate, Professor Konstantin Novoselov, shared with us in class “If you asked me 15 years ago, can we produce graphene, the answer is no; 10 years ago, same answer, no; Obviously now, the answer is yes”

Ding Mingqin

China

The state-of-the-art knowledge and practical experience of theories, methods and tools of scenario study greatly helps to build a reliable decision-making system.

The Lee Kuan Yew Senior Fellowship in Public Service Programme (SFPS) introduced me to a wealth of global issues insights and a wide range of information, experience, and knowledge, mainly focused on senior government leaders, and non-profit and private organisations. In my reflection essay, I would like to highlight the study’s most exciting and knowledgeable parts.

Firstly, the programme’s curriculum with wide-ranging subjects gives a perfect opportunity to understand geopolitical directions clearly and truly feel the vibes of modern world trends. In addition, I would like to accent on the programme’s teaching members and guest speakers, the skillful team of the best minds of Singapore, especially people who make decisions on government levels and implement public policy, provide an excellent opportunity to receive experience-based knowledge about Singapore’s rule-based law system and its best governance model. Moreover, it takes a perfect example of how to govern in the right way.

I have learned that any policy must be considered in parallel with the study from all possible angles. To be more specific, firstly, it means considering all aspects before adopting or implementing any policy at the government level, and secondly, any case needs equipping with systematic examination and study research. Case studies, frameworks, solutions, and in-depth analyses are the solid foundation for good government-level choices and the best outcome for society. These tips that I have learned from the program will be the guiding principle in my work.

Additionally, I had an excellent opportunity to study with the leading public, private, and non-profit sector leaders who are passionate about inspiring positive changes worldwide. Developing the network with them is one of the main advantages of the SFPS. The creation of good relationships would create a solid working connection.

Last but not least is the duration of the programme. Very intensive and packed, when participants have a chance to learn all necessary skills within only six weeks is one of the main advantages of the course. Furthermore, I will no doubt mention the prestige of the school, the high rating of the program, and the professionalism of the teachers.

The main principle of the programme is “Developing a visionary and effective leadership”. It empowers others and inspires good changes in the social and political environment, equipped with strategic planning to build a more resilient and sustainable future for my country, is the best outcome that I have learned from the SFPS.

Aaron Loh Singapore

It has been a tumultuous two years since I was part of the inaugural class of Senior Fellows, participating with my classmates in an intense and challenging few weeks of learning. Since then, I have found the insights and experiences invaluable in my role leading the Ministry of Education’s Educational Technology Division (ETD), especially in navigating the disruption wrought by COVID-19 and its effects.

COVID-19 has accelerated the mass adoption of technology for learning, starting with Circuit Breaker pushing teachers into the unprecedented effort of teaching students completely online. Thereafter, COVID-19 has meant dealing first-hand with the reality of a complex, unpredictable operating environment as ETD has continued to support home-based learning during the pandemic.

students and teachers. The OODA (Observe-Orient-Decide-Act) loop that Mr Ho shared during the lesson also prompted us to quickly establish a hotline to facilitate quick feedback, and to pivot resources towards rapid sense-making and response. This proved to be critical as needs of students and teachers evolved, and unexpected issues emerged.

Similarly, Professor Lim’s exhortation to build culture as a way of operating successfully in an emergent and unpredictable environment was invaluable. It has prompted me to prioritise the development of new organisational values for the Division including simplicity, teamwork and agility, and to adopt agile methodologies in many of our workstreams. These have helped our teams work autonomously and nimbly to overcome unexpected obstacles and respond to emergent needs, while preserving a strong sense of shared purpose and identity despite the loss of face-to-face interaction.

Beyond the pandemic, the SF programme has provided a rich pool of ideas and insights that have helped me better understand national and global issues and the challenges that have emerged since we graduated. The deep dives into areas like communications, startup culture and climate change have also provided me with rich lines of inquiry and possibility we look towards the post-pandemic future. Concepts and ideas aside, many of the distinguished speakers have also become inspirational role-models embodying qualities of tenacity, pragmatism, innovation and boldness that will be all the more important as we chart the path forward.

In trying to lead my Division effectively in such an environment, I have returned over and over to Professor Lim Siong Guan’s lessons on leadership especially “Leading for the Future”, and Mr Peter Ho’s session on “Our Complex Future”. The frameworks provided by Professor Lim and Mr Ho served as a powerful lens through which to understand what we were experiencing during the shock of Circuit Breaker, and how best to respond effectively.

For example, Mr Ho’s sharing on accelerating change provided the necessary framework to anticipate the emergence of unexpected needs from schools,

Finally, I have continued to learn from fellow SFs, benefitting from their unique experiences and insights, and am also glad to have been able to return the favour on several occasions over the last two years. Among Singaporean SFs, our network has also helped to facilitate speedy inter-agency cooperation at trying moments during the pandemic. I am grateful to be part of this likeminded global network of SFs who are all striving to be effective leaders in an increasingly complex world.

I am grateful to be part of this like-minded global network of SFs who are all striving to be effective leaders in an increasingly complex world.

