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Publication: Enterprise Today, pp 4-10, 14-1 5 & 26-27 Date: March I April 2008 Headline: Growing Big on Business Leadership
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Small and Medium Enterprises (SMU face similar challenges in developing management talent as the larger firms. Like large firms, they too need to attract, recruit, develop and retain management talent
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-%y* .:yj <a However, SMEs are constrained in this area. Given their size, they have fewer resources to invest in developing management talent, yet they weather greater risks than big businesses. While not crippling, the constraint requires SMEs to have a well thought out plan for training and grooming staff earmarked for management positions. Mr Low Cheong Kee, managing director of
In this issue of Enterprise Today, we examine how management training can make the difference between success and failure for SMEs. Also, we will take a look at the issue of Singapore's shortage of SME management talent and how the new Business Leaders Initiatives (BLI) can help address this.
The Difference Between Success And Failure Management tralnlng can cut the fallure rate of small and medlum enterprlses (SMEs) by as much as half
Thls eye-openlng conclus~on was reached by the Organ~satlon for Econom~c Co-operation and Development (OECD) In a 2003 study that covered half a dozen developed countries The global organlsatlon found there wasUa poslt~ve correlat~on between the degree of management tralnlng and the bottom-11ne performance of an SME"
It d~scovered that the chance of bus~ness fa~lure fell from one In three to just one in ten over the flrst three years of an SME's l~fespan ~f management tralnlng was undertaken
The OECD's flnd~ngs are particularly relevant for Slngapore's SMEs given the recently announced package of schemes to help shape a new generation of towkays
Mr Ph111p Yeo, Chalrman of SPRING Singapore, noted In a speech earher thls year that local growth-or~ented enterprlses need to build up the~r management teams to enter new
benefits that a global~sed marketplace has to offer, Slngapore's SMEs need to be led by bosses and senlor executives schooled in management skllls and savvy enough to capltallse on the opportunltles that turn up
A Start-up Enterpr~se survey by SPRING In 2006 found that just 40% of Singapore entrepreneurs had a baslc degree and formal management tralnlng Whlle the rest may have been able to manage thelr enterprlses satlsfactorlly so far, they are l~kely to flnd ~t tougher golng as the bus~ness cond~t~ons become more complex and competltlon more Intense
Local SME leaders do recognlse that ~t now takes more than lust techn~cal know-how to lead the~r businesses to success
In SPRING'S 2007 SME Development Survey, 9 In 10 SME bosses ~den t~ f~ed 4 core skllls that the~r managers needed to develop - leadership, team-bu~ld~ng, marketing and promotions, and buslness plannlng Thls IS a s~gn~flcant sh~ft away from trainlng managers in narrow, job- speclflc skill sets to "soft sk~lls"
"I have come to real~se that ongolng educat~on 1s so Important," noted
Home-FIX D I Y Pte Ltd, focuses on constant upgradlng and tra~ning for h ~ s staff
Mr Wlll~e Wong, Chalrman of Chlnyee Eng~neerlng & Machinery Pte Ltd. In a recent ~ntervlew "Only through continual educat~on can w e Improve ourselves to deal w ~ t h the changlng global business and technology s~tuatlon we face these days "
Another SME leader who IS very aware of the Importance of Investing In management tralnlng 1s Mr Low Cheong Kee, managlng d~rector of Home-FIX D I Y Pte Ltd
"Belng In the retall Industry, the most challenging Issue I face IS retalnlng and groomlng our best talent," he sa~d
"Thls 1s one of the reasons why Home- FIX focuses on constant upgradlng and prov~dlng tralnlng support to our staff. Our ph~losophy has pa~d off somewhat, as most of our management staff started off as store asslstants." sa~d Mr Low
The Challenge: A Lack Of Management Talent If SMEs recognise the need to attract and develop management talent, what is preventing them from doing so?
One widely held belief is that SMEs pay poorly. But the 2007 SME Development Survey found otherwise. Some 68% of SMEs in Singapore said they paid the market average in terms of staff and benefit packages, while 6% said they paid above market rates.
markets. develoo new oroducts and seize fresh business odportunities. I Speaklng to the pioneer cohort of SME leaders In the SPRING-SMU SME Leaders Management Development Programme, Mr Yeo sa~d the challenge they face IS not the lack of growth opportunltles but the dearth of good leaders, across all levels, who can lead thelr businesses to selze these
To take aavantage g me benejits that a globalised market-
place has to o$er, Singapore SMEs eed to be led by bosses and senior ecutives schooled in management 111s and savvy enough to capitalise on the opportunities that turn up.
