STRATEGIC PLANNING OR INNOVATION INSTITUTIONALIZATION? THE CASE OF SINGAPORE ARMED FORCES’ MODERNIZATION

Abstract

Singapore, as a newborn country in the mid-1960s, was economically, politically, and strategically unviable on its own. However, despite its humble start, Singapore has built the most well-equipped military in Southeast Asia. While neighboring countries had similar governmental apparatuses and economic-political situations, only Singapore managed to modernize its armed forces at a significant rate and achieve a remarkable result.

Thus, this situation raises the following question: what method has enabled Singapore to modernize its military successfully? Drawing from the broader Singapore military studies and business and management strategies literature, this thesis finds that during the early stages, Singapore implemented predefined situation-based development—strategic planning—assisted by Israeli military advisers. In the next stage, thanks to its heavy investment in training and education, Singapore started to cultivate innovation in its military personnel, which increased its modernization pace, while still implementing strategic planning. In the current stage, Singapore’s military modernization pace is barely challenged regionally, propelled by thriving innovation due to its establishment of dedicated organizations that act as innovation engines. Overall, Singapore’s achievement was not brought about by strategic planning or innovation institutionalization alone but by the proper combination of the two.