Apr. 12, 2018
Lim-Loges & Masters recently gathered insights on digital transformation and change from a panel of senior leaders within Asia Paciﬁc’s B2B and B2C food sectors. The group, which participated in a roundtable in Singapore in late 2017, included investors and representatives from major agribusiness and food chain enterprises including DSM, Crisp Sensation Asia, Emeterra, Nutreco NV and the State General Reserve Fund – Ministry of Finance (Oman).
Over the past decade, the digital revolution has transformed the relationship between corporations and consumers across the world. Thanks to social, mobile, analytics and cloud technologies, interactions between consumers and brands are now instantaneous and multi-directional.1
Digital companies can reach new customers immediately and at virtually zero marginal cost. At the same time, today’s consumer is a powerful stakeholder who can inﬂuence product perception quite as much as the enterprises that own them.
Notwithstanding the breakneck speed and scale of change, the process of digital disruption has only just begun. Leading-edge companies are now experimenting with emerging technologies such as artiﬁcial intelligence, robotics and cognitive computing. These are encouraging hopes of massive efﬁciency gains as machines learn to get ever better in crunching increasing volumes of data to understand what works.
All this means that CEOs are now under signiﬁcant pressure to accelerate innovation in their organizations and to disrupt their businesses and markets before they are themselves disrupted. The stakes are high: a study from the John M. Olin School of Business at Washington University estimates that 40 percent of today’s Fortune 500 companies that are also on the S&P 500 will no longer exist in 10 years’ time.2
One key to surviving in this volatile new world is to change the game internally. Yet how well are business leader sin Asia Paciﬁc equipped to maintain the balance between achieving results today and innovating to seize new opportunities in the future? What are the talent, cultural and organizational implications for companies that want to boost their capacity to disrupt? And what role can diversity play in helping ﬁrms create the performance and proﬁtability needed for success?
Lim-Loges & Masters summarised its views on above questions in its recently published white paper
(click to download the full copy)from the following four aspects:
# AsiaPaciﬁc: an uneven landscape
# Leading for innovation
# Driving innovation with diversity
# Seizing a disruptive competitive advantage
More details, pls click here.
Contact Lim-Loges & Masters To discuss the themes raised in this paper, contact: Lelia Lim, Managing Partner, Asia Paciﬁc. LeliaLim@LLMRecruit.com
Lim-Loges & Masters Regional HQ email: contact@LLMRecruit.com Ofﬁce tel: +65 6408 0565 Address: 1 Rafﬂes Place #24-00 Tower 1, Singapore 048616
1. Digital Disruption Has Only Just Begun, Pierre Nanterne, World Economic Forum, January 2016, https://www.weforum.org/agenda/2016/01/digital-disruption-has-only-just-begun
2. A Decade to Mass Extinction, CNBC, June 2014, https://www.cnbc.com/2014/06/04/15-years-to-extinction-sp-500-companies.html