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Global supply chains, once celebrated for their efficiency, are undergoing a fundamental transformation. What began as targeted US tariffs on Chinese goods in 2018 has evolved into a structural shift in global manufacturing. Today, cost optimisation alone is no longer sufficient for competitive success. Firms that fail to build resilience, alongside efficiency, will increasingly find themselves structurally disadvantaged in an unpredictable trade environment.

Between 2018 and 2020, businesses scrambled to mitigate tariff-driven cost increases. The “China +1” strategy accelerated, with Vietnam emerging as a favoured alternative due to competitive labour costs, political neutrality, and beneficial trade agreements such as the Comprehensive and Progressive Agreement for Trans-Pacific Partnership and European Union-Vietnam free trade agreement (FTA).

US imports from Vietnam rose by approximately 35% during this period. Mexico benefited from nearshoring advantages under North American FTA frameworks, while Malaysia and Indonesia attracted new investments in electronics and rubber, although often tactically rather than strategically. Since 2024, trade tensions have expanded beyond the US-China axis. New tariffs now affect countries previously considered safe alternatives.

Malaysia faces substantial tariffs on semiconductor exports. Vietnam thrives in furniture manufacturing but faces challenges in high-tech sectors. Mexico remains relatively protected through the United States-Mexico-Canada Agreement framework. In this environment, reliance on any single manufacturing hub has become a strategic liability.

The Case for Restructuring Supply Chains

The vulnerabilities of traditional supply chain models have become increasingly visible. Industry analyses suggest that companies anchored to single-source strategies have faced input cost increases of up to 30% to 40% during major disruption periods, particularly in sectors such as electronics and automotive. Just-in-time systems, once lauded for their efficiency, now struggle with customs delays and shifting trade policies.

Geographic concentration, previously an advantage, now exposes firms to cascading disruptions. Organisations lacking multi-tier supplier visibility are particularly vulnerable. Success today demands a new mindset. Cost efficiency must be complemented by “real options thinking”, which involves building flexibility, scalability, and geographic dispersion into supply networks.

Investments must prioritise adaptability, alongside optimisation. Flexibility – or the ability to rapidly reconfigure sourcing, production, and logistics choices – will increasingly distinguish resilient firms from those anchored in rigid legacy models.

To help companies navigate this transition, the multi-hub resilience ladder offers a useful framework:

  • Stage 1: single hub, cost-focused (high risk).
  • Stage 2: China +1 (tactical diversification).
  • Stage 3: regional multi-hub (operational resilience).
  • Stage 4: global distributed network (strategic optionality).

Several strategies have proven effective in building resilience without sacrificing efficiency. Diversified multi-hub sourcing and strategically positioned buffer suppliers reduce localised risks. “Lean-plus” inventory models preserve efficiency while embedding buffers.

End-to-end digital visibility and predictive analytics enable better planning and faster disruption detection. Financial arrangements such as tariff clauses and risk-sharing agreements reinforce operational agility.

Regional Positioning and Strategic Opportunities

Leading companies show how this balance can be achieved. Apple’s relocation of selective assembly to India and Vietnam has evolved into full-scale ecosystem investments across India, Malaysia and Vietnam. Distributed manufacturing is now both contingency planning and a competitive strategy. Similarly, Ford and General Motors have reconfigured supply networks, building resilient corridors that allow production volumes to shift rapidly while maintaining efficiency.

Malaysia, once overlooked, now holds a strategic advantage with approximately 13% of global semiconductor back-end capacity. This is a vital position amid concerns over Taiwan’s stability. Malaysia’s trusted trade relationships and growing focus on sustainability strengthen its appeal.

However, full capitalisation will require strategic investments in specialised clusters, workforce development, and logistics infrastructure. Small and medium enterprises (SMEs) face disproportionate challenges. Without the reserves of multinationals, SMEs must leverage agility strategically.

Emerging practices in South-East Asia offer promising pathways. Malaysian SMEs in Penang form sourcing consortiums. Vietnamese manufacturers share logistics hubs. Indonesian textile SMEs use blockchain platforms to strengthen buyer trust.

In this environment, structured collaboration, rather than ad hoc partnerships, will define SME resilience. Like investment portfolios, supply chains become more vulnerable with concentration, while diversification mitigates systemic risk. Just as diversified portfolios withstand market shocks better, companies with distributed supply networks are more resilient against operational disruptions.

Emerging analyses suggest that centralised supply chains could suffer margin erosion of 15% to 20% by 2028. This parallels the historical underperformance seen in concentrated financial portfolios. What once made centralised supply chains a competitive advantage is now a strategic liability.

