For decades, the dominant belief in entrepreneurship has been straightforward: To scale a business, you scale a team.

Hiring has traditionally been the default solution to growth: More engineers to build, more marketers to sell, more operators to manage complexity. This model has shaped everything from venture funding to organisational design.

However, a structural shift is underway.

A growing number of founders are no longer scaling through headcount systems, giving rise to a new category of businesses: One-person companies built and operated with AI.

At the centre of this shift sits an increasingly relevant model: micro-SaaS.

From team scaling to system scaling

The emergence of AI introduces a different form of leverage-one that is not dependent on people, but on systems.

Historically, increasing output required proportional increases in resources:

• More hires.
• More coordination.
• More operational overhead.

Today, that relationship is weakening.

With the right AI workflows in place, founders can:

• Automate research and analysis.
• Systemise decision-making.
• Generate and distribute content at scale.
• Manage customer flows with minimal manual intervention.

This marks a transition from team scaling → system scaling.

A founder’s turning point: From burnout to leverage

This shift is not purely theoretical.

In my own experience, the move toward AI systems emerged from necessity rather than optimisation.

Running multiple ventures required constant:

• Decision-making
• Coordination
• Context-switching

The natural instinct was to hire.

But hiring introduced a different set of constraints-misalignment, communication overhead, and increased operational stress.

The inflexion point came with a simple reframing:

The issue was not capacity. It was leverage.

Also Read: The human touch advantage: Why AI alone won’t win Singapore’s customer economy in 2026

From AI tools to AI systems

Most founders begin using AI at the tool level-generating content, automating small tasks, or experimenting with prompts.

While useful, these applications rarely create structural change.

The real shift occurs when AI becomes a system layer rather than a tool.

Instead of asking: “How can AI help me do this task?”

The question becomes: “How can this entire process run without me?”

This is where concepts like AI “digital twins” begin to emerge-systems designed to replicate aspects of a founder’s thinking, workflows, and decision patterns.

Tools assist – systems compound.

Why micro-SaaS is emerging as the dominant model

As AI lowers the technical and operational barriers to building software, micro-SaaS is becoming a natural outcome.

Micro-SaaS businesses are typically:

• Niche and focused.
• Built by individuals or small teams.
• Subscription-based.
• Designed to solve specific, recurring problems.

Previously, building SaaS required:

• Engineering teams.
• Funding.
• Extended development timelines.

Today, AI enables founders to:

• Prototype quickly.
• Launch with minimal infrastructure.
• Iterate continuously based on user behaviour.

This creates a new class of founder, one who builds systems first, companies second.

Case study: From personal system to product

One example of this shift is the development of Seraphina AI.

Originally built as an internal system to manage workflows, decision support, and content execution, the platform evolved into a standalone product.

• Developed by a single founder using AI-assisted workflows.
• Scaled to thousands of paid users within a short period.
• Continues to operate as both an internal system and a commercial product.

The key insight was not technological, but structural:

A system built to solve personal bottlenecks can often be productised for others facing the same constraints.

This pattern is increasingly common across micro-SaaS businesses emerging today.

Also Read: Burning billions: AI’s capital frenzy and its global implications

From knowledge to income: A new conversion layer

One of the more significant implications of this shift is the monetisation of knowledge.

Traditionally, expertise was monetised through:

• Consulting
• Services
• Content

These models are often limited by time and scalability.

AI introduces a new pathway: Knowledge → System → Product → Revenue

A founder’s expertise can now be:

• Captured.
• Structured into repeatable workflows.
• Embedded into an AI-driven system.
• Delivered as a scalable product.

This is the foundation upon which many micro-SaaS businesses are being built.

A practical framework: MINT

To operationalise this, a simple framework can be applied:

Make (Idea)

Identify knowledge, expertise, or problems worth solving.

Implement (Offer)

Structure that into a usable format:

• Product
• Workflow
• Service

Nurture (Funnel)

Build systems for engagement and conversion.

Traffic

Drive visibility and distribution.

Rather than focusing on building a business from scratch, the emphasis shifts toward building systems that generate business outcomes.

Rethinking scale

One of the key advantages of micro-SaaS is its economic profile.

Large user bases are no longer required to build meaningful revenue.

For instance:

• 100 users at US$20 per month generate US$2,000 per month.
• 1,000 users generate $20,000 per month.

This reduces:

• Dependency on external funding.
• Pressure to scale prematurely.
• Operational complexity.

It also enables founders to build sustainably and independently.

The misconception around AI adoption

Despite rapid adoption, many founders are still underutilising AI.

A common pattern is treating AI as:

• A content tool.
• A productivity enhancer.
• A tactical add-on.

These applications, while useful, do not unlock the full value of AI.

The real advantage lies not in doing tasks faster, but in redesigning how work is done entirely.

Also Read: GenAI adoption is rising in Asia, but ROI remains elusive: Adobe

From tools to systems

AI is evolving across three stages:

• Tools
• Assistants
• Systems (agentic workflows)

We are currently transitioning between assistants and systems.

The founders who benefit most will be those who:

• Design workflows early
• Structure knowledge into systems
• Build products on top of those systems

The emerging opportunity

While AI capabilities are advancing rapidly, usability remains a key barrier.

Most solutions today are:

• Fragmented
• Technical
• Difficult to integrate

This creates a clear opportunity.

The next wave of founders will not necessarily be the most technical, but the ones who can translate AI into usable, scalable systems.

A different way to build

The rise of one-person AI companies represents more than a productivity shift.

It reflects a fundamental change in how businesses are designed.

Instead of:

• Scaling teams
• Increasing overhead
• Managing complexity

Founders can now:

• Build systems
• Leverage AI
• Create scalable products independently

Micro-SaaS sits at the centre of this transformation, offering a practical pathway for founders to participate in this new model.

The question is no longer whether AI will change how we work. It is whether founders are ready to change how they build.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. You can also share your perspective by submitting an article, video, podcast, or infographic.

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At the end of 2025, a group of cassava farmers gathered not to celebrate a harvest but to protest. The price of cassava had collapsed again, bought by formal markets at below US$0.06 per kilogram, despite a recognised standard of US$0.08 for cassava with 24 per cent tapioca content. Chilli farmers across the country know the same story: middlemen manipulate the prices, and nobody in the system has the structural leverage to push back. Even until now, this unstable price structure remains.

The root of this problem is not productivity. The problem is governance. Products from other districts flow freely into local markets without coordination, underselling prices and leaving farmers with no pricing power and no identity in the supply chain. Efforts to fix this have come and gone, such as credit programs, modernisation schemes, and marketing training. Each program mostly only addresses one layer.

