Tag Archives: Technology

Business, Editorial

Creating Teams That Keep Tech Companies Ahead of the Curve – A Sit Down with Suthen Thomas Paradatheth, Chief Technology Officer at Grab

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Grab’s humble roots as a Malaysian-born start-up are often ignored as the company has moved its headquarters over to Singapore, a country that was, at a time, more receptive to disruptors and unicorns. However, Malaysia’s talent still plays a vital role in the organisation as the company continues to host some of its core talent in Malaysia like its technical team – one which the company is currently expanding.

Suthen Thomas Paradatheth CTO Grab Tech in Asia
Source: Tech in Asia

That said, the company’s Chief Technology Officer, Suthen Thomas Paradatheth, continues to lead the expanding technical and programming teams. Suthen is a Malaysian, born and bred. He hails from Kuala Lumpur – Petaling Jaya more specifically – and has had most of his education locally in institutions like Sekolah Menengah Seaport (now known as Sekolah Menengah Sri Permata). Suthen earned his Bachelor’s Degree in Software Engineering with First Class Honours from Multimedia University in 2005. Programming seems to be innate with Suthen having worked as a freelancer since his high school days.

After university, a series of fortunate events and good networking found him working on Grab’s codebase. He’s been with the company since its early days in 2011; Back then, it was still MyTeksi. Since then, Suthen has earned his Masters in Public Policy from the Harvard Kennedy School and continues to be the man behind (most) of the code and features that make their way into the Grab app.

But – we’re not here to talk just about his achievements, we’re here to talk about the tech he’s worked on and some of the methods of his madness. It’s worth noting though, that even with his impressive resume and experience – particularly with Grab – Suthen remains extremely humble and approachable.

Passion Driven, Curiosity Fuelled

Heading Grab’s Technology and Programming is no small task. From its early days, the task of building the Grab Superapp has been monumental. It involved significant changes to the codebase, deciding which language to use and even creating new approaches. The task – which at one point was outsourced to programmers in India – is now handled by a team of about 2000 employees and headed by Suthen.

Suthen Thomas Paradatheth CTO Grab Headshot
Source: Grab

“Software engineering is, like, the closest thing to magic in the real world. Like, you put a certain set of words on a screen in a certain way and something happens…it’s the closest thing to a spell in reality.”

Suthen Thomas Paradatheth,
Chief Technology Officer at Grab

Suthen’s take on building a capable team is a rather unique one. In fact, his approach to working as the CTO is unique in itself. His approach is a very altruistic one mired in the belief that Grab as a platform is impacting lives significantly. This belief paired with an insatiable curiosity and passion for coding has led to his growth over the years and his ability to manage a large, growing team. This same passion and drive is what he looks for in his team members.

The ethos even rings true when the team deploys new features and services into the app. Key tenets like “How will users benefit from it?” and “Will it make a significant difference?” are big drivers to why we continue to willingly accept the big changes we see in the Grab app.

Empowering Independence and Diversity at Every Level

The technical team at Grab isn’t a small one and – like the super app – it’s not monolithic either. The 2,000-strong team is siloed into “Tech Families” a concept built on the similar “Tribes” or “Squads” model.  Each of these families is focused on one of the more technical aspects of the app’s many services and functions. But more importantly, the teams are made of diverse talents that complement their functions and reduce dependence on other teams. These teams aren’t just made up of software engineers, they could have people skilled in data and analytics, designers and even communicators if the team’s functions need it. They’re cross-functional and allow teams to work independently and innovate freely.

The biggest component to the success of Grab’s approach isn’t just the diversity of talent and skills in each team – it’s trust. Suthen has an approach where he trusts the teams and their team leads. He communicates with the leads and trusts them to solve and address the concerns of their own team members. In his own words, “…my job is actually to create coherence, connectivity between the layers.”

