NTUC EnterpriseNTUC Enterprise

Leading in Multiple Paradigms

19 September 2016

Your Leadership Challenges

2

Management and Leadership

Intermediating Paradigms

Developing Leadership and Managerial Effectiveness

Inspiring a Shared Vision

Developing Employees

Leading Teams

Guiding and Managing Change

Managing Stakeholders and Politics

Operating Context

What is Leadership about?

3

What to Do

Mobilizing People Doing It

What is Leadership about?

4

Developing the VisionStrategy

Sharing the Goals

Communication

Gaining Support

People

Delivering Success

Operational

5

Transformational & Transactional Competencies – The ‘Great 8’

LeadershipFunction

TransactionalManagement Focus

TransformationalLeadership Focus

Developing the VisionStrategy

Analysing & Interpreting

Creating & Conceptualising

Sharing the GoalsCommunication

Adapting & Coping Interacting & Presenting

Gaining SupportPeople

Supporting & Co-operating

Leading & Deciding

Delivering SuccessOperational

Organising & Executing

Enterprising & Performing

Knowledge, Skills and Wisdom

Episteme Techme(Tacit)

------------Phronesis

MetisSunesis

MOVE TO NTUC INCOME2017-2013

7

2007 Income’s Cultural Revolution

8

What we wereNot Good at

Teamwork

Trust

Execution

Independence of Thought

Ownership

Achievement-Orientated

What we wereGood at

Culture (Hofstede’s Framework)

Femininity

Power Distance

Uncertainty Avoidance

Individualism vs Collectivism

9

Top down Approach; Seniority; Rank;

Formality

Expects clear procedures; Conflict avoidance; Preserve

Status Quo; Safe

Nurturance; Work to Live; Work-life balance; Collaboration instead of

competitiveness

Conformity to group norms;

consensus

Our Branding

Smart & ProfessionalColorful & ContemporaryActive & Energetic

Simple andUnprofessionalDated and BoringInactive andLow in Energy

Stable & SecureHonest & TrustedCaring & Passion for people

Risky and InsecureDishonest and Not TrustedNot Caring and Insensitive

Where is Income now?

Where does Income want to be?

10

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The Next S-Curve 2011- 2013

2007 2011 2015

Declaration Cultural Revolution Our Vision & Mission Charter Principles Brand Alive! Service Alive! Commercial & Market Share Success The House

The House Advocacy Claims Philosophy Plain English Contracts Fair Dealing Branding Project Orange Online/Mobile Strategy Customer - One View

Excellence

Extraordinary

12

NTUC Income’s Orange Revolution

Industry NTUC Income

Highly Incentivized & Aggressive Distributors

Orange Revolution

13

Organisational• Next cycle of change • Thriving & flourishing social enterprise

People• Fully Engaged Employees • Sense of direction & purpose

Customers• WOW experience • Strategic & local level• Our DNA but also a smart thing to do

Strategic• Change the rules of the game• Compete differently• Next S curve

MOVE TO NTUC ENTERPRISE

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Singapore Labour Foundation (SLF)

National Trade Union Congress (NTUC) 62 Unions

Shareholders

Holding Company

Social Enterprises

MINISTRY OF HEALTH

Statutory Boards (Role: Health Promotion, DrugRegulation, Scientific Services)

Health Promotion Board

Health SciencesAuthority

Professional Boards(Role: Professional Regulation)

Singapore Medical Council

Singapore NursingBoard

Singapore PharmacyBoard

Singapore Dental Council

Traditional ChineseMedicine

Practitioners Board

Allied Health Professions Council

Optometrists and Opticians Board

MOH Holdings

Agencies(Role: Shared Services)

Agency for IntegratedCare

Integrated Health Information Systems

Singapore Clinical Research Institute

Health and MedicalPractice Insurance

Public Healthcare Clusters

(Role: Healthcare serviceprovider)

Alexandra HealthSystem

Eastern Health Alliance

Jurong Health Services

National Healthcare Group

National UniversityHealth System

Singapore Health Services

MOH & the Public Health Family

Includescorporatisedhospitals,polyclinics,specialty centres

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MOH’S Vision, Mission & Goals

10

MOH’s Mission:• To Promote Good Health and

reduce illness

• Ensure that Singaporeans have access to good andaffordable healthcare that is appropriate to needs; and

