By Zenia Pearl V. Nicolas Leaders across ASEAN are redefining ERP as a strategic intelligence core, where data, AI, and decision-making converge to power the next wave of enterprise growth. For years, ASEAN companies were seen as ERP latecomers—cautious, cost-conscious and cloud-wary. But in 2025, something shifted. From Jakarta to Manila, ERP is no longer about catching up; it’s about competing globally.  This is the story of Asia’s quiet ERP awakening and why the world is finally paying attention. 1. Key Adoption Trends in ASEAN Across the region, ERP adoption is accelerating as companies move toward cloud-first, modular, and AI-enhanced platforms. According to a report cited by NetSuite (2025), the global cloud-ERP market is projected to grow from US $72.2 billion in 2023 to US $130.5 billion by 2028, with ASEAN demand rising in step with this shift ( NetSuite, 2025 ). ASEAN companies embrace a cloud-first approach through two-tier ERP strategies, synchronizing core and subsidiary systems to boost efficiency, governance, and speed across regional operations. This rise is powered by a two-tier ERP strategy, where headquarters retain a core system while subsidiaries adopt lighter, cloud-based tools that sync seamlessly for governance and speed ( Netsuite, 2020 ). In Indonesia, a 2024 literature review of micro, small and medium enterprises found that ERP-based management information systems significantly improved operational efficiency and decision-making, especially for firms navigating post-pandemic digital transitions ( Journal Ilmu Data, 2024 ). Across the broader ASEAN region, mid-sized firms are realizing that ERP is no longer a “nice-to-have.” It has become the backbone of regional scalability, a system that binds finance, logistics, HR and analytics into one unified operational fabric.  2. Country Snapshots: Indonesia & Its Neighbours Indonesia — Leadership and Localisation A study on Indonesian state-owned enterprises revealed that top-management support and project-management competency directly influence ERP implementation success and decision-making effectiveness ( Khasanah et al., 2021 ).This underscores a vital insight: ERP success depends as much on leadership alignment as on software capability. Philippines  — SME Digitization While national ERP-specific data remain limited, recent studies reveal both momentum and complexity in SME digital transformation. A 2025 Asian Development Bank (ADB) working paper on Philippine MSMEs found that while many businesses accelerated their adoption of digital tools—including accounting, HR, and ERP-like systems—early adoption did not immediately translate into performance gains. Improvements emerged only as firms strengthened management practices and workforce digital skills ( Asian Development Bank, 2025 ). This highlights a crucial reality: technology adoption alone is not enough. Philippine enterprises are learning that effective ERP implementation requires leadership alignment, employee capability-building, and sustained investment.  Local insights from SD Solutions I.T. Outsourcing (2024) further note that many Philippine firms now view ERP analytics as essential to achieving operational visibility and decision intelligence ( SD Solutions, 2024 ).. Thailand & Malaysia — Industry-Specific Adoption In Thailand, manufacturers are embedding automation and predictive analytics into ERP systems to shorten production cycles, while in Malaysia, retail groups are adopting industry-specific modules for omnichannel visibility. Deloitte describes this as the era of the “composable ERP”—a modular, adaptive core that evolves with each industry’s rhythm (Deloitte, 2024).Gartner adds that composable architectures are now central to future ERP designs, enabling faster response cycles and embedded AI insights ( Gartner, 2025 ). 3. The Challenges That Remain Despite the optimism, barriers persist. Skill gaps, fragmented data, and legacy systems remain the top hurdles across the region. A 2023 study found that information sharing and personnel competence are the strongest predictors of ERP success, particularly in developing economies ( Sastrodiharjo & Khasanah, 2023 ). Financial constraints also loom large. Many ASEAN firms still fund ERP from operational budgets rather than long-term transformation plans—limiting scalability and innovation. And while cloud adoption is rising rapidly, cybersecurity and regulatory compliance continue to slow large-scale rollouts, especially in banking and logistics. 4. From Implementation to Intelligence What’s next for ASEAN? The shift is moving from installation to intelligence.ERP is evolving into a decision-enablement platform—pulling data from across ecosystems, interpreting it with AI, and feeding insights back to leaders. ASEAN leaders are turning to AI-driven ERP to forecast demand and optimize supply chains. (Gartner, 2025) In Indonesia, Vietnam, and Malaysia, companies are already using ERP data to forecast market trends, monitor sustainability metrics, and design customer-centric supply chains. Gartner (2025) highlights that ERP is rapidly shifting toward AI-enabled and composable architectures, with vendors piloting generative AI features that automate workflows and reveal real-time insights ( Gartner, 2025 ). Why This Matters for erpX At erpX 2026 Indonesia , these regional shifts will take center stage. Because in ASEAN, ERP is no longer about keeping pace with global peers, it’s about setting the rhythm for them. The leaders who understand that technology is only half the story and that strategy, leadership, and capability-building complete the picture will define the next decade of Asian enterprise growth. References  Asian Development Bank . (2025). Harnessing digital transformation for good: Asian Development Policy Report.  Retrieved from   https://www.developmentaid.org/api/frontend/cms/file/2025/05/asian-development-policy-report-2025.pdf Deloitte.  (2024, December 11). The intelligent core: AI changes everything for core modernization – Tech Trends 2025.  