CIOs face the challenge of balancing transparency with the competitive edge of proprietary AI models. This requires a strategic approach to communicate AI practices without compromising sensitive algorithms. As global AI regulations evolve, especially in Asia, CIOs must adopt flexible compliance strategies and foster a culture of adherence to both local and international guidelines.

Choosing between custom solutions, vendor partnerships, or off-the-shelf software presents unique pros and cons. Custom solutions offer tailored benefits but require significant investment, while off-the-shelf options provide quick deployment with less flexibility. Regardless of the choice, prioritizing high-quality, unbiased data is essential for ethical AI outcomes. Implementing robust monitoring processes can mitigate biases in AI decisions. To address the talent gap, CIOs should invest in training programs and collaborate with educational institutions, ensuring their organizations possess the necessary skills to navigate the complexities of AI implementation effectively.

In this PodChats for FutureCIO, Ser Yoong Goh, head of compliance at Advance.ai Group helps us navigate the complex landscape of AI implementation.

1.           How should a CIO/compliance balance the need for transparency with the competitive advantage of proprietary AI models and algorithms?

2.           Given the evolving state of AI regulations and guidelines in Asia and globally, how will CIOs ensure ongoing compliance as the landscape shifts?

3.           Is it better to build custom AI solutions in-house, partner with external vendors, or use off-the-shelf AI software? What are the pros and cons of each approach?

4.           How are/should CIOs ensuring AI models are trained on high-quality, unbiased data that respects user privacy and data rights?

5.           What processes should be in place to monitor for and mitigate unintended biases or errors in AI-driven decisions?

6.           Given the pervading talent crunch/gap, how should CIOs address the need to have the right talent and skills in-house to successfully implement and manage AI systems? What works in terms of acquiring or developing this expertise in-house?

7.           Mel: Can you share your views on AI guardrails?

As one of the most populous and rapidly developing nations, Indonesia faces unique sustainability challenges, from managing its natural resources to addressing social inequalities. Environmental, social, and governance (ESG) principles have become integral to the country's long-term growth and development strategy, as businesses and policymakers recognize the need to balance economic progress with environmental protection and social responsibility.

At the forefront of this movement are chief financial officers (CFOs), whose role has evolved beyond traditional financial management to encompass strategic decision-making and risk mitigation. 

In Indonesia, CFOs are now expected to be sustainability champions, integrating ESG factors into their financial planning and reporting processes. This includes identifying and mitigating ESG-related risks, allocating resources towards sustainable initiatives, and communicating the company's ESG performance to stakeholders. 

By aligning financial objectives with sustainability goals, Indonesian CFOs can help their organizations maintain a competitive edge, attract investment, and contribute to the country's broader sustainability agenda.

Joining us today on PodChats for FutureCFO is Yohanes Jeffry Johary, former CFO and now managing director at OCS Indonesia.

Questions:

1.       Is sustainable growth a new initiative (in 2024) or something that has been a priority for many businesses in recent years? How is sustainable growth related to the other priority: cost efficiency?

2.       Do you think the CFO is the best leader to drive the two goals: sustainable growth and cost efficiency? What qualifies a CFO to lead these two goals?

3.       What would be the key metrics (financial and non-financial) that a CFO must focus on to drive sustainable growth and cost efficiencies?

4.       How would CFOs integrate new initiatives like ESG and sustainability while driving positive sustainable growth and improving cost efficiency?

5.       Name one key emerging strategy that CFOs can adopt to drive sustainable growth and cost efficiency in today's rapidly changing business environment?

The Gartner Hype Cycle for Emerging Technologies 2024 highlights four dynamic areas: autonomous AI, developer productivity, total experience, and human-centric security and privacy programs, encompassing 25 groundbreaking technologies.

While some of these innovations are still in their infancy, often lacking proven use cases and the expertise to implement them, they present both a challenge and an opportunity for CIOs and CTOs. The question arises: why should leaders invest their attention and resources in these nascent technologies? And in particular, how should CTOs and CIOs approach these technologies in their quest to drive innovation, growth and profitability?

In this PodChats for FutureCIO, we are joined by Arun Chandrasekaran, Distinguished VP Analyst, Gartner, to share with us his perspectives on the business value of AI and other emerging technologies.

Arun, welcome to PodChats for FutureCIO. 

Autonomous AI:

1.       Are there specific business processes or functions where autonomous AI could have a significant impact? How do you map this to other efforts like autonomous finance?

2.       Concerns around AI ethics continue to rise (and mature?), can you suggest guidelines that the organisation can use to guide/govern the deployment of autonomous AI systems?

Boosting Developer Productivity:

3.       What tools and practices can CIOs adopt to streamline software development and reduce time-to-market? 

4.       How do we balance speed with quality in the development processes, without dropping the security side of DevOps (DevSecOps)?

