SG-H-CS-13 | Lim Siong Guan — The Civil Service Reformer

Document Code: SG-H-CS-13 Full Title: Lim Siong Guan — The Civil Service Reformer Coverage Period: 1947–present Level Designation: Level 3 Profile Primary Sources Consulted:

1. Lim Siong Guan and Joanne Lim, The Leader, The Teacher and You: Leadership Through the Third Generation (Singapore: Imperial College Press, 2013)
2. Lim Siong Guan, speeches and lectures on public sector reform and governance, various dates
3. Public Service Division, Prime Minister's Office, publications and reports on PS21 and civil service reform
4. The Straits Times, coverage of civil service reform and Lim Siong Guan's career, various dates
5. Lee Kuan Yew, From Third World to First: The Singapore Story 1965–2000 (Singapore: Times Editions, 2000)
6. Oral History Centre, National Archives of Singapore, related interviews on the Singapore civil service
7. Government of Singapore Investment Corporation (GIC), annual reports and institutional publications
8. Peh Shing Huei, Neither Civil Nor Servant: The Philip Yeo Story (Singapore: Straits Times Press, 2016/2018)
9. Neo Boon Siong and Geraldine Chen, Dynamic Governance: Embedding Culture, Capabilities and Change in Singapore (Singapore: World Scientific, 2007)
10. Lim Siong Guan, The Best is Yet to Be (Singapore: World Scientific, 2025) — memoir reflecting on career and leadership lessons

Related Documents:

• SG-H-CS-14 | Ngiam Tong Dow (contemporary and contrasting figure)
• SG-H-CS-17 | Peter Ho Hak Ean (successor as Head of Civil Service)
• SG-H-CS-19 | Philip Yeo (contemporary with different approach to civil service)
• SG-E-PSD | Public Service Division — Institutional History
• SG-D-07 | The Singapore Civil Service — Structure, Culture, and Reform

Version Date: 2026-03-20

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Section 1: Key Takeaways

• Lim Siong Guan served as Head of the Singapore Civil Service from 1999 to 2005 — the most powerful bureaucratic position in the republic — and used that platform to launch the most comprehensive programme of civil service reform in Singapore's history: Public Service for the 21st Century (PS21), which sought to transform the civil service from a hierarchical, rule-bound bureaucracy into an innovative, citizen-centric, and continuously learning organisation.

• Before becoming Head of Civil Service, Lim served as Permanent Secretary in the Ministry of Defence (MINDEF) and the Ministry of Education (MOE), gaining experience across two of Singapore's most important ministries and developing the management philosophy that he would later apply to the civil service as a whole.

• After departing the civil service, Lim served as Group President of the Government of Singapore Investment Corporation (GIC), Singapore's sovereign wealth fund, where he applied his management philosophy to the governance of one of the world's largest pools of sovereign capital.

• His book The Leader, The Teacher and You, co-authored with his daughter Joanne Lim, is the most comprehensive articulation of a leadership philosophy by any Singapore civil servant — a work that synthesises his experiences across defence, education, civil service reform, and sovereign wealth management into a coherent framework of servant leadership, continuous learning, and institutional excellence.

• PS21 represented a fundamental rethinking of the civil service's purpose and culture. Where the traditional civil service culture emphasised hierarchy, obedience, standardisation, and risk-avoidance, PS21 promoted innovation, experimentation, citizen engagement, and organisational learning. The reform programme introduced mechanisms for rewarding innovation, soliciting ideas from frontline staff, and measuring public satisfaction with government services.

• Lim's leadership philosophy was rooted in a distinctive combination of military discipline (shaped by his experience at MINDEF), educational philosophy (shaped by his experience at MOE), and management theory (shaped by his engagement with international thought on organisational excellence and continuous improvement).

• He was a proponent of what might be called "structured innovation" — the belief that creativity and experimentation could be systematically cultivated within large organisations through the right incentive structures, cultural signals, and leadership behaviours, rather than being left to chance or individual initiative.

• His tenure as Head of Civil Service coincided with a period of significant external pressure on the Singapore system — the aftermath of the Asian Financial Crisis, the dot-com bust, the SARS epidemic, and the early stirrings of the public discontent that would become evident in the 2006 and 2011 elections — making civil service reform not merely a management exercise but a political necessity.

