Organisations work in silos and we often talk about breaking silos because it is a real problem. What is interesting is how silos form naturally and what keeps them functioning and feeds the way human behaves. The truth is that majority of people connect well only with a handful of people around them. It’s all they need to survive and even thrive. Organisations are set up for people to do their best work each day rather than over a long time horizon, and rightly so. Silos are natural tendency and efforts to resist them will be inefficient in short term.
The real solution to breaking silos is having superconnectors, being able to identify them in organisations and bring them into roles that allows them to help arbitrate across silos. They ought to be put in charge of coordination problems and given the authority to enable those connections. These people could also take the form of external consultants who have no stakes within the organisation.
Mathematically, clustering is just a natural population, psychological phenomena amongst people. Yet with just a handful of “super nodes” that connects across clusters, the other nodes within clusters can be quickly brought together and average degrees of separation reduced dramatically and really quickly.
Organisations need to recognise the role of these superconnectors that enable silos to continue working alongside in ways that are productive and non-duplicative. They allow everyone to remain efficient even as they ensure that the organisation overall operates strategically in the right direction.
This is the way the system works. For everything you see in the wild, every specie of plant, insect, animal out there, they are the survivors. Somehow, someone, somewhere is keeping them alive. There is an ecosystem and while it is not like they could get by without doing a thing, their survival comes not from them alone. There’s a system thing going on. And overall, the system keeps all of them alive.
Why are the households running well, and companies making stuff, selling them? Why are we all with jobs or having kids growing up well and paying taxes? That’s because we are fed in a system that manages and coordinates those relationships. And keep things going. Of course, some systems are sustainable and some are not. In most cases, one could say no system is infinitely sustainable, just awaiting our discovery of the break in it.
The oil companies continue to extract and sell oil; and power plants continue to burn fuels and emit carbon dioxide because there’s a system that works with them in the place. That will always keep them surviving – at the expense of the future that we want to create. To overcome that system, we need to be able to dream up and work towards the alternative system.
It’s becoming really hard to use experience as a way to measure people’s ability to perform certain work. The problems that our world is seeking to solve are what we have not seen before and if we know exactly what experience would help us find the solution, then we are already prescribing the solution somewhat. Moreover, a lot of innovations that are needed to deal with those problems only emerged in the last 3-5 years in a big way. The person with 10-20 years experience in wind or solar may not be adequately equipped to support a project today where one has to consider elements of energy storage and even green hydrogen production.
When we choose to specialise, and the area we enter is something growing and continually improving, we are caught in some kind of race – with the field itself and also other people who are pouring into the field. Energy and climate transition appears to be in that category and being a consultant in this space, I’m conscious that there are more consultancies who are entering this space without much credibility. It’s good to have more people championing this cause for mankind but there’s a risk that the transition gets slowed down by some of the ESG crowd that is distracting us from the true solutions by shifting the attention towards elements of compliance and reporting as opposed to real action.
In terms of recruitment and hiring, we are seeing more people trying to step up to the challenge but without the right or clear understanding what the energy or climate transition is about. I am seeing people who are intent on joining a hype train without recognizing its genuine significance in the world. The choice to specialise should not to be making more bucks but to make a greater impact than one would make merely from just doing the general. At this point when people are not going to be hiring for experience, young people have the opportunity to differentiate themselves. And this differentiation will not be just a matter of talking about passion but understanding the impact one is trying to make.
Each leap forward by technology is accompanied by fears around humans becoming or being mediocre. And most fears are basically exaggerated versions of reality as it turns out. So indeed, mechanisation has reduced the need for physical human labour and it has made majority of mankind physically less able than our forefathers but we’ve also been healthier and lived longer lives.
With the rise of AI, there’s fear of depending on it and concerns in schools about teachers losing their jobs or students outsourcing their work to ChatGPT. Lousy journalists who had been churning out mediocre pieces of work can be now replaced by AI, customer service representatives that don’t know their stuff can be replaced by chatbots and so on. The problem isn’t really about chatbots or AIs, or quality of humans. It is the issue around industrialization specifying standards, creating processes and expecting humans to fit into that.
We should begin to see all of the roles we humans can take as something relatively temporarily. That does not mean we shouldn’t invest in our craft and up our skills but that does put into question where is the boundary between human and machine in the work that we do. Measured in a single dimension, machines and technology can always be optimised to eventually deliver better performance than humans. The issue isn’t human’s mediocrity because there are mediocre workers and they’ve long been easily replaceable. Seth Godin recently talked about the matter on his podcast through two episodes (here and here).
The fact that AI frees us up from having to do the basic, minimum kind of work should present an opportunity for all of us. It might threaten some of us, but only if we allow it to.
The energy transition exposes the weakness of the current energy system of the world. It reveals how much we are reliant on a few resources to draw our energy to power the economy despite how dispersed and distributed energy resources are.
Take for example a rural area in Indonesia, where there are small farms and villages – and they are relying on diesel or kerosene refined and fetched from some far flung areas in order to power their generators or farm equipment. All the while just sitting beside heaps of bioenergy resources that are seen as waste.
