In 2025, the business landscape in Malaysia, Singapore, and much of ASEAN is being reshaped by the rapid evolution of technology, particularly in the areas of artificial intelligence (AI), automation, and advanced analytics. 

Drawing on valuable lessons learned, organizations are increasingly adopting a hybrid cloud by design approach. This strategy offers flexibility and scalability while effectively addressing the complex regulatory environments surrounding data protection, ethical technology use, and cybersecurity. 

By leveraging public cloud resources for scalability and securing sensitive data in private environments, businesses can strike a crucial balance between innovation and compliance—an essential strategy for navigating the challenges of data sovereignty.

Recently, FutureCISO spoke with Mark Figley, Vice President of Power Development at IBM, to explore how leaders in Singapore and Malaysia can strategically position their organizations to thrive in this dynamic environment.

1.       Why is it critical for Singaporean and Malaysian business and technology leaders to rethink their technology strategies in today’s fast-evolving digital landscape?

2.       How do IBM clients address evolving business challenges while also addressing requirements around regulatory compliance, data protection, and data sovereignty?

3.       In what ways does IBM (Power Systems) accelerate AI workloads and support large-scale, real-time data processing for enterprises in Asia?

4.       How can hybrid cloud architectures leveraging IBM (Power Systems) ensure zero unplanned downtime and continuous business operations?

5.       Speaking of security, what unique security features does IBM (Power Systems) offer to safeguard sensitive AI workloads across hybrid cloud environments?

6.       CIOs tell us that their technology stack today is complex because of the variety of technologies they have in place – applications, hardware, operating environments, management tools, the list goes on. To close our discussion, how can Singaporean and Malaysian organizations leverage IBM Power’s unified hybrid cloud management platforms to simplify operations, close the cloud skills gap, and accelerate AI-driven innovation?

In Asia, the rapid adoption of low-code/no-code (LCNC) platforms are transforming digital innovation by enabling faster application development amid developer shortages and rising competition. 

However, this acceleration introduces significant security risks, including inadequate access controls, unmanaged integrations, and shadow IT, which can bypass traditional compliance protocols. 

AI and automation are increasingly integrated into LCNC tools, enhancing development speed and intelligence but also complicating security oversight. 

For CIOs in Asia, it is critical to proactively embed security early in the LCNC development lifecycle, maintain visibility into decentralized development efforts, and balance governance with innovation to mitigate risks without stifling agility. 

Failure to address these risks can expose organizations to data breaches and compliance failures, undermining digital transformation efforts in 2025/2026.

In this PodChats for FutureCIO, we are joined by Jason Merrick, senior vice president of product, Tenable, to talk about critical questions CIOs for business leaders need to address when adopting low code/no code.

1.       Define what low-code/no-code means/is to users and to the application development team.

2.       Current State of Adoption: What is the current landscape of low-code/no-code adoption in Asia, and what trends are emerging?

3.       Security and Compliance: How do we ensure that LCNC platforms comply with relevant data protection and regulatory standards, and what access controls are in place to secure these environments?

4.       Embedding Security: How can security be integrated early in the LCNC development lifecycle to mitigate potential risks?

5.       Inventory Management: What processes should be established to maintain an up-to-date inventory of all LCNC applications and integrations, ensuring visibility and governance?

6.       Citizen Development Oversight: What visibility and monitoring tools are implemented to oversee decentralized citizen development and manage risks associated with shadow IT?

7.       Training and Incident Response: What training and support are provided to citizen developers on secure practices, and what incident response plans exist for vulnerabilities or breaches related to LCNC applications?

8.       Final advice: With technologies like AI, agentic AI, among other things, what is your advice for business leaders and the heads of the development teams as it relates to LCNC adoption in 2025/2026?

Three years on since the introduction of ChatGPT and the continuing commoditization of artificial intelligence, Asia’s CIOs and CAIOs continue to face intensified AI pressures. Yet 79% of firms globally report inadequate GPU capacity for AI workloads – signalling critical infrastructure strain. Beyond hardware, fragmented data ecosystems threaten regional AI scalability. 

Ben Canning, chief product officer at Alteryx, highlights the disconnect between AI ambition and operational data realities, urging APAC enterprises to prioritise foundational data integration over algorithmic hype to unlock sustainable AI value.

Given the importance of data in the function of AI systems, we have asked  Canning to share with us his perspective on how data integration can spell the success or failure of AI adoption.

1.       Briefly give us a state of AI adoption in Asia in 2025. What has worked and what has not worked? (second wave of AI adoption now)

2.       What is the understanding of CIOs and CAIOs/Chief Data Officers when it comes to the relationship between data and AI? What about the rest of the C-suite leadership?

3.       What makes APAC’s data-AI gap distinct from global counterparts, and how can it be bridged?

4.       What metrics have proven data integration’s ROI in accelerating AI deployment?

5.       How do regulatory variances across Asian economies impact integrated data strategies for AI?

6.       How can APAC leaders better align their executive AI vision with legacy data infrastructure constraints?

7.       Our topic is data integration as an enabler of successful AI adoption, given AI adoption trends, data sprawl, AI sprawl, governance issues, etc., what is your guidance for CIOs and CAIOs to ensure organisations are able to better data integration when it comes to AI adoption?

In 2025, Asia Pacific CIOs must optimise cloud value delivery amid a $250 billion market surge driven by AI and regulatory demands. With nearly 90% of enterprises adopting multi-cloud strategies, balancing hybrid cloud innovation and stringent data privacy laws is critical. 

