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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, director of Solutions Engineering for Korea, Taiwan, Hong Kong & ASEAN at 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.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?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?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?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?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 cryptographyHow 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?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. ArchitectureChallenges: 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 & EngineeringOpportunities: 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 & ReliabilityOpportunities: 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 & AnalyticsOpportunities: 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 2025Don, 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?

As organizations in Asia prepare for 2025, the landscape of work is undergoing significant transformation. According to Gartner's 2025 HR Priorities Survey, a staggering 87% of HR leaders agree that shifting business needs necessitate continuous transformation within their organizations. This imperative extends beyond HR, influencing all functional leaders who must adapt to a rapidly evolving environment characterized by technological advancements, changing workforce dynamics, and heightened expectations for organizational culture.In this context, it is crucial for leaders across all functions to engage with the pressing challenges of leadership development, workforce planning, and change management. By addressing these critical areas, organizations can foster a resilient and agile workforce capable of navigating the complexities of the future. In this PodChats for FutureCOO, Ms. Isabelle Claus (KLAUS) Teixiera (TEISERA), Founder and Managing Director, at Business and Human Development Consulting, shares tips to guide functional leaders in aligning their strategies with the evolving demands of the marketplace, ensuring they are well-equipped to drive sustainable success in 2025 and beyond.1.       How would you describe the HR landscape in 2024? What has been most interesting, most difficult and most rewarding issues of 2024?2.       A common recognition by IT and finance leaders is the issue of talent shortage. I imagine this is not limited to these two functions. In 2024, how did HR leaders in Asia meet these challenges?3.       Leaders tell us that change management is an ongoing issue for them. Why is that so?4.       What strategies can HR implement to create a strong organisational culture that aligns with the company's business goals?5.       Coming into 2025, how can HR leaders enhance workforce planning processes to anticipate future talent needs and capability gaps?

As Asia's enterprises prepare for the dynamic landscape of 2025, workforce modernisation emerges as a critical priority. The rapid evolution of technology, shifting employee expectations, and the need for agility demand that functional leaders—especially CHROs and COOs—reassess their strategies. By addressing key questions about workplace evolution, leadership roles, technological integration, and organisational culture, businesses can position themselves to thrive in a competitive environment.In this PodChats for FutureCOO, we are joined by Shan Moorthy, CTO for APAC at Workday to share his views on how organisations can futureproof their workforce modernisation efforts.Questions for Workforce Modernisation1.       Describe the workplace of 2024 in Asia and how it has evolved over the years?2.       How has the role of the CHRO and the COO evolved during this period? How have these changes impacted the relationship between the CHRO and COO?3.       What role does technology play in workforce modernisation efforts? How can organisations ensure that its HR technology meets current and future business needs?4.       Given these technologies will become increasingly embedded in workflows, what metrics can leaders use to measure the effectiveness of its workforce modernisation initiatives?5.    What will the workplace look like in 2025 and what is your advice for functional leaders to prepare for this future? 

In 2025, the role of the Chief Financial Officer (CFO) in Asia will continue to evolve from traditional financial stewardship to a strategic leadership position. As businesses face rapid digital transformation and economic fluctuations, CFOs are expected to integrate advanced technologies like AI and big data analytics into financial decision-making processes. This shift enables them to provide real-time insights and drive value creation. Moreover, CFOs will play a crucial role in sustainability efforts, aligning financial strategies with corporate social responsibility. By fostering cross-functional collaboration, they will enhance resilience and innovation, ensuring organizations navigate the complexities of the Asian market effectively.In this PodChats for FutureCFO, we are joined by Izzad Shamsudin, chief financial officer at KPJ Healthcare Berhad to share with us his observations, experiences and learnings in his journey towards becoming a chief financial officer. 1.       Name the top 3 pathways to becoming a finance leader.2.       Name 3 essential skills beyond technical expertise.3.       How do you navigate key career transitions?4.       Briefly describe the changing landscape of finance leadership. What has been most challenging?5.       What, for you, has been the most important strategy for success in the C-suite?6.       What, for you, will be interesting to expect in 2025?7.       What is your advice for other finance leaders in 2025?