Total Experience:

5       Do organisations pay attention to partner and employee experience?

6.   Are there any pain points in current interactions that need improvement?

Human-Centric Security and Privacy Programs:

7.   What technologies can enhance an organisation’s security posture while respecting user privacy?

8.   Is it possible to build a security-aware culture across the organisation? How do you ensure this practice is sustainable as organisations through generations of employees, customers and partners?

Any advice for CIOs, CTOs, and CFOs regarding how they should approach these emerging technologies to extract business value?

When speed is of the essence, budgets are limited, resources are strained, and the risks for failure are high, the collaboration between CFOs and CIOs may spell the difference between growth and profitability, or the end of the road for the company.

As organizations navigate digital transformation and rely heavily on data for decision-making, the partnership between these two roles has the potential to significantly enhance operational efficiency and strategic alignment. 

CFOs bring financial acumen and risk management expertise, while CIOs contribute technological insight and innovation. Together, they can leverage technology investments to drive shareholder value, improve data governance, and optimize business processes. This collaboration is essential not only for successful project execution but also for fostering a culture of agility and responsiveness within the organization.

How to make this work sustainably is the subject of this special edition of PodChats for FutureCFO and FutureCIO. Joining us to share his perspective on the topic is Andrew Seow, Regional General Manager, South East Asia and Greater China, Rimini Street.

1.       Looking back, have these personas worked well together in the past? Why or why not?

2.       What is the secret to getting the two personas, each with its own strengths, weaknesses and priorities, working together effectively?

3.       Not all IT projects, including digital transformation, are guaranteed to work the first time every time. How should each leader approach these projects to minimise failures when such becomes inevitable?

4.       If there is a clash, how should the two roles approach the differences to come out with a solution that is mutually beneficial for the two roles and the company as a whole?

5.       Who is the best intermediary when faced with an escalating clash of personas?

6.       Can you list three actions critical to achieving a strong, and lasting, CFO-CIO partnership?

7.       What is your expectations for 2025? 

The National Institute for Standards and Technologies defines cyber resiliency as the ability to anticipate, withstand, recover from, and adapt to adverse conditions, stresses, attacks, or compromises on systems that use or are enabled by cyber resources. 

According to the Veeam Ransomware Trends 2024, APJ edition, leaders in the region are increasing their budgets for cyber prevention and detection by 6.3%, while spending on recovering technologies will rise by 6.2%. The figures are double the forecasted IT budget increase of 3.5%, according to Gartner.

As organisations in Asia up their cyber readiness postures, it may be critical to revisit some of the issues, challenges, opportunities and options, that organisations will need to address as they look to improve their cyber resilience.

Beni Sia, general manager and senior vice president for Asia Pacific and Japan at Veeam Software joins us on this edition of PodChats for FutureCISO.

1.       Whose job is cyber resilience? We often hear of breaches. In practice, who is held accountable for failure to achieve cyber resilience?

2.       Give us a state of cyber resilience of enterprises in Asia as of August 2024.

3.       Given the state of awareness around cyber threats (and presumably measures taken to mitigate these risks), where are the top three vulnerability points for most enterprises in Asia?

4.       How are enterprises addressing these vulnerabilities? Is this sufficient? 

5.       What can enterprises do better to further lower the cost/risks of attacks like ransomware? Conversely, what are they doing not too well thereby being less effective than on paper?

6.       How can we leverage emerging technologies without introducing new vulnerabilities?

7.       I am aware that cyber resilience, including data resilience, cannot be achieved solely through one’s efforts – that this is a collaborative effort by many, if not all. How can the CISO ensure that they are not introducing new vulnerabilities by engaging with others – 
 In the digital economy, businesses rely on external partners, parties, regulators, and security experts out there.

8.       Finally coming into 2025, what is your advice for CISOs, and other members of the C-suite and board, to ensure the effectiveness of their strategies, frameworks and practices not just against ransomware, but against all threats both internal and external?

The convergence of AI and ERP offers the potential to overcome traditional barriers to efficiency and accuracy in financial management, enabling Asian companies to compete more effectively on a global scale. 

AI-powered ERP systems can help address regional challenges such as complex regulatory environments, diverse currencies, and rapidly changing market conditions by providing more agile and responsive financial tools. 

However, challenges such as data security concerns, the need for specialized AI talent, and cultural adaptation to AI-driven decision-making processes may require careful navigation.

In this PodChats for FutureCFO, we are joined by Sunil Wahi, Vice President of APAC Solution Engineering, Applications at Oracle, to talk about Intersection of AI and ERP for Business Success.

1.       How can finance function leverage AI-driven cloud ERP tools to provide timely, strategic insights that drive accurate decision-making in the rapidly evolving Asian markets?

2.       How can we ensure the seamless integration of analytics, machine learning, and AI into the organization's core technology stack while maintaining data integrity and security?

3.       In what ways can finance enhance the organisation’s business resilience against regional disruptions through advanced AI-driven planning and forecasting?

4.       How can finance address the skills gap and cultural challenges associated with implementing AI-powered financial systems in our diverse Asian workforce?

