Within a span of a year, Greta Thunberg’s weekly lone ranger act of skipping school to stage a climate strike outside the Swedish parliament has spread globally into what is known as the Fridays for Future movement. Despite being at the tender age of 16 and diagnosed with Asperger’s syndrome, Greta’s display of her commitment to the cause has been impressive.
By refusing environmental awards and refraining from travelling by air for international conferences, she has catapulted herself as a leading climate change campaigner, and earning audiences with various international leaders and politicians. Her message to them: to “listen to the science”, and also understand the acuteness of impending environmental disasters.
While these consistent and passionate efforts by a female teenager with disabilities are commendable, it is unclear how influential Greta’s call to “listen to the science” will be in getting politicians and corporations to address this “urgent climate emergency”.
Without discrediting the genuine concern that these young protesters have about the catastrophic impacts of climate change, one way forward would be to comprehensively understand existing societal concerns, and engage existing social movements. In other words, to listen to societies.
Reflecting on global efforts to lead more environmentally sustainable lifestyles, our co-founder, Sofiah Jamil, presents her two cents on what these developments mean for Muslim societies.
Are Muslim consumers making better (ethical and environmentally sustainable) choices? Are Muslim business owners willing to provide these better choices to their clientele? Are the businesses that we are generating in the Muslim community meeting social and environmental needs, or simply feeding vanity and greed? And how can we cultivate a circular economy and business ecosystem that promotes environmental behaviours and services to all levels of the Muslim community?
These are difficult questions, and implementing such practices may be harder. Yet, these are highly crucial in a time which cannot afford further environmental apathy and inaction. Environmental challenges have socio-political and economic consequences. The faster we get up to speed with incorporating environmental sustainability measures into our businesses and daily lives, the better we are in ridding the stigma of playing “catch up”.
To read the full article (written for the Association of Muslim Professionals, Singapore), click here.
While there are massive economic opportunities from promoting digital integration in ASEAN, the disparity amongst ASEAN member states’ cybersecurity preparedness capabilities are sources of potential weakness to cyber crimes.
This edition of Birds-Eye-View highlights what the recent wave of cyber attacks and data breaches in Southeast Asia means for organisations and the increasingly online populations in the region.
It has been said: “Knowledge is expensive but ignorance is even more expensive; human possibilities to learn are unlimited”. This should rank as a very useful guide to organisations as they set about the task of developing talent. It recognises that people are the strongest resource (and therefore must be nurtured) – and the need to ensure each person is given opportunities to fulfill his or her long-term potential and personal aspirations.
Primarily, but not necessarily exclusively, talent development must serve to solve the organisation’s challenges and imperatives. It behooves an organisation to also subscribe to the concept of a “learning organisation”, one that promotes learning in the firm belief that knowledge with strategic importance helps to increase its long-term value.
Some principles that are useful to guide and inform talent development include:
Development is not the sole responsibility of the organisation; it is either that of the individual or it is a joint responsibility of the individual and the organisation.
Recognizing that the primary way (70% or more) an individual learns and develops is by “doing” and, as such, seeking to provide challenging roles and/or to utilize “action-learning” that contain “stretch”.
Diversity of talent and, indeed, where it is the case, diversity of business, are sources of strength that should be fully utilised to provide “stretch” and rotational assignments.
Targeting 2-4% of an individual’s time to learning and development activities.
Development options include the following:
On-the-job stretch assignments including line and staff roles;
Coaching & mentoring;
Customized workshops and other class-room training
Business School programs
On-line courses and resources
One key output from the task of talent development in the organisation must be a strategic road-map that not only provides development in basic competencies (as defined by the organisation) but also the competencies expected of leaders as they move through from entry-level right through the to its upper levels.
Co-founder of Hornbills Concepts and Communications, Luenne, recently completed a project with two other ladies (Khalijah and Eleanor), that involved surprising the former President of Singapore, Mr S.R. Nathan. The project had two parts: a book and a video. The book was made up of a collection of anecdotes about him as a boss, as a friend and as someone who never forgot the kindness shown to him. The video was to capture the surprise on his face when he was presented the book.
A campaign can be planned and executed in lighting speed and on a tight budget. The idea was mooted in December 2015. It took two months to source funders and convince them that this was a project worthy enough (and crazy enough) to fund. After which, the team only had about two months to write the book and complete the filming and hunt down the talents to interview. The team met with a lot of suspicion: connectors and friends of Mr Nathan wondered about their “agenda” for doing this book. More importantly, who was behind this project? Was there a political motive for doing this? They cannot believe that the members of the team were just a bunch of curious individuals—welcome to the hipster generation. People do things just because!