• Pursue Medical Excellence

To Live Long, Live Well and

with Peace of Mind

Better Health

Better Value

Better Care

MOH’s Organisation StructurePolitical Leadership Minister Gan Kim Yong

SMS Amy KhorMOS Lam Pin Min

Parl Sec Muhd Faishal Ibrahim

Senior Management PS Tan Ching Yee 2PSNg Chee Khern DMSBenjamin Ong

DSes Teoh Zsin Woon and Lai Wei Lin

Professional GroupPolicy and Corporate GroupAged Planning Office Healthcare Financing Manpower Planning & Strategy Operations Group• Emergency Planning & Response• Resource MgmtPlanning Group• Systems Gov & Planning• Health Information• Policy Research & Econs• Infra Planning and PolicySector Devt & Commissioning Corporate Functions• Corporate HR &Services, Infocomm• Corporate Comms• Legal Office, InternalAudit, etc

Public Health Group• Epidemiology & Disease

Control• Communicable DiseaseHealth Services Group• Primary & Continuing Care• Hospital ServicesHealthcare Performance Group• Agency for Care Effectiveness• Clinical Quality, Performance &

TechnologyNational Medical Research Council

Health Regulation Group• Regulatory Compliance &

Enforcement• Regulatory Policy &

Legislation

Manpower Standards &Development

DMS’s Office• CNO’s Office• CDO’s Office• CP’s Office

Stephen Bungay – The Public Sector in an Age of Convergence

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P Type AOrganisation

Type B Organisation

Purpose Create Stability Create Change

Principle Subsume reality into itself Adapt itself to reality

Goal Extend its power through growth and continuity (internally directed)

Fulfill its mission by achieving tasks benefitting stakeholders (externally directed)

Organisationrationale

End in itself (seeks perpetuation) Means to an end (can abolish itself)

Managing Principles Avoid corruptionProcesses dominate individuals, inputs dominate outputsFollow proceduresTreat everyone the samePersonnel are servants of the organisation Rewards compliance

Create accountabilityIndividuals dominate processes, outputs dominate inputs Show initiativeTreat everyone appropriately Personnel are free agents within boundaries

Reward achievement

Consequence The general dominates the specific The specific dominates the general

Definition of failure Departing from process (how) Failing to achieve goals (what)

Examples ChurchesState Bureaucracies

BusinessesArmies

Three Changes

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1. Increasing Complexity – Technology and otherwise

2. Societal Complexity, Third World to First

3. Political Leadership

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A New Organisation with a New Mindset

1. Vision• Formation of NE• Strategic Intent

2. Leadership and Talent• Acquiring Talent at Centre• Developing Group Talent Management Framework

3. Shared Context, Values and Purpose4. Communication and Enrolment5. Incentives and Recognition

Vision, Leadership and Culture

Board Governance and Management Framework

7 WORKSTREAMS TO CREATING A NEW ORGANISATION

6. Boards and Directors• Nomination Process• Engagement of Directors

7. Management Structure and Processes

Four-Quadrant Engagement Model

Strategicpriorities, KPIs& Targets

GuidingPrinciples ofEngagement

Shareholder-Approval

Items

BudgetPlanning andBusinessReview

• To enhance and achieve effective andcollaborativeworkingrelationships

• For better alignmentof strategic intent; financial controlsand riskmanagement

• To illustrate typical annual schedule

• To outline roles andresponsibilities inthe variousprocesses

• To define priorities, roles& responsibilities forsetting them

Thinking through Complexity, Managing for Uncertainty

Prof Lam Chuan Leong, 2010

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1. Innovation, New Ideas 2. Delphi’s “Know Thyself”

‒ Make sense of the environment ‒ Inherent uncertainty and

complexity ‒ Emotions and bias, systems of

thinking

What Do I Do?

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1. Making Things Happen

2. Building Shared Contexts

3. Joining the Dots – Sunesis

4. Seeing the Unforeseeable – Greenleaf and Machiavelli

5. Paying Attention , Sense of Timing - PACT

6. The Tripod

7. Self Reflection; Meditation; Change

Knowledge, Skills and Wisdom

Episteme Techme(Tacit)

------------Phronesis

MetisSunesis

Knowledge, Skills and Wisdom

• Episteme – Knowledge and Understanding• Techne(Tacit) – Making/Doing • Phronesis – Practical Wisdom • Metis – Cunning intelligence, Adaptability• Sunesis – Knowing before it is known; Joining the Dots

What Do I Do?

