My beverage app. Is good in notifying me when to buy. One week it’s 1-for-1 after 2pm. Next week, it’s 30% off on Tuesday. I don’t wait for a craving. I wait for the push notification. It is by modern definition, personalized. Down the street, there’s also the coffee shop, where Uncle Bro starts making my order the moment he sees me walk in. No app. No loyalty points. Just a good memory. I redeem the drink voucher because it is available. I go back to the coffee shop because

The PMO and the Change agent as part of the organization transformation

Brand budgets hardly die off abruptly. They die silently, one quarter at a time when nobody in the room can justify that they are working. WARC put data behind this "trend". Its new "Twin Pace Effectiveness Gap" study surveyed 375 senior markets and agency leaders across nine Asian markets in India, China, Hong Kong, Indonesia, Singapore, Thailand, Philippines, Australia and New Zealand. Nearly 9 in 10 agree a consistent, recognizable brand drives sustainable growth. However

The market is currently suffering from AI fatigue. Organizations are rushing to adopt generative tools, driven by a fear of missing out rather than a clear commercial strategy. This often leads to fragmented adoption, wasted capital, and frustrated teams. Integrating artificial intelligence is not merely an IT challenge; it is fundamentally a business strategy problem. Throwing technology at a broken process only helps you execute the wrong things faster. The organizations su

Change is inevitable in business. However, a successful or positive change goes beyond this. Having spent over two decades driving partnerships, digital transformation and new operating models across companies from Samsung Asia to Resorts World Sentosa, I've learned that the technical solution is often the manageable part. It's the people element that makes or breaks transformation. Transformation Is About More Than the Deliverable At Resorts World Sentosa, I led the partners

Every company has a strategy deck. Far fewer have teams who can tell you how their daily work connects to what's in it. After over 20 years leading strategic initiatives across consumer electronics, integrated resorts, and education, the gap I've seen most consistently isn't between good strategy and bad strategy. It's between strategy that stays in a presentation and strategy that actually gets built into how an organisation operates. Making Strategy Relevant Where It Has to