SMU-ExD_Newletter2014_Final_161214

SMU
EXECUTIVE
DEVELOPMENT
NEWSLETTER 2014
S I N G A P O R E M A N A G E M E N T U N I V E R S I T Y

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FIRST WORDS FROM EXECUTIVE DIRECTOR
2014 IN NUMBERS
CASE STUDIES IN 2014
CUSTOM PROGRAMME
FOSTERING LEADERSHIP EXCELLENCE AND
BUILDING A HIGH PERFORMANCE CULTURE
AT INFINEON
CUSTOM PROGRAMME
UOB-SMU LEADERSHIP ACADEMY
OPEN ENROLMENT PROGRAMMES
STRUCTURE
REACHING OUT TO NEW COMMUNITIES
NEW CONTENTS IN 2014
BUSINESS DEVELOPMENT IN CHINA
SMU-CREDITEASE ADVANCED WEALTH
MANAGEMENT PROGRAMME
ALPINE - THE SOCIAL LICENSE TO MANAGE
INFRASTRUCTURE DEVELOPMENT PROJECTS
OPEN ENROLMENT PROGRAMMES IN 2014
MANAGERIAL CAPABILITIES
GLOBAL INDUSTRY EXCELLENCE
AND LEADERSHIP PROGRAMMES
2015 AT A GLANCE
SMU-EXD TEAMBUILDING ACTIVITIES
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Our passion is to accelerate the development of executives
and equip them with the skills they need to excel in
management and leadership roles in Asia. We have a
high commitment to client service, designing innovative
programmes that combine our pedagogy of Knowledge -
Application - Empowerment. We relish in discovering new
SMU contents and building them into learning journeys that
delight our participants and clients.
Stephen Wyatt
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FIRST WORDS FROM
EXECUTIVE DIRECTOR
There were moments during 2014 when we thought we wouldn’t
make it to the end of the year, except in a state of utter exhaustion!
But here we are looking towards the festive season – and for
Executive Development (ExD) that means a time of catching up on
all the important tasks left undone, such as this – sharing with you what
we have been doing and ‘who we are’ as this important task is one of many
submerged throughout the year under the rush of the urgent.
The theme for this year has been Building Momentum, whilst battling
the ‘winds’ blowing against us. I am particularly delighted by three
achievements. Firstly we now have more than 248 faculty registered
in our talent database – thank you so much for that show of support.
Secondly the ExD team has grown - in spirit, competence, confidence and
experience. We might be a little crazy and a little loud sometimes but I
hope you’ll forgive us and join us. Thirdly despite the weak market demand
and increasingly strong rivalry amongst competitors, we have achieved
substantial revenue growth.
Now that you know a little about us and what we do, I would ask that you
come and meet us, and find out how we can collaborate to create some
exciting synergies to make a difference. Be warned though, you might
encounter a ‘fish’ flying across the office!
Wishing you all a Merry Christmas and a wonderful New Year!
OVER
HEADLINE NUMBERS
FOR 2014
NEW CLIENT COMPANIES
2,428
EXECUTIVES TRAINED
70
8
SMU FACULTY ENGAGED IN DELIVERIES
NEW CASES CREATED
7
COUNTRIES WHERE PROGRAMMES WERE
DELIVERED - CHINA, HONG KONG, INDONESIA,
JAPAN, KOREA, MALAYSIA AND UK
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AND APPROXIMATELY
LUNCHES AND REFRESHMENTS SERVED!
Stephen Wyatt
Executive Director
SMU-ExD
270
25,000
2
SMU EXECUTIVE DEVELOPMENT NEWSLETTER DECEMBER 2014

2014 IN NUMBERS
4,566
357
135
128
Executives touched by
SMU-ExD events and programmes
in Singapore and overseas
Days of delivery of
events and programmes
Modules and events
Faculty, guest speakers and
coaches participated in
SMU-ExD events and programmes
3

4
2 5 1 2
Deliveries Deliveries Delivery Deliveries
UK CHINA KOREA
Overseas deliveries of events and
programmes across 9 companies in
China, Hong Kong, Indonesia, Japan,
Korea, Malaysia and UK
JAPAN
HONG KONG MALAYSIA INDONESIA
Delivery Delivery Delivery
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1 1 1