Using the Right Technology to Go Places

The same approach to creating coherence also trickles down to tech adoption as well. Grab isn’t behind the curve when it comes to new technologies. In fact, they’ve recently announced a partnership with Open AI to adopt some of the many Generative AI technologies that come with Open AI’s ChatGPT. However, Grab isn’t just about adopting the newest, hottest thing on the market. The decision to adopt new technologies is driven by how the new technology addresses the needs of the organization. In fact, if there isn’t a solution on the market, the teams at Grab will create their own.

Not many people know this, but Grab has actually developed its own mapping system and doesn’t use third-party map providers like Google Maps. This change was driven by the fact that a lot of third-party mapping, didn’t serve the needs of Grab’s ride partners and users. This was particularly true in markets where GrabBike is more prevalent. To address the needs of ride partners and users, Grab actually looked to their ride partners to map lesser-known roads and pathways. Using AI and a simple action camera, Grab has created its own mapping platform that allows it to be more accurate and serve ride partners better.

However, being a technology company, the teams at Grab are continually innovating. In fact, the teams are continually trying to stay ahead of the curve by identifying and addressing new needs or existing ones that new technologies can address. Leadership, like Suthen, continually push for this innovation and also hire for it. More importantly, leadership should invest in its own people to drive innovation.

Creating Efficiency & Reliability from the Ground Up

Innovation isn’t about throwing something to the wall and seeing what sticks. It’s about creating answers to problems that arise or creating better ones to existing problems. Similarly, at Grab, the approach that Suthen and the tech teams adopt is one that creates efficiency. This efficiency doesn’t just mean it’s efficient in code – whatever they do has to create efficiency when it comes to the day-to-day of Grab’s operations and this includes the efficiency of ride partners.

Suthen Thomas Paradatheth CTO Grab Headshot
Source: Grab Holdings

“Running a good marketplace is also running an environmentally friendly sustainable marketplace.”

Suthen Thomas Paradatheth,
Chief Technology Officer at Grab

We’ve seen GrabShare come and go and return to the platform. This is due to Grab testing out more efficient and functional ways to implement it. Let’s be honest, having a single passenger in the ride can be a tad wasteful when it comes to resources, so with GrabShare, where available, the driver earns more while being more efficient with the petrol the cars utilise. With ESG goals playing an increasingly important role in companies, this approach literally builds these goals into the code.

Even when it comes to the adoption of AI and new technologies, Suthen and his team are looking at how it impacts day-to-day functions. One of the pain points they hope to resolve is the waiting time for riders when it comes to food deliveries. Minimising this would not only mean that delivery partners are more efficient with their time, it would also mean that they are able to earn more. This would also help drive more efficiency with the fuel that is being used.

Of course, when it comes to ride-hailing, Grab is looking into EVs and hybrids that allow them to be more environmentally friendly. In fact, they’ve already started offering GrabGreen in other markets.

Creating a Sustainable, Passionate Team Starts with the Top

The one thing that rang true in our sit down with Suthen is this: the culture and workspace environment start very much with the top. The right approach, empowering your teams, creating independence, and prioritising your innovations will drive your teams to increase productivity and even retain your customers.

Overall, key takeaways for disruptors and even CTOs looking to create a team that is innovation-driven is this:

  1. Trust is key when you build your team.
  2. Create teams that are self-sufficient and reduce dependencies to keep them agile.
  3. Innovate efficiently and keep your company’s values as a driving force.
Business, Contributed

Navigating the Transformation Paths in the Architecture, Engineering, and Construction (AEC) Industry

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This article is contributed by Márton Kiss, Vice President of Product Success at Graphisoft

Today, the once-solid blueprints of the Architecture, Engineering, and Construction (AEC) have morphed into fluid sketches, adapting to the evolving customer needs and technological advancements. As we march into 2024, the industry is expected to become more digital, data-driven, and sustainable. Every innovation, from the most intuitive design software to the most earth-friendly material, is bound to fill the canvas of buildings for a better future.

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Photo by Pixabay

Here, we will delve into the vibrant palette of trends and key areas that may help navigate this transformative path in the AEC industry.