The emphasis on low-carbon economy helps us recognise that we may have to start shortening our supply chains and reducing its complexity if we want to decarbonise our economies. Part of this has to do with how stuck we are between the CAPEX and OPEX distribution of the manner we consume energy. By consuming fossil fuels, we shift the burden of costs mostly to the OPEX since equipment are mostly standardised and so they are cheaper to procure and use while we adopt the long supply chains needed to achieve the delivery of fossil fuels on regular basis.
If we were to shift to shorter supply chains where the distributed energy resources were consumed instead, there might be more local equipment needed, the CAPEX might increase. But OPEX may actually decrease because now you’re saving on storage or disposal costs of some of the feedstock that might go into making the fuel you need.
If the world is to develop shorter supply chains, it will need more small firms. And governments all around the world needs to know better how to encourage, support and empower small firms to rise up to the challenge. We need local firms who are familiar with the local constraints, context and needs. They need to be upskilled technically to rise up to the challenge and generate solutions.
This mode of development is vastly different from the old school model of having a big multi-national firm come into a less developed location to help ‘develop’ it by reshaping local demands. Aside from how much this harks back to colonialism, it is creating long supply chains which seem to create more jobs but is not doing much for the climate and environment.
What is interesting about the coffee stories I shared is that entire cultures can be reshaped by business models and the slew of marketing that is fueled from the leverage investors allows. I’ve always shared the example of how Grab overturned the culture of hailing cabs off the streets in Singapore. Singaporeans don’t even hop on the cabs at the taxi stands anymore.
This has implications for government incentivisation and the manner by which incentives are doled out and the behaviours they are trying to change. Singapore government had been quite skillful in this area, having a smaller market to government and being able to impose ‘tighter’ controls. There are often careful checks and balances to prevent individuals and corporations from gaming the system to extract benefits from the system without abiding by the desired behaviours. And there’s also a big theme of maintaining consistency. This was why for the longest time, the government only allowed married couples to purchase public housing directly from the authorities; and even today, singles are only allowed to own these flats if they are aged 35 and above. The government wants to promote family formation and hence maintaining some consistency in the policy of public housing subsidisation.
Those elements recur in the position of offering tax breaks, providing further direct grants to new parents, priorities in public housing and so on. Businesses can learn from the same by ensuring that they steward the limited resources they have to reward those customers behaving in the desired manner (eg. referring other customers, posting about using their products) while making it harder for the ones whom the business do not desire as customers to consume the products.
When I was doing my masters in New York, I was drinking about five cups of coffee a day. On occasion, it could be five cups of double shot. I had this coffee subcription app that allowed me to order unlimited normal brews at $45/mth and those specialty coffees at $85/mth from a base of nice cafes around New York city.
I came from a coffee drinking culture in Singapore. I’d order my Kopi C each morning with breakfast and in those days, these drinks were less than $1.50 (USD) a cup, unlike the >$5 barista coffees in New York city. But strangely, I consumed more coffee than I ever did in Singapore because of the business model.
Business models are interesting and in some ways, they hack our demand curves, taste and preferences by targeting aspects of our preferences that the economists were not able to incorporate into broad demand analyses. And there are entrepreneurs, marketters who thrive on coming up with such hacks.
The issue about hacks and short term profits is that they accomplish little worthwhile in the longer term. And there are far too many short term studies in the social sciences that gives us a lot of “scientific results” which may be spurious correlations or short term correlations which do not persists. We need to engage our talents is more long term thinking and challenge them to deal with the longer term problems of our economy and societies.
Banking business is about trust and a lot of traditional trust is based upon relationship. And so it is not surprise that old institutions are tied in deep and strong relationships that we may not always be particular conscious of in trying to create a future for our economy and our world.
In this funny video, we are reminded of the bits of the iceberg we don’t see in all public communications of people, companies and governments. And in our bid to drive change, such exposure continuously played out, spoken of, reminding the public, every staff of financial institutions and workers of oil companies ought to put some tension for greater change.
Most of the Chinese migrants who came to Singapore and whose descendents now form the majority of the population here were ‘coolies’ or manual labourers who came to Singapore to seek out employment opportunities and a better life. The mindset really was to find a boss to serve, and gain a good life through that loyalty. Life was basic and more about survival than really thriving. In fact, the term ‘coolie’ still mean ‘employee’ colloquially amongst the older folks.
Generations later, the bar for living standards have gone up, and so have expectations of how much you achieve and how much you need to live on. But has that coolie mindset changed? Are we still just trying to follow directions to a better life? Are we thinking independently and by ourselves? Are we looking to continue to use resources at our disposal just for ourselves or to make the future a better place?
We have been successful as a society that follows order to fulfill a clear-cut, straight-forward vision. For the longest time, it was almost a matter of survival that we fulfill the vision. Mediocrity was simply not an option and there was no worthwhile status quo to hang on to. Our forefathers worked hard to set up a path towards “better life”. And we’ve reached this stage of being a metropolis.
