Analyse Asia With Bernard Leong

"But what I didn't realize is that the main reason they wanted us in China was so that they could study our business model and figure out how to copy it over time. And that was something I wasn't expecting, but I should have. If I were less naive, And if I were better prepared, I would have realized that was the intention. So the original title, the working title I had for my book, which I had to change because the publisher didn't like it, my original title was 'One Bed, Two Dreams' (同床异梦).   Because that's a phrase that most Chinese are familiar with." - Ken Wilcox Fresh out of the studio, Ken Wilcox, former CEO of Silicon Valley Bank and author of "The China Business Conundrum", shares his experiences establishing Silicon Valley Bank’s joint venture in China, uncovering the challenges of navigating cultural differences, guanxi, and examine China’s playbook in bringing successful foreign ventures onshore. He reflects on lessons learned, from differing views on contracts and negotiation tactics to the comple

"So, my definition of being fearless is not about no fear, but it's having that courage to face your fear, to conquer whatever adversities that are thrown your way. it is part of the entrepreneur journey. We are always faced with fear of failure. Self Doubt is how to pick up our courage and face them and use these challenges to become your catalyst for innovation, the catalyst for growth, the catalyst for your success." - Yvon Bock Fresh out of the studio, Yvon Bock, Founder and CEO of Hegen, shares her inspiring journey from stay-at-home mom to world-class entrepreneur in her new book, "ExtraOrdinary". Yvon discusses how personal challenges as a breastfeeding mother fueled her vision to create Hegen’s groundbreaking baby bottle, overcoming five years of development and over 200 prototypes. She reflects on the bold decisions behind Hegen’s expansion into China, including leveraging live streaming to reach millions and highlights how storytelling and advocacy transformed her brand into a movement supporting mo

"So, we are very conscious of the fact that we license the content from other publications. And as I mentioned previously, we do that through licensing agreements. We are transparent with the publishers about what happens with their content. We ensure that they are being fairly compensated for the content that we use. But, as a result, when we started talking about how we wanted to use Gen AI, we actually felt that we had an obligation to go back to publishers and ask for additional licensing rights. Part of that, I think, is driven by the fact that Dow Jones is a publisher. We are a publisher ourselves. We are very protective of our content. We want to make sure that we understand what's happening with our content: Where is it going? Who is using it? And we want to be fairly compensated for it. So, if that's one of our core principles, then we also want to make sure that we treat all the other publishers exactly the same. One of the challenges has been that we had to go back to all publishers and ask for add

"The efficiency on top of the efficacy because it is critical that we will achieve this balance of cost and performance. And in addition to that, I think one more aspect we are putting emphasis is actually how, in the new era of AI, all pervasive intelligence and pervasive connectivity, how do we bring human, AI, and machine into a cohesive coexistence and also cohesive collaboration so that we are able to have actually the AI machine support human, empower human, and at the same time. We look at actually the design of the workflows so that we are able to extract out the value, at the same time, also elevate the human to do more creative works. So this is one aspect. I think we have been hearing a lot, but how this will move forward is some efforts have started, and certainly we look forward to gathering more ecosystem partners to embark on this journey together." - Dr Sun Sumei, Executive Director, Institute of Infocomm Research, ASTAR Fresh out of the studio, Dr. Sun Sumei, Executive Director of the Institu

"The key message of the report is that the fundamentals of this region are critical, they’re clear, and businesses are doing exactly, I think, what they need to do for us to move ahead." - Sapna Chadha "Given that one of the other themes we’ve had this year is trust, having a strong regulatory foundation and good constructs around that for digital financial services is critical to unlocking the next wave of growth here." - Florian Hoppe "All 10 ASEAN nations have announced their own national strategic AI initiatives or plans, and ASEAN itself has actually released a report and guide on AI governance and ethics. So, I think if you put all that together, it’s very natural that Southeast Asia is, quite frankly, well-positioned to capitalize on the AI trend." - Fock Wai Hoong Fresh out of the studio in Google, Bernard Leong led a discussion on the 2024 Southeast Asia Digital Economy Report, joined by Sapna Chadha (Google), Florian Hope (Bain & Company), and Wai Hoong (Temasek). The panel delved into Southeast