Retrieved from https://www2.deloitte.com/us/en/insights/focus/tech-trends/2025/tech-trends-impact-of-future-state-it-core-modernization.html   Gartner.  (2025). Enterprise resource planning to optimize operations.  Retrieved from   https://www.gartner.com/en/information-technology/topics/enterprise-resource-planning   Hasanah, N.  (2024). Enterprise resource planning-based management information systems for MSMEs in Indonesia: A systematic literature review.   Journal Ilmu Data.  Retrieved from   https://journal.ilmudata.co.id/index.php/RIGGS/article/download/224/74/1040   IDC Asia Pacific.  (2024). Mid-market IT spending and ERP adoption report.  Retrieved from   https://www.idc.com/ap Khasanah, U., et al.  (2021). The impact of project management and implementing ERP on decision-making effectiveness: The case of Indonesian SOEs.   Academy of Strategic Management Journal.  Retrieved from   https://www.abacademies.org/articles/the-impact-of-project-management-and-implementing-enterprise-resource-planning-on-decisionmaking-effectiveness--the-case-of-indone-11956.html   NetSuite.  (2020). What is two-tier ERP?  Retrieved from   https://www.netsuite.com/portal/resource/articles/erp/two-tier-erp.shtml   NetSuite.  (2025, April 22). 8 ERP trends and 4 predictions for 2025 & beyond.  Retrieved from   https://www.netsuite.com/portal/resource/articles/erp/erp-trends.shtml   Sastrodiharjo, I., & Khasanah, U.  (2023). Is it the end of ERP? Evidence from Indonesian SOEs.   Cogent Business & Management,  10(1), 2212499. Retrieved from   https://www.tandfonline.com/doi/full/10.1080/23311975.2023.2212499   SD Solutions I.T. Outsourcing, Inc.  (2024). Unlocking business intelligence with ERP analytics: A Philippine perspective.  Retrieved from   https://www.sdsolutions.com.ph/insights/unlocking-business-intelligence-with-erp-analytics-a-philippine-perspective

By: Zenia Pearl V. Nicolas  Malaysia’s labour continues to hold its ground in a shifting global economy. Malaysia’s statistics department says workers were more productive in the second quarter of 2025, with output per hour up 3.4% to RM43.2. It may read like a routine update, but there’s more behind it, proof of resilience, growth in key industries, and the way workers in Malaysia are finding ways to adapt. Where Growth is Coming From Among the sectors, construction continues to be the star performer, with productivity per hour worked climbing 9.3%. This comes on top of its double-digit rise in the first quarter, showing just how central the sector is to Malaysia’s economic pulse. Other sectors also chipped in: Manufacturing grew 3.7%, supported by strong gains in food processing, petroleum, and electronics. Services rose 3.6%, led by real estate, transportation, and business services. Agriculture saw a healthy 3.5% rebound from its near-flat performance earlier this year. Mining & Quarrying , however, slipped again, with productivity down 4.6%. Within the services sector, real estate and business services surged 9.1%, while transportation and storage expanded 7.1%. Even traditional players like wholesale and retail trade posted a steady 3.5% increase. These results point to one thing: Malaysia’s economy is no longer being carried by a single pillar. Instead, it’s diversifying, with multiple industries pushing productivity forward. How Workers Are Contributing When productivity is measured by value added per employee, the numbers tell an equally encouraging story. Each employed person contributed an average of RM24,887 in Q2 up 2.8% from the previous quarter. Employment itself also grew by 1.6%, bringing the national workforce to 16.8 million people. The construction industry once again led the way, with an 11% jump. But the services sector also shone in areas such as transportation, food and accommodation, and other services, where efficiency improvements are steadily taking hold. This blend of expansion in both headcount and productivity shows that Malaysia is not just hiring more, it’s getting more value out of every hour worked. What This Means for HR and Business Leaders For HR leaders, the implications go far beyond statistics. The message is clear: productivity growth now hinges on skills, not just scale. As DOSM Chief Statistician Dato’ Sri Dr. Mohd Uzir Mahidin noted, future gains will rely on continuous investment in digital transformation, communication, and analytics. In other words, the companies that commit to upskilling their people today will be the ones driving Malaysia’s growth tomorrow. This aligns with what many organisations are already seeing on the ground—employees who are digitally enabled, adaptable, and trained for cross-sector roles tend to deliver stronger performance. Building a Workforce for the Future Malaysia’s second quarter results highlight an important truth: the country’s competitiveness will increasingly depend on how quickly its workforce can adapt to new realities. For business and HR leaders, the message is pretty simple: people drive productivity. When workers are given chances to learn new skills, when teams can adjust as industries shift, and when workplaces actually encourage new ideas, that’s when numbers improve. The 3.4% bump in productivity is good news. But it won’t last on its own. It needs follow-through, and that means keeping people at the center of every plan. Moving Forward These figures aren’t just about the economy. They’re a reminder that behind every percentage point are real workers putting in the hours. The real test is whether Malaysia can keep this going. If companies keep investing in skills, tools, and their people, then the growth won’t just show up in the data—it’ll be felt in the strength of the workforce itself. The real test is keeping this momentum alive. Conversations on productivity, technology, and workforce resilience will continue at RESA Thailand 2025, where business leaders and innovators will share how they’re preparing for the future. Join top executives and changemakers at the next Xchange Conference. References Human Resources Online. . Xinhua. .

