SMRT

[LionFlyer]

Teo Chee Hean -> Lui Tuck Yew -> Ronnie Tay -> Chew Meng Leong.

Ronnie Tay is in NEA now.

Having worked for one of them before, my observation are that they are competent, "don't rock the boat but keep things humming along" managers, like the majority of Singaporean PMETs.

But is that good enough going forward? I don't mean this as a ELITE versus normal people argument, but as a general observation, Singaporeans are generally efficient and good at executing, but at the CxO level, there is a deficiency in what I would call "visionary" or "exciting" leadership. Perhaps it part culture and perhaps it has to do with how our economy is structured.

[sgd]

Experts can solve problem but they are not magician, solving problems need money is government committed to spend? If experts say need to build another parallel track is government willing to pay it or not?

[corydorus]

Teo Chee Hean -> Lui Tuck Yew -> Ronnie Tay -> Chew Meng Leong.

Ronnie Tay is in NEA now.

Having worked for one of them before, my observation are that they are competent, "don't rock the boat but keep things humming along" managers, like the majority of Singaporean PMETs.

But is that good enough going forward? I don't mean this as a ELITE versus normal people argument, but as a general observation, Singaporeans are generally efficient and good at executing, but at the CxO level, there is a deficiency in what I would call "visionary" or "exciting" leadership. Perhaps it part culture and perhaps it has to do with how our economy is structured.

Agreed. From my experience, FTs senior management in MNCs are generally more visionary and strategic while locals are more petty and execution based. We need more FTs for such positions. While not all are good, on average they fare better.

[butcher]

Teo Chee Hean -> Lui Tuck Yew -> Ronnie Tay -> Chew Meng Leong.

Ronnie Tay is in NEA now.

Having worked for one of them before, my observation are that they are competent, "don't rock the boat but keep things humming along" managers, like the majority of Singaporean PMETs.

But is that good enough going forward? I don't mean this as a ELITE versus normal people argument, but as a general observation, Singaporeans are generally efficient and good at executing, but at the CxO level, there is a deficiency in what I would call "visionary" or "exciting" leadership. Perhaps it part culture and perhaps it has to do with how our economy is structured.

I was once a regular in the Navy. Joined during Lui Tuck Yew era and left during Chew Mun Leong time.

[sgd]

maybe it's time for PRT system here. smaller than LRT

Suitable for a small place like singapore. Maybe operate short distances in high crowd density areas during peak hours doesn't take up much space.




https://en.wikipedia.org/wiki/Personal_rapid_transit

we could have several different operators for PRT each designated an area to operate in but connected in a way where some stations are near to each other so some commuters if they want to travel short distance may choose this instead of using MRT thereby you alleviate the load and over crowding problem and in a way you are also building redundancies if SMRT down, hang or whatever people still have other indirect options of travel.

[Belg]

For all we know, this might just be a sad truth of our train system.

Just overheard, the power trip could just be an overload trip. I.e. our system cannot cope with this growing population.
So no surprises that it happened during the peak period when the load is the highest.

[LionFlyer]

Agreed. From my experience, FTs senior management in MNCs are generally more visionary and strategic while locals are more petty and execution based. We need more FTs for such positions. While not all are good, on average they fare better.

I left to do consulting which gave me the opportunity to interact with CxO levels overseas. To be honest, while the caliber is not uniformly great (and I am under no illusion that some are just good at marketing themselves), foreign CxOs tend to be better "communicators" with their peers, shareholders, Board and employees and have a finer appreciation of their strategic role and a willingness to leave their mark.

Our system here is geared towards folks who can "work the system well" and rewards that. Whether is it from streaming and scoring perfects As to being able to execute a plan. That's not a bad thing; a bias towards executing and delivering results is a good. But I think we need more. Perhaps it is a cultural thing. There are exceptions, but the profile of an local CxO is one that is business savvy/crafty, being able to and demands outcomes, inscrutable to all but his inner circle. I would not use words like "leadership" or "inspirational/visionary" to describe them.

[brattzz]

WE NEED JAPANESE/GERMAN RAIL ENGINEERS now!
Solve our current problem first!

Not another CEOs/CDOs/$@#$@#$!!! please sir!!!

[jjlim84]

For all we know, this might just be a sad truth of our train system.

Just overheard, the power trip could just be an overload trip. I.e. our system cannot cope with this growing population.
So no surprises that it happened during the peak period when the load is the highest.

does this overload refer to the train takes more passengers than it should (a design weight problem)? Or the train runs longer distances or at faster speeds in order to meet the frequency at peak hours?

[Belg]

For all we know, this might just be a sad truth of our train system.

Just overheard, the power trip could just be an overload trip. I.e. our system cannot cope with this growing population.
So no surprises that it happened during the peak period when the load is the highest.

does this overload refer to the train takes more passengers than it should (a design weight problem)? Or the train runs longer distances or at faster speeds in order to meet the frequency at peak hours?

Yes, it refers to the train not being able to take more passengers than it should. Thus, it might explain why the MRT is moving about much slower than in the past.