From its humble beginnings as a paupers' hospital with a mission to care for the sick and poor, Tan Tock Seng Hospital (TTSH) has come a long way to become one of the largest and most important multi-disciplinary teaching hospitals in Singapore. Throughout its storied history spanning almost two centuries, it has stayed steadfast in its mission to serve the community, with a strongly ingrained "kampung" spirit in its staff. The past two years have not been easy for TTSH and the National Centre for Infection Diseases (NCID) which is under its administration. In January 2020, the hospital had been at the vanguard of Singapore's fight against COVID-19. The extra workload, coupled with stress caused by the crisis, meant that ensuring Collective Leadership and the well-being of TTSH's staff to stay the fight was essential. Surviving and thriving in a D-VUCA (Disruptive, Volatile, Uncertain, Complex, and Ambiguous) world sometimes requires a leap of faith. Would collective leadership suffice to bring TTSH from good to great?

This research case study illustrates the change process adopted by r. Eugene Fidelis Soh and team from an Tock Seng Hospital (TTSH) led the change in hospital management and practices. From the emergence of COVID-19 to the outbreak of the Delta variant, and to the sudden surge of cases in September 2021. TTSH has had to strike a difficult balance between battling against the unyielding and evolving coronavirus (on top of its high - and growing - caseload of patients in a large and ageing district) and preparing TTSH for massive organisational transformation as part of Singapore's National Healthcare Transformation as well as its own Vision for 2040. Anchoring on three key queastions for this transformation were asked: Why did TTSH need to undertake this transformation? What was the purpose, cause or belief underlying this movement? How might the hospital align its existing shared visions to its Vision for 2040? What would TTSH look like in 2040?

This case highlights the multifaceted challenges of sustainability and survivability face by Singapore. Being a Small Island Developing State (SIDS), much of Singapore development is concentrated in a very small area. High population density that is expected to increase puts Singapore in a vulnerable position for sea-level rise. Adding to the woe of small land size, most of the Singapore's land lies only 15 metres above Singapore's Height Datum. To address this complex issue, Singapore must create a new path that balances the triple bottom line (TBL). Tensions between the three bottom lines in managing this sustainable development for Singapore are real. The question is how to manage the scenario of rising sea levels with so many different permutations and considerations. Which reality do you foresee for this little red dot by 2065? How to manage the triple bottom line? How will you evaluate the impacts of measures adopted? What are the measures that Singapore need to carry out to fight against the rising sea level?

SimplyGood is a sustainable consumer brand reinventing the homecare & cleaning industry, founded by a homegrown entrepreneur; Mr. Jeremy Lee (29) in 2021. SimplyGood is a successful spin off from his previous venture UglyGood he cofounded in 2017 which focuses on turning fruit waste into products such as cleaning agents, essential oils, and animal feed. UglyGood has since been acquired. SimplyGood aspires to replace the hefty plastic bottles of household cleaning detergent by their ecologically and space friendly plant based 'cleaning tablets'. Importantly, SimplyGood produces the dehydrated cleaning tablets using only non-toxic plant-based ingredients. Traditionally, when a consumer buys a bottle of household cleaning agent, they are paying for a single use plastic bottle, a solution that contains 96% water and the cost of transporting a plastic bottle filled mainly with water - this is highly carbon & resource inefficient. By compressing all the active ingredients into a dry based cleaning tablet, SimplyGood can encourage consumers to reuse their existing plastic bottle that have been bought previously and utilise readily available tap water at home. The tablets are 300x smaller & 200x lighter than a regular 500ml bottle of liquid cleaning solution. A SimplyGood cleaning tablet will dissolve in 500ml of tap water and make a bottle eco-friendly plant-based cleaning solution from home. As such they were able to maximise resources while also significantly cutting down on carbon footprint incurred from shipping plastic bottles & water.

Wateroam is a social enterprise that develops water filtration systems for rural and disaster-hit areas. Since 2014, Wateroam has deployed its water filtration systems to more than 30,000 people in remote villages and disaster-stricken areas across Southeast Asia through Non-Governmental Organisations (NGOs). In 2014, three young men met at the HydroPreneur Programme, an industry-oriented entrepreneurship programme organised by the Public Utilities Board (PUB) - Singapore's national water agency - to accelerate commercialisation of technologies and foster a new generation of water entrepreneurs. This event kickstarted the journey of Wateroam, a social enterprise founded by David Pong ("David"), Wateroam's Chief Executive Officer (CEO), Lim Chong Tee ("Lim"), Wateroam's Chief Marketing Officer (CMO), and Vincent Loka ("Loka"), Wateroam's Chief Technical Officer (CTO). David graduated from the National University of Singapore (NUS) with a Business degree, while Lim and Loka graduated from NUS with degrees in Environmental Engineering. 2021 was a challenging year for Wateroam, and the seventh year of its operation. As its three co-founders perused a 2020 World Economic Forum report that identified Singapore as one of the five most promising start-up hubs to watch outside of Silicon Valley, they reflected on their journey and the road ahead. What additional tools and frameworks would they need to navigate changing social and economic conditions worldwide? How should they position Wateroam to succeed in Covid-stricken communities as well as post-pandemic markets?

