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Incentive processing and amendments take a lot of time to process. How should we look at incentive support going forward so that less time spent on administrative work? If we support companies with a larger pot of funds to drive their transformational activities, what kinds of conditions can we apply so that there is meaningful tracking of milestones?

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Some accounts tend to view govt as there to 'service their needs' rather than a constructive partner (eg come to EDB when they have a problem or want an incentive). How can we encourage more meaningful engagement with them?

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How can we manage the Covid-related workstreams more effectively so that there is more time to focus on account management and not covid-related 'fire fighting'? Relatedly, companies continue to be affected heavily esp in aero and m&o sectors, but can we move away from reactive or more proactive account management?

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EDB’s traditional way of supporting companies may not work well for LLEs, especially if the LLE lacks ambition and will only come up with bite-sized mediocre projects which they hope EDB can subsidise. We need a way to encourage LLEs to really take a vested interest in the outcome of their own projects, and drive for step changes. The Growth Fund is a good idea to have companies invest in their own success and see a higher level of support from EDB for daring to take risks. It also ensures continual recycling of capital to support growth areas.

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Should we / How should we position our role in EDB to engender stronger interest to join SGBiz?

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What is our assessment of the state of LLEs vision ? Do we sense any structural limitation that hinder the growth of the companies?  Should we / Should we not work to shape the vision of select companies ? How can we do so effectively in our capacity as EDB officers?

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How do we align with management on LLE's growth strategy and direction?
Challenge with strategy at mgmt level is that it may not have trickled down to working teams. Sometimes, working teams come to us to seek support to gain buy-in of management as well - how should we reconcile these project interests?

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How quickly will we roll out/ pilot the new ideas that Melody had suggested? (Rapid screening process / growth fund) this affects how we engage our companies now.

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Sg biz head count - will reinforcement arrive soon?

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Other than the email knowledge box, How can we ensure continuity in knowledge of industries for sgbiz?

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How do we gauge or measure LLE’s ambition? especially in the context of conglomerates and across industries.

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Clarity on direction that we want to steer our coys towards.

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Abit too cold...

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SG BIZ POW WOW TEsting testing

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How should OPS be run moving forward?