I – a loyal SMRT customer for the past 12 years – applaud SMRT chairman, Koh Yong Guan, who wanted to give more attention to the engineers. I think Mr Koh hit the nail on its head on where SMRT should be headed. Engineering excellence should be one of the organisational pillar of SMRT.
Under the leadership of Saw Phaik Hwa, SMRT seems to focus more on profitability than on engineering excellence. That’s probably one of the reasons why Ms. Saw brought retail shops to MRT stations. Unfortunately this new initiative has yet to yield some profits.
However, I sympathise with Ms. Saw. It is easy to cast aside the boring engineering matters when everything went well. Furthermore, talking about technical stuff has long been considered as “operational” and thus the “strategic” management executives should focus more on the sexy profitability – especially when this is what the board wanted.
What Mr Koh did, consciously or not, is elevating the importance of engineering matters in the top management’s agenda. By doing so, engineers can have the top management’s attention whenever they brought up concerns about engineering stuff or whenever they have ideas on how to improve SMRT’s engineering excellence.
The top management’s attention is like a premium fuel that would energise (read: motivate) the engineers to put forth their ideas and to speak up about possible engineering problems. At last, the engineers are being heard by the top management. At last, they can feel good about doing a good job.
The top management’s attention is like a premium fuel that would energise the engineers
Without the top management’s attention, the engineers will feel unappreciated and become demotivated over the long run (why bother bringing up ideas when the bosses are more interested in sales?). Under this situation, if I were SMRT engineer, I would either join another engineering company, or reinvent myself to be a retail sales expert.
Credit to Mr. Koh for bringing SMRT back to its engineering roots! Mr. Koh also shows that leadership matters* because leaders have the power to shape the organisational culture by giving appropriate attention to key focus areas and the people who have the right expertise.
I’m looking forward to the transformation of SMRT.
Note: I can empathise with SMRT’s engineers not because I’m one of them (I’m not an engineer and I have never worked for SMRT), but because I’m an intranet / information professional and a Knowledge Management (KM) practitioner.
Getting the management’s attention on intranet excellence is, I guess, an uphill battle that every intranet professional have to go through many times in the life span of the intranet.
Comments?
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*A former US secretary of state, Madeline Albright, spoke about the importance of leadership in her excellent book, Prague Winter. Read her thoughts in a recent Forbes interview transcript.











