President William Ruto has recently fallen in love with Singapore’s success story, and is determined to replicate it at home. As to whether this will ever happen in our lifetime is a matter that should motivate all Kenyans to redouble their efforts towards nation-building.
While Singapore gained self-rule in 1959 and full independence in 1965, Kenya’s came in quick succession in 1963 and 1964, respectively. The two countries were weaned off British colonialism with struggling economies that were largely pre-modern, and strikingly similar.
In 1963, Kenya’s nominal Gross Domestic Product (GDP) was approximated at $926 million, while that of Singapore was slightly smaller at $917.6 million. Sixty-two years later, the South East Asian economy is $548.15 billion while Kenya lags far behind at $136.01 billion, according to the International Monetary Fund.
The starker difference is apparent in Singapore’s GDP per capita of $92,900 compared to Kenya’s $2,550. This means that, on average, a Singaporean enjoys 36.43-times higher purchasing power – and by extension, quality of life – than a Kenyan.
To buttress this point, it is noteworthy that while Kenya’s economy remains largely unsophisticated, its Singaporean counterpart is characterised by strong and sustainable GDP growth, Artificial Intelligence (AI)-related demand, contained inflation, a focus on advanced manufacturing and services, and proactive government policies.
Currently, the Singaporean economy is being driven largely by outward-oriented sectors, particularly manufacturing (electronics) and wholesale trade, supported by a significant increase in global demand for AI-related semiconductors, servers and related products. The ICT, and finance and insurance sectors are also benefiting from increased demand for financial technology solutions and improved investor sentiments.
Whereas Kenya still grapples with persistent fiscal deficits and burgeoning offshore debts, Singapore enjoys balanced budgets buoyed by a robust strategic fiscal policy that balances long-term goals under the Forward Singapore agenda.
Surprisingly, while the Singaporean government continues to invest in strategic areas such as housing and health, Kenya is still bogged down by endless politicking and policy missteps in the same sectors.
Singapore remains an attractive hub for Foreign Direct Investments (FDI), benefiting from political stability, a competitive tax system and an extensive network of Free Trade Agreements (FTAs). In addition, long-term investments in Research, Innovation and Enterprise (RIE) are increasingly solidifying Singapore’s global position as a leader in advanced manufacturing and the digital economy.
While Kenya is still at the planning stage with respect to investments in environmentally friendly enterprises, the Singapore Green Plan 2030 is already driving investments in green finance and clean energy. With a strong focus on workforce development programmes to upskill and reskill the local talent pool to meet the demands of a 21st-century technology-driven economy, Singapore has experienced low unemployment rates throughout 2025.
On the contrary, a 2023 UNESCO report indicated that only 25 per cent of all students in Kenyan higher education institutions are enrolled in Science, Technology, Engineering and Mathematics (STEM) fields at the bachelor’s degree level. Historically, enrolment in STEM fields in Kenya has fluctuated significantly over the decades, peaking at 57 per cent in 1981 before dropping to its current levels following aggressive expansion of university enrolment.
Clearly, for Singapore to have achieved all these development feats within a span of three decades during the reign of Lee Kuan Yew (1959–1990), there must have been a well-laid-out transformation agenda, efficient execution strategy, and a determination to align national effort to attain goal congruence. The foundation laid by the founding fathers of the Singaporean nation played a critical role in entrenching a requisite mindset for transformation.
Firstly, leaders were highly pragmatic, making decisions based on practical considerations, while avoiding rigid ideology and dogma. This allowed for adaptability in policies to suit changing circumstances. The cornerstone of Lee Kuan Yew’s leadership was an uncompromising stance on corruption. Strict anti-corruption laws and commensurate remuneration for civil servants were implemented to attract and retain talent and ensure a clean, effective government which built investor confidence and public trust.
Furthermore, the leaders had a long-term vision and grand strategy for creating a sustainable economy and society, which involved meticulous planning for infrastructure, education and national security. Besides, Singapore built its government on the principle of meritocracy, recruiting and promoting the “best and brightest” into public service, creating an efficient and service-driven public sector. Recognising that Singapore lacked natural resources, leaders invested heavily in education and human capital development to create a highly skilled and disciplined workforce.
Use of local languages has been encouraged alongside English over the years to maintain cultural links while ensuring global competitiveness. A culture of strong government and decisiveness during Lee Kuan Yew’s long tenure ensured quick and effective implementation of policies without the political gridlock that characterises many weak states. Lee Kuan Yew’s strong and centralised government fostered political stability and order, which was a prerequisite for sustainable economic development and shared prosperity.
Strong single-party models
Many newly independent African states experimented with strong single-party models only for the leaders to turn into ruthless dictators who squandered their countries’ resources for private use. Singaporean leaders have typically fostered a strong sense of national identity among a diverse mix of ethnic groups (Chinese, Malay, and Indian) by emphasising shared values to ensure social stability.
A critical success factor for the Singaporean economy in the 21st century has been the adoption of an export-oriented, market-driven economic model, actively encouraging FDI and Multinational Enterprises (MNEs) to set up base in the country. This required maintaining a pro-business environment and neutral foreign policy. Hinged on the outward-looking business policy is the development of robust securities exchanges to encourage foreigners to participate in equity and other investment instruments. This has infused investor confidence and helped to attract global private equity for capital formation and the expansion of the tax base.
This has ultimately ensured higher tax collections, low interest rates and balanced budgets. Kenya has the benefit of knowledge of countries that have already charted the path of transformation to learn from; it does not have to reinvent the wheel. The country is endowed with abundant natural resources (fertile soils, permanent rivers, minerals) and a youthful population that is willing to work. Kenya must urgently resolve the conundrum of a highly skilled human resource that is more than willing to leave in search of greener pastures abroad while the country direly needs it/them.
Ultimately, it will take visionary, disciplined, focused and decisive leadership to transform Kenya into a First World nation in our lifetime. The ball is in President William Ruto’s court to light the path towards transforming Kenya, and fulfil his own stated ambition, which, coincidentally, is the desire of all Kenyans.
Prof Ongore is a Public Finance and Corporate Governance Scholar based at the Technical University of Kenya. [email protected]