But in many ways, this project was also about capturing an “alternative” SG50 story. It was not about Mr Nathan as a president, but as Mr Nathan person.
Luenne worked with a few of his protégées before and realized that they also inherited his “no-nonsense” trait. They were from a generation who were willing and ready to do the “heavy lifting”, as one of them described it.
Indeed, this trait is somewhat lost to a many these days as we grow up with an army of domestic helpers at our beck and call.
Will, trust and passion, are important ingredients needed to complete a project as crazy as this. There were hairy and tense moments especially when the deadline loomed and when ‘moving parts’ of the project have not been pinned down. But in the end, when the whole thing was over, there was this huge sense of accomplishment and relief!
I made new friends and learnt a lot about old ones in the process!
This op-ed was first appeared in the Business Times 24 May 2016.
There are many opportunities for SMEs to expand outwardly in the Asia Pacific region and across the world. According to official data, small and medium enterprises (SMEs) contribute heavily to the GDPs of our neighboring economies. They comprise more than 95-99% of all business establishments, and also generate between 51 and 97% of employment in the region. In addition, governments in this region are also making a huge push to encourage the SMEs to venture abroad by providing the physical and financial infrastructure to aid their ventures overseas. However, they only account for 30% of exports in the region.
What this means is that there are opportunities abound for SMEs should they wish to venture abroad to expand and look for new opportunities beyond the confines of their own shores. Indeed, the local companies that are successful and sustaining the headwinds that everyone is facing now are those who took the giant leap forward to beyond the shores of their sunny isles. Besides capitalizing on the infrastructure that provides the pull factor for them to venture out, one thing is clear: these SMEs have adopted a marketing communication strategy so that their brand, and/or their product is able to stand out significantly from others in their “market” that they are selling it in. By standing out, it also means that their products and companies are visible in the crowded foreign marketplace that they are venturing into.
Some understanding of the communication and culture of the market you will be going into is essential. For example, the Filipino market requires celebrity endorsements for your product to be visible. The Filipino Inquirer cited that Kris Aquino, a talk show host and from a political dynasty, as one of the top celebrity endorsers in the Philippines. The Inquirer also states that, “an endorsement makes brands real” and allows identification and association with the person endorsing the product.
In Indonesia, the market is big on digital and online advertising. In 2015, emarketer.com noted that the digital and mobile internet advertising growth in Indonesia was the largest globally. Emarketer’s data and forecasts show that currently, digital’s share of the market is still in the single digits, and it estimates that in 2016, “more than 1 in 10 ad dollars in Indonesia will be spent on digital channels—including mobile—and in 2019, the share will exceed one in four.”
With regards to Malaysians, they need to see your products on billboards. According to Brandconsultantasia.com, for something to be credible there, consumers need to see the brand on a signboard—this signboard preferably has to be huge and clearly visible, and located alongside a busy highway or on a building. Statista.com supports this claim by sharing that “out-of-home advertising accounts for 2% of ad spent in Malaysia, but this is growing at over 35% per annum” and was worth in excess of $30million in 2015.
Besides knowing the market and its modalities, the campaign must at the same time carry the “essence” of the brand or product. While a campaign can be localized, it also needs to stay “true” to what it stands for and not deviate too much to suit the local conditions. In this respect, embarking upon simple market research to discover how your brand is perceived in the market helps to give you a peek into the mindsets of your consumers.
In other words, the enterprises should be guided by a clear and well-thought-out marketing communication strategy that seeks to understand the marketplace they are penetrating. This understanding includes a systematic process of identifying who their audience is, how to speak to them and how to listen to what they want. And this is not rocket science either, as pointed out by Charles Wong of popular local brand Charles and Keith. In an interview with IE Singapore, he shared his understanding of the market by taking his clients’ feedback seriously. He revised the designs of his shoes and even their pricing based on this feedback. There is a clear effort made by the company to provide the market with what it needs while at the same time creating demand for their products. And more importantly, this basic process of listening and responding can be replicated in all markets, thus allowing the product and brand to become universally recognized and desired.
Without a MBA or a huge marketing team, there are also systematic ways of finding out who your audience is, what they want, and then translating this knowledge into a good product or service for them. This is called planning for a good marketing strategy. For a start, it is important for the SME to understand the capacity of its own setup and what is involved when putting together a marketing communication strategy for penetrating the region.