1. Bridging the digitalization gap

Despite being slow to embrace digital transformation, the AEC sector has shown promising signs in recent years, with technology adoption and awareness of its benefits steadily rising. However, a noticeable gap emerges when transitioning from the design to the construction phase. While current tools enable detailed digital models, the actualization often relies heavily on on-site workers, creating a disconnect in the integrated workflow.

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Photo by Minku Kang on Unsplash

Bridging this gap and driving the push towards greater digitization and automation requires a two-pronged approach – first, fostering a demand for digital design practices, and second, reducing legal and regulatory barriers that impede the implementations. Additionally, a global trend towards collaborative building lifecycles is gaining momentum. As the integration across the building lifecycle strengthens, so does the impetus for comprehensive digitalization, highlighting the critical role of quality design in this process.

2. Unlocking the potential of BIM

While Asia Pacific trails developed nations in Building Information Modelling (BIM) adoption, progress is evident. Governments like Malaysia, aiming for 80% adoption by 2025, are actively driving its implementation due to proven productivity and competitive advantages—however, BIM’s true potential lies beyond mere data and 3D models.

It is about integrated design, where architects, engineers, builders, owners, and technology providers collaborate within a single model, eliminating the inefficiencies of traditional handoffs and discrepancies. This ‘single source of truth’ fosters early alignment of building systems and informed decision-making across disciplines. At Graphisoft, we champion OPEN BIM, a future-proof approach to AEC collaboration. OPEN BIM ensures workflow transparency, longevity, and data accessibility for built assets. Recent developments, like seamless structural engineering integration and cloud collaboration, reflect our commitment to this collaborative future.

BIM will continue to see greater interoperability and capabilities. However, the key to maximizing what it can offer eventually lies in fostering a culture of openness and information sharing.

3. Driving the shift towards sustainable design

The green buildings market is expected to cross USD1,948 billion by the end of 2036, with Asia Pacific estimated to account for 32%[1]  Sustainability pressures are pushing the industry towards innovative materials and energy-efficient design. Net-zero buildings will remain a focus, achieving energy savings through renewables, smart design, and storage. Building performance and management will also be key, tying into the digitalization trend for optimal efficiency.

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Photo by Pixabay

Cost-effectiveness, however, remains crucial. While adopting these practices might seem daunting, firms can start small. Explore concepts, experiment with materials, and utilize BIM as a bridge between elements. Integrating building systems, structures, and architecture early on makes informed decisions about materials, shapes, and even programs possible. Ultimately, the effectiveness of this shift requires a closer alignment between design decisions and long-term outcomes, driven by the overarching goals of sustainability and efficiency.

4. Making the most of AI and other emerging technologies

The impact of Artificial Intelligence (AI) goes beyond automation. It is becoming the industry’s secret weapon, empowering professionals across the project lifecycle. From design optimization with photorealistic visualization to predictive analysis and BIM integration, AI transforms how we overcome challenges and make informed decisions.

The future is not just about scratching the surface with AI. We see a convergence of technologies, where Augmented and Virtual Reality (AR/VR) enhances collaborative BIM workflows, and digital twins evolve beyond virtual models, becoming real-time data oracles. This will redefine our standards for efficiency, accuracy and profitability, allowing designers to focus on their true value – creativity. Graphisoft remains at the forefront of this revolution, investing in emerging technologies that assist and empower, not replace.

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5. Emphasis on continuous learning

The future sprints, not strolls, and therefore upskilling is an essential ticket to the ride. But it is not a solo journey. Organizations must be bold co-pilots, investing in the latest tools, processes, and training. Fear of the unknown is natural, but the changing roles of AEC professionals are inevitable. Technology like AI excels in crunching data and optimizing processes but still lacks the human touch that breathes life into novel designs. And that is the true power of real architects – crafting beauty that is not just aesthetically pleasing but also functional and meaningful. Technology is the hammer, but people are the architects of change. Those who embrace continuous learning will be the ones shaping the future of AEC, brick by innovative brick, pixel by inspiring pixel.

