How did you come to hold your current position?
I started my career with Accenture advising businesses on their enterprise technology, working with them on the very complicated process of putting together the systems that support their operations. At that time, there weren’t very many women in this area and equally few mentors for those of us who ventured into it. Accenture, however, was one of the few places that had mentors, both men and women, who were visionary enough to see the crucial role technology could play in our everyday lives. Even then, Accenture knew the value of nurturing leaders and the support networks necessary in developing leadership skills. The people whom I got to know in the organisation and the opportunities that Accenture provided to build my capabilities were really important in shaping my professional development. I’m really privileged to have gained this experience in more than one market over the years before returning home to Malaysia; these have really connected me to Accenture.
I have also had the privilege of working for and with many good leaders in Accenture, who taught me many qualities of leadership beyond looking at the bottom line and profitability. My first manager taught me the need to look at each individual for their unique strengths so that we can build a strong team. Another showed me that one should have the courage to always do the right thing. From yet another, I learnt about being innovative and to inspire others. I’m grateful for their guidance and hope to pass these values along in my current leadership role.
Looking back, what was your strategy and roadmap during your first 100 days as Country Managing Director and how have they impacted your company’s success today?
This is a dynamic process, so there isn’t just one answer. We live in a global economy that is interconnected and our teams help clients find the optimum mix of ideas for renewal, sharing and implementing those ideas well, so that the business goals get achieved. The shortest path to sustainable, profitable growth isn’t a straight line; so, this means I spend a lot of time in front of the company – with clients, employees and colleagues – listening and analysing to arrive at the right mix. Coincidentally, in March this year, Accenture released a new global study called #ListenLearnLead, a very apt encapsulation of actions necessary to be successful in the present environment.
Every day, we’re seeing the payoff from the listening, from learning what challenges our clients face and in helping the leadership move toward achieving sustainable growth as well as profits in a very actively shifting business landscape.
How does Accenture Malaysia fit into the overall strategy of the Accenture Group in Asia?
In Asean, we see economic, technological and demographic factors magnifying digital disruption and accelerating the pace of change, demanding fast strategic responses. The changes are redefining the business landscape and how digital leaders are decoding disruption to identify value and drive growth. According to Accenture’s Consumer Survey conducted in Malaysia, 98 per cent of consumers use at least one online channel to learn about products and services against 78 per cent five years ago. Additionally, 73 per cent of consumers believe online channels offer a broader range of choice. This reinforces the fact that digital disruption is happening right in our backyard.
Many of our clients are very successful companies operating not only within the geographical boundaries of Malaysia, but are also actively expanding into the regional as well as global markets. As a trusted business partner among our clients, coupled with our capabilities, we are poised to help our clients relook their business models, redefine customer and business partner engagement, and even create new sources of revenue in this era of digital disruption.
What are some of the latest developments coming out of the Accenture Group globally that you are most excited about?
Accenture works with a broad range of clients globally and we provide our clients management consulting, technology and outsourcing services. It’s not just bringing concepts and ideas to life, but also identifying the right technologies to support them, as well as matching up the right talent to make it happen – that ‘sweet spot’ where innovation, ideas and business performance can peak.
Globally, there are more than 323,000 people in Accenture helping our clients find the sweet spot. We are constantly developing new ideas and sharing them through what we call PoVs, or Points of View, which are a result of global and regional market surveys that help business leaders imagine and push to discover new growth opportunities and sustain profitability. Accenture’s research shows how some companies are driving digital transformation to accelerate ahead of their peers. They are responding to customers’ redefinition of markets and proactively re-thinking boundaries as traditional industry segments are becoming increasingly irrelevant. They actively look at incorporating digital technologies across the board, instead of as piecemeal solutions, simultaneously employing technologies using data analytics, machine-to-machine communications, mobile, cloud computing, social media and e-commerce.