I have found the insights and experiences invaluable in my role leading the Ministry of Education’s Educational Technology Division (ETD)

Irakli Porchkhidze Georgia

Iwas fortunate to be accepted to the Lee Kuan Yew Senior Fellowship in Public Service Programme. The Programme offers fellows a foremost platform for getting acquainted with the best leadership practices in Singapore’s public and business sectors that helped it achieve its present-day standing. I have heard and read a lot about Singapore’s case of successful transformation, but having an opportunity to witness it all first hand is different. This was made possible as we met and interacted with high-level government officials including ministers, departmental heads, academicians, prominent business leaders and subject-matter experts.

I decided to apply to the programme because Singapore’s experience is relevant for Georgia, the country I come from, which has a comparable population, difficult past and finds itself in the midst of competing and divergent interests of regional and global actors. Hence, I paid particular attention to the historic trajectory of Singapore’s transformation and key lessons learned that shaped its present. My major takeaway is that investing in human capital and promoting meritocracy is key to the success of a nation no matter how unfavorable the environment it finds itself. This was clearly the path Singapore took by putting significant emphasis on reforming its education system.

lessons, managerial ingenuity and dedication that triggered this significant achievement. Given success could not be attained without the government’s robust strategic planning process, evidenced by sectoral strategies drawn up decades in advance to maintain its successful economic model as well as its standing as a global digital powerhouse. This observation was supported by dozens of lectures and presentations made during the Program by outstanding former and current leaders from various sectors.

Unerring selection of fellows with complementary backgrounds made my learning experience even more enjoyable and effective. Together with them I was thrilled to participate in all-encompassing discussions varying from revolutionising technological and scientific developments to emerging geopolitical trends and highly successful leadership cases. These vibrant exchanges of opinions reinforced my belief in thought leadership and how essential it is to progress in all realms. By getting to know the SFPS cohort I did not only expand my professional network but made life-long friends with outstanding human qualities and minds.

Furthermore, Singapore has a globally recognised brand of effective and efficient governance, which meets the needs of its society in a fast-changing world. As I familiarised myself with its story, I was impressed by the leadership

Moreover, the Programme enriched my understanding of Southeast Asia in terms of culture, political and socio-economic dynamics. My stay in Singapore was an eye-opening experience for someone who comes from Eastern Europe. In spite of the fact that I read sufficiently about the region, it can never substitute the real-life interaction with people on the ground, where everyday you learn something new. I was amazed by how much a small nation can offer to the world so that it attracts millions of tourists and a high number of businesses and investors on a yearly basis. This gravity creates a very special intermingling of cultures, languages and culinary traditions turning Singapore into a truly global hub.

All in all, SFPS was a once-in-a-lifetime experience that helped me acquire new knowledge, imbue me with enthusiasm and empower me as a professional. There are not many programs with so many facets, outstanding faculty and simultaneously taking place in a breathtaking location.

The Programme enriched my understanding of Southeast Asia in terms of culture, political and socio-economic dynamics.

Unerring selection of fellows with complementary backgrounds made my learning experience even more enjoyable and effective.

Chapter 8: Senior Fellow Testimonials

SF2

Monalisa Dimalanta Philippines

I was expecting to learn mainly from the Professors and the materials or readings required in class. While this expectation was indeed met (overwhelmingly in many instances!), there was an added bonus of learning so much from the rest of the Senior Fellows. The viewpoints and opinions shared in class are truly invaluable and could not have been possible without the generosity and openness from everyone involved. We are only half-way done but it has been truly an enriching experience. I cannot emphasise enough the relevance of the programme in today’s world — the courses are excellently curated to equip the Senior Fellows with tested as well as novel insights to face the challenges of public policy and leadership.

Qiu Aijun China

I enjoyed the experience so much because the teaching approach is new to me. The SFPS programme also helps participants identify their shortcomings and potential.

Syed Saddiq Bin Syed Abdul Rahman Malaysia

The SF Programme has been amazing. The lessons have been truly refreshing because they’re not like typical lectures.

You hear ministers and permanent secretaries speaking about their own personal experiences, how they navigate the jungles of bureaucracy and politics. How a permanent secretary would, for example, when the minister disagrees with some suggestions made by the civil service… navigate through all this. Because in the end, interests must be aligned… I’ve learnt things which I wouldn’t have elsewhere.

I have also learned “priceless” lessons from my fellow course-mates, many of whom are members of the Singapore civil service. There are also politicians and public servants from around the world, including a minister of Costa Rica.

Dini Widiastuti Indonesia

I enjoyed my experience immensely. The dialogues were so rich and it was also interesting to get point of views from colleagues from outside Asian countries, so we could compare our experiences and policies in our respective countries. I think the biggest takeaway is the optimism about this region, especially ASEAN and the importance of this connection and ASEAN as a platform that binds us, amidst our diversities. The SF programme is really worth your investment. It is a great way to investigate and allow time for in-depth exploration about issues that matter for decision makers in Asia. It provides a forum to connect with influential leaders from ASEAN and beyond.

Isra Sunthornvut

Thailand

Iwas honoured to be accepted in the second batch of Senior Fellows to take place from 14 September to 23 October 2020 in Singapore. Who would have known that COVID-19 would make our experience much more memorable?

One of the first questions asked was, would COVID-19 (at the time still equally referred to as Coronavirus) effect the classes? No one knew the answer, but all plans were aimed at classes proceeding as scheduled. Global and regional cases, along with lockdowns and restrictions in every country made it difficult to plan accordingly. But ingenuity, flexibility, dedication and determination made the improbable a reality.

