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Knowledge Silos

We know a lot. Sa pamamagitan ng “namin,” I mean humanity as a whole. We know so much that it is impossible for any one of us to know more than a fraction of our total knowledge. This is why we specialize.

Specialization is good. It lets us cut deep into a specific field of endeavor; but at the expense of a broad overview of everything, nang natural. Specialization is expected of professionals. You wouldn’t be happy if you found out that your dentist is, sa katunayan, a well-known philosopher as well. Or that your child’s ENT surgeon secretly teaches astrophysics in the local university.

Isn’t there a danger lurking behind our habit of demanding super specialized silos of knowledge? One obvious danger is the loss of synergy and potential innovation. A case in point — a particle physicist at the European Organization for Nuclear Research (CERN) faces the problem of accessing various files on different computers and networks. Being conversant in computing issues, the physicist devices a nice way of describing the file (o, as it is known now, the resource) and suddenly the first URL (Universal Resource Locator) is born. The rest is history — we have the World Wide Web, the Internet. Fifteen years later, you have e-commerce and YouTube!

If CERN had insisted that their physicists do only physics and leave their computing problems to the IT department, the Internet may not have materialized at all. O, it may have taken a lot longer to materialize.

The need for specialization is not limited to individuals. It permeates into the modern workplace in the form of a typical division of labor such as HR, Pananalapi, IT and Business. This division has worked well for ages. But every once in a while, the expertise in such silos becomes so split and scattered that the organization loses sight of its basic objective. People in the silos begin work against each other, competing for resources and recognition, rather than collaborating for common success.

The most common pariah in a typical organization is the IT department. These poor folks always get shouted at if anything at all goes wrong in the system. But when everything is working fine, nobody even notices them. In today’s age of ubiquitous computer literacy, why not assume a bit of system responsibility so that the turnaround time in PC troubleshooting (and consequently productivity) can be improved?

Sa katunayan, we know why. When it comes to computers, there is no limit to how bad things can get. As the IT proverb says, to err is human, but to completely foul up things requires a computer. End users may screw up the system so completely that even a competent IT department (a rare commodity) may find it impossible to restore normalcy. Pero, in order to fight this self-destructive (though well-intentioned) tendency, IT departments have gone to the other extreme of making it so bureaucratic and practically impossible to get their help in anything at all!

Another group that gets a bad rap in a highly regulated organization is the auditors. Their thankless job is to look over everybody’s shoulder and make sure that they are following the rules of the game (o sa halip, complying with policies and regulations). Auditors’ noble intentions get eclipsed by one fatal flaw: they seem to measure their success by how many violations they can find. Instead of working hand in hand with those being audited, the auditors come across as though they are conspiring against the rest.

There is productivity to be gained by blurring the edges of rigid silos in organizations. When silos talk to each other, teamwork happens and those in the silos realize that they all work toward a common goal.

Internet Reading

Major changes are afoot. They have been afoot for the last twenty years. I’m talking about how we learn things, how we read, how we do basic arithmetic and so on.

Sa mataas na paaralan, Ginamit ko logarithm mga talahanayan upang mag-ehersisyo ang mga resulta sa pisika at kimika eksperimento. Calculators ay hindi pinahihintulutan. kahit panggulo, pagsasanay na ito honed aking mga kasanayan sa aritmetika — kasanayan na calculators at mga spreadsheet ay bagbag sa pamamagitan ng ngayon.

Katulad pagguho ay ang pagkuha lugar sa aming mga kasanayan sa pagbabasa pati na rin. Hindi namin basahin sa panatilihin ang impormasyon o kaalaman ng anumang higit pa. namin maghanap, scan, hanapin keywords, mag-browse at i-bookmark. Ang Internet ay ginagawa sa aming mga gawi sa pagbabasa kung ano ang calculator ginawa sa ating mga kakayahan arithmetic.

Easy access to information is transforming our notion of (dare I say, respect for?) knowledge in a fundamental way. In a knowledge economy, knowledge is fast becoming a cheap commodity. We don’t need to know stuff any more; we just need to know how to find it.

I was talking to a lecturer the other day. According to him, a good lecturer is not the one who knows most and has a deep understanding of the subject, but the one that can locate the answer the fastest.