5.       What measures should finance take to ensure compliance with varying regional regulations while leveraging AI for financial reporting and risk management?

6.       How can finance optimize current supply chain and procurement processes using AI-ERP integration, considering the complexities of Asian markets and trade relationships?

7.       What strategies can finance employ to maximize the ROI of our AI-ERP investments?

As the role of the Chief Financial Officer (CFO) continues to evolve, the need for a strategic approach to talent management has become increasingly crucial. In today's rapidly changing business landscape, finance leaders must focus on financial performance and ensure their teams are equipped with the skills and mindset to navigate future challenges.

A sustainable talent management strategy is key to building a pipeline of skilled professionals committed to the organization's long-term success. Just what those strategies are is why we are here today.

In this PodChats for FutureCFO, we are joined by Vignesh Kannan, vice president, of business process services with the Everest Group.

1.       How real is the talent crunch in the finance function (can you regionalise to Asia)?

2.       Why do we struggle with talent acquisition and retention (particularly post-pandemic)?

3.       What new skills/behaviours will be needed in the finance function? (answer: storytelling)

4.       To what extent will tech, data, and compliance skills impact the talent crunch?

5.       Name a proven strategy to creating a balanced approach in recruiting, onboarding, training and up-skilling finance talent. 

6.       Should finance leaders encourage experimentation among finance teams and do so without introducing friction or uncontrolled risks? 

7.       Name an effective approach for the finance team to collaborate on finance talent management with HR.

8.       What advice to share for finance leaders/professionals for the coming years?

McKinsey says artificial intelligence (AI) adoption (globally) increased dramatically in 2024 after years of little meaningful change. Marketsandmarkets forecasts the AI market to reach US$407 billion by 2027, experiencing substantial growth from its estimated US$86.9 billion revenue in 2022. A Forbes Advisory survey reveals that 64% of businesses believe that AI will help increase their overall productivity. Now its all well and good to try out a technology and get it to work in a department or business unit. But scaling it so that a large percentage of your workforce can use the technology effectively and efficiently is another story.

Scaling AI in the workforce involves integrating artificial intelligence technologies to enhance productivity, streamline processes, and create new job roles while addressing potential challenges related to human experience, trust, and job displacement.

In this PodChats for FutureCIO, Ricky Kapur, head of APAC for Zoom, shares his views on how CIOs can lead their organisations as they scale AI in the workforce.

1.       In Asia, how do you see enterprises, led by the CIO, are arming their workforce with AI-assisted tools to improve productivity and well-being?

2.       What strategies can organizations use to ensure AI integration does not undermine trust and empathy in the workplace?

3.       How can businesses address the potential for AI to perpetuate systemic bias in the workforce?

4.       What are some effective methods for fostering a culture of learning when introducing AI tools?

5.       How can companies ensure data privacy while using AI-driven feedback loops for workforce insights?

6.       How can companies balance the benefits of AI with the need to maintain human connections?

7.       Our topic is scaling AI in the workplace. Can you cite a couple of best practices for ensuring properly scaling their AI initiatives? Any pitfalls to avoid?

IDC predicts by 2025, the cloud will surpass on-premises infrastructure as the primary location where operational data is stored, managed, and analysed for 65% of A2000 organisations.

The rapid growth of data and the increasing complexity of managing it in the age of AI and hybrid cloud environments present significant challenges for organisations. As AI adoption accelerates, enterprises must rethink their data storage, management, and processing strategies to support performance-intensive workloads like generative AI. 

Faced with mounting pressures to support growth and profitability, how should CIOs architect their IT strategy so that it is able to adapt to changing market conditions, nearly unpredictable technology innovations, and yet to be ironed out regulations around data privacy, security and ethical practices?

In this PodChats for FutureCIO, we are joined by Matthew Hardman, APAC chief technology officer for Hitachi Vantara, to share with us his views on crafting meaningful data strategies for the AI-native enterprise.

1.       [Setting the scene] Where are Asian enterprises today around data management? 

2.       [Data management] How can we streamline data management processes to handle the increasing volume and complexity of data?

3.       [Performance] How are enterprises addressing the need to minimise operational latency while improving data movement in hybrid cloud environments?

4.       [Operations] What’s the right balance between on-premises infrastructure and cloud services?

5.       [Security] How can CIOs ensure data security and compliance across different cloud environments? (multi-public and private plus edge)  

6.       [Compliance] Given the difference in national laws relating to data use, how should CIOs prioritize data governance across borders?

7.       [Scalability vs sustainability] What data strategies can we adopt to balance the need for scalability with sustainability goals in our AI and cloud initiatives?

8.       [The future] Given all the unpredictability that lies ahead, ahead suggestion for CIOs?

Zero trust adoption in Asia has been gaining momentum, albeit with varying levels of progress across the region. While 76% of global organisations have begun implementing zero trust strategies, with 35% claiming full implementation, the Asia Pacific region shows a disparity in adoption rates. Organisations are motivated to adopt zero trust primarily to improve overall security, enhance user experience, and foster cooperation among security teams. 

