Lesson From Singapore – 5 Governance Insights African Cities Can’t Ignore - LJLA

Lesson From Singapore – 5 Governance Insights African Cities Can’t Ignore

As the plane lifted off the runway and climbed into the night sky, I quietly watched the lights of Changi Airport disappear beneath the clouds. Yet while those city lights faded, something else began to glow brighter within me: the lessons of the past eight days spent on the Lateef Jakande Leadership Academy’s international policy trip. I wasn’t returning to Lagos with shiny solutions or borrowed blueprints. I was returning with something deeper. Clarity about what is possible when governance is intentional, systems are consistent, and leaders choose outcomes over optics.

Known for its remarkable transformation from a struggling port city to a global economic powerhouse, Singapore often feels like a case study that came to life. But walking through its streets, speaking with its policymakers, and experiencing its systems firsthand changed more than just my perceptions. It reshaped my expectations of governance itself.

Here are five leadership insights I believe every African policymaker, public servant, and civic leader should consider:

Plan Long-Term, Then Deliver

At the Lee Kuan Yew School of Public Policy, we did not meet armchair experts. We met doers. Civil servants, professors, and policy designers who were not just talking about ideas, but sharing what they had built. They spoke to us about the housing projects they had helped implement, the public transport systems they had helped coordinate, and the welfare strategies they had refined over time.

What makes it work? Clarity. Discipline. Follow-through.

Take housing, for example. In Singapore, they do not plan for just five years. Their housing strategy looks 20 to 30 years into the future. The result? Over 80% of Singaporeans live in government-built housing through the Housing and Development Board (HDB). Not because they are forced to, but because it works. No bribes. No begging. The system simply delivers.

Yet, for all its efficiency, the system also leaves some behind. For instance, public housing, while impressive in scale, is not equally accessible to everyone at all stages of life. While married couples can apply at any time, single citizens must wait until they are at least 35 years old to buy an HDB flat on their own. This makes it harder for younger, unmarried Singaporeans to access housing independently. It is a clear reminder that even strong systems need regular reflection to ensure they serve a wider range of people fairly.

Make Policy Clear, and People Will Follow

In Singapore, public trust is not accidental. It is built through clear, consistent policies that everyone understands. Whether it is housing, healthcare, or transport, the government communicates its intentions plainly and follows through. There is no guessing game. People know what to expect, and when those expectations are consistently met, trust in the system grows naturally. They even go a step further by creating public galleries and exhibitions that showcase these policies. These serve as constant reminders, for citizens and tourists alike, that governance can be both transparent and intentional.

I saw this play out in everyday life during my visit. At hawker centers, people didn’t need to be told to return their trays or clean up after eating. They just did it. Not because someone was watching, but because the rules were clear, and the culture had absorbed them. Even the signs were written in multiple languages, so no one was left out. By my second visit to the Maxwell Hawker center, I didn’t need a reminder. I knew what to do. That is what happens when policy clarity is consistent: it becomes second nature.

What stood out most was how this clarity applies equally to everyone. I saw drivers, some in luxury cars, stop immediately when the green pedestrian light (green man) came on. It didn’t matter who was behind the wheel. In Singapore, the law is the law, and everyone is expected to follow it. That sends a strong message: no one is above the rules. And when people see fairness in action, their trust in the government deepens.

Harmony Doesn’t Happen by Itself

One of the most striking aspects of Singapore is how it manages diversity. As a multiracial, multilingual, and multi-religious society, it has zero tolerance for sectarianism. This is not an accident, but the result of deliberate effort.

Policies like the Ethnic Integration Policy and the Religious Harmony Act are not just paperwork—they are guardrails. Schools are integrated, neighborhoods are mixed, and festivals of all religions are celebrated nationally. As Dr Matthew Matthews said, “Singapore doesn’t assume harmony. We design it to help people understand each other’s perspectives.”

Still, some argue that harmony has come at the cost of self-expression. Strict regulations surrounding speech and assembly have sparked debates, especially among younger citizens who yearn for greater openness and space for dissent. The challenge, then, is maintaining unity without stifling individuality.

Africa Doesn’t Need Heroes. It Needs Systems.

It is easy to look at Singapore and see Lee Kuan Yew as the mastermind behind its transformation, and to be fair, his leadership was extraordinary. But if we stop there, we miss the real lesson. What made Singapore thrive wasn’t just one man’s vision; it was the solid systems his government put in place. Systems that didn’t need constant micromanaging to function.

Think about it. Transparent processes, a civil service that rewards competence over connections, and policies designed to work no matter who is in charge. That is what gave Singapore staying power.

Good governance isn’t about being the loudest voice in the room. It is about establishing structures that continue to function long after you are gone. That is the kind of leadership Africa’s cities need. Less about charisma, more about courage to build systems that last. When your legacy is a machine that runs smoothly without you, that is when you know you have led well.