Because of global travel restrictions and the concern for public safety, it was announced that classes would be separated into two parts; Part 1) online classes from 4 September to 9 October 2020, and Part 2) 22 March to 9 April 2021 in Singapore. I was impressed by the level of planning, rescheduling and coordination that took place to ensure we were able to proceed, and I applaud all the efforts taken by everyone involved who made this possible.

The online classes were smooth and informative, the information and knowledge shared was exceptional. The connections and bonding between classmates was awkward at first, but we made the best of what was dictated to us. We had a mixture of regular classes with informal sessions designed to familiarise ourselves with one another. And those informal sessions allowed us to know our classmates more than just as a picture and title in a brochure, they became more than just a face on a screen…they became friends.

Almost 5 months passed until the second part of the programme, though the COVID-19 situation improved in many parts of the world, strict travel restrictions still took hold. For those of us who chose to travel to Singapore for the classes, we faced stacks of paperwork and documentation to justify our travelling. We faced 14-day quarantines at facilities which remained a mystery right up until the

moment we stepped off the bus in front of the hotel. We faced travelling through empty and dark airports that felt you were catching a red-eye flight, but was actually in the middle of the afternoon. Travelling in the middle of a pandemic is an experience itself, but the prospect of becoming a LKY Senior Fellow made everything worthwhile.

Our batch didn’t have six uninterrupted weeks of learning and bonding, but we have our own memories and stories to tell, and we have our own experiences that (hopefully) no other batch will ever have to experience. We didn’t have Tai-chi or aerobics each morning, we had active classmates attending from various time zones virtually, some in the early (or late) hours of their night. We had a dozen of classmates quarantined after a participant received a false positive (thankfully) COVID-19 result on her arrival at her home country after the programme ended. We had our Laksa to cook, drinks to enjoy and…our song to butcher. Along the way, we learned from our esteemed professors and guest lecturers, and we learned from each other.

In a perfect world, our batch would have probably preferred to have the six uninterrupted weeks of classes and bonding. We would have forged stronger friendships and more memories. But in this imperfect world, in the middle of a pandemic, what our batch went through was pure perfection. Thank you to all the dedicated staff and professors who made this honour real. And a personal thank you to Professor Tan Yong Soon for accepting me into the programme and asking me to contribute to this piece; to Henry for patiently answering my barrage of (stupid) questions; to Celeste for teaching me the Singapore way of reserving your space in a food court; and thank you Louis for reaching out to me from the very beginning.

After four weeks in Singapore, travelling during COVID-19, staying in three different hotels and quarantining for 24 days in two different countries, it is an honour to be a Senior Fellow (SF2) from the Lee Kuan Yew School of Public Policy (LKYSPP), National University of Singapore (NUS).

Our batch didn’t have six uninterrupted weeks of learning and bonding, but we have our own memories and stories to tell, and we have our own experiences that (hopefully) no other batch will ever have to experience.

Andres Valenciano Costa Rica

The Senior Fellowship in Public Service Programme (SF Programme) is an outstanding opportunity for public officials looking to advance their understanding of how the world is changing and improve their capacity to lead their organisations through this rapid evolving environment. During my time as the Executive President of INA — the institution responsible for technical and vocational education and training (TVET) in Costa Rica and as Minister of Foreign Trade I benefited enormously from my participation in the SF Programme. The experience allowed me to learn from public and private sector leaders who have made Singapore a global successes story and use those lessons as I support the transition of my country towards a more inclusive, sustainable, and resilient society.

are shaping our world.

As a public official dealing with social and political constraints on a daily basis, it was very inspiring to hear from practitioners who have themselves struggled and overcome similar issues as they implemented policies and guided institutions through complex reforms. I was also able to share lessons learned from my country’s history and how it has become a leader in conservation and sustainability, and an example of an export driven development model. The diverse faculty and guest lecturers allowed participants to get a comprehensive view of how global affairs and mega trends such as climate change, urbanisation,

and the ongoing COVID-19 pandemic are shaping our world and how forms of leadership and governance are required to address such challenges.

The SF Programme provided a unique insight of the challenges faced by leaders as they deal with the complexities of globalisation in the 21st century. As a Minister of Trade, the knowledge and lessons shared by successful policymakers from Singapore proved to be really beneficial as I work with a diverse team of individuals to direct Costa Rica’s post-accession strategy towards the Organisation for Economic Co-operation and Development (OECD) and continue strengthening our trade relations with countries around the world. The real-world strategies discussed in class gave me an in-depth understanding of how countries are implementing foreign and domestic policies to drive their competitiveness and improve the wellbeing of their citizens.

to engage in discussions and debates with fellows from all around Asia and the Middle East.

Being a participant from the western hemisphere, it was enlightening to engage in discussions and debates with fellows from all around Asia and the Middle East. Cognitive diversity and dissenting ideas allowed us to analyse geopolitics and evaluate public policies from different perspectives, enriching my understanding of how to manage globalisation and economic integration. Discussing historic and current economic events through the eyes of participants from various countries was extremely valuable for my role as Minister of Trade working to connect Costa Rica through trade and commercial relations with the rest of the world.

Now as an alumni, my outlook on leadership and policymaking continues to be enriched by interactions with co-fellows from the SF Programme and the amazing network of public and private sector from around the world who are part of the Lee Kuan Yew School of Public Policy.