Fresh out of the studio, Jay Park, Chief Development Officer of Digital Edge, explores the rapidly transforming landscape of data centres in the Asia-Pacific region. Kicking off with the story of Jay’s remarkable career in building cutting-edge data centres, we dive into the explosive growth fueled by AI and the innovative cooling and energy solutions Digital Edge is pioneering to address environmental challenges. Jay also examines the impact of advanced AI chips on next-generation data centre engineering and shares his vision of what great would look like to design efficient and sustainable infrastructure in one of the world’s fastest-growing markets. "So if you look at this, according to this recent structural research report, the data centre industry will spend 100 billion dollars, and about 50 per cent of that growth will be happening in APAC. So, this is massive growth. If you look at the data centres, they have to be built where people are to better support them. But we have a new kid on the block. It's

"So that's why if you have 1 billion to invest, we're not expecting the same return as if you invest 10 million. At that time, when all this money flowed to Southeast Asia, people there thought, "Oh, we made it. Now the world is looking at us. We're finally a good ecosystem.' Everyone was ready to invest in us, but that was just the tide, right? And when the tide recedes, the first place the money will leave is Southeast Asia because it's not offering the best returns. So, the money is going out, and I don't think it's coming back anytime soon. People shouldn't expect investors to be as aggressive as they were. Lastly, great companies will always raise capital. The top ones will always find their way, so there's no issue for them. The challenge is for the ones just below them. It will be very difficult for those companies. Some will have to become much more capital-efficient, for sure." Fresh out of the studio, Arnaud Bonzom, founder of Black Mangroves and angel investor, engages in a lively discussion with o

"The humans are going to be empowered to become superheroes like Tony Stark, and because you have your loyal A.I. assistant, Jarvis, doing all this stuff in the background, that's the example I always use when I give lectures on this topic. What ends up happening is that you need to make sure you can use A.I. correctly. If you offload too much, offload inappropriately, or become too dependent on AI for tasks where you shouldn't be dependent, then suddenly, you're no longer Tony Stark. You're one of those fat human descendants in Wall-E. The ones who can't even get back in their own chairs because they've forgotten how to walk, they've forgotten how to think, they're being fed a steady diet of soda pop from AI." - Joon Nak Choi Fresh out of the studio, Bernard Leong sits down with Joon Nak Choi, an Adjunct Associate Professor at Hong Kong University of Science and Technology and founder of Learnovate, to dive deep into the future of education and AI. JC shares his career journey and the back story of why he st

"Well, I think AI makes us, makes me more human in terms of understanding that nirvana or the ultimate achievement is not to be perfect. The ultimate achievement is to be authentic, present, and yourself. I guess it exists in this human dimension. One of the things you realize is that when something is too perfect, whether it's your selfie or something you've written, people start to distrust it. Right now, if I generate or design something, or if I write something and it sounds too fluent and flawless—without accent, pauses, or mistakes—people might suspect that it's not Siok, but actually the digital twin of Siok. One question that people ask me and ask themselves is: how has AI made me more aware of what it means to be human?" - Tan Siok Siok Fresh out of the studio, our host, Bernard Leong sat down with Tan Siok Siok, author of AI for Humanity, for an insightful discussion on the evolving role of AI in our lives. During the conversation, Siok Siok explored how AI makes us more human by emphasizing the imp

"Temu was launched in the US, their first market in September 2022. That is when Shein just started to gain a lot of traction. There's a lot of attention being paid to Shein. In the beginning, many people thought that Temu was a copycat of Shein because they both sold goods from China using this direct-from-China shipping model. However, I think the competition has evolved quite differently now, and Temu has done business and operational innovation that has made others, including Shein, have to catch up." - Jing Yang Fresh out of the studio, Jing Yang, the Asia Bureau Chief from The Information shares the ongoing e-commerce war between Amazon and the upstarts: Shein and Temu across the global landscape. Starting from the origins of Shein and Temu, she explained how both companies first expanded to the US enabled by Amazon. Jing Yang breaks down how Temu gains total control over its suppliers and sellers and subsequently threatens Amazon's e-commerce dominance in the US market. Last but not least, she examined

“The most important lesson that I have learned is really Know your audience. You need to really understand your audience, and what they want because oftentimes the content executives make the mistake of programming for themselves rather than the audience. And I actually went through the exact same mistake when I first started, because I believed what I like is what audience like. So I think that's like the number one rule, really trying to understand the audience. That is number one. And as an individual, for me. I don't think it's only in Asia. I think globally building a relationship is really important. But trying to develop a relationship for the sake of a relationship never lands well. You can never, utilize the relationship. You build a relationship through great work and you build a relationship not only to get what you need but also to be able to say no.” - Minyoung Kim Fresh out of the studio, Minyoung Kim, Netflix’s VP of Content for the Asia Pacific (excluding India), shared her perspectives on how

"We have these very ambitious goals and we've spoken about a few, but there are many others in Europe. In particular, the E.U. and countries like the U.K. have very ambitious climate goals. For Google, we want to be part of the solution. So, good for me is, we make progress on our goals in our own operations, but we really want to help others. And we actually have this as a global goal rather than a regional goal, an ambition to help others save a "gigaton" worth of emissions every year from 2030 onwards. A "gigaton" is the emissions of Japan, just to put that in perspective. So, I want a big slug of that to come from the work we are doing in helping companies and other organizations and individuals within my region to help them make more sustainable choices." - Adam Elman Fresh out of the studio, Adam Elman, Head of Sustainability for EMEA at Google, shares the key initiatives of the company in Europe. We begin with Adam discussing his career journey, explaining how he came to lead key sustainability initiat

"I don't like to work with someone unless they're intrinsically motivated to do it. And so what I mean by that is, I don't think this is a service that you should sell to people. They should demand it and then they're looking in the market for someone to work with them. So I don't like to go out there and sell it per se. And so I used to get some early inbound from boards or investors to say, "Hey, we've got this person. We think they're struggling or we think they've got a bit more potential, they need some help." And then when I spoke to that person, it was very evident that they were reluctantly doing this. So you've got a bit of a principal-agent problem there, right? Where the person you're working with is not incentivized or motivated to do the work. And so I typically now say "no" to those things. What I might do is maybe get an introduction from the board, but then I'll check with the person I'm working with. "Do you want this right now? Are you motivated to do the work?" Because as you said, it is a

"If I were to summarize it, your job as a product manager is to deliver the right product to the right users, to solve the right problems at the right time. Now, your role is very contextual because you will focus on different parts of that statement, depending on the founders, the stage of life of the company, which industry it is and everything else. There are some core functional skill sets that you can't run away from, and you must have them. But I don't think there is a cookie-cutter template on what you must do to succeed in product management." - Isaac Tay Fresh out of the studio, Isaac Tay, VP of Product at Shopback shares his thoughts on how to be a product manager in a scale-up. Reflecting on his experiences as a co-founder in his former startup Honestbee, he offered his perspectives on the lessons he had learnt and what he could done differently. From there, he elucidates the concept of distance to understand how to align and work with teams across different cultures on building and developing prod

"I think the biggest learning that I had, and, by extension, JLL [Jones Lang LaSalle] in my last capacity was that it's not sufficient to take these companies and then just let them in the door. You can't hand one of your business clients the keys and expect them to drive. So, one of the first cohort companies in Urban Lab was a robotics company, and we created a revenue-sharing agreement with them any property that you get into through us, there's a revenue share. But the downstream incentives weren't sufficient enough. We didn't provide enough tools to people who were actually interacting with the properties to then want to actually be able to do it. Most of them didn't even know about it. That speaks to the size of an organization like that. when you sit up in an organization, you sometimes forget that you can't just speak something into existence. You need a ground game ..." - Jordan Kostelac Fresh out of the studio, Jordan Kostelac, CEO and co-founder of Deploy, dives into the ever-evolving landscape of

