- How did PSA evolve to become what it is today?
- How does PSA ensure her employees stride forward with passion and purpose, moving towards a common goal?
- How does PSA innovate to get ahead in the industry?
This "thematic" installation does not end at the entrance to the building, but could be found in many of the locations within the building... ok, even at the MRT station. Does this served as part of the identity creation? To subconsciously, reminding the staff about the likemindedness? It probably helps in the culture creation (subtly).
The first stop was the Innovation Centre, where the focus is on the 20-year-old project, which it is on track at this point, despite of the challenges imposed by covid (that happened after it was launched). Amazing! Isn't it? When such huge project is dependent on so many resources, especially at the starting stage. This would not be possible if not because of its people, the drive, the plan and leadership, at various levels (not just the top leadership). The people - how to spur on in such challenging situation? What gelled these people to continue their projects and work? How were they organised such that the work progress was least affected. Definitely, there must be some kind of culture and mindset behind these wonders.
Being able to walk into a TEU (Twenty-foot equivalent unit) is an experience that gives the visitor a real sense of how big it is when it is a unit of measurement of their port's success (that's the KPI, I gathered).
The highlight of the tour was definitely the view of the port at the 21st floor. It was amazingly impressive 😱😳🥹 What we saw were not merely containers, trucks, gigantic structures, etc.
On people development,
The first stop was the Innovation Centre, where the focus is on the 20-year-old project, which it is on track at this point, despite of the challenges imposed by covid (that happened after it was launched). Amazing! Isn't it? When such huge project is dependent on so many resources, especially at the starting stage. This would not be possible if not because of its people, the drive, the plan and leadership, at various levels (not just the top leadership). The people - how to spur on in such challenging situation? What gelled these people to continue their projects and work? How were they organised such that the work progress was least affected. Definitely, there must be some kind of culture and mindset behind these wonders.
Really proud of this important arm of the Singapore's economy - like what PM Lee said, PSA is an important pillar in Singapore.
The sense of Familiarity
The first thing we were quizzed - what does PSA stand for?
Port of Singapore Authority? We were corrected.
To many of us, our memory "stays" with what we know in the 1980s-1990s before it was rebranded in 1997 - being corporatised into PSA Singapore, where "PSA" no longer stands for anything, but just a 'brand' by itself that people remembers. The team shared they had been correcting others whenever people continue to use the 'old' name.
To draw a parallel to "SST"... It does not sound new, having the need to correct others and 'undo' the incorrect information, followed by 'planting' the correct information.
While we were brand new (unlike PSA), because of the school name, we have been doing the same in our beginning years, still sometimes today, as many thought that we were one of the schools/ faculties in the IHLs. We were always very patient to correct our visitors or clarity the concept that the school comes with.
It takes effort for us to explain, who we are, and more importantly, include the word, "Singapore" in the school name, which unfortunately, it does not appear in the short form of the school name "SST". Nevertheless, like PSA, we want "SST" to become a brand name in the heart of the educational landscape in Singapore, not just those who know us when they visited us - be it local or global.
Coupling Technology to tell the story - the past, the present, the future
The Innovation Centre is definitely a showcase of the organisation - not just a brief history, but its operations, training for its people, and what is ahead of them - the ambitious project that doubles the size of the existing ports (Tanjong Pagar + Pasir Panjang), and yes, more amazing when we heard from the last part presentation.
This introduction to the organisation sets the tone, and yes, it creates a wow effect to awe its visitors... and we have some pointers to learn and possibly bring back for one of the taskforce projects.
AR use is not new, but I am bought it... together with the 3D model and the way information is presented.
It is not usual that when the device is placed in front of the object or an image (e.g. QR code, image or even scenery), we could see animation or the information popping out (image below "top right") - that's what augmented reality is, isn't it? That technology is not new - I recall we had something like this back in our early years when we went to the Singapore River - think we either did this or tapped on this for the FS@SG project task on the Singapore River project.
- What's new, to me, is that AR could be layered. What does it mean? Different sets of "pop-ups" appear as we navigate through its menu bar - e.g. a new set of 'pins' appear (different colour & position) when navigate from "marine services" to "integrated supply chain ecosystem". (image below; both images at the bottom)
- What it means... it's possible to use the same piece of artefacts to present the different focuses related.
