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Picking winners

Leaders from the Big Four professional service firms explain how they identify future leaders
Wednesday, October 14, 2015 - 05:50
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Ong Pang Thye, deputy managing partner and head of infrastructure, KPMG Singapore
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Vincent Toong, assurance partner, EY
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Yeoh Oon Jin, executive chairman, PwC S’pore
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Philip Yuen, CEO, Deloitte Singapore

"Leadership is defined differently in different organisations. At KPMG, our organisational purpose is to inspire confidence and empower change in the business community. Our core values support this, and integrity is first and foremost among our core values."

Ong Pang Thye, deputy managing partner and head of infrastructure, KPMG Singapore


"At EY, we define our high-potential candidates as those who demonstrate ability, aspiration and engagement. Ability is the skills and characteristics to operate at a higher and more complex level. Aspiration is the strong drive to achieve recognition and influence the organisation and the wider community. Engagement is the strong commitment to and identification with the organisation's strategy and values."

Vincent Toong, assurance partner, EY


"PwC identifies its high-potential candidates through clear assessment criteria that fit with our purpose for the future. Our assessment criteria are set out clearly in our global PwC professional framework, which is a holistic framework comprising unique attributes of whole leadership: business acumen, global acumen, technical capabilities and relationships."

Yeoh Oon Jin, executive chairman, PwC S'pore


"The demand for leaders of tomorrow is rapidly outgrowing the supply. As a result, we are actively focused on identifying and cultivating employees with the greatest potential to grow into business-critical leadership roles."

Philip Yuen, CEO, Deloitte Singapore