The deliberate creation of multiple viable pathways across the network is becoming critical. Firms must embed this optionality and build flexibility into their next planning cycles. As Prof Yossi Sheffi, a leading academic on supply chain resilience, aptly puts it: “Resilience is a hedge against uncertainty, not a bet on one outcome.” In a world where volatility is the norm, supply chain flexibility is no longer a differentiator. It will be the minimum requirement for relevance.

Dr. Asad Ata is an associate professor of operations and supply chain management at Asia School of Business. The views expressed here are the writer’s own.

Originally published by The Star.

Dalam dunia yang sering dilanda krisis kepimpinan, sejarah menawarkan panduan yang tidak lapuk ditelan zaman. Salah satu contoh terbaik ialah surat Sayidina Ali bin Abi Talib kepada Malik Ashtar, Gabenor Mesir pada abad ketujuh. Surat ini adalah bukti kepada pemerintahan beretika dan kepimpinan berteraskan khidmat, yang terus relevan merentasi zaman dan budaya.

Pengajaran daripadanya bukan sahaja sesuai untuk para gabenor dan khalifah terdahulu tetapi juga kepada ketua pegawai eksekutif (CEO) dan pembuat dasar masa kini. Surat Ali yang merupakan sebahagian daripada Nahj al-Balagha, menggariskan kerangka kepimpinan yang adil dan berkesan.

Dari aspek kepimpinan berteraskan khidmat, ketelusan, keadilan, hingga ke rendah hati, prinsip-prinsip yang diketengahkan masih menjadi tunjang dalam amalan kepimpinan moden. Surat ini bukan sekadar teks sejarah, tetapi panduan berharga bagi pemimpin hari ini dalam menguruskan pemerintahan dengan integriti dan belas ihsan.

Kepimpinan sebagai khidmat
Ali memulakan suratnya dengan merendah diri menyatakan: “Inilah yang diperintahkan oleh hamba ALLAH, Ali kepada Malik Ashtar.” Ungkapan ini menggambarkan semangat kepimpinan berteraskan khidmat di mana pemimpin adalah penjaga rakyat, bukan pemerintah demi kepentingan diri.
 
Falsafah pengurusan moden turut menekankan konsep ini, mengiktiraf bahawa kepimpinan yang merendah diri dan berasaskan khidmat akan mewujudkan kepercayaan, kolaborasi dan komitmen dalam organisasi. Dengan mengutamakan kepentingan masyarakat berbanding kepentingan peribadi, pemimpin dapat membina kesetiaan dan daya tahan dalam pasukan mereka. Dalam era di mana kuasa sering membawa kepada keangkuhan, peringatan untuk berkhidmat dan bukan mendominasi menjadi semakin penting.
Memahami konteks dan warisan

Ali menasihatkan Malik untuk mengambil iktibar daripada pemimpin terdahulu, baik yang adil mahupun zalim: “Orang ramai akan menilai kamu berdasarkan bagaimana kamu menilai pemimpin sebelumnya.” Nasihat ini menekankan kepentingan memahami konteks dalam kepimpinan, mengenali latar sejarah dan harapan masyarakat serta menghormati kejayaan terdahulu sambil membina ke arah masa depan.

Bagi pemimpin moden, kebijaksanaan ini boleh digunakan dalam membentuk strategi berdasarkan budaya organisasi masing-masing sambil mengiktiraf sumbangan pemimpin sebelum ini. Pendekatan sebegini membantu memastikan kesinambungan, kestabilan dan kredibiliti dalam kepimpinan.

Meritokrasi mengatasi kronisme

Salah satu pengajaran paling penting dalam surat ini adalah seruan kepada kepimpinan berasaskan merit. Ali menasihatkan Malik agar melantik pemimpin berdasarkan integriti dan kecekapan, bukan hubungan peribadi: “Jangan lantik mereka kerana pilih kasih atau kepentingan peribadi.”

Dalam dunia hari ini, nepotisme sering merosakkan sistem pemerintahan dan pengurusan, prinsip ini menjadi peringatan bahawa kepimpinan harus berdasarkan kebolehan dan keperibadian seseorang. Pelantikan yang telus dan berasaskan merit akan mewujudkan kepercayaan, mengurangkan rasuah dan menghasilkan keputusan yang lebih baik.

Menghargai sumbangan

Ali menegaskan kepentingan memberi ganjaran yang adil kepada mereka yang berkhidmat: “Hargailah prestasi setiap orang dan jangan kurangkan ganjaran di bawah tahap usaha mereka.” Prinsip ini menekankan keperluan untuk memberikan penghargaan secara adil, bagi memastikan keterlibatan dan motivasi dalam kalangan pekerja.

Organisasi yang berjaya hari ini bergantung pada sistem ganjaran yang saksama. Pendekatan ini membentuk budaya keadilan dan motivasi di mana setiap individu merasa dihargai atas sumbangan unik mereka.

Keadilan dan kesaksamaan

Keadