Editor Tony interviewed Kazunori Fukuda, Managing Director of Sansan Thailand, to examine how digital transformation is reshaping ASEAN’s economic landscape. As the region moves toward a digital-first future, ASEAN enterprises face both significant opportunities, particularly for SMEs seeking efficiency and global reach, and ongoing challenges such as skill shortages, uneven infrastructure, and digital illiteracy.
Fukuda highlighted the cultural strengths that help ASEAN organizations remain resilient during digital disruption. Collectivist values, consensus-driven leadership, and entrepreneurial agility allow businesses to adopt new technologies in ways that benefit all stakeholders. As AI becomes more integrated into daily operations, human-centered skills such as creativity, critical thinking, and emotional intelligence will become increasingly important.
Tony: “What new opportunities and challenges does the digital economy pose for the ASEAN region? How can ASEAN economies benefit from markets that prioritize digital transformation and innovation-driven ecosystems?”
KF: “The digital economy brings tremendous opportunities for ASEAN economies, especially in areas like small and medium-sized enterprises (SMEs), where digital transformation can boost efficiency, reduce costs, and enable access to global markets. However, challenges remain, such as the lack of skilled workforce, infrastructure gaps, and digital illiteracy in some areas.ASEAN economies can benefit by adopting digital-first policies, investing in education and digital infrastructure, and fostering innovation ecosystems where collaboration between government, private sector, and academia becomes the foundation for sustainable growth.”
Tony: “What cultural or organizational traits make ASEAN enterprises particularly resilient or adaptive during periods of digital disruption?”
KF: “ASEAN enterprises often exhibit adaptability rooted in their collectivist cultural values. In many Southeast Asian countries, there is a strong emphasis on community and group welfare, which facilitates smoother transitions during digital disruption. This cultural trait promotes consensus-driven decision-making and the integration of new technologies in ways that are beneficial to all stakeholders, making organizations more resilient.Additionally, ASEAN enterprises are often nimble and entrepreneurial, which is vital in an era of rapid technological change.”
Tony: “As AI takes over routine tasks, which human skills will become most valuable, and how can leaders keep empathy at the heart of efficiency? What does it truly mean to be ‘AI-first’?”
KF: “As AI automates routine tasks, the most valuable human skills will be creativity, critical thinking, and emotional intelligence.While AI can enhance efficiency, it cannot replicate the empathy and complex judgment that humans bring to decision-making. As leaders, we must ensure that AI is seen as a tool for augmentation rather than replacement, allowing employees to focus on tasks that require human insight and emotional intelligence. To be ‘AI-first’ means embedding AI into every aspect of our operations, not just as a tool for automation but as a core enabler of innovation that informs strategy, operations, and customer relationships.”
Tony: “Given the rapid pace of digital change, how can organizations best train their employees to adapt and maintain effective performance? Likewise, how can employees prepare themselves to thrive in an increasingly digital workplace?”
KF: “Organizations must invest in continuous learning and create environments that encourage employees to adopt new technologies.At Sansan, we have implemented company-wide AI training and foster a culture of growth and experimentation to help employees integrate digital tools into their daily work. Employees should take ownership of their learning journey by staying curious, participating in relevant skill-building initiatives, and engaging with new tools and technologies that will shape their industry.”
Tony: “Many organizations are moving from experimenting with AI to embedding it across their operations. From your perspective, what differentiates companies that generate sustainable business value from those that simply integrate AI into their everyday processes?”
KF: “The key difference lies in how AI is embedded into an organization’s strategy and culture. Companies that generate sustainable business value with AI don’t just use it to automate tasks; they integrate it to drive decision-making, innovation, and business model evolution. For instance, at Sansan, we focus on leveraging AI to create integrated solutions that build long-term value, not just short-term efficiencies.
It’s about aligning AI investments with the company’s overall vision, ensuring that it becomes a driver of both operational efficiency and customer-centric innovation. Source responses reflect the broader principles that guide Sansan’s growth in ASEAN and the evolving digital landscape, blending technological adoption with organizational culture and human development.”
Enjoyed the interview with Mr. Fukuda, thanks for sharing.
If you're interested, here's a piece I wrote on Sansan (4443):
https://jparcvue.substack.com/p/sansan-4443-from-narrative-to-fundamentals?r=8g5axd&utm_campaign=post-expanded-share&utm_medium=web