From managing financial assets to nurturing human talent

We all have a deep-seated need to feel useful and to contribute to something larger than ourselves. When we help others grow and achieve their potential, we not only fulfil this need, but also gain a newfound sense of purpose by making a difference.

At the risk of sounding cliched, Accenture Strategy Consultant and SMU Master of Human Capital Leadership (MHCL) graduate Charlene (Yunsi) Zheng admits to feeling energised when helping others achieve their better selves.

“This may explain why I aspire to be a trusted growth partner for my client, my team, and my company,” explains Charlene, who graduated from SMU in 2020.

In fact, she was instrumental in helping large corporates mobilise financial capital for their next growth engine as a banking professional, and worked with start-ups in deploying their technical capital to help improve the lives of many others. Currently, Charlene is focused on addressing clients’ critical strategic questions by optimising and elevating their financial and technical capital as well as human capital.

Why building human capital makes business sense
The role of talent and organisation strategy has become increasingly critical in the overall strategy consulting landscape. The most successful firms have been those that have been able to integrate their human capital strategy with that of their business.

In today's hypercompetitive business landscape, companies are looking for consultants who can not only help them achieve their business goals, but also optimise their organisational efficiency and effectiveness at the same time. As such, trends such as upskilling talent in the sustainability imperative and culture change management in data-led transformation have come to the forefront of human capital management.

Charlene admits that “exposure to the human capital area in consulting space keeps me engaged and inspired in line with my motivation to add value and grow with others.”

Prior to Accenture, she spent seven years working in the financial industry as a director of a private equity firm and a senior manager who helped start up Bank of China’s Mumbai branch. And as anyone in the financial sector might attest, it is vital to communicate effectively with internal and external stakeholders in such a people-centric industry. This key strength developed during her time in client/investor-facing roles equipped Charlene well for her current position as a strategy consultant.

“The exposure to diverse clientele and projects, from corporate banking solutions for retail and fashion conglomerates, to private equity investment in healthcare, AI and advanced robotics ventures, helped develop my ability to learn and adapt quickly, which is also a valued aptitude in the fast-paced and project-based consulting space,” shares Charlene.

“Moreover, my entrepreneurial experience of setting up a new branch for my bank in India has enriched my knowledge in banking and of the local market, and enhanced my readiness to navigate strategic initiatives with clients amidst uncertainty and changing dynamics.”

Having spent several years in asset management, Charlene developed a keen interest in human capital management. She recognised that the sector was the lifeblood of organisational success, and that a company's most valuable asset was its people. This led her to consider a postgraduate programme specialising in human capital, so that she could help organisations to attract, develop and retain the best talent.

Hence, despite the global pandemic and ensuing economic downturn, Charlene decided to relocate from Beijing to Singapore in order to pursue her career goals. As a young professional working in the corporate sector, she recognised that the city-state is a strategic Asian hub and offered ample opportunities for professional growth.

“I was driven to pursue further study in human capital and wanted to understand the art and science behind the people side of business,” says Charlene, who obtained an MBA from the University of Oxford in 2018.

“It turned out that SMU has the specialised programme that perfectly fit what I was looking for, and pragmatically speaking, Singapore turned out to be an especially ideal option for re-location during the pandemic.”

“Nearing the end of my postgraduate programme, I received a job offer from the Accenture Singapore office.”

The SMU MHCL programme has been a transformative experience for Charlene. The focus on human capital leadership and the human element in business has deepened the broader business acumen, gleaned from her time in Oxford. An emphasis on talent management, evidence-based approaches and focus on an Asian perspective have also provided Charlene with new insights into the business world, allowing her to be a better growth partner for her clients, and a more effective and successful business leader.

“This has led me to pursue my second master's degree in human capital leadership, where I was able to recognise my growing interest and opportunity to add value, beyond looking for the programme that provides me with a balance of both business, as well as a specialisation in human capital.”

People at the heart of the future workplace

The workplace of the future will be very different from the traditional office setting. In recent years, we have witnessed employees working remotely, partly because of the pandemic, and mainly due to technological advances that have made it easier for people to connect and collaborate from anywhere.

While the office environment is fast transforming, the most crucial element of the workplace – its people – remains the same. The time has come to put people at the heart of the equation. This is why a programme such as MHCL, which draws on the diverse expertise of global faculty, visiting scholars, thought leaders and industry leaders, is vital for providing depth in human capital and breadth in business leadership.

“The MHCL programme has helped develop my readiness to add value as a strategic growth partner by providing human capital solutions to business problems or strategic initiatives,” shares Charlene.

“I became more interested in exploring how to make talents feel more engaged, connected, and empowered to perform and contribute at their very best, in an increasingly flexible and fluid environment.”