Design for Your Reality

Singapore’s policies aren’t imported templates. They are deeply rooted in local realities. During our visit to the Marina Barrage as part of the LKYSPP learning journey, I saw firsthand how a country with no natural water sources turned a vulnerability into an innovation success story. The Marina Barrage is part of the “Four National Taps” strategy:

local catchment, imported water, desalination, and NEWater (recycled wastewater). In most places, recycling wastewater would raise eyebrows. In Singapore, it is bottled and served proudly. That kind of policy thinking that adapts to reality.

The same principle of contextual relevance applies to how Singapore uses its limited land. As a small island city-state, it can’t afford urban sprawl or underused infrastructure. That is why land use is tightly coordinated across housing, transport, and green spaces. HDB estates come with hawker centers, clinics, and MRT access as part of an integrated design. Every inch of land has a purpose, and every policy layer supports the next.

Even in education and workforce development, Singapore adopts a tailored approach, avoiding a one-size-fits-all approach. Institutions like the Institute of Technical Education (ITE) are tailored to national needs and co-designed with industry. Students graduate ready to fill critical roles in sectors like logistics, engineering, and digital services.

We must do the same. Train people for the jobs already waiting in Alaba, Apapa, and Computer Village, not for roles that only exist on paper.

Singapore reminds us that the most effective policies are those that solve real problems in real places for real people.

A Cautionary Note

Let me be honest. Singapore is impressive. But it is not perfect. As much as I admire what they have built, there are some lessons in what not to copy blindly.

For one, life there can be expensive. The costs of housing, transportation, and even food are rising faster than the incomes of many people. Some parts of the city are also getting overcrowded. And while the system works smoothly, not everyone feels like they are being heard, especially younger people who want more freedom to speak, create, and challenge the status quo.

Singapore runs like a well-oiled machine, but here is the catch: machines don’t have feelings. People do. And when a system becomes too focused on order, it can lose sight of the people it is meant to serve.

That is the warning for African cities. Yes, build strong systems. Yes, aim for excellence. But don’t forget to leave room for people to speak up, dream differently, and grow in their way. Governance should feel like guidance, not control.

Good leadership is not about copying another country. It’s about learning the right lessons, applying them to your reality, and remaining adaptable. Systems should help people live better, not just look good on paper.

As we think about the future of cities like Lagos, Accra, or Nairobi, let us not just ask, “How can we be like Singapore?” Let’s ask: “How can we build systems that work for our people?”

Reflections for Lagos and Africa’s Urban Future

Here is the truth: no knight in shining armor is coming to build Africa for us. Most countries and companies are focused on their interests, even when it hurts us. If we continue to chase quick rewards or short-term praise, we will trade long-term progress for short-term survival.

We must rethink what growth means. It is not about who gives us aid or investment. It is about whether our choices lead to lasting value. Sometimes, we must say no to flashy offers and yes to slow, disciplined planning.

Singapore did not succeed by chance. It succeeded through clarity, discipline, and systems that are constantly refined. They defined goals, designed structures to achieve them, invested in their people, and continually improved.

After eight days in Singapore, I return home feeling two things: inspired and challenged. I keep asking myself: Am I making things simpler or more confusing? Are my goals clear? Are my actions aligned with those goals? Am I choosing what works, or just what looks good?

And here is one hard truth I have now come to understand: most of the time, we already know what to do. So why do these well-written, data-backed, inspiring plans never get implemented? The problem is not knowledge. It is will. It is structure. It is follow-through.

Singapore taught me that the most powerful changes are often invisible. Even good governance must evolve. Even strong systems must adapt. That, too, is part of the work.

So, this is what every African city must understand:

If you want transformation, build strong systems.
For sustainable growth, train capable leaders.
If you want peace, do not wait for it to come to you. Design it.

Progress is not always loud. But it can be steady. Predictable. And possible.

We just need the courage to build it.

To the Governor of Lagos State, Mr. Babajide Olusola Sanwo-Olu, thank you for making this international policy trip possible.

To the Executive Secretary of the Lateef Jakande Leadership Academy, Mrs. Ayisat Agbaje-Okunade, thank you for your belief in young people and your commitment to intentional leadership.

And to every member of the Academy’s team: thank you for the planning, the patience, and the push. You gave us a gift that we will carry into every room we enter.

As for me, I make a personal promise: Not just to admire systems from afar, but to help build them here. To not just talk about change, but to live it. Starting now.

Because history is full of leaders who built monuments to themselves, but time has reduced many of them to ruins. Like the shattered statue in Shelley’s Ozymandias.

So I leave you with a question: What system can you help build, no matter how small, that will still stand years after you are gone?

Because legacies aren’t built in headlines. They are built in systems.

Let us start building!