- Examples: The past & present; functions/ purposes; achievements & network, etc.....
- Relevant information are presented inside the TEU - lots of infographics, and what makes it easy to understand or feel what the physical setup can't offer is to provide a comparison like how many elephants the cargo may weigh, how high it is, compared with structures that people are familiar with/ can associate with.
- This is about effective communication! where the recipient is able to make a connection to.
The other static display is the 3D drawing on the floor that gives an illusion that one stands on top of the container. It's not just the fun element to the visitor, but what's key to teu operation is clearly spelt out here.
- Mathematics (simple, yet made complex) has definitely help in this creation (lines and angles)!
This is another experience that was created to engage the visitor - using sensor, integrated with some VR when the visitor standing at the spot could 'manoeuvre' the 'button' (option) with some hand movements... One not only having the fun of changing suits, but could either listen to the presenter OR to read the content.
Interactivity as a means to engage and hold the visitor's attention is one of the key elements in this innovation centre. Through a simple game with 3 missions, it illustrates the key considerations on the mode/ choice of shipment - simple yet thoughtful. At the same time, it shares with the visitors how its business model has extended from the conventional cargo handling to transshipment, and the basic principles involved in decision making - explained in a simple way.
A simple quiz or game could be an interesting way to engage the visitor - to think alongside how the organisation thinks, or what is key or important to the organisation.
Having an interactive board in the location enables one to do the presentation at the “right” moment. Something which we can consider.
The 270 degree video presentation is a nice one - due to its size, the visitor was like immersed in the media - a bit like the dragonfly feel in the 4D show in floral fantasy (Gardens by the Bay).
I also like the simulation that does the training, like to plan and control certain operations. The training has been gamified with visuals, of course, feedback. This definitely makes learning interesting. Hm…. Does that mean the operation workers would treat their assignments like game play? Haha… of course, this is a very immature way of thinking. The value of gamification probably helps one to be trained to handle different scenarios; nevertheless, it’s the critical thinking skill developed, that needs to be coupled with one’s sense-making and experience to accompany the mission.
The sharing on how PSA has transformed and its aspirations touched me, especially as a Singaporean, I’m proud - to be associated with it. Not just the story, but the passion, the pride from the two presenters - they have grown alongside with the organisation - experienced and being part of the team that is involved in the transformation. Obviously, they are part of PSA.
Indeed, subtly, it show how one needs to see beyond its well-defined role - keep to its original focus and yet, to have the courage to seek beyond to stay ahead.
- This “look around” could be tricky.
- What’s we’ll practised when we scan externally is usually how others (in the same trade) are doing, in what way they are doing better than us, which I now think it’s still pretty passive as our main focus is still on our niche.
- Learning from what PSA did - it ventured into looking at related businesses. This zooming out technique, is in particular useful - it enables us to see where we are, the role we play in a bigger picture. This also enables us to see our relationships with previously-not-noticed entities and certainly helps us to rethink our relationships with them (or even to leverage them!) for our own growth and development.
- One thing I like is, PSA made a deliberate effort to understand its clients’ needs, and how it could serve these clients better through providing a more seamless service - which is a great selling point - a one -stop service that helps to save the hassle - which could mean a lot, what I mean is, the potential red tapes and delays and checks…. This value-added service is definitely very attractive. This is an example on how one looks beyond to grow (out of our self-defined parameters). Certainly, the effort behind the endeavour is enormous and involves risks that must be well managed. Apart from the visionary leadership, a highly capable, adaptable and committed team is a critical ingredient in the formula.
- Now, how could we apply to our context, in the school? We probably need to review who are our clients. Is it just students? How about Our teachers? Our Partners? Our Board? Our alumni? The Parents? Apart being stakeholders, Some of them could be clients whom we could have examined the relationships deeper, to deepen.
This is prominently displayed at the entrance to the main building, I supposed, on our way from the innovation centre to the lift, near to the “bait” cafe. Definitely a place of high traffic flow.The 2 words tells a lot the kind of culture and mindset it advocates, and the brief write-up reminds all what the organisation believes in, how it would look like, and what it would do - definitely, it is every People focused.
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