The future of the built environment demands active participation. Architects, engineers and contractors must embrace digital tools and progress alongside advancements. BIM will be their blueprint, green principles their guiding star, and emerging technologies their canvas extension. The opportunity to create great architectures is boundless when we successfully integrate people, workflows and real-time information.

[1]   Green Buildings Market Size & Share, Research Nester (Nov 2023)

Business, Contributed

The Role of Technology in Transforming Jobs and Supercharging Careers

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In an era marked by swift technological progress which is often seen as disruptors to jobs, it’s time to shift our perspective. As the job landscape undergoes transformation, many individuals find themselves standing at a crossroads in the evolving workforce. Instead of fearing obsolescence, people are embracing the new era of technology-enabled learning and reskilling. In Malaysia, 96% of employers are either currently using or planning to use GenAI technology in 2024. This means that employees will now need to further build their skills to keep up with evolving job descriptions. Fortunately, a wide array of online courses, skilling content, AI-guided career counselling, and virtual reality simulations are readily available to assist employees in advancing or pivoting their career paths.

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Photo by fauxels on Pexels

Welcome to the era where technology is spearheading a reskilling and upskilling revolution that transforms careers. To access this, you don’t have to go to a university and attend classes in person – today, there are a variety of options, from online courses to complimentary upskilling apps available to anyone seeking it. 

Unlocking the potential of upskilling and reskilling in Southeast Asia

Southeast Asia is one of the fastest-growing economies in the world and is home to the third-largest labour force which is predominantly young. In Malaysia, the labour force makes up 16.97 million persons, indicating that there is an enormous potential for skilled labour. Yet, job participation, skill development and productivity levels are still lagging behind. Over the past decade, labour force participation in some Southeast Asian countries has gradually increased, while others have seen their rates fall significantly. What’s more, high rates of informal employment and a lack of support for older workers has slowed the region’s shift to a knowledge-based economy. 

Research by PwC indicates that upskilling and reskilling, with a focus on digital-first capabilities, can potentially boost Southeast Asia’s GDP by 4% by 2030, creating nearly 680,000 new jobs.  Importantly, it helps to create an agile and resilient workforce in the face of economic uncertainty and geopolitical strife.

Technology as a learning tool

In light of these circumstances, we urgently need to rethink our approach to upskilling. Lifelong learning programs, utilising technology to deliver online content, offer greater benefits to adults and older professionals seeking fresh challenges beyond the limited courses offered by traditional education institutions. In markets like Malaysia, digital skills are the top focus for employees, with most still prioritising basic digital skills (83.1%).

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Photo by Vojtech Okenka on Pexel

Technology empowers learners, giving them control and personalisation. This allows them to set their own pace since lectures and materials are pre-recorded, or they can participate in virtual lessons via online platforms such as Jobstreet’s Career Hub powered by seekMax, eliminating the need for in-person attendance. Through online platform learning such as this, the learner will be able to focus on gaining the skills they want to prioritise to be more suited for their next job.

In comparison to full-time universities that emphasise rigorous academics, upskilling and lifelong learning institutions provide easily digestible, bite-sized content for rapid knowledge acquisition. Furthermore, these modern educational models are designed to accommodate busy schedules and shorter attention spans, placing a strong emphasis on accessibility and convenience.

What’s particularly significant is that these accessible platforms empower learners to develop both hard and soft skills. For instance, individuals in today’s workforce can equip themselves with essential skills such as salary negotiation and leadership. 

Enhancing the upskilling experience  

Once considered staid, lifelong learning platforms are continuously innovating to improve the social aspects of their programs. To do this, many programs promote learning through collaboration and communication. Talent embarking on a lifelong learning journey can engage in group learning activities to interact with course material, forums, quizzes, masterclasses, or online discussions. 

With the rise of online communities, it’s easier than ever for a working professional to gain relevant and practical insights from like-minded peers or industry experts who can help them navigate their careers by providing tailored advice. 