By: Zenia Pearl V. Nicolas Margarita Rivera, a Solutions Engineer, presents confidently on stage in front of a large audience, with her profile picture displayed on a big screen beside her. 8x8 Connect: Manila 2025 took place on August 28, gathering business leaders and technology professionals to discuss how companies can keep pace with fast-changing customer expectations. The focus was on three demands that now define the digital economy: speed, security, and personalization. One of the sessions that drew strong attention was led by Margarita Rivera, Solutions Engineer at 8x8. She walked participants through how unified communications and security can be brought together on a single platform to strengthen customer trust. From Many Tools to One Platform Rivera opened with a simple but pointed theme: “Good on Their Own. Better as One Solution.” She explained that while most organizations rely on separate systems; SMS platforms, contact centers, authentication apps, and collaboration tools, 8x8 offers something different. Instead of leaving these tools disconnected, 8x8 delivers an all-in-one solution that unifies Contact Center, unified communications, and CPaaS APIs. The result is a seamless experience for both companies and their customers, proving that integration matters now more than ever. Why Security Matters Beyond IT Rivera then highlighted numbers that underscored the urgency of stronger safeguards: More than 300 million fraudulent sign-in attempts take place daily. The average cost of a data breach in 2024 reached $4.9 million. Half of consumers say they feel more secure with multi-factor authentication (MFA). She noted that weak verification isn’t just a technical issue. It carries financial risks and, just as importantly, damages customer confidence. Verif8: Simplifying OTP Delivery Rivera introduced Verif8, 8x8’s OTP-as-a-Service product, designed to make mobile verification less complex. The service offers: Self-service onboarding without lengthy documentation. Localization, so customers receive messages in their preferred language. Multi-channel delivery across SMS, Viber, and other platforms. Analytics dashboards to track delivery rates, conversions, and performance. Her explanation emphasized practicality: businesses can secure transactions quickly without creating extra hurdles for end-users. Practical Scenarios To make the benefits tangible, Rivera shared examples where Verif8 applies directly: Time-to-live – allowing traffic to continue while Sender IDs are being provisioned. Secondary destinations – protecting logins with OTPs to block account takeovers. Long-tail onboarding – instantly verifying users during high-value transactions. Each scenario linked back to everyday challenges that companies face in balancing speed with protection. RCS + Viber: Expanding Engagement Rivera also discussed Rich Communication Services (RCS), highlighting its growing adoption: 2.5 billion monthly active users worldwide and 35x higher engagement compared to email. When combined with Viber, RCS can help businesses: Announce new product collections with interactive visuals. Run flash sales or cart recovery campaigns with personalized reminders. Turn static notifications into two-way conversations. These examples showed how businesses can create messaging that feels more direct and engaging. Key Point for Businesses Rivera’s session at 8x8 Connect: Manila 2025 reinforced a clear message that fragmented tools are no longer enough. Companies need integrated platforms that combine communication and security while keeping the customer experience seamless. For the leaders in the room, the discussion was less about chasing the latest tool and more about rethinking how trust and communication fit into one connected system Discover  Rockbird Media  – where industry leaders connect, ideas spark, and partnerships take flight. Explore our global B2B events, insights, and stories shaping the future of business.

By: Zenia Pearl V. Nicolas “HR has always, traditionally been known to be a support function where, traditionally, we also do hiring, firing, and paying technically. Over the years, I think HR has evolved into a function that enables more than support. But in the future, in this new reality of artificial intelligence and augmented intelligence… we are actually shaping and influencing the business.” With this powerful statement, Fong Tuan Chen, Chief People Officer of Valiram Group, reframed the way organizations should view HR. To him, HR is no longer a bystander in business, it is a driver, immersed in challenges, technology, and people strategies that shape the future. The Universal DNA of People Having led HR across industries from utilities and FMCG to global tech and luxury retail, Fong Tuan has found a consistent truth: all people seek the same three things. “Number one is security. Everyone wants security… Second is the freedom to act… The third one is the opportunity for growth. Regardless of where you are and regardless of generations, everyone looks for opportunities for growth.” He emphasized that respect and fairness must be at the center of how leaders treat their people. In his words, “How we treat our people is how they will reflect it in how they treat our customers and stakeholders.” Quantifying the Unquantifiable When it comes to trust and culture, Fong Tuan challenges traditional approaches. Instead of relying on surveys and indexes, he argues that their real essence lies beyond measurement. “Culture is what doesn’t get measured and still gets done, that’s true culture, and that’s true trust. Trust doesn’t need to be earned. It needs to be given.” For him, building trust is not about waiting for people to prove themselves. It is about giving trust first, unconditionally, and allowing people to rise to it. This, he explained, is how authentic cultures are built. AI and the Return to Humanity When it comes to artificial intelligence, Fong Tuan takes a view that is both refreshing and hopeful. Rather than seeing AI as a threat, he frames it as an opportunity to strengthen humanity. “Instead of replacing us, I think it will make us even more valuable. It will make us more human. It will increase our humanity.” By removing repetitive, mechanical tasks, AI creates space for people to focus on empathy, intuition, and holistic decision-making. Far from dehumanizing the workplace, Fong sees AI as a catalyst that amplifies what makes us most human. Leaders, Fairy Tales, and Dragons Perhaps the most memorable moment in fact, came when he shared his personal philosophy of leadership: “Leaders should believe in fairy tales. Fairy tales have dragons in it. Leaders should believe in dragons as well. And more importantly, leaders should believe that those dragons can be slayed.” For him, dragons symbolize the challenges every leader faces. Believing they can be defeated and equipping ourselves to do so, is the very heart of resilience. End Note From his engineering background to his journey as a national ballroom dancer and now as a people strategist, Fong Tuan Chen has always combined discipline, precision, and human insight. His spotlight message is clear: HR is not just a support system; it is the engine of business. People everywhere need security, freedom, and growth. Trust must be given first to unlock real culture. AI, far from replacing us, can amplify our humanity. Leaders must believe that dragons can be slain. In his own words: “We need to go beyond that.” Ready to shape the future of HR? Join us this October at HRx Indonesia 2025 and be part of the conversations that matter most in people, culture, and leadership. Don’t miss this chance to connect with industry leaders and innovators.

