|
The drive for continual
innovation is a critical part of working in the Public
Service today. Challenge speaks with Dr Tan
Kim Siew, Permanent Secretary (Defence Development)
of the Ministry of Defence (MINDEF), to find out his
perspectives on innovation and the Public Service.
In a plain light beige shirt and black trousers, Dr
Tan Kim Siew’s simple and practical dress sense underscores
the man’s attitude towards innovation — one of directness
and practicality.
“My attitude toward innovation is that we must never
leave things are they are,” he said plainly. “Whenever
things need to change, we must change, and be brave
enough to change. When you feel things are not right,
or you see an idea that is better than what is happening
now, you need to change.”
The 52-year-old is no stranger to change and innovation.
From 1996 to 2001,
Dr Tan was Chief Planner and Chief Executive Officer
of the Urban Redevelopment Authority before he joined
the Ministry of Finance in 2001 as Deputy Secretary
(Policy). In November 2003, he was appointed Second
Permanent Secretary (PS) of MINDEF and eventually re-designated
PS (Defence Development) in 2005.
Dr Tan is also Chairman of the Defence Science and Technology
Agency and The Enterprise Challenge Panel. It is of
little surprise then that he has strong beliefs about
the value of innovation in the Public Service.
“It’s quite fundamental,” said Dr Tan, his lanky frame
folded into an office chair. “There are people who would
prefer things not to change, and they’ll say, ‘It’s
worked for the last 20 years; why tinker with it? Just
think of all the mishaps that can happen.’
“My answer to that is: ‘Of course you don’t tinker for
the sake of tinkering. But when there are indications
that there are better ways of doing things, then we
have to take the risk to do it.’”
 |
There are people who would prefer things
not to change, and they’ll say, ‘It’s
worked for the last 20 years; why tinker
with it? Just think of all the mishaps
that can happen.’ My answer to that
is: ‘Of course you don’t tinker for
the sake of tinkering. But when there
are indications that there are better
ways of doing things, then we have to
take the risk to do it.’ |
|
| |
 |
| |
Dr Tan Kim Siew |
|
|
To Dr Tan, the risks of innovation are well
worth taking because the cost of missed
opportunities is likely to be much greater. In
fact, he suggests that to continually persist
in procedures and policies, even if they have
been shown to work, may eventually become
hazardous, as what has worked before may
no longer do so in the future.
“Sometimes it may be better to take risks to
make some changes rather than just carry on
doing what was probably the right thing in
the past, but may not be the right thing in
the future. And to me, that’s what leads to
innovation, when people are willing to try
out new things,” he said.
He added that this forward-looking perspective
is not limited to technological innovations;
innovation can occur in processes, concepts and
can also work as a general approach to things.
“I think we just need a willingness to change
and also to push through the changes,” he said.
For the Public Service, innovation is especially
important. While companies in the private
sector innovate as a means of survival to
cope with competition, Dr Tan explained that
the public sector is different in that it does
not have direct competition or a bottom-line
to meet. As a result, it becomes even more
critical for the Public Service to continuously
push for innovation.
“The key to success [in the Public Service] is
meeting the needs of the citizens today in
the most responsive, effective and efficient
way, while looking ahead to plan for and lay a
firm foundation for the needs of the country
in the future,” said Dr Tan.
“For the Service to continue to be relevant and
meet the needs of the people as time passes,
we have to put in special effort to ensure that
there’s innovation and creativity.”
But do people feel the pressure to innovate and
does it take away from the spirit of innovation
and creativity? He doesn’t think so.
The pressure to keep on making a difference
and making continuous progress is “a very
necessary pressure because Singapore survives
due to the value added to the economy by
its people”, he said. “Unlike other countries,
it cannot rest as it does not have any other
resources of its own and is very vulnerable.”
He feels that the Public Service has generally
adjusted well to initiatives to boost innovation.
“The effectiveness of the Work Improvement
Team Scheme and the Staff Suggestion
Scheme has shown how civil servants have
embraced a culture of innovation to a large
extent,” he commented.
Both schemes have been in place for several
years now, and have reaped significant
rewards for the Public Service. Suggestions
obtained from WITS and SSS have helped
to improve public services, as well as reduce
wastage, simplify processes and cut costs.
Specific schemes that promote innovation
are only one part of an overall effort to boost
innovation in the Public Service. Recognising
efforts at innovation in day-to-day work and
actively encouraging it is equally important.
On a more personal level, Dr Tan believes in
small but concerted efforts to boost morale
and encourage innovation by praising staff
whenever they have ideas.
“I always praise them when they have ideas.
Question them at all times so they will be
spurred to create ideas. And never scold
them if mistakes happen because they had
ideas and were willing to try them out,” said
Dr Tan earnestly. “I try my best not to dampen
their enthusiasm.”
In Dr Tan’s opinion, for innovation to succeed,
it is important to “send a message and to
show by deeds that people should not be
punished or chastised if they tried to make
a change, or tried a new idea with good
intentions and with sufficient due diligence,”
said the father of two.
|
Sometimes it may be better to take risks
to make some changes rather than just
carry on doing what was probably the
right thing in the past, but may not
be the right thing in the future. And
to me, that’s what leads to innovation,
when people are willing to
try out new things. |
|
| |
|
| |
Dr Tan Kim Siew |
|
|
Having spent his entire career in the Public
Service, Dr Tan is well-acquainted with the
challenges of working in the public sector.
“What is challenging about being in the Civil
Service is the very broad scope of issues that
I have to cover, and keeping in mind that
what I do has an impact on people,” he said.
“Civil servants should be those who feel
that they have a role in advancing the
good of the country and its people,” the
former Singapore Armed Forces Overseas
Scholarship recipient said. “I concentrate
on what I can contribute, and get fulfilment
from the sense of achievement.”
Despite admitting to being a realist with streaks of both
optimism and pessimism about what can be achieved in the
Civil Service, Dr Tan believes that public officers today
have a lot of ideals and optimism. However, like many
Singaporeans, they tend not to want to show their optimism
and faith in the
Civil Service.
He remarked: “It is only during critical
junctures, when they have to make career
decisions on whether to stay or leave for a
more lucrative job outside that I hear them
very sincerely say ‘I really love this job. I want
to serve the people.’
“Similarly, you find very few openly saying ‘I’m
loyal to the country’, but I don’t think their loyalty
is any less, or that their dedication is any less.” |
