by Dr Thomas Chong
I learned the art of mahjong long before I learned anything about leadership or organizational strategy. My first lessons came when I was no more than ten years old, serving as a coffee‑boy in the evenings at a Chinese clan association in Singapore. The old uncles sat around heavy wooden tables, tiles clacking like musical notes in a language only they understood. I watched, listened, and learned quickly. Whenever one of them needed a toilet break, they would wave me over to “hold the fort.”
That was how I honed my skills—by observing these uncles and stepping into a player’s seat for a few minutes at a time, absorbing patterns, rhythms, and instincts. By age twelve, I could play without even looking at the tiles, relying on memory, card‑counting, and the feel of the game. Later, in college, I played online mahjong and beat the computer regularly. Only years later did I realize how much those early experiences shaped the way I lead, make decisions, and run organizations. Running a successful company, I’ve found, is remarkably similar to playing mahjong well.
Seeing the Whole Table, Not Just My Own Tiles
As a boy, I noticed the uncles’ eyes—not on their hands, but on the discards, the tempo, and the subtle shifts in strategy. They were reading the entire table. In business, this became one of my most important instincts. A leader who focuses only on internal operations is like a player staring only at his own tiles. Markets, competitors, customer behaviour, and regulatory winds are the “open tiles” that reveal what is possible. Success comes from looking up, scanning the horizon, and understanding the game beyond one’s own corner.
In the late 1990s, Singapore faced a shortage of Music teachers. My business partners, Chok and Yong – both former Apple engineers – and I developed IT‑based music courseware for public schools. As Chief Learning Officer, I led the education initiatives, sales team, and pool of Music teachers. We grew from four Saturday classes in four schools to 150 classes across 42 schools during curriculum time. We helped strengthen a skilled group of Music teachers at a time when “Happy Schooling” was gaining national emphasis. The media took notice, and it was music to our ears.
The 4 Ps: Patient, Pause, Pivot, Push
Mahjong is a game that brings families and friends together, but it also teaches that you cannot force a winning hand. Sometimes you must break a beautiful sequence because the table has changed.
Around 2001, Apple introduced chroma‑key (green screen) technology to schools. We saw the opportunity and pivoted quickly, bundling it into our courseware to make Literature, History, Geography, and Science lessons come alive. Students became instant actors, and engagement soared.
We refused to rest on our laurels even after McGraw‑Hill USA licensed our music courseware. Like good mahjong players, we kept pushing ourselves to innovate. In leadership, I’ve seen the same truth: companies that chase every opportunity end up scattered. Sustainable success comes from a clear strategy, executed with discipline, and adjusted when the environment shifts. The best leaders – like the best mahjong players – know when to push, when to pause, and when to pivot.
Our next pivot was “Claymation,” powered by Apple’s iMac and digital video capabilities. Company founders Chok and Yong handled finances and curriculum development, and I remain grateful for their partnership. In any business, good partners are priceless.
Mitigating Risks and Making Them Work for You
As a young player, I loved going for the big hands—high points, high drama. But the uncles taught me something wiser: sometimes a small, certain win is better than a risky chase. In business, these are the “low‑hanging fruits” people talk about. Every major decision – expanding markets, launching products, investing in technology (including AI) – involves risks. The question is not whether to take risks, but how to calculate and mitigate them. Mahjong trained me to weigh upside against exposure and to choose with clarity rather than emotion.
Turning Information into Insights
By age 12, I could play blindfolded—literally. My right thumb could feel the texture of each tile: coins, bamboo, characters, winds, flowers. Each pattern was a data point. I learned to count, track, and interpret the flow of the game. In business, data plays the same role. But raw data is meaningless unless you can read patterns, anticipate outcomes, and act decisively. Data is information; insight is interpretation. Mahjong taught me the difference.
Competition + Collaboration = Coopetition
Even as a young lad, I noticed that mahjong players compete fiercely yet cooperate to keep the game flowing. This balance reminds me of that much-talked-about mahjong scene in Crazy Rich Asians, in which Rachel (Nick’s girlfriend played by Constance Wu) and Eleanor (Nick’s mom, played by the award-winning movie star, Tan Sri Dato’ Seri Michelle Yeoh — a Malaysian, of course!) went head-to-head against each other. They competed and, in the end (or in the Nick of time), they cooperated, changing the story.
Companies operate in similar ecosystems. Healthy competition drives innovation, but collaboration sustains the environment in which everyone has a chance to succeed. Leadership requires balancing both – what Adam Brandenburger (Harvard) and Barry Nalebuff (Yale) call “co‑opetition,” blending competition and cooperation to create value.
Adaptability Is the Ultimate Advantage
No mahjong hand unfolds exactly as planned. Tiles you need may never appear. Opponents disrupt your strategy. Business is no different. Markets shift, technologies disrupt, and customer expectations evolve. The leaders who thrive are those who adapt without losing their core identity. Mahjong taught me resilience and agility – the ability to rebuild, re‑strategize, and stay cool, calm and collected under pressure.
Winning Is a Long Game
Mahjong taught me that a single round doesn’t determine the winner. It’s the cumulative discipline across many hands. Running a company is similar. Long‑term success comes from consistent decisions, steady leadership, and the discipline to play the long game. But surely the “game” of life must have meaning. Success and money alone don’t guarantee it. Steve Jobs once said, “There’s no way you could ever spend it all, and I don’t view wealth as something that validates my intelligence.” I agree.
Blessed to Give
I was taught early that it is more blessed to give than to receive. From a clan association in Singapore to boardrooms and leadership roles, mahjong has been one of my most enduring teachers. It taught me to read the environment, manage risks, adapt quickly, and lead with clarity – skills that matter as much in business as they did around that old wooden table.