LIM Siong Guan 林祥源
The Public Service,
Accession Number 003060
- Oral History Centre
Source
- 16
Total Reels
- Lim Siam Kim (R1-14), Patricia Lee (R15-16)
Interviewer
- 07:50:21
Total Running Time
- English
Language
Copyright Notice
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Reel/Disc 1 of 16
Metadata
- 11 Aug 2006
Recording Date
- 00:29:07
Running Time
- MP3
Format
- Open Access
Conditions Governing Access
Synopsis
(0:00:24) Early childhood. Lived in a rented bungalow. Education background.
(0:04:11) His siblings include three sisters.
(0:06:25) His extra-curriculum activities in secondary school.
(0:11:01) He was a science stream student more inclined towards science than Arts.
(0:13:22) Topped the A-Level examinations. He was a Tan Chin Tuan medallist.
(0:14:23) Was in the Boys’ Brigade. His explanation on how he was “simply” chosen as Head Prefect.
(0:16:27) He had no career thoughts during primary and secondary school.
(0:17:02) Due to the progress of Singapore back then, it was only natural he had Engineering on his mind.
(0:19:06) Went to university in Australia under the Colombo Plan and President Scholarships.
(0:20:04) Australian stint reinforced his religious conviction, influencing his thinking.
(0:25:53) Comparison between living in Australia and Singapore.
Early childhood. Lived in rented bungalow. Three sisters. In secondary school was Interact President. Science stream student. Topped A level examinations. Was Tan Chin Tuan medallist. Was in the Boys’ Brigade and Head Prefect. No career thoughts. Engineering on his mind. Went to university in Australia under Colombo Plan and President Scholarships. Australian stint reinforced his religious conviction which influenced his thinking.
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Reel/Disc 3 of 16
Metadata
- 11 Aug 2006
Recording Date
- 00:29:02
Running Time
- MP3
Format
- Open Access
Conditions Governing Access
Synopsis
(0:00:13) Shared what he learned from his assignment to Kim Chuan Sewerage Treatment Works.
(0:06:12) Posted to Singapore Technologies (ST) Automotive to look after V200 armoured vehicles.
(0:09:06) Appointed General Manager (GM) in 1971 when he was just over 24 years old.
(0:09:55) Talked about an issue with his taking over as the GM.
(0:12:25) Officially took over as the GM in June 1972.
(0:12:42) Opened up a new line to refurbish old British Bedford trucks.
(0:13:26) Enrolled in the National University of Singapore for a Diploma in Business Administration.
(0:14:03) Decided to take on commercial work as a benchmark for military projects.
(0:14:49) No more challenges at ST Automotive. Also uncomfortable with commercial entertainment.
(0:17:49) Went back to Mindef as Head (Engineering).
(0:19:27) Encountered crisis in the failed logistics system.
(0:23:31) Became Director (Finance) and later Director (Logistics).
(0:24:53) Difference in the job between Finance Director and Logistics Director.
Learnt early lessons in management through some episodes- condemnation of government equipment- bureaucratic process; flooded sewerage station. Posted to ST Automotive basically to look after V200 armoured vehicles. Was General Manager (GM) - designate. Problems with his boss. Virtually went on strike and matter resolved. Became GM. Expanded role of company. Decided to take on commercial work as benchmark for military projects.
No more challenges at ST Automotive. Also uncomfortable with commercial entertaining. Went back to Mindef as Head (Engineering). Encountered crisis in failed logistics system. Became Director (Finance) and later Director (Logistics).
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Reel/Disc 4 of 16
Metadata
- 11 Aug 2006
Recording Date
- 00:26:22
Running Time
- MP3
Format
- Open Access
Conditions Governing Access
Synopsis
(0:00:12) Talked about working with Dr Goh and the lessons learnt.
(0:00:42) Anecdote about the purchase of German trucks. How to use instruments of power.
(0:03:14) Developed the Block Budgeting System during his stint as Director (Finance).
(0:07:58) Talked to armed forces personnel. How to serve customers.
(0:08:54) What motivated him when he was Deputy Secretary Defence.
(0:11:05) Became Principal Private Secretary (PPS) to Prime Minister (PM).
(0:11:57) Interviewed by PM Lee Kuan Yew prior to his appointment as PPS.
(0:15:52) His job allowed him time to read, and his new appointment gave him more free time than his previous postings.
(0:17:02) Agenda set by the PM. All PPS must maintain credibility.
(0:18:11) Learnt governance and conducting relations with countries.
(0:24:00) How to manage privileged position in dealing with politicians and civil servants.
