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CXOCIETY (read "society") is the platform for senior business, technology, finance and operations executives to discuss, share and discover the latest in technology, process and people innovation."CXOInsights" by CXOCIETY is the repository of shared insights and experiences by the best, brightest and most experienced professionals globally. Subscribe to "CXOInsights" by CXOCIETY to keep abreast in the latest in all things innovation.

  1. PodChats for FutureCFO: Transforming finance to align with business priorities and market dynamics

    1h ago

    PodChats for FutureCFO: Transforming finance to align with business priorities and market dynamics

    CFOs in Southeast Asia and Hong Kong face a new reality: talent is now a strategic risk. Between 2026–2027, cautious hiring contrasts with fierce competition for hybrid-skilled professionals who blend accounting expertise, digital literacy, commercial acumen, and regulatory fluency. Automation and AI threaten traditional career pipelines, while rapid AI adoption, family office growth, and capital market resurgence intensify demand, driving attrition and salary inflation. CFOs must act as talent architects, restructuring teams, embedding AI governance, and building resilient succession plans to safeguard leadership continuity against competitive pressures and workforce disruption. In this PodChats for FutureCFO, Angus Tsang, CFO and Company Secretary, CN Logistics International Holdings Limited, shares his thoughts on how finance leaders transforming the finance function to align to business priorities and market dynamics. 1. How are CFOs redefining the finance operating model to balance cost efficiency with the strategic agility required to support business growth in 2026-2027? 2. Do CFOs have a clear inventory of the skills they need versus the skills they possess, particularly regarding AI, data analytics, and regulatory technology? 3. How are CFOs adapting their talent acquisition strategy to compete for "versatile" talent in a market where specialists command significant salary premiums? 4. What is the CFO’s strategy for managing the "automation paradox"—automating routine work without eroding the developmental pathways for early-career finance professionals? 5. In your view, are succession plans for critical roles (e.g., Controllers, FP&A Heads, Tax) robust enough to withstand unexpected departures in a volatile hiring market? Is this succession plan reactive (someone resigns) or proactive? 6. What should be the approach to managing the emerging risks associated with AI governance, specifically ensuring that the team has the talent to oversee algorithmic decision-making and regulatory compliance? 7. How are CFOs leveraging the fluidity of regional hubs (Singapore, Hong Kong, Malaysia) to access talent pools that were previously out of reach? 8. Given the rise of contract roles (fractional/project) driven by transformation projects, how are CFOs (and CHROs) balancing permanent headcount with flexible talent to maintain organisational resilience? 10. How do CFOs measure the ROI of their talent development programmes, specifically regarding their impact on retention and internal promotion rates for leadership roles?

    24 min
  2. PodChats for FutureCIO: Embedding genuine carbon action in the age of autonomous AI

    2d ago

    PodChats for FutureCIO: Embedding genuine carbon action in the age of autonomous AI