Addressing these challenges requires strategic focus on security, compliance, workforce capabilities, and data-driven decision-making to navigate this rapidly evolving landscape.

In this PodChats for FutureCIO, we are joined by Brett Wheeldon, VP, Solutions Consulting, Asia Pacific, SAP Concur, for his take on how CIOs can optimise cloud strategies for value delivery.

Questions:

Strategic Vision

Q1: How can integrated cloud solutions be designed to deliver seamless end-to-end operational excellence across enterprises? (orchestration/press for suite-based approach that focus on outcomes)

Productivity & Innovation

Q2: How can cloud automation be leveraged to enhance employee productivity and improve user experience?

Architecture & Scalability

Q3: What hybrid cloud architecture best balances enterprises’ needs for innovation, data sovereignty, security, and cost optimisation?

Secure Implementation

Q4: What strategies can ensure secure and compliant migration and management of workloads across multi-cloud and edge environments?

Q5: How should CIOs and CISOs address growing cybersecurity risks (e.g., AI-driven threats) in cloud/edge deployments?

Governance & Compliance

Q7: What governance frameworks are needed to comply with evolving data privacy regulations across APAC jurisdictions?

Data-Driven Sustainability

Q8: How can cloud data platforms be optimised to provide actionable insights that support sustainability and reduce carbon footprint?

Talent & Adaptability

Q6: How can we build cloud and AI skills internally or through partnerships to accelerate cloud value delivery?

Future-Proofing

Q9: What measures ensure workload portability/flexibility to avoid vendor lock-in while maintaining performance?

Q10: What strategy integrates AI capabilities within cloud infrastructure to drive innovation without compromising security/compliance?

Q11: Our topic is Optimise cloud for value delivery, what is your final advise for enterprises as they try to leverage technologies like AI and other solutions to optimise cloud for the best value delivery possible?

In 2025/2026, CISOs in Asia face the dual challenge of leveraging AI for innovation while safeguarding against its unique vulnerabilities. As generative AI reshapes the landscape, strategies must evolve to address risks like prompt injection and data poisoning. By prioritizing transparency, compliance, and a security-first culture, CISOs can navigate the complexities of AI integration and enhance organizational resilience.

In this PodChats for FutureCISO, we are joined by Reinhart Hansen, director of Technology, Field CTO APJ, Thales, who will help us navigate the AI imperative from the security perspective.

1.       How can we identify and mitigate the unique vulnerabilities introduced by generative AI?, such as prompt injection and data poisoning?

2.       What specialised AI security monitoring and detection tools should we deploy to reduce breach detection and containment times? 

3.       How do we ensure transparency and compliance with evolving AI regulations like the ASEAN Guide on AI Governance and Ethics?

4.       How can we secure AI systems (LLM factories) provided by third-party vendors and manage supply chain risks related to AI data access and processing?

5.       How do we balance the business imperative to adopt AI-driven innovation with the need to defend against increasingly sophisticated AI-powered cyber threats?

6.       How can we foster a security-first culture that promotes responsible AI use and equips security teams with the necessary AI expertise?

7.       What investment priorities and cross-functional collaborations are essential to build a comprehensive and proactive AI security programme that aligns with business objectives?

8.       Name top three recommendations that CISOs and their organisations should take as they lead their organisations into a more AI-immersed operating environment?

Asia is witnessing a shift from transactional execution to strategic business enablement, driven by digitisation, AI, and a focus on enterprise value creation. For organisations considering expanding backoffice and midoffice operations into shared services, the decision between prioritising scalability or resilience is now more critical than ever.

Expanding shared services in Asia offers cost savings, process standardisation, and access to skilled talent, boosted by AI and cloud technologies that transform them into strategic business partners. However, scaling risks operational resilience, and exposes firms to geopolitical, cyber, and talent challenges. Leaders—COOs, CFOs, CIOs, CHROs, and CMOs—must balance scalability with resilience by defining scope, integrating systems, managing change, ensuring data readiness, and aligning with ESG goals. Success depends on robust governance, workforce upskilling, risk mitigation, and maintaining customer experience to build agile, secure, and future-ready shared services.

In this PodChats for FutureCOO, Byron Fernandez, CIO at TDCX, shares his thoughts on how to balance scalability-resilience: the shared services conundrum.

1.       Give us a state of the shared services market in Asia in 2025.

2.       Which processes or functions are best suited for centralisation, and which should remain local?

3.       Should leaders build a captive centre, outsource, or adopt a hybrid model?

4.       How do organisations ensure data quality and readiness for migration?

5.       Drawing from your experience, what governance structures and project teams are needed to manage the transition?

6.       Our topic is on scalability vs resilience. How do leaders balance the need for scalability with the imperative for operational resilience?

7.       At the beginning I cited risks that go with any change in strategy. What are the key risks—cybersecurity, regulatory, talent—and how will organisations mitigate them?

8.       Still on the issue of people. how will leaders manage change and maintain employee engagement throughout the transformation?

9.   CFOs have started to be more critical of investments. What financial investments and returns can leadership realistically expect over a multi-year horizon?

10.   How does a shared services strategy support an organisation’s broader ESG and sustainability objectives?

11.   What is your advice for organisations thinking to move to a shared services model?

In 2025, finance leaders in Singapore and Southeast Asia face a complex landscape shaped by rapid digital transformation, evolving regulatory demands, and heightened emphasis on sustainability. The rise of fintech innovations such as embedded finance, AI-driven personalization, and stablecoins is redefining financial services, while the pressure to attract and retain specialized talent intensifies amid skill gaps and workforce evolution. Against this backdrop, finance leaders must navigate shifting roles that have evolved from pre-pandemic stability through pandemic disruption to a post-pandemic era marked by geopolitical uncertainties and technological acceleration. Balancing organizational goals with personal leadership aspirations, building resilience, and preparing future leaders are critical priorities as they steer their companies through ongoing transitions. These dynamics prompt important reflections on leadership evolution, challenges, and role models relevant to senior finance executives in Asia today.

Song Yeow Chung, CFO of Old Chang Kee Ltd and ISCA council member shares his views and experiences on the topic. 

1. Describe the finance leader’s role pre-pandemic, during the pandemic, post-pandemic, Trump 2.0. 

2. As a finance leader, what has been most interesting to your during these periods of transitions? 

3. In your view, what makes for a resilient and great finance leader?

4. What has been the most challenging aspect of the role in today’s environment?

5. What should future finance leaders do today to lead them to that future position?

6. How do you strike a balance between personal goals vs the company’s goals and aspiration?

7. As a leader, who for you is a role model to emulate/aspire to?

For CFOs overseeing finance operations across Asia Pacific, the Middle East, and Europe, building compliant, scalable finance functions in unfamiliar jurisdictions is a high-stakes challenge. Asset acquisitions, market entries, and decentralized operations demand more than technical expertise—they require navigating fragmented regulations, cultural complexities, and resource constraints while ensuring agility and compliance. From establishing local GAAP reporting to designing anti-fraud controls in multilingual environments, success hinges on balancing global standards with hyperlocal realities. As cross-border complexities grow and regulatory scrutiny intensifies, CFOs must ask: How do we future-proof our finance infrastructure to thrive in uncertain, multi-jurisdictional landscapes?

Joining us on PodChats for FutureCFO is Mr Oleg Koslov, head of internal audit at Modern Mills Company.

1.       How can CFOs harmonise financial reporting and compliance across multiple jurisdictions, balancing global standards like US GAAP and IFRS with local tax regimes and regulatory requirements without overburdening local teams?

2.       What strategies and controls are essential to ensure pricing, contracting, and anti-trust compliance in politically volatile or complex regulatory environments such as Eastern Europe and Southeast Asia?

3.       How can CFOs leverage digital technologies, including AI and machine learning, to automate compliance processes (e.g., ESG reporting, transfer pricing documentation) and enhance finance operations while managing risks like data privacy and algorithmic bias?

4.       What approaches best address talent recruitment and development challenges in regions with acute skill shortages or unfamiliar markets, ensuring culturally aligned, high-performing finance teams?

5.       How should finance functions design agile operational processes-such as accounts payable/receivable and payroll-that can adapt to sudden currency volatility, sanctions, and geopolitical risks across diverse markets?

6.       What role should regional or localised finance hubs play in balancing cost efficiency, regulatory expertise, and the need for centralised oversight versus local autonomy?

7.       How can CFOs proactively manage multi-jurisdictional risks related to geopolitical uncertainty, economic volatility, supply chain disruptions, and evolving regulatory landscapes to safeguard financial stability and support growth?

8.       What frameworks and best practices facilitate the integration of finance operations post-acquisition, especially when acquiring specific assets with limited transitional information, to build sustainable, compliant finance functions in unfamiliar jurisdictions?

In 2025, Chief Information Security Officers (CISOs) and CIOs across Asia are grappling with an increasingly sophisticated ransomware threat landscape. The 2025 Veeam Ransomware Trends report reveals a concerning shift towards smaller, opportunistic groups that exploit vulnerabilities in larger enterprises, making rapid detection and response essential. 

FutureCISO spoke to Ben Young, Veeam's CTO for APAC to discuss how AI is impacting the cyber threat landscape, most notably in the areas of ransomware and phishing, and what CISO's must revisit as part of their resilience strategy.

Questions covered:

1.       Give us your summary of the 2025 Ransomware Trends & Proactive Strategies report. 

2.       How are ransomware groups adapting to law enforcement pressure, and what does this mean for mid to large enterprises in Asia? 

3.       How is the shift toward data exfiltration (vs. encryption-only attacks) impacting our incident response plans? 

4.       Are we prepared for the legal and compliance risks if we pay a ransom, given new regional/international regulations? 

5.       Do our backup and recovery strategies meet the "3-2-1-1-0" rule? Is this strategy still relevant in the era of hybrid data, AI everywhere, and digital-native workforces? 

6.       Are cloud-based backups and managed services a viable strategy for improving resilience? 

7.       How can organisations reduce dwell time for attackers between infiltration and detection? 

8.       Are current employee training program robust enough to prevent phishing/social engineering breaches? 

9.       Are IT and security teams aligned to ensure rapid response during an attack? 

10.   Should CISOs consider third-party incident response partnerships to reduce ransom payments? 

11.   How will rising cybersecurity budgets be allocated between prevention, detection, and recovery? Any tips on how CISOs can get the budget they need for the organisation?

Asia's CISOs and CIOs face a uniquely complex cyber landscape in 2025. The convergence of AI-driven attacks and deepfakes intensifies disinformation and social engineering threats, demanding adaptive strategies. Simultaneously, securing sprawling IoT ecosystems against supply chain vulnerabilities call for more adaptive, scalable and resilient solutions. 

Regional disparities in 5G and cloud adoption create systemic resilience gaps, necessitating stronger public-private partnerships. Ethical deployment of autonomous response systems and safeguarding AI algorithms against poisoning are critical. 

