“Let everyone be subject to the governing authorities as these authorities are appointed by God. Resisting such authority is seen as resisting God’s ordinance, and those who resist will face judgment.” – Romans 13:1

Last week, we explored benevolent leadership, the first pillar of governance upon which Singapore’s success rests. Today, we turn to its second pillar, institutional reliability.

On my visits to Singapore, I was consistently struck by the city-state’s striking skyline and orderly streets. It was the invisible machinery that impressed me the most. The engine behind Singapore’s success is its strong institutions, fueled by discipline, efficiency and accountability. The results of Singapore’s May 2025 general elections only reaffirm this point. The ruling People’s Action Party (PAP) secured 87 of 97 parliamentary seats and increased its vote share to 65.57%. The electorate’s message is clear—they continue to place their trust in governance rooted in competence, integrity and tangible delivery.

The robust governance structure is not accidental. Since gaining independence in 1965, Singapore has built a parliamentary democracy with a sharp focus on performance over patronage. Public and private institutions operate on merit, and corruption is swiftly and decisively addressed. The public sector is lean, professional and empowered to innovate. A fascinating feature of this system is the parity in salaries between the public and private sectors. This eliminates the usual brain drain from government, allowing talent to flow where it is most needed, regardless of which side of the aisle they’re on.

Even a traveler’s first interaction with Singapore hints at what lies beneath. The efficiency at Changi Airport is remarkable and indicative of the nation’s ethos. Upon arrival, visitors encounter a direct and serious message printed on the ED card: “The penalty for being caught with illegal drugs is death.” This is not a rhetorical flourish; it is enforced without exception. Customs procedures are equally pragmatic, offering individuals one last chance to discard prohibited items without penalty. Singapore’s rule of law is not only codified; it is respected, policed and consistently upheld.

For the Caribbean, there is much to glean from this. Our region is rich with talent and potential, but the implementation deficit between policy and practice, between legislation and enforcement, remains wide. To bridge this gap, we must reimagine the role of public service beyond mere administration. Innovation must become central to its function. Enforcement must be consistent and fair. Only then can we begin to restore public trust in our institutions.

Singapore’s model of statutory corporations offers a system worth emulating. Ministries there are supported by these entities, with CEOs chosen based on competence rather than connections. These CEOs recommend board Chairs with whom they can work effectively, ensuring synergy in execution. Notably, the Chairman reports to the relevant Minister and the CEO reports to the Chairman. This structure decentralizes management while maintaining accountability and transparency. It is a system designed for efficiency and output — not for political maneuvers.

The Caribbean must now ask itself a critical question: How do we progress beyond reform to achieve transformation? A good starting point would be harmonizing salaries across sectors to retain talent, elevating institutional leadership, and redefining public duty so that service takes precedence over status. Like Singapore, we too can foster a culture where rules matter, results speak, and leadership delivers.

Singapore reminds us that small nations can lead big transformations when their institutions are strong, the rules are fair, and the people trust the system. The Caribbean’s time is now. Let us retool, reimagine and rise.

Over the next three columns, I will explore the remaining pillars of governance. These include global connectivity and openness to new ideas, policy reliability, and a culture of enterprise.

(Dr. Basil Springer GCM is a corporate governance adviser. His email address is basilgf@marketplaceexcellence.com. His columns may be found at https://www.nothingbeatsbusiness.com.)