    This year’s Earth Day (22 April), the conversations pivot from carbon accounting to carbon action. While APAC CIOs have embedded sustainability dashboards, the rise of autonomous agents threatens to undo this progress.  In 2026, an uncontrolled "agent sprawl" could exponentially increase compute, data storage, and energy use—directly conflicting with Net Zero pledges. True sustainability isn’t just about reporting emissions; it’s about embedding green governance into every autonomous decision.  As agents become "digital coworkers," CIOs must treat energy efficiency and waste reduction as non-negotiable compliance metrics, ensuring AI acceleration doesn't come at the planet’s expense. With us to understand what Earth Day means in the context of the exploding AI agent sprawl is Mr Liher Urbizu, present and MD of SAP Southeast Asia. Questions covered: 1.       Give us the agentic sprawl in Southeast Asia in 2026. 2.       How do you embed "carbon-aware" policies directly into agent workflows? This should force autonomous agents to defer non-urgent batch processing to times of renewable energy availability. (treat carbon data like financial data) 3.       With Earth Day commitments tightening, what technical controls are required to mandate energy consumption caps per agent, treating efficiency as a governance rule rather than a post-execution report? 4.       To ensure agents don't inadvertently increase waste, how do you establish trusted data lineage for Scope 3 emissions, enabling an agent to verify a supplier's carbon intensity before autonomously placing an order? 5.       Given that poor data quality leads to redundant processing, what data governance rules are necessary to prevent agents from repeatedly querying or transforming the same inefficient datasets, wasting energy? 6.       How do you build a "sustainability audit trail" for every autonomous decision, allowing CIOs to trace a specific agent's action back to its energy cost and carbon footprint for regulatory reporting? 7.       As we manage agents like digital coworkers, what "retirement criteria" ensure that low-value, high-frequency agents are automatically decommissioned to prevent long-term energy leakage? (leanIX) 8.       To avoid "shadow agent" sprawl doubling your infrastructure emissions undetected, what discovery tools can catalog every autonomous agent and calculate its real-time energy consumption against your Net Zero milestones? 9.       With stakes higher than Shadow IT, how do you differentiate between essential agents that optimize sustainability (e.g., logistics routing) versus "rogue" agents that create unnecessary digital waste and technical carbon debt? 10.   Where is the starting point for my organisation to move towards a more sustainable IT operation?

    21 min
  3. PodChats for FutureCISO: Resilience imperatives for navigating Asia’s poly-crisis

    2d ago

    PodChats for FutureCISO: Resilience imperatives for navigating Asia’s poly-crisis

    In 2026, the risk engineer in Asia faces a fractured reality. Geopolitical decoupling has splintered supply chains across Southeast Asia, while simmering South China Sea tensions directly threaten subsea cables—the region’s digital arteries.  Concurrently, climate-driven heatwaves stress power grids, collapsing OT systems in manufacturing hubs. The core dilemma is no longer single-peril analysis but the "poly-crisis": ransomware demands spiking as a grid fails, or a sovereign cyber operation triggering an insurance exclusion.  For Asian risk engineers, resilience means stress-testing for layered shocks—where a trade war, a flood, and a data exfiltration all arrive on the same Tuesday. Vivien Bilquez, global head of Cyber at Zurich Resilience Solutions, answers the following questions on resilience imperatives as the region faces its most challenging crises to date.  1.       To set the context for our dialogue, please briefly provide a state of resilience for organisations in Asia today? 2.       With global trade splitting into US and China-centric blocs, which regulatory regime (export controls, data localization) costs/is costing/will cost businesses in Asia the most to operate under? 3.       Are existing power/electricity backups designed for simultaneous crises (e.g., heatwave blackout plus ransomware), and can we recover in milliseconds rather than minutes? 4.       How much do businesses rely on subsea cables through the South China Sea or Strait of Malacca, and what is the backup route if a cable is cut?  5.       If a nation-state or hacktivist group shuts down existing OT systems (e.g., cooling or chemical delivery), what is the financial loss per hour of halted production? 6.       Do prevailing insurance policies exclude "sovereign cyber operations" (Stryker clauses), and have organisations moved from relying on insurance to building quantified self-resilience? 7.       When an AI-driven disinformation campaign targets an organisation’s brand or a climate event shuts plants/production facilities, do organisations have a playbook that unites engineering, the CISO, and the CFO within ten minutes? (If not, can you suggest such a playbook?) 8.       State the resilience posture of organisations in Asia 9.       What questions do I ask to put my organisation on the track to resilience? 10.   What do I need to do to put my organisation on the path towards resilience?

