By Dr. Wilson Chew and Jaslene Pang
SOUTHEAST ASIA’S growth enterprises are well-positioned to capitalise on the region’s opportunities.
The challenge is not merely technological, but also one of strategic alignment, organisational capabilities, execution discipline and governance.
Abstract
SOUTHEAST ASIA’s growth enterprises are well positioned to capitalise on the region’s resilient economies, youthful demographics and deepening integration. AI is emerging as a strategic enabler of their competitive advantage, through productivity, differentiation and scalability.
Yet realising this potential remains a significant challenge. MIT’s 2025 GenAI Divide study reported that approximately 95% of enterprise generative AI initiatives it examined had not delivered measurable profit-and-loss impact. Adopting AI and creating value from it are not the same thing.
More importantly, AI adoption can never be a substitute for the strategic choices and governance that boards and management themselves must provide.
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