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Photo by Artem Podrez on Pexels

This is exactly the sort of positive learning environment we’re creating with Jobstreet’s Career Hub powered by seekMAX, SEEK’s free innovative in-app learning and community platform that’s designed for on-the-go learners – with access to a wealth of content as well as industry experts. Since launch, nearly 1 in 3 monthly active users of the Jobstreet platform have already started using seekMAX as a tool to learn new skills and share insights amongst the community. 

As the world’s workforce continues to evolve – lifelong learning platforms are crucial to personal growth and professional success. Lean into the opportunities they offer to stay relevant and competitive. The public and private sectors must also encourage this mindset in order to build a future-proof workforce. 

Business, Editorial

Back to Normal Comes with Recruitment Woes & An Increasing Role for AI in SMEs

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Recruitment and the tech industry are things that aren’t going hand in hand at the moment. With the unprecedented growth of the tech industry during the COVID pandemic, it is experiencing a large number of layoffs as it continues to return to “normal”. However, with the contraction of large tech MNCs, comes an opportunity for Malaysian SMEs to acquire the talent they sorely need.

Kevin Fitzgerald Employment Hero
Source: Employment Hero

“Amid the pandemic, many tech firms flourished as people embraced online activities. However, the return to regular work patterns led to significant layoffs due to economic strains. Currently, the tech sector is cautiously recovering, showing restrained spending on innovation despite abundant growth potential, especially driven by AI’s widespread adoption across various industries“

Kevin Fitzgerald, Managing Director of Asia at Employment Hero

A Need to Stay Competitive and Look Beyond Local Borders Despite Higher Costs

Employment Hero, recently highlighted in its “State of Recruitment” whitepaper, that Malaysian SMEs (Small and Medium Enterprises) are facing stiff competition when it comes to recruitment. Not only are they competing with MNCs when it comes to benefits, culture and remuneration, but they are also facing gaps when it comes to integrating technology into their recruitment processes. This is further compounded by the outlook of potential recruits who vie for positions in MNCs and conglomerates for stability and equity.

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Photo by GR Stocks on Unsplash

There’s no denying that there has been a steep increase in the cost of talent over the years. However, this increase corresponds to a steeply increasing cost of living thanks to a projected economic downturn. In fact, Employment Hero’s report notes that 52% of recruiters see this as a main factor in the increasing cost. That said, should SMEs take the lead in providing or realigning their minimum wages to a more livable wage beyond the current RM1,500 requirement? That’s a question for SMEs to ponder as they continue to form an increasingly important contributor to the Malaysian economy with a contribution of over 38% in 2022, a 3.4% growth year on year from 2021. Not to mention, they account for over 60% of employment nationwide.

SMEs can no longer sit idly by vying for the scraps of larger corporations and MNCs if they want to remain competitive. Like the Malay proverb “Bagaikan cendawan tumbuh selepas hujan” which indicates that mushrooms sprout increasingly after the rain, the Malaysian SME industry is a dime a dozen when it comes to competition. SMEs need to ensure that they are catering to a market larger than just Malaysia. They need to vie for a piece of the international pie and they can only do this if they set their sights and benchmarks at that level.

Kevin Fitzgerald Employment Hero
Source: Employment Hero

“To stay ahead of their competitors, local tech SMEs can emphasise their distinctive strengths within the company, such as a supportive and positive work environment, growth opportunities and customise recruitment and retention strategies to resonate with the needs and aspirations of potential employees. Sharing their narrative and embodying values is crucial for SMEs, especially since millennial candidates actively seek employers with whom they can form genuine connections.“

Kevin Fitzgerald, Managing Director of Asia at Employment Hero

Malaysian SMEs can also differentiate themselves with intangible benefits such as workplace culture, work environment, growth opportunities and even retention strategies. These items, which are totally in the hands of business owners and board members in SMEs allow them to offer a better, more coherent work environment that caters not only to the company’s bottom line but also to the well-being of their workforce. An increasingly weighty consideration for candidates is a remote work policy. The Malaysian government has also mandated that companies need to have a remote work policy. While this may seem to be a remnant of the COVID pandemic, it’s become an increasingly crucial consideration for workers, particularly young parents. However, it’s not the only younger ones that look for this, it’s an increasingly sought-after mode of work. What’s more, research has shown that remote work is as effective as – if not more effective than – working in person.