By: Zenia Pearl Nicolas When Rory Freeborn, Technology Partnerships APAC at 8x8, talks about Manila, he doesn’t just see another city in Asia, he sees a global testbed for digital identity, customer experience, and AI-driven transformation. “Manila is at the forefront of digital innovation,” he emphasized, framing the Philippines not as a follower but as a pacesetter in customer identity and access management (CIAM) and the next era of agentic AI. Manila: The Digital Front Door of Southeast Asia To Rory Freeborn, Manila isn’t just another fast-growing market, it’s the digital front door of Southeast Asia. Every day, millions of Filipinos are logging into airlines, e-commerce platforms, and banks. And in those moments, something as simple as a login screen can decide whether trust is built or broken. “If you think about logging into an airline site,” Rory explained, “you type your password, it’s wrong. You reset it, check your email, create a new password… it’s clunky. Click after click—that’s your digital front door. And 60% of consumers just walk away when they hit that friction.” That’s where 8x8’s CIAM orchestration makes the difference. By introducing seamless sign-ups and logins, whether through passkeys, magic links, biometrics, or adaptive authentication, Manila’s enterprises can turn frustration into loyalty. The impact is more than technical. Brands that remove login friction not only reduce call center complaints but also earn something far more valuable: loyalty. In fact, companies that prioritize CIAM see as much as 90% of their customers stay, simply because access feels effortless. Orchestration, Not Just Products: Rory’s Core Message For Rory Freeborn, the real shift isn’t about selling a single product, it’s about rethinking the entire digital experience. “I’m not gonna talk about a product,” he said. “It’s a platform that allows you to orchestrate.” That orchestration is what sets Manila apart. Instead of treating logins, fraud checks, and security tools as separate pieces, Filipino digital platforms are weaving them together into one seamless journey. From fraud detection and device fingerprinting to geolocation and adaptive AI, every layer works in sync not as obstacles, but as invisible guardrails. In Rory’s words, it’s not about adding more tools. It’s about building trust through a connected ecosystem where every click feels effortless, and every transaction feels secure. Agentic AI: The Next Leap from Manila Rory also pointed to the next wave of digital innovation: Agentic AI. This isn’t the chatbot era where AI only responds in text. Instead, it’s AI that acts on your behalf. “Instead of ChatGPT just replying,” Rory explained, “imagine saying: ‘Find me the cheapest ticket to Singapore tomorrow, and if you find it, book it.’ That’s not the future—it already exists.” From travel bookings to fraud protection, Manila’s enterprises are uniquely positioned to experiment with agentic AI because of the city’s dynamic mix of fintech, telecom, and e-commerce ecosystems—all supported by BSP’s AFASA regulations and partnerships with global leaders like FIDO and Fintech Alliance. Manila as the Proving Ground for Seamless CX For 8x8, Manila isn’t just another market, it’s a proving ground for the future of digital identity and AI. The city’s young, digital-first population creates a fertile environment for innovation, while regulators like the Bangko Sentral ng Pilipinas are shaping secure financial ecosystems through frameworks such as AFASA. At the same time, local industries, from fintech to airlines to retail are pushing for frictionless customer experiences at scale. This combination of tech-savvy consumers, forward-looking governance, and industry-wide demand for seamless CX positions the Philippines as the perfect stage for CIAM deployment, AFASA compliance, and the rise of Agentic AI with identity guardrails Rory Freeborn: Manila Is Already Living the Future “The future is here. The tech exists.” When Rory said those words, it wasn’t hype, it was a reminder. The tools we once talked about as “next decade” are already in our hands: identity platforms that make logging in effortless, AI that doesn’t just answer but acts, and fraud protection that adapts in real time. And nowhere is this future more visible than in Manila. The city is showing that trust and technology can grow together, that a young digital-first population, bold regulators, and fast-moving industries can build something bigger than convenience, they can build confidence. From seamless sign-ups that keep people connected to AI agents that book your flight before you even finish the sentence, Manila is writing a new playbook for digital innovation. The message is simple: the future isn’t waiting. It’s already unfolding here and Manila is leading the way. Discover Rockbird Media – where industry leaders connect, ideas spark, and partnerships take flight. Explore our global B2B events, insights, and stories shaping the future of business.

By: Zenia Pearl V. Nicolas Alibaba’s AI Investments Supercharge Cloud Growth Amid Profit Trade-offs Alibaba Group’s latest June 2025 quarterly earnings showcase a tech giant doubling down on artificial intelligence and cloud computing and reaping rewards in growth, even as it balances short-term profit pressures. The Chinese e-commerce and cloud leader narrowly missed revenue expectations. Still, they delivered a surging profit and standout performance in its cloud division, thanks largely to an enterprise AI strategy that is invigorating its business. Investors responded favorably, viewing Alibaba’s aggressive bets on AI and cloud transformation as a sign of long-term strength despite near-term margin impacts. Alibaba’s branding on display at a Beijing trade expo in mid-2025 reflects its intensifying focus on AI-driven cloud services and digital commerce innovationThe June quarter results underscore how Alibaba is leveraging AI to transform its cloud computing unit and energize growth in a competitive landscape. Here’s a deep dive into the numbers and the strategic insights for business leaders behind Alibaba’s performance. AI-Driven Cloud Transformation Fuels Growth Alibaba’s cloud computing division emerged as the growth engine of the quarter. Cloud revenue surged 26% year-on-year to RMB33.4 billion (~$4.7 billion), far exceeding analyst expectations of about 18% growth. This marked a sharp acceleration from previous quarters and was explicitly “driven by robust AI demand,” according to Alibaba CEO Eddie Wu. In fact, AI-related products now form a significant portion of cloud usage, rejuvenating Alibaba’s cloud transformation and helping it outpace some Western rivals in growth rate. Critically, Alibaba reported that its AI-related revenue has maintained triple-digit year-on-year growth for the eighth consecutive quarter. This streak of explosive AI cloud monetization underscores how effectively Alibaba is converting the AI boom into a cloud business. The company has invested heavily to enable this – over the past year, it poured more than ¥100 billion into AI infrastructure and research, a tech investment strategy management says is already yielding “tangible results” with a clear path to drive future growth. Notably, despite ramped-up investments, the cloud unit’s profitability also improved; Alibaba indicated its cloud segment achieved 26% YOY growth in adjusted EBITA, showing that scaling AI services can be done sustainably. Importantly for enterprise AI strategy, Alibaba isn’t limiting AI’s impact to just new products – it’s using AI to bolster core offerings like computing and storage. By tightly integrating AI capabilities into cloud solutions, Alibaba is making its platform more attractive to enterprises undergoing their own digital and AI-driven transformations. This approach positions Alibaba Cloud as a key player in the AI cloud era, leveraging China’s booming demand for AI to drive both domestic and global cloud growth. Balancing Growth Investments with Profitability Pressures While Alibaba’s top line grew only modestly (+2% YoY to RMB247.7 billion) and fell about 2% shy of estimates, the company delivered a 78% surge in net income to RMB43.1 billion (~$6 billion) – a result of one-off gains rather than core operations. Alibaba acknowledged that the profit jump was . In its core operations, Alibaba is deliberately accepting lower short-term profitability as it aggressively reinvests in future growth areas. The clearest example is Alibaba’s push into “quick commerce” – the ultrafast e-commerce delivery segment. Its main China commerce division (Taobao/Tmall) saw healthy double-digit revenue growth of around 10%, but profits were dented by heavy spending on the new Taobao Instant Commerce one-hour delivery