Additionally, we see today’s pioneering enterprises doing more than just talking a good digital game. They are fundamentally changing the way they look at themselves and quickly mastering the shift from ‘me’ to ‘we’. Proactive corporate leaders see their businesses, employees and customers as a living, breathing digital fabric, offering unprecedented opportunity to establish beachheads in new markets, drive profit and change lives for the better. Through the transformational power of this network, we’re witnessing the birth of a new era of ‘digital ecosystems’. In our annual view of technology trends, we provide insights into the creation of these new ecosystems and how some companies are thinking and acting differently, and moving quickly to position themselves at the centre.
As a result of this technological disruption, the workforce is also changing. Compared to a decade ago, work in South-East Asia – the demographic and attitudes of its workers, and level of digital enablement – is barely recognisable. Asean has the fastest-growing working-age population in Asia and many of those workers are highly mobile and digital-savvy, with different ideas on what constitutes a fulfilling career. These specific demographic, technological and economic factors are accelerating the pace of change in workforces and workplaces across the region. In this report, we share the perspectives of some of the region’s best-known organisations on the shifting world of work, and what it will take for business and governments to overcome the challenges and harness the potential.
Share with us the strategies undertaken by the Accenture Group as the world’s leader in all areas of management consultancy in order to continuously stay ahead of the competition.
There isn’t a uniform strategy to address all the challenges in all markets. Our people are the source behind Accenture’s competitive edge. We foster a collaborative and high-energy work environment that supports diverse talents and allows our people to work together successfully. This is especially valuable in Malaysia’s multi-cultural market, where innate understanding and respect of many different cultures is a natural part of doing business successfully. Accenture Malaysia’s consultants bring that to enrich the Accenture Way and create long-term value for the communities where we live, ultimately, increasing competitiveness for both our business and the world as a whole.
What must you do to stay on top of your game?
In my opinion, willingness to change or being adaptable is of utmost importance to stay on top of the game. The business world is moving at unprecedented speed and becoming more complex every moment due to the digital influence. Adaptability is required for companies to remain competitive. Therefore, those who lead also need to be open to new ideas and ready to change to make the most of the opportunities that arise in their business environments.
It is also essential for one to be ready to manage the workforce of the future – the generation of tomorrow will, one day, enter the workforce and we must be prepared to meet their expectations. Besides that, one must also have the ability to manage each individual globally, a personal touch in engaging with colleagues all over the world. It’s one of the many ways to build relationships with employees on a global scale as well.
Why, in your opinion, do CEOs need a dose of James Bond in their lives?
Rather than James Bond, I would really rather prefer to have a dose of Princess Leia (of Star Wars) in my life. Many other little girls grew up with the imagery of princesses: beautiful, lovable, kind, gentle, but in need of saving – a damsel in distress; my favourite princess is of a different kind. Princess Leia has a mission and an eye for the end goal: she fights for her people, is smart and speaks her mind, creatively uses the resources she has available and is a strong leader. Personally, I would prefer to have a dose of Princess Leia as a CEO – a smart and strong leader, with eyes on the mission and who takes care of her people.
Which movie, in your opinion, best serves as an important lesson for a CEO and why?
The Star Trek remake with Chris Pine as Captain Kirk. He starts out with the tremendous challenge of taking command of a newly-commissioned starship, with an untried crew that has never worked together and a vengeful villain threatening to destroy his home planet. Kirk never lets the weight of that challenge diminish his confidence that he can find success and defeat the villain. He focuses on finding the necessary firepower, forging his crew into a real team and creating alliances that make winning possible. That kind of determination to keep searching for a solution brings you far in the business world. Plus the technology, of course – I’m a big fan of that.
What keeps you awake at night?
I’m awake most nights because I want to be – I’m a bit of a night owl. I find night time to be best for thinking and also to be involved with the other part of the world as it wakes up. The times that I’m awake late is also because I’m excited for a new opportunity or announcement, eager to know
