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Speaker 1 Mr Felix Ling


At two levels: both Synod & Individual churches. Proposed Structure for Healthy ... Formulation of strategy at Synod level should be synchronized with churches. ... – PowerPoint PPT presentation

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Title: Speaker 1 Mr Felix Ling

Speaker 1Mr Felix Ling
  • Felix LING is currently an in-house specialist
  • consultant to the Government in areas of
  • tourism markets and resorts development.
  • Felix has been working in senior management
    capacity both locally and overseas assignments.
    He held senior regional positions such as general
    manager, vice president, managing director, etc.
    with international business organizations
    operating in Singapore and in Asia. He was also
    a founding CEO of a financial-planning services
    company under Great Eastern Holdings.

Page 1/2
Speaker 1Mr Felix Ling
  • He holds a masters degree in education
  • training, as well as member of the Harvard
  • Business School alumni and member of the
  • Association of HBS in Hong Kong.
  • Felix has been serving in the management
    committee of Chen Li Church Kindergarten for more
    than 10 years, currently as its chairman.

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Upgrading in Strength
  • Structure for
  • Healthy Growth Church

A Structure/Framework That Holds Things Together
  • There are four (4) dimensions that form the main
    constructs of the proposed structure/framework
    for Healthy Growth Church
  • Crystallized Experience
  • Principal Guidance Criterion
  • Strategy Process Management
  • Needs Aspiration
  • At two levels both Synod Individual

Proposed Structure for Healthy Growing Church
Guidance Criterion
Strategy Process
Needs Aspiration
Crystallized Experience
Crystallized Experience(1)
  • Presbyterian Denomination has been rooted in
    Singapore for 128 years. The Church has come a
    long way, survives grows from strength to
    strength, with blessing from God.
  • Now its time to look forward, to reflect from
    its established history hence, take pride at
    the same time, ask questions like Are we still
    on the right track?, Whats the vision God
    wants us to see act upon it?

Crystallized Experience(2)
  • History is a mirror, and the history (as
    crystallized experience) of Presbyterian in
    Singapore remains a source of faith inspiration
    that provide enlightenment lessons for making
    bold moves into the future.

Crystallized Experience (3)
  • Crystallized Experience brings about important
    ingredients of various aspects of Presbyterians
    worship ministry work into greater meanings
    through the following self-examination. In a
    way, provide answer to Ingredients purpose.

Crystallized Experience (4)
  • Take stock fully understand where we come from,
    where we are now and where we should be heading
  • Better understand the magnitude of challenges
  • Establish common understanding of Focal Issue
    (Thresholds of Pain)
  • Establish clear positioning of the Church in 21st
    Century Singapore
  • Realize the power of experience-sharing among
    churches for progress

Principal Guidance Criterion(1)
  • Organizations need to set boundaries in order
    to manage activities, change and transformation
    for desirable results/outcomes. Purposeful things
    will not happen by incidents. Avoid strolling in
    the discovery park syndrome.
  • Examples of principal guidance criterion The
    Eight (8) Dynamics of Natural Church Development
    and, healthy church growth criteria supported by
    training and consultation on strategy

Principal Guidance Criterion(2)
  • One of the purpose for establishing principal
    guidance criterion is for Risk Management.
  • Ensuring that strategy and implementation are
    managed well with great consistency and harmony,
    so that it is confirming to the Word of God and
    essence (core values) of Presbyterians DNA

Principal Guidance Criterion(3)
  • What can go wrong?
  • (Managing risk of principal failures)
  • It is known that principal failures (of major
    events) are mainly attributed by
  • Wrong strategy or no strategy
  • Poor implementation
  • That reflects a great deal importance of
    Leadership and People

Strategy Process Management(1)
  • Strategy process management are closely related
    to Context.
  • Formulation of strategy at Synod level should be
    synchronized with churches. Bearing in mind
    diversified needs aspiration of different
    churches, in the context of size, members
    demographics, resources, strength weaknesses.