CASE STUDIES
IN 2014
Beer Wars
This is a simple stylised illustration of the
difficulties that managers make when the
outcomes of any decision will be significantly
impacted by the actions/decisions as yet
unknown of the competitors; an illustration
of Game Theory for firm strategy. The
setting is for an international beer company
(Heineken) to enter the China market in
one of two regional markets served by a
local competitor (TsingDao). The decision
tree payoffs are easily calculated. There
is the possibility that another international
competitor, Carlsberg, could enter the
market. The class discussion explores the
beliefs that the Heineken manager must
have about the other players, in order to
decide how to act.
Fair Process and
the Means to an End
By Michael Netzley, Academic Director,
SMU Executive Development
How does fair process, or the lack of, impact
employees? This collection of two single-page
5
cases examines the question from
multiple perspectives. The first brief case
examines labour relations in Australia’s
airline industry and invites discussion about
fair process in a labour dispute. The second
brief case examines employee review
processes and decisions about annual
pay raises. Together, the discussions invite
students to consider how perceptions of
fairness impact employees and whether or
people are, as economists suggest, utility
maximisers.
Guns and Roses (A) and (B)
By Tan Swee Liang, Associate Professor of
Economics (Practice), SMU,
and Michael Netzley, Academic Director,
SMU Executive Development
What role does peer-to-peer coaching play
in university faculty development? Case A is
set in September 2009, shortly after James
Nelson, assistant professor at the Singapore
Management University (SMU) sought
guidance from practice associate professor
Harry Denon on the issue of declining student
ratings of his teaching performance.
Den then observes Nelson’s lectures, and
has in-depth discussions with him on his
teaching style. The discussions prove very
helpful to Nelson, who is now able to decide
how he should approach his class and to
what extent he needs to alter his teaching
approach.
The case looks at the value of feedback
received by faculty through various lenses:
students, peer and self-reflection. It is
highly suitable for faculty development and
executive education courses that cover
different pedagogical philosophies and the
effectiveness of student appraisal processes.
Privatising the Pakistani
Power Sector
By Ijlal Naqvi, Professor of Sociology, SMU,
and Christopher Dula, Senior Case Writer,
Centre for Management Practice, SMU
The case sheds light on the continuously
ineffective measures of the Pakistan
government to generate sufficient electricity
for the country. Set in 1994, the case looks
at key decisions in the establishment of a
policy which introduced independent power
producers to the Pakistani power sector.
The concept of complex adaptive systems
is crucial for understanding the challenges
that needed to be addressed and the nature
of the risk in the system. The second part of
the case discusses the actual steps taken,
the results, and how those same challenges
remain a concern in the present day.
Sarulla Geothermal
Power Project
By Katharina Lange, Programme Director,
SMU Executive Development,
Stephen F Wermet, Executive Director, Project
Finance, Lanco Power International (LPI) and
Christopher Dula, Senior Case Writer, Centre
for Management Practice, SMU
The case was written to facilitate effective
in-class discussions in SMU Executive
Development programmes for infrastructure
industry development such as Asia Leaders
Programme in Infrastructure Excellence
(ALPINE). The case looks at an integrated
geothermal steam field in Indonesia that
is operated by a consortium of public and
private institutions. Cases settle in 2013,
when the stakeholders have to make the
final investment decision. Class discussion
centres on allocation of complex project risks
and optimising financing instruments for PPP
infrastructure development projects.