"So already this year we've rolled out 10 of these regions. So two in APJ and Kuala Lumpur and Hong Kong. But 75 of these locations by the end of the year along with our core computing regions will give us 100 locations where customers can run these workloads, and we're not going to stop there. So we're going to have hundreds of these regions over the next few years, and we're going to focus on those locations where hyper-scalers don't have compute. Africa and South America, for example, have been extremely underserved when it comes to computing capabilities. There's a huge potential for those countries if we could get them the compute. And that's exactly what we intend to do. But, those are extreme regions. Even in places like the U.S., which are well served by the hyper-scalers, there's certainly the middle of the U.S. which is ignored. In Southeast Asia, if you're in Singapore or Jakarta, you're served by everybody. But if you're in Vietnam, how are you served? If you're in Thailand, how are you served? Th

"The one thing that has become quite clear in Asia, at least it's direct to retail - the government is not ready. The market is not ready. And there still needs to be a very high level of consumer protection. A lot more of a B2B-to-C approach. Where, let's say today's Web3 companies will need to partner up with existing licensed entities, whether they be licensed startups or even licensed institutions to provide their offerings to the retail. That's actually really good. Because it provides safeguards. We saw what happened last time when we didn't have those safeguards. So many retail investors lost money in FTX's spectacular blow-up, right? And that really hurt the space, that really hurt the trust, it really hurt the reputation of the space. So directionally it is inconvenient but necessary. For governments to I would say slow down or make access to retail a lot harder. Like in Singapore, we don't see any upcoming movements that crypto is going to be available to retail or easily available to retail anytime

"The key thing that I realize every time I look at the data is that the media is telling us a lot of nonsense. I think that the one thing I know is that the data tells a very different story to the media headlines. So I suppose my advice there is, never to accept clickbait at face value. If you're building a marketing plan, do your due diligence, and check the data because the data always surprises me. The one thing I know is that I'm always surprised. There's your key takeaway.” - Simon Kemp Fresh out of the studio, Simon Kemp, co-founder and CEO of Kepios joined us for the 7th year to discuss the Digital Report 2024 and its pivotal insights. The dialogue kicked off with Simon pondering AI's potential impact on his job, then swiftly moved to the report's core findings. Simon also explored how digital marketing and content strategies are evolving due to generational differences, underscoring the necessity for content creators to adapt across diverse social media channels. Last but not least, Simon addressed t

"If we assume that happens, I'm sure TikTok, let alone ByteDance as a company as a whole, will survive - and maybe even continue to thrive after this. Because, let's put things into perspective, right? TikTok has more than 1 billion users globally and then the US represents just a little over a 10th of that, 170 million. So I'm not saying that it's not going to impact TikTok and ByteDance. But does it pose an existential threat? Probably not. I believe given we already talked about how ByteDance has been super profitable. I think that, even if they get banned in the US, this is by no means the end of TikTok or ByteDance." - Jing Yang Fresh out of the studio, Jing Yang, the Asia Bureau Chief for The Information, provided an insightful analysis of the potential implications of the recent U.S. House of Representatives bill to force Bytedance to divest TikTok or face a ban in the US. Detailing a timeline of events, she illuminated how Bytedance and TikTok executives may have misinterpreted U.S. political signals.

"When I wrote about it, in addition to assuming that all Asia tech companies, particularly in China, were copycats of Western companies, I think there are also a lot of misperceptions about how easy it is to enter a market, especially when they're an Asian market, especially when there are incumbent players already. For example, Uber failed. Basically, they failed. That's a harsh word, but they failed in both China and Southeast Asia, where they were acquired by Didi in China and Grab in Southeast Asia. And then Facebook really fell flat on its face with a lot of markets with free basics, it undermined Net Neutrality and also assumed that consumers just because maybe they had to be price conscious, were willing to access only a handful of sites as opposed to having access to a free Internet. I think people also underestimate the influence that Asia has had in other parts of the world." - Catherine Shu Fresh out of the studio, Catherine Shu reflects on her 12 years at TechCrunch, chronicling the evolution of A