The company appears to pursue profit margins that might work well in a European context — perhaps even pulled straight from a strategy deck in Germany. Unfortunately, the Singapore market operates quite differently, and the disconnect is increasingly difficult to ignore.
Speed and agility aren’t exactly strengths. Approval processes often take so long that deadlines become more of a concept than a deliverable. Tender submissions feel more like hopeful attempts rather than strategic executions.
Meetings tend to feel more like information broadcasts than collaborative discussions. Efficiency can be hard to come by, and the environment doesn’t always foster mutual trust. There's a strong emphasis on formalities and hierarchy, which might resonate in a different business setting, but feels somewhat out of step with the local culture.
Performance management also takes a rather unconventional approach — visibility often outweighs actual output. It’s not uncommon to see those who appear busy progressing faster than those who consistently deliver results. Certainly a unique take on recognising talent.