• Lim's approach to reform was in notable contrast to the post-retirement critique offered by his contemporary Ngiam Tong Dow. Where Ngiam diagnosed the civil service's problems and recommended broad cultural change, Lim sought to implement specific institutional reforms from within, working through the existing power structure rather than challenging it.

• His career embodied the ideal of the technocratic reformer — the senior official who uses institutional power to drive organisational change without disrupting the fundamental political framework within which the organisation operates.

• The question of whether PS21 succeeded — whether it genuinely changed the culture of the civil service or merely created a rhetorical overlay atop unchanged institutional behaviours — remains a subject of debate among scholars of Singapore's public administration.

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Section 2: The Record in Brief

Lim Siong Guan is among the most consequential civil servants in Singapore's post-independence history — a career administrator who served as Permanent Secretary in the Ministry of Defence and the Ministry of Education before becoming Head of the Singapore Civil Service, the apex position in the republic's bureaucratic hierarchy. From that position, he launched PS21, the most ambitious programme of civil service reform in Singapore's history, and established himself as the foremost institutional thinker on governance and public administration in the Singapore system.

Born in 1947, Lim was educated at the University of Singapore and subsequently pursued graduate studies abroad. He entered the Singapore Administrative Service and rose through the ranks in a career that took him through several ministries and gave him exposure to the full range of Singapore's governance challenges.

His tenure as Permanent Secretary of MINDEF placed him at the helm of one of Singapore's largest and most complex ministries — responsible for national defence, the Singapore Armed Forces, and the defence technology ecosystem that supports them. The military's organisational culture — with its emphasis on planning, discipline, training, and systematic excellence — influenced Lim's management philosophy and informed his subsequent approach to civil service reform.

At the Ministry of Education, Lim oversaw a period of significant reform in Singapore's education system, including initiatives to promote creativity, critical thinking, and student-centred learning — reforms that paralleled the broader shift he would later advocate for the civil service. The experience reinforced his conviction that institutional transformation required changes not merely in structures and processes but in culture and mindset.

As Head of Civil Service (1999–2005), Lim launched PS21 with the explicit objective of transforming the civil service into an organisation that was not merely efficient but innovative, not merely responsive to political direction but proactive in anticipating and addressing citizens' needs. PS21 introduced a range of initiatives including the Staff Suggestion Scheme (which rewarded civil servants for ideas that improved service delivery), the Public Service Innovation Award, the Whole-of-Government approach to cross-ministry coordination, and a renewed emphasis on citizen engagement and service quality.

After leaving the civil service, Lim was appointed Group President of GIC in 2007, where he served until his retirement at the end of 2016. At GIC, he applied his management philosophy to the governance of Singapore's sovereign wealth — a task that required balancing long-term investment discipline with organisational agility, and managing a portfolio of global assets that was critical to Singapore's fiscal resilience.

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Section 3: Timeline of Key Events

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Section 4: Background and Context

The Singapore Civil Service at the Turn of the Century

When Lim Siong Guan became Head of Civil Service in 1999, the institution he inherited was among the most efficient and least corrupt in the world. The World Bank, the IMF, and various international rankings consistently placed Singapore's public administration at or near the top of global comparisons. The civil service attracted top talent through the prestigious Administrative Service, paid competitive salaries, and operated with a discipline and competence that was the envy of developing and developed countries alike.

But beneath this surface of excellence lay concerns that Lim and others had identified. The civil service was hierarchical, with decision-making concentrated at the top and limited input from frontline officers. It was risk-averse, with a culture that penalised failure and rewarded caution. It was siloed, with ministries and agencies operating in their own domains with limited cross-ministry coordination. And it was supply-driven, designing services based on what the government thought citizens needed rather than asking citizens what they actually wanted.

These characteristics were not accidental. They were the product of a governance culture shaped by the founding generation — a culture that valued efficiency, control, and top-down direction. This culture had served Singapore extraordinarily well during the nation-building decades, when decisive action was more important than consultation and when the government's superior expertise justified a paternalistic approach. But by the late 1990s, there was a growing recognition that this culture was becoming a liability — that a more educated, more connected, and more demanding citizenry expected a different relationship with its government.

The PS21 Context

PS21 was launched against the backdrop of several converging pressures:

International trends. The New Public Management movement, which had swept through the public sectors of the United Kingdom, Australia, New Zealand, and other developed countries in the 1980s and 1990s, promoted concepts of citizen-as-customer, performance measurement, decentralisation, and market-based approaches to public service delivery. Singapore had observed these trends and was selectively adapting them to its own context.