The power of instant information came with the Internet, which made experts of all of us. We can now make intelligent comments and informed decisions on anything.

Suppose, halimbawa, your child’s doctor recommends the procedure “myringotomy,” quite possibly something you have never heard of before. But you can Google it, basahin (pinagsisisihan, browse) the first couple of search results, and you will know the rationale behind the doctor’s advice, the exact procedure, its risk factors and benefits, at saka pa. In ten minutes, you will know what took the doctor years of hard work to learn.

This easy access to knowledge may, quite mistakenly, diminish your respect for the medical degree. This diminished reverence for knowledge is unwise; a little knowledge is a dangerous thing. A doctor’s expertise is not so much in memorizing a webpage worth of information, but also in knowing all the special circumstances where that information doesn’t apply. Bukod, the webpage you happened to read may be just plain wrong. We should be careful not to mistake easy information for deep knowledge. Let’s guard our respect for true knowledge and wisdom despite our access to ready information.

Such misguided lack of respect is evident in the workplace as well, where managers think they can always hire specialized knowledge at will. I had a friend who was planning to roll out a product using Bluetooth, back when it was an emerging technology. I pointed out the obvious flaw in his proposal — he didn’t know much about Bluetooth. His reply was, “No big deal! I’ll just hire somebody who does!”

My worry is, when everybody wants to hire a Bluetooth expert and nobody wants to know how it works, there won’t be an expert any longer.

Knowledge is not cheap, although our easy access to it through the Internet may indicate otherwise. When we all become users of information, our knowledge will stop at its current level, because nobody will be creating it any more.

We are not there yet, but I worry that we are heading that way. I worry about the support structure of our knowledge base. How will our knowledge empire stand when all its foundations are gone?

To Know or Not To Know

Technical knowledge is not always a good for you in the modern workplace. Unless you are careful, others will take advantage of your expertise and dump their responsibilities on you. You may not mind it as long as they respect your expertise. Pero, they often hog the credit for your work and present their ability to evade work as people management skills.

People management is better rewarded than technical expertise. This differentiation between experts and middle-level managers in terms of rewards is a local Asian phenomenon. Dito, those who present the work seem to get the credit for it, regardless of who actually performs it. We live in a place and time where articulation is often mistaken for accomplishments.

In the West, technical knowledge is more readily recognized than smooth presentations. You don’t have to look beyond Bill Gates to appreciate the heights to which technical expertise can take you in the West. Oo naman, Gates is more than an expert; he is a leader of great vision as well.

Leaders are different from people managers. Leaders provide inspiration and direction. They are sorely needed in all organizations, big and small. They are not to be confused with middle-level folks who keep harping on the “malaking larawan,” ang “value-chain” and such, and spend all their working hours in meetings. You know who I am talking about. Why should they get such hefty salaries when they know and do so little?

Unlike people mangers, technical experts are smart cookies. They can easily see that if they want to be people managers, they can get started with a tie and a good haircut. If the pickings are rich, why wouldn’t they?

Going the other way is a lot harder though. For a pure people manager to become a technical expert, it takes a lot more than losing the tie. But why would anybody want to be an expert in the current corporate climate here? Slim pickings, talaga.

Is it time to hide your knowledge, get that haircut, grab that tie, and become a people manager? It comes down to your personal choice. Knowledge gives you technical authority and a sense of indispensability. But it also sets you up for a stunted career progression. So the choice is between fulfillment and satisfaction on the one hand, and convenience and promotions on the other.

I wonder whether we have already made our choices, even in our personal lives. We find fathers who cannot get the hang of changing diapers or other household chores. Is it likely that men cannot figure out washing machines and microwaves although they can operate complicated machinery at work? We also find ladies who cannot balance their accounts and estimate their spending. Is it really a mathematical impairment, or a matter of convenience?

Paminsan-minsan, the lack of knowledge is as potent a weapon as its abundance. Oo, knowledge is a double-edged sword. Use it wisely!

Kasal sa Job — Hanggang Death Do Us Part?

Stress ay marami bilang isang bahagi ng aming corporate karera bilang kamatayan ay isang katotohanan ng buhay. Pa rin, ito ay pinakamahusay upang panatilihin ang dalawang (career at kamatayan) hiwalay. This is the message that was lost on some hardworking young souls here who literally worked themselves to death. Kaya gumawa ng isang pulutong ng mga Hapon, kung nais nating paniwalaan ang media.