    21 min
  4. PodChats for FutureCIO: Breaking the data wall in 2026

    5d ago

    PodChats for FutureCIO: Breaking the data wall in 2026

    For ASEAN CIOs in 2026, the AI paradox is clear: budgets are rising, yet financial returns are not. With almost half the region scaling AI beyond pilots, we have hit a "data wall". The shift to agentic AI has made integration the new control plane.  To move from ambition to monetisation, leaders must stop managing data in silos and start activating it in real-time across finance, supply chains, and customer systems.  Without a unified data fabric that ensures governance and trust, autonomous agents cannot operate safely at scale. Data activation is no longer an IT project; it is the core strategy for turning AI spend into EBIT. Joining us to clear the cobwebs of this data wall, is Mr David Irecki, chief technology officer for Asia Pacific & Japan at Boomi. David, welcome back to PodChats for FutureCIO. 1.       Boomi cites an interesting statistic: 95% of organisations struggle with AI ROI, yet you argue the models are ready. Where are ASEAN CIOs getting stuck—and why are data quality and integration now the real villains, not the AI? (Singaproe report) 2.       Beyond lakes and dashboards, what does "data activation" mean in practice? How do we put live, trusted data into the flows AI agents rely on? 3.       As Agentic AI explodes in 2026, why should CIOs see APIs and integration as the new "control plane" for security, privacy, and sovereign AI? 4.       According to Boomi, with 90% of staff using AI informally, how do we enforce data governance without killing speed? Can the integration layer automate policy enforcement? 5.       Define data debt. How do we build a business case for killing "data debt" and moving from brittle scripts to reusable, AI-ready integrations? 6.       According to Salesforce, 96% of CIOs say success hinges on integrating AI into the flow of everyday work. Where do ASEAN CIOs see the fastest payback for data activation—finance, supply chain, or customer service? 7.       How does activating data for a swarm of autonomous agents differ from powering a simple chatbot? How do we make different vendors' agents talk to each other? 8.       If Asia has hit a data wall, what are the three non-negotiables for CIOs to turn AI spend into EBIT (Earnings Before Interest and Taxes) by 2026? 9.       Takeway for CIO to get their CIO initiatives from delivering disappointing results to powering the business innovations?

    13 min
  5. PodChats for FutureCIO: Enabling workplace and collaboration for distributed IT teams

    May 25

    PodChats for FutureCIO: Enabling workplace and collaboration for distributed IT teams

    From IT’s view, enabling the workplace means ending the chaos of disjointed apps as well as siloed technologies and work environments. This workplace complexity breeds fragmentation spikes where teams juggle chat, docs, and tickets while workflows stall.  One of the CIO’s critical missions in 2026 should be to restore flow: a unified system where conversations trigger actions, not more tabs. We need platforms that reduce IT firefighting by embedding knowledge, automation, and follow-through into collaboration itself.  When work moves seamlessly from talk to completion, only then can we finally stop maintaining tools and start enabling outcomes.  This is the Resolution Economy – an economic model that focuses on guaranteed outcomes, reduced fragmentation and systemic resolution beyond experience. For the IT department, the resolution economy means fewer alerts, smoother integrations, and a digital workplace that works as one. Joining us on PodChats for FutureCIO is Carlos Quaderi, head of Asia, Zoom. He will share his perspective on the technologies and workflows for enabling workplace and collaboration for distributed IT teams. Questions 1.       How do we measure ROI when collaboration platforms evolve from communication hubs to operational “systems of action”? 2.       With AI agents joining workflows, how do we govern data privacy across ASEAN’s varying regulations? 3.       Can our current stack reduce fragmentation without forcing yet another new tool on employees? 4.       What metrics truly indicate workflow completion velocity, not just user activity? 5.       How should we rethink vendor lock-in when a single platform begins controlling both conversation and execution? 6.       Will hyperlocal infrastructure (e.g., Indonesia’s data sovereignty laws) limit seamless cross-border collaboration? 7.       How do we balance frontline worker needs with knowledge workers in one integrated platform? 8.       What new security boundaries are needed when AI “follow-through” pulls data across previously siloed systems?