With its unprecedented speeds, lower latency, and ability to support a greater number of simultaneous connections, WiFi7 may well be the answer to Asia's rapid urbanization and the increasing adoption of IoT devices, offering businesses the capacity to support seamless operations and improve collaboration across various sectors.CIOs and heads of infrastructure must recognize the strategic implications of integrating WiFi7 into their connectivity strategies. Higher data rates and advanced features like Multi-Link Operation (MLO) can significantly enhance user experience, leading to improved customer satisfaction and operational efficiency. By addressing key considerations—such as security, budget impacts, and staff training—leaders can effectively harness WiFi7 to not only meet current demands but also unlock new business models and opportunities for growth in an increasingly connected landscape.In this PodChats for FutureIoT, Sanjiv Verma, vice president of RUCKUS Networks, APAC, CommScope, discusses key considerations for infrastructure heads looking to tap WiFi7's promises.1.       What are the specific business needs that Wi-Fi 7 promises to address within organisations in Asia?2.       How will the increased capacity of Wi-Fi 7 affect existing network infrastructure?3.       Provide 1 or 2 best practices for ensuring seamless integration of Wi-Fi 7 with existing applications and services.4.       What potential challenges should we anticipate during the transition to Wi-Fi 7?5.       What security measures should organisations implement to protect our network while rolling out Wi-Fi 7?6.       How will the deployment of Wi-Fi 7 impact the IT budget and resource allocation?7.       What training will be required to manage and maintain a Wi-Fi 7 network?8.       What is the projected ROI for upgrading to Wi-Fi 7 compared to keeping what is in place today?9.       How can businesses leverage Wi-Fi 7 to create new business models or improve existing services?10.   Can you share views on what we can expect around connectivity in the next 2-3 years?

Financial transformation has emerged as a critical imperative for organizations in 2024, driven by the need to adapt to rapidly changing economic conditions, technological advancements, and evolving business landscapes. Coming into 2025, as CFOs face pressure to do more with less while driving growth and maintaining compliance, they are turning to digital solutions and holistic approaches to reshape and modernize financial processes. This transformation goes beyond simply adopting new technologies; it requires a fundamental rethinking of how finance functions operate and contribute to overall business success.In this PodChats for FutureCFO, we are joined by Ms Giselle Arellano-Geronimo, vice president- head of finance, accounting and procurement for Shearwater Health, as she walks us through what it takes to become a transformative finance leader in 2025.1.       What is a transformative leader? Do you consider yourself one?2.       In your view, can one be a transactional leader and be an equally transformational leader?a.       Who is your one role model for a transformational leader?3.       What metric should one use to gauge whether we have what it takes to be a transformative leader? a.       List must have and nice to have qualities.4.       In building the next generation of leaders, what do you look for as qualities/traits worth building upon?5.       How do you nurture people to become transformative leaders (even if they are not aware and may not necessarily have the initial desires to be one)? a.       How would you address resistance to become one?6.       Speaking of opportunity, do you agree that everyone, at all levels of an organization, can be transformational leaders for their teams/colleagues?7.       In closing, what is your advice for others listening to this PodChats on the topic of becoming a transformative finance leader in 2025?

Contrary to their predictive decline in value, a 2024 Forrester report noted that among global infrastructure hardware decision-makers, 61% said that their firm uses a mainframe. Of those that use mainframes, 54% indicated that their organisation would increase its use of a mainframe over the next two years”.With 71% of Fortune 500 companies still using mainframes, advancing technologies and evolving business drivers in 2024 highlight the challenges posed by neglecting mainframe modernisation that can lead to operational inefficiencies and risks, making it imperative for decision-makers to act decisively in embracing transformation. In this PodChats for FutureCIO, we are joined by Praveen Kumar, Vice President for Asia Pacific, Rocket Software, who will pontificate on the importance of mainframe modernisation as a business-critical priority in 2025.1.       How can CIOs align their mainframe modernisation efforts with the organisations' broader digital transformation strategy, especially as they integrate AI technologies?2.       What specific benefits can be drawn from modernising mainframe systems regarding operational efficiency and cost reduction?3.       How should CIOs and HR leaders address the skills gap associated with legacy programming languages as they transition to more modern platforms?4.       What strategies can they implement to smooth migration from legacy mainframe environments to cloud-based solutions?5.       How can CIOs and CISOs leverage AI to enhance the performance and security of modernised mainframe systems?6.       What role do external partners play in facilitating mainframe modernisation, and name one approach to help select the right ones?7.       What metrics should CIOs use to measure the success of their mainframe modernisation efforts?