services. Those investments drove a 14% year-on-year decline in adjusted EBITA for the commerce unit. In other words, Alibaba sacrificed some immediate earnings to capture what management sees as a massive opportunity in instant delivery – a digital commerce trend reshaping China’s e-commerce sector. Executives cited a addressable market in instant commerce and aim for in incremental gross merchandise value within three years from this segment. This tech investment strategy – prioritizing long-term growth over short-term margin – is a calculated gamble that many tech and retail giants will recognize. Alibaba’s approach offers a strategic lesson in balancing growth and profitability. By using the strength of its core businesses to fund new initiatives, the company is effectively trading near-term profit pressure for future upside. Notably, it’s not alone: rivals like Meituan and Pinduoduo are also plowing resources into similar quick commerce plays, even warning that industry-wide competition is squeezing margins. Alibaba’s leadership frames this as a necessary battle for market share and consumer mindshare that will pay off over time. As a result, investors appear willing to overlook profitability pressures in favor of Alibaba’s long-run positioning. Indeed, despite the earnings miss and reduced ecommerce margins, Alibaba’s stock jumped after the report – Hong Kong shares rose nearly 19% – as markets cheered the cloud/AI gains and the company’s strategic vision. Open-Source Models and New AI Chip: Monetization through Innovation Underpinning Alibaba’s AI success is a two-pronged innovation strategy: developing its own advanced AI chips and embracing an open-source approach to AI models. Alibaba has reportedly been testing a new AI chip designed for machine-learning inference workloads, built with a domestic semiconductor partner as a substitute for Nvidia’s high-end processors. This move, first reported by the , signals Alibaba’s determination to control its AI infrastructure stack amid geopolitical chip restrictions. Much like other cloud giants (AWS, Google, Microsoft) building custom silicon to power AI, Alibaba’s in-house chip effort aims to ensure it can meet exploding AI demand without bottlenecks. By reducing reliance on U.S. GPU suppliers, Alibaba gains strategic independence and potentially cost advantages in the long run. At the same time, Alibaba has gone all-in on open-source AI as a growth tactic. The company has aggressively released various AI models – including its large language model Qwen – as open source, allowing developers and enterprises to freely adopt them. Rather than directly charging for the AI models, Alibaba monetizes the usage by hosting those AI workloads on its cloud infrastructure. This open-source strategy has quickly expanded Alibaba’s AI ecosystem: by offering powerful models at no cost, it attracts a wide base of users who then consume Alibaba’s cloud computing and storage to run those models. It’s a clever AI cloud monetization playbook – essentially a freemium model where the software (AI model) is free, but the computing resources and value-added services generate revenue. Early signs suggest this is paying off, as reflected in the cloud division’s growth. Alibaba’s open approach also helps it keep pace with global AI developments, positioning it as a leader in China's e-commerce innovation through AI. By fostering an open developer community, Alibaba can drive adoption of AI in commerce (for example, AI tools for merchants) and funnel that activity onto its platforms. The synergy between Alibaba’s custom AI hardware and open-source software efforts is noteworthy. Owning the chip technology could enable better performance and cost efficiency for AI services on Alibaba Cloud, while open-source models drive more AI workloads to that cloud. Together, these initiatives strengthen Alibaba’s competitive moat in the fast-evolving AI landscape – a strategic blueprint that other enterprise tech leaders might emulate to build AI capabilities at scale. AI Elevates International Expansion Alibaba’s strategic emphasis on AI is also boosting its international digital commerce business. In the June quarter, the company’s International Digital Commerce Group (which includes global retail platforms like AliExpress and Southeast Asia’s Lazada) saw revenue climb 19% year-on-year. This outpaced overall growth and was accompanied by improving economics – the segment significantly narrowed its losses, approaching breakeven. Alibaba credits some of this success to leveraging AI and cloud tools in new markets. For instance, more overseas merchants adopted Alibaba’s AI-powered tools for marketing, procurement, and product listings, which drove additional monetization on its international wholesale platforms. In essence, AI is not only revitalizing Alibaba’s domestic cloud unit but also helping transform its global e-commerce footprint. This international momentum offers a case study in how cloud transformation and AI can enable expansion beyond a saturated home market. Alibaba is differentiating itself in markets like Europe, the Middle East and Southeast Asia by offering advanced digital commerce solutions (recommendation algorithms, analytics, etc.) as part of its platform. Those digital commerce trends – such as personalized shopping experiences and efficient supply chains powered by AI – are giving Alibaba an edge as it competes with other global e-commerce and cloud providers. For enterprise strategists, Alibaba’s example underscores the importance of infusing AI into products not just to optimize existing operations, but also to unlock growth in new regions and customer segments. Strategic Takeaways for Tech Leaders Alibaba’s June 2025 earnings illustrate a pivotal shift: the company is harnessing AI and cloud as strategic levers to drive growth, even if it means weathering short-term profit dips. Its experience offers several strategic lessons for C-level executives and digital business leaders navigating similar terrain. Key takeaways include: Invest in Future Growth Drivers, Manage the Trade-offs: Don’t shy away from bold investments in transformative technologies like AI and fast-commerce, even if they pressure margins in the short term. Alibaba demonstrates that a well-judged tech investment strategy – funding new growth pillars while optimizing core business efficiency – can position a company for long-term payoff. The key is communicating the vision to stakeholders so they understand the . Leverage AI to Transform Core Offerings and Expand Markets: Alibaba’s playbook shows the power of enterprise AI strategy in rejuvenating core businesses (e.g. cloud computing) and enabling expansion into new markets. By integrating AI across services and products, you can create differentiated value (such as smarter cloud solutions or AI-driven customer tools) that fuels both domestic growth and international expansion. Tech leaders should view AI not just as a buzzword, but as a catalyst to drive a broader cloud transformation and to enter emerging opportunities in the digital economy. Monetize through Open Innovation: Consider an open-source or ecosystem approach to drive adoption of your technology, then monetize the infrastructure and services behind it. Alibaba’s strategy of releasing AI models for free and monetizing the usage via cloud services is a compelling example of AI cloud monetization done right. By lowering barriers to entry, you can build a community around your platform – and ultimately convert that usage into revenue streams for your enterprise (e.g. cloud hosting, support, advanced features). The lesson is that openness and monetization can go hand in hand as part of a modern digital business strategy. In summary, Alibaba’s latest results reveal a company executing a long-term vision where AI and cloud are core to its identity. The firm is betting that – from AI chips to open models to new delivery paradigms – will secure its future leadership. For business leaders everywhere, it’s a vivid reminder that balancing immediate financial discipline with ambitious innovation is key to thriving in the era of digital commerce trends and rapid technological change. Alibaba’s journey suggests that those willing to strategically invest in AI, cloud, and innovation today are likely to be the winners in tomorrow’s digital economy. Sources: Hall, C. & Sophia, D.M. (2025). . Reuters PYMNTS (2025). Dignan, L. (2025). . Constellation Research Cao, A. & Chen, W. (2025). . South China Morning Post s Alibaba Group (2025). s The Tech Buzz (2025). Discover Rockbird Media – where industry leaders connect, ideas spark, and partnerships take flight. Explore our global B2B events, insights, and stories shaping the future of business.

