Welcome to the new HCLI. We’re now stronger than ever thanks to our merger with TMS Academy; the leadership development arm of Temasek Management Services (TMS). As a subsidiary of TMS, we can now offer you an expanded portfolio of leadership programmes, executive development options and resources including the same great leadership programmes and proprietary research as before. Moreover, you’ll be able to tap into an expanded network of 35,000 alumni and partners; comprising global business heads, academic thought leaders and leading policymakers. In short, an ecosystem designed to help you, your leaders and your business thrive.
HCLI aims to distill and disseminate the best ideas on human capital and leadership in Asia. In partnership with academia, companies and consulting firms, combining academic rigour with industry relevance, HCLI drives pan-Asian research, leading to the development of cutting-edge human capital solutions.
In an increasingly connected and interdependent world, business leadership are increasingly subjected to the forces of globalisation. To some extent, such international forces have led to a cross-national convergence of management principles and practices, with a heavy influence from the United States and Western Europe due to their economic dominance the last two centuries.
Yet, governance structures, economic institutions and fundamental cultural values can arguably be quite resistant to global convergence forces. As a result, business leadership is still often enacted differently across different countries. This is certainly evident in Asia, an incredibly diverse region in itself.
Recognising this, HCLI’s Leadership Mosaics across Asia seeks to discover in-depth the different ways of leadership in Asia based on more than 160 in-depth conversational interviews with C-suite leaders in the region, applying about 4,000 research hours, and covering nine countries in Asia.
The research suggests answers to the following:
(a) What are the prevalent characteristics of the senior business leaders across Asia?
(b) Beyond local success, how should Asian emerging leaders develop to make the leap onto the global stage?
(c) What are seven useful tips that can help leaders new to Asia connect with their local teams?
The countries studied include Singapore, China, India, Indonesia, Japan, Malaysia, The Philippines, Thailand, and Vietnam.
To access the reports, visit www.leadershipmosaics.asia
We produce research and disseminate this research to those most able to act on it. Our publication, “HQ Asia” is meant to connote not just “Headquarters” but also “Human Quotient”. We believe that companies that are best able to track and improve their “HQ” are most likely to leverage their biggest assets: Their People.
Our publication will showcase the best practices and thinking behind human capital and leadership in Asia. We will serve as a discussion and learning platform – pulling together human capital success stories, cutting-edge research and personal reflections from foremost business leaders in Asia.
HQ Asia exists as an annual print publication featuring long form articles, while our online publication is updated weekly with a larger variety of succinct insights. Visit HQ Asia Online at www.hqasia.org