The final lap: "I never knew tourism could be such fun"

It's post-Formula One™ fever in Singapore, and Mr Lim Neo Chian, Deputy Chairman & Chief Executive of the Singapore Tourism Board (STB) is into his final lap at the STB as he prepares to step down as Chief Executive on 31 December. P@SSPORT catches up with the man who has been leading Singapore tourism for the last six years.

Q: How do you think Formula One™ went? Did it meet expectations?

A: It exceeded my expectations for sure – how the whole thing turned out, how it got extensive global media attention. The feedback has been good – how beautiful Singapore looked, how people were so impressed that we could get things done in just over a year.

This being our very first year organising the race, of course there were some operational challenges. Dispersal could have been better, and perhaps more overhead bridges were necessary. We will certainly work with SGP (Singapore GP Pte Ltd) to improve on these areas for next year. From this experience, we learnt that road closures were also over-catered for so this is an area we will be reviewing with the relevant agencies.

But overall, these were small hitches in the bigger scheme of things. The event projected Singapore as a vibrant and beautiful destination, full of buzz! This was exactly one of the key reasons why we went into it.

It wasn't simply about the visitor numbers, as we could have organised other events to attract 50,000 tourists. But Formula One™ is about changing perceptions – that Singapore is actually not a boring, unexciting place that people mistake us to be. That's the single most important thing Formula One™ has done.

Q: I guess Formula One™ is the antithesis of boring. So do you think that now people will stop talking about Michael Fay and caning, and start talking about Lewis Hamilton (or Fernando Alonso) and F1?

A: I think it will take a long time to change perceptions and we will keep working at it. I once heard from somewhere that to get a message across, you actually have to say it nine times. The Integrated Resorts and Formula One™ are two key projects that will catch the world's attention and help to change others' perception of Singapore.

Q: Would you liken your time with the STB to a Formula One™ race – full of twists and turns, and at high speed?

A: (Laughs) I wouldn't say there have been crashes. I've been very fortunate in my career and given the chance to do many things. I was given the opportunity to run the army after 24 years in the military, followed by the JTC (Jurong Town Corporation). I was also given the chance to work on the Suzhou Industrial Park and then the STB. I don't think I realised that when I came to the STB, there would be so many fun things to do.

Q: Like?

A: The Integrated Resorts (IRs) – the process was not easy but we did have fun. We had never done them before, none of us knew anything about that industry. But we had to implement it, and the outcome was positive, judging by the feedback we got.

That's satisfying – starting something new, learning as we go along, making mistakes and producing a good outcome.

The same applied to Formula One™ – two years ago, we knew nothing about the event, our knowledge was zero. We didn't appreciate the complexity, the strategy behind it. But as with anything, the more you learn about it, the more you begin to enjoy it.

Q: This approach of doing new things – that seems to run contrary to Singapore's reputation as a risk-averse nation.

A: Again it's a perception issue. I think Singapore, as a nation, has always taken risks. We had to, to survive. But perhaps it is truer in the lifestyle and innovation area – that we have been more risk-averse. And this is what we are doing with the type of events and developments we are bringing in – to change that perception.

Q: It's not always been fun though. Right after you came into STB, SARS happened and tourism was brought to a standstill.

A: We did not expect it but for one, SARS brought the industry together in a significant way, and enabled us to build better rapport with the industry. We worked very closely, hand-in-hand as a team to rebuild tourism in the face of SARS, and as with all teams, if you go through a baptism by fire together, you build trust.

After 2003, whenever anything happened, the STB and the industry were able to work together so much better.

The other benefit was the attention tourism got from the government. Manufacturing had always been the focus, as it contributed 25% to GDP. Many years ago, tourism was 6% of GDP, but it has dropped to 3%. SARS showed that, though only 3% of the GDP, tourism impacts other sectors of the economy, from airport to taxi drivers to retailers to restaurants and bars.

Thus when we put together the Tourism 2015 roadmap, the government was ready to give us $2 billion for our Tourism Development Fund, which allowed us to do events like the Formula One™ Singapore Grand Prix, and chase business events under the BE in Singapore incentive scheme.

Q: I guess with SARS, it was like leading an army into battle – did you apply military principles to the crisis?

A: I think there are a few basic principles in management and leadership. One, be humble – talk to experts, consult, don't pretend to know a lot when you know so little. Two, be clear what your mission is and set goals and targets– provide direction and set the pace. Three, get the whole team behind you.

Q: Is leadership about looking backwards and learning from the past or looking forward and doing new things?

A: I think it's about both and more a question of calibration. I feel it should be about two-thirds looking forward, and one-third looking back. We need to look back so you don't make the same mistakes, but if you over-analyse, there will be too much inertia to move forward. There is a military principle that I think applies to the work we do here as well. You should attack when you get 60-70% of the information about the enemy, and not wait till you get 100% because it will take a lot more time to get the extra information and by then, the enemy will be more prepared for you.

Q: How do you feel now that you are into your final lap at the STB, as it were?

A: Mixed feelings. On the one hand, I want to get on with the next phase in my life. I stayed on to see Formula One™ through, so my main task now is to facilitate a proper and thorough transfer to Kah Peng (who will take over the helm as the STB's new Chief Executive come 1 January 2009). On the other hand, I will miss this place. I've gotten comfortable in the six years here and I have colleagues who have become friends.

This is the first time in my life that I am going into the future with an uncertain future. I will take a break first, maybe become a tourist in Singapore.

I am too young to retire, and I will continue to work. There are still fun things to do, still fun things to chase. And Singapore is in need of people who are willing to work and apply their minds.

There are some people who say to me, why are you leaving, you're doing a good job? I say to them, by the time I get to the point where I am not doing a good job and told to leave, I would have overstayed.

Q: What kind of organisation are you handing over to your successor?

A: A more results-oriented organisation. That's the outcome of our Tourism 2015 roadmap, which has provided the STB with clear targets to reach. Nobody at the STB questions the need for targets anymore, nor do they argue about them. It's now just deciding what the targets are and working towards them, and everyone takes it seriously because the bonus system is tied to our targets. That's the single most important change in the STB as it has made us more focused and results-driven.

Q: Any unfinished business?

A: Plenty. If I stayed on another three years, there would still be lots of things to do. Industry development, tour guides training, greater focus on specific customer segments, I could go on and the list will not end.

Q: You could say you are leaving at a good time. 51 months of uninterrupted growth and now the industry is just slowing down...

A: It's a good time for my successor – with every downturn, there is an opportunity.

Q: Any advice for her?

A: I think her immediate challenge will be to tackle the potential fallout from the current financial problems. The negative growth for the last three months will continue for some time. We are doing the best we can this year but I think it will get worse before it gets better.

Then the next stage is in 2010/2011 when the two IRs come along. The challenge then is to find ways of coping with the growth in visitor arrivals and the additional capacity, and managing the manpower needs and service quality.

By 2010/2011, we estimate we will get 13 to 14 million visitor arrivals. From then on, it's identifying the gaps and how to get us to 17 million arrivals by 2015.

Q: What would you say to industry members who may be concerned right now with the slowdown in visitor arrivals?

A: Don't panic. Our hotels are still doing well. The first six months, occupancy was 83%, and I think we will finish the year with occupancy at about 81%, which is still good.

Also, focus on strengthening your capabilities to cope with the surge come 2009/2010 – train and groom people, manage your turnover so that you can keep your good staff. Keep cool and focus on upgrading quality.

Q: What will you be doing on 1 January 2009?

A: Probably at home, looking after my koi, do up the house because I just renovated but have not had time to tie up loose ends. (Gives a wide smile)