Humanising Innovation: The Key to Thriving in a Tech-Driven World
New technologies have been disrupting traditional industries for decades, and the onslaught has not slowed. The rise of automation and AI has fueled anxieties about technology-induced unemployment across businesses both big and small. While 58% of ASEAN enterprises have implemented digital transformation projects, many still struggle to align their workforce with the rapid pace of innovation.
The landscape is clear. Transform or get left behind. But it’s not easy— 87% of digital transformation initiatives fail. Too often, the rush to adopt new technologies overlooks the most critical player: people.
AIBP collaborated with Petronas at the Culture Agent Meet 2025 to curate an impactful dialogue on innovation, focusing on the integration of technology with employee experiences. This discussion featured insights from a panel of esteemed speakers: Cade Tan, Chief of Staff for ASEAN at Salesforce; TS Koay, Managing Director of Dell Technologies Malaysia; and Devabalan Theyventheran, Managing Partner for Malaysia at IBM Consulting.
From Left to Right: Keena Syed Ishak, Head of Change Management Culture and Process Excellence, PETRONAS; Yue Yeng Fong, VP Stakeholder Management, AIBP; Cade Tan, Chief of Staff, ASEAN, Salesforce; TS Koay, Managing Director, Dell Technologies Malaysia; Devabalan Theyventheran, Managing Partner for Malaysia, IBM Consulting
The speakers believe in keeping humans in the driver’s seat of technology. It’s not just about plugging in innovation—it’s about empowering people to lead the transformation.
Adopt New Technology = Adopt New Mindset
In 2023, industries like technology products and services, education, financial services, and telecommunications stand out as the most vulnerable to digital disruption. Certain disruptions need on-demand attention, and in the realm where disruptions require quick reflexes, ignorance is no bliss - organisations have critical existential challenges to adapt to keep your skin in the game.
“As long as we believe in ethics, integrity, and the idea that technology is here to empower us, we’ll find ways to coexist,” Cade believes that mindset begins with promoting co-intelligence—a collaborative relationship between humans, their work, and machines. AI should be viewed not as a replacement but as a tool to complement human potential.
Cade drew parallels between digital transformation and preaching belief systems, likening it to religion. “If the story isn’t consistent, authentic, or real, it’s tough to drive change,” she explained. A unified narrative—one where everyone is aligned on the "parables" guiding the team—foster alignment and building trust.
TS Koay echoed this sentiment, stressing open, transparent dialogue can inspire employee buy-in rather than outright resistance. “We help people see that the workforce of the future requires different skills—AI is a part of that now,” he said.
Walking the talk on values - why it matters
When talking about transformation, the emphasis often falls on "people, process, and technology." However, the reality is that people are at the heart of the process to wade through the age of “business as unusual”. Change makers take on the role of game masters leading their teams through an intricate maze of transformation to level up together.
“AI isn’t going to take over jobs; that’s our belief,” Devabalan shared. Leaders need to be hands-on—championing and embodying change. He pointed to IBM's global "Ask HR" system as an example, where over time, the team members in Human Resources Business Partner (HRBP) roles were reskilled. This investment and commitment helped expand the talent pool and align it with the direction of change.
While employees may naturally feel uncertain about new technologies—especially in large organizations where grand visions can often feel out of reach—systems and solutions should be broken down to simple, clear, and relatable at every level, from the company goals down to each individual.
“If I hand you an iPhone, you’ll figure it out by tomorrow. Why should this be any different?” TS Koay reflects the need to overcome resistance by simplifying and demystifying new tools that need to be intuitive and easy to adopt, especially for complex systems in large organisations that affect workflows and processes that are not as direct.
Plan on a global scale, but implement on a local scale
One critical step to manage innovation on a global scale is to adopt agile and flexible methods that thrive in environments of uncertainty, complexity, and constant change. This means being clear and grounded on real-world data towards technological aspirations.
TS Koay highlights the need to see aspirations as goalposts. He advocates shifting the role of local hubs from merely attracting investments to actively building the skills and capabilities needed to support these goals.
While two-thirds of ASEAN’s workforce is young, it’s vital to prepare for the rise of an aging population by 2040. TS Koay highlights the need for organizations to empower employees to adapt, pivot, and seize new opportunities.
Dell’s response to this challenge includes a digital academy aimed at equipping employees with future-ready skills to stay competitive. Similarly, Devabalan shared how IBM is collaborating with educational institutions, such as Hebron University and Petronas University, to align curricula with the evolving skills employers demand. “We partner with schools and universities to anticipate which skills will be in demand and design programs that scale to meet those needs,” Devabalan explains.
Listening to employees and gathering feedback is crucial. Devabalan offers a “glass half full” perspective, viewing the digital gap more as an understanding gap. He stated that their annual customer survey results help translate where they stand in the scale from past years, other geographies, and from there looking from the outside view, then change leaders are made accountable that they are held to these metrics and to continue to improve.
Building Confidence in Collaboration
People are naturally adaptable when given the right environment to grow. “If you’re willing to learn and adapt, you have nothing to fear,” Cade reassures. Organisations that prioritize strategic talent development and open communication steer better in a world shaped by constant innovation.
Collaboration and confidence in this system, then, are crucial for ASEAN organisations as they leverage and enhance each other's capabilities. The synergy between humans and technology at various levels within organizations signifies a shift from the traditional point-to-point approach to an interconnected, ecosystem-to-ecosystem mindset.
If thought-provoking discussions like this resonate with you, explore our previous engagements with CyberSecurity Malaysia on Cyber Resilience strategies and TNB on Data & AI in Practice.
Connect with AIBP to discover how we can support your organisation’s innovation journey.
TL;DR:
New technologies like AI and automation continue to disrupt industries, raising concerns about job displacement. While 58% of ASEAN enterprises have implemented digital transformation projects, many struggle to align human capabilities with technological advancements.
At the Petronas Culture Agent Meet 2025, AIBP moderated a panel discussion on Leveraging Technology and Human Connections to Enhance Employee Experience. Insights from Salesforce, Dell Technologies, and IBM Consulting emphasised the importance of empowering people to drive innovation, fostering open communication, and reskilling the workforce for future demands.
Key takeaways include:
Mindset matters: Technology complements human potential, not replaces it.
Leadership is crucial: Hands-on leaders champion transformation through values and trust.
Collaboration and skills-building: Agile strategies and education partnerships prepare ASEAN organisations for global competitiveness.
The synergy between people and technology is vital for sustainable transformation. Connect with AIBP to explore how we can support your innovation journey.