CISOs must also navigate stringent data localisation laws amidst a cyber skills shortage, balancing AI orchestration with upskilling. Quantifying the ROI of resilience investments in emerging technologies remains a key priority for justifying essential budgets.

Joining me on PodChats for FutureCISO is Sunny Tan, Head of Security Business for AMEA, BT Business

1.       How has the convergence of AI-driven attacks and deepfake technologies reshaped the threat landscape, and what adaptive strategies must CISOs prioritise to counter disinformation and social engineering?

2.       In what ways can blockchain architectures mitigate supply chain vulnerabilities, particularly in securing IoT ecosystems across Asia’s manufacturing and logistics sectors?

3.       How do regional disparities in digital infrastructure—such as uneven 5G rollout or cloud adoption—create systemic risks, and what role should public-private partnerships play in bridging resilience gaps? (mention The Cyber Agile Organisation")

4.       With AI-powered autonomous response systems gaining traction, how can CISOs ensure ethical deployment to prevent unintended escalation during cyber incidents?

5.       What safeguards are necessary to secure AI training data and algorithms against poisoning attacks, particularly as organisations rely on machine learning for predictive analytics?

6.       How can CISOs reconcile stringent data localisation laws in markets like China and India with the operational demands of multinational businesses seeking regional cloud solutions?

7.       Amid a shortage of skilled cyber professionals, should organisations prioritise AI-driven security orchestration or invest in upskilling programmes to build human-machine synergies?

8.       What metrics should CISOs adopt to quantify the ROI of cyber resilience investments, particularly when justifying budgets for emerging technologies like deception platforms or homomorphic encryption?

9.       Final Advise for CISOs given the prevailing uncertainties in 2025? 

In 2025, workforce burnout in Asia has become a silent crisis, especially in digitizing enterprises. Employees may appear present but are emotionally disengaged, particularly in hybrid work settings where cultural stigma masks mental health struggles. Traditional measures like Employee Assistance Programs are inadequate, as many don’t voice their distress. This silent burnout undermines productivity and morale. Proactive, data-driven mental health systems leveraging AI are emerging as essential for early detection and support. With the Asia-Pacific mental wellness market projected to surpass USD 70 billion by 2031, prioritizing mental health is now crucial for performance and retention.

In this PodChats for FutureCOO, we are joined by Antoinette Patterson, CEO of Safe Space, to talk about how Silent Burnout is Asia’s Digital Workforce Crisis

Antoinette, welcome to PodChats for FutureCOO

1.       Define “silent burnout,” and why is it particularly challenging for businesses in Asia to detect and address?

2.       Why do traditional Employee Assistance Programmes (EAPs) and wellness perks fall short in today’s workforce environment? (fire extinguishers)

3.       What are the key signs of burnout that often go unnoticed in hybrid or remote work settings?

4.       How can AI and data analytics be used to identify early indicators of employee mental distress without violating privacy?

5.       What practical steps can companies take to embed proactive mental health support into their daily operations?

6.       Can you share examples of how forward-thinking organisations in Asia have successfully implemented proactive mental health systems?

7.       (We might be repeating this) How does investing in mental wellness infrastructure translate into measurable business outcomes like retention and productivity?

8.       What cultural or regional factors in Asia affect how mental health support should be designed and delivered?

9.       How do you see the mental wellness market in Asia-Pacific evolving over the next five to ten years?

10.   What advice would you give to business leaders and HR leaders who want to move beyond “band-aid” mental health solutions and create lasting change?

Across Asia’s factories, hospitals, and retail outlets, AI is revolutionising frontline work by collaborating with employees in real time—enhancing safety, personalising customer service, and providing instant knowledge access. 

However, this transformation faces challenges from diverse regulations, evolving labour laws, and data privacy concerns, alongside issues of trust, fairness, and digital literacy. Successful AI adoption demands a human-centred approach that involves frontline workers in design and feedback, offers tailored training to bridge digital divides, and implements ethical governance to ensure fairness and accountability. 

Beyond productivity, organisations must measure impact through employee engagement and customer experience, investing in people and fostering human-AI collaboration to build resilient, agile teams ready for Asia’s dynamic future.

In this PodChats for FutureCOO, Steven Kramer, CEO and president at WorkJam offers his insights on how AI innovations that are transforming frontline industries.

Steven, welcome to PodChats for FutureCOO.

1. How is artificial intelligence (AI) reshaping the daily tasks and overall roles of frontline workers across Asia’s diverse industries?
2. Name 3 of the most promising AI-enabled tools currently empowering frontline teams, and how do these technologies vary between sectors such as healthcare, retail, manufacturing, and logistics.
3. How do evolving regulatory frameworks in Asia—covering data privacy, labour laws, and safety standards—affect the deployment and design of AI solutions for frontline work?
4. What are the key challenges organisations face in building trust, ensuring reliability, and maintaining fairness when integrating AI tools alongside tools used frontline employees?
5. In what ways is AI enhancing frontline training, knowledge access, and on-the-job learning, and what potential drawbacks should companies be mindful of?
6. How can organisations ensure AI adoption is inclusive, addressing digital literacy gaps and language barriers to prevent frontline worker exclusion?
7. How can frontline workers be more actively involved in shaping AI tools, and what ethical or governance considerations should companies prioritise as they scale AI across large, distributed workforces?
8. Outside of AI boards to ensure better/proper use of the technology, what metrics will be of interest to the CFO and CIO in terms of metrics for measuring the effective of the technology (the impact and return on investment of AI deployments on the frontline, balancing productivity with employee and customer experience)?