The diverse faculty and guest lecturers allowed participants to get a comprehensive view of how global affairs and mega trends…

Being a participant from the western hemisphere, it was enlightening

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 8: Senior Fellow Testimonials

Attending the LKYSFPS is a privilege. Firstly, to cultivate knowledge and experience from the participants as well as from the esteemed presenters, who have real-life experience in the civil service and policy decision-making. The programme is designed to be reflective which is essential for senior leadership growth. It also broadened my perspectives and underscored the importance of flexibility, agility and visionary thinking to deal with the unknown-unknowns of the complex future.

I feel honoured to be part of the LKYSFPS. I appreciate the quality of lectures from the world-class professors from LKYSPP, NUS, SUTD and NTU and all distinguished speakers. This “integrated” programme covers a wide range of policy issues, including our personal well-being. It is a 360-degree examination of how far we’ve come as leaders. Participating in class discussions allowed me to grow intellectually, thus strengthening my confidence going forward. I treasure the friendship with my fellow classmates — the wonderful time we spent, the memories we made, which will last a lifetime. The caring and sharing of the SF3 family makes me feel I finally belong.

The LKYSFPS provided us with the opportunity to revisit the concepts of leadership from all theoretical and practical aspects, to listen to experts and share experiences among countries. As a young leader in the public service, I have been inspired by the way Singapore has tackled the demographic changes facing societies in recent years. Challenges such as aging, declining fertility, public health and mental health require early intervention and fundamental changes in public policies and cross-sectorial strategies. Most of us have always assumed that social well-being in terms of achieving financial independence and the ability to have more time for life comes easily. When a person can contribute for a longer time, the better life he lives. It is time to reset priorities as individuals and as societies and act accordingly to produce meaningful lives.

The LKYSFPS is indeed an impactful learning experience. Aside from the valuable academic learning outcomes gained, all Senior Fellows have benefitted most from the bonds and networks formed with participants from different backgrounds and countries that have been built through this programme. Sincere compliments to the Programme Director, Professor Tan Yong Soon together with all his dedicated and hardworking team members for the wonderful design and smooth running of the programme. Special salutation and tributes to all our Singaporean colleagues/friends for their unwavering warmth, commitment and hospitality to make all of us, the international participants treasure and relish our time in Singapore.

It has been a long while since I have taken time from work to learn and reflect on issues broader than my professional remit and debate with outstanding professors and colleagues. The LKYSFPS sabbatical has rejuvenated my leadership journey in terms of renewing my leadership mission and conviction to effect meaningful change. The clarion call for us to make a difference in our respective organisations and in ASEAN and Asia is inspiring. The SF programme is much more than an outstanding learning experience, it is a rare and unique opportunity to meet, bond and forge friendships with public and private sector leaders in Singapore and beyond. Thank you dear facilitators and all my wonderful Senior Fellow friends for making the LKYSFPS a truly memorable and life-changing experience!

The six week SF programme deepened my knowledge of leadership and understanding of governance, technology and politics. It has shed light on how all these themes interact and relate with each other and affect the running of a country. What made the SF special was the informal programme comprising social activities organised by senior fellows. I am touched by the kind hospitality of my fellow Singaporean course-mates who went the extra mile to help me better understand their country and culture. I will go back to my country Jordan and to my organisation UNRWA, and tell the story of Singapore and the LKYSFPS to everyone around me with much admiration and aspiration. Leadership is key and I will always Think People, Think Excellence and Think Future (Lim Siong Guan).

The whole LKYSFPS learning experience was an enriching, immersive and engaging one. The lessons were meticulously delivered with deep passion by the very knowledgeable professors and distinguished speakers. They provided a good blend of academic rigour, real-world applications and personal experiences. It really got me thinking about policymaking, governance and leadership through reflections and self-discovery. Above all, this was the beginning of a lasting friendship forged amongst all Senior Fellows coming from 12 different countries. Everyone was incredibly fun, driven to learn and passionate to share. It was amazing how friendships and great things were achieved in such a short time. Certainly, one of my best learning experiences.

Ahmaddin Abdul Rahman Brunei

Abdulla AI Ameri UAE

Oruba Subhi Al Musa Jordan

Vongthep Arthakaivalvatee Thailand

Azman Bangkol Brunei

Phyllis Chua Singapore

Chua Sze How Singapore

The LKY Senior Fellowship Experience: A Collection of Reflections

Chapter 8: Senior Fellow Testimonials

Attending the SF programme gave me a unique opportunity to learn first-hand the psyche of the Singaporean people.

A melting pot of heritage, culture and religion, carefully nurtured not by assimilation but by integration, the people of Singapore, headed by the visionary Lee Kuan Yew, transformed a once obscure island nation to a first world country truly worthy of praise and emulation.

Every Singaporean I interviewed — public servants, business owners, food servers, taxi drivers and students were very content on how their leaders govern their country. They cited good governance, access to education and the eradication of graft and corruption at all levels of government as the cornerstone of their rapid development.

As humble as they are proud, most will agree that Singaporeans found their special place called “paradise” here on earth.

Adelio Angelito Soriano Cruz

Philippines

It has been a privilege for me to participate in the LKYSFPS. I learnt a lot from experts across various disciplines and esteemed speakers with vast experiences. As senior leaders from government, organisations and private sectors, we hope to use this new knowledge and insights to inspire future generations to excel and to continue building a successful and pragmatic public service and a resilient private sector, not only in region but globally. I shall always remember a key takeaway from the course: “If we want to go fast, go alone. If we want to go far, go together.”