Ang dahilan para sa kamatayan sa laging nakaupo trabaho ay ang mga lihim na mapanira kondisyon na tinatawag na malalim na ugat trombosis. Ang kondisyon na ito bubuo dahil sa extended na oras na ginugol upo, kapag ang isang dugo makulta forms sa mas mababang limbs. Namuong Ang pagkatapos tinahak ang mahahalagang organo sa itaas na katawan, kung saan ito wreaks kalituhan kabilang ang kamatayan.

Ang bilis ng kamay sa pag-iwas ng tulad ng isang wala sa oras pagkamatay, oo naman, ay hindi umupo sa mahabang. Ngunit iyon ay mas madali kaysa sa sinabi tapos, kapag ang presyon ng trabaho mounts, at deadlines manganinag.

Dito ay kung saan ikaw ay may upang makuha ang iyong mga prayoridad tuwid. Ano ang halaga mo pa? Kalidad ng buhay o corporate tagumpay? Ang mga implikasyon sa mga pagpipilian na ito ay na hindi ka maaaring magkaroon ng parehong mga, bilang isinalarawan sa mga joke sa investment banking na napupunta tulad: “Kung hindi mo maaaring dumating sa sa Sabado, huwag mag-abala na pumapasok sa Linggo!”

Maaari ka, gayunman, gumawa ng isang kompromiso. Ito ay posible na ipaalam sa pumunta ng isang maliit na piraso ng mga pangarap karera at mapabuti ang kalidad ng buhay tremendously. Ito pagbabalanse kumilos ay hindi sobrang simple na; walang anuman sa buhay ay.

Undermining trabaho-buhay balanse ang ilang mga kadahilanan. Ang isa ay ang materialistic kultura nakatira kami sa. Ito ay mahirap upang labanan ang trend na. Pangalawa ay isang ligaw paniwala na maaari mong “gawin mo” una, pagkatapos ay magpahinga at magsaya sa buhay. Na point sa oras na kapag ikaw ay libre mula sa makamundong alalahanin bihira materializes. Thirdly, ikaw ay maaaring magkaroon ng isang karera-oriented partner. Kahit na kapag ikaw ay handa na kumuha ng isang balanseng diskarte, ang iyong partner ay maaaring hindi, gayon lumiliit ang halaga ng paglagay ito sa pagsasanay.

Ang mga ito ay mga kadahilanan kailangan mong patuloy na labanan laban sa. At maaari kang manalo sa labanan, may lohika, disiplina at pagpapasiya. Gayunpaman, doon ay isang ika-apat, mas malas, factor, kung saan ay ang mga gawa-gawa na ang isang matagumpay na karera ay isang lahat-o-walang panukala, tulad ng ipinahiwatig sa naunang investment banking joke. Ito ay isang gawa-gawa (marahil sadyang pinalaganap ng mga bosses) na hangs sa paglipas ng aming corporate ulo tulad ng tabak ng Damocles.

Dahil dito mitolohiya, mga tao end up nagtatrabaho huli, sinusubukan mong gumawa ng isang impression. Ngunit isang impression ay ginawa, hindi sa pamamagitan ng dami ng trabaho, ngunit sa pamamagitan ng kalidad nito. Lumiko sa kalidad, malaking epektong trabaho, at ikaw ay gagantimpalaan, hindi alintana kung gaano katagal aabutin upang magawa ito. Mahabang oras, sa aking pagtingin, gawin ang mga posibilidad ng kalidad ng trabaho remote.

Tulad mapanglaw matagal na oras ay pinakamahusay na kaliwa upang workaholics; sila ay patuloy na gumagawa dahil hindi nila maaaring makatulong ito. Ito ay hindi kaya magkano ang isang karera mithiin, ngunit isang lakas ng ugali na kaisa sa isang takot ng buhay panlipunan.

