@fridge_official: Honcho Honored One 🥹#Roblox #fyp #robloxdoors

Fridge

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Monday 07 September 2026 14:00:00 GMT

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Comments

Kris :

TF gave him a starlight jug

2026-09-07 15:38:19

488

alexivanov883 :

Literally him

2026-09-07 18:48:55

1283

Diamond king :

Is he high?

2026-09-07 15:48:51

360

JustiΦ :

Someone had too much to drink

2026-09-07 15:38:43

467

vsey :

curious lights piss cant be that good

2026-09-07 16:15:11

56

honcho :

you did not see that.

2026-09-07 18:18:01

47

Roblox kids :

Bro loves star/ curious light😭

2026-09-07 17:00:16

39

Jack :

he's getting drunk someone take him home gng

2026-09-07 23:43:50

9

bgpo :

просто пьяный бумажный чел

2026-09-07 17:29:31

94

kacpsz :

przedawkował

2026-09-07 18:27:41

11

Дио Овер хевен брандо :

чето ему хорошо слишком

2026-09-07 18:05:13

13

adridod :

2026-09-07 23:33:22

11

miniraga :

i alone are the starlit one

2026-09-08 17:22:58

2

hohlanders_ :

это пасхалка или анимка?

2026-09-08 17:03:51

6

holly_morkova :

Он бухой

2026-09-08 05:59:26

5

knight :

through out hotel and mines I alone I'm the curious one

2026-09-07 20:12:18

12

Pigure :

First

2026-09-07 15:36:47

16

Laqeqeqeaqealefanda :

He’s high out of his GOD damn mind

2026-09-07 20:21:09

6

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If you actually look back at why LKY didn’t want anything to do with Air India, you’ll realise it was never because he thought Air India had no potential, no market, or no commercial value. That would be far too simplistic. The issue LKY identified was much more fundamental: control and management. Back then, Air India was reportedly offering SIA a 40% stake, valued at around US$600 million. LKY asked a very simple question: “Will SIA actually have real management control?” And that was the point. I thought this is so important. His concern was that SIA could end up putting in the money without having the authority to run the airline properly but becoming entangled with an entrenched management structure, bureaucracy, competing interests and layers upon layers of red tape. In other words, SIA is expected to bring the money and expertise while someone else continued holding the steering wheel. And if things went wrong? Who gets called to the cashier? SIA. Now SIA is looking like a sugar daddy. Somehow, this rather important part of LKY’s thinking seems to have disappeared from the discussion on FB. Everyone is missing the point, talking about the massive Indian aviation market and growth potential. No doubt India is a massive market and Air India has enormous potential. But you can still lose a lot of money in a massive market. That is precisely what makes LKY’s concern relevant. The key question was: “Who is actually running the show?” Because buying into a company and actually being able to transform it are two very different things. LKY understood that taking over an existing airline is also taking on organisational culture, entrenched interests, bureaucracy, politics, regulatory complications and decades of accumulated baggage. It's like a pool of muddy water. The situation for SIA is that they just acquired a very expensive seat at the table, complete with the privilege of paying the restaurant bill. Congratulations! 🎉 🎉 🎉 Now, for those pro-PAP/IB fan pages arguing that whatever LKY said back then cannot be applied today because “the situation is different.” Of course it is different. Technology has improved. The Indian market is different now compared to 2 decades ago. Air India itself is different. But I feel that the principle of management control hasn't suddenly become obsolete. Let's take a look at Japan Airline. In 2010, JAL filed for bankruptcy with ¥2.3 trillion. They appointed the legendary monk CEO, Kazuo Inamori. With full control, the turnaround is remarkably fast: measurable financial turnaround within about one year, with a full restructuring/relisting in roughly 2 years 8 months. So perhaps before dismissing LKY's old warning as “outdated”, it might be worth understanding what he was actually warning about. He was effectively saying: “Don't put SIA's money into a situation where you don't have the control necessary to fix the problems.” Hopefully, more light will be shed on who was responsible for pushing the merger and why LKY’s concerns were not given greater consideration. And perhaps most importantly, what were the terms of the deal? Credit: Derrick Sim

If you actually look back at why LKY didn’t want anything to do with Air India, you’ll realise it was never because he thought Air India had no potential, no market, or no commercial value. That would be far too simplistic. The issue LKY identified was much more fundamental: control and management. Back then, Air India was reportedly offering SIA a 40% stake, valued at around US$600 million. LKY asked a very simple question: “Will SIA actually have real management control?” And that was the point. I thought this is so important. His concern was that SIA could end up putting in the money without having the authority to run the airline properly but becoming entangled with an entrenched management structure, bureaucracy, competing interests and layers upon layers of red tape. In other words, SIA is expected to bring the money and expertise while someone else continued holding the steering wheel. And if things went wrong? Who gets called to the cashier? SIA. Now SIA is looking like a sugar daddy. Somehow, this rather important part of LKY’s thinking seems to have disappeared from the discussion on FB. Everyone is missing the point, talking about the massive Indian aviation market and growth potential. No doubt India is a massive market and Air India has enormous potential. But you can still lose a lot of money in a massive market. That is precisely what makes LKY’s concern relevant. The key question was: “Who is actually running the show?” Because buying into a company and actually being able to transform it are two very different things. LKY understood that taking over an existing airline is also taking on organisational culture, entrenched interests, bureaucracy, politics, regulatory complications and decades of accumulated baggage. It's like a pool of muddy water. The situation for SIA is that they just acquired a very expensive seat at the table, complete with the privilege of paying the restaurant bill. Congratulations! 🎉 🎉 🎉 Now, for those pro-PAP/IB fan pages arguing that whatever LKY said back then cannot be applied today because “the situation is different.” Of course it is different. Technology has improved. The Indian market is different now compared to 2 decades ago. Air India itself is different. But I feel that the principle of management control hasn't suddenly become obsolete. Let's take a look at Japan Airline. In 2010, JAL filed for bankruptcy with ¥2.3 trillion. They appointed the legendary monk CEO, Kazuo Inamori. With full control, the turnaround is remarkably fast: measurable financial turnaround within about one year, with a full restructuring/relisting in roughly 2 years 8 months. So perhaps before dismissing LKY's old warning as “outdated”, it might be worth understanding what he was actually warning about. He was effectively saying: “Don't put SIA's money into a situation where you don't have the control necessary to fix the problems.” Hopefully, more light will be shed on who was responsible for pushing the merger and why LKY’s concerns were not given greater consideration. And perhaps most importantly, what were the terms of the deal? Credit: Derrick Sim

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