Zero trust segmentation emerges as a viable option for enhancing cybersecurity postures, as it addresses the challenges posed by dissolving network perimeters and the increasing complexity of IT environments. 
As Asian companies continue to grapple with cybersecurity challenges in 2024, zero trust segmentation offers a promising approach to fortify their defences against evolving threats.

John Kindervag, chief evangelist at Illumio and creator of the zero trust security model, joins FutureCISO to share his views on the following:

• You are credited with creating the concept “zero trust”. What was the inspiration for this?
• 14 years on, where do you think organisations, regulators and security vendors are as it relates to zero trust?
• Let’s go into zero trust segmentation. What is zero trust segmentation?
• What are the key challenges CISOs and CIOs face when implementing zero trust segmentation?
• What are the potential downsides of over-segmenting a network?
• How can zero trust segmentation be integrated with existing cybersecurity frameworks? 
• Are all segmentation network technologies equal and what questions should CISOs/CIOs/network security teams be looking at to ensure that whatever solution they take is right for their environment?
• What is your advice for CISOs/CIOs concerning zero trust and network segmentation?

The rapid advancement of Generative Artificial Intelligence (GenAI) has ushered in a new era of technological innovation, offering unprecedented capabilities in content creation, problem-solving, and dare we say decision-making. 

However, this transformative technology also presents complex ethical challenges that must be navigated with utmost care and responsibility. 

As GenAI systems become increasingly integrated into various aspects of our lives, fostering consumer trust rises in importance. Organizations are thus being asked to prioritize transparency, accountability, and ethical governance to ensure GenAI is developed and deployed in alignment with societal values and expectations. 

In this PodChats for FutureCIO, we cover key topics that are coming to the fore in the race to harness the value of AI technology without losing our humanity in the process.

Proactive measures, such as mitigating biases, protecting user privacy, and engaging diverse stakeholders, are crucial to building public confidence and maintaining the integrity of these powerful technologies. 

By embracing ethical principles and establishing robust frameworks, we can harness the immense potential of GenAI while safeguarding the well-being of individuals and communities.

Helping us explore the ethical boundaries of GenAI is Philip Madgwick, Regional Vice President, Asia, Alteryx.

Transparency: How can we ensure transparency in our genAI systems to build trust with consumers?

Data Privacy: What measures are in place to protect consumer data used by genAI technologies?

Bias and Fairness: How do we address potential biases in genAI algorithms to ensure fairness across diverse Asian demographics?

Regulatory Compliance: Are our genAI practices compliant with Asia’s varying data protection and privacy laws?

Ethical Standards: What ethical standards guide the development and deployment of our genAI solutions?

Accountability: Who is accountable for decisions made by genAI systems, and how is this communicated to consumers?

Security Measures: What security measures are implemented to safeguard genAI systems from misuse or malicious attacks?

Cultural Sensitivity: How do we ensure our genAI applications are culturally sensitive and respectful of Asian values?

Innovation vs. Ethics: How do we balance the drive for innovation with ethical considerations in the use of genAI?

Consumer Education: How do we educate consumers about the benefits and risks of genAI?

Finally, what is your advice for enterprises looking to deploy genAI to reduce risk and improve success in adopting/benefiting in the use of the technology?

Gartner discourse with finance leaders reveal that these very same leaders see a future for finance that is digital, scalable and data-rich. At FutureCFO conferences around Asia, a common thread keeps coming up in discussions about digital transformation, delivering value and becoming partners to the business – the importance of upskilling finance teams. Gartner says CFOs must redefine the digital function to attract and retain the next generation of finance talent.

In this PodChats for FutureCFO, we are joined by Ms Giselle Arellano-Geronimo, Vice President, Head of Finance Accounting & Procurement at Shearwater Health.

1.       In reviewing today’s finance teams via-s-via an organisation’s digital transformation and the call for finance to enhance its value to the organisation and its shareholders, in your view what areas do finance professionals do well today?

a.       What are the key skills that our finance team needs to develop to better understand and drive business value?

2.       How can we leverage AI and other advanced technologies to enhance the team’s financial analysis and decision-making processes?

3.       How can we identify and address skill gaps within our finance department to ensure we have the necessary capabilities?

4.       What strategies can we implement to ensure that our upskilling efforts align with our overall business strategy and goals?

5.       How can we foster collaboration between finance and other business functions to maximize the value derived from upskilling?

The proliferation of synthetic identities, which are fabricated identities created by combining real and fictitious personal information, has fuelled a surge in fraud across various industries. These synthetic identities are often used to open fraudulent accounts, obtain credit or loans, and engage in other illicit activities. The rise of artificial intelligence (AI) technology has exacerbated this issue, enabling criminals to generate highly realistic fake identities with ease, including fabricated names, addresses, and even biometric data like facial images and voice recordings.