One Village One Product: A framework Indonesia already has, but underuses

One Village One Product, or OVOP, was first launched in Japan in 1979 to revitalise rural economies by anchoring each community to its most distinctive product. Instead of competing on volume, compete on identity. Thailand understood this early. Its OTOP program produced Thung Kula Rong-Hai Thai Hom Mali Rice for the European market and Hauymon Pineapple exports across Asia and the United States. These are not niche results. They came from a national commitment to treating agricultural origin as an economic asset.

Indonesia has that asset, too. Lampung is known for coffee and cassava. South Sumatera for citrus. West Java for tea. Gorontalo for corn. The Great Giant Pineapple in Lampung already shows what is possible when a local product competes globally against exports from Thailand and the Philippines. The potential exists, but the architecture to replicate it at the smallholder level does not yet.

Also Read: Turning crisis into capital: Indonesia’s climate x health pivot gains global attention

Indonesia has implemented OVOP in a limited form, but almost entirely for handicraft and textile products. The agricultural sector has largely been left outside its scope, and that needs to change.

Why OVOP is also a GEDSI intervention

Expanding OVOP into agriculture matters beyond economics. When it is applied thoughtfully, it becomes one of the most effective delivery mechanisms for Gender Equality, Disability and Social Inclusion (GEDSI).

• On gender equality, OVOP works because it demands collective participation across the full production and decision-making chain. Deciding which product best represents a village, how it should be processed, and how it should reach buyers: these cannot be carried out by one group in isolation. Female farmers who engage directly with market dynamics develop a sharper understanding of what buyers want and why. When women are embedded in the design of a village’s product identity rather than added as an afterthought, they become indispensable to its success.
• On disability and social inclusion, OVOP’s cooperative model is significant. When a village organises a single product, work is distributed across many roles such as cultivation, quality control, processing, packaging, documentation, and market liaison. A cooperative designed for broad participation can accommodate members across a wide range of physical capacities. A person with a mobility limitation may not harvest in the field, but can lead quality grading at the processing stage. This is not charity. It is a design choice that makes the cooperative more resilient by drawing on a wider talent base.
• Social inclusion follows naturally. The market access will be easier to enter when it is mediated through collective identity rather than individual bargaining power.

Also Read: Underfunded and under fire: Indonesia’s cyber startups face 2025 reality

The farmers who gathered in Lampung to protest a collapsed price were not asking for charity. They were asking for a system that works. OVOP would give Indonesia’s smallholder farmers something that credit programs and modernisation schemes have never provided, that is, a structural position in the market that is difficult to undercut and a collective identity for a sustainable agribusiness system. 

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. You can also share your perspective by submitting an article, video, podcast, or infographic.

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Over the last couple of years or so, the startup landscape around the world has shifted dramatically. Economic turbulence, rising interest rates, and increasing competition have created ripple effects, creating what was then dubbed the ‘funding winter’. 

As investors struggled to raise funds for deployment, they had to become more intentional about where they put their money. They started concentrating capital into fewer, stronger startups.

The result? Investors stopped chasing unicorns and went after the ‘camels’. 

Fundraising became an activity in proof, not narratives. Founders had to change their ‘growth at all costs’ approach and instead emphasise business fundamentals, market traction, real-world problem solving, and proof of concept. 

Public relations for startups is no longer about visibility and attention. It is now about de-risking your startup in the eyes of investors.

The new investor lens in Southeast Asia

VCs and investors, in Southeast Asia especially, now value proof points a lot more than fluffy stories. They want to invest in proven models, scalable solutions, and knowledgeable founders. 

This is evident in the trends and data. Fundraising cycles are longer and scrutiny is higher as capital efficiency and business fundamentals take centre stage. Mid-stage funding numbers have taken a hit, and ‘zombie startups’ are emerging. 

With all this, there is a strong emphasis on PR. Why? Because you need to answer:

• Does the market actually need this solution?
• Is the startup going to survive and thrive?
• Is the founder capable of growing this business?
• Is the startup seeing traction?

Put simply, you need to be able to justify your business. And this is done through market signalling.

Signal one: Proof of business, not just vision

Investors want to see revenue traction or a clear path to it. In a world where risk-takers are few and far between, nobody will place their bets on a vision which has not yet turned into reality.

What does that mean for your startup PR strategy? Continuous and consistent communication. 

Also Read: The hidden risk in AI adoption: Unchecked agent privileges

When engaging in public relations for startups, you need to be consistent with your messaging and show positive movement on a regular basis.

Partnered with an industry leader? Announce it. Made a leadership hire? Announce it. Expanded into a new market? You guessed it. 

Amidst all these announcements, it is important to keep messaging consistent. The company’s mission, vision, and proof points need to tie back to the overall narrative. 

A great example of this is Philippine proptech Lhoopa. With every major update, it is clear that their end goal is to make housing more affordable and accessible. Investors like this consistency and clarity, especially today.

Signal two: Market position and strategic Relevance

Investors also want to know about your market. Is there a strong need and demand for what you offer? And if there is, where do you stand in the market?

Here, your PR strategy is delicate. You need to position yourself at the top of the market, differentiate yourself from the competition, and ensure that your PR strategy shows strong market demand.

Syfe is a great example. They announced their US$80 million Series C round in June 2025, and their strategic positioning supported this fundraise. They did this by communicating strong business performance and differentiating themselves in a cluttered fintech space. Syfe’s positioning is not ‘investment app’, but ‘a platform built in the region, for the region’. This helps them carve out a niche for themselves and stand on top of that mountain.

Similarly, your startup’s PR must plug into a macro narrative investors can believe in. Use thought leadership and strategic messaging to talk about the market, your solution, your USP, and tie it all together.

Signal three: Credibility and reputation

Reputation engineering is an intricate process, but when done right can bring exponential benefits. For investors, third-party validation, founder credibility, and narrative consistency matter. They signal market confidence and show pathways to future success.

This is where PR becomes decisive. 

Also Read: Beyond the US$70K level: Why Bitcoin’s real test isn’t price yet

Reputation is not just about Share of Voice, but about using your media coverage to establish yourself and engineer a reputation in the ecosystem.

How? The first step is to put yourself out there. Be visible. Speak at conferences, share opinions in credible media, create advocacy, talk about your journey on your socials, and ensure AI search shows your business growth. 

One of Southeast Asia’s newest unicorns is Bolttech, and they exemplify reputation. They do not talk too much. But when they do, the industry listens.

