Mentorship must accompany Singapore's workforce strategy, KPMG says

This mentorship programme can offer something no curriculum can offer.

Mentorship should be treated as a core component of Singapore's workforce development strategy because it transfers the kind of judgment and instinct that no formal programme can replicate, according to Lee Sze Yeng, Managing Partner at KPMG in Singapore.

Lee said entrepreneurial success depends less on having the best idea and more on developing the instinct to identify problems worth solving and earning the trust of the right partners and organisations. She added that the willingness of experienced entrepreneurs to share that experience openly is a genuine asset for the broader business community and should reach founders of every profile, regardless of where they start.

"Done well, mentorship transfers something no curriculum can offer — the instinct and judgment forged through years of real decisions, real setbacks, and real recovery," Lee said.

Lee’s comments come following Singapore’s Economic Strategy Review (ESR) has proposed “career bridges” to help workers in roles at risk of disruption move into new jobs, along with earlier support for workers affected by retrenchment.

The recommendations are part of eight broad policy areas aimed at helping Singapore adjust to long-term changes in technology, artificial intelligence (AI), slower labour force growth, and a more uncertain global environment.

The ESR said job changes are likely to become more common as companies use AI and automation to increase output with fewer workers. It proposed “career bridges” that link workers in at-risk jobs to other roles, supported by training, career advice, and job-matching help.

Meanwhile, the Singapore Business Federation (SBF) has welcomed the Economic Strategy Review, saying its broad direction will help strengthen Singapore’s competitiveness, resilience, and long-term growth.

SBF said Singapore must continue refreshing its economic model and sharpening its competitive edge as businesses navigate geopolitical fragmentation, technological disruption, energy volatility, and tighter manpower constraints.

The federation supported the review’s focus on new growth areas, enterprise transformation, and workforce adaptation, but said implementation will be critical.