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Photo by Headway on Unsplash

That said, the Malaysian government continues to invest in the tech industry. This is particularly true when it comes to 5G- and AI-related technologies at large. Drilling down, the country is also investing in segments for animation, game development and even manufacturing when it comes to tech. With these investments, SMEs can expect more talent to come their way. It falls on their plate whether they are willing to invest in long-term wins rather than short-term gains when it comes to talent.

More Candidates Does Not Mean More Quality or Shorter Lead Times

Even with those considerations, the Malaysian hiring landscape is not an easy one especially when it comes to SMEs. A staggering 70% of hiring leaders state takes up to a month to fill a vacant position. This is despite getting a large number of applicants. In fact, the larger the number, the longer it took recruiters to fill a position. What’s more, things get a little more complex when it comes to retaining new talent. About 43% of hiring managers report that less than 5% of new recruits actually last beyond their probationary period.

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Photo by Mimi Thian on Unsplash

According to Employment Hero, this could be a mismatch between the candidates and the job role or expectations. To minimize the mismatch, Employment Hero recommends that a job description (JD) should be as detailed as possible. JDs should provide enough insight into the role. Companies should provide a deep dive into the skills required and indicate where this role fits into the larger corporation. It should be a launching pad for the candidate for the rest of the recruitment process.

Kevin Fitzgerald Employment Hero
Source: Employment Hero

“As more hiring leaders implement AI in their hiring processes, they are likely to see a wider talent pool, better candidate matching and reduced bias. Importantly, we expect it to greatly reduce the entire recruitment lifecycle tremendously. So where something previously took hiring managers 41 days, it is now likely to be done in a much more accelerated time frame.”

Kevin Fitzgerald, Managing Director of Asia at Employment Hero

This level of detail helps leaders filter candidates better. In fact, the whitepaper indicates that over-hiring leaders who interviewed a smaller number of candidates saw better retention of their candidates. The number was as high as 63% of hiring leaders reporting this. In essence, companies need to look at vetting their applications from the get-go with a detailed JD followed by a precise, targeted approach to vetting job applications with a truncated timeline.

Using AI to Improve Hiring Outcomes

Of course, with technology seeping into nearly every crevice of work, it comes as no surprise that it is leaving its mark on recruitment as well. The integration of technologies like AI will undoubtedly help bolster the quality of candidates as well as the rate of retention of new talent.

However, it’s also posing a hurdle as SMEs continue to wrestle with investing both monetarily and when it comes to skills. Unfortunately, when it comes to skills, SMEs are eventually going to have to choose between upskilling the talent they have or investing copiously in third-party recruiters who have the know-how. That said, it’s again a choice between short-term gains versus long-term gains. It falls to SMEs where their appetite for investment is and how they see their organization benefiting.

There is, however, another option – leveraging AI technology. AI is simplifying the search for talent in many ways. In fact, Employment Hero has noted that 99% in Malaysia are already using some form of AI in their recruitment practices. AI is being leveraged to improve decision-making and detect anomalies in applications. It can also be used to gauge the candidate’s suitability for the company.

With AI integrations, recruitment timelines are being shortened while increasing the quality of candidates. It’s even making changes to how companies onboard new candidates. It can even be used for background checks.

A Balancing Act between Recruitment, Growth and Investment

As much as the climate for recruitment is improving, it is increasingly becoming a balancing act for SMEs. SMEs need to determine where their priorities are; be it in recruiting high-caliber talent, upskilling and retaining current talent or even investing in technology to improve the overall recruiting process. The bottom line lies with the priorities of SMEs themselves.