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Simpliflying (A) and (B) cases
By Michael Netzley, Academic Director,
SMU Executive Development,
and Robin Speculand, founder
and Chief Executive of Bridges Business
Consultancy Int
What are the start-up and implementation
challenges faced by entrepreneurs? This
case recounts how Shashank Nigam, an
SMU alumnus, founded Simpliflying, a
social media and marketing consultancy
dedicated to the airline industry. Learners
see how Nigam went about creating a
name for himself in the airline industry,
chooses between a narrow and broader
market strategy, and goes about building
the consultancy. The (B) case reveals how
Simpliflying created and the world’s first
airline social loyalty programme for Estonian
Air. The case invites discussion around the
challenges of starting a marketing services
firm from scratch, building credibility for
the new firm, and eight levers of effective
strategy implementation.
Starbucks in Forbidden City
(externally published)
By Michael Netzley, Academic Director, SMU
Executive Development
On January 12, 2007 a prominent Chinese
blogger protested against Starbucks’
presence in Beijing’s Forbidden City. The
blogger stated, “This is not globalisation
but an erosion of Chinese culture.” The blog
post signalled the start of an avalanche
of criticism as Starbucks came under
attack for operating a café inside China’s
Forbidden City. The effort to remove the
iconic western brand from the centre of the
Forbidden City quickly became global news.
Initially the story grew only within China’s
Internet space, but once translated into
English it became global front-page news
in a matter of days. Starbucks quickly found
itself on the receiving end of criticism for
inappropriately operating a café in the
middle of a cultural and historical centre.
What should the company do?
This case can be used to discuss the
convergence of mainstream and digital
media, and their interaction with one
another to create a virtuous news cycle
within which stories are amplified. It would
also enable analysing issues of cross-cultural
communication, and discuss the
role that national and corporate identities
play in global corporate communications.
The Hour Glass Company:
The March of Time
The Hour Glass (THG) is a multi-brand
luxury watch retailer, founded in 1979
by Henry and Jannie Tay in Singapore.
The store was one-of-a-kind when it
was founded, positioning luxury watches
as upmarket collectors’ items or for
investments. This strategy proved to be
a resounding success. By 1988, THG was
worth US$38 million and was listed on the
SESDAQ, the secondary stock exchange of
Singapore. Between 1979 and 2004, the
company expanded to overseas markets,
and also bought various other businesses,
such as perfume and jewellery, luxury
watchmaking and distribution, and Milano’s
Pizza. In 2005, Michael Tay, the son of Henry
and Jannie Tay, took over as executive
director and played an instrumental role in
THG’s launch of two-pronged approach to
educate consumers: promoting the culture
and history of watchmaking, as well as
attracting new segments of watch buyers
through creative and innovative marketing.
As the new patisserie store Ladurée opened
in April 2013, Michael Tay pondered THG’s
next move to stay ahead of the game.
How should the lessons learnt over the
company’s three-decade history influence
its future growth strategy in an ever-evolving
economic environment?
This case can be used to teach corporate
strategy concepts such as vertical
integration and diversification. It would
also enable the application of concepts
of horizontal diversification and vertical
integration to the THG case, and discuss
options for the company’s future growth
strategy.

CUSTOM PROGRAMME
FOSTERING LEADERSHIP EXCELLENCE AND BUILDING
A HIGH PERFORMANCE CULTURE AT INFINEON
THE STORY BEHIND SMU-EXD AND INFINEON PARTNERSHIP AND
THE SUCCESS OF THE ENGINE AND TECHSTAR PROGRAMMES
T his [strategic insight]
has led us to invest into
a strong cross-regional
collaboration model as
well as to start to set-up
our own sales presence in
these countries
Traditionally, we might expect leadership
initiatives to be developed first in Europe
and then extended to Asia; the opposite
occurred in this relationship. This
story illustrates how SMU Executive
Development’s (ExD) approach to
integrated learning journeys creates
tangible Return-On-Investment for the
client, Infineon. SMU-ExD designed
and delivered two of Infineon’s flagship
leadership programmes - Engine and
Techstar
These multi-module learning journeys
focused on the Knowledge and
Application developmental streams.
The topics included:
• Innovation Empowered Organisation
• Systems and Design Thinking
• Strategic Insight
• Personal Influence
• Managing Diversity and High
Performance Teams
• Advanced Account Management
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The partnership between SMU-ExD and Infineon has extended beyond APAC, and
involving participants in Europe. New modules have been added to the two original
flagship programmes and additional programmes were also awarded to SMU-ExD.
Business Impact
ROI successfully achieved:
100% increase,
year-on-year, in
technical papers
contributions
accepted
The team helped in
confirming that an on-the-
ground sales office
presence in Jakarta is a
must to further develop
the (CCS) business
We had excellent
trainers and I can
already use some of the
skills I have learned in
my everyday work as a
technical leader