Organizations must adopt advanced techniques, such as behavioural analytics and biometric authentication, to detect and prevent synthetic identity fraud effectively. Failure to address this threat could result in substantial financial losses, damage to reputation, and erosion of customer trust.

In this PodChats for FutureCISO, we are joined by Johan Fantenberg, Principal Solutions Architect, APJ, Ping Identity, to walk us through what synthetic identity is, how it is evolving with AI assistance, and measures CISOs can implement to counter the rising threat.

1.       What are synthetic identities, how are they created, and who (businesses/industries) are threatened most by these?

2.       Given all the experiences against fraud, all the technologies available today including AI-driven identity management solutions, and measures like AML/KYC, why should synthetic identities remain a concern for enterprises?

3.       Why is it challenging to detect synthetic identities during the account creation process?

4.       How can an organisation protect against synthetic identities created through the combination of legitimate and fake data?

5.       How can behavioural assessment and bot detection techniques be used to identify and prevent synthetic identity fraud?

6.       Who should be in charge of strategies to combat the threat of synthetic identity?

For years, we’ve been told that consumer behaviour is changing and that businesses must adopt or go out of business. PwC says the pandemic accelerated workforce transformation even as digital adoption became one of the central tenets of our lives.

Fast forward to 2024, we see a workforce that demands empowerment from their employers. Talent has reached new levels of mobility and workers know this.

In this PodChats for FutureIoT, we look at how technology is reshaping the workforce, and in particular those at the frontlines. To give clarity on the challenges and opportunities that lie ahead, we are joined by Steven Kramer, CEO and Co-founder, WorkJam.

1.       Define for us frontline workforce?

2.       How has this frontline workforce evolved from before the pandemic, during the pandemic, and now post-pandemic?

3.       WorkJam worked with Forrester on a study in 2023 that revealed digital transformation initiatives were not reaching the frontlines. Can you elaborate more on the research findings? 

4.       What are the true business costs/ consequences of poor frontline employee experience (EX) to businesses, particularly in industries like retail, healthcare, manufacturing and logistics?

5.       What tends to be the characteristics of organisations that have more mature digital frontline practices versus those that have low awareness or maturity? Can you highlight industries, particularly in the Asia Pacific region that has higher or lower maturity? 

6.       The Forrester study was done from late 2022 to 2023, what has changed since then? What are the main drivers for the digital transformation of the frontlines today? 

a.       What impedes companies’ adoption of frontline operationalization technologies? 

7.       What is the number one motivation for companies to invest in employee communication, scheduling, task management and learning? 

8.       What are some of the tangible business benefits (top and bottom lines) for customers/employees? (Dollars and Hearts) 

9.       Who should drive this frontline transformation?

10.   What are your thoughts about AI and its use in technologies for the frontline? 

11.   What is your advice for organisations that want to put frontline transformation as an imperative? In addition to the CEO driving this, how should the organisation come together to make it happen?

The Singapore Parliament passed the Cybersecurity (Amendment) Bill (the Bill) on 7 May 2024, amending the Cybersecurity Act 2018 (the Act). The Act is Singapore’s legal framework for the supervision and maintenance of national cybersecurity by the Cyber Security Agency of Singapore (CSA), setting out measures to prevent, manage and respond to cybersecurity threats and incidents, and the Bill seeks to extend the scope of the Act over new technologies and business models that have emerged over the past few years.

In this PodChats for FutureCISO, Gaurav Keerthi, head of Advisory and Emerging Business at Ensign InfoSecurity, shares his views on what the amendment bill means to organizations in Singapore, and perhaps to those that operate in the ASEAN region.

1.       Can you give us a background of the CSA-proposed Cybersecurity Amendment Bill? What are the main regulatory changes proposed and new requirements?

2.       What will be the projected effects (both positive and negative) of this new law on Singapore enterprises? [Singapore CCOP]

3.       Outside of the banking and financial services industry who follow stringent cybersecurity regulations, what kind of enterprises (type of businesses) will be most affected by such regulatory changes?

4.       Speaking of compliance, what steps can enterprises take to comply with new requirements and regulations? To what extent will the amendments require changes in how organisations currently cybersecurity practices? 

5.       Singapore has led the ASEAN region when it comes to cybersecurity readiness. How do you see these developments in Singapore influencing other regulators in ASEAN?

6.       Finally, what is your advice for CISOs and CIOs as it relates to processing cybersecurity regulations in the years to come?

Despite early apprehensions about an economic recovery in 2024, we continue to see continued investments in digital transformation initiatives by the financial services sector in Asia. We continue to see digital services rising on the back of maturing understanding and adoption of technologies like analytics, cloud and mobility. Targeted outcomes continue to be efficiencies, convenience and accessibility.

However, some innovations like artificial intelligence and even digitalization bring with them new risks in areas like cybersecurity, operational resilience and ethics.

In this PodChats for FutureCIO, we are joined by Joseph Lo, Head of Enterprise Platforms at Broadridge, who will share his views on what he sees are key financial services transformation trends in Asia in 2024.