Contributed

Travel Transformed: How Technology is Reshaping the Digital Nomad

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This article is contributed by Lim Paik Wan, Country Manager of Wise Malaysia

As the world rekindles its wanderlust post-pandemic, a silent revolution has begun beneath the surface—a digital renaissance reshaping every aspect of our travels. 

Recent data reveals that 7 out of 10 Malaysians use digital tools to meticulously plan their travels. They rely on websites and apps to arrange nearly every aspect of their journeys, from booking flights and accommodations to planning activities. This isn’t just a fleeting trend, from the moment plans are conceived to the final steps of the journey, technology is shaping every aspect of travel, including birthing a new era of digital nomads who work remotely and simultaneously travel whenever, wherever they want. 

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This paradigm shift reflects a desire to maximise time off, achieve greater work-life balance, and redefine the conventional boundaries of traditional employment.

Rise of the Digital Nomad Lifestyle

The term ‘digital nomad’ is not a new concept, but the pandemic has certainly flipped the way that employees work. As organisations become more accepting of where, when and how people work – we’re seeing an influx of digital nomads heading to getaways with only a laptop, a backpack, a smartphone, and a sense of adventure. There’s a noticeable surge in demand for places that cater to remote work, beyond traditional tourist hotspots. Typically, these places offer travellers the opportunity to go exploring after work hours or set up their workspace at desirable locations, like the beach. 

Several countries are proactively responding to this shift by introducing digital nomad visas, including Portugal, which has issued 2,600 such visas, and Greece, with 1,693 granted. Closer to home, Bali recently announced a collaboration with Airbnb, allowing visitors to work remotely for six months, without paying income tax. Not to be left behind – even Malaysia has introduced its version of the visa called De Rantau which allows foreign and local talents to work and live in the country for three to 12 months. Employers are also offering flexible, work-from-anywhere options. Wise, for example, has a Mobile Wiser programme that lets employees work remotely from almost anywhere in the world for up to 90 days. 

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Photo by Tima Miroshnichenko

However, the possibility of all this freedom presents challenges for businesses and employers, including payments, legal, tax and cultural issues. Any first step requires businesses to restructure themselves around roles, employee locations, travel durations and employee education. A well-designed global mobility plan is essential for employers to navigate complexities and avoid unintended payments and tax issues – and business leaders must stay updated on global tax and compliance laws. 

The Power of Technology 

Despite these considerations, it appears that remote work is here to stay, with one study of 3,000 remote workers revealing that 90% of them would like to continue working remotely. In the face of technological advancements, this is entirely possible today – tools like Google Drive, Figma, Zoom, and Microsoft Teams give workers remote access to data and files to complete their tasks and collaborate across different functions.

Traditionally, managing money across borders has been challenging because there isn’t a truly international bank account in place. But now, with strong digital payment solutions like Wise, remote workers can receive and send money all over the world, without any hassle. Furthermore, freelancing platforms like Fiverr and Upwork provide tools and features that allow them to manage their work, including invoicing. 

Card Wise

When it comes to handling currency differences, Wise stands out by offering low, transparent fees and using the fair, mid-market exchange rate. Digital nomads can access account details in 10 different currencies via their Wise account, enabling them to receive funds in these currencies from any location and send funds to over 160 countries – an ideal solution for individuals constantly on the move. Additionally, they can hold over 40 currencies & transact in the local currency with the Wise multi-currency account and prepaid card, allowing users to move, spend and manage money in different currencies within one platform.

As digital nomads lead increasingly borderless lives, the need for faster, cheaper and more transparent solutions that transcend geographical boundaries becomes paramount, especially when it comes to payments. Businesses need to prepare for this shift by actively harnessing the available technology that enables it and putting in place cultures and processes to adeptly meet the ever-growing demands of a digital-nomad workforce. Ultimately, business leaders need to recognise that the digital nomad trend is here to stay and to obtain the best talent, one needs to open their horizons to new ways of working.