In 2012, UOB, a leading regional bank headquartered in Singapore, engaged SMU
Executive Development (ExD) to redesign the portfolio of programmes for leadership
talent development within the bank. The objectives for the redesign of the corporate
academy suite of programmes were:
• Accelerate talent development to support the bank in achieving its growth
ambitions. This involved designing integrated learning journeys for each level of
executives that aligned with the new competency framework that the bank had
adopted.
• Equip executives with the skills, tools and techniques for driving innovation-based
growth, with emphasis on collaboration and reflecting the values and strategy of
the bank
• Support the executives in leading the transformation that the bank had embarked
upon, strengthening self-awareness and ability to lead.
Across three different programme levels in 2014, UOB invested in leadership
development experiences for participating executives. The hallmark of each
programme was learning rooted in experiences.
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CUSTOM PROGRAMME
UOB-SMU LEADERSHIP ACADEMY
DEVELOPING REGIONAL BANKING EXECUTIVES….AND BUSINESS IMPACT
To illustrate:
The distinctive Senior Leaders programme
is composed of four modules carried
out over six months. The journey is
integrated with a strong backbone of
structured innovation process where
teams work between modules; and
eventually being assessed by the CEO
and C-suite representatives. This process
deliberately takes the executives away
from their comfort zone and established
behaviours of how to manage teams and
projects; to be successful, they must learn
to depend on the contributions of one
another and make decisions whilst facing
market uncertainties. Personal coaches,
innovation-process facilitators, learning
‘buddy’ partners, personal journaling,
as well as structured peer feedback
and assessment tools actively support
personal development.
The UOB-SMU Leadership Academy is
in its third year and has established a
reputation for impact. The graduating
cohorts (at all levels) put into action the
tools and behaviours experienced in their
learning journeys, reflecting SMU-ExD’s
pedagogy of Knowledge - Application -
Empowerment.
Senior Leaders:
Four modules over a six-month period
equip executives to lead in complex
and ambiguous environments. Focusing
on identifying growth opportunities to
empower the organisation.
Managers:
Teams worked through business
issue projects applying different
strategy tools and insights. The teams
were also supported by one-on-one
leadership coaching sessions.
High Potentials:
Early career executives participate in
an intensive programme that grounds
them with the foundation for leading
self and others.
The success of our partnership with
SMU-ExD was made possible because
of the high level commitment from the
team and faculty members; ensuring
that the modules offered to our
executives are current, progressive and
directly applicable. The multi-faceted
programme provided our executives
with a memorable learning journey
that was enriching and engaging.

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STRUCTURE
Future Ready-Now
Leadership Managerial
Capabilities
Global Industry
Excellence

Woman and
Leadership
Winning Business
Performance in Asia
F-Ten
(Transitioning CFOs)
Asia CEO
(Transitioning CXOs)
Business
Leaders Forum
(Innovation)
Supply Chain
Management
ALPINE
(Infrastructure)
Excel
Leadership
Change
Management
J&J Hospital
Management
Asia General
Management
Leadership
Communication
Aligning
to Win
Negotiation
Corporate
Coaching
Human
Capital
Brand and
Reputation
(Marketing)
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REACHING OUT TO NEW COMMUNITIES
DIVERSITY
LOCATION
SENIOR
EXECUTIVES
FUNCTIONS
INDUSTRIES
GENERAL
MANAGEMENT

BUSINESS DEVELOPMENT IN CHINA
A China Strategy Meeting was organised by Professor Tan Chin
Tiong, Special Advisor to President, SMU, in June 2014. Professor
David Lee, Director of Sim Kee Boon Institute for Financial
Economics, Professor Pei Sai Fan, Associate Director of Sim
Kee Boon Institute for Financial Economics, Mr Stephen Wyatt,
Executive Director of SMU Executive Development (ExD), and Dr
Li Yan, Senior Lecturer of Strategic Management, participated in
the meeting.
It was decided that SMU-ExD would take the lead to develop the
Chinese executive education market, and Sim Kee Boon Institute
for Financial Economics would provide academic support.
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To build opportunities for future programme collaborations,
SMU-ExD connected with leading universities, training and
consulting organisations as well as government agencies in
China such as Renmin University, Southwest University of Finance
and Economics (SWUFE), China-State-owned Assets Supervision
and Administration Commission of the State Council (SASAC),
UnionPay Academy, Beijing Institute of Technology and Huashang
College.

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SMU-CREDITEASE ADVANCED
WEALTH MANAGEMENT PROGRAMME
The SMU-CreditEase Advanced Wealth Management Programme was delivered to
the first cohort in September 2014 over a five-day period in Beijing with the objective
to help CreditEase upgrade its high-potentials’ knowledge of finance. The second
intake is in the process of discussion, and is tentatively scheduled to take place
between March and May 2015 in Beijing. SMU-ExD is also in the midst of designing
a 7-day SMU-CreditEase International Investment and Wealth Management Best
Practice Programme for CreditEase’s senior executives. Professors from SMU were
also invited to provide academic support to wealth management industry studies and
marketing seminars conducted by CreditEase.
The strong partnership established between SMU and CreditEase opens doors to
potential collaborations from leading wealth management firms such as NOAH
Wealth Management in Shanghai. SMU-ExD aims to continue to build connections
and relationships with other established Chinese banks.
Development of New Strategic
Management Teaching and
Training Materials
GlobStrat Simulation
GlobStrat Simulation is the most
comprehensive global business strategy
simulation in the market. Using this strategy
simulation and with support from the Paris
Dauphine University, SMU-ExD developed
a three-day strategic management and
implementation programmes for senior
managers from the Royal Golden Eagle
Group.
Business Model Generation
Based on Dr Rick Smith’s, Senior Lecturer
of Human Resource, LKCSB, SMU,
Business Capstone Course, the Business
Model Generation upgrades our previous
business canvas teaching content to a high
level of business model innovation and
generation.
One Harvard case is translated into
Chinese by Dr Li Yan. The Chinese version
will be used by Dr Lim Meng Ann, Adjunct
Faculty, LKCSB, SMU, in Module 3,
CreditEase Advanced Wealth Management
programme.

