Subscribe / Unsubscribe Enewsletters | Login | Register

Pencil Banner

The CIO Interview: Steve Lee, CIO/SVP (Technology) of Changi Airport Group

Nurdianah Md Nur | Nov. 15, 2013
Lee explains how he uses IT to continually improve the airport’s customer service and provides advice on how to be a successful leader.

With so many projects on hand, what would you say is your current biggest challenge?
Changi Airport is known for its excellent service.  To stay at this level, not only do we have to constantly keep up with the fast-changing demands of our customers, we also have to innovate ahead of demand - how do anticipate a problem before it even becomes apparent to our customers?  Or how do we ensure that in the pursuit of operational efficiency, we do not compromise on delivering a satisfying Changi Experience to our passengers? 

One example can be found in the implementation of the FAST travel initiatives at the upcoming Terminal 4.  We endeavour to ensure that while the entire process from check-in to boarding is shortened for the passenger, service is still personalised and stress-free, hallmarks of the Changi Experience. 

Let's move on to knowing more about you. Could you share with us your career journey and why you decided to go into IT?
My infocomm journey has been a serendipitous one, where I was involved in many interesting projects like pioneering the eServices initiative for MINDEF, building simulation and war-gaming systems for the Air Force, and implementing the award winning OneChangi solution for CAG.

While I have an engineering background, I have always liked IT and known its tremendous power as an enabler. I am lucky to be able to leverage my engineering skills to pursue my passion in IT to solve problems and make things happen.  

Throughout my career, I was blessed with good bosses and situations that require skills that I possess. One of them is the skill of being able to bridge the gap between business and technology, and to understand my customer, my customer's customer, and their needs. That has brought me to where I am now. 

What were some of the important lessons that you have learnt along the way?
As the manager of a large team, I have learnt that taking care of my staff and understanding them is of outmost importance.  I always put myself in the perspective of my staff to try to understand their concerns and how they need my facilitation or help before providing my suggestions to them.

For instance, when I am talking to an operations manager, I will think about what his customers want from him, what are the limitations that could possibly be facing him, and then give my input accordingly. I hope that by doing this, I become a business partner, and not just a boss or senior management staff.  Just like IT, I see myself as a catalyst to bring out the strength of each staff and help him maximise his potential in the area he currently oversees.


Previous Page  1  2  3  Next Page 

Sign up for Computerworld eNewsletters.