    19 min
  6. PodChats for FutureCISO: Breaking the reactive cycle with intelligence-led cyber risk in the AI era

    May 22

    PodChats for FutureCISO: Breaking the reactive cycle with intelligence-led cyber risk in the AI era

    Despite rapid digital acceleration across Southeast Asia, enterprises remain trapped in a costly cycle of reactive cybersecurity and third-party risk management. Fragmented vendor ecosystems, opaque AI integrations, and siloed threat data force CISOs into perpetual firefighting rather than strategic anticipation.  As regulatory expectations tighten and attack surfaces expand through generative and agentic AI, waiting for incidents to strike is no longer viable. Regional leaders must pivot from compliance-driven checkboxes to intelligence-led oversight.  By unifying external threat intelligence, continuous vendor monitoring, and AI-augmented analytics, ASEAN organisations can break the reactive loop and build resilient, forward-looking risk architectures. In this PodChats for FutureCISO, Mark Harris, solutions sales director APAC, for Diligent offers some practice insights and recommendations for how organisations in Asia can move out of reactive cyber habits in 2026. 1.       How are ASEAN enterprises currently measuring the gap between reactive incident response and proactive threat intelligence, and which metrics best validate a shift toward predictive oversight? 2.       Where do traditional third-party risk frameworks fall short in anticipating systemic cyber exposures introduced by agentic AI and cross-border cloud vendors? 3.       How can CISOs operationalise external threat intelligence and regional peer benchmarking to pre-emptively adjust controls before attackers or regulators force a reaction? 4.       What balance should organisations strike between AI-driven automation for vendor assessments and human-led judgement for nuanced, jurisdiction-specific supply chain risks? 5.       Which intelligence-led reporting narratives are successfully converting technical cyber and third-party exposures into actionable board-level strategy across diverse ASEAN markets? 6.       How are divergent regional data and AI regulations (e.g., PDPA, MAS, BSSN, NPC) creating reactive compliance silos, and what unified frameworks can harmonise oversight? 7.       What underutilised data signals or external intelligence sources could transform your organisation from reactive firefighting to continuous, predictive risk management? 8.       As AI-augmented vendor ecosystems become more autonomous, what new governance models will CISOs need to maintain intelligence-led oversight without stifling regional innovation?

    13 min
  7. PodChats for FutureCOO: Making the case for unified, data-driven operations

    May 21

    PodChats for FutureCOO: Making the case for unified, data-driven operations

    In 2026, Asia Pacific’s travel boom is reshaping airport strategy. While January saw a slight demand dip due to Lunar New Year shifting to February, IATA confirms a 5.2% global seat capacity expansion by March, signalling robust growth.  This surge, with passenger numbers projected to double by 2043, forces airports to modernise aggressively.  But as with many industry sectors turning to transforming to capture unpredictable market opportunities, a cornerstone of any transformation is being to tap the data that exists at their fingertips.  Cxociety Research discourse with the C-suite community suggests that central to achieving any lasting transformation is achieving a unified, data-driven operation. In the case of the travel industry, it is moving away from siloed airside, terminal, and landside management.  COOs are adopting AI for predictive disruption management and embedding energy optimisation to cut OPEX by up to 15%. The modern airport is no longer a transit hub but an intelligent, seamless, and ecosystem. In this PodChats for FutureCOO, we are joined by Philippe Arsonneau, Senior Vice President of Infrastructure Segment, Schneider Electric, who will help us make the case for unified, data-driven operations. 1.       Given that many airports currently run airside, terminal, and landside operations separately, what is our roadmap to intelligently unify these functions for complete situational awareness? 2.       With AI able to analyse millions of signals simultaneously, how can we best deploy it to predict disruptions and reduce delays, thereby improving passenger flow during peak travel seasons? 3.       How can we leverage AI-embedded energy management across all our buildings and assets to achieve up to 15% OPEX reduction while shrinking our carbon footprint? 4.       What new revenue opportunities can AI and data analytics unlock for our airport retailers, and how do we integrate these with passenger movement data? 5.       With passenger numbers forecast to double by 2043, how will our current infrastructure and technology scaling plans accommodate this long-term growth without compromising service? 6.       What interdependency models must we develop between airlines, ground handlers, and retailers to manage the growing complexities and traveller volumes smoothly? 7.       No discussion around modernisation and transformation can continue without addressing the security aspects of an operation. As airport modernise, how do we balance the need for seamless digital travel experiences (biometrics, wayfinding) with robust cybersecurity and passenger privacy? 8.       Based on IATA’s January 2026 load factor of 83.9% for Asia Pacific, what key performance indicators should we track to continuously optimise both operational efficiency and passenger satisfaction throughout the terminal? 9.       What is your advice for airport operators striving to transform and modernising their operations in 2026?