PR supports fundraising

The best PR strategy for early-stage startups does not make you look bigger. It makes you look safer, smarter, and surer. 

Do this by communicating proof, traction, and market position. The simplest way is the three C’s framework. Every good PR strategy for startups needs to talk about your three C’s:

• Concept: Market relevance, category ownership
• Community: Traction, revenue, customers 
• Corporate: Founder reputation, business performance

As a Southeast Asian startup in 2026, if you are not engaging in PR, you are not giving yourself a fair shot.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. You can also share your perspective by submitting an article, video, podcast, or infographic.

The post The new PR playbook: Why proof, not narratives, wins investors appeared first on e27.

Global digital cooperation has moved from aspiration to necessity. The shift to data‑driven economies, AI‑mediated services, and interconnected infrastructures has outpaced the capacity of national institutions to govern them alone. Nowhere is this tension more visible than in Asia, where some of the fastest‑growing digital markets coexist with some of the deepest connectivity and capacity gaps.​

This is precisely where the next phase of global digital cooperation will be won or lost — in whether we can turn overlapping forums and initiatives into a coherent architecture that serves real people, real institutions, and real communities.

The implementation decade for digital cooperation

The World Summit on the Information Society (WSIS) Forum+20 outcome, the Pact for the Future, and the Global Digital Compact have collectively pushed digital cooperation into an implementation phase. The direction of travel is clear:​​

• Digital inclusion is no longer just about “access”; it now spans affordability, skills, language, disability, safety, and the ability to exercise rights online.​
• Digital public infrastructure and digital public goods are recognised as core enablers of inclusive development, not just technical upgrades.​
• AI and other emerging technologies must be governed through human‑centric, rights‑based, risk‑proportionate frameworks, with particular attention to Global South needs.​

Asia is already responding at scale. ASEAN’s new digital masterplan to 2030, anchored in the 2026 Hanoi Digital Declaration, places AI cooperation, resilient digital infrastructure, a future‑ready workforce, and trusted data flows at the centre of regional integration. New work plans with partners like India, the World Bank, the Republic of Korea, and others cover cross‑border data flows, AI safety, submarine cables, and digital ID interoperability.

But regional ambition alone is not enough. The challenge is to align these efforts with global frameworks so that investments in Asia reinforce — rather than fragment — the emerging global digital order.

Asia as a testbed for “cooperation that delivers”

Asia’s digital landscape is defined by paradoxes. The region hosts world‑class cloud and AI hubs, yet hundreds of millions still lack affordable, meaningful connectivity. Sophisticated data‑governance schemes coexist with fragile online safety systems and shallow AI skills pipelines.​

Also Read: Vietnam’s stablecoin shift: From workaround to regulated tool

This duality creates a powerful testbed for global digital cooperation:

• Connectivity and infrastructure. ASEAN is deepening cooperation on 5G/6G, cloud, data centres, and submarine cables, including new guidelines to speed cable repair and strengthen resilience. These initiatives can feed directly into WSIS Action Line C2 on infrastructure and C5 on security, and into the Global Digital Compact’s connectivity targets.​
• Trusted data flows. Regional mechanisms like ASEAN Model Contractual Clauses, new frameworks on cross‑border cloud, and engagement with the Global CBPR system are gradually building interoperable trust frameworks. This experimentation offers valuable templates for other regions struggling with fragmented data regimes.
• AI and emerging tech. ASEAN is building an AI Safety Network and work plans with partners to support AI skills, infrastructure, and regulatory capacity. At the same time, countries such as Viet Nam are starting to work with the UN to deepen cooperation on global technology governance, including GDC implementation.

What Asia is doing, often under intense resource and time pressure, is “full‑stack cooperation”: linking infrastructure, skills, governance, and cross‑border frameworks into actionable regional compacts. For global digital cooperation to succeed, forums like WSIS, the AI for Good Global Summit, and the Global Dialogue on AI Governance need to treat these Asian experiences not as case studies on the margins, but as central design inputs for global norms and investment priorities.

Science as a common good: Bringing AI and quantum into the cooperation agenda

The International Decade of Sciences for Sustainable Development (2024–2033) reframes science — including digital, data‑intensive science — as a global public good that must be shared more equitably. UNESCO‑endorsed initiatives like the Digital Sustainable Development Goals Programme (DSP) show how big data, AI, and open science infrastructure can be oriented explicitly towards SDG challenges, not just commercial efficiency.

For Asia and the wider Global South, this matters for two reasons:

• AI has already exposed how gaps in infrastructure, skills, financing, and governance can leave Global South countries as rule‑takers rather than rule‑makers.​
• Quantum technologies are beginning to follow a similar pattern, with investments and expertise clustered in a few hubs, while many countries lack basic “quantum literacy” in policy and academic communities.

If global digital cooperation continues to treat AI and quantum as niche or purely technical questions, today’s divides will harden into tomorrow’s structural exclusions.

Also Read: Vietnam wants more than factories; it wants the future of tech

This is where initiatives like the Quantum Nexus Initiative (QNI) and the GXS AI Governance Lab: Ethical Quantum–AI Governance and Capacity for Sustainable Development can play a catalytic role.

QNI and GXS AI Governance Lab: building ethical quantum–AI capacity from the ground up

The GXS AI Governance Lab, led by Green Transformation and Sustainability Network (GXS) in Vietnam, is designed as a science‑for‑sustainability initiative that strengthens ethical, inclusive, and policy‑relevant applications of AI and quantum science in the Global South. It speaks directly to the Science Decade’s call to treat science as a common good and to build a stronger science–policy–society interface.

Together, QNI and GXS AI Governance Lab offer four building blocks that are highly relevant for global digital cooperation with an Asian anchor:

• Capacity building and scientific literacy

QNI and the Lab provide open, modular learning pathways on quantum science, AI, and sustainability, delivered via browser‑based simulations and blended pedagogy designed for low‑resource environments. This directly supports WSIS Action Line C4 on capacity‑building and the GDC’s emphasis on strengthening digital and scientific literacy, particularly in developing countries.

• Ethical and governance innovation

Integrated with the Lab, QNI co‑develops governance toolkits, ethics‑by‑design frameworks, and policy labs that apply UNESCO’s AI ethics principles to concrete quantum–AI use cases in areas like climate resilience, agriculture, health, and urban planning. This adds practical, Global‑South‑driven content to WSIS’s C5 and C10 Action Lines on trust and ethics, and to global AI governance discussions that often lack grounded implementation tools.