Dam Dariny

Cambodia

I have learnt much from the sharing by current and former ministers, top civil servants and professionals at the LKYSFPS. They shared their in-depth knowledge, wisdom and leadership on how they played a role in developing and transforming Singapore. I am impressed by the social-economic development of Singapore, the harmony among its multi-racial citizens and its unique role as a nation state. Initially, many people wondered how such a programme would be relevant to me, a private sector executive. Having gone through the programme, I am convinced and I recommend the programme without reservation to private sector executives as it provides valuable and relevant insights and perspectives in a wide range of domain areas.

Fong Chi Wah Hong Kong

The LKYSFPS offers the benefits of an invigorating sabbatical and an energising esprit along with first-rate discourses on diverse issues and a high-touch bonding experience. A LKY Senior Fellow, having completed six weeks of intellectual engagement and joyful fraternising, graduates from the programme refreshed in outlook and spirit. The LKYSFPS has seeded in every Senior Fellow the mindset of relentless learning and the need to own the learning as leaders ourselves. While Senior Fellows may step forth with a fresh outlook and a refreshed spirit, we are in fact path-finding our way into yet another phase of a lifelong journey of learning, post-LKYSFPS.

Teck Seng Singapore

The LKYSFPS is a well-curated platform that manifests the conundrum faced by senior leaders in delivering their calling in public service. Encompassing a wide range of modules, the leadership module was of particular relevance to all the Senior Fellows. The most pertinent quotes that stood out for me was — “Leaders should lead from the front, lead from the side, lead from behind, lead within.” (Lim Siong Guan) Beyond the knowledge gained, the friendships forged have made the fond memories unforgettable. Thank you LKYSPP and Singaporean Senior Fellows for the warm welcome and hospitality throughout our stay in Singapore.

Having heard various inspiring distinguished speakers, one common thread grew apparent: Trust. From leadership, COVID-19, tripartism, to international negotiations, the importance of building and sustaining trust was constantly emphasised, implicitly or explicitly. Afterall, trust is the most important asset of the government, and an important condition for success. And trust needs to be earned, through good intentions + good delivery + making good on what you promised to do, always. Building relationships helps too, like the strong bonds the Senior Fellows forged during the programme, as we journeyed from strangers to friends.

Soo Pei Singapore

The experience of being part of the LKYSFPS has been more invaluable than words can express. I was truly impressed by the rich diversity of lectures and distinguished speakers we had in our classroom. The lecturers’ passion and their dedication to public service and nation building was truly inspiring. I was also enriched by the diverse insights shared by the senior fellows from different countries. The active interaction among the Senior Fellow friends outside the classroom to build lasting bonds was also an integral part of the programme. Last but not least, I sincerely appreciate the attentive support provided by the administrative team of LKYSPP.

The LKYSFPS was intensive and immersive. The overseas Senior Fellows were generous in sharing their experience and insights. Each country has different strengths and faces different challenges. I am encouraged and inspired when I see the passion in each of the Senior Fellows to want to make a difference in the country they serve, in improving the lives of their people. It was heartening to see the Senior Fellows challenge and encourage each other to partner and collaborate to make ASEAN and Asia a better place. To all fellow participants, remember the famous quote by John F. Kennedy, “Ask not what your country can do for you — ask what you can do for your country. With a good conscience our only sure reward, with history the final judge of our deeds, let us go forth to lead the land we love, asking God’s blessing and His help, but knowing that here on earth God’s work must truly be our own.”

Cindy Koh Singapore

Goh

Suriyati Junaidi Brunei

Kho

Hirokazu Kobayashi Japan

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 8: Senior Fellow Testimonials

The SF3 was a most enriching experience, with great camaraderie among the Senior Fellows and deep insights from the learned experts and leaders. The course provided room for our leadership reflections and created a community for our ongoing leadership journey.

Kong Kum Peck Singapore

Being part of the prestigious LKYSFPS was one of the best learning experiences I have had. I was impressed by the line of distinguished speakers and lecturers that were all top experts in their fields. The discussions impressed upon me the importance of strong leadership to provide better public service and contribute to the well-being of our nation and the global society. Having a diverse group of talented senior fellows enhanced our learning experience given the exchange of views from different contexts and experiences. After six weeks, valuable friendships were built and we left the programme with a sense of togetherness. I am certain that the spirit of collaboration will continue to be alive way after this programme.

Ranitya Kusumadewi Indonesia

I was immensely impressed by the line-up of professors and distinguished speakers. Their candid sharing enabled me to sharpen my thoughts on leadership and strategic matters. My learning was further enhanced by the intellectual sharing and questions raised by fellow participants who brought to the discussion different perspectives from their respective roles and countries. The spontaneity of all participants, especially outside of classes, elevated this fellowship to another level. I have no doubt SF3 fellows will continue to remain connected after the course. My sincere appreciation to the team led by Professor Tan Yong Soon, for all the hard work and for breaking down barriers to bring to fruition a physically conducted SF3 during the COVID-19 context.