In 2024, FutureCISO dialogues with C-suite leaders including CISOs and cybersecurity practices highlight key trends in the region including AI-driven threats, increased board-level engagement, and a focus on compliance and data privacy. 

In 2025, Southeast Asia's cybersecurity landscape demands that CISOs and CIOs consider integrating cybersecurity with business objectives. 

CISOs must frame cybersecurity as a business enabler, demonstrating ROI through narratives that emphasize resilience, regulatory alignment, and sustained growth in Asia’s hyperconnected economy. In other words, CISOs must articulate their cybersecurity strategies in business terms, ensuring that security is a core element of growth and risk management.

In this PodChats for FutureCISO, we are pleased to have as our guest expert, James McLeary, Group CIO and CISO, Bumrungrad International Hospital in Thailand.

1.       Define for us what is a cybersecurity posture.

2.       What are the long-term business benefits of maintaining a robust cybersecurity posture, and how can these be articulated to stakeholders? Who are the stakeholders who should be keen/interested on cybersecurity posture?

3.       What role does compliance with regulations play in justifying cybersecurity spending, and how can/should CISOs present this to the board?

4.       Speaking of justification, how can CISOs/CIOs quantify the return on investment (ROI) of their cybersecurity initiatives to demonstrate their value to stakeholders?

5.       Is it possible to align cybersecurity investments to support the broader business objectives of the organization?

6.       Cite 3 (max) examples of how prevention offers tangible ROI of cybersecurity investments.

7.       Cite an example of a successful cyber risk narrative that CISOs can use to illustrate the business value of cybersecurity investments.

8.       IT and OT processes are increasing in complexity, do you anticipate cybersecurity solutions and processes?

The convergence of AI adoption and escalating cyber threats demands a paradigm shift in how organisations protect data and build trust. 

As AI accelerates attack sophistication—enabling automated phishing, synthetic identity fraud, and adversarial machine learning—businesses face dual challenges: hardening defences against AI-powered threats while ensuring ethical, transparent AI deployment to overcome employee scepticism. 

In Singapore and across Asia, leaders must prioritise zero-trust frameworks, AI-specific security guidelines (e.g., Singapore’s CSA lifecycle controls), and human-AI collaboration models to close critical trust gaps. 

Organisations that invest in AI governance, workforce upskilling, and proactive threat-hunting agents will gain resilience and competitive advantage, whereas those failing to address AI-driven risks or employee distrust will face operational and reputational fallout.

Joining us on PodChats for FutureCISO is Assaf Keren, CSO, Qualtrics.

Interview questions:

1.       How can organisations implement secure-by-design AI systems that comply with evolving regional regulations, such as Singapore’s CSA Guidelines?

2.       What governance lessons from past tech integrations (e.g., cloud and IoT) can be applied to mitigate risks associated with AI systems? 

3.       What strategies can effectively combat AI-automated attack chains, like multi-modal phishing campaigns, without hindering innovation in defensive AI tools? 

4.       How should cybersecurity teams balance the efficiency gains from AI-driven tools against potential risks like shadow AI deployments and data poisoning? 

5.       How can CISOs bridge the trust gap around the use of AI between leadership and employees? 

6.       Advise for CISOs to build trust.

In 2025, Environmental, Social, and Governance (ESG) considerations are crucial for operational leaders in Asia, as businesses face increasing pressure from regulators and investors alike. According to a recent McKinsey report, companies prioritizing ESG practices are projected to outperform their peers by 20% in the next decade. Governments across the region are implementing stricter regulations, making ESG compliance not just a choice but a necessity. Collaborations with major banks and rating agencies further enhance credibility, while technology streamlines reporting processes. Embracing ESG is not only a strategic imperative but also a pathway to sustainable growth and competitive advantage in the evolving market landscape.

Mark Blick, CEO of Diginex, shares his obvservations guiding organisations in Asia navigate the complexities of ESG execution.

Proposed questions:

1.       Challenges in ESG Adoption – What are the key barriers preventing businesses from fully embracing ESG, and what strategies can they use to overcome them?

2.       Bridging Market Gaps in ESG Ratings – What challenges do businesses face in securing credible ESG ratings, and how can rating support services address these gaps?

3.       Differentiation in ESG Solutions – In what ways can technology simplify ESG compliance and reporting processes?

4.       The Role of Strategic Partnerships – How do collaborations with major banks and regulators contribute to the acceleration of ESG adoption?

5.       The Future of ESG Investing & Technology – What emerging trends are likely to shape ESG investment over the next 5-10 years?

6.       What is your advice for organisations in Asia as far as pursuing and progressing on their ESG initiatives? Who should be part of the ESG process?

On World Backup Day 2025, the importance of robust data backup strategies for organizations in Asia becomes increasingly evident as businesses face a surge in cyber threats and data loss incidents. 

It is tasked not only in implementing advanced backup solutions but also in fostering a culture of data resilience within their organizations. By prioritizing comprehensive backup protocols, these leaders ensure that critical data remains secure and recoverable, safeguarding against potential downtime and financial loss. 

As organizations navigate the complexities of digital transformation, the proactive engagement of IT leadership in backup strategies is essential for maintaining operational continuity and protecting valuable assets in an ever-evolving threat environment.

In this PodChats for FutureCIO, we are joined by Qinghong You, Solutions Engineering Lead (Greater China, ASEAN and South Korea), NetApp.

Questions covered.

1.       How is backup evolving beyond just storage (storage is cheap), focusing on data mobility, instant recovery, and AI-driven insights for proactive risk mitigation?