' -- opportunltles
In other words, to take advantage of the 1
Publication: Enterprise Today, pp 4-10, 14-1 5 & 26-27 Date: March 1 April 2008 Headline: Growing Big on Business Leadership
About SPRING Singapore's Business Leaders Initiative (BLI) ' I
SPRING'S Buslness Leaders lnltlatlve (ELI) is a comprehensive programme that offers structured
development courses that cater t o the management tralnlng needs of SMEs Each component of
BLI IS deslgned specifically t o target a key stakeholder In SMEs - t h e SME boss, the up-and-comlng
executlve, and aspirlng entrepreneurs
I. Advanced Managment Fr&grarnme (AMP) Formerly known as the Management Development Programme, the AMP focuses on tralnlng CEOs and senlor executives from growth-or~ented enterprlses SPRING 1 has worked wlth institutes of higher learnlng (IHLs) to develop customlsed and affordable Executlve MBAs, short-term Executlve Development Courses and other buslness management and leadership courses
The AMP provldes the lHLs wlth a one-tlme curr~culum development grant for customlsed courses for SMEs, as well as up to 50% of operating costs for each Intake
The courses are currently offered at Nanyang Technological Universlty (NTU). Natlonal Unlverslty of Slngapore (NUS), Slngapore Management Unlverslty (SMU) and SIM University
Course fees range from S$8,000 to S$15,000 per partiupant for executive develop- ment courses, and S$30,000 to S$35,000 per particjpant for postgraduate courses. ............................................................................................................................................................ : ...... L
2. Managemant L)wdopment Scholarsh., .,._ -. Under MD5, prom~slng SME executives ahdl emwtlves haplh~ to work fot growth-oriented enterprrses are sponsared In their part4me or fulltime M B h undertaken In local unwersttles. C
The MDS wlll be jointly sponsored by SPRING an4 partialpatlhg growth-onenM enterprises Upon graduation, fhese exscuttves will pursue m r w s In the spc~nsored m m w l e s
The MDS will prow& funding a t the following lbvels Fu/l-fime MBA. SPRING Slngagor-e will provide grapt vaiw of up to 70% of zhe
expenses which includes tuition fees, basic stlwnd and other ref@& expmges, lncludlng monthly allowance fw full-time MBA scholars
1 Part-the MBA. SPRING Si~gapoce vylll ~rpvlde grant value af up to 90% of tq~tlan
fees an$ other related expenses. The SlvlE w ~ l l bear the full salrnes bhmugh~ut the course of study
The scholarst)lps are for courses offered at Nanyqng Technological Universlty (NTU), hlata~nal University of Slngapore (NUS) and Slngapore Manawrnent Wnlvers~ty ~SiMLI).
3. Executive Develapment Scholarship (EOSI This new scholarship for undergraduate studles at NUS, NTU and SMU, IS targeted at outstanding stydents who have demonstrated not only swong leadership c q ~ b ~ l ~ t ~ e s but also a passton and drlve to run thelr own businesses in the future
Successful EDS Schdars will have the opportunity to do their lnfernshlp In SPRING or at a growth-oriented enterprise. U ~ o n graduatior), EDS Scholars will work In SPRING for up to three years as par4 of the~r bond.
Upon comple11on of the bond, EDS Sdwlars are encouragsd to loin a gro&- orlented enterprise or.set up their own businesses.
The EDS covers up to four years of full support for a11 scholarsh~p-rdated costs, in~lgdlng turtlon, mqlntenance and book a))owances, hostel fees and computer loan.