• Open science infrastructure

QNI and the Lab operate as open platforms hosting shared datasets, simulation environments, and curated case studies linking quantum and AI applications to SDG challenges. This aligns with WSIS Action Lines C3 and C7 (e‑science, e‑environment, e‑agriculture) and complements initiatives like DSP by widening participation from Southeast Asia and other Southern regions.

• International cooperation and science diplomacy

By connecting universities, regulators, and innovators across Southeast Asia and beyond through joint research sprints and policy dialogues, QNI and the Lab embody C11’s call for strengthened international and regional cooperation — but in a way that is lean, distributed, and tailored to local realities rather than centralised in a few labs.

In practice, these initiatives can plug into global digital cooperation processes in three concrete ways:

• As implementation partners in WSIS Action Line roadmaps and AI governance workstreams, especially for capacity‑building and ethics.
• As open infrastructures that make AI and quantum more accessible to policymakers, educators, and practitioners in the Global South.
• As science‑diplomacy platforms that help Asia shape, not just follow, global rules for emerging technologies.

Also Read: Vietnam wants more than factories; it wants the future of tech

A cooperation agenda that works for Asia — and the world

What would it mean to take Asia’s realities and initiatives like QNI and GXS AI Governance Lab seriously in the next decade of global digital cooperation? Three priorities stand out.

• Co‑design norms around real use‑cases

Global frameworks often emerge abstracted from practice. A more effective approach is to build AI and digital governance norms around concrete use‑cases: AI in school systems, quantum‑secure communications for public services, AI‑driven early‑warning systems for climate risks, and digital IDs for social protection.

Asia is rich in such pilots — from smart‑city programmes and digital‑ID systems, to AI in agriculture and health — but governance and ethics components are often under‑resourced. Platforms like QNI and GXS Lab can help turn these scattered efforts into structured “learning systems” that feed evidence and governance patterns back into WSIS roadmaps, AI for Good, and the Global Dialogue on AI Governance.​

• Make capacity and infrastructure non‑optional pillars of governance

The Global South’s “quantum journey” already shows that without deliberate investment in knowledge infrastructure — researchers, open testbeds, long‑term funding — even well‑written strategies will falter. The same is true for AI and digital governance.​

Global digital cooperation must therefore treat capacity and open infrastructure as non‑optional pillars of any governance compact. That means:

• Funding shared AI and quantum learning platforms, especially in Asia and Africa.
• Supporting open science programmes like DSP and emerging initiatives under the Science Decade umbrella.
• Embedding capacity‑building commitments and metrics into WSIS Action Line roadmaps and GDC follow‑up processes, not just into side programmes.​​

• Build a “network of networks” rather than a new mega‑institution

Digital cooperation already has many nodes: WSIS, IGF, AI for Good, Global Dialogue on AI Governance, regional digital fora, and Science Decade programmes. The risk now is duplication and fatigue.

Instead of another mega‑institution, what Asia — and the world — needs is a “network of networks”:

• WSIS provides the Action Line backbone and implementation reporting.
• The Global Digital Compact offers a political umbrella and shared principles.
• AI for Good and the Global Dialogue focus on frontier‑tech opportunities and risks.
• Science Decade programmes (DSP, QNI, GXS Lab and others) anchor data‑intensive science and capacity‑building in real SDG challenges.

If these networks are intentionally connected — through shared roadmaps, common indicators, and interoperable open platforms — digital cooperation can move from beautifully worded resolutions to measurable change in classrooms, clinics, farms, and communities across Asia and beyond.​

In this sense, global digital cooperation is no longer just about “keeping up” with technology. It is about redesigning our institutions, infrastructures, and scientific ecosystems so that AI and quantum advances work for people, not the other way around. Asia, with its mix of velocity, vulnerability, and ingenuity, is uniquely placed to lead that redesign — especially if initiatives from emerging economies are brought into the centre of the conversation, rather than left at the periphery.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. You can also share your perspective by submitting an article, video, podcast, or infographic.

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In a deeper push into stablecoin infrastructure, Singaporean fintech firm Nium has announced a tie-up with Coinbase to enable its clients to send, receive, and convert USDC across its cross-border payments network.

The integration, now live, gives banks, fintech firms and multinational businesses a way to move money across both traditional fiat rails and blockchain-based systems from a single platform. Coinbase is providing the stablecoin payment infrastructure, wallet layer, liquidity support and custody, while Nium is turning that into a business-facing product for cross-border treasury and payout operations.

Also Read: How is Nium different from a bank?

For years, stablecoins have been discussed as the future of global transfers, supplier payments and treasury management. The problem has been less about the token itself and more about everything around it: compliance, wallet infrastructure, on- and off-ramps, liquidity, settlement, and the task of making digital dollars work in a world still ruled by local banking systems. Nium’s latest move is an attempt to close that gap.

From crypto promise to operational rails

The pitch is clear. Businesses using Nium can now fund cross-border flows in USDC, receive stablecoins and convert them into fiat currencies when it is time to pay out. That means a company no longer has to manage separate crypto providers, wallet tools and liquidity arrangements while also maintaining its existing payments infrastructure.

Instead, Nium is trying to package the messy middle into one interface.

Prajit Nanu, Nium’s CEO and founder, framed the shift bluntly: “The future of money movement is multi-rail. Fiat and onchain infrastructure will increasingly work together, not in isolation.”

That is the central thesis behind the partnership. Stablecoins are not replacing banks or card networks tomorrow. They are being inserted into specific parts of the money movement chain where speed, settlement timing and capital efficiency matter most. In that sense, Nium is not making a maximalist crypto bet. It is making a practical infrastructure bet.

That is important, especially for a company whose customers are not retail traders but institutions looking to move money across borders without tying up too much capital.

Why this matters for cross-border payments

Cross-border payments remain one of the most inefficient corners of finance. Businesses often have to pre-fund accounts in multiple markets to ensure they can settle local payouts on time. That keeps capital parked in different jurisdictions, creating friction for treasury teams and making liquidity management more expensive than it should be.

Stablecoins offer a possible workaround.

Also Read: How SMEs are using stablecoins to beat currency swings

If a business can hold value in USDC and convert only at the point of payout, it can move closer to a just-in-time settlement model rather than locking funds in multiple accounts ahead of demand. That is what Nium is now selling: a way to reduce dependence on prefunding while still connecting to regulated fiat payout systems in real markets.

In plain English, it is about freeing up idle cash.

That could be particularly relevant for fintechs and enterprises operating across Southeast Asia, where fragmented payment systems, uneven banking infrastructure and multiple currencies often turn regional expansion into an exercise in operational compromise. The more corridors a company manages, the more painful the capital allocation problem becomes.

