About a week ago, one of my very skilled first-year students asked me to write a letter of recommendation so she could get an internship at GovTech. I said no.
My student is not just one of the most highly skilled students in my class; she also has a lot of gumption, having personally led her team in hackathons, and is mature beyond her years. So I explained that while GovTech produces some pieces of software that many of us know and love, like Singpass, I told her that to grow in the organisation, she might pick up some bad habits from HQ, like ringfencing her work, backstabbing her colleagues, or stonewalling useful initiatives. I also did not want such a capable student to be hurt when joining an organisation with a different career ladder for scholars and farmers; perhaps her stint in ITE and N-level grades might be held against her. I told her that I would be more than happy to provide a glowing recommendation to a tech firm or a bank, and that she should have the confidence to aim higher in life.
Then, almost like a miracle, the news of GovTech's retrenchment of 93 employees hit, and I was stunned. So I decided to pen my thoughts on this blog.
The first point I wanted to make is that on social media, I've noticed little sympathy for folks affected by the reorganisation. Most private-sector workers and businessmen felt it was the right move, and that removing all the "dead wood" could result in a more dynamic and forward-looking organisation. So if folks are generally positive about this news, I actually believe civil service leaders should be blamed for not doing this sooner. I remember during my time, some of the things I had to do were patently absurd. One presentation I had to make to senior management was explaining what an API was (initially I thought I had to explain what a REST-based API was, but no, it's just an API, you know remote function calls ). My technological skills atrophied so badly that I, somehow, became a subject-matter expert in food catering, the only thing I'm good at, given that none of my procurement papers succeeded.
The second point I wanted to make is just how wonderful the retrenchment package is. It's one month for every year worked up to 25 years, plus an extra 3 months! And too little credit went to AUSBE. AUSBE are the real heroes in this story. When I was there, having come from NTUC-ARU, I volunteered my time with AUSBE because I had learnt to respect non-degree associate staff from my NTUC days, and you will not find another group that so doggedly works for their fellow employees outside office hours. This package is so attractive that I know some folks who left GoveTech lamenting that, had they stayed, they would have been able to FIRE immediately with it.
The third point is that government and statutory boards are winners, not losers, in this restructuring effort. The biggest losers are the vendor organisations like NCS, HCL, DXC or even IBM as the government begins to move work in-house. Work will dry up for these organisations, and believe me, when they start retrenching tech workers, there will be no 25 months or 3 months' extra notice when engineers are asked to leave. There's no AUSBE to negotiate for these guys, and many of them are people I know.
A final story of my days should include a personality we all had to take called Emergenetics. And I vaguely recall that a director had to apologise for the personality test results in the HQ organisation. The reason is that the only kind of personality that can survive in HQ tends to be Green or structured, conscientious types with low openness to new experiences, whereas higher flyers tend to be more yellow or conceptual thinkers or blue, who are analysts. The saddest part of the survey is that folks who "red" or people who have empathy and love interacting with people are noticeably absent in the entire organisation.
This restructuring will bring balance to the organisation, and I'm particularly pleased that the 93 retrenchments are just Phase 1. There are more phases to come, and, if executed well, could mean that no part of the government is safe from obsolescence. If we make our bed with a Tech career, we should never expect an iron rice bowl.
So, I actually come from reading this with a sense of hope and optimism for GovTech.
Next week, I will return to class and tell my student that I stand corrected in recent events, and I am now willing to complete her recommendation letter to Govtech.
This is a really interesting perspective because it shows that even big organisations can go through moments where they have to stop, rethink, and rebuild. Change is never comfortable, especially for the people directly affected, but sometimes a shake-up can also create opportunities for improvement.
ReplyDeleteThe part that stands out is the idea that a strong organisation needs more than just processes and structures — it needs people who can innovate, challenge ideas, and bring fresh energy. Technology moves incredibly fast, so even government tech teams have to keep learning and adapting. No organisation can rely forever on the idea that yesterday’s success guarantees tomorrow’s results.
At the same time, behind every restructuring announcement are real people with careers, families, and years of experience. It’s great to see discussions about packages, support systems, and how organisations can treat employees fairly during difficult transitions. A workplace is not just a collection of job titles — it’s made up of people who contributed to building something.
The story about changing the recommendation letter is actually a nice reminder that opinions can evolve when new information appears. Being willing to say “I might have been wrong” is a pretty underrated skill — especially in workplaces where everyone is supposed to be solving problems, not protecting egos.
Hopefully, this kind of change leads to a healthier culture where creativity, technical skills, collaboration, and fresh thinking are valued more. The best organisations are the ones that can keep improving before they are forced to.
And after reading serious discussions about careers, technology, and the future of work, everyone deserves a little downtime too. Some people like to relax with casual online entertainment and check out sites like https://subway-chicken.net/ when they need a break.
A thought-provoking article that reminds us: even large institutions have to keep moving forward — because standing still is often the fastest way to fall behind.
The discussion around GovTech’s restructuring raises some interesting points about growth, adaptability, and the future of public-sector technology. Change can be uncomfortable, but it can also create opportunities to improve processes, reward innovation, and build organizations that are ready for the next generation of challenges.
ReplyDeleteThe most important lesson is that talent should always stay curious and flexible — no career path is guaranteed forever, and continuous learning remains the strongest advantage in tech. It’s encouraging to see conversations that focus not only on challenges but also on new possibilities. More interesting topics and updates can be explored here: https://spinsahara.at/.
This resonates so much—the disconnect between what skilled people could contribute and what actually gets recognized in large organizations is real. I've been using Chickenroad lately to track my own career moves and it's genuinely helped me think through where I actually want to invest my time versus just following the default path.
ReplyDeleteCareer decisions often involve weighing long-term growth against short-term opportunities, and every path comes with its own advantages and challenges. Taking time to evaluate your goals and values can lead to more confident choices. Learn more at chickenroad.
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