Upang simulan ang isang balanse ng trabaho-buhay sa dog ngayon kumain ng aso mundo, maaaring kailangan mong isakripisyo ng ilang upper baitang ng mga kilalang-kilala corporate hagdan. Mga mabangis na laban sa mga corporate machine na walang pagsasaalang-alang sa mga kahihinatnan sa huli na bumabagsak sa isang simpleng pagsasakatuparan — na paggawa ng isang buhay na mga halaga sa wala kung ang iyong buhay ay mawawala sa proseso.

Spousal Indifference — Huwag Magbigay ng isang sumpain?

Pagkatapos ng mahabang araw sa trabaho, gusto mong magpahinga ang iyong isip naubos; maaaring gusto mong ikalugod ng kaunti tungkol sa iyong maliit na tagumpay, o ingitan ng kaunti tungkol sa iyong maliit na pag-atras ng araw. Ang ideyal na biktima para sa mental katarsis ay ang iyong asawa. Ngunit ang asawa, sa mga pamilya double income ngayong araw, ay din paghihirap mula sa isang pagod isip sa katapusan ng araw.

Ang pag-uusap sa pagitan ng dalawang pagod isipan karaniwang kawalan ng isang mahalagang sangkap — tagapakinig. At ang isang pag-uusap nang isang tagapakinig ay hindi marami ng isang pag-uusap sa lahat. Ito ay lamang ng dalawang mga monologues na magtatapos up sa pagbuo ng isa pang dagok sa iingit tungkol sa — Spousal kawalang-bahala.

Hindi pag-iintindi ay hindi maliit na bagay na panghahamak sa. Ito ay ang kabaligtaran ng pag-ibig, kung tayo ay naniniwala Elie Weisel. Kaya kailangan namin upang bantayan laban sa kawalang-malasakit kung gusto naming magkaroon ng isang shot sa kaligayahan, para sa isang walang pag-ibig sa buhay ay bihira ng isang isa masaya.

“Saan nakuha ng oras?” ask we Singaporeans, masyadong abala upang bumuo ng isang kumpletong pangungusap. Ah… oras! Sa gitna ng lahat ng aming mga makamundong alalahanin. Mayroon kaming lamang 24 oras ng ito sa isang araw bago bukas dumating singilin sa, obliterating all our noble intentions of the day. At isa pang cycle nagsisimula, isa pang hindi matinag rebolusyon ng big wheel, at ang daga lahi napupunta sa.

Ang problema sa lahi daga ay na, at the end of it, kahit na panalo ka, ikaw pa rin ang isang daga!

Paano namin break na ito walang tapos na cycle? Maaari naming magsimula sa pamamagitan ng pakikinig sa halip na pakikipag-usap. Ang pakikinig ay hindi kasing-dali ng tunog ito. Kami ay karaniwang makinig sa isang buong grupo ng mga kaisipan filter naka-on, Patuloy Pagpili at pagproseso ng lahat ng bagay marinig namin. Lagyan ng label namin ang mga papasok na mga pahayag bilang mahalaga, kapaki-pakinabang, walang kuwenta, kalunus-lunos, atbp. At iniimbak namin ito ang layo na may naaangkop na weights sa aming pagod utak, hindi papansin ang isa mahalaga katunayan — na ang mga label ang mga nagsasalita ay maaaring maging, at madalas ay, ganap na naiiba.

Dahil sa mga ito potensyal mislabeling, kung ano ang maaaring ang pinaka-mahalagang tagumpay o matinding lungkot ng araw para sa iyong asawa o kapareha ay maaaring sinasadyang makapag-drag at bumaba sa recycle bin ng iyong isip. Iwasan ang mga ito sinasadya sa kalupitan; i-off ang iyong mga filter at makinig sa iyong puso. As Wesley Snipes advises Woody Herrelson in White Men Can’t Jump, makinig sa kanya (o sa kanya, bilang ang kaso ay maaaring.)

Ito ang nagbabayad upang magsanay tulad ng isang walang kinikilingan at walang pasubali style pakikinig. Kaayon nito ang iyong mga prayoridad sa mga ng iyong asawa at kinukuha ang layo mo mula sa kailaliman ng Spousal kawalang-interes. But there is no such thing as a free lunch. It takes years of practice to develop the proper listening technique, at patuloy na pasensya at kusang pagkilos upang ilapat ito.