Who is the best person to drive the project? What do they understand about it? Is it all “smoke” and “fluff” that anyone with a point-and-shoot camera or some basic understanding of the free software Picmonkey can be an “expert” in marketing? Yes and no. Yes, it is ‘smoke and mirrors’. But no, in that there is thought behind how ‘smoke and mirrors’ are used to achieve the right ends. The “smoke” is well calibrated to make sure that it helps you dazzle customers. The “mirror” is positioned in a way that deliberately gets your customers excited about the product. And more importantly, you need experts whom you trust to create this so that you do justice to your brand, product and service where ever it goes.
Luenne Angela Choa is the co-founder of Hornbills: Concepts and Communications, a start-up focused on strategic communication, skills training and empowerment for SMEs and their staff.
Will Lee is the Principal Consultant for That Marketing Guy (TMG). TMG is an integrated marketing consultancy that manages several key SME accounts in Singapore. TMG is currently planning to venture abroad with an online platform to help both media owners and media buyers in the region.
On January 3rd this year, the Straits Times ran a story on GIC’s (formerly known as the Government of Singapore’s Investment Corporation) efforts to “boost youth volunteerism via a $2m scheme offering students $3,000-$5,000 for 25 hours of community work”.
To any PR and Communications professional, this is a very interesting exercise in analysing the culture of reporting in Singapore and reputation management.
First, this episode reminds us of how small Singapore is in terms of its physical and news geography. There are only so many things that can be reported daily because of a certain level of self-censorship in the newsroom. Also, the readership of Straits Times and SPH’s papers has taken a hit as a result of digital news which has less self-censorship, but is nevertheless quite careful of what is being uploaded. More importantly, this culture of self-censorship is also fuelled by the lack of a certain degree of apathy by readers at large.
It is possible that the journalist attempted to highlight the volunteerism aspect of the scheme, thinking that it would draw attention to the article. Instead of giving her story a new perspective, it unfortunately drew much flak from the online community.
However, based on the reporting in the Straits Times’ forum section and the tabloid paper in the following days, one might speculate that the PR machinery of GIC would have pressed them for extra coverage to help them recover from the online tirade. This is any PR department’s “service recovery” dream: to get so much extra coverage for nothing.
Unfortunately though, they did not get the same ‘tender loving care’ from TOC. The comments below the TOC’s piece ran like a litany of grouses about GIC and this brings us to the second point about reputation management and GIC.
Reputation matters. It is the impression (rightly or wrongly) that people have about your organisation and it has implication on the way you do business and your relationship with the community. This entire episode is, in a way, a reflection of GIC’s reputation and how it resonates with some sections of society – some Singaporeans tend to associate GIC with politics and the state of affairs in Singapore.
As can be seen from the subsequent comments posted, many writers seem to take this opportunity to air their grievances about the current state of affairs in Singapore, what people are generally unhappy about and linking them back to GIC.
For GIC, perhaps this is a good time for them to consider embarking on a visibility campaign to make an effort to connect with the public so that they can better weather mistakes in the news room and other such debacles.
Luenne Choa is co-founder of Hornbills: Concepts and Communications. This commentary is based on her personal views.
In an interview in The Business Times, 21 December 2015, SBF Chief Ho Meng Kit said that companies in Singapore are “not so well prepared” to take advantage of Singapore’s changing economic landscape because they are not ready to roll out more innovative products and services. He said that in order for companies to transform, they need to get out of their comfort zone and seek new partnerships with people other than their usual suspects. His call is timely as economists predict head winds and while a slowdown is imminent, it does not mean that there are no silver linings to be found. This applies especially to SMEs, who are more agile and more flexible; they should take this time to re-think their business models and find new ways of adapting to the changing business climate.
Innovation as explained by Stuart Silverstein in Smashing Magazine is:  “by its very nature entails coming up with a new approach to an old problem”. Indeed it is really not about coming up with new creations and products that will take the world by storm, it is simply about finding new ways to solve an existing problem. A good and oft-used example these days is Grab Taxi. The Grab Taxi app is no more than a means to connect taxis to their passengers in the shortest time and in the most efficient way possible. To encourage users (taxis and passengers) to utilize the platform, Grab Taxi simply found ways to incentivize both the passengers and the taxi drivers to use it through ingenious ways such as providing outright cash incentives to drivers regardless of the time they take the booking.
