Emeritus Senior Minister Goh Chok Tong made a prescient call for a stronger, more inclusive leadership team. It could not have been more timely given the challenges facing Singapore. On it’s current trajectory it is difficult to see how surrounded by more youthful populations that are in tune with advances in technology and business models Singapore can sustain it’s pole position as a beacon of success in a resurgent Asia. 

Basic corporate management retreat exercises will highlight that the 4G leadership is a weak team because all of them have the same strengths in abundance. They would lose to a mediocre team with a wider range of diverse skills.

The other major problem is that there is no clear leader within this group and no one stands out. A strong leader will be essential to keep the team together, maintain internal support and to deal effectively with neighbours and major powers that are becoming increasingly assertive.

The third problem is that our neighbours are getting cleverer while we are losing our competitive advantage. This will be exacerbated by numerous development projects all around the region that will erode Singapore’s advantage in a globalised world.

Finally, there is a fundamental disconnect with what the government  is trying to preserve and what it takes to be successful in a world where the twin forces of innovation and entrepreneurship creates continuous disruption.

The PAP has to loosen up, incorporate mavericks and outsmart the opposition and not pummel them at every opportunity.  If the 4G leadership cannot tolerate dissent in it’s own backyard and aims to control everything they will ultimately fight a losing battle and slowly Singapore will slide in it’s ranking among the first world of countries. Many successful corporations that have been knocked off their position can trace the genesis of their decline to a leadership transition. But it became obvious only well into the term of their lacklustre and clueless management team.

Hopefully the PAP is conscious of these challenges and working hard to include entrepreneurs,  innovators, private sector executives, Singaporeans who have accomplished success overseas and dilute the presence of generals and civil servants to form a diverse 4G leadership team that is in tune with the times and possess the requisite skills to manage in a complex and dynamic environment with many worthy competitors.