As we move deeper into the digital age, the significance of cybersecurity cannot be overstated, particularly in Asia, a continent characterized by its diverse cultures and rapidly evolving economies. By 2025, fostering community cybersecurity readiness will be crucial for several reasons, including protecting economic stability, safeguarding cultural heritage, and enhancing social cohesion amidst the growing threats posed by cybercrime.Sharing with us his views on just how organisations can do their part to raise community cybersecurity readiness, we are pleased to be joined by Matthias Chia, director of Strategy at the SANS Institute.What is the SANS Institute in the context of cybersecurity?1.       How would you assess the level of awareness and interest in cybersecurity among communities in Asia?2.       In what ways can technology companies collaborate with educational institutions to enrich cybersecurity training?3.       How can we measure the impact of community engagement in improving cybersecurity awareness and practices?4.       What strategies can we implement to motivate young people to pursue careers in cybersecurity?5.       Do you think there is, today, adequate and equitable access to cybersecurity training for all youth, especially in underserved communities?6.       Recalling NIST's efforts to partner with public and private organisations, can you elaborate on the role strategic partnerships play in enhancing cybersecurity resilience within local communities?7.       At the national level, what is the role of public-private partnerships in strengthening national cybersecurity efforts?8.       We are coming into 2025, any call to action for businesses, governments, and the communities of Asia in general on how everyone can contribute to raising community cybersecurity readiness in 2025?

Gartner defines privileged access management (PAM) as tools that provide an elevated level of technical access through the management and protection of accounts, credentials and commands used to administer or configure systems and applications. Available as software, SaaS or hardware appliances, PAM tools manage privileged access for both people (system administrators and others) and machines (systems or applications). Gartner defines four distinct tool categories for PAM tools: privileged account and session management (PASM), privilege elevation and delegation management (PEDM), secrets management, and cloud infrastructure entitlement management (CIEM).It is widely expected that in 2025, PAM will be shaped by advancements in artificial intelligence, machine learning, and automation, enabling more proactive and adaptive security measures. As regulatory compliance becomes more stringent across various industries in Asia, organizations will be compelled to adopt robust PAM solutions to safeguard sensitive data and ensure accountability. The convergence of hybrid work environments and cloud technologies will also necessitate re-evaluating PAM strategies, emphasizing the need for flexible yet secure access controls.In this PodChats for FutureCISO, Phil Calvin, Chief Product Officer, Delinea, shares his views on some of CISOs' approaches when modernising PAM strategies for a security-first world.1.       How have PAM tools and strategies evolved in the last two years following hybrid work, the shift to the cloud, and more recently the heightened interest in AI, ML and automation?2.       For those that have already started to embed AI, ML and automation into their PAM strategies, what has worked and not worked?3.       Any lessons learned when it comes to integration AI and ML into existing PAM implementations?4.       What metrics should CISOs use to measure the effectiveness of their PAM solutions and practices?5.       Given the heightened interest around data privacy and protection, but disparate guidelines and frameworks, what steps should CISOs/enterprises take to ensure compliance with regional regulations concerning privileged access? 6.       How can CISOs ensure that their PAM solutions are scalable as the organization grows?7.       What role does zero-trust play in PAM strategies and how do you see zero trust evolving in 2025 to PAM implementations?8.       How do you see enterprises leveraging identity governance to strengthen their PAM initiatives? 9.       Our topic is modernising PAM strategies for a security-first world, what's in store for Privilege Access Management in 2025?