2.       What role does data mobility play in enhancing backup strategies, especially in hybrid cloud environments?

3.       How can enterprises enhance backup strategies with an intelligent data architecture to improve anomaly detection, automation, and cyber resilience against ransomware threats?

4.       What are the key considerations for shifting from traditional backup to an intelligent, always-available data infrastructure that minimizes downtime and ensures seamless disaster recovery?

5.       How do modern backup solutions that integrate AI technologies contribute to a resilient data infrastructure?

6.       Technology, regulation and threats continue to evolve, any last advise for CIOs and those responsible for resilience data protection in 2025.

International Women's Day (IWD) is a global event aiming to recognise women's achievements, raise awareness about gender equality and promote women's empowerment. It serves as a crucial platform for activism, highlighting enduring gender disparities and advocating for equality.

In what is now a tradition at Cxociety, we begin this year’s series with a dialogue with Wendy Lee, senior director at SS&C Blue Prism to get her perspective on women participation in the technology sector in Asia and how the IWD’s 2025 theme of "Accelerate Action" addresses the challenges and opportunities for women in Asia’s burgeoning tech space.

1.       Professionally, you’ve been in the technology sector for much of your career. Is this an active decision on your part?

2.       You have been in tech marketing for some time now, can you share some interesting lessons in your journey?

3.       In the context of women as active participants and leaders in Asia’s technology sector, how would you describe the progress so far?

4.       What are some effective ways for women in tech to network and build professional relationships that can help them access leadership roles in the industry?

5.       What is your view on mentorship? What has worked and needs more work in this area?

6.       What role do initiatives like the SG100 Women in Tech play in inspiring and empowering women to pursue careers in technology, and how can similar programs be replicated across Asia?

7.       Aspirations aside, what are the key challenges women face when leading marketing efforts for global tech/AI firms in Asia, and how can they overcome these obstacles to achieve success?

8.      IWD’s 2025 theme of "Accelerate Action" is a call to action to accelerate participation by women in leading the charge. What is your advice for women who want to pursue a career in tech?

Chief Digital Officers (CDOs) play a pivotal role in guiding organizations through digital transformation, aligning technology with business strategies to enhance competitiveness. As companies increasingly recognize the importance of digital leadership, women are making significant strides in CDO positions. 

Recent data indicates that women now represent approximately 20% of CDO roles, reflecting a positive trend towards gender diversity in technology leadership. This shift not only promotes inclusivity but also leverages diverse perspectives essential for driving innovation and success in the digital age.

In this exclusive interview with Shannon Bell, executive vice president and chief digital officer at OpenText, we look at the growing importance of CDOs in the digital transformation of businesses and industries, as well as the role women play in the evolution of the role.

1.       The future of many businesses today is defined by the extent to which they embrace digital. In your view why is this so? Why are organisations being driven to become more digital?

2.       In this digital-first society, what are the qualifications and qualities that make for a successful chief digital officer (CDO)? Do you see an overlap between the roles of a CDO to that of a Chief Transformation Officer? How about Chief Technology Officer?

3.       In your view, are women better suited to be CDOs than their male counterparts? [Please elaborate]

4.       What systemic barriers do women face in advancing to CDO positions within Asian companies?

a.       What role does corporate culture play in either facilitating or hindering women's progress to CDO roles?

5.       How can women leverage their backgrounds in marketing and customer engagement to transition into CDO positions?

6.       How important are female role models in the tech space for aspiring women leaders?

7.       What is your advice for women aspiring to become leaders? Likewise, what is your advice for male leaders in support of future women leaders?

In 2025, AI and quantum computing are transforming Asia's cybersecurity landscape, reshaping threats and roles. AI enhances defence capabilities but also fuels sophisticated attacks. Quantum computing threatens current encryption methods, necessitating a shift to quantum-safe algorithms. 

CISOs will do well to prioritize AI and quantum literacy to navigate these challenges. They must invest in post-quantum cryptography to safeguard against "harvest now, decrypt later" attacks and ensure AI defences are robust against adversarial attacks. Managing expectations while ensuring compliance is crucial as CEOs increasingly rely on these technologies for innovation and efficiency. Proactive strategies are essential for maintaining security and trust.

In this PodChats for FutureCISO, Paul Tan, head of systems integration at Ensign InfoSecurity, talks about the evolving nature of cybersecurity strategies as technologies like AI and quantum computing accelerate their influence in cybersecurity defence and offense, and redefining the cybersecurity profession.

1. Given that AI and quantum computing are rapidly reshaping the cybersecurity landscape, what immediate steps should CISOs in Asia take to ensure their teams possess the necessary AI and quantum literacy to navigate this evolving threat environment?
2. In what ways are you observing AI being leveraged by both cybersecurity defenders and malicious actors, and what proactive measures can CISOs implement to stay ahead of these dual-use applications?
3. Considering the potential vulnerabilities of AI-driven security systems to adversarial attacks like data poisoning, what strategies can CISOs employ to ensure the robustness and resilience of their AI defences?
4. As quantum computing threatens to render current encryption methods obsolete, what is your recommended timeline for organisations to transition to quantum-safe cryptographic algorithms, and what are the key challenges in implementing these systems?
5. With the advent of quantum computing, how should organisations reassess their strategies for protecting sensitive data against "harvest now, decrypt later" attacks, and what role does post-quantum cryptography play in this? Hybrid cryptography
6. How do CEOs' and business unit leaders' high expectations for AI and Quantum computing impact the CISO's role in managing expectations, integrating these technologies into operations, and ensuring regulatory compliance?
7. Let's recap: given what we know about AI and PQC, what is your advice for CISOs in 2025?