“Saan nakuha ng oras?” we may ask. Mahusay, letâ € ™ s time make, o gawin ang mga pinakamahusay na ng kung ano ang maliit na oras namin nakuha. Kung hindi, kapag nagdagdag up araw sa buwan at taon, maaari naming tumingin sa likod at magtaka, where is the life that we lost in living?

How Much is Talent Worth?

Singapore needs foreign talent. This need is nothing to feel bad about. It is a statistical fact of life. For every top Singaporean in any field — be it science, medicine, pananalapi, sports or whatever — we will find about 500 professionals of equal caliber in China and India. Not because we are 500 times less talented, just that they have 500 times more people.

Coupled with overwhelming statistical supremacy, certain countries have special superiority in their chosen or accidental specializations. We expect to find more hardware experts in China, more software gurus in India, more badminton players in Indonesia, more entrepreneurial spirit and managerial expertise in the west.

We need such experts, so we hire them. But how much should we pay them? That’s where economics comes in — demand at suplay. We offer the lowest possible package that the talent would bite.

I was on an expatriate package when I came to Singapore as a foreign talent. It was a fairly generous package, but cleverly worded so that if I became a “local” mga taong may talento, I would lose out quite a bit. I did become local a few years later, and my compensation diminished as a consequence. My talent did not change, just the label from “foreign” upang “local.”

This experience made me think a bit about the value of talent and the value of labels. These values translate to compensation packages that can be ordered, from high to low, bilang: Western (Caucasians), Western (of Asian origin), Singaporean, Asian (Chinese, Indian, atbp).

I’m not saying that all Caucasians in Singapore do better than all Indians and Chinese in terms of income; but the trend is that for the same talent, Caucasians tend to be better compensated that their Asian counterparts. Nothing wrong with that — it’s all about demand and supply, and the perception of value and such economic fundamentals. Bukod, this compensation scheme has worked well for us so far.

Gayunpaman, the locals are beginning to take note of this asymmetric compensation structure. When I was considering hiring a Caucasian, my ex-boss commented, “These Ang-Mos, they talk big in meetings and stuff, but don’t do any work!” He may have oversimplified; I know many “Ang-Mos” who are extremely talented and fully deserve the higher-than-local compensation they enjoy. But this perceived disparity between what the talent is worth and how much it costs (as depicted in the movie I Not Stupid) is beginning to hurt employee loyalty to such an extent that firms are experiencing staff retention issues when it comes to local talents.

The solution to this problem is not a stricter enforcement of the confidentiality of salaries, but a more transparent compensation scheme free of anomalies that can be misconstrued as unfair practices. Kung hindi, we may see an increasing number of Asian nationals using Singapore as a stepping stone to greener pastures. Mas masama, we may see locals seeking level playing fields elsewhere.

Let’s hire the much needed talent whatever it costs; but let’s not mistake labels for talent.

Performance Appraisal — Who Needs It?

We go through this ordeal every year when our bosses appraise our performance. Our career progression, bonus and salary depend on it. So we spend sleepless nights agonizing over it.

In addition to the appraisal, we also get our “key performance indicators” or KPIs for next year. These are the commandments we have to live by for the rest of the year. The whole experience of it is so unpleasant that we say to ourselves that life as an employee sucks.

The bosses fare hardly better though. They have to worry about their own appraisals by bigger bosses. On top of that, they have to craft the KPI commandments for us as well — a job pretty darned difficult to delegate. Sa lahat ng posibilidad, they say to themselves that their life as a boss sucks!

Given that nobody is thrilled about the performance appraisal exercise, why do we do it? Who needs it?

The objective behind performance appraisal is noble. It strives to reward good performance and punish poor shows — the old carrot and stick management paradigm. This objective is easily met in a small organization without the need for a formal appraisal process. Small business owners know who to keep and who to sack. But in a big corporate body with thousands of employees, how do you design a fair and consistent compensation scheme?

The solution, oo naman, is to pay a tidy sum to consultants who design appraisal forms and define a uniform process — too uniform, marahil. Such verbose forms and inflexible processes come with inherent problems. One problem is that the focus shifts from the original objective (carrot and stick) to fairness and consistency (one-size-fits-all). Ayos lang sa iyo, most bosses know who to reward and who to admonish. But the HR department wants the bosses to follow a uniform process, thereby increasing everybody’s workload.

Another, more insidious problem with this consultancy driven approach is that it is necessarily geared towards mediocrity. When you design an appraisal process to cater to everybody, the best you can hope to achieve is to improve the average performance level by a bit. Following such a process, the CERN scientist who invented the World Wide Web would have fared badly, for he did not concentrate on his KPIs and wasted all his time thinking about file transfers!

CERN is a place that consistently produces Nobel laureates. (I once found myself with two Nobel laureates in a CERN elevator!) How does it do it? Certainly not by following processes that are designed to make incremental improvements at the average level. The trick is to be a center for excellence which attracts geniuses.

Oo naman, it is not fair to compare an average organization with CERN. But we have to realize that the verbose forms, which focus on averages and promote mediocrity, are a poor tool for innovation management.

A viable alternative to standardized and regimented appraisal processes is to align employee objectives with those of the organization and leave performance and reward management to bosses. With some luck, this approach may retain fringe geniuses and promote innovation. Sa pinakadulo hindi bababa sa, it will alleviate some employee anxiety and sleepless nights.

Handling Goodbyes

Hold on to your pants, your key staff has just tendered his resignation — your worst nightmare as a manager! Once the dust settles and the panic subsides, you begin to ask yourself, what next?

Staff retention is a major problem in the current job market in Singapore. Our economy is doing well; our job market is red hot. Bilang resulta, new job offers are becoming increasingly more irresistible. At some stage, someone you work closely with — be it your staff, your boss or a fellow team member — is going to hand in that dreaded letter to HR. Handling resignations with tact and grace is no longer merely a desirable quality, but an essential corporate skill today.

We do have some general strategies to deal with resignations. The first step is to assess the motivation behind the career choice. Is it money? Kung gayon, a counter offer is usually successful. Counter offers (both making them and taking them) are considered ineffective and in poor taste. Hindi bababa sa, executive search firms insist that they are. Ngunit pagkatapos ay, they would say that, wouldn’t they?

If the motivation behind the resignation is the nature of the current or future job and its challenges, a lateral movement or reassignment (possibly combined with a counter offer) can be effective. If everything fails, then it is time to say goodbye — amicably.

It is vitally important to maintain this amicability — a fact often lost on bosses and HR departments. Understandably so because, by the time the counter offer negotiations fail, there is enough rancor on both sides to sour the relationship. Brush those wounded feelings aside and smile through your pain, for your paths may cross again. You may rehire the same person. O, you may end up working with him/her on the other side. Salvage whatever little you can for the sake of positive networking.

The level of amicability depends on corporate culture. Some organizations are so cordial with deserting employees that they almost encourage desertion. Others treat the traitors as the army used to — with the help of a firing squad.

Both these extremes come with their associated perils. If you are too cordial, your employees may treat your organization as a stepping stone, concentrating on acquiring only transferable skills. On the other extreme, if you develop a reputation for severe exit barriers in an attempt to discourage potential traitors, you may also find it hard to recruit top talent.

The right approach lies somewhere in between, like most good things in life. It is a cultural choice that an organization has to make. But regardless of where the balance is found, resignation is here to stay, and people will change jobs. Change, as the much overused cliche puts it, is the only constant.

Ang makamundong Malayalees

Kung ang isang average na Singaporean nakakarinig ng Mundo Malayalee Conference, ang unang bagay na gusto nilang sabihin ay, “World ano ngayon??” Malayalees mga tao mula sa mga maliliit na Indian estado ng Kerala. Ang mga ito ay hindi malito Malays, bagaman ang ilan sa mga bagay-ugnay kami sa Malay (Tulad ng Pratas at biriyani) maaaring traced pabalik sa Kerala.

Ang nasabing krus kultural na palitan ng nagtuturo sa isang mahalagang katangian ng Malayalees. May posibilidad nilang fan out at, sa kanilang sariling maliit na paraan, mapaglabanan ang mundo. Sila rin ay maligayang pagdating panlabas na impluwensya buong-heartedly. Ang mga ito ay marahil ang tanging tao (bukod sa Chinese, oo naman) na regular na gumamit ng isang Chinese wok para sa pagluluto o isang Chinese net para sa pansing ang kanilang mga isda. Kahit na sila ensayo ng kanilang sariling bersyon ng Kung-fu, at igiit sa mga oras na aktwal na natutunan ang Chinese ito mula sa kanila.