ALPINE
THE SOCIAL LICENSE TO MANAGE
INFRASTRUCTURE DEVELOPMENT PROJECTS
Actively supported by the Singapore Economic
Development Board (EDB), the Asia Leaders
Programme in Infrastructure Excellence
(ALPINE) is a first-of-a-kind programme
that accelerates skill development for
managing complex infrastructure projects in
dynamic Asia.
In its inaugural run in October 2014, 16
participants came from India, Indonesia,
Myanmar, Singapore and Vietnam. The
programme provided a platform for sharing and
understanding one another’s objectives, and
allowed participants, speakers and panellists
to build a network of trusted relationships
The theme - ‘Social License to Operate’ -
was woven into the fabric of the programme,
connecting its structure, design and contents.
Two bespoke case studies were written for this
programme to make contents tangible and
lessons applicable:
PRIVATISING THE PAKISTANI POWER
SECTOR (SMU-14-0038) sheds light on the
continuously ineffective measures of the
Pakistan government to generate sufficient
electricity for the country. Set in 1994, the case
looks at key decisions in the establishment of
a policy which introduced independent power
producers to the Pakistani power sector. The
13
concept of complex adaptive systems is
crucial for understanding the challenges that
needed to be addressed and the nature of the
risk in the system. The second part of the case
discusses the actual steps taken, the results,
and how those same challenges remain a
concern in the present day.
Sarulla Geothermal Power Project (SMU-
14-0034) looks at an integrated geothermal
steam field in Indonesia that is operated by a
consortium of public and private institutions
(PPP). Class discussion centres on allocation
of complex project risks and optimising
financing instruments for PPP infrastructure
development projects. This case serves as
capstone project that connects programme
modules and sustains the learning momentum.
Both cases are designed as “rotating
case studies” which promote a change of
perspective. This is a proven technique to
improve mutual understanding and trust,
which is essential to building long-lasting
trusted relationships critical to managing
complex infrastructure projects. Teaching
design and case content nicely document
SMU’s thought leadership in this area.
The programme faculty board reflected the
collaborative approach of both public and
private institutions. The SMU faculty included
Ann Florini, Ijlal Naqvi, Yooil Bae, Mark Findlay,
Gregor Halff, Michael Benoliel, Phang Sock
Yong and Katharina Lange as Programme
Director. From the private and financial sectors,
the programme had the privilege of having
Stephen Wermert (Coromandel), Yu Khing Poh
(Sports Hub), Cledan Mandri-Perrott (World
Bank), Andrew Davison (Moody’s), Nonito
Bernardo (IFC) and Johann Bastin (CapAsia) as
faculty speakers.
The participants’ learning journeys were
further enriched by the valuable insights
and first-hand experiences of high profile
CEOs from the region. They were Olivia Lum,
Executive Chairman & Group CEO of Hyflux Ltd,
Atul Punj, CEO of Punj Lloyd Group, and Pang
Yee Ean, CEO of Surbana.
Given the great success of its inaugural run,
ALPINE will commence the next run in June
2015.
Supported by:

Brand and Reputation Innovation and Growth
Advanced Negotiation
Strategies
Strategies: Business
Leaders Forum
Designed for experienced
executives this programme
in partnership with Tuck
emphasizes on how to build
and maintain corporate
brand and reputation.
Focused programme
is designed to sharpen
negotiation and persuation
skills.
Designed for senior business
executives who are seeking
to further unlock the power
of innovation to drive value
growth in their firms across
Asia
Executive Skills for
Board Members
Aligning to Win
(Strategy implementation)
Competitive Advantage
with Human Capital
Managing Change
A practical programme
that examines leading
models and current cases in
implementation and change,
as well as how to bridge
the gap between target and
performance
A successful six-module
programme in collaboration
with SID with a 360-degree
board-level view of key
strategic areas and issues
faced by company directors
Designed for both business
leaders and human resource
professionals and explores a
variety of key issues relating
to the effective development
and management of human
capital
Equips managers with
leading-edge tools
and knowledge to
deliver effective change
management
Second successful run in
partnership with Accenture
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MANAGERIAL CAPABILITIES