By Zenia Pearl V. Nicolas Singapore’s marketing landscape is evolving fast — data, trust, and partnerships are now driving the next wave of digital growth. Once viewed as an add-on to digital advertising, affiliate marketing has now become one of the strongest revenue streams for Singaporean brands . According to impact.com ’s  latest report, 61% of brands in Singapore now attribute more than 21% of their total revenue to affiliate partnerships   ( Retail Asia ). This growth signals how performance-driven channels have evolved from “supporting” roles into strategic engines for measurable returns. As more businesses seek cost-efficient ways to drive engagement, affiliate programs are no longer just about clicks, they’re becoming vital to conversion and long-term brand trust. Budgets Are Rising — And Fast Affiliate budgets are surging across the island nation. Three-quarters (75%) of Singaporean brands increased their affiliate marketing budgets in the past year, and 80% plan to expand them again in 2026 ( Retail Asia ). Brands across Singapore are raising affiliate budgets to focus on performance, accountability, and measurable ROI. The reason? Clearer ROI tracking and performance-based payouts. Newsflash Asia  reports that brands are using affiliate programs to optimize spending, link directly to measurable outcomes, and reach niche audiences through trusted partners ( Newsflash Asia ). The Rise of Creator-Led Commerce Authentic voices now shape buying behavior — turning creators into Singapore’s most powerful new sales channel. Alongside traditional publishers and comparison platforms, i nfluencers and content creators are now central to affiliate strategies. About 48% of brands in Singapore rank creators as a top priority and plan to allocate between 25% and 50% of their affiliate budgets to influencer-driven partnerships ( Retail Asia ). The shift reflects a global trend toward “creator commerce” — where authentic voices, not just algorithms, drive conversions. I In Southeast Asia, over 80% of consumers say they’ve made purchases through affiliate links, proving that trust-based influence now converts as effectively as paid media ( Asian Business Review ). Challenges in a Growing Market Despite the enthusiasm, Singaporean marketers still face structural hurdles. Budget constraints and evolving consumer behavior each affect 37% of affiliate teams, while another quarter cites data privacy and attribution complexity as major roadblocks ( Retail Asia ). Even in a fast-rising market, brands face the twin hurdles of tighter budgets and shifting consumer expectations. To overcome these, many brands are integrating hybrid models combining flat fees with performance-based commissions and adopting AI-powered tracking tools to measure real-time ROI. Growth Now Runs on Partnership Affiliate marketing’s future in Singapore lies in smarter partnerships — where collaboration fuels measurable, data-backed growth. Singapore’s affiliate ecosystem mirrors a larger global reality: growth now depends less on control and more on collaboration. As traditional advertising faces rising costs and declining engagement, affiliate and partnership marketing provide a more transparent, relationship-driven path forward. For Singaporean brands, this evolution marks not just a shift in tactics but a change in mindset: From spending more, to spending smarter. References Retail Asia. (2025, November 4). Affiliate marketing drives over 21% of revenue for SG brands.  Retrieved from   https://retailasia.com/news/affiliate-marketing-drives-over-21-revenue-sg-brands   Newsflash Asia. (2025, November 4). Affiliate marketing drives growth for Singapore brands.  Retrieved from   https://www.newsflashasia.com/affiliate-marketing-drives-growth-for-singapore-brands/ Asian Business Review. (2025, July 23). Affiliate marketing fuels influencer-commerce growth in SEA.  Retrieved from   https://asianbusinessreview.com/news/affiliate-marketing-fuels-influencer-commerce-growth-in-sea

By: Zenia Pearl V. Nicolas Amazon is rolling out Lens Live , a new AI-powered feature that lets shoppers point their phone cameras at any object and instantly see similar products available on Amazon. The update builds on Amazon Lens, which already supported image uploads and barcode scans. Now, with real-time recognition, customers can browse a swipeable carousel of matches, add items to their cart, or save them to wishlists all without leaving the camera view. The tool is initially available to tens of millions of iOS users in the U.S., with plans to expand in the coming weeks. AI in Action: Rufus Joins the Experience What sets Lens Live apart from earlier iterations is its integration with Rufus, Amazon’s AI shopping assistant. As customers pan their camera around a room or focus on a specific item, Rufus provides quick product summaries, answers suggested questions, and highlights what makes each item stand out. The assistant’s conversational approach is meant to speed up research and decision-making, giving shoppers more context before hitting “buy.” Amazon says Lens Live uses a lightweight computer vision model to detect objects in real time and a deep learning embedding system to match them against billions of listings. Running on AWS SageMaker and OpenSearch , the feature is designed for both accuracy and scale. Why Visual Search Matters Now The release of Lens Live reflects a broader trend in e-commerce: visual search is becoming central to product discovery. Competitors are pushing similar innovations Google Lens tailors results to specific stores, Pinterest emphasizes style recognition, and eBay has tested virtual try-ons. Pinterest CEO Bill Ready even described his platform as having “effectively become an AI-enabled shopping assistant” earlier this year. For Amazon, the stakes are higher. By linking visual discovery directly to checkout, the company shortens the path from curiosity to purchase, strengthening its hold over impulse shopping. Tech analysts say the move could make comparison shopping even more seamless, especially for consumers already browsing in physical stores. A Double-Edged Sword While the technology promises convenience, some observers worry about its impact on consumer behavior. By turning the world into a catalog, Lens Live could encourage more impulsive buying. TechRadar noted that “every object becomes a possible purchase, and your camera redirects your buying impulse in seconds”. Others see it as a natural progression of Amazon’s AI-driven strategy. In