Category: Management

Singapore Girl

ST, 11 Feb
Original Singapore Girl defends the kebaya
SIA girls are globally recognised, says ex-stewardess who was model for uniform

By Nur Dianah Suhaimi

WHEN former Singapore Airlines stewardess See Biew Wah was sent to Paris in 1972, she had no idea that she would be shaping history.

Tasked to be the model for a new cabin crew uniform, Madam See became the mannequin on which French haute couturer Pierre Balmain perfected the cut and look of SIA’s famous sarong kebaya.

Now, 62 years old and a housewife, Madam See has joined the chorus of voices defending the SIA girl. She wrote in to The Sunday Times to say that the iconic uniform has always been the source of her strength and pride.

She was responding to last week’s column, Of Singapore Girls And White Men, which, among other things, made the point that the Singapore Girl deserves to be heard.

Since the national carrier announced last month that it would tender out its advertising account for the first time in 35 years, there has been public debate on whether the Singapore Girl should stay or go.

‘As one of the original Singapore Girls, I feel I have earned the right to speak up on behalf of her,’ said Madam See.

Twenty other readers wrote in sharing the same view.

Said Madam See: ‘The first time we wore the kebaya in Europe, several pedestrians walked into lamp posts because they were so engrossed. It’s a beautiful uniform which brings instant recognition.’

Because Europeans tend to be bigger than their Asian counterparts, SIA was asked to send a stewardess to Paris to model for Balmain. So for a week, Madam See posed for him.

Said Madam See: ‘He was extremely particular. If he didn’t like something, he’d just rip it off.’

Madam See has long given up her kebaya when she left SIA in 1980. But she claims she now has an ‘invisible uniform’ which has kept her strong and confident. ‘Once a Singapore Girl, always a Singapore Girl,’ she said.

Supernature

Straits Times. 11 Feb
By Nur Dianah Suhaimi

WHEN Ms C.F. Chen set up her organic food shop Supernature in a quiet corner of Wheelock Place 10 years ago, she had only five items sitting on the shelves and even fewer customers coming through the door.

When they did, they cringed at the prices and complained about holes in the apples and less-than-pristine vegetables.

Her friends thought she was crazy to have given up her $2,500-a-month job at the now defunct Telecommunication Authority of Singapore to sell ‘rabbit food’.

Today, the 37-year-old is having the last laugh.

Her two Orchard Boulevard shops are among more than 40 organic stores, cafes and warehouses in Singapore, all part of an industry estimated to be worth between $6 million and $10 million a year.

Organic food is produced without artificial pesticides or fertilisers. It is also free of additives and, in the case of organic meat, growth hormones.

Last week, Club 21 founder Christina Ong’s COMO Group bought over the two shops for an undisclosed sum, leaving Ms Chen in charge of the day-to-day operations.

Continue reading “Supernature” →

The moment that breaks, it's gone

“In a different world we need to find a niche for ourselves, little corners where in spite of our small size we can perform a role which will be useful to the world. To do that, you will need people at the top, decision-makers who have got foresight, good minds, who are open to ideas, who can seize opportunities like we did… My job really was to find my successors. I found them, they are there; their job is to find their successors. So there must be this continuous renewal of talented, dedicated, honest, able people who will do things not for themselves but for their people and for their country. If they can do that, they will carry on for another one generation and so it goes on. The moment that breaks, it’s gone.”

Lee Kuan Yew, in an interview with CCTV, June 12, 2005

Efficiency

The most important thing is to look at how things are done and ask why, and whether they can be done more efficiently.

– Brian Urkowitz, Merrill Lynch managing director and head of Global Transactional Client Services

Goldman Sachs Business Principles

 

The Goldman Sachs business principles reflect a set of ethics that has become ingrained in our firm’s character. They serve as the bedrock of our determination to provide clients with the industry’s best service. The business principles characterise not only the high standards and aspirations of the people who built this firm, but of our people today.

  1. Our clients’ interests always come first. Our experience shows that if we serve our clients well, our own success will follow.
  2. Our assets are our people, capital and reputation. If any of these is ever diminished, the last is the most difficult to restore. We are dedicated to complying fully with the letter and spirit of the laws, rules and ethical principles that govern us. Our continued success depends upon unswerving adherence to this standard
  3. Our goal is to provide superior returns to our shareholders. Profitability is critical to achieving superior returns, building our capital, and attracting and keeping our best people. Significant employee stock ownership aligns the interests of our employees and our shareholders.
  4. We take great pride in the professional quality of our work. We have an uncompromising determination to achieve excellence in everything we undertake. Though we may be involved in a wide variety and heavy volume of activity, we would, if it came to a choice, rather be best than biggest.
  5. We stress creativity and imagination in everything we do. While recognising that the old way may still be the best way, we constantly strive to find a better solution to a client’s problems. We pride ourselves on having pioneered many of the practices and techniques that have become standard in the industry.
  6. We make an unusual effort to identify and recruit the very best person for every job. Although our activities are measured in billions of dollars, we select our people one by one. In a service business, we know that without the best people, we cannot be the best firm.
  7. We offer our people the opportunity to move ahead more rapidly than is possible at most other places. Advancement depends on merit, and we have yet to find the limits to the responsibility our best people are able to assume. For us to be successful, our men and women must reflect the diversity of the communities and cultures in which we operate. That means we must attract, retain and motivate people from many backgrounds and perspectives. Being diverse is not optional; it is what we must be.
  8. We stress teamwork in everything we do. While individual creativity is always encouraged, we have found that team effort often produces the best results. We have no room for those who put their personal interests ahead of the interests of the firm and its clients.
  9. The dedication of our people to the firm and the intense effort they give their jobs are greater than one finds in most other organisations. We think that this is an important part of our success.
  10. We consider our size an asset that we try hard to preserve. We want to be big enough to undertake the largest project that any of our clients could contemplate, yet small enough to maintain the loyalty, the intimacy and the esprit de corps that we all treasure and that contribute greatly to our success.
  11. We constantly strive to anticipate the rapidly changing needs of our clients and to develop new services to meet those needs. We know that the world of finance will not stand still and that complacency can lead to extinction.
  12. We regularly receive confidential information as part of our normal client relationships. To breach a confidence or to use confidential information improperly or carelessly would be unthinkable.
  13. Our business is highly competitive, and we aggressively seek to expand our client relationships. However, we must always be fair competitors, and must never denigrate other firms.
  14. Integrity and honesty are at the heart of our business. We expect our people to maintain high ethical standards in everything they do, both in their work for the firm and in their personal lives.

Quek Leng Chan

Wall Street Journal: Who gave you the best business advice?

Lillian Too: Quek Leng Chan, the head of the Hong Leong Group, of course. He said that in business there are no friends and there are no enemies and one must not become emotional. I remember on one occasion when I disagreed with him over something and I told him I was prepared to resign over this. He told me straight off not to be dramatic. I still remember his words:

“We are not a political party, we are a business.”