Working with Dr Goh. Lessons learnt. Not to anticipate leaders. Story of purchase of German trucks. How to use instruments of power. Developed block budgeting system during stint as Director (Finance). Talked to armed forces personnel. How to serve customers. What motivates him - helping people, developing potential. Became Principal Private Secretary (PPS) to Prime Minister (PM). Interviewed by PM Lee Kuan Yew. Job allowed him time to read. Agenda set by PM. Learnt governance and conducting relations with countries. How to manage privileged position in dealing with politicians and civil servants.
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Reel/Disc 5 of 16
Metadata
- 31 Aug 2006
Recording Date
- 00:28:27
Running Time
- MP3
Format
- Open Access
Conditions Governing Access
Synopsis
(0:00:17) Memories of his stint as Principal Private Secretary (PPS) to PM. Sent to meet Wee Cho Yaw regarding the revamp of Nanyang University.
(0:01:31) How he became involved with Dr Goh’s committee to look into the education system.
(0:04:13) Became Permanent Secretary (Defence) in 1981. Howe Yoon Chong was Minister of Defence. Winston Choo was Chief of General Staff.
(0:05:45) Different approach from Dr Goh. Low morale in the military.
(0:08:35) His interest in personnel matters.
(0:10:17) Dealt with morale issue – Mindef (Ministry of Defence) Productivity Movement. Fascinated with Japanese quality improvement circles.
(0:12:23) How to unleash the potential of personnel.
(0:15:58) Also introduced Work Improvement Teams (WITS) to Mindef. The main issue for the introduction of WITS.
(0:18:36) The need for thinking soldiers – Israeli as an example.
(0:19:18) Commanders and leaders were encouraged to lead WITS and to achieve targets.
(0:23:24) Introduced Currently Estimated Potential (CEP) system.
(0:25:24) Sent senior officers to London to learn from Shell. Wrote a report while he was still in London.
(0:25:56) Wanted to introduce the system in Mindef. Important to identify potential leaders.
Some memories of stint as Principal Private Secretary (PPS) to PM. Sent to meet Wee Cho Yaw regarding revamp of Nanyang University. How he became involved with Dr Goh’s committee to look into education system. Became Permanent Secretary (Defence) in 1981. Howe Yoon Chong was Minister of Defence. Different approach from Dr Goh. Morale low in the military. Winston Choo, Chief of General Staff. Interest in personnel matters-systemic interest - how to unlock capacity. Dealt with morale issue - Mindef Productivity Movement. Fascinated with Japanese quality improvement circles. How to unleash potential - welfare of personnel - suggestion scheme - how to manage the numbers. Also introduced Work Improvement Teams (WITS) to Mindef. Problem was for the concept to gain acceptance and understanding. Need was for thinking soldiers - Israeli example. Commanders and leaders encouraged to lead WITS and to achieve targets. Introduced Currently Estimated Potential(CEP) system. PM had heard of Shell system. Sent senior officers to London to learn from Shell. Wrote report. Wanted to introduce system in Mindef. Important to identify potential leaders.
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Reel/Disc 6 of 16
Metadata
- 31 Aug 2006
Recording Date
- 00:27:50
Running Time
- MP3
Format
- Open Access
Conditions Governing Access
Synopsis
(0:00:12) The Currently Estimated Potential (CEP) system is a modified and improved of the Shell system.
(0:00:47) Differentiated between performance and potential.
(0:02:24) Introduced Total Defence.
(0:02:47) Modified the national framework.
(0:05:24) Underlying objectives of Total Defence.
(0:06:20) Concept of Total Security.
(0:07:19) Introduced mass advertising – image advertising. Managed to show the military in a positive light.
(0:08:52) Revamped approach to National Day Parades.
(0:09:56) Mass display/singing of national songs from a Total Defence perspective.
(0:10:28) New commander each year, including new ideas and themes.
(0:12:46) Morale of Mindef (Ministry of Defence) raised considerably.
(0:13:23) Restructured pay scales. Linked promotions to CEP. Merit-based system.
(0:16:11) Unified force – later allowed each service to develop independently.
(0:17:37) Joint operation approach.
(0:19:58) Defco Ops group. Tied up with other Ministries.
(0:20:29) Hijack of SQ 117. Account of incident and role of Executive Group in handling the crisis.
(0:24:42) Difficulty of the decision to end the event.
Currently Estimated Potential (CEP) system - modified and improved Shell system. Differentiated between performance and potential. Introduced Total Defence. Built on Swedish and Swiss models. Modified to national framework - broader and deeper than their systems. Underlying objectives of Total Defence. Later found concept incomplete - not only strong defence but need for strong diplomacy. Concept of Total Security. Introduced mass advertising - image advertising. Probably first by government. Managed to show military in positive light. Revamped approach to National Day Parades. Emphasized engagement of attendees and larger audience at home. Mass display/singing of national songs from Total Defence perspective. New commander each year, new ideas and new themes. Morale of Mindef raised considerably. Restructured pay scales. Linked promotions to CEP. Merit-based system. Unified force -later allowed each service to develop on its own. Joint operation approach. Defco Ops group. Tied up with other Ministries. Hijack of SQ 117. Account of incident and role of Executive Group in handling the crisis. Difficulty of decision to end the event.