In 2025, the landscape of technology adoption is transforming rapidly, with AI and automation at the forefront of this evolution. As organizations strive for greater efficiency and innovation, the roles under the Chief Information Officer (CIO) have become pivotal in navigating this shift.

The AI market is evolving toward monetization and widespread adoption, focusing on resilience, workforce transformation, and managing regulatory changes. Priorities are being driven toward ethical AI integration, explainability, and advancing modernization, as organizations aim for responsible, compliant, and future-ready AI implementation.

IDC predicts that Asia/Pacific businesses leaders will demand up to 80% success rate of generative AI (GenAI) adoption by 2027.

"The adoption of AI and GenAI in the APJ region is driving a notable shift in business strategies and value creation. Companies are leveraging AI to boost efficiency and enrich customer experiences, opening doors to fresh growth opportunities," says Vinayaka Venkatesh, Senior Market Analyst, Data & Analytics, IDC Asia/Pacific. 

What will AI and GenAI look like in 2025? FutureCIO is pleased to be joined by Kalyan Madala, director and APAC Field CTO, IBM Software, Asia Pacific on the topic of enterprise AI values: From +AI to AI+ in the Asian Century.

1. Architecture

Challenges: What are the key architectural challenges we face in integrating AI and automation into our existing enterprise systems, and how can we overcome them?

Opportunities: How can we leverage AI-driven tools to enhance our architectural design processes, and what specific benefits can we expect in terms of efficiency and scalability?

Risks: With the increasing reliance on AI in architecture, what potential risks do we face regarding data privacy and compliance, and how can we mitigate these risks?

2. Development & Engineering

Opportunities: In what ways can AI enhance our coding and testing processes, and how can we measure the return on investment from these advancements?

Challenges: What hurdles do our development teams encounter when implementing AI and automation in the software development lifecycle, and how can we address them?

Risks: As we automate more development tasks, how do we ensure that quality and security are not compromised, particularly with the rise of AI-generated code?

3. Operations & Reliability

Opportunities: How can AI enhance our incident response and system monitoring capabilities, and what specific tools should we consider in our strategy?

Challenges: What operational challenges do we foresee in maintaining system reliability as we adopt AI-driven automation tools, and how can we prepare for them?

Risks: What are the potential risks of over-reliance on AI for operational decisions, and how can we ensure human oversight remains effective?

4. Data & Analytics

Opportunities: How can we leverage AI to uncover new insights from our data that were previously unattainable, and what processes should we put in place to act on these insights?

Challenges: What are the key challenges in ensuring data quality and governance as we implement AI-driven analytics tools, and how can we address them?

Risks: What risks do we face regarding data bias in AI models, and how can we implement strategies to ensure fairness and transparency in our analytics processes?

Imperatives for transformation tend to circle around modernising processes and systems to enable for more agile operations able to adjust to the increasingly unpredictable nature of day-to-day whether we mean unplanned downturns or new opportunities that at times seem to come out of nowhere.

With market volatility, digital disruption and regulatory uncertainty appearing to be the norm rather the exception in 2025, finance leaders will be hard pressed to accelerate transformation initiatives up and running fast.

At the heart of this transformation lies data intelligence—a critical enabler of strategic decision-making, operational efficiency, and regulatory compliance. As organizations across Asia pivot toward data-driven finance, CFOs are leveraging advanced analytics, AI, and unified data strategies to secure competitive advantages while addressing regional challenges.

To learn more about data intelligence, we are pleased to be joined by Lavan Verma, head of FP&A and Data Intelligence – APAC at ManpowerGroup.

1.       How do you define data intelligence?

2.       What is data intelligence in the context of an organisation (as viewed from the Board and C-suite and operations)?

3.       How does this translate in the world of the finance function? 

4.       What is/are needed to have data intelligence in the finance function (technology, process, etc)?

5.       What are the benefits data intelligence brings to its practitioners? (viewed from a career perspective)

6.       What are the potential challenges for the CFO and finance team in the execution and delivery of data intelligence?

7.       Any best practice in the design, execution and performance of a data intelligence?

We have seen technology evolved rapidly in the last couple of years. What are your thoughts on how these technologies will influence finance in the years ahead? 
 

In 2025, Agentic AI is poised to transform the business landscape across Asia, driving unprecedented innovation and efficiency. As organizations increasingly adopt AI technologies that mimic human-like decision-making, the focus will shift from basic automation to the establishment of agentic capabilities. 

Companies will harness AI to optimize operations, enhance customer experiences, and foster data-driven strategies. Emerging trends will include the integration of AI in traditional industries, a surge in data governance initiatives, and an emphasis on ethical AI practices. 

This evolution will empower organizations to navigate complex challenges and seize new opportunities in an ever-evolving market.

In this PodChats for FutureCIO, we talk to Don Ong, head of innovation at Advantest, on how Agentic AI will change the game of business innovation in 2025

Don, welcome to PodChats for FutureCIO.

Establishing Agentic Capability: What steps should organizations take to establish a true agentic capability that allows AI to learn and adapt from internal processes?

Facilitating Information Flow: How can CIOs effectively facilitate and control the flow of information between human teams and AI agents to enhance collaboration?

Capturing Analogue Data: What strategies can organizations employ to capture data from analogue processes, ensuring that Agentic AI has access to comprehensive information for learning?

Data Cleaning and Consistency: What are the best practices for cleaning and organizing data to ensure that Agentic AI can deliver meaningful insights and value?

Measuring Data Quality: What metrics should organizations use to evaluate the quality of their data?