International at cosmopolitan sa kanilang natatanging paraan ng libo-libong taon, Malayalees ay isang pinaghalong mga opposites, at Kerala isang menor-ekonomiya at sociological palaisipan. Enthusiastically niyakap Malayalees Kristiyanismo at Muslim relihiyon kapag ang kanilang unang missionaries at emissaries ventured sa labas ng kanilang mga lugar ng pinagmulan. Pero, nila tinatanggap din Marxism at hindi paniniwala sa diyos na may pantay na pagkainit.

Sa isang average, May per-capita income sa pagitan ng mga mundo pinakamahihirap Kerala, ngunit ang lahat ng iba pang mga pang-ekonomiyang mga tagapagpahiwatig ay kapantay sa mundo pinakamayamang. Sa mga tagapagpahiwatig ng kalusugan tulad ng buhay pag-asa, per-capita bilang ng mga doktor, at dami ng namamatay ng sanggol, Kerala namamahala sa mirror ng US sa tungkol sa 1/10 ng kanyang per capita kayamanan. Kerala ay ang unang (at marahil ay ang tanging) mundo lalawigan ng third upang Ipinagmamalaki ng mas mahusay kaysa sa 90% karunungang bumasa't sumulat, at halos lamang ang tanging lugar sa Indya at Tsina na may higit pang mga kababaihan kaysa sa mga lalaki.

Singapore ay may mga espesyal na lugar sa puso Malayalee. Kabilang sa kanilang unang pakikipagsapalaran sa labas Kerala sa panahon ng kolonyal na panahon, Malayalees target sa Singapore bilang isang sikat na patutunguhan. Marahil ay dahil sa ang makasaysayang giliw, Malayalees natagpuan ito natural na i-host ang kanilang World Malayalee Conference dito.

Singapore ay mayroon ding soft spot para sa Malayalees at ang kanilang mga kontribusyon. Ang conference mismo ay graced sa pamamagitan ng pagkakaroon ng Pangulo ng Singapore, Mr. S. R. Nathan at ang Minister of Foreign Affairs, Mr. George Yeo. Presidente Nathan ay ilunsad ang Malayalee Heritage at Kultura Exhibition, at Ministro Yeo ay magbibigay sa isang susi tala na salita sa Forum ng Negosyo.

Ang pamana at kultura, magmula pa noong na rin sa paglipas ng dalawang libong taon, ay isang bagay bawat Malayalee ay may karapatang maipagmamalaki ng. Exhibition ay ipakita ang lahat mula sa kuweba ukit sa sinaunang teknolohiya barko gusali.

Lagpas sa makasaysayang at kultural na affinities, Kerala rin ay naging isang kaanib sa negosyo sa Singapore, lalo na sa mga raw seafood. Singapore, sa kanilang sariling karapatan, ay nagbigay ng isang hindi gumagalaw na stream ng mga pamumuhunan at mga turista sa Kerala.

Eco-tourism talaga ang isa sa mga pangunahing atraksyon Malayalees ay ipakita sa panahon ng pagpupulong. Kalikasan ay naging labis na uri sa Kerala, sa undulating burol ng Western gat generously usurping ang Monsoons at jealously pagguguwardiya ang Malayalees laban sa anumang posibleng looban ng kanilang mga berdeng kayamanan. Mapalad na may mapagtimpi klima bihira sa mga tropikal na enclave na ito ay, at may hypnotic kagandahan ng maulap berde hillsides at tea plantations, Kerala ay talagang isang paraiso paghihintay, marahil nang hindi sinasadya, na natuklasan.

Ang World Malayalalee Conference, may cultural show nito at pamana exhibition, ay magpapakita kung ano Kerala ay upang mag-alok sa mundo, mula sa turismo at kultura sa mga pagkakataon sa negosyo at talent pool. Aalisin din nito sa Singapore ipakita sa Malayalee Diaspora at turuan ang mga ito ng isang bagay o dalawang tungkol sa administrative kahusayan, kalinisan at negosyo pagkakakonekta.