    21 min
  8. PodChats for FutureCFO: The CX operational drag CFOs aren’t measuring

    May 21

    PodChats for FutureCFO: The CX operational drag CFOs aren’t measuring

    CFOs in Singapore are accelerating customer experience (CX) investments under national innovation priorities, yet data signals a structural misalignment between spend and outcomes.  While most customers still rely on voice support, organisations are deprioritising it, creating hidden operational drag, rising churn risk, and mispriced ROI.  Fragmented systems, low agent productivity, and an under-recognised empathy gap further distort financial visibility.  The result: CX budgets that scale cost without improving retention or value. For CFOs, the critical question is no longer how much to invest, but how to recalibrate operating models, metrics, and governance to restore measurable returns. In this PodChats for FutureCFO, CK Tan, APAC Innovation at ServiceNow, offers some perspective on the Customer Experience Budget Trap: The CX Operational Drag CFOs Aren’t Measuring 1.       According to a new ServiceNow Customer experience report,  80% of customers prefer phone support but only 9% of organisations plan to prioritise it, how should CFOs re-forecast churn given that 52% of customers would switch brands due to poor service? 2.       With agents spending just 44% of their time on resolution and 83% toggling between three to five systems, what is the monthly cost of that 56% operational drag, and why is it missing from CX ROI dashboards? 3.       If 48% of customers cite lack of empathy as a top frustration versus only 28% of executives, what financial provisions should CFOs make for repeat contacts and churn—especially when only 11% have made meaningful AI progress on emotional connection? 4.       Before funding more digital-only CX systems and processes, what baseline must CFOs demand to reduce agent systems from five to one, and how much budget is wasted on workflows that force 40% of customers to repeat information? 5.       When 83% of customers want self-service only for simple tasks and demand seamless human escalation for complex issues, at what point does the absence of empathetic hand-offs outweigh savings from defunding voice channels? 6.       Which three operational metrics often ignored by finance—such as sentiment scores per call or agent system-switching time—should CFOs hardwire into monthly P&L reviews to detect a deepening empathy gap before it impairs customer assets? 7.       Given that only 30% of executives have connected people, data and processes on a unified AI-enabled platform, what would a worst-case 2026 scenario look like for return on invested capital on CX spend? 8.       What specific board-level governance change is required to force the three operational fixes—unified agent desktop, balanced channel investment, and empathy metrics—before better returns become possible? 9.       On the topic of CX budget trap, what is your advice for CFOs to get out of the Customer Experience Budget Trap.

    26 min
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CXOCIETY (read "society") is the platform for senior business, technology, finance and operations executives to discuss, share and discover the latest in technology, process and people innovation."CXOInsights" by CXOCIETY is the repository of shared insights and experiences by the best, brightest and most experienced professionals globally. Subscribe to "CXOInsights" by CXOCIETY to keep abreast in the latest in all things innovation.

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  • Creator
    CXOCIETY | FutureCIO FutureCFO FutureIoT
  • Years Active
    2021 - 2026
  • Episodes
    494
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    Clean
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    © 2026 CXOInsights by CXOCIETY
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