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Reel/Disc 7 of 16
Metadata
- 31 Aug 2006
Recording Date
- 00:29:15
Running Time
- MP3
Format
- Open Access
Conditions Governing Access
Synopsis
(0:00:10) Became part of a committee of young administrative officers to improve civil service in 1982.
(0:01:20) The Intention was to introduce the Currently Estimated Potential (CEP) system to civil service, including statutory boards.
(0:02:15) Exercise ended with not much achieved. Felt that recommendations were not radical enough.
(0:05:33) Reviewed the Central Provident Fund (CPF) system.
(0:09:24) Why he was able to get things done in Mindef (Ministry of Defence).
(0:11:11) Shared vision of wanting the best possible for the Singapore Armed Forces (SAF)
(0:15:00) Became Permanent Secretary Prime Minister Office (PMO) in 1994.
(0:18:37) Took over from Andrew Chew with Lee Ek Tieng as Head of Civil Service.
(0:19:10) Brought over the Mindef systems. Introduced CEP and to ensured salaries were comparable to the private sector.
(0:19:51) Introduced PS (Public Service) 21.
(0:21:55) New Prime Minister (PM Goh Chok Tong) took the helm. The government became more complex.
(0:27:01) Introduction of scenario planning in Mindef.
Became part of Committee of young administrative officers to improve civil service, 1982. Intention was to introduce Currently Estimated Potential (CEP) system to civil service including statutory boards. Exercise ended. Not much achieved. Felt that recommendations not radical enough. Reviewed Central Provident Fund (CPF) system - minimum sum should be cash. Able to get things done in Mindef because of good working relationship with Chiefs of Defence Force Winston Choo and Tan Chin Tiong. Shared vision of wanting best possible for Singapore Armed Forces (SAF). Became Permanent Secretary Prime Minister Office (PMO) in 1994. Took over from Andrew Chew with Lee Ek Tieng as Head of Civil Service. Brought over Mindef systems - introduced CEP - made sure salaries comparable to private sector. Introduced PS (Public Service) 21- essentially that civil service should not wait for political leadership to direct but should initiate. New Prime Minister (PM Lee HL), new situation. Need to manage change - anticipate, execute and welcome change.
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Reel/Disc 9 of 16
Metadata
- 31 Aug 2006
Recording Date
- 00:30:12
Running Time
- MP3
Format
- Open Access
Conditions Governing Access
Synopsis
(0:00:15) More on the 4-3 system and what it is all about.
(0:02:11) Manage system – brought together basic ideas of organisation development.
(0:04:13) Appointed the Permanent Secretary (PS) of Education (1997-1999).
(0:04:38) Made a study of National Education.
(0:05:45) Dr Goh’s approach was to revisit history every five years.
(0:06:40) Chiang Chie Foo appointed a second PS to handle administrative matters.
(0:08:00) How to help each child realise their full potential and not what can be obtained from resources put into education.
(0:08:55) Set up project themes to look into any areas in education that needed to be studied. Three main areas of focus.
(0:10:41) Importance of motivating staff. Introduced visits to schools to gain feedback and to encourage schools.
(0:13:59) Redoing of the curriculum.
(0:14:46) The origins of the slogan “Thinking Schools, Learning Nation”.
(0:17:25) How to deal with schools which are different – the buffet approach.
(0:20:54) Introduction of the School Excellence Model.
(0:22:38) Schools to decide for themselves – The Ministry of Education (MOE) gave them instruments to help.
(0:23:20) Cluster teams were introduced as an interphase between MOE and schools.
More on 4-3 system and what it is. Manage system - brought together basic ideas of organization development. As Permanent Secretary (PS) Education (1997-1999). Chiang Chie Foo appointed 2 PS to take care of administrative matters. Made a study of National Education- why should history of Singapore end around 1960s. Dr Goh’s approach to revisit history every five years. How to get out of each child to realize his potential and not what can be obtained from resources put into education. Set up project teams to look into any areas in education that needed to be studied. Three main areas of focus. Importance of motivating staff. Introduced visit to schools to gain feedback and to encourage schools. Redoing of curriculum - thinking schools, learning nation concept. Developed from IT idea. Became slogan for education as a whole. How to deal with schools which are different - buffet approach. Encouraged schools’ excellence-organisational excellence. Schools to decide for themselves-Ministry Of Education (MOE) gave them instruments to help. Cluster teams introduced as interphase between MOE and schools.
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