A more llkely reason IS slmply that there IS Intense competltlon for people In Singapore's small talent pool More than 50% of SMEs covered In the SME Development Survey sald that they had dlfflcultles recrultlng staff for managerial, supervisory and operational posltlons
For local precision engineering firm A & One Precision Engineering Pte Ltd, this battle for talent takes on an added dimension
"Even ~f you have succeeded In groomlng new managers, ~t IS very llkely for others to recognlse thelr talents and lnvlte them to join thelr company wlth a better offer," says Mr Leong Weng Kuan. A & One Preclslon Englneerlng's Corporate General Manager "It IS
especially more challenging for an SME as most of these talents are drawn away by the b ~ g multl-natlonal companies In the region, and thls trend would continue as long as the country continues to attract forelgn Investments "
The problem IS not exclusive to Singapore's SMEs. In a 2004 paper
"In thepast, an SME could be comfortable just serving the local market. Today,
for SMEs to survive, they need to grow regionally or even internationally. Hence,
the challenges that a SME leader faces today are more multifaceted. He or she has to be more aware of the various internal and external issues that could impact the
business, and also the d$eren&ays a A business operates in each country" ,
- Ms Ann~e Yap, ch~ef executlve off~cer of human resource consultant The GMP Group
that examlned management of talent , In Amerlcan SMEs, the US' Human Capital Institute noted that Amerlcan SMEs faced constraints such as lack of speclalised experttse that were not an Issue for larger flrms
But, the rnstltute added. SMEs had some Innate advantages that bigger flrms lacked Slnce SMEs had fewer management layers, hlgh potentlal performers could be dealt wlth on a case-by-case bass when craftlng thelr development needs Also, such
Publication: Enterprise Today, pp 4-10, 14-1 5 & 26-27 Date: March I April 2008 Headline: Growing Big on Business Leadership
~nd~vtduals would have a stronger sense of belonging to the SME as the~r contr~but~ons would be h~ghly v~s~ble and would more easlly have an Impact.
able to cope with the different global challenges," sa~d Ms Yap
has programmes targeted at different groups of learners.
The Solution: Creating a Pipeline Of New Towkays In January th~s year, SPRING embarked on a concerted effort to arm current SME leaders w ~ t h management tralnlng and groom the next generatlon of SME bosses
For Instance, SME bosses and senlor executlves can enrol In the Advanced Management Programme to study for postgraduate degrees or take short term courses In a varlety of bustness and management top~cs They can choose from courses jointly developed by SPRING and the Nat~onal Un~verstty of Slngapore (NUS), Nanyang Technological Unlversrty (NTU), Stngapore Management Un~vers~ty (SMUI, or SIM Unlverslty.
In the case of A & One Prects~on Englneertng, the way to tackle the challenge IS to empower management staff w ~ t h greater
decis~on-mak~ng authority In addrt~on to developlng ~ t s own tralnlng programme for staff
Pumplng S$60 mllllon lnto ~ t s Buslness Leaders lnltlatlves (BLI), the agency expects to create by 2012 a p~pellne of 1,000 tralned SME bosses and senlor executtves wh~le cultrvatlng another 5D0 asplrlng executlves
"Hopefully one day, we will be successful not only in grooming talents but can attract talents to joln the company too," adds Mr Leong.
practical knowledge and the opportunity to network with other Korean entrepreneurs. These mentors come from both the public-end
private sectors. Under this iniiative, experienced skills brokers are engaged to help SMEs to: Diagnose training needs Develop training plans Identify training solutions provide?
These courses for SME head honchos will be customrsed for the AsIan buslness context and will address key bustness Issues They will also be flex~ble enough to f ~ t lnto the busy schedules of these SME bosses
Thts w~l l boost the talent pool of S~nga- pore SMEs and help growth-or~ented enterprlses bu~ld management teams w~ th sound management know-how
HONG KONG In Hong Kong, the Trade and Industry
The challenges faced by Stngapore's SMEs are also m~t~gated somewhat by the proactive support by the Government for local enterprlses, sa~d Ms Ann~e Yap, chief executive off~cer of human resource consultant The GMP Group.
Working in tandem with TID is the ~radk Development Council (TDC), which offers free, one-to-one consubtions to SME bosses on trade issues.
Deparbnent(TID) has a Suppofi and Con- sultation Centre for SMEs (SUCCESS). This ,centre provides SMEs with free, over-the- counter aSvice on e range of business areas.
The skills brokerage sewice is provided free of charge. On top of this, the customhed training that these SMEs develop adconduct for their staff is paltially subsidised by the UK govemmea
Spanntng the entlre spectrum of SMEs' For upand-comlng SME executlves, talent development needs, the BLI there are sponsored postgraduate THE UNITED KINGDOM (UK)
SMEs inthe UK can tap on the government's Skills Brokerage Programme to develop customised training programmes fortheir staff.
Also notable is the TID's SME Mentorship Programme where SME bosses are matched with voluntier mentors for a g-month peri~d. b SME Develo~ment: The Situation In Other Countries SMEs should capltal~se on th~s support
by puttlng In place a strategic talent management framework to the key processes of sourcing, recrultlng, and tralnlng and developlng talents, she satd.