1.       Give us a state of the financial services industry (FSI) in Asia today? To what extent has digital transformation become the norm for these?

2.       How are FSIs balancing the aspiration to go digital against the need to deepen customer connection?

3.       As banks evolve (and mature in their use of technology), some risks get amplified. How are banks addressing the risks that come as a result of going digital/modernization?

4.       The FSI is one of the most regulated sectors. How do FSIs push the boundaries of innovation using emerging technologies like AI while recognizing that any new innovation needs to be aligned with regulation.

5.       Speaking of technology, there is genuine interest in adopting new technologies like AI. How should FSIs, particularly those with legacy systems and technologies in place, safely address the issue of integrating new technologies with legacy ones, while minimizing any potential disruption?

6.       In recent years, we’ve seen a spate of disruptions at major banks in Asia. A number of these due in part to technology and/or process issues. Are systems and processes today so complex, they are leading to unplanned disruptions? What can be done to minimize/mitigate these?

7.       What do you see will be key issues and trends that CIOs need to be aware of in 2024 and beyond?

Gartner predicts more than 70% of government agencies will use AI to enhance human administrative decision making by 2026. Machine learning, analytics and generative AI will mature over the next two years and combine into a suite of tools that will support improved government service delivery.

Gartner VP analyst Todd Kimbriel says government CIOs must find new ways to meet citizen demands for modern, accessible and resilient services, by focusing on sustainable and scalable technology.

In this PodChats for FutureCIO, we are joined by Keith Nelson, senior industry strategist for the public sector at OpenText, to share us his views on how to put the smart in government services.

1.       What is Artificial Intelligence in the context of government/public services?

2.       Name some use cases among early adopters of AI in the government/public sector.

3.       What will be the primary challenges of government CIOs in the AI adoption journey?

4.       Some governments (in Asia and around the world) are drafting AI governance frameworks. Can you name three best-in-class frameworks to date?

5.       Gartner’s Dean Lacheca says “a lack of empathy in service delivery and a failure to meet community expectations will undermine public acceptance of GenAI’s use in citizen-facing services.” Do you agree or disagree with this assessment? How should governments go about addressing this?

6.       In the AI adoption journey, should governments focus on deploying AI on backend processes first or citizen services?

7.       What is your advice for government CIOs as they look to adapt/adopt AI-centric solutions and practices in the delivery of government services?

The CIMA Foundation says “disaster don’t discriminate, but people do”. The journey to gender parity remains obstructed by a myriad of factors including culture, bias, misconceptions and attitudes. But if the Paris 2024 Olympics is any indication of the possibility, we may have hope that someday, there will be parity between the genders across the finance function, if not the rest of the enterprise, all the way to the C-suite and the Board. 

The 2024 International Women’s Day theme of inclusion may be an appropriate starting point in the journey towards parity. Joining us on PodChats for FutureCFO is Marisa Azman, regional chief financial officer for ENGIE South East Asia, for her perspective on the topic.

1.       Looking at the finance function today, how have women participation across the function evolved?

a.       What are the three most common barriers faced by women in corporate finance?

2.       Is gender diversity a real cause for concern in the finance function? 

3.       In which areas are women least visible/prominent and why? (unconscious bias)

4.       Our topic is Filling the Gender Gap. In your experience where are women finance leaders excelling, and how should these successful professionals hone the next generation of women professional leaders?

5.       Can you share an inspirational story of a woman leader in finance?

6.       Going forward, how can/should organisations measure progress towards gender equality?

The accelerated digitalisation of business processes arising from the pandemic of 2020-2022 has proven that humans are resilient, responsive and creative when the situation calls for it. In ASEAN, 8 out of 10 members are in some stage of implementing a national ID program. 

How will these developments, on top of developments around identity security, and AI in security among other things.

In recognition of Identity Management Day, FutureCISO spoke to Chern-Yue Boey, senior vice president, Asia-Pacific, SailPoint, on the latest trends impacting identity management strategies in 2024.

1.       What is identity management? (identity security)

a.       Why is identity management important to organisations, and to security professionals?

2.       In recent years, how have organisations evolved in their adoption of identity management?

3.       In your opinion, what factors influenced how organisations adopt identity management?

4.       Speaking of looking back, what were the three most important challenges organisations faced in keeping their identity management strategies/practices in step with changing regulations, practices and technologies?

5.       (Speaking of what we don’t know or know little of) With AI now making its influence felt across many parts of the organisation, how should security professionals revisit identity management strategies to reflect the growing influence of AI?

6.       What is your advice/view on how security professionals should bring AI into the cybersecurity practice in 2024 (and beyond)?

A Gartner 2023 Gartner CIO and Technology Executive Survey revealed that even before ChatGPT, one-third of CIOs say their organization had already deployed artificial intelligence (AI) technologies, and 15% more believe they will deploy AI within the next year. 