Lee Su Peng Singapore

The LKYSFPS provided a good balance between coming to terms with the current realities and disruptions while offering inspiring elements for us to go forward with a clearer sense of mission, shared understanding and sustainable partnerships. The breadth and depth of talent, intellect, strategic thinking, warmth and humour in this cohort is inspiring and it has been my honour and privilege to have been part of SF3.

Lee Wai Kin Singapore

The six weeks of the LKYSFPS were precious as we learnt how as leaders, policymakers, business people and country citizens, we can unpack and navigate the challenges of tackling Whole-of-Nation (WON) issues. WON issues are also linked to geopolitics and so an appreciation of the regional and global contexts is invaluable in broadening our perspectives to analyse, ideate and reflect. Consequently, the quality of questions and commentary exchanged; supported by the wealth of resources shared with and by Senior Fellows has made this a stellar course. More significantly, course mates begin as classmates and graduate as friends. As we remain mindful of our role in serving WON, we hold close the leadership lessons. Indeed, the LKYSFPS is a learning experience like none other.

The LKYSFPS brought together people with diverse experiences and expertise, and provided the platform and opportunity for participants to acquire new knowledge, build networks and learn from one another. The sharings by the international senior fellows offered valuable insights on their unique challenges, concerns and policy considerations. In the process, it opened our eyes to new perspectives, challenged our own mental models and assumptions, and enabled us to discover areas of common interests and opportunities for further learning and possible collaborations. I hope that when we return to our countries and workplaces, we will be the positive influencers to those around us and be powerful agents of change and innovation.

We had many deep dives into various subjects. The deepest dive, was probably into the subject of camaraderie-building. We visited more than 20 places, hunted for good eats, or simply the chance to relax and chat. Leadership and camaraderie are two sides of a coin. Leadership and camaraderie are both journeys, not destinations. As leaders, we must not leave camaraderie to chance. With camaraderie and well-nurtured relationships, leadership need not be a lonely journey. A big thank you to all Senior Fellows, distinguished speakers, LKYSPP faculty members, and all support staff from the school for making this course a tremendous success!

The LKYSFPS has more than lived up to its aim to provide a unique space for senior leaders across the public, private and non-profit sectors from varied national contexts to forge networks, learn together, and engender new ways of thinking and leading. I have learnt much from fellow leaders of diverse backgrounds, on how they have exercised their leadership in their respective context, their highs and lows, what worked and what did not, and their concomitant considerations. The LKYSFPS has ignited the conviction in us to be bold, to take strategic perspectives for the sustainability and long-term survival of our organisations and country. In the words of Professor Lim Siong Guan: “Leadership is making good things happen, that on their own would not happen”, and going forward, I am sure that we are all inspired to do so in the way we lead in our organisations.

Loke-Yeo Teck Yong Singapore

It is indeed an honour to take part in the prestigious LKYSFPS. It is also an affirmation of my values to my organisation that they are prepared to invest in my training and development, to be a better senior leader. I feel that SF3 has provided a handy platform to unite senior leaders of ASEAN and beyond through the friendship bonds forged during our six weeks together. Through my interactions with fellow SF3 participants, I now have a better understanding of the different cultures that each of us come from, and the challenges facing our countries. This will help me in my future engagements with foreign counterparts in my professional capacity.

Sarif Matserudin Brunei

Dayna Lim Minn Singapore

Lim Zhi Yang Singapore

Ling Young Ern Singapore

The LKY Senior Fellowship Experience: A Collection of Reflections Chapter 8: Senior Fellow Testimonials

It has been a privilege to be on the third run of the LKYSFPS. The course was intense, insightful and invigorating with a robust syllabus relevant to both public and private sector leadership. Professor Lim Siong Guan’s module on leadership and his motto to “Think People, Think Excellence, Think Future” left an indelible mark, for us as leaders, to keep our hearts in the right place, our minds focused on the road ahead.

I also greatly benefitted from the sharing and interactions amongst the Senior Fellows. The group bonded through numerous outings and built a strong friendship which we will all hold dear beyond the programme.

Through the LKYSFPS, I learnt that the small size of Singapore’s landmass and population have spurred Singapore to always strive to be relevant in the regional and global context by continuously reviewing what it has been doing in its journey as a nation. Singapore’s leaders are determined to invest heavily in human capital, as it is the only driving force to make Singapore relevant in the region and beyond. The LKYSFPS has provided a platform for all participants to interact, mingle, and build a strong bond of friendship. While the materials shared throughout the sessions sparked me to continue serving my country, the friendship developed amongst all participants is indeed one of the most defining aspects of the programme . The established friendships, I believe, is the bedrock to enhance cooperation amongst all the participants countries represented and further cement the mutual understanding amongst us.

The LKYSFPS experience is distinctive and truly unforgettable. The well planned modules on leadership, governance, national security and technology deepened our perspectives. The intellectual rigour of the presentations and discussions forced us to think beyond our comfort zone and challenge assumptions. More importantly, I enjoyed the friendships and networks forged with fellow participants which will leave a lasting impression in my personal and leadership journey for years to come. The LKYSFPS has certainly galvanised me to Think People, Think Excellence and Think Future!

Cambodia

Leadership is about answering a calling to make good things happen, and — in the process — to invite others to join in the cause. But leadership itself is often also about paradoxes too. Being a leader is living the paradox; in order to lead, you have to serve; in order to be the fastest, you have to empower the slowest; in order to reach the top, you have to strengthen the bottom; and in order to create unity, you have to unite the scattered. That is leadership. And this Fellowship is a renewal to that calling: to give meaning to leadership in today’s world.