L~ke their counterparts in Singapore, Small and Medlum Enterprises (SME) it# Japan, South Korea, Hong ~ong, and the United Kingdom, also receive strong supportfrom thdir governments.
I A gamut of initiatives has been introduced by the governments of these countrl to ensure thew SMEs get the help they need. Covering business advisory and mentorshtp, trai ng for SMEs as
of their businesses. a well as financing, these initiatives help overseas SMEs develop and strengthen 6ierent facets degrees at NUS, NTU or SMU under
the BLl's Management Development Scholarship (MDS).
of leadersh~p at these companies.
The other tnttiative - Executive Deve- lopment Scholarsh~p (EDS) -seeks to mould future Slngapore entrepreneurs and SME leaders.
and entrepreneurs in Singapore.
SME leaders today face a different set of business demands and new skills are needed, Ms Yap added.
In this issue of Enterprise Today, we take a closer look atthese initiatwes. Ultimately, these EDS scholars are expected to form the next wave of entrepreneurs and SME leaders when they move on to set up their own businesses or join growth-ortented SMEs. These are, in other words, Singapore's next generation of towkays. ET
These executlves, once they have completed their postgraduate studies, will be expected to join the h~gh- growth enterprises that sponsored their studies. The aim is that they will eventually take over the mantle
JAPAN. Japanese SMES have no lack of support from of these advisorsi fees, while the remaining their government when it comes to business two-thirds are subsidised by the Japanese I "In the past, an SME could be
comfortable just servlng the local market. Today, for SMEs to survrve, they need to grow reg~onally or even ~nternat~onally Hence, the challenges that a SME leader faces today are more mult~faceted He or she has to be more aware of the varlous Internal and external Issues that could Impact the buslness, and also the d~fferent ways a buslness operates In each country
Young undergraduates are sponsored for their bachelor degree courses and then exposed to work that brings them in close contact with successful SMEs
advisory and mentorship. government . . *,,.:&y~- I,.+
, -*' " " ' , .J. *+y These advisors bring with them a wealth of knowledge and practical experience as they are mostly retired entrepreneurs and former senior executives in large companies.
Atthe national livel, the Organisation for Small and Medium Enterprises and Regional Innovation (SMRJ) runsthe Experts Deployment Programme. Under this programme, 3,MO registered experts and advisors are on hand to provide business advice to SMEs. Upq deployment, these advisors visitthe SMEsi premlses to work closely wlth the SME owners on tackling the
Atthe regional and prefectural levels. SME support centres, commerce and industry associations, and chambers of commerce, form the next layer of support for Japanese
"Many of the latest management Ideas st111 orlglnate from the West It takes some time before the management skllls reach us. Local SMEs tend to be a b ~ t slower In adoptlng these skllls and practlces espec~ally among the more trad~t~onal businesses
business issues they are facing. cost-wise, the SMEs. I SMD onlv need to oev one-third A good illustration of this is the Osaka I
: Prefectural Governmentis (OPG) MyDome Osaka programme. Through this programme, SME bosses in Osaka recelve help through free. over-the-counter consultation by in- house coordinators, on-site consultation b\ external experts and financial support for conducting business feasibility evaluation
Apartfrom business advice, Japanese SMEs bosses can attend training at SME universities to catch up on the latest management knowledge. The courses focus on orovidina oract~cal knowledae an 1 "For example, overseas SMEs have
been observing fa~r employment practlces for a number of years. whereas In Singapore, we are only startlng to advocate the Importance of ~ t . The sooner we adopt good management sk~lls, the faster we are
" . networking opportunities for ~apanese SME I
Publication: Enterprise Today, pp 4-10, 14-1 5 & 26-27 Date: March I April 2008 Headline: Growing Big on Business Leadership
Management Courses for Fast Growing Enterprises When it comes to management training, small and medium enterprises ( S M E s ) are now spoilt for choice.
Whether they are bosses and senior executives of SMEs or young undergraduates with an entrepreneurial glint in their eye, SPRING'S Business Leaders Initiatives (BL I ) offers a slew of programmes to meet their learning needs.
The aim is to nurture SME leaders, develop their management capabilities and spawn a stream of future l e a d e r s for Singapore SMEs. In this issue, we take a look at what is available for whom under BLI.