the past year alone, the retailer has launched AI review summaries, personalized product prompts, and fit prediction tools. Lens Live may simply be the most visible and literal expression of that push. Shaping the Future of Shopping Amazon CEO Andy Jassy has described AI as a way to “reinvent” customer experience. Lens Live is part of that vision, positioning Amazon not just as a marketplace but as a real-time shopping assistant . If successful, it could redefine how people interact with retail platforms, merging offline discovery with instant online purchasing. For now, Lens Live is limited to iOS users in the U.S. But if adoption is strong, it may not be long before the feature becomes a default part of how millions of people shop, without typing a single word. Sources , “Amazon integrates Lens visual search with its AI shopping assistant” (Sept 2025). , “Introducing Amazon Lens Live” (Sept 2025) . , “Amazon integrates Lens visual search with its AI shopping assistant” (Sept 2025). , “Amazon’s Lens Live AI shops for anything you can see” (Sept 2025). , “Amazon launches Lens Live, an AI-powered shopping tool for use in the real world” (Sept 2025). , “Amazon is giving your camera an AI-powered shopping cart” (Sept 2025).  Discover how Rockbird Media, a trusted B2B events producer , delivers high-impact conferences for global leaders.

By: Zenia Pearl V. Nicolas Jaguar Land Rover’s Midnight Cyberattack At 2:07 a.m., the phone rings. On the other end, the operations chief’s voice is tight: “The lines are down. Systems are locked. We can’t ship tomorrow.” For Jaguar Land Rover (JLR), this was not a simulation — it was reality. Following a 31 August 2025 cyberattack, the company confirmed its production halt would last “until 1 October”  (Reuters, 2025a). In its statement, JLR explained: “We have made this decision to give clarity for the coming week as we build the timeline for the phased restart of our operations and continue our investigation”  (Reuters, 2025a). The Guardian added that JLR teams were “working around the clock alongside cybersecurity specialists, the NCSC, and law enforcement”  to contain the breach (The Guardian, 2025a). Cyber Risk as a Balance-Sheet Threat Cyber risk is no longer just an IT concern — it is a financial exposure. JLR had not finalized a cyber-insurance policy brokered by Lockton, leaving it exposed to bear the losses directly. As the Financial Times  reported: “Jaguar Land Rover to bear full cost of cyber attack due to lack of insurance cover”  (Financial Times, 2025). For CFOs, the lesson is clear: coverage lapses transform cyber incidents into balance-sheet liabilities. Without protection in place, leaders must rethink how they hedge against operational and reputational shocks. Supply Chain Fallout from the JLR Shutdown The fallout was not confined to JLR. S&P Global’s PMI data, cited by The Guardian , noted: “Specific mentions of lower manufacturing output across the automotive supply chain as a result of plant stoppages at Jaguar Land Rover”  (The Guardian, 2025a). For suppliers operating on razor-thin margins, delayed payments can prove existential. For CHROs, this means job security is at risk. For COOs, it underscores why continuity planning must extend beyond in-house operations to every node of the value chain. Cyberattacks Beyond Cars: Airports Disrupted The JLR shutdown is part of a wider cyber reality. On 20–21 September 2025, a ransomware attack struck Collins Aerospace’s MUSE passenger processing software, crippling check-in systems at London Heathrow, Berlin, and Brussels airports. Airlines reverted to manual check-in as flights faced delays and cancellations, while reputational damage spread quickly across social media (Reuters, 2025b). By 24 September, UK police confirmed an arrest in connection with the attack (Reuters, 2025c; The Guardian, 2025b). The parallels are stark: automotive factories and airports may seem worlds apart, but their cyber vulnerabilities are converging. Inside the Boardroom: A Leadership Stress Test While the headlines focused on systems, the crisis inside JLR played out in human terms: The CIO had to explain how one breach paralyzed multiple plants. The CFO faced suppliers demanding payment and investors demanding clarity. The CHRO managed employees as shifts were cancelled. The CEO confronted regulators and media, while trying to preserve trust. Cyber events test not just infrastructure, but leadership under pressure. Lessons for Today’s C-Suite Jaguar Land Rover’s underscores that policies must be secured, audited, and stress-tested—because even a single lapse in coverage can magnify financial exposure (Financial Times, 2025). Beyond insurance, supply-chain fragility is a board-level risk, as disruptions cascaded through JLR’s partners (The Guardian, 2025a). And no industry is insulated: the Collins Aerospace attack showed how quickly threats can jump across critical sectors, from aviation to automotive to logistics (Reuters, 2025b). Technology alone is insufficient. True resilience depends on culture: embedding awareness at every level, ensuring executive ownership, and running regular boardroom drills. Communication is equally strategic, JLR’s choice to announce its phased restart “to give clarity for the coming week”  demonstrated how proactive messaging strengthens stakeholder trust when operations falter (Reuters, 2025a). From Factory Floor to Board Floor The combined crises at Jaguar Land Rover and Europe’s airports make one reality unavoidable: cybersecurity has outgrown the IT checklist. It is now a strategic imperative that touches every corner of the enterprise. For CEOs, it is a matter of trust. For CFOs, a matter of capital protection. For CHROs, a question of employee stability. For CIOs, a challenge of operational continuity. For boards, an issue of governance. Cyber resilience is now a defining mark of leadership. When the hack hits the boardroom, the question is no longer “Was IT prepared?”  but “Was leadership aligned?”  