Nium claims the integration extends stablecoin payout capabilities across its network of more than 40 licences and more than 190 countries. The geographic breadth is important, but the bigger question is whether clients will trust stablecoins not just as an experimental settlement tool, but as part of day-to-day financial operations.

The industry has spent years saying that the moment is near. Nium and Coinbase are now arguing that it has already arrived.

Southeast Asia is fertile ground for hybrid rails

Nium is closely associated with Singapore’s fintech ecosystem and has long positioned itself as an infrastructure company for businesses that need to move money globally rather than through consumer-facing apps. That is a useful vantage point in a region where cross-border commerce is growing faster than the rails underneath it.

Also Read: How stablecoins are disrupting traditional financial systems

Southeast Asia is full of businesses that sell internationally, hire across markets, collect in one currency and pay out in another. Marketplaces, creator platforms, SaaS firms, travel players, gig economy platforms and remittance providers all run into the same problem sooner or later: local payment systems may be digitising, but international settlement is still too slow, too expensive or too dependent on prefunded accounts.

Stablecoins, particularly dollar-backed ones such as USDC, are becoming harder for infrastructure providers to ignore because they offer a parallel route around some of those frictions. It is a workable alternative in places where treasury efficiency really matters.

For Southeast Asian fintechs, the appeal is not ideological. It is operational. If stablecoins can shorten settlement cycles, improve liquidity management and lower the cost of maintaining multiple currency pools, they become useful even for firms that have no broader interest in crypto.

That is the wedge Nium is pursuing.

A bigger play than payments alone

The Coinbase partnership is not limited to payouts. Nium said businesses holding stablecoin balances can also use them to launch USDC-backed card programmes, allowing those balances to be spent anywhere cards are accepted.

That broadens the ambition significantly.

Instead of treating stablecoins as a narrow treasury tool, Nium is positioning them as a base layer across payments, liquidity and card issuance. The announcement follows the company’s recent launch of a stablecoin card issuance platform, suggesting this is part of a larger strategy rather than a one-off feature release.

If that strategy works, Nium could become one of the more important connective layers between the crypto economy and mainstream financial infrastructure, not by asking businesses to become crypto-native, but by making stablecoins feel like another treasury option inside the systems they already use.

Coinbase, for its part, gets a distribution channel into institutional payment flows. Alec Lovett, the company’s head of infrastructure products, said stablecoins are “transforming how money moves globally” and argued that the partnership extends their utility into “real-world payment flows”.

The larger signal

The Nium-Coinbase deal is less about one new feature and more about where financial infrastructure is heading.

Also Read: Stablecoins surge in Southeast Asia 2026: A real shift or just a bridge to CBDCs?

The old model forced businesses to choose between the regulated comfort of fiat systems and the speed of onchain transfers. The emerging model is hybrid: use blockchain rails where they improve liquidity and settlement, then connect back into local banking and card networks where money still needs to land and be spent.

That hybrid future has been talked about for years. What is changing now is that infrastructure providers are starting to package it into products that enterprise customers can actually deploy.

For Nium, this is a chance to stay ahead of a market where cross-border payments are being reshaped by both regulation and technology. For Coinbase, it is a shot at making USDC more than a token parked on exchanges. And for fintechs in Southeast Asia, it is another sign that the next phase of payments innovation may not come from replacing the system, but from stitching two systems together until the distinction matters less.

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Southeast Asia is no longer just a fast-growing gaming market. It is becoming one of the most important global ecosystems for brands, creators, and publishers trying to win the next generation of consumers.

According to The Ampverse Playbook, the region already has over 290 million gamers, with projections reaching 330 million by 2028, putting it on par with major global markets in both scale and engagement

But the bigger story is not just the size of the market. It is how gaming in Southeast Asia works fundamentally differently.

A US$6.6 billion market that goes beyond games

According to the playbook, Southeast Asia’s gaming industry generated around US$6.6 billion in 2025, with forecasts ranging from US$7 billion by 2028 to over US$16 billion by 2030, depending on how the ecosystem evolves

What stands out is where that growth is coming from.

Unlike Western markets that rely heavily on high-spending users, Southeast Asia’s growth is driven by:

• Massive player volumes
• High daily engagement
• Creator-led discovery
• Expanding monetization beyond in-game purchases

This shift means gaming is no longer just about downloads or revenue per user. It is increasingly tied to content, communities, and culture.

Mobile-first, but creator-driven

Mobile gaming dominates the region, contributing roughly 70% of total revenue. But distribution and discovery are no longer controlled by app stores. More than 50% of gamers regularly watch gaming content, and many discover games through creators, livestreams, and social platforms instead of traditional ads. 

This changes the marketing playbook entirely. Instead of:

• Running paid campaigns
• Optimising for installs

Brands now need to:

• Work with creators as primary distribution channels
• Design campaigns that are entertaining, not interruptive
• Build long-term community presence

Southeast Asia is not one gaming market; it is six very different ones

The Ampverse report highlights six core markets in Southeast Asia, each with distinct characteristics that shape how brands and publishers should approach them.

Also Read: The real status of blockchain gaming in Southeast Asia: Not hype, not dead — just growing up

• Indonesia

The largest gaming market in the region, with over 150 million gamers. Discovery is heavily driven by creators, making trust and influencer relationships critical for adoption and growth.

• Philippines

A highly social gaming market where content spreads quickly through livestreams and peer networks. Community engagement and viral mechanics play a central role in how games gain traction.

• Thailand

One of the most monetised markets in Southeast Asia, supported by strong esports infrastructure. Players are more receptive to premium brand activations and partnerships.

• Vietnam

A fast-growing market with high engagement but strong price sensitivity. Community-driven retention is key, and campaigns need to balance accessibility with long-term engagement.

• Malaysia

A well-connected market with strong English usage, making it an effective testing ground for regional campaigns. Brands often use Malaysia to pilot strategies before scaling across Southeast Asia.

• Singapore

While smaller in gamer base, Singapore has the highest ARPU in the region and serves as a regional hub for publishers and platforms. It is best suited for premium partnerships and regional strategy development.

What this breakdown makes clear is that Southeast Asia is not a single market, but a collection of very different ecosystems.

Strategies do not translate easily across markets. What works in Singapore’s high-ARPU environment will not work in Vietnam’s price-sensitive market, and creator-led approaches in Indonesia may need to be adapted for Thailand’s more structured esports landscape.

This is where many global campaigns fall short. Instead of applying one-size-fits-all playbooks, brands need to adapt to differences in culture, monetisation, platforms, and creator influence.

Gaming is now a community, not a channel

One of the most important shifts highlighted in the report is that gaming in Southeast Asia is community-first.

Communities drive:

• Retention
• Advocacy
• Cultural relevance

Platforms like Discord, Facebook Groups, and in-game guilds act as long-term engagement engines.

Even more importantly, participation now beats exposure.

Campaigns that involve users, such as tournaments, creator collaborations, or interactive formats, consistently outperform static ads.

Also Read: Gaming app sessions climb across APAC as studios shift focus to player retention

What winning gaming marketing actually looks like

The report suggests that brands need to rethink how they show up in gaming. The most effective approaches today go beyond traditional campaigns and focus on participation, culture, and community.

• Creator-led campaigns, not influencer buys

Creators in Southeast Asia act as gatekeepers of trust, influencing installs, retention, and even perception of a game

Real brand examples:

• In Thailand, PUBG Mobile partnered with top YouTube creator Heartrocker (HRK) to launch a TikTok Branded Effect campaign, allowing fans to interact with in-game elements like helmets and creator-themed visuals. This blended creator identity with gameplay mechanics, driving both engagement and recall
• In the Philippines, creators like Fuego Gaming (Mobile Legends) build audiences through educational gameplay and tutorials, often collaborating with brands like Infinix and participating in esports events and watch parties, effectively bridging content, community, and brand partnerships

• Marketing that feels like gameplay

Gaming marketing is shifting from ads to experiences.

Real brand examples:

• PUBG Mobile’s collaboration with K-pop group BABYMONSTER is a strong example of this shift. Instead of traditional ads, the campaign introduced music-led fan experiences inside the game, including themed mini-games, exclusive skins, and interactive content tied to the group.
• AirAsia also launched its own virtual world on Roblox, allowing users to explore destinations, complete mini-games, and interact with the brand in an immersive environment. Instead of promoting flights through traditional ads, AirAsia turned its brand into a playable experience, embedding travel discovery into gameplay itself.

• Community-first growth strategies

Brands that succeed invest in communities early, not just at launch.

Real brand examples:

• Mobile Legends: Bang Bang builds long-term engagement through esports ecosystems and community tournaments, including teams like AP Bren in the Philippines and Onic Esports in Indonesia, which anchor fandom, competition, and brand partnerships
• Gaming companies and agencies in Southeast Asia actively build Discord communities, Facebook Groups, and creator networks to sustain engagement beyond campaigns, reinforcing that the community is the real retention engine.

• UGC and participation as growth engines

User-generated content (UGC) is becoming a key driver of visibility and engagement.

Gamers are not just consumers. They are:

• Content creators
• Community builders
• Advocates

Real brand examples:

• Programs like PUBG Mobile’s “Next Star” creator initiative actively fund and grow creators across regions, turning players into long-term content engines for the game ecosystem
• Across Southeast Asia, players regularly create clips, memes, tutorials, and livestream content that amplify campaigns organically, often outperforming paid media due to higher trust and relatability 

Also Read: How a US$14.8B SEA gaming market is turning tournaments into media ecosystems

The future of gaming in Southeast Asia

Southeast Asia’s gaming ecosystem is still in its early stages, but the direction is already clear.

Gaming is evolving from a form of entertainment into a full-stack ecosystem that blends content, community, commerce, and culture. The lines between games, social platforms, and media are continuing to blur, with creators and communities sitting at the centre of that shift.

The next phase of growth will not just come from more players or higher revenue. It will come from:

• Deeper integration between brands and gameplay
• Expansion of creator-led economies
• More immersive, interactive brand experiences
• Stronger community ownership and participation

This is also where the biggest opportunity lies.

As the Ampverse report suggests, Southeast Asia’s gaming market could expand into a US$14 billion ecosystem by 2030 when factoring in creators, advertising, and live experiences. But capturing that growth will require a different mindset.

Brands that continue to treat gaming as a media channel will struggle to stay relevant. However, those who treat it as culture — something to participate in, not interrupt — will be the ones who win.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. You can also share your perspective by submitting an article, video, podcast, or infographic.

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At first glance, the Philippine white-collar labour market looks oddly calm. Turnover appears manageable — not many companies are in panic-replacement mode, and the macro uncertainty of the past two years has made professionals more cautious about jumping. For employers, that can feel like stability. It may be something much more dangerous: deferred volatility.

According to the Philippines Talent Market Report 2026 by recruitment agency Monroe Consulting, 54 per cent of candidates say they are considering a job change within the next 12 months, while 66 per cent say they would still leave even after receiving a counteroffer. At the same time, 54 per cent of employers report employee turnover of under 5 per cent, with no replacement hiring.

Also Read: Flexible work is no longer a perk in Philippines, but the price of talent

That is the central contradiction in the data. Employees are not necessarily staying because they are engaged. Many are staying because the timing is not yet right.

That distinction matters for every founder, operator and investor with exposure to the Philippines. Low attrition is only good news if it reflects commitment. If it reflects hesitation, it can flip fast.

The salary gap is broader than pay

The Monroe study also shows that 62 per cent of employers see salary expectations as a major hiring challenge. In comparison, 34 per cent of candidates expect salary increases of 25 per cent or more when changing roles. That sounds like a standard compensation mismatch. It is not. It is part of a much wider expectation gap involving career progression, flexibility, leadership quality and market transparency.

The report’s income bands underline the tension. 41 per cent of respondents earn below roughly US$1,250 a month before tax, 35 per cent earn between about US$1,250 and US$2,680, and 24 per cent earn above US$2,680. In a market where professionals are increasingly exposed to regional benchmarks, remote work options and overseas opportunities, many are no longer evaluating their worth solely through a local lens.

This is especially relevant in the Philippines, where wage decisions are filtered through unusually practical household economics. Urban rent, school costs, transport, food inflation and support for extended family all weigh heavily. Even professionals in relatively stable roles can feel persistently stretched. A higher offer from another employer is therefore not just a professional upgrade. It can be a household risk-management tool.

Counteroffers are losing their power

One of the sharpest insights in the Monroe report is the weakness of the counteroffer as a retention device. If 66 per cent of candidates would still leave despite one, then companies are misreading resignations as a price problem when they are often a trust problem.

By the time an employee has reached the offer stage elsewhere, the decision has usually been in the works for months. Pay may trigger movement, but it is rarely the only cause. Stalled progression, poor people management, inflexible work arrangements and a lack of role clarity all play into the decision. A reactive salary bump does not repair those issues. It merely proves the employer could have done more earlier.

