EDITOR'S AFTERNOTE

The COVID-19 pandemic was a time of Volatility, Uncertainty, Complexity, Ambiguity and Disruption (VUCA-D). As the SAF tackled the vast challenges that the pandemic brought to Singapore and the SAF itself, we were constantly getting the sobering reminder that VUCA-D will be increasingly commonplace in our operating environment. The pandemic only reinforced what we already knew – that this is what the future holds for the SAF. We have been planning and developing for SAF 2040 with this in mind.

What the SAF needs to be an effective armed forces in this future of destabilising complexities – what we must always have above all - is good leadership. SAF commanders at all levels and warfighting domains must continue to strengthen our leadership fundamentals. These include our mission focus, alignment of purpose, core values in action, ethical reasoning, teamwork and people engagement. Beyond that, we must also strengthen new competencies and skills to lead effectively. We need sharper sense-making so that we can make better decisions in complex and disruptive conditions. We have to drive change, innovation and ops-tech-digital integration in peacetime and in combat. We have to find ways to do more with less resources. And we must continue to find effective ways to motivate and engage diverse groups of people. Our commanders demonstrated these competencies in their leadership roles during the COVID-19 pandemic, both on the national and SAF fronts, and they executed their missions well. This shows that we are on the right track.

Our experience in the pandemic offers us insights and food for thought. We hope that the accounts of our commanders' experience in this monograph will provoke readers to think deeply about what leaders of SAF 2040 must have to lead effectively in a VUCA-D operating environment.