Strategy Process Management(2)
  • Strategy should heighten and leverage on
    qualities and talents of Presbyterians in
    particular, member churches prioritized needs
    shared resources
  • Implementation processes may adopt benchmarking
    principle based on experience-sharing within
    Presbyterians as well as external worthy
    parties (if appropriate)

Strategy Process Management(3)
  • Well synchronized strategy for transformation of
    Presbyterian Church has been highlighted in
    focused group discussion and will bring about,

Strategy Process Management(4)
  • Greater buy-in from the churches
  • A strategy formulation process that emphasizes
    two-way communications and expert consultation
  • Allow valuable inputs from member churches
  • Allow greater degree of strategic freedom for
    churches, e.g. larger congregations aspiration,
    church with special expertise in evangelism, in
    community service, in discipleship, in youth
    leadership, etc. etc.

Strategy Process Management(5)
  • Implementation processes management involves down
    to earth details. This area of work remains most
    demanding, it is the actual running of the laps.
    Many of the teething issues will continue to
    surface. Critical success factors (KSF) are

Strategy Process Management(6)
  • Collaboration of senior church leadership
    ministry leadership
  • Collaboration of Synod churches (reinforce the
    roles interactive process between Synod
    churches for healthy church growth)
  • Commitment shared resources (including
    training, expert consultation etc.)

Strategy Process Management(7)
  • (4) Leadership renewal
  • (5) Performance management analysis
  • (6) Experience-sharing learned benchmarking
    (avoid plainly copying act)
  • Churches should be encouraged to step out of
    certain locked-in mindset in order to progress as
    Learning growing organization.

Needs Aspiration(1)
  • Internally,
  • diversified needs aspiration will exist among
    the Presbyterian member churches in Singapore, as
    the churches are not of homogenous in the context
    of size, demographics, expertise, resources,
    leadership style talent etc.

Needs Aspiration(2)
  • Externally,
  • faster pace of changing social economic
    environment coupled with new wave of migrants and
    continued growth of foreign workers into
    Singapore will bring about fairly significant
    changes to the society including more diversified
    cultural faith.
  • It is this area that concerns all churches the
    most as the subject matters are close at heart to

Needs Aspiration(3)
  • Prioritization of Needs becomes an important
    realization of current status and the required
    resources for implementation of Healthy Growing
    Church and its transformation.

Needs Aspiration(4)
  • Individual churches will formulate their wish
    list but also to identify and synchronize some of
    their needs with the overall development plans
    committed by Presbyterian community (Synod) so
    that major milestones and focal issue will
    receive collective attention and most likely,
    achieve a common platform for experience-sharing
    and optimal resource management among the
    churches where appropriate.

Needs Aspiration(5)
  • Issue of Resource Management has great impact on
    Needs Aspiration of churches. Larger churches
    will face different scenarios as with smaller
  • Smaller churches will have to grapple with church
    and ministry and leadership renewal as well as
    lack of growth. As a result, aspiration is much
    hampered by greater constraint.

Needs Aspiration(6)
  • Larger churches are encouraged to play a
    complementary role in identified areas of
    ministry works and teaching of the Word, together
    with Synod to lay out platforms that smaller
    churches could participate and benefited from
    such complementary partnership system (such as
    shared resources, training expert consultation)
    in order to move ahead together, under a common

Needs Aspiration(7)
  • There will be constant struggle between attention
    to short-term (immediate urgent) needs vs
    long-term aspiration
  • A complementary partnership system to be put in
    place for greater alignment of churches towards
    an identified long-term aspiration (goals),
    otherwise it is difficult to achieve a
    collective effort that will bring along at
    least 90 of Presbyterians onboard

In Conclusion(1)
  • A healthy growth church (HGC) has a structure to
    support growth changes as time changes,
    maintaining HGC initiative as well as for risk
  • The HGC structure should be encompassing for
    Synod and member churches for them to create
    synergy and it supports alignment of needs

In Conclusion(2)
  • The HGC structure will facilitate not only
    two-way communications between Synod member
    churches and also, among member churches to
    maintain collective support effort.

Growing on Strong Foundation
Vision Goals (Healthy Growing Church, Plausible
scenario / Story)
Crystallized Experience History of
Presbyterian The Word Theological
Base Ritual Core Values Identity
Guidance Criterion
Strategy Process
Needs Aspiration
Foundation to build upon
Starting Point
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