Recognising the high expectations CEOs and business unit leaders have on AI puts a heavier burden on the CIO to manage expectations and the reality of integrating an emerging technology into existing operational processes – ensuring that in the interim nothing is disrupted and the company remains compliant with existing regulations.

But deciding how best to proceed means factoring AI into business value, risk, talent and investment priorities? In this PodChats for FutureCIO, Simon Ma, senior director & regional manager for ASEAN at Freshworks, offers his take on how CIOs can best manage AI deployment across the enterprise.

1.       What is your assessment of AI adoption in ASEAN in 2024?

2.       As I understand it, business leaders are expecting much from AI. How should CIOs respond to this perhaps hype-driven expectation of the technology?

3.       In ASEAN, what are the most challenging aspects CIOs will face as they put in place (and execute) their AI roadmap?

4.       Any recommendation for how to integrate AI into existing technologies? And scale AI where it is deemed most impactful?

5.       Speaking of change, given the current worker concerns about AI potentially replacing jobs, any suggestions for how CIOs, HR and functional leaders ensure adoption of AI?

6.       Every new technology will likely have areas of hiccups, including AI adoption. Any suggestions on how to respond to such hiccups?

7.       Looking ahead, beyond the AI hype, what are the trends for CIOs to prioritize in 2024?

The Internet of Things remains a top priority. Market research firm IoT Analytics says IoT remains a top-three corporate technology priority even AI has taken over as the top technology priority. In surveys from PWC, KPMG, and BCG, respondents ranked IoT second or third after AI in terms of investment prioritization for emerging technologies, with AI coming in first across the board.

In the Asimily report, IoT Device Security in 2024: The High Cost of Doing Nothing, it was concluded that breach tactics continue to evolve, that routers have become the favourite attack vector accounting for 70% of IoT infections, and manufacturing continues to be the top target among industries.

In this PodChats for FutureIoT, we revisit the topic of how to reduce IoT risks. Joining to discuss the matter is Barry Mainz, CEO at Forescout.

1.       Can you give the key points of The Enterprise of Things Security Report by Fourscout Research Labs?

a.       What do we don’t know already about the insecurity of IoT devices and technologies?

2.       There are those that claim that breaches can occur by way of unsecured IoT devices. Can you confirm or elaborate on this?

3.       Given the rising level of awareness of the risks associated with enterprise IoT, what is being done? And if none, why?

4.       Where are the areas of IoT that present the greatest risks?

5.       Name 3 questions CIOs/heads of OT and security, need to ask as part of an IoT deployment.

6.       Recapping: Our topic is reducing IoT risks. Given what we know about IoT adoption trends, evolving cyber threat landscape specific to IoT, and innovations in areas like machine learning and artificial intelligence, do we have any hope of reducing IoT risks, and can you name three action items for whoever should be responsible for securing enterprise IoT?

7.       You mentioned about Fourscout coming in to look at an organisation’s asset to check for possible vulnerabilities. How receptive are businesses to this approach?

PodChats for FutureCIO: Fast tracking the people side of doing business in Asia

Finding and retaining talent poses significant challenges and opportunities in Asia and around the world. One of the main challenges is the increasing competition for skilled professionals in the global job market. As economies grow and industries evolve, the demand for highly qualified candidates often exceeds the available supply. This talent shortage can make it difficult for companies to find, attract and retain the right talent for their specific needs. Additionally, cultural and language barriers, as well as differences in labour laws and regulations, can further complicate talent acquisition and management processes.

These challenges present opportunities for companies to explore innovative solutions such as the Employer of Record (EOR) model. An Employer of Record is a service provider that acts as the legal employer of workers on behalf of client companies. This model can help organizations fulfill their talent needs anywhere in the world by leveraging the EOR's expertise in navigating local labor markets, compliance requirements, and administrative tasks. By partnering with an EOR, companies can access a global talent pool, streamline their hiring processes, and ensure compliance with local employment laws. This not only expands their reach but also enables them to focus on core business activities while leaving the complexities of HR and employment administration to the EOR. Ultimately, the Employer of Record model offers a flexible and efficient solution to finding and retaining talent on a global scale.

Jim McCoy, CEO of Atlas HXM reveals the nuissances organisations will face in the quest to acquire the right talent anywhere in the world, and how EORs like Atlas fill those needs.