Also Read: Breaking down geography-based salary for your global teams

In the Philippine context, this has a particular sting. Many organisations still retain a relatively hierarchical approach to career conversations. Development is often assumed rather than articulated. Promotion pathways may exist informally but not transparently. Employees stay quiet, wait, observe, and then leave with little warning. From the company’s perspective, the departure appears sudden. From the employee’s perspective, it was delayed.

That helps explain the “Great Detachment” dynamic Monroe points to. Workers are not resigning en masse, but neither are they fully invested. They are present, productive enough, and quietly scanning the market.

The global benchmark is now on every phone

The Philippines has long produced internationally mobile talent. Nurses, engineers, seafarers, finance professionals, customer support specialists and increasingly tech workers all understand what overseas labour markets can offer. What has changed is the speed and visibility of comparison.

A product manager in Manila can now compare compensation with Singapore. A developer in Cebu can be approached by a remote-first employer in Australia. A compliance professional in Makati can benchmark herself against regional financial hubs. Even professionals not actively job hunting are exposed to alternative market prices through LinkedIn, recruiters, peers and online communities.

That is why salary inflation feels more aggressive from the employer side than from the candidate side. Many Filipino professionals are not suddenly becoming unrealistic. They are becoming better informed.

This creates a difficult challenge for companies whose compensation frameworks are still tied tightly to annual cycles and legacy bands. If the market reprices critical talent faster than the organisation can, hiring slows, offers get rejected, and internal retention risk rises.

Why the resignation wave may arrive late, then all at once

The most important insight in the Monroe data is temporal. The risk is not necessarily immediate. It is latent.

Employees may postpone a move during uncertainty, especially if they have dependents or perceive external volatility. But once confidence improves or a sufficiently attractive opportunity arises, pent-up intent can convert quickly into exits. That is when employers discover that their seemingly stable workforce was held together by caution rather than commitment.

This matters particularly in sectors already operating with thin talent benches: technology, digital transformation, cybersecurity, healthcare support, finance leadership, sales and specialised operations. A sudden increase in mobility for these functions could push up replacement costs while time-to-hire lengthens.

Founders and executives should not read low turnover as proof that the retention strategy is working. They should ask harder questions. Are managers having credible career conversations? Is flexibility aligned with employee reality? Are top performers feeling seen before an outside offer lands? Are pay structures designed around market risk, not just internal equity?

Also Read: Why remote working is the future for startups

The Philippines remains one of Southeast Asia’s most valuable talent markets because it combines skills, English proficiency, adaptability and service orientation at scale. But it is also a market where employees have become more transparent about what they want and more willing to leave when those wants are ignored.

The mistake now is to assume that because people have stayed, they have settled. Many have not. They have paused. And workers who pause can quickly become departing workers once the market offers them a better reason to move.

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Don’t let AI give you a false sense of security.

If you look at regulated industries across Southeast Asia—Singapore, Malaysia, Indonesia—the regulators all say the same thing: you must do proper due diligence on your third parties. And rightfully so. Most financial services firms even have dedicated teams for this—privacy, ops, financial risk, cyber.

But here is the reality: those teams are now facing the fact that their vendors are using AI to complete their compliance reports and security assessments. Some are even fabricating assurance reports like SOC 2.

And while the vendors are using AI to speed things up, the people who actually have to secure the relationship are still doing things manually.

It’s a crazy idea. The number of vendors is growing rapidly because, like it or not, in an interconnected world, working with partners is inevitable. Yet, TPRM teams are overwhelmed, understaffed, and stuck in the dark ages of manual review.

Sure, there are tools that scan digital assets from the outside, but most of the time they just deliver false information. They can’t see behind the firewall. And what about the vendors with no digital presence? You can’t scan a physical process.

Also Read: Digital Growth, fragile defences: Inside Philippines’s cybersecurity gap

So what do we do? We send questionnaires. And then some poor analyst has to spend days, weeks, or even months reading every single line to match it against internal policies. And then—the crazy part—they have to do it all over again every single year.

It is time that AI faces AI

In 2026, forcing teams to manually review AI-generated documentation is not just inefficient, it is a structural weakness. The volume, speed, and variability of AI-assisted outputs have already outpaced human-only review models.

The shift that needs to happen is straightforward. Machines should handle pattern recognition, document parsing, and baseline control mapping at scale. Humans should focus on judgment, context, and challenge. That means interrogating inconsistencies, understanding operational realities, and identifying where assurances do not match actual risk.

This is not about removing people from the process. It is about restoring their role to where it actually matters.

Because the real risk is no longer just whether a control exists on paper. It is whether anyone can still tell if that paper reflects reality.

And in a world where AI can generate compliance at scale, trust will depend less on what is submitted and more on how rigorously it is verified.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. You can also share your perspective by submitting an article, video, podcast, or infographic.

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The way that work is done is changing. People are beginning to rely on AI-based agents to do a lot of the heavy lifting in their work. Jobs are becoming more about directing those agents than about doing the details of the work. Teams of implementers are giving way to teams of designers who manage entire products or initiatives. Collaboration between people is still crucial, but the lowest level – the purely technical collaboration – is disappearing.

AI agents are greatly accelerating the speed of work, immensely raising the stakes of misalignment. A Gallup study found that only 41% of employees know what their organisation stands for, which probably explains why Kaplan and Norton’s research found that 90% of organisations fail to execute their strategies successfully. This isn’t a niche problem — it is universal — and it presents a huge risk when employees’ actions are amplified by AI.

A blizzard of agent tools has arrived to provide “agentified” capabilities. But as they say, “a fool with a tool is still a fool”. Alignment still matters. Transparency still matters. Good decisions still matter – perhaps more than before because the speed of work has accelerated. More capability without better alignment doesn’t solve the alignment problem — it amplifies it.

We need a model for agentic and human collaborative work. I propose the term delivery intelligence.

Also Read: Why trust is the only currency that matters in the AI era

Delivery intelligence has these traits:

• Objectives, strategies, and execution plans and actions are all linked.
• Fully transparent, complete line-of-sight: anyone (with visibility controls for sensitive plans) can peruse the network of linked objectives, strategies, and execution plans and actions. That visibility enables people to self-align.
• Agent-based tools can also peruse the network of plans and actions. They can spot problems, make suggestions, and execute where they are given permission to do so. They can act intelligently.
• Agents detect misalignment, find critical paths, and suggest ways to optimise – ways that are aligned with the values and strategies of the organisation (including the leadership styles that it desires).
• Agents complete work that is agent-doable (including software development, analysis, and planning), when you give them permission to do so.
• Agents are fully transparent in what they do, and you can rely on them.
• Agents collaborate with each other and with people.
• Employees feel responsible and autonomous, because work is goal-oriented, not task-oriented, and they are still in charge.
• Decisions are holistic: the ability to detect misalignment makes it possible to define outcome-oriented incentives.
• Rapid pivots are possible – instead of an interlocking mesh of tasks, people have goals, which they thoughtfully and responsibly delegate to agents.
• People can ask “what if? questions, and agents give informed answers, often querying with other agents before answering.
• People become so vastly more productive: it will be like everyone having a team of informed and connected geniuses working for them, available on demand.