Economic disruption. The Asian Financial Crisis of 1997–1998, followed by the dot-com bust and the SARS epidemic, demonstrated that Singapore's economic model was vulnerable to external shocks and that the government needed to be more agile in responding to crises. A rigid, hierarchical civil service was ill-suited to the speed and flexibility that crisis management demanded.

Citizen expectations. A more educated and affluent population was less willing to accept the government's paternalistic approach to service delivery. Citizens expected services that were responsive, convenient, and tailored to their needs — expectations that the traditional civil service model was not designed to meet.

Political signals. While the PAP remained dominant, there were early signs of the public discontent that would become more visible in the 2006 and 2011 elections. The government recognised that improving the quality of public services was both good governance and good politics.

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Section 5: The Primary Record

Career Arc and Key Decisions

MINDEF: The Military Influence

Lim's tenure as Permanent Secretary of MINDEF was formative. The Ministry of Defence is one of Singapore's largest and most complex ministries, responsible for a national service system that processes tens of thousands of conscripts each year, a professional military that operates sophisticated weapons systems, and a defence technology ecosystem that includes major government-linked companies such as ST Engineering.

The military's organisational culture — with its emphasis on training, planning, after-action reviews, and systematic improvement — influenced Lim's management philosophy. He absorbed the military's approach to developing human capital: the conviction that people can be trained to perform at higher levels than they believe possible, that excellence is a product of systematic effort rather than innate talent alone, and that leadership at every level of an organisation is the key determinant of performance.

MOE: The Education Connection

At the Ministry of Education, Lim engaged with questions about learning, creativity, and the development of human potential that would inform his later work on civil service reform. Singapore's education system in the 1990s was beginning a transition from a model focused on rote learning and examination performance to one that placed greater emphasis on critical thinking, creativity, and holistic development. Lim supported these reforms and drew from them a set of insights about how institutional cultures could be changed — not by decree from the top but by creating the conditions in which new behaviours emerged organically.

The connection between education reform and civil service reform was not merely analogical. Lim argued that the same qualities the education system needed to cultivate in students — curiosity, creativity, willingness to take risks, ability to work in teams — were the qualities the civil service needed to cultivate in its officers. Both institutions, he believed, suffered from an excessive emphasis on compliance and an insufficient emphasis on innovation.

Head of Civil Service: The PS21 Vision

PS21 was Lim's signature initiative and the most comprehensive attempt to reform Singapore's civil service from within. The programme had several key components:

The Staff Suggestion Scheme. PS21 introduced mechanisms for frontline civil servants to propose improvements to the services they delivered. The scheme was designed to tap into the expertise of officers who interacted directly with citizens and who understood, from daily experience, where services were failing and how they could be improved. Suggestions that were implemented were rewarded, creating an incentive structure that valued innovation at every level of the organisation.

The Public Service Innovation Award. PS21 created annual awards recognising innovative projects across the civil service. The awards served multiple purposes: they rewarded innovative behaviour, they publicised successful innovations that could be replicated across agencies, and they sent a cultural signal that innovation was valued and expected.

Whole-of-Government coordination. PS21 promoted cross-ministry coordination on issues that cut across traditional ministerial boundaries. This was a direct response to the siloed nature of Singapore's civil service, which often resulted in citizens having to navigate multiple agencies to resolve a single issue. The Whole-of-Government approach sought to integrate service delivery from the citizen's perspective rather than the government's organisational structure.

Citizen engagement. PS21 introduced mechanisms for soliciting citizen feedback on government services and using that feedback to drive improvement. This represented a significant cultural shift — from a civil service that designed services based on its own assessment of citizens' needs to one that actively sought to understand and respond to citizens' actual experiences.

Organisational learning. PS21 promoted a culture of continuous learning and improvement, drawing on management concepts from the private sector — including total quality management, the balanced scorecard, and organisational learning theory — and adapting them to the public sector context.

Ideas and Philosophy

The Leader-Teacher Model

Lim's leadership philosophy, fully articulated in The Leader, The Teacher and You, was built around the concept of the leader as teacher. Drawing on his experiences at MINDEF, MOE, and as Head of Civil Service, he argued that the primary function of leadership was not command but development — that a leader's most important task was to develop the capabilities of the people in the organisation, creating the conditions for them to perform at their best and to grow as professionals and as individuals.

