In 2015, Sherlyn Lim found herself immersed in an unexpected task: learning Korean.  

“I may not be completely fluent,” laughs Temasek’s Deputy Head of Organisation & People (O&P), “but the experience taught me the value of stepping out of my comfort zone.” Her endeavour was part of Temasek’s inaugural CEO Challenge, a bold initiative aimed at fostering a growth mindset within the organisation, equipping its people for future challenges. 

The first iteration focused on an accessible theme – learning a new language, whether a non-native tongue, basic programming skills, or a musical instrument. “Pushing your boundaries can sometimes be a little daunting,” Sherlyn acknowledges, “so the initial phase was about making learning fun.” Over the years, the annual event has evolved to align with institutional priorities like data science, innovation, and sustainability. “We progressively stepped up our game,” she says, “while keeping the spirit of curiosity and innovation alive.” 

“The CEO Challenge has never been just about individual learning,” says Sherlyn. “It is about creating a culture where continuous growth empowers our people – and by extension, the organisation – to stay relevant in a rapidly changing world.” 

A path to growth

Sherlyn’s journey to Temasek began in 2011 when she was working in Human Resources at a bank. “I thought I would retire there,” she recalls. Then she chanced upon the Temasek Review, the firm’s annual report detailing its mission and focus on shaping future generations. She found herself drawn to its broader purpose. “It was not just about financial returns, but about making a difference to people, institutions, and the broader community. I wanted to be part of that.” 

Her work at Temasek expanded over time, allowing her to build a diverse portfolio of experiences. “I started with leadership development and compensation, then expanded to cover different aspects of the human resources function,” she says. This broad exposure prepared her for her current role, where she partners closely with the leadership team to align talent strategies with business priorities. “We keep our ears close to the ground, anticipate changes, and ensure we move in tandem with the business,” she says. “Whether we’re setting up a new team or establishing an overseas office, we ensure Temasek has the right people in place”.  

As Temasek expanded into new geographies and developed new domains like sustainability, Artificial Intelligence (AI), and blockchain, the O&P team adapted its talent strategies to keep pace. “We need to be dynamic and collaborate with the business to build a strong talent base to deliver on our mandates,” she says. “With new domains, we figure out the requirements and hunt for the right talent.”   

With the growing importance of AI, it became imperative for Temasek to prepare its workforce to navigate and leverage its transformative impact. “To borrow a phrase from our Chairman, Lim Boon Heng, ‘The power to compute is the power to compete,’” Sherlyn says. The challenge, however, was ensuring progress across Temasek’s diverse workforce – from the most junior to the most senior employee.

“You can’t focus on just one group,” she explains. “To truly move forward, everyone must advance together.” 

The CEO Challenge is a key initiative for addressing this need. Events like hackathons and “secure sandboxes”, where employees could apply their newly acquired skills to solve real-world problems, became integral to this learning process. These practical applications not only reinforced the skills learned but also fostered innovation and problem-solving within the organisation. 

 Learning for resilience 

In a world marked by constant flux – from geopolitical shifts and the rapid acceleration of computational power to emerging cyber risks – the focus remains on building a workforce that can keep pace with evolving demands, says Sherlyn. “What got us here won’t get us there,” she says. 

“We need to ensure our teams build multidisciplinary skillsets, and plan for that,” she says. “You can’t be good in just one area anymore,” she explains. “We stretch our people by giving them opportunities to grow in different geographies, across functions, and even through secondments in our portfolio companies,” she says.  

The team regularly reviews and tests its structures to ensure they remain relevant, making adjustments as needed to stay aligned with business goals. This iterative approach helps Temasek to stay ahead of emerging challenges while preparing its workforce for new opportunities. 

Sherlyn stresses the need for a balanced approach to workforce development. “The question we ask ourselves is how we can plan the development journeys of our employees to ensure we fulfil our twin mandates – achieving organisational goals and creating meaningful career experiences for our people.” 

She sees the culture of growth and resilience as a critical driver of Temasek’s success. 

“It’s not just about today,” she says. “It’s about preparing for what’s next, and building capabilities to stay competitive.”