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1. Making Things Happen

2. Building Shared Contexts

3. Joining the Dots – Sunesis

4. Seeing the Unforeseeable – Greenleaf and Machiavelli

5. Paying Attention , Sense of Timing - PACT

6. The Tripod

7. Self Reflection; Meditation; Change

P.A.C.T.

People

Attention

Context

Timing

Tao Te Ching

A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.

Treatise on Efficacy – Francois Julien

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1. Fixing One’s Eyes on a Model

2. Relying on the Propensity of Things

3. Goal or Consequence

4. Action or Transformation

5. The Structure of Opportunity

6. Do Nothing (with Nothing Left Undone)

7. Allow Effects to Come About

8. From Efficacy to Efficiency

9. The Logic of Manipulation

10.Manipulation vs. Persuasion

11.Water Images

12.In Praise of Facility

Machiavelli

Thus it happens in matter of states; for knowing afar off (which it is only given a prudent man to do) the evils that are brewing, they are easily cured. But when, for want of such knowledge, they are allowed to grow so that everyone can recognise them there is no longer any remedy to be found.

Robert Greenleaf

Once in the position of leadership, the leader has the opportunity to use the superior information resources that his position gives him in order to maintain his lead. Once he lose this lead and events start to force his hand, he is leader in name only.

Robert Greenleaf

Three intellectual abilities, not acquired academically

• Sense of the unknowable • Prepare for the unexpected• Foresee the unforeseeable

The leader knows some things and foresees some things which others do not – this gives him the lead

Recommended Readings

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A Treatise on Efficacy -Francois Julien

Seeing like a State-James C. Scott

Post-Capitalist Society- Peter Drucker

On Becoming a Servant Leader- Robert Greenleaf

Fushan Yuan

There are three essentials to leadership : humanity, clarity and courage.

Humanity without clarity is like having a field without ploughing it.

Clarity without courage is like having sprouts without weeding.

Courage without humanity is like knowing how to reap but not how to sow.

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NTUC Enterprise

END

SNG 150129 - CEO Athena GCEO Openingv738

BACKUP

SNG 150129 - CEO Athena GCEO Openingv739

Elliot Jacque / Gillian StampLevels of Work

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Time Horizon Objective

1 Quality 3 months Do something concrete

2 Service 1 year Demonstrate purpose, organisation

3 Practice 2 years Maintain various purposes are held together

4 Development 5 years Manage relationships between strategic intent and means

5 Strategic Intent 10 years Ensure external and internal well being of organisation

6 Corporate Citizenship 15 – 20 years Read political, economic, social, technological, religious context

7 Corporate Prescience > 20 years Sustain viability for future generations

What is Leadership about?

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Conceptual Competency

People Competency

Operational Competency

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Managers vs Leaders A Manager A Leader

Administers Innovates

Maintains Develops

Focuses on systems and structure

Focuses on people and emotions

Controls systems and people Inspires people

Accepts the way things are Challenges the way things are

Has a short-range view Has a long-range perspective

Manages tasks Leads people

Does things right Does the right thing

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Transactional vs Transformational LeadersTransactional Transformational

Leadership is responsive and its basic orientation is dealing with present issues

Leadership is proactive and forms new expectations in followers

Leaders rely on standard forms of inducement, reward, punishment and sanction to control followers

Leaders are distinguished by their capacity to inspire and provide individualized consideration, intellectual stimulation and idealized influence to their followers

Leaders motivate followers by setting goals and promising rewards for desired performance

Leaders create learning opportunities for their followers and stimulate followers to solve problems

Leadership depends on the leader’s power to reinforce subordinates for their successful completion of the bargain

Leaders possess good visioning, rhetorical and management skills, to develop strong emotional bonds with followers

The world really is moving faster, with technology as a major contributing factor

Leadership Journeys

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1. Elaine Lim, CEO of NLB (penguin book incident)

2. Desmond Kwek, CEO of SMRT (mrt breakdowns)

3. Gerard Ee, Former CEO of NKF (NKF fallout)

4. Richard Lim, Former Chief of Navy (building up NAVY)