I find it rather strange for the transport minister and the SMRT CEO to blame the "culture" of the employees in neglecting the proper maintenance of the train system.
I agree that the "culture" has an important bearing but I must point out that this "culture" issue is not unique to SMRT.
It is prevalent among Singapore organizations. It is even displayed by our top leaders in the PAP government.
What is this "culture" issue? I wish to point out the following:
a) a focus on SOP and unwillingness to go outside of SOP or to take initiative.
b) focus on scoring on KPI to earn performance bonus, leading to lack of cooperation..
c) an unwillingness to take responsibility and accountability.
d) lack of transparency.
e) a habit to find excuses and push the blame to other people.
Now, you tell me. Is this culture unique only to the maintenace team of SMRT?
If we wish to change the culture, our top leaders should step forward to take responsibility and to provide leadership. They cannot sit back and pretend that the problem belongs to somebody else.
I agree that the "culture" has an important bearing but I must point out that this "culture" issue is not unique to SMRT.
It is prevalent among Singapore organizations. It is even displayed by our top leaders in the PAP government.
What is this "culture" issue? I wish to point out the following:
a) a focus on SOP and unwillingness to go outside of SOP or to take initiative.
b) focus on scoring on KPI to earn performance bonus, leading to lack of cooperation..
c) an unwillingness to take responsibility and accountability.
d) lack of transparency.
e) a habit to find excuses and push the blame to other people.
Now, you tell me. Is this culture unique only to the maintenace team of SMRT?
If we wish to change the culture, our top leaders should step forward to take responsibility and to provide leadership. They cannot sit back and pretend that the problem belongs to somebody else.
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