Technology Group (TG) under the leadership of COO Sam Kim and direction from CEO Chow Kiat has descended into prolonged disorder over the past year, with constant restructures and leadership changes repeatedly disrupting delivery and exhausting teams.
Change fatigue is severe, announcements come in predictable cycles, recycling the same language around “resilience” and “adaptability,” yet outcomes on the ground show little improvement. Instead of progress, there is a growing sense of regression.
Leadership turnover has eroded continuity to the point where direction is frequently reset before any meaningful execution can take hold. In several cases, senior appointments appear misaligned with the domains they oversee, raising questions about effectiveness and decision-making quality. Initiatives are routinely launched with urgency, only to be reworked, rebranded, or quietly abandoned, creating a pattern of inefficiency and wasted effort.
Confidence from internal stakeholders has weakened noticeably. Some business teams have begun building parallel capabilities to shield themselves from ongoing instability, which speaks volumes about the current level of trust in Technology. At the same time, psychological safety remains a concern. Despite official messaging from HR, there is a prevailing sense that speaking up or challenging direction carries risk.
Taken together, the environment feels increasingly chaotic and unsustainable, particularly for an institution regarded as a steward of Singapore’s reserves.
