Engaged City University

The stats on plastic waste is nothing short of staggering: In Singapore alone, about 900 million kilogrammes of plastic waste is discarded every year, with just four per cent of it recycled.

From the closure of workplace premises during the Circuit Breaker and adoption of work-from-home and split teams arrangements in 2020, to 75 per cent of employees returning to the workplace in April 2021, before reverting to working from home as a default arrangement just over a month later, it’s been a rollercoaster ride for organisations and employees during the pandemic.

   

Raising funds, building a team, designing a breakthrough product, and taking that proof-of-concept to market are some of the many hurdles startup founders have to overcome in their nascent entrepreneurial journey. With such a daunting list of tasks to tackle, it comes as no surprise that building an independent board of directors is seldom a priority for multitasking bosses.

In recent years, diversity, equity and inclusivity (DEI) have become more than mere buzzwords in business organisations. Instead, effective DEI initiatives have grown to serve as critical drivers for organisational success. In particular, the events of 2020 have propelled DEI issues to the forefront, with impactful social movements and effects of the pandemic resulting in greater proactivity in achieving true diversity and inclusion.

Last year, a group of SMU students and alumni started a ground-up initiative, the COVID-19 Taskforce for Non-Profits (now known as Thrive Social Consulting), to help future-proof non-profit organisations (NPOs) in Singapore.

With dine-in capacities slashed due to social distancing measures and national borders worldwide closed to control the spread of Covid-19, there is no doubt that the food & beverage and tourism sectors are two of the industries hardest hit by the pandemic.

Exposure to real-world problems, understanding different perspectives in decision-making, and learning how to communicate effectively through robust discussions — these are the key strengths of the case method, a longstanding staple of business education. SMU’s Centre for Management Practice (CMP) adds another value proposition to the mix — its cases offer an in-depth knowledge of organisations and business leaders operating in Asia.

The health of a society can only be as robust as the health of its most vulnerable members — this has become clearer than ever during the COVID-19 pandemic, when the heightened susceptibility of marginalised groups to the coronavirus has life-or-death implications for the global community.