The immensely powerful learning deep dives we took during the LKYSFPS have given us renewed perspectives on the importance of data analytics and thought processes. These are some of the must-haves in strategic decision making with foresights and sense making. From a practical standpoint, these insightful know-hows are very relevant to today’s ever changing and dynamic business world. The joy of seeing fellow team mates completing the 127.7km Henderson Waves-Kent Ridge-Mount Faber Trail together was priceless! “A journey of a thousand miles begins with the very first step” — Laozi. All said, it is the leadership’s ability to seek and harness knowledge collectively that determines the destiny of mankind. “Knowledge reshapes Destiny” — Li Ka-Shing.

The LKYSFPS is a much-welcome “reboot”. For some of us in the civil service who spent many of our working years in government. It is not unusual to hear “been there, done that”. For some, the spirit wanes. This is why the programme is like a booster shot. It broadens your horizons. The teachings resonate, and the use of cases inspire. Your thinking is challenged, your priorities reassessed, and you get to be reminded of your True North — of what brought you to public service in the first place.

The LKYSFPS provided rich insights on leadership and governance. It helped me to realise that a country can have the smartest people, the best policy ideas, and the most valuable natural resources in the world. However, this does not guarantee that the country and its people will live happy lives. In order for a country to prosper, effective leadership is essential. You need leadership to transform those policy ideas into reality, you need leadership to put the smart people to work together for a common cause, you need leadership to take advantage of the natural resources in a responsible manner. How then does one become an effective leader? You begin by transforming your heart, so that it is full of vigour, kindness and hope.

Adrian Ng Singapore

Norodom Buddhapong

Yanuar Nugroho Indonesia

Mary Jean T. Pacheco Philippines

Ferry Akbar Pasaribu Indonesia

Eason Phan Malaysia

Gabriel Silva Panama

The LKY Senior Fellowship Experience: A Collection of Reflections

Chapter 8: Senior Fellow Testimonials

Can an empty cup pour out water onto others who need it? It cannot. It first needs to find a water source which can fill it. Not just once. Continually. Forever. Can a depleted powerbank give power to others who need it? Likewise, it cannot. It first needs to find a power source which can fill it. In the same manner, from the LKYSFPS, I am reminded by Professor Lim Siong Guan, that leaders ought to be mindful of our energy levels, be it physical, mental, emotional or spiritual, and find sources of continual replenishment in order that we will not run on empty. But when continually filled, we may be able to give our best towards the mission and the people we serve.

Karam Singh Singapore

The book “The Leader, The Teacher & You” by Professor Lim Siong Guan has been sitting quietly in the corner of my bookshelf for many moons. Never did I expect that I would have the privilege to listen and engage in lively discussions with Professor Lim on leadership. His lesson on “Success” stood out for me. How do you measure success? and why do people or companies fail? No individual or company sets out to fail! Yet, we often go into the trap of doing things that give us the most satisfaction or immediate results, procrastinating or not doing enough on important things that take time, effort, patience, conviction and perhaps courage like investing in relationships or making a bold change to build resiliency in the organisation. Reflecting on my role as a wife, mother, and supervisor at work, I think David Brooks’s concept of “Adam I” in the book, “The Road to Character,” has been taking the centre stage for too long. The time for “Adam II” to take over is long overdue.

Sung Pik Wan Singapore

This programme arrived timely as I just took on a new role, which requires me to lead and drive organisational excellence. Through the open and robust discussions among academia, experienced practitioners and participants, both locally and overseas, I have gained much new insights and knowledge pertaining to leading in today’s VUCA world. Many of the topics such as technology and innovation, mental capital and communications are very relevant and critical for leaders today to embrace and uncover ways to harness its full potential. To me, a leader is called upon to lead, especially in a crisis. If you are to lead, step up and take to the stage. Coupled with knowledge be prepared to take measured risks too. Don’t waver and lead genuinely for the betterment of your followers.

Jeanie Tan Singapore

From the LKYSFPS, we learnt that leadership in today’s complex world requires public servants to have the courage to go back to the basics, be clear on their roles and to sense-make amidst constant changes in the new normal. Trust is the most important currency for long term relationship between the public servant, political leaders and the civil society stakeholders. Honour is the foundation of trust and this must be backed by ethical leadership. As public servants, we need to build relationship responsibly, As leaders, we need to practice self-care and manage our energy, not just our time.

Tan Sze Wee Singapore

Truly, the SFPS has left a deep and profound impact on my leadership journey in terms of the new insights gained on leadership, governance and national security. It has been a remarkable privilege to have found so many friends, both local and foreign. The rich networks formed will continue to enrich our lives beyond the course. It is now up to us to put into practice the lessons learnt, and lead in thinking people, excellence and future as we pursue a better, stronger and more connected ASEAN and Asia.

Tan Wee Beng Singapore

I was inspired by the many experts who came to share so generously with us, whose passion and dedication to their work is palpable, whether it be sharing their insights on leadership and governance issues, or promoting technological innovations. I have found encouragement and comradeship from my interactions with fellow participants. Regardless of our backgrounds, nationalities and designations, a common thread connects us, and that is the fact that we love our country, we love what we do, and we want to do right by the communities we serve as leaders, be it the private, public sectors. The specific challenges we face may be different in nature and scale, but through this course, we have had a chance to learn from one another, establish a network of contacts, and begin conversations, which I hope, will help us co-create solutions to some common challenges we face.