LEADERSHIP PROGRAMMES
EXCEL Leadership
Programme
Woman and Leadership F-Ten (CFO Leadership)
Leadership development
programme with unique
features like assessment
and coaching to enable
transformation
A unique leadership
development programme for
aspiring women
Second successful run and
launched WISER initiative to
build a diversity network
An élite leadership
development, coaching,
mentoring and networking
programme for senior
finance leaders
GLOBAL INDUSTRY EXCELLENCE
Alpine International Corporate
Supply Chain
Management
Coaching
A first-of-its-kind programme,
ALPINE brings together
participants from the public
and private sectors and
financial institutions for an
integrated programme to
accelerate skills development
(collaboration with EDB)
A collaborative programme
with Cambridge that
addresses key trends in the
globalisation of manufacturing
networks as well as offers
insights into effective supply
chain management practices
within the Asian context
A certification programme with
a comprehensive perspective
on practice coaching, personal
development, integrity, ethical
behaviour, and intuition needed
for effective coaching
J&J SMU Hospital
Management Programme
A successful specialist
programme with insights
into best practices in
hospital management
15

16
Asia CEO
Winning Business
Performance in Asia
Asia General
Management
Future Ready Forum
Leadership
Communication
2015 AT A GLANCE

SMU-EXD TEAMBUILDING ACTIVITIES
SMU Executive Development (ExD) was
proud to have our inaugural staff training
in September 2014 where we decided to
adopt the FiSH! Philosophy to energise
our team, deliver remarkable customer
service and increase employee retention.
The training was conducted by a certified
FiSH! trainer from ChartHouse Learning
where the philosophy originated. We
learnt about four simple interconnected practices – ‘Be There’, ‘Play’, ‘Make
Their Day’ and ‘Choose Your Attitude’. These philosophies will help us build
stronger relationships with our team members, our customers, our students
and the people we love. It was a fun-filled day of activities that helped us
understand and appreciate one another better.
17

Following the FiSH! workshop, we
did the Myers-Briggs personality test
which was conducted by our very own
Academic Director, Michael Netzley.
Thereafter, we went to the MacRitchie
TreeTop Walk and experienced the
beauty of Bukit Timah and Central
Catchment Nature Reserves which
are home to more than 1,000
species of flowering plants and over
500 species of animals. We were
delighted and captivated by some
interesting sights along the way
such as the towering trees, climbing
palms (also known as rattans), ferns,
orchids, gingers and wonderful
blooms such as the Bat Lily. The total
distance for this awesome afternoon
walk was 6km, and we were proud
to complete this exercise together as
one “FiSH!” team.
SMU-ExD has also started Sunday
runs at the MacRitchie Reservoir.
Running enthusiasts gather at 7am
at the drop-off point and embark on a
trail run which lasts for about an hour.
Do feel free to join us if trail running
excites you!
18

SMU-EXD FAMILY
19
Programme Director
klange@smu.edu.sg
Client Director
swelkers@smu.edu.sg
Head of Operations
sandylow@smu.edu.sg
Academic Director
michael@smu.edu.sg
Director, Open Enrolment
hchartloff@smu.edu.sg
Assistant Director, Marketing
mephineong@smu.edu.sg
Executive Director
stephenwyatt@smu.edu.sg
Programme Director
liyan@smu.edu.sg
Assistant Director, Open Enrolment
paulli@smu.edu.sg

Office Manager
aliciaphee@smu.edu.sg
Programme Manager
sharonlee@smu.edu.sg
Faculty Support
aarontan@smu.edu.sg
Programme Manager
eugeniachan@smu.edu.sg
Programme Manager
sherminelim@smu.edu.sg
Programme Executive
akanksharath@smu.edu.sg
Programme Manager
caslinlai@smu.edu.sg
*Jowe Chu, Senior Manager, is absent in this page 20

SMU EXECUTIVE DEVELOPMENT
Singapore Management University
Administration Building, 81 Victoria Street, Singapore 188065
www.exd.smu.edu.sg exd@smu.edu.sg +65 6828 0100

SMU-ExD_Newletter2014_Final_161214

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