As Cybersecurity Awareness Month 2024 unfolds, it is critical for organizations, especially in Asia, to emphasize the tangible business value of cybersecurity investments. With cyber threats becoming increasingly sophisticated and pervasive, cybersecurity is no longer just an IT issue; it is a fundamental aspect of business resilience and growth. Demonstrating the return on investment (ROI) from cybersecurity initiatives can help secure ongoing support from stakeholders, drive informed decision-making, and foster a culture of security within the organization. By clearly articulating how cybersecurity investments protect assets, ensure compliance, and enhance customer trust, CISOs and CIOs can align security strategies with broader business objectives.In this PodChats for FutureCISO, Steve Wilson, chief product officer at Exabeam, offers his take on how to demonstrate the business value of cybersecurity investments.Key Questions for CISOs and CIOsWhat is the current practice for quantifying the ROI of cybersecurity investments?Is it possible to leverage cybersecurity investments to gain competitive advantage?What metrics can be used to measure the effectiveness of cybersecurity programs?What is a quick win in cybersecurity and what strategies can be implemented to demonstrate quick wins in cybersecurity?How can CISOs/CIOs align cybersecurity goals with overall business objectives?What is the most effective way to communicate cybersecurity risks to non-technical stakeholders?What frameworks or standards can CISOs/CIOs adopt to benchmark their cybersecurity efforts?What partnerships or collaborations can enhance an organisation's cybersecurity capabilities?We are coming into 2025, how can CISOs/CIOs ensure that their cybersecurity investments are scalable and future-proof?What is your vision in your role as chief product officer for Exabeam?

As we enter a new era defined by rapid advancements in generative AI, the landscape of cybersecurity is evolving at an unprecedented pace. These powerful tools, capable of creating content and automating tasks, present both opportunities and significant risks for organizations across Asia. With the potential for misuse in generating deepfakes, phishing attacks, and automated malware, cybersecurity leaders must prioritize robust strategies to safeguard their digital environments. Emphasizing a proactive approach that includes continuous monitoring, employee training, and the implementation of AI-driven security solutions will be crucial. In this dynamic environment, fostering collaboration between technology developers and cybersecurity professionals will ensure that the benefits of generative AI are harnessed responsibly, allowing organizations to thrive while minimizing vulnerabilities.In this PodChats for FutureCISO, Terry Ray, Data Security CTO and Fellow at Imperva, shares his perspective on how to secure the new frontier with generative AI in 2025 and beyond.1.       We've heard snippets of warnings. Perhaps you can elaborate more on the potential risks associated with the misuse of generative AI among organizations in Asia?2.       Can you share one or two best practices for assessing the effectiveness of existing security measures against AI-driven attacks?3.       In Asia, how do you see regulations and compliance requirements evolving concerning generative AI and data security?4.       For organisations in Asia regardless of size, what remains as key challenges with the rise of AI as a cybersecurity tool to protect against cyberattacks?5.       What are available options for organisations to ensure the integrity of data used to train generative AI models?6.       Specific to data protection strategies, what role will generative AI play in incident response plans?7.       What incident response case studies exist that highlight generative AI threats, and what can we learn from them?8.       Speaking of phishing, malwares and hyper targeting, what ethical considerations should CIOs and CISOs account for when deploying generative AI in security operations?9.       How will the adoption of generative AI affect organisations' overall cybersecurity budget and resource allocation?10.   Any final thoughts for AI in cybersecurity in 2025?

In today's digital landscape, fostering a security-aware culture is paramount for organizations in Asia. CIOs and CISOs play a crucial role in embedding cybersecurity into the organizational ethos. This involves not only implementing robust security measures but also promoting continuous education and awareness among employees. By cultivating an environment where security is a shared responsibility, organizations can better mitigate risks and respond effectively to threats. Encouraging open communication about security practices and integrating them into daily operations enhances resilience. Ultimately, a proactive security culture empowers employees to act as the first line of defense against cyber threats.In this PodChats for FutureCISO, Ben King, VP for Cybersecurity Trust & Culture at Okta shares his perspective on how to foster a security-aware culture.Ben, welcome to PodChats for FutureCISO.1.       Where are enterprises today in Asia-Pacific, when it comes to creating and maintaining an acceptable level of security awareness among staff?2.       What, for you, is a security-aware culture?3.       Does it make sense to have a one-person and what role should leadership play in promoting a security-aware culture?4.       How do organisations measure the effectiveness of their current cybersecurity training programs?5.       What strategies have worked (not worked) to engage employees in cybersecurity awareness initiatives?6.       How can organisations integrate security awareness into onboarding for new employees? Is this a job for HR? How and at what point should CIOs and CISOs get involved?7.       What are the challenges organisations will face in fostering a security-aware culture in a diverse workforce and where hybrid workplace is the norm?8.       What best practices can we adopt from organisations that excel in security culture?9.       What metrics should organisations use to track and evaluate improvements in security-aware culture?10.   Do carrots work better than sticks when it comes to foster a sustained security-aware culture?11.   Coming into 2025, we can security to continue to take importance for all organisations and functions. What is your expectation in the development of security-aware cultures?