Business, Contributed

How Technology Changes Company Thinking And Company Performance

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This article is contributed by Varinderjit Singh, General Manager, Lenovo Malaysia

Lenovo byline FA

While I think most of us would expect large organizations to include forward-thinking technology in their overall business strategies, we’re starting to see this with SMBs as well, including relatively small companies, to different degrees around the world.

Not only do customers expect customized on-demand services, so do employees.

Businesses therefore seek to leverage technology to drive faster results and adapt to new market trends. At the heart of this strategic thinking is understanding the new roles emerging technology has around taking on the tasks of time-consuming day-to-day activities so that high-value and skilled executives and employees can focus on driving growth engines.

In a way, we are back to where computing first started, which was to automate processes and make them simpler and faster. What is different today of course is that technologies are so much more advanced, and are continually improving and increasingly embedded into strategy development – very different from the older business model where technology was a cost assigned to operations.

This is therefore about taking teams to the next level in our increasingly AI and digitally-driven world, requiring businesses to find a balance between implementing emerging technology and providing personalized experiences for their customers.

In assessing which technologies perhaps play the biggest parts, I suggest the following.

Hi-speed network infrastructure

Connectivity is clearly essential to any distributed workforce. Without it, device technology is expensive and inefficient, collaboration breaks down, productivity drops, and customers and employees go somewhere else. Wireless technologies like Wi-Fi 6E and 5G will be instrumental in delivering high bandwidth, ultra-low latency connectivity, and power to devices all over the world and will expand the landscape of solutions for businesses that want to grow.

Design and engineering teams must also offer new possibilities for thinner and more flexible designs for mobile employees working in hybrid workspaces. Companies like Lenovo are designing unique laptops with a built-in secondary e-Ink screen in the top cover or foldable displays that extend versatility and mobility. An example is the Lenovo ThinkPad X1 Fold operating on Windows 11 Pro. Use Windows 11 Pro for Workstations to blaze through workloads with lag-free multitasking across your most demanding applications.

The key here is technology equipped with always-on, always-connected capability.

Personal AI transformation

In the near future, PCs that currently provide AI-enabled enhanced video, audio, and security capabilities will transform into full AI PC devices. They will not only have the power to provide a personalized digital assistant experience but also learn over time, adapt and predict tasks, and offer solutions for improving workload management using intuitive natural language interaction.

Personal AI technology is expected to be instrumental in helping workers maintain high levels of productivity while also promoting healthy and sustainable work habits. By assisting with task prioritization and workload management, Personal AI can offer more predictive and insightful answers to questions or tasks.

While Cloud LLMs and Personal AI may differ in functionalities, they can offer diverse and complementary benefits to different users. Used together, they can provide a more comprehensive and personalized smart assistant experience that will accelerate speed and efficiency at every stage of workflow, ultimately helping businesses gain a significant competitive edge.

AI-enabled services and products

The last six months have seen the world wake up to the opportunities of AI-enabled services. For example, some workplaces have incorporated AI chatbots to provide employees with resources around the clock, adding convenience for those seeking answers to common questions about employee benefits, scheduling, insurance, vacation availability, and sick time. By allowing some HR processes to be accomplished without human intervention, chatbots offer a better allocation of HR staff members’ time toward addressing more complex employee inquiries. The use of such AI chatbots however has raised concern in some areas. Since most are public cloud-based resources, the issues of data integrity, security, and privacy are crucial considerations. AI services can help assess and guide the appropriate solutions and areas of investment in regard to Cloud, Private, or Personal AI models.

And we are already seeing that companies that smartly adapt to incorporating AI-enabled services and products have a competitive advantage. AI and machine learning can enable targeted data analysis, so employees can focus on creative and social tasks that AI simply cannot.

To take organizations to the next level, businesses must strategically implement technology such as infrastructure, cloud, and AI tools that will help them scale. Businesses need the ability to integrate new technologies and workloads efficiently and seamlessly, often within resource, budget, and capital restrictions.

That in turn requires new strategic thinking around the impact and opportunities that emerging technology enables.