Management Development Scholarship (MDS) ABOUT MDS: Under the MDS, young graduates w~th bus~ness leadersh~p potential are ~dent~f~ed and groomed for careers In S~ngapore SMEs They will be sponsored for selected graduate level management programmes at lead~ng local universltles
For SMEs, the MDS prov~des a means to develop their young managers and to attract new talent
As for young talents who aspre to loin an SME, the MDS allows them to galn the necessary manager~al sk~lls and tralnlng to contr~bute to the success of the SMEs they eventually lo~n
FOR WHO: Young, upandcom~ng executlves in SMEs should cons~der tak~ng up the MDS, where they are prov~ded Indepth exposure to the latest management th~nk~ng In the rigorous graduate programmes.
HOW K WORKS: The MDS sponsors the course fees for selected particlpants who undertake full-t~me or part-time MBAs.
Forfull-time MBAcourse particlpants. SPRING w~l l fund up to 70% of expenses wh~ch Include
Tuit~on fees. Bas~c supend Other related expenses, includ~ng a monthly allowance for fulMime MBA scholars
For part-tame MBA participants, SPRING will fund up to 90% of expenses wh~ch Include
Tu~tion fees Other related expenses
Wh~le they are study~ng for their postgraduate degrees. SME- sponsored participants w~l l contlnue to receive full salaries from the SME they work for.
Programme Course Date of Duration Key Features Why You Should Fees SS Program Take Thii Coune
JS MBA o p e NUS MBA's curriculum IS benchmarked
., I If you want agalnst the best MBA programmes In the world a prestigious
40.000 Part-t~me araduate dearee I Offers a unlque focus on the culture and conduct combln's the
34,000 of buslness In the Asia Paclflc reglon wlth the b"t management best knowledge and busmess management sk~lls thinking from the
from the West East and the West. I th~s IS the course I Ranked 1st In the Asia Pac~fic amo7,global recruiters and 2nd globally In lnterna tonal Mob~l~ty by F~nancial Times (Jaq 2007) I I NUS MBA students have the chance to organise or partlctpate In S~ngapore's f~rst and only Masters level bus~ness competition "Cerebrat~on" (see page 28) which is held annually
i
7
Offers a uniaue mix of alobal oersDective wi& an Asian focus.'keeping &dents abreast 4 of the latest business trends and technology' '1
Cases from the Asian Buslness Case Centre, which IS a lead~ng producer of Asian case studies are w~dely used In Nanyang's MBA courses
Students have o~oortunities to network w~ th buslness profeGibna~s and entrepreneurs as NTU has close Inks with the Industry
The course offers the flex~b~i~ty of spec~al~s~ng In an area which adds depth to a student's portfol~o
The Econom~st lntell~gence Un~t ranked the Nanyang MBA Programme top in Singapore and third in Asla In 2006.
In the F~nanc~al Times' 2007 rank~ng of the World's 100 Best MBA Programmes, the Nanyang MBA Programme was ranked first In Sngapore, second m Asla and third In the Asia- Pacific.
The Nanyang Bus~ness School IS the first and only S~ngapore business school to aciueve both MCSB lntemat~onal and EQUIS accred~tat~ons.
Students aie tauaht bv facultv with PhDs or
Apan from ~ t s distinct focus on Asian business the Nanyang issues.