The organizations that treat resilience as a competitive differentiator — not merely a compliance burden — will be the ones stakeholders trust after the midnight call arrives. References Financial Times. (2025, September 24). Jaguar Land Rover to bear full cost of cyber attack due to lack of insurance cover . Retrieved from   https://www.ft.com/content/c301e78a-38e7-4818-b367-14af85130c61 Reuters. (2025a, September 23). UK’s Jaguar Land Rover cyberattack shutdown to hit four weeks . Retrieved from   https://www.reuters.com/business/retail-consumer/uks-jaguar-land-rover-cyber-attack-shutdown-hit-four-weeks-2025-09-23 Reuters. (2025b, September 21). European airports race to fix check-in glitch after hacking disruption . Retrieved from   https://www.reuters.com/business/aerospace-defense/european-airports-race-fix-check-in-glitch-after-hacking-disruption-2025-09-21 Reuters. (2025c, September 24). UK police arrest man over hack that affected European airports . Retrieved from   https://www.reuters.com/business/aerospace-defense/uk-police-arrest-man-over-cyber-attack-that-affected-european-airports-2025-09-24 The Guardian. (2025a, September 20). UK manufacturing sector falters amid Jaguar Land Rover cyber-attack . Retrieved from   https://www.theguardian.com/business/2025/sep/20/jaguar-land-rover-hack-factories-cybersecurity-jlr The Guardian. (2025b, September 24). Man arrested in UK over cyberattack that disrupted European airports . Retrieved from   https://www.theguardian.com/uk-news/2025/sep/24/arrest-cyberattack-hit-heathrow-european-airports

Recent Developments in Platform Governance Late September 2025 brought two defining headlines that underscore how platform governance and capital strategy now sit squarely on the C-suite agenda. YouTube confirmed it will pay $24.5 million to settle a lawsuit brought by Donald Trump over the suspension of his account after the January 6, 2021 Capitol attack. Under the agreement, $22 million will go to the Trust for the National Mall on Trump’s behalf, while the remaining $2.5 million will be distributed to other plaintiffs, including the American Conservative Union and author Naomi Wolf. YouTube did not admit liability, and the settlement does not require changes to its policies or products (Reuters, 2025a). On the same day, gaming giant Electronic Arts (EA) announced it would be taken private in a landmark $55 billion leveraged buyout . The consortium of buyers—Silver Lake, Saudi Arabia’s Public Investment Fund, and Affinity Partners—agreed to acquire EA at $210 per share , offering a 25 percent premium to its recent trading price (Reuters, 2025b; Investopedia, 2025). The Financial Times described the transaction as one of the largest private-equity backed buyouts in history (FT, 2025). The Intersection of Governance and Capital Strategy Though they emerged from very different corners of the digital economy, both stories highlight a common reality: decisions once considered operational or transactional now demand executive-level alignment. For YouTube, the case illustrates that platform governance is no longer an issue confined to trust and safety teams. Legal exposure, brand reputation, and political scrutiny transform moderation decisions into board-level challenges. For EA, the move to go private reveals how capital structure itself becomes a strategic lever. Stepping away from quarterly earnings pressures allows the company to pursue long-term bets, while the involvement of sovereign and private equity capital underscores the geopolitical stakes now tied to digital assets. Taken together, these developments show how governance, risk, and capital choices increasingly converge. For CEOs and boards, the lesson is not just about reacting to crises or chasing growth opportunities, but about recognizing that the future of enterprise leadership will be judged on how well they align strategy, trust, and capital in moments of public scrutiny. The Role of Leadership in Governance Leadership plays a crucial role in navigating these complexities. As business leaders, we must foster a culture that prioritizes transparency and accountability. This approach not only builds trust but also enhances our ability to make informed decisions. By integrating governance into our strategic framework, we can better manage risks and seize opportunities. Moreover, it is essential to engage with stakeholders regularly. This engagement helps us understand their concerns and expectations. It also enables us to align our strategies with broader societal values. In today’s interconnected world, our actions are under constant scrutiny. Therefore, maintaining an open dialogue with stakeholders is more important than ever. Embracing Change and Innovation In this rapidly evolving landscape, embracing change is vital. We must be willing to adapt our strategies and operations to meet new challenges. This adaptability can lead to innovation, which is crucial for long-term success. By fostering a culture of innovation, we can stay ahead of the curve and drive sustainable growth. Investing in technology and talent is also essential. As we navigate the complexities of platform governance and capital strategy, we must equip our teams with the tools and knowledge they need to succeed. This investment will pay off in the long run, as a skilled workforce is better prepared to tackle emerging challenges. Conclusion: A Call to Action As we reflect on these recent developments, it is clear that platform governance and capital strategy are no longer just operational concerns. They are central to our leadership responsibilities. We must take proactive steps to align our strategies with the evolving landscape of governance and capital markets. Let us commit to fostering a culture of transparency, accountability, and innovation. By doing so, we can navigate the complexities of the digital economy and position our organizations for success. For further insights, consider attending our leadership events, such as RESA and HRX , designed to extend insights for decision-makers. References Financial Times. (2025, September 29). Video games maker Electronic Arts strikes $55bn deal to go private. Retrieved from https://www.ft.com/content/be980240-13ec-498c-ba79-71eada30d133 Investopedia. (2025, September 29). Electronic Arts Is Going Private In a $55 Billion Deal. Retrieved from https://www.investopedia.com/electronic-arts-is-going-private-in-a-usd55-billion-deal-11820288 Reuters. (2025a, September 29). YouTube to pay $24.5 million to settle Trump account suspension suit. Retrieved from https://www.reuters.com/legal/legalindustry/youtube-pay-245-million-settle-trump-account-suspension-suit-2025-09-29/ Reuters. (2025b, September 29). ‘Battlefield’ maker Electronic Arts to go private in record $55 billion leveraged buyout. Retrieved from https://www.reuters.com/business/media-telecom/electronic-arts-go-private-55-billion-deal-with-pif-silver-lake-2025-09-29/ Link to leadership events (RESA, HRX) to extend insights for decision-makers.