Training Agentic AI: What methods can organizations use to train Agentic AI effectively using their own data?

Overcoming Data Silos: How can CIOs address data silos within the organization to create a unified data infrastructure that supports Agentic AI?

Challenges of Agentic AI: Where do organisations fail in their understanding and implementation of AI?

Recap: Steps that an organisation needs to prepare for the Agentic AI.

Final thought: Your advice for the non-IT people as regards Agentic AI and its value to the employee, the business

The future of finance is set for transformative changes driven by technological advancements and evolving market needs. By 2025, finance professionals can expect increased automation, enhanced data analytics, and greater emphasis on sustainability and governance. These trends will significantly impact how CFOs, accountants, and controllers operate within their organizations.

The integration of artificial intelligence and machine learning into financial processes promises to streamline operations and improve decision-making. Concurrently, the growing focus on environmental, social, and governance (ESG) factors will influence investment decisions and corporate strategies, requiring finance leaders to incorporate these considerations into their financial planning and reporting. As the landscape evolves, finance professionals must remain agile and forward-thinking to thrive in this dynamic environment.

In this PodChats for FutureCFO, we are joined by Andrew Harding, CEO, CIMA, to share with us his observations on Architecting an agile finance function in the age of AI 

1.       How has the roles of management accounts evolved following the pandemic, and in particular the growing adoption of AI and automation in finance functions by 2025?

2.       What challenges will finance professionals in Hong Kong face as they adapt to new technologies and regulatory requirements?

3.       How can finance leaders in Hong Kong effectively balance innovation with regulatory compliance in a rapidly changing financial landscape?

4.       What skills will be most essential for accountants and controllers to succeed in the future finance landscape in Hong Kong?

5.       What strategies should finance professionals take to enhance their value in and around functions like forecasting, risk management, planning and budgeting?

6.       In your opinion, how critical is it for finance teams to integrate ESG factors into their reporting and decision-making processes?

7.       How should finance leaders prepare for potential shifts in global economic conditions that may impact Hong Kong’s positioning in the world market?

8.       What role does CIMA play in supporting finance professionals in Hong Kong to navigate these upcoming changes?

9.       Can you share examples of best practices in management accounting that have led to successful transformations in finance functions?

A chatbot is an Artificial Intelligence program that chats with you. The 1960s saw the first chatbot. It was called ELIZA and was developed by MIT professor Joseph Weizenbaum. Six decades later, we have ChatGPT, Google Gemini and Microsoft Copilot joining the likes of Alexa and Siri.

While chatbots use pattern matching and natural language processing to interpret user inputs and choose the right responses from a set of pre-programmed options, AI agents engage in more complex, multi-step interactions that may span different platforms or services. AI agents take the next step from chatbots moving the needle of engagement between human and machines.

In this PodChats for FutureCIO, we are joined by David Irecki, chief technology officer for Asia Pacific and Japan at Boomi to walk us through the realities of AI agents – what you and I need to know, separating hype from reality.

1.       Define AI agent as understood by most users in Asia (both tech and non-tech)?

2.       What key factors differentiate AI agent hype from reality for organizations?

3.       Since you brought it up, how can businesses ensure high data quality for effective AI deployment?

4.       Scale out issues have been a recuring topic when RPAs came out and it may be part of the challenge with AI. From your experience, what common pitfalls should organizations avoid when adopting AI agents?

5.       One of the promises of AI is improving productivity – at least this is the hope. In what ways can AI agents drive productivity and cost savings in specific industries? Any pitfalls to avoid?

6.       How can AI agents enhance customer experiences across different sectors?

7.       How can businesses maintain accountability and governance while leveraging AI agents effectively?

8.       This 2025, what is your advice for lines of business, finance, IT and security work together to design or architect or transform processes so they can avail of the promise of AI agents without introducing unnecessary risks in the process?

In 2025, the integration of AI into the finance function in Asia has the potential to reshape operational frameworks and decision-making processes. Current industry research suggests that AI technologies are gaining traction among finance professionals navigating a complex landscape marked by rapid change.

At FutureCFO, we will likely see finance practitioners dabble in emerging technologies in the quest to enhance real-time decision-making, optimise invoice-to-cash and source-to-pay workflows, and allows CFOs to prioritise strategic initiatives over routine tasks. 

Emerging trends such as autonomous finance, predictive analytics, and the application of AI in fraud detection are becoming vital components of this transformation.

Organisations that effectively harness these innovations are expecting to see marked improvements in efficiency, facilitate more rapid adherence to evolving compliance regulations, and remain competitive in a fast-evolving market. 

In this PodChats for FutureCFO, we will delve into the practical implications of AI in the finance in 2025. Joining us on this edition of PodChats for FutureCFO, is Charlie Cheah, managing director for Esker Asia.

Interview questions for the podcast interview.

1.       As of end of 2024, what do CFOs and finance leaders in Asia think about AI for use in the finance function?

2.       What emerging trends in AI should CFOs be aware of to maintain a competitive edge in the rapidly evolving financial landscape of 2025, particularly regarding compliance and risk management?

3.       How do you see AI impacting advancements in robotic process automation (RPA) to streamline invoice-to-cash and source -to-pay processes for finance leaders?

4.       How can financial leaders effectively integrate AI technologies into their existing systems while fostering a culture of innovation and adaptability within their teams?

5.       How should CFOs evaluate on-going investment strategies around AI? Any suggestions on how to futureproof such investments?

6.       What are the implications of autonomous finance on traditional finance roles, and how should CFOs prepare for these changes?

7.       Anything else?