Why good leaders don't just define success. They define what success should never cost. Most leadership decisions begin with good intentions. A company wants to improve customer service. Another wants to reduce costs. A hospital hopes to shorten waiting times. A government agency looks for ways to process applications more efficiently. Whatever the objective, the motivation is usually the same: to make the organisation perform better than it does today. The next step is almos

In 2000, about 27% of Singapore residents aged 25 to 29 — the cohort just entering the workforce — held a university degree. By 2024, that figure had risen to 58% (SingStat, Singapore Residents Aged 25 Years & Over by Highest Qualification Attained, Sex and Age Group: 66,800 of 250,500 in that age band in 2000, versus 129,500 of 222,000 in 2024). That's not a modest rise. It's the difference between a degree marking out roughly a quarter of each new graduating generation and

How organisations quietly shape behaviour. The first week On Monday morning, Sarah walked into her new office carrying the same excitement most of us remember from our first day in a new job. The reception area was welcoming. Her colleagues were friendly. By mid-morning she was sitting in an orientation programme, listening as senior leaders spoke about the organisation's mission, its values and the difference it hoped to make. The message was clear. Customers came first.

In a country you can drive across in under an hour, why the differences between neighbourhoods still matter. Every year, the Department of Statistics Singapore quietly releases one of the richest datasets available to the public: the General Household Survey. Buried in its tables are answers to questions that shape national conversations — about wealth, about ageing, about work — questions that are usually discussed in headlines as single, national percentages. “1 in 7 househ

How good organisations slowly lose their way When a company makes headlines for the wrong reasons, our instinct is to search for the moment everything went off the rails. We look for the unethical executive, the disastrous board meeting or the reckless decision that brought the organisation down. Failure feels easier to understand when it can be traced to a single event. Howard Yu's recent article, The Science of Moral Decoupling, challenged that way of thinking. His argument

Spend a little time on Singaporean social media and a pattern emerges quickly. The cost of living is too high. Owning a car or a home feels out of reach. Work and school leave little room to breathe. There's a small, well-connected class — scholars, senior civil servants, established families — who seem to have everything, while everyone else competes hard for what's left. And, inevitably, someone points out that some other country does it better. Spend time instead with fore

For over a decade, FYT's curriculum has been built around three words: Data, Insights, Decisions. As we wrote in Bridging the Gap in the Analytics Value Chain, good analytics doesn't start with a spreadsheet — it starts with a clear question, a set of hypotheses, and a disciplined path from data to insight to action. That framework has shaped how we teach, and how our students learn to think. It has worked. But as AI becomes part of everyday work, we think it's time to make e

Why the scientific method is the right foundation for AI adoption, and what that means in practice Most conversations about AI at work start in the wrong place. They start with the tool. Which model should we use? Should we try ChatGPT or Claude? Do we need to build something custom? The questions come fast, and they feel urgent. But they are the wrong questions to be asking first — because they assume the hard part is choosing the technology. It is not. Here is a more useful

Why the rules of the job market feel broken — and what both employers and employees are missing about what actually changed. A post recently circulating on LinkedIn captured something that many graduates feel but rarely articulate so clearly: "Study hard. You will get a higher salary when you grow up." "Be realistic. Lower your salary expectations." "Just because you have a degree doesn't mean anything." The same system that told young people what to aim for is now telling th

The competitive advantage isn't in the tools you buy. It's in the system you build. Two years ago, FYT started doing something most consulting firms weren't: actually using AI in our own work. Not just experimenting with prompts. Not reading vendor white papers. Actually redesigning our workflows around AI tools, testing what broke, fixing what didn't work, and building systems that held up under real operational pressure. What we learned didn't come from the internet. It cam