This philosophy was rooted in a conviction that organisational excellence was a function of human development. An organisation could have the best structures, the most advanced technology, and the most generous funding, but if its people were not developed to their full potential, the organisation would underperform. Conversely, an organisation with fully developed people could overcome structural limitations and resource constraints.

Continuous Improvement

Lim was a proponent of the Japanese concept of kaizen — continuous improvement through incremental changes implemented by everyone in the organisation. He believed that excellence was not a destination but a process, and that the pursuit of excellence required a culture in which every member of the organisation was constantly looking for ways to do things better. This stood in contrast to the traditional civil service culture, in which change was driven from the top and implemented through directives.

Institutional Resilience

Lim understood that a civil service optimised for efficiency in stable conditions was not necessarily optimised for resilience in turbulent ones. His emphasis on innovation, agility, and cross-ministry coordination was partly driven by the recognition that the external environment was becoming more volatile and unpredictable, and that the civil service needed to develop the capacity to respond quickly to unexpected challenges — a capacity that would be tested during the SARS epidemic of 2003 and the Global Financial Crisis of 2008.

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Section 6: Key Speeches & Quotations

On Leadership

"The leader's job is not to have all the answers. The leader's job is to create an environment in which the best answers emerge — from the people closest to the problem, from the diversity of perspectives within the organisation, from the creative tension between different viewpoints."

On the Civil Service

"We built a world-class civil service by being efficient, disciplined, and incorruptible. But efficiency is not enough for the twenty-first century. We need a civil service that is also innovative, agile, and citizen-centric. We need to add new capabilities without losing the old ones."

On PS21

"PS21 is not a programme. It is a mindset. It is the belief that the public service can and must continuously improve — not because we are failing, but because the world is changing, citizens' expectations are rising, and standing still is falling behind."

On Innovation in Government

"Innovation in the public sector is different from innovation in the private sector. In the private sector, the reward for innovation is profit. In the public sector, the reward is better service to citizens. But the process is the same: you have to create space for experimentation, tolerate failure, and learn from both success and failure."

On Human Development

"Every person in this organisation has potential that we have not yet tapped. Our job as leaders is to create the conditions for that potential to be realised. This is not soft management — it is the hardest and most important work a leader does."

On GIC and Long-Term Thinking

"Managing sovereign wealth requires a time horizon that most investors do not have. We are investing not for this quarter or this year but for the next generation. This discipline — the ability to think in decades rather than quarters — is one of Singapore's greatest institutional strengths."

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Section 7: Stories & Anecdotes

The Staff Suggestion That Changed Everything

Lim frequently told the story of a junior civil servant who submitted a suggestion through the PS21 Staff Suggestion Scheme that saved her agency millions of dollars. The suggestion was simple — a change in the sequencing of a routine administrative process that eliminated redundant steps and reduced processing time. The officer had known about the inefficiency for years but had never had a mechanism to raise it. PS21 provided that mechanism — and, more importantly, created a culture in which raising it was encouraged rather than seen as presumptuous.

The SARS Test

The SARS epidemic of 2003 was an unexpected test of the civil service's capacity for rapid, coordinated response. Lim later described the crisis as a validation of PS21's emphasis on agility and cross-ministry coordination. The response to SARS required multiple agencies — the Ministry of Health, the Ministry of Education, the Ministry of Manpower, the Immigration & Checkpoints Authority — to work together in real time, sharing information and coordinating actions in ways that the traditional siloed structure would have made difficult. The success of the response — Singapore was one of the first countries to bring SARS under control — was attributed in part to the organisational culture that PS21 had begun to foster.

The GIC Transition

Lim's move from the civil service to GIC — from the management of government operations to the management of government wealth — was unusual. GIC operated with a culture more akin to a global investment bank than a government agency, and Lim's appointment required him to adapt his management philosophy to a fundamentally different organisational context. Those who worked with him at GIC described a leader who brought the civil service's discipline and long-term orientation but who also learned from GIC's more entrepreneurial and globally oriented culture.

The Book as Legacy

The Leader, The Teacher and You was conceived not merely as a management book but as a transmission of institutional wisdom. Lim wanted to capture and codify the leadership lessons he had learned over four decades so that they could be passed on to future generations of civil servants and leaders. The decision to co-author the book with his daughter Joanne — an organisational development professional — was itself a reflection of his philosophy: knowledge must be transmitted, adapted, and renewed across generations.

