The Secret of Singapore’s Success

The Secret of Singapore’s Success

3 October 2025

I have often written on this subject. On October 1st, I was in a conversation about Singapore. One of the participants had been affiliated with a university for six years. I have studied Singapore myself and even visited. The inevitable question came up: Why is Singapore so successful?

Kishore Mahbubani gives a clear answer. He says Singapore’s transformation from a third-world to a first-world nation rests on three principles: Meritocracy, Pragmatism, and Honesty — MPH. Select the best people, be practical and not ideological, and fight corruption at all costs. He insists that any country that applies MPH consistently can succeed. Singapore did so, despite lacking natural resources, but with discipline, good institutions, education, and infrastructure.

That is Mahbubani’s story.

My own addition is what I call Confucian DNA. Singapore is a diverse mix of four ethnic groups, but a Confucian heritage is deeply ingrained in its society. It creates respect for authority and acceptance of state guidance. That is why there is little resistance to one-party rule.

I, however, remain dogmatically committed to democracy. Still, to understand Singapore’s success, we must recognize both the MPH model and the cultural DNA that makes it work.

What will work — and what won’t — in Curaçao

Looking at Curaçao, some lessons from Singapore can be applied. Meritocracy and pragmatism are universal: if we select talent on ability rather than connections, and implement policies that actually work rather than follow ideology, progress is possible. Fighting corruption is also essential — but it will be far harder without strong institutions and societal support.

What is unlikely to work is transplanting cultural DNA. Curaçao does not share Singapore’s Confucian heritage. Citizens value democracy, debate, and personal freedom in ways that Singaporeans essentially do not. There will always be political friction, and top-down authority will never be accepted in the same way. Success here will need a different mix: good governance adapted to local culture, patient institution-building, and leaders who inspire rather than command.

Miguel Goede