The 911 terrorist attacks in the United States in 2001 shook the world and changed the modus operandi of security forces around the world. The Singapore Armed Forces (SAF) was no exception; it underwent a paradigm shift, from peacetime preparedness to an in-between: a new term called Operation Other than War (OOTW). This case examines how then-SAF Major (MAJ) Koh Cheng Boon, a newly minted Commanding Officer of the Field Defence Squadron (CO FDS) at Paya Lebar Airbase (PLAB), dealt with this black swan event as a leader and commander, as well as how this surge in operational tempo transformed his life, his perspective as a professional soldier, leader and commander. As he connected the dots between leadership theories and best practices for the aspiring officers attending his lessons on Leadership in Context, he reflected on his command tour as CO FDS, his first and most challenging command tour. How did he cope during this arduous and challenging time? What are the leadership qualities required, and that he had displayed, during crisis situations? How do challenges hone and reflect our leadership competencies? How may we handle black swan events that come our way?

David Pong, co-founder and CEO of a water technology start-up, had good news to share with his team: after several rounds of pitching and evaluation, they had raised seed funding for their social enterprise, Wateroam. David had started Wateroam as a fresh university graduate with two younger co-founders in August 2014. The trio's mission was to tackle the global problem of water scarcity by providing water filtration systems to the rural poor. As a new start-up, Wateroam faced challenges in funding, product innovation, sales and distribution. Wateroam broke even in its second year of operation. In the four years since its formation, the social enterprise, which is based in Singapore, has provided people in 14 countries with access to clean water. Now, with this round of seed funding, Wateroam was poised to enter its next phase of growth and reach out to more underserved communities that were in dire need of clean water. As CEO, David had many important decisions to make. Chief among them was how he should scale up Wateroam, bearing in mind the latter's double bottom line of profitability and social impact.

In 2013, the Land Transport Authority (LTA) published the Land Transport Master Plan 2013, where additional foci were placed on improving commuters' experiences in the first and last legs of their travelling journeys. The LTA actively promoted the theme of "active mobility" where the use of bicycles and personal mobility devices (PMDs) were encouraged as a means of transport over short distances. Due to the affordability and conveniences of PMDs, the population of PMD users grew steadily in Singapore over the next three years. The boom also saw an uptake on PMDs in the food delivery service industry as service providers saw PMDs as an efficient and cost-effective means of transport in the area-of-operation. The increased PMD traffic on the shared footpath, however, resulted in a rising trend of accidents between PMD users and pedestrians. Voices of dissent swelled and concerned Members of Parliament (MPs) continuously highlighted the issues on safety and control of PMDs during Parliamentary sittings. Consequentially, the Singapore government announced on 4 November 2019 that PMDs or e-scooters would be banned on all public footpaths. The announcement caught many PMD users by surprise as the campaign of "active mobility" promoted actively by the government barely took off six years prior. What are the change processes that were carried out and what were some of the communication barriers affecting this change in policy?

Singapore organised the 28th SEA Games in June 2015. This was the fourth time that Singapore hosted the SEA Games, after a 22-year long hiatus. It was a historic SEA Games for Singapore, as it coincided with the nation's Golden Jubilee. Everything went well from the opening ceremony to the organisation of 36 sports, with around 400 events. However, there was a sudden surge in crowd during the closing ceremony. Chairman of Opening and Closing Ceremonies (OCC), Colonel Lawrence Lim planned for a contingency to handle a possible sudden surge in the crowd and the contingency plans were activated, but the lighting condition and different decisions made by different committees impeded the flow of spectators into the Singapore Sports Hub. As a result, 500 spectators who were turned away. The questions that need to be answered are; what are the lessons to be learnt? Crowd management or more than that? Scenario planning, crisis leadership under the VUCA (volatility, uncertainty, complexity, and ambiguity) environment are some of the important lessons that can be drawn from this Case Study.

In 1994, Chinese Vice-Premier Li Lanqing and then Singapore Senior Minister Lee Kuan Yew signed the Agreement on the Joint Development of Suzhou Industrial Park (SIP). Within the next five years, SIP faced steep competition from the Suzhou New District (SND), a project developed and controlled by the local government. As a result, SIP reported an accumulated loss of US$90 million from 1994 to 2000. Both governments met and agreed for the Singapore consortium to reduce its shareholding from the original agreement of 65% to 35% and to transfer management control to the Chinese consortium by 2001.

Supplement to case NTU163. In 2001, the Singapore government decided to withdraw from the China-Singapore Suzhou Industrial Park (SIP) investment. The rival Suzhou New District (SND) project had mastered Singapore's approach to developing industrial parks and began to improve its own infrastructure and administrative practices. The Singapore team was a willing teacher to transfer knowledge but the Suzhou municipal officials had engaged in competitive learning behaviour. They did not learn the "why", only the "what" and "how". As a result, SNP faced many problems due to various "software" issues. The Suzhou officials wanted to explore the possibility of selling the problem-ridden SND to Singapore.

The crew on board a Singapore naval patrol vessel was tasked with providing humanitarian aid to Vietnamese boat people and preventing them from reaching Singapore shores. The crew was confronted with a dilemma when it was carrying out its order from headquarters.

An employee heard through the grapevine that his new supervisor had a micromanaging and task-focused leadership style. He wondered if he could excel under this type of leadership and if he should start looking for a new job.