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Section 8: Arguments & Rhetoric

The Central Argument: Excellence Through People

Lim's central argument was that organisational excellence was fundamentally a human project — that the quality of an organisation's performance was determined by the quality of its people and the quality of its leadership, and that investing in human development was the single most important thing a leader could do. This argument was simple in its formulation but radical in its implications, because it challenged the technocratic assumption that organisational performance could be optimised through systems, processes, and technology alone.

The Reform-From-Within Strategy

Lim's approach to civil service reform was deliberately incremental and institutional. Unlike Ngiam Tong Dow, who diagnosed the civil service's problems from outside and recommended broad cultural change, Lim sought to change the culture from within — using the authority of the Head of Civil Service position to introduce new incentive structures, new organisational practices, and new cultural signals that would gradually shift behaviour. This approach was less dramatic but potentially more effective, because it worked with the existing power structure rather than against it.

The Tension Between Efficiency and Innovation

Lim acknowledged the inherent tension between the civil service's traditional strengths — efficiency, consistency, reliability — and the innovation he was promoting. Innovation requires experimentation, and experimentation involves failure. A civil service that penalises failure will not innovate. But a civil service that tolerates too much failure will not be efficient. Lim's solution was to create protected spaces for experimentation — mechanisms through which officers could try new approaches without risking their careers — while maintaining the discipline and accountability that the public expected.

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Section 9: The Contested Record

Did PS21 Change the Culture?

The most fundamental question about Lim's legacy is whether PS21 actually changed the culture of the Singapore civil service or merely created a rhetorical framework that overlay unchanged institutional behaviours. Critics argue that the civil service remained fundamentally hierarchical, risk-averse, and top-down despite PS21's emphasis on innovation and empowerment. They point to the continued dominance of the Administrative Service elite, the persistence of a culture that rewarded compliance over creativity, and the difficulty of measuring genuine cultural change as evidence that PS21's impact was superficial.

Defenders argue that cultural change is inherently slow and difficult to measure, that PS21 created mechanisms and expectations that gradually shifted behaviour over time, and that the civil service's capacity for innovation and agility — demonstrated during SARS, the Global Financial Crisis, and the COVID-19 pandemic — was at least partly a product of the cultural changes that PS21 initiated.

The Top-Down Paradox

There is an inherent paradox in Lim's approach: he sought to promote bottom-up innovation through a top-down reform programme. PS21 was mandated by the Head of Civil Service — the ultimate top-down authority in the bureaucracy — and implemented through directives, awards, and institutional mechanisms designed at the centre. Critics have argued that this approach was self-contradicting — that genuine innovation and empowerment cannot be mandated from above — and that PS21's top-down character limited its ability to achieve the cultural transformation it aspired to.

The Ngiam Contrast

Lim and Ngiam Tong Dow represent two different responses to the same diagnosis. Both recognised that the civil service was becoming too hierarchical, too deferential, and too risk-averse. Ngiam's response was to articulate the problem publicly and advocate for broad cultural change. Lim's response was to implement specific institutional reforms from within. The question of which approach was more effective — external critique or internal reform — remains open.

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Section 10: Outcomes and Evidence

The PS21 Legacy

PS21's institutional legacy includes the Staff Suggestion Scheme (which generated thousands of implemented suggestions), the Public Service Innovation Award (which recognised hundreds of innovative projects), the Whole-of-Government coordination framework, and the citizen engagement mechanisms that became part of the civil service's standard operating procedures. These institutional innovations survived Lim's departure and continued to evolve under his successors.

The GIC Record

Under Lim's leadership, GIC navigated the Global Financial Crisis of 2008 — one of the most challenging periods in the history of institutional investing. GIC's long-term investment philosophy and its diversified portfolio helped it weather the crisis, though the fund did record significant losses during the downturn. Lim's contribution was to maintain the fund's investment discipline during a period of extreme market volatility and to strengthen its governance and risk management frameworks.

The Book's Influence

The Leader, The Teacher and You has been widely read in Singapore's public and private sectors and is used as a leadership development text in several institutions. Its influence on the thinking of subsequent generations of civil servants is difficult to quantify but is acknowledged by many who have read it.

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Section 11: What the Archive Has Not Yet Revealed

1. PS21 implementation records: The internal records of PS21's implementation — including progress reports, evaluations, and internal debates about the programme's effectiveness — are not publicly available.

2. MINDEF tenure: Lim's work at MINDEF, including any contributions to defence policy, SAF modernisation, or defence technology development, is largely classified.