Question is where do we go from here? Given the chance to develop our own path and vision forward, do we take that chance? The ability to think independently does not have to be political, and it involves the smallest things such as identifying opportunities in the market where people see none. To architect a vision and actually commit to pursue it requires resilience that is based on a sense of purpose. How do you cultivate that? It is unlikely for the child of a soccer Mum, going through various enrichment and supplementary activities and busy with getting good grades in school to develop that. To the coolie, busyness might seem like excellence, but for a leader, it shouldn’t be.
As the next generation of Singaporeans to helm the leading positions of various parts of society, we will have to leave the inherited narratives of our parents and the boomers, to write our own story instead. The chance to do so comes at the point when we recognise that the hard work put in by our coolie forefathers was for us to break out of this. If we don’t know how to manage this kind of freedom of the mind, and mature, the social freedoms that are being fought for will not be able to serve the society well.
Meanwhile, you might like to check out some really amazing recoloured photos of historical Singaporeans here. Get a sense of the hardship they went through and what life really means for them.
This is part of a series of republished articles from my Medium page because I am worried about the platform ceasing to be.An older version of this article was originally published at on January 5, 2021.
In today’s work life, too much thought goes into how to do the work rather than the culture and enabling environment that surrounds the work. There are countless anecdotes about people at their deathbed would not wish they had more days to work; or stories of the employee who passed away and the company was just busy trying to find someone to replace him/her, whilst complaining about the hassle and delays caused by his/her death. All of these tries to discourage people from pouring out way too much of themselves into work even as our society as a whole is actually increasingly consumed by work.
What I don’t understand is that for almost all of our work in life, there are ways of making it more fun, conducive to put effort into, and to stress us positively. Yet we don’t do that, nor explore ways of doing that. Good culture that enables rather than disable is a luxury, people say. And they see it being at odds with generating value and profit, as though precious resources are either committed to employee well-being or shareholder returns. This is just lack of imagination and the inability to think dynamically and across time.
For some reason, a 2015 article from INSEAD appeared on 2 separate of my social media platform news feed, shared by different people and with different commentary. It was about the fall of Nokia; and yet as I was reading through it, I am struck by how applicable those lessons are today. And how important it is that we invest into reworking our culture.
I shuddered at several parts of the article that describes behaviours no different from what I’ve observed in large, important institutions and business organisations that I’ve had experience with. Allow me to quote 3 portions of the article that really stood out for me:
Although they realised that Nokia needed a better operating system for its phones to match Apple’s iOS, they knew it would take several years to develop, but were afraid to publicly acknowledge the inferiority of Symbian, their operating system at the time, for fear of appearing defeatist to external investors, suppliers, and customers and thus losing them quickly. “It takes years to make a new operating system. That’s why we had to keep the faith with Symbian,” said one top manager. Nobody wanted to be the bearer of bad news.
Hiding bad news is a result of the lack of an open communicative culture resulting from poor responses to ‘bad news’. It will be reinforced by a sense of helplessness about the communication; either by the belief that management will not believe it, or will not respond to it. Such erosion of trust does not bode well.
Fearing the reactions of top managers, middle managers remained silent or provided optimistic, filtered information. One middle manager told us “the information did not flow upwards. Top management was directly lied to…I remember examples when you had a chart and the supervisor told you to move the data points to the right [to give a better impression]. Then your supervisor went to present it to the higher-level executives.
Encouraging miscommunication, whether intentional or not, will only lead to organisational decline. This is especially if the flow of information about reality or truth is obscured, and top management makes decision on the basis of such flawed or misconstrued information. This is the issue when there’s too much emotion caught up in reporting. Reporting should ideally be unemotional, clinical and rational.
[T]op managers also applied pressure for faster performance in personnel selection. They later admitted to us that they favoured new blood who displayed a “can do” attitude.
This led middle managers to over-promise and under-deliver. One middle manager told us that “you can get resources by promising something earlier, or promising a lot. It’s sales work.” This was made worse by the lack of technical competence among top managers, which influenced how they could assess technological limitations during goal setting.
Misalignment of incentives that drives unhelpful behaviours throughout the organisation. So to that extent, being able to create a culture that implicitly rewards honest behaviours through praise and recognition; punishing or frowning upon over-promising, and inaccurate reporting, sows the seeds for success of an organisation. There will naturally be a tension between behaviours which promotes the interest of the organisation and the need to ‘perform’ at an individual level. The ability of the organisation culture to protect behaviours that promotes the sustainability and long-term interest of the organisation is so vitally important.
Yet in most of today’s organisation, we have not invested sufficient thought into the culture; focusing instead to utilise our resources to drive work performance, measured mostly by short-term metrics. A good place to start is really by reworking the prevailing narrative, especially rewiring the mindset obsessed with linear, unidimensional growth. Caring for the mental health and well-being of employees at the level of supporting them to deconflict those tensions mentioned above will go a long way.
This is part of a series of republished articles from my Medium page because I am worried about the platform ceasing to be. A previous version of this article was published in here a while back.