1. How would you typify or describe the international expansion activities of APAC companies? Are there any distinct trends that you can observe in markets like Hong Kong, China, or Singapore?
2. In terms of challenges. So for enterprises that are on expansion mode, whether global or regional, there's almost always a shortage, crunch in skilled people. With the hybrid work environment, has it complicated the model of acquiring or are using an organization such as yours, the EOR, to fill in the roles that they need?
3. In terms of similarities, or differences in how enterprises in markets like, like Hong Kong, or Singapore, or the less developed markets, like Malaysia, for example, as they start to look at these expansion strategies that they have, are there any unique elements, traits that you're noticing that are unique in the sense that it's unique to Asia, or it's the doesn't matter whether it's a European company trying to expand even within the same region? 
4. Are there any emerging risks that as an organization, Atlas, encounters these days, as you try and employ become as you already are for other organs for your clients, that you're observing in the market now? 
5.  On technology – you mentioned automation, partly to help with the process, but you still need to have the human interface in there.  These days, there's a lot of chatter around AI, for example. And of course, automation is starting to mature a little bit in software automation. What technologies have you observed are becoming more prominent in us as augmenting IE or supporting your atlases business, globally oriented?
6. When you onboard a new client or new customer, what's the most challenging aspect of onboarding a new client to the Atlas way of doing business?
7. So you said, if you have a large multinational customer, client that's expanding the market. And they have existing systems and processes in place where in terms of talent management, and it doesn't sync very well with the way you've set up? How do you negotiate or make the two compatible? 
8. what's your biggest challenge these days? As you know

In Asia, the importance of inclusion in enhancing customer experience cannot be overstated. With its diverse population comprising various ethnicities, cultures, languages, and traditions, creating an inclusive environment is crucial for businesses to effectively cater to their customers' needs and preferences. 

By embracing diversity and fostering inclusion, companies can better understand the unique perspectives and requirements of their customers, leading to more personalized and tailored products and services.

In this PodChats for FutureCIO, we look at how inclusive practices play a significant role in building trust and loyalty among customers in Asia. And how by incorporating inclusive strategies in their operations, businesses can tap into new market segments and reach a wider customer base. 

Ultimately, prioritizing inclusion not only enhances the overall customer experience but also contributes to the long-term success and sustainability of businesses in the diverse and dynamic market landscape of Asia.

Joining us on PodChats for FutureCIO is Ms Jacqueline Guichelaar, SVP & GM, Customer Experience, APJ & GC, Cisco.

1.       The IWD2024 theme is inclusion. How would you relate “customer experience” and inclusion?

2.       Specific to IWD2024, to what extent does this sense of belonging, relevance and empowerment exist in your organisation? In your role? In the society/community you live in?

3.       What is the most prevalent obstacle to inclusion (narrowing to CX)?

4.       Drawing from your experience, what can learn in terms of achieving inclusion (narrowing to CX)?

5.       Your role has two faces: internal (marshalling your team) and external (customers and partners) How will you inspire inclusion (in your function/in the enterprise)?

6.       How do you plan to elevate your commitment to inspiring inclusion?

KPMG asserts that with all the focus around modernization and/or transformation over the last few years, there is growing recognition that perhaps employees are feeling exhausted. They’re facing one modernizing initiative after another—or multiple initiatives simultaneously—often with competing timelines and priorities.

This is known as digital transformation fatigue, and it’s a growing trend as companies grapple to keep pace with constant change.

In this PodChats for FutureCIO, we are joined by Peter Man, General Manager, Red Hat Hong Kong, Taiwan and Macau, to get his perspective on overcoming digital transformation fatigue.

1.       Why are we seeing digital transformation (DX) fatigue?

2.       What are the signs and symptoms of DX fatigue?

3.       What are the most common causes of DX fatigue?

4.       Name some proven metrics for identifying and measuring DX fatigue particularly on employee morale and productivity?

5.       Name three strategies to prevent or minimize DX fatigue in the workplace?

6.       Speaking of leaders, what role does leadership play in addressing this DX fatigue?

7.       Insert Melinda question here

8.       Into 2024, we anticipate continued acceleration, if not updating, what steps do you recommend leadership implement to counter the development of DX fatigue?

IDC predicts that in 2024, 50% of APAC cities and states will pilot GenAI to improve efficacy in community outreach and customer service, procurement, staff recruitment and training, and software development.

The latest IDC FutureScape report predicts that AI and automation technologies will remain central to tech investment initiatives. 

According to Dr Lily Phan, Research Director, Intelligent Automation at IDC Asia/Pacific AI is needed to lower operational costs, reduce staffing pressure, revamp end-user experience, and democratize decision-making power. The adaptability and efficiency offered by AI and automation solutions can provide the technologies that can mitigate staff shortage and economic challenges," she added.

With AI hype still high, Asia-Pacific businesses that are dipping their finder into the technology, they must ask themselves: how do they move beyond experiments and unlock real business value with AI? 

In this PodChats for FutureCIO, we are joined by David Irecki, director of solutions consulting for APJ with Boomi, to share with us his views on the “secret path” to practical AI.

1.       What is the problem that organisations will face as they implement AI?

2.       What do we mean by “practical AI”?

3.       Can we use this practical approach generative AI to accelerate current digital transformation initiatives?

4.       What happens when an organisation is integrating AI into their transformation journey only to realise it's not as easy as marketing makes it out to be?

5.       Looking ahead, what key considerations should businesses prioritize to "future-proof" their AI initiatives and remain competitive in the rapidly evolving AI landscape?

6.       This 2024, what are your expectations around AI including how it is evolving, and the approaches organisations are taking to operationalise the technology into current and evolving business processes?