3. GIC investment decisions: The specific investment decisions made during Lim's tenure at GIC, and the deliberative processes that produced them, are confidential.

4. Relationship with political leadership: The nature of Lim's interactions with the Prime Minister and other senior political leaders on civil service reform and other matters is not fully documented.

5. Assessment of PS21's limitations: Whether Lim privately acknowledged limitations in PS21's effectiveness and what he believed should have been done differently is not recorded.

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Section 12: Spiral Expansion Triggers / Spiral Index

Persons Requiring H-Series Profiles (if not already covered)

• Ngiam Tong Dow (SG-H-CS-14) — Contemporary; contrasting approach to civil service reform
• Peter Ho Hak Ean (SG-H-CS-17) — Successor as Head of Civil Service; introduced strategic futures work
• Philip Yeo (SG-H-CS-19) — Contemporary; different model of civil service leadership
• Leo Yip — Subsequent Head of Civil Service; continued reform trajectory
• Eddie Teo — Chairman, Public Service Commission; perspective on civil service talent management

Institutions Requiring Dedicated Histories

• The Public Service Division — institutional history and role in civil service reform
• The Government of Singapore Investment Corporation — institutional governance and investment philosophy
• The Singapore Administrative Service — selection, development, and culture over six decades

Level 2/3/4 Documents to Generate

• Level 2 Deep Dive: PS21 and Civil Service Reform in Singapore — Ambitions, Implementation, and Assessment
• Level 2 Deep Dive: The Singapore Civil Service — Institutional Culture from Independence to the Present
• Level 2 Deep Dive: Sovereign Wealth Management — GIC and Temasek in Comparative Perspective
• Level 4 Anthology: Leadership Philosophies in the Singapore Civil Service

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Section 13: Sources and References

Books

• Lim Siong Guan and Joanne Lim, The Leader, The Teacher and You: Leadership Through the Third Generation (Singapore: Imperial College Press, 2013).
• Lim Siong Guan, The Best is Yet to Be (Singapore: World Scientific, 2025).
• Neo Boon Siong and Geraldine Chen, Dynamic Governance: Embedding Culture, Capabilities and Change in Singapore (Singapore: World Scientific, 2007).
• Peh Shing Huei, Neither Civil Nor Servant: The Philip Yeo Story (Singapore: Straits Times Press, 2016/2018).
• Lee Kuan Yew, From Third World to First: The Singapore Story 1965–2000 (Singapore: Times Editions, 2000).
• Ngiam Tong Dow, A Mandarin and the Making of Public Policy: Reflections of a Former Top Civil Servant (Singapore: NUS Press, 2006).
• Jon S.T. Quah, Public Administration Singapore-Style (Bingley: Emerald Group Publishing, 2010).
• Yong Kwan Lee, The Governance of a City-State: Singapore in the 21st Century (Singapore: Straits Times Press, 2016).

Newspaper Sources

• The Straits Times, coverage of PS21 and civil service reform, various dates.
• The Straits Times, profiles and interviews with Lim Siong Guan, various dates.
• The Business Times, coverage of GIC and sovereign wealth management, various dates.

Government and Institutional Sources

• Public Service Division, Prime Minister's Office, annual reports and PS21 publications, various years.
• Government of Singapore Investment Corporation, annual reports, various years.
• Civil Service College, Singapore, research publications and training materials on public sector reform.

Academic Sources

• Jon S.T. Quah, "Singapore's Anti-Corruption Strategy: Is It Transferable?," Journal of Contemporary Asian Studies 37:1 (2017), pp. 1–24.
• Kenneth Paul Tan, "Meritocracy and Elitism in a Global City: Ideological Shifts in Singapore," International Political Science Review 29:1 (2008), pp. 7–27.
• Zeger van der Wal, The 21st Century Public Manager (London: Red Globe Press, 2017).
• M. Shamsul Haque, "Significance of Accountability Under the New Approach to Public Governance," International Review of Administrative Sciences 66:4 (2000), pp. 599–617.

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This document is part of the Singapore Governance Knowledge Corpus. It should be read in conjunction with the related documents listed in the header block. The profile follows the corpus standard for Level 3 Profile documents: Background and Formation, Career Arc and Key Decisions, Ideas and Philosophy, Key Contributions, Key Speeches & Quotations, Stories & Anecdotes, Disagreements and Controversies, Honest Legacy Assessment, and Primary Sources to Consult — distributed across the mandatory 13-section format.