This helped to plug the gap and allow passengers to book a cab at all times of the day. There is no new product being launched here and the owners of Grab Taxi are not even the incumbent taxi operators. They were using existing platforms combined with ideas that were outside the norm in order to solve a problem.
Thus with the evident success of companies like Grab Taxi, Mr Ho is right to urge companies to form partnerships across industries, to think creatively about ways of ‘solving existing problems’, and to meet the challenge of identifying and developing “new products and services” for customers—be it a B2B offering or a B2C offering.
Looking Back To Look Ahead
The first step that an SME should take in this direction is to keep an open mind and do their homework on the industry. They can go ‘back to basics’ and look at their industry as a whole: is it a sunset industry? If so, how can the industry be revived, how can they make it relevant again? What potential partners can they approach to collaborate with in order to make it relevant again? To think outside the box, the SME should be open about new ideas and possible partnerships. The next step is to narrow down the list of possible partners and consider how easy is it to get access to them rather than think about costs. Sometimes, if you approach big organizations, they may surprise you with a “yes, lets talk” response. Some of the best innovations start over a cup of coffee with practically zero costs. All you need is a working email address, open source IT support, commitment, and time!
Secondly, it is important for the SME to network in order to find like-minded people looking for opportunities to expand. MICE events are a good place to start. Another place in which to network is social media. Platforms like LinkedIn and Facebook have interesting groups that can help you connect to like-minded people from other industries looking to innovate and expand their range of services. Again, the investment cost for such activities is zero to low and the yields can be interesting.
The next important step is to find out what your customers want. In management speak, this is called doing your market research. The results of this will inform you where the gaps are and how they can be plugged. If the SME’s customer base is small enough, market research could be as easy as having a chat individually with their customers to find out more about their needs. If the customer base is large, it may be worth putting aside a budget (smaller than the cots of a CEO’s car) to look for a market research company. Alternatively, SMEs who have enough internal resource can conduct simple research by creating online surveys on their own after determining the metrics that for which they want to get a pulse. A design thinking workshop can also help to kick-start the process and guide them along the way.
Conducting market research allows you to systematically map out your audience. It also allows you to narrow down quite precisely what your audience (or the industry) needs in a more systematic fashion. It can help you plan your re- entry strategy to recapture the imagination of your customers.
More importantly, SMEs should ensure that their activities and their organization’s goals are clearly articulated and defined—what is the company’s raison d’être? Profitable innovation can only come from a clearly defined strategy and the way the organisation is set up. When innovation is chosen as a goal, without transforming the organisation, it ends up as a hobby or a vanity project rather than a business foundation.
SMEs and companies should not be afraid of finding new solutions to old problems. More importantly, the idea of innovation does not come from outside. It must start from the organizational culture and the mindset of the leadership. Perhaps business owners can start with themselves, by re-evaluating internal practices and the corporate culture. This is certainly taking one small step in the direction of transforming the organization’s outlook towards searching for the silver lining ahead.
Article by Luenne Angela Choa and Jonathan Eng. Luenne is the co-founder of Hornbills Concepts and Communications, a start-up focused on effective communication, skills training, and empowerment for SMEs and their staff. Jonathan Eng is the Design Director of Oculus Design, a company which believes that SME owners need to think like designers, who in turn need to understand business practice and management. Strategic design and management for SMEs is the way forward.
 “Changing Perspective: A New Look At Old Problems” [http://www.smashingmagazine.com/2012/09/changing-perpective-new-look-old-problems/]3 September 2012, accessed on 22 December 2015
Singapore, 27 November 2015 – Hornbills worked with the Singapore International Foundation (SIF) to conceptualised and executed the panel discussion “Technology for Social Change” as part of the SIF’s Singapore Insights Series. The panel was moderated by Channel NewsAsia’s host and Senior Editor Augustine Anthuvan with the following discussants: Ms Jacqueline Poh (Deputy Chairman, IDA), Larry Tchiou (Founder, Unframed), Lucien Teo (Technologist, Google), Syakir Hashim, (Corporate Partnerships, Development, Fundraising, Skolafund).
The panel discussion talked how technology can be used for social good to help resolve water issues, people with mobility issues and even to help therapist, counsellors and social workers with their clients and patients in between sessions. The panel also discussed the role that Singapore’s agency, IDA, played to nurture the growth and provide the infrastructure for the development of these social enterprises.
Besides the panel discussion, there was a technology showcase taking place at the fringe of the panel discussion where tech start-ups had an opportunity to network and display their technology to the guests present.