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Organisational Behaviour
Change and Collective Leadership: The Transformational Journey of Tan Tock Seng Hospital
Koh Cheng Boon, David Dhevarajulu and David Hendrick JR
Case Ref No.: ABCC-2024-002
Pub. Date: APR-2024
Category: Organisational Behaviour
Topic(s): Business & Government
Case Length: 25 pages
Abstract:
Seven years had flown by since Dr. Eugene Fidelis Soh took the helm of Tan Tock Seng Hospital (TTSH) as its CEO. Deep in thought, he reflected on the past two years, 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.
Dr. Eugene pondered:
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?
NTU FACULTY
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NON-NTU FACULTY
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From Hierarchical organization to Boundaryless Hospital: “ Kampung” Spirit and Collective Leadership beyond Eleven Jalan Tan Tock Seng
Koh Cheng Boon and David Dhevarajulu
Case Ref No.: ABCC-2024-001
Pub. Date: APR-2024
Category: Organisational Behaviour
Topic(s): Human Resource Management, Strategy
Case Length: 16 pages
Abstract:
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.
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NON-NTU FACULTY
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Singapore Airlines – An Iconic Asian Brand: Decision-Making in Challenging Times, Crisis and Beyond
Kumaran Rajaram
Case Ref No.: ABCC-2023-001
Pub. Date: MAR-2023
Category: Organisational Behaviour
Topic(s): Business & Government, Communication, Human Resource Management, Strategy
Case Length: 9 pages
Abstract: The Singapore Airlines Ltd (SIA)'s case is intended to help participants to better appreciate how an airline operates to sustain its business operations and growth. The case (a) evaluate SIA's business processes via a scaffolded
decision-making framework; (b) discuss the different types of decisions made by SIA as well as how these decisions are made; (c) examine the implications of the decisions made by SIA; (d) discuss the potential barriers in decision-making and
possible remedies; (e) describe the elements of a crisis management plan for SIA; (f) discuss sustainability issues relating to SIA and their impact on decision-making;
NTU FACULTY
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Alibaba Group Holding Limited: Why and how does leadership matter to a company’s growth, success and future prospects?
Kumaran Rajaram
Case Ref No.: ABCC-2022-009
Pub. Date: NOV-2022
Category: Organisational Behaviour
Topic(s): Human Resource Management
Case Length: 9 pages
Abstract: Alibaba Group Holding Limited is an operator of online mobile marketplaces in retail and wholesale trade. They are a multinational technology conglomerate that has a total of 115 subsidiaries with 785 companies. Some notable
platforms owned by Alibaba include Taobao, Tmall, Aliexpress and Lazada. The company is involved in logistics, retail and wholesale, local consumer businesses, cloud services including network virtualization services, large scale computing, security
and big data analytics. They also partake in innovation initiatives and digital media and entertainment. Their headquarters is located in China. They also have offices located in several countries around the world including Singapore, India, the United
Kingdom (UK) and the United States (US). Over the past decade, Alibaba has seen exponential revenue growth. Understanding Jack Ma’s (co-founder and former executive chairman of Alibaba Group) leadership behaviours and Alibaba’s organizational
culture enabled us to appreciate how the group managed complex and intertwined issues during his tenure. Now that the baton has been passed to succeeding Chairman and Alibaba CEO Daniel Zhang, the world’s eyes have turned to Zhang to witness
how he leverages on Alibaba’s current position and sustains its business operations and rapid growth.
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NON-NTU FACULTY
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The Case Centre
Lessons in Crisis Leadership: From Peacetime to Post-911
Koh Cheng Boon
Case Ref No.: ABCC-2021-003
Pub. Date: JUNE-2021
Category: Organisational Behaviour
Topic(s): Organisational Behaviour
Case Length: 17 pages
Abstract: 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.
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NON-NTU FACULTY
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Grabbed! How the PMD Ban Almost Immobolized the Food Delivery Industry
Koh Cheng Boon, Liang Xiangxuan, Kelvin Tan and James Teo
Case Ref No.: ABCC-2020-004
Pub. Date: JUN-2020
Category: Organisational Behaviour
Topic(s): Communication
Case Length: 8 pages
Abstract: On 4 November 2019, the Singapore government announced 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?
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NON-NTU FACULTY
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SEA Games 2015
Koh Cheng Boon, Bronson Ong, Lawrence Lim and Richard Poh
Case Ref No.: ABCC-2020-003
Pub. Date: JUN-2020
Category: Organisational Behaviour
Case Length: 8 pages
Abstract: 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 organizing of 36 sports, with around 400 events. However, there was a sudden surge in crowd during the closing ceremony. 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? Some valuable lessons on leadership and scenario planning can be drawn from this Case Study.
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"The Reluctant Boss": Leadership at Mastermark - A Singapore SME
Stewart L. Arnold
Case Ref No.: ABCC-2020-002
Pub. Date: MAY-2020
Category: Organisational Behaviour
Topic(s): Entrepreneurship, Human Resource Management
Case Length: 9 pages
Abstract: Do you want to lead a bird control company? No? Nevertheless, you might learn from a Case Study about the Director of one such Small-to-Medium-sized Enterprise (SME): someone who was initially a “reluctant boss”. This Case helps us to widen our perspective on possible leadership career paths and examine the challenges for leadership of SMEs in general. It can also help us to think about growing one’s own business or division in a larger organisation.
NTU FACULTY
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Suzhou Industrial Park (B): Different Perspectives
Koh Cheng Boon
Case Ref No.: ABCC-2018-006
Pub. Date: MAR-2018
Category: Organisational Behaviour
Topic(s): Strategy
Case Length: 4 pages
Abstract: 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.
Related: ABCC-2018-005 (Suzhou Industrial Park [A])
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Cross-cultural Connection in the Suzhou Industrial Park (A)
Koh Cheng Boon
Case Ref No.: ABCC-2018-005
Pub. Date: MAR-2018
Category: Organisational Behaviour
Topic(s): Strategy
Case Length: 9 pages
Abstract: 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.
Related: ABCC-2018-006 (Suzhou Industrial Park [B])
NTU FACULTY
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NON-NTU FACULTY
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Daiichi Sankyo's Acquisition of Ranbaxy – Cultural Issues in Integrating Business Models and Organisations
Wee Beng Geok, Geraldine Chen and Ivy Buche
Case Ref No.: ABCC-2011-006
Pub. Date: APR-2012
Category: Organisational Behaviour
Topic(s): Finance and Economics
Case Length: 27 pages
Abstract: Daiichi Sankyo was the first major Japanese pharmaceutical firm to acquire a generic drug company. In early 2008, it acquired a majority share in Ranbaxy, then the largest India-based generic drug manufacturer and exporter. This case examines the cross cultural challenges in the post-acquisition task of integration.
Related: ABCC-2012-E002 (Executive case)
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IMC Pan Asia Alliance – Building Strategic Resilience through Organisational Transformation
Wee Beng Geok, Chung Chee Kit and Yang Lishan
Case Ref No.: ABCC-2005-006
Pub. Date: FEB-2006
Category: Organisational Behaviour
Topic(s): Strategy
Case Length: 20 pages
Abstract: In late 2004, 40 managers from the Asian shipping group, IMC Pan Asia Alliance (Pte.) Ltd., had completed a four-day management retreat to discuss the implementation of IMC's business strategy for the coming decade, and in particular, to identify the key organisational capabilities that would be essential if the Group's new business strategy was to succeed.
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Title: Metamorphosis: Singapore's Alexandra Hospital in Transition
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