Sandra Tong Li Yen Singapore

The LKYSFPS is marked by its rigorous curriculum, excellent professors, and experienced Senior Fellow leaders. I appreciated the site visits to the Singapore Food Agency (SFA) and Advanced Remanufacturing and Technology Centre (ARTC). I gained new leadership insights from visionary leaders like Professor Lim Siong Guan and Professor Tan Yong Soon who shared valuable lessons from their wealth of experience. These insights are hardly ever found in books or other courses. As Professor Tan said: “A leader doesn’t have to be a master of everything but must be able to take on multi-perspectives”. My LKYSFPS journey has inspired me to lead with a compelling vision and to remain open to different perspectives. I will encourage more Vietnamese government officials to participate in future runs of the programme.

Vu Thi Huong Vietnam

About the Editors

Tan Yong Soon is Professor in Practice at the Lee Kuan Yew School of Public Policy and the founding Director of the Senior Fellows in Public Service Programme.

He has held the positions of Permanent Secretary for National Climate Change in the Prime Minister’s Office, Permanent Secretary in the Ministry of the Environment and Water Resources, Chief Executive Officer of the Urban Redevelopment Authority, Deputy Secretary in the Ministry of Defence and the Ministry of Finance, and Principal Private Secretary to the Prime Minister before retiring in 2012 after more than 35 years in public service.

Adrian Ng See Woei is Senior Director of the North East Asia Division at the Ministry of Trade and Industry. Throughout his 20 years with MTI, he has covered various regions including North America, Europe, Middle East and South Asia and participated in various free trade agreements (FTA) negotiations including the Transpacific Partnership Agreement, the EU-Singapore FTA and the China-Singapore FTA. He has done stints with the Economic Development Board and also the private sector in the smartcard industry.

Dayna Lim Minn is Director, Special Education Branch, Special Educational Needs Division, Ministry of Education. Over 20 years in service, she has contributed to different contexts, which include school leadership as well as curriculum design and implementation. Previously, she served as Principal of Temasek Secondary School. Presently, she works with the government and community funded Special Education Schools and supports them in the areas of curriculum and policy.

Lim Zhi Yang is Deputy Head (Policy and Operations) at the Elections Department. In his 18 years in the Civil Service, he has served in various Ministries and Statutory Boards including the Ministry of Manpower, Ministry of Home Affairs, then-Ministry of Environment and Water Resources, then-Singapore Workforce Development Agency, and A*STAR.

Phyllis Chua Suan Gek is Principal of Catholic Junior College (CJC). With more than 25 years in the Civil Service, she has served in different senior leadership postings within MOE covering Special Education, Psychological Services, Organisation Development and Personnel Talent Development. Prior to helming CJC, she was Principal of Tanjong Katong Girls’ School. She has done secondments to other ministries including the Ministry of Foreign Affairs and then Ministry of Information and the Arts.

In the increasingly volatile, uncertain, complex and ambiguous (VUCA) world we live in, a world that is globalised and yet fragmented, a world faced with grave economic and political challenges, it is even more important that today’s leaders have the ability to make confident decisions to unlock opportunities and create new possibilities.

The LKY Senior Fellowship Programme is designed to prepare senior leaders for such challenges. It aims to provide leaders with deep insight into leadership and governance, in an intensive, immersive, transformative and rewarding learning experience. It also creates opportunities for them to work on their physical and mental well-being, to network and socialise, and to reflect on their lives and careers.

Tan Yong Soon Professor in Practice Programme Director Senior Fellows in Public Service Programme LKY School of Public Policy, NUS (extract from the Introduction)

Please read this book. You will learn many new insights about leadership. You will also discover the benefits and joys of taking part in the Senior Fellowship Programme at the LKY School of Public Policy.

Professor Tommy Koh Ambassador-At-Large Ministry of Foreign Affairs, Singapore

This book, “A Collection of Reflections,” is a compilation of essays by participants of the LKY Senior Fellowship Programme. Written with insightful perspectives developed from talks and lectures, it captures the challenges and practical realities of implementing public policies. The LKY Senior Fellowship is a useful programme for all senior and future leaders.

Chew Gek Khim Executive Chairman The Straits Trading Company Limited

Participants in the LKY Senior Fellowship Programme come from diverse backgrounds and experiences, which add colour and meaning to the quality of their contributions and the benefits they derive. Deep learning and broad perspectives are gained as there are no set answers to the issues discussed, but a thorough ventilation of the multi-sided aspects of public policy.

J Y Pillay Chairman Council of Presidential Advisers, Singapore 2005–2019

These days we rely on technology more than ever. But mastering technology brings not only benefits — it is also the privilege and responsibility. It is absolutely a must for the civil servants, government officials, top managers in the leading companies to understand the trends and future directions for the modern industries. It was really exciting to be part of this education program. Moreover, it was the most enjoyable as the Senior Fellows were very receptive, curious and even provocative at times. Brings an atmosphere of very productive, dynamic and fruitful discussion.

Konstantin Novoselov Nobel Laureate in Physics

Tan Chin Tuan Centennial Professor, NUS