MBA prov~des participants w~th the opponunlty to network w~th lead~ng bus~ness figures and entrepreneurs through the university's close ties wlth the ~ndustw
4
Those looking for profess~ona degrees from lead~ng nternational a graduate wurse academ~c ~nst~t~t~ons. I that offers thought
leadersh~p from *The SMU MBA has a strong focus on leadership internationally
and communication, wh~le traln~ng students renowned faculty to bu~ld up a solid foundat~on ~n the trad~t~onal and a strong focus funmons of management on soft sk~lls lhke
leadershio and Open to d~ploma or degree holders
should enrol for
Part~c~oants w~l l recelve dual aual~f~cat~ons u ~ o n I graduation (Execut~ve ~raduaie Diploma and Execut~ve Master of Technology Entrepreneurship)
f COURSES
Programme
NUS Asia-PeclRc Executive (APEX) MBA
Advanced Management Programme (AMP)
ABOUT AMP: Formerly known as the Management Development Programme, the AMP focuses on training SME bosses and senlor execut~ves through postgraduate and executive development courses
To sult the busy schedules of these people, flexib~l~ty IS bullt lnto all AMP courses Some modules are SPRING conducted over one to two weeks Opsn every few months, wh~le others Pml/ramma like the NUS Asla-Pac~fic Execut~ve forSMEs MBA for SMEs and Nanyang Execut~ve MBA require longer term comm~tment
Also, the courses offer custom~sed modules that explore busmess top~cs and Issues relevant to S~ngapore i; SMEs
All courses are jo~ntly developed by NN SPRING and local instnutes of h~gher ' ~ ~ Y ~ g e learn~ng (IHLs) lhke MBA
Nat~onal Un~versity of S~ngapore (NUS) Nanyang Technolog~cal Univers~ty (NTU) S~ngapore Management Unlverslty (SMU) SIM Un~vers~ty
FOR WHO: If you are a busy SME boss or senior executlve but stdl want to h ~ t the books, then AMP IS the r~ght programme for you All courses are structured to offer maximum flexlblliw "It the Of SMU-WRING course partlclpants SME k d e n
HOW FT WORKS: MoMOHIW~~ D.vdopm*nt
IHLs w~th recogpsed localbased progl.,,,~. courses are suppdned w~th a one- tlme curr~culum development grant for customised codrses for SMEs, as well as up to 50% of operating costs for each Intake ,El~g~ble SMEs will pay subs~d~sed fees
SIM The course fees lhsted here are Univsrsity hatPre subs~dy Executive
Ma- In Technology Entrepre- naurshlp
\
Why Y w Should Take This Cwne
SME bosses who want to bu~ld a strong network with top executlves from various WIII welcome ~ndustr~es
th~s course Also, the exposure to the latest management ins~ghts from top busmess leaders
OFFERED
Course FeesSS
80,000
24.000
75.000
15,300
24.000
will be lnvaluabie
SME bosses lwk~ng for a
but broad- based study of contemporary bus~ness Issues Important to SMEs will find this useful
I
UNDER
Date of Program
Aug 2008
Mar 2008
Ju12008
11 Jul- 27 Sep 2008
Jul 2008
SME bosses should take up the Nanyang EMBA ~f they want a rigorous academ~c programme that includes Interesting custom~sed modules on SME busmess ssues
AMP:
Duration
Full months 12 months Pan-tlme 24 months
.
6 months
18 months
-
3 months
12 months
1
I
Kay Features
Ranked the World's Top 29th Execut~ve MBA Program by The F~nanc~al limes (2006) . Expenenced faculty w~th strong knowledge on business In Asla
D~rect exposure to business ~n four major As~an economies through overseas segments
Opportunrt~es to budd a strong international network w~th top executives from a w~de range of funct~ons and ~ndustries
Parttc~pants get f~rst-hand contact and ~ns~ghts from bus~ness leaders on various d~sc~pl~nes who vlsit as special guest speakers
Part~cipants need to have mlnlmurn 10 years of fulkt~me work experience (hoidmg a senior podion or have the potent~al to assume managenal posluon In the near future)
Modules provide indepth coverage of major busmess top~cs like - Product and Brand Management for SMEs - Strateg~c Commun~cat~on and
Negot~at~on Skills - Financ~al Management for SMEs - Sun ZI B~ng Fa and Buslness Appl~cat~ons - Dynam~cs of Local Enterprise Development - Gmwth and Intemat~onahgatmn Strateg~es for
SMEs
-Features 6 custom~sed SME modules - Sun 21 B~ng Fa Appl~cat~ons for SMEs - Valuation of Bus~nesses - Manag~ng SME Operat~ons ,- Management & Growth Dynamlcs of the