As Cybersecurity Awareness Month 2024 unfolds, it is critical for organizations, especially in Asia, to emphasize the tangible business value of cybersecurity investments. With cyber threats becoming increasingly sophisticated and pervasive, cybersecurity is no longer just an IT issue; it is a fundamental aspect of business resilience and growth. Demonstrating the return on investment (ROI) from cybersecurity initiatives can help secure ongoing support from stakeholders, drive informed decision-making, and foster a culture of security within the organization. By clearly articulating how cybersecurity investments protect assets, ensure compliance, and enhance customer trust, CISOs and CIOs can align security strategies with broader business objectives.In this PodChats for FutureCISO, Steve Wilson, chief product officer at Exabeam, offers his take on how to demonstrate the business value of cybersecurity investments.Key Questions for CISOs and CIOsWhat is the current practice for quantifying the ROI of cybersecurity investments?Is it possible to leverage cybersecurity investments to gain competitive advantage?What metrics can be used to measure the effectiveness of cybersecurity programs?What is a quick win in cybersecurity and what strategies can be implemented to demonstrate quick wins in cybersecurity?How can CISOs/CIOs align cybersecurity goals with overall business objectives?What is the most effective way to communicate cybersecurity risks to non-technical stakeholders?What frameworks or standards can CISOs/CIOs adopt to benchmark their cybersecurity efforts?What partnerships or collaborations can enhance an organisation's cybersecurity capabilities?We are coming into 2025, how can CISOs/CIOs ensure that their cybersecurity investments are scalable and future-proof?What is your vision in your role as chief product officer for Exabeam?

Cybersecurity resilience refers to an organization's ability to prepare for, respond to, and recover from cyber incidents while continuing to operate effectively. This resilience is not merely about having robust security measures in place; it also involves fostering a culture of security awareness and agility within the organization. As businesses undergo transformations—whether through digital transformation, mergers and acquisitions, or shifts in workforce dynamics—cybersecurity strategies must evolve concurrently.The challenge lies in ensuring that security protocols do not hinder operational agility. Organizations must be able to pivot quickly in response to market demands, technological advancements, or unforeseen disruptions while maintaining a strong security posture. This balance is crucial for minimizing risks and protecting against potential cyber threats that can exploit vulnerabilities during periods of change.Key Considerations for Achieving Cybersecurity ResilienceTo navigate this complex landscape, Chief Information Security Officers (CISOs) and security professionals must consider several critical questions:Mark Jobbins, Chief Technology Officer & Vice President, Asia Pacific & Japan, Pure Storage1.       Given us a state of the cybersecurity landscape in Asia in 2024.2.       How should a CISO define cybersecurity resilience?a.       What is agility in the context of cybersecurity from the perspective of a CISO?3.       How should CISOs assess and prioritize risks associated with rapid changes in technology or business operations?4.       What security frameworks and standards should organisations adopt to ensure compliance while remaining flexible, and without compromising agility?5.       How can organisations integrate security into their agile development processes without slowing down innovation (or creating unnecessary friction between operations, development and security teams)?6.       With the threat landscape continuing to escalate threat and both sides (attackers and defenders) having access to the same technologies, how should CISOs architect the company's cyber resilience strategy to stay ahead of the threat?7.       Balancing agility with security during periods of significant change, as a Chief Technology Officer, can you share your views/expectations around security and resiliency in 2025?

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.Ser Yoong, welcome to PodChats to FutureCIO.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?8.           Mel: Ser Yoong, thank you for joining us on PodChats for FutureCIO.

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 AsiaFinding 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 here8.       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?