Unfortunately, most agent-based tools are missing a key thing: the why. They do not have access to an authoritative network of objectives, strategies, and plans. The risk is that people across the organisation unleash armies of agents that are unaligned with strategic intent. That is why agent-based systems need to directly incorporate awareness of strategic intent.

Unfortunately, most do not. The agent platform must also provide governance that enables the organisation to define policies that constrain agent behaviour, just as policies govern human behaviour.

Also Read: On-chain data and Web3 security: Insights from industry experts

Awareness of intent is critical because those who execute make decisions, too. Execution is a process of myriad low-level decisions intended to turn the higher-level intentions into reality. If agents are executing, then without a backbone of authoritative intention, they are guessing – they have to sort through myriad sources of information and opinions, many of which contradict each other or represent earlier stages of thought. That’s chaos, and that leads to misalignment – potentially more rapidly than before, since agents act so quickly.

The solution

The solution must have these components:

• An agent-based platform that enables people to collaboratively state objectives, strategies, goals, and plans – enabling both people and agents to access all of that context.
• Governance: a system for making sure that the agents do not do things that they should not do.

Together, these make delivery intelligence possible.

Be wary of AI agent platforms that present a free-for-all, where agents operate without an understanding of what you are trying to accomplish, as well as how and why.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. You can also share your perspective by submitting an article, video, podcast, or infographic.

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Asia has long been the undisputed leader in manufacturing output, largely thanks to its vast workforce and closely connected intraregional network. That same nexus of efficiency is also symbiotically linked with the region’s fast-paced innovation. 

In fact, Asian companies are known to lead the way with AI adoption, according to recent insights from Boston Consulting Group (BCG). Here are the factors driving that in the region’s manufacturing sector, and lessons to be learned. 

A landscape where AI adoption flourishes 

Not only do Asian manufacturers have access to one of the world’s largest bases of talent and skills, but they also have an enormous amount of data readily available. Data-rich environments are an important lever in facilitating AI readiness and deployment, as algorithms are trained by historical information. This not only helps manufacturers tap into past insights, but keeps a steady pulse on current trends and even possible future outcomes thanks to the predictive capabilities of AI. 

Moreover, the wider narrative around Asia’s position on the world stage is shifting: the region is being more widely recognised as leading the innovation landscape. Coupled with Asia’s long-standing role as the world’s manufacturing hub (HSBC once called it “the world’s factory floor”), the industrial AI boom comes as no surprise. It’s a logical next chapter in a landscape renowned for its manufacturing prowess and technology-first mindset, particularly in pioneering countries like China, Taiwan, Japan, Singapore, and South Korea. 

Industrial and manufacturing leads within Asia also have the opportunity for cross-collaboration and knowledge sharing as they develop innovation initiatives via AI. This is against the existing backdrop of a region where manufacturers and industrial suppliers already closely collaborate with one another, particularly in terms of supply chain management. In this scenario, local learning from experiments and testing can quickly become a region-wide capability. It’s a significant advantage Asian countries possess over their counterparts across the rest of the world. 

Also Read: Why trust is the only currency that matters in the AI era

Navigating integration challenges

Of course, deploying industrial AI at scale comes with challenges. The primary barrier in translating the vast amounts of data into actionable insights that benefit operations on the factory floor. 

According to Shinichiro Nakamura, the president of one to ONE Holdings, most factories have the data, but struggle with its integration alongside designing systems, workflows, and human input that yield concrete results. 

Nakamura also iterates that partial AI adoption yields only partial outcomes. For instance, unless the impact is considered across the entire sequence of business processes, not just parts of existing procedures or standards, results will fail to materialise, and projects will falter. 

And factory floor-ready AI needs to be context aware, which means sourcing data around people, too. Information on areas like operator patterns, shift conditions, process deviations, and health and safety priorities is all non-negotiable for AI systems that can be securely embedded into wider operational environments. It’s an important part of thinking about embedded AI from A to Z as part of an AI-native mindset versus a plug-and-play mentality. 

Fortunately, Asian manufacturers are moving in the right direction. While AI adoption is significantly surging across Asia, so is an enterprise-wide approach. Moreover, firms in the region are increasingly recognising the importance of data experts, with chief data and analytics officers (CDAO) expected to rival chief information officers (CIO) in leadership importance. This marks a clear shift from a tech-first to data-first attitude with AI, one that lays stronger foundations for integration and deployment success on the factory floor. 

Forging the human-AI alliance

What’s key is not to approach AI adoption as an isolated strategy per tool, but rather to design end-to-end systems and workflows that propel AI-native innovation. It’s not about one-off deployments but continuous execution and refinement of these tools coupled with carefully articulated human input. That’s what helps factories and organisations bridge AI operationalisation gaps. 

Also Read: The unseen link: How cybersecurity and sustainability converge on Earth Day

Speaking from experience, Nakamura says that human workers on factory floors must be empowered to collaborate with AI as their assistant or support function. Balancing industrial AI with human oversight requires essential processes for preparation, execution, and improvement. 

People have an important role here in overseeing these systems and providing feedback on how they perform. The Japanese philosophy of ‘kaizen,’ which focuses on continuous improvement, is highly applicable to AI deployment strategies with humans kept closely in the loop. 

Asian organisations are quickly moving to enhance key skills among their staff, including AI literacy and analytical capabilities to assess workflow transformations and progress. Leaders are also introducing iterative improvement practices so factories and manufacturers can achieve better results from AI over time. This means constantly testing, learning, and refining models and adjusting strategies accordingly.

Asian manufacturers and organisations are stepping up as innovation leaders in the AI arena. The region has a unique edge in driving productivity and profitability gains, thanks to its sheer industry scale, data density, operational discipline, and cultural practices. The next phase is more than how algorithms are embedded into processes, but how knowledge is shared to foster collaboration within Asia and beyond.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. You can also share your perspective by submitting an article, video, podcast, or infographic.

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