Fam~ty Bus~ness - Strateqic Management for SMEs - Bank Financ~ng
Offers panlclpants a link to the Berkeley- Nanyang Advanced Management Programme
Pamc~pants should have a mlnimum of 8 years work experlence with s~gn~ficant managerial respons~b~l~t~es
Deugned in collaborat~on with local SMEs
Each module features a local SME case study w~th partic~pat~on from w foundedeaders . Modules were developed along the 3 growth phases of a company (Glow, Grow, Global~se)
Jo~ntly developed wlth the lnstttutlon of Eng~neers LIES)
Designed for engineering 1 technology-based companies
Focuses "startup" on and how "global~sat~on" to develop business phases plans of for
busmess
Part~c~pants are gu~ded on develop~ng and ~mplement~ng a busmess plan as part of the course
Thls short course IS perfect for SME bosses who want an ~ndepth study of a real- world SME and learn from the experience of the SME's founder
SME leaders from englneerlng and technologybased
~,"f","~~mWiII this course A major attract~on of the course IS the hands-on exper~ence SME 1 leaders will get In develop~ng and imPlementlng a bus~ness plan
J
Publication: Enterprise Today, pp 4-10, 14-1 5 & 26-27 Date: March I April 2008 Headline: Growing Big on Business Leadership
y,< 8 ' <
1 - - 8 -
, - ,
Growing .A
KEYNOTE ADDRESS Mr Paul Peeters, Chairman and Chief Executive Officer, Philips Electronics Singapore, Senior Vice President, Philips Lighting APR & General Manager, Philips Lighting ASEANIPacific
FACIUTATOR: Mr lgnatius Low, Money Editor, The Straits Times Innovative A
Enterxlrises A
FACILITATOR: , TRACK Mr Inderjit Slngh, CEO, Infinit1 Solutions Pte Ltd
Financina for Growina SPEAKERS: - - Enterprises * Ms Serene Soh Understand how flnanclers Senior Vice President & Head of SME
HSBC Limited and banks can
Mr Chris Chia, Managing Partner propel your bus~ness Kendall Court Ca~ital Partners to the next level of competitiveness
* Mr Tan Soon Liang Head, Colporate Finance Advisoly BDO Raffles Advisory Re Ltd GROWTH has always been tap on the agenda for any business.
The burning question is how. * Mr Mohan M ioldings Ltd
At the SPRING Enterprise Conference, find the answers to growing your business bigger and faster.
I V I A R K ~ ~ ''. qy , :FACILITATOR:
TRACK Associate prbfwsm ~ n t e Kc& Dean Wi of Exwut~ve Mucatbn b - - -- - - - - Am@@ Desn. Lee W p Chlhln SchcoI of
Emlzllng CepaBi&&s Bminm, Singepore Management University fwlvnarketAceeos S r n a ~ S : Discover fbe m e r Mr J- Babdi. CEO, &ramdAsii Pre Ltd
Be inspired by how some of our homegrown enterprises have tapped on 3MK - Money, Management, Markets and Know-How - to become business leaders. of strong branding, * Mr Soh K@r aifmtDt:
mart managernwit d E1ja Ch-$ong Sprum & Fergwn (Singepore) intellwtual property and Pte Ltc! gcmci w g n ter expand ' Mr Law Cbeaw h e i
market share 5brthr Ami~nY/Cmai~~w Qirem, Philip8 Resiign Simpore " Mr Pm Khwfi. DBputy soup MD : H n lntwnatianal HMhgs W
Be part of the fast growing enterp-'-2 scene in Singapore.
Platinum i%ner A-
- 7 J o i n us on
Thursday , HSBC Ub * Ms Ritu K q p w M a n a ~ r - Branding & Strategy,
Fooet Empire +dings Ltd 1 7 April 2008 at Matrix
L @Biopalis I
Gold Partner Med7a Partner
, KNOW-HOW FACILITATOR: Dr Lily Chan, CEO,
TRACK NUS Enterprise. National University of Singapore
Embracing Innovation for Growth Explore how technology innovation can create a competitive advantage through enhancing product value and gaining entry into new markets
SPEAKERS: Mr Chan Wal Yin, Charrman Sillcon Appllcat~on Re Ltd Mr Joseph V~jayandran, General Manager Super Cont~nental Pte Ltd
* Dr ling Choon Meng, Chairman & CEO HealthSTATS International Pte Ltd Mr Shyam Prasad, Ch~ef Operating Off~cer SAP South East Asia Mr Walter Lee Senlor Vice Pres~dent and Fellow Explo~t Teehnolog~es Pte Ltd, AaStar
MANAGEMEN TRACK , .
--
ITATOR: &!lIIe Chew &@rd Member chairing Manapmnt SPRING Singapo3.e Rliay W i Cammitt@,
Find ,,. ttxc bast- ., ~ t v n ~ n 5 Dime= ASEM - manap and dewfop y m ~ v ~ *
5 talents who can lead ywr ' Mr f4hkm.l Eu' mt)any to Sm BrO*h EU Yam Sang lmtama8iaional Ltd i oponunfties in a hrmmic, * zM$2$f"2YETU4 Lm gl&al marketpkm
* Mr &a Sia Mengl, hdanminn )9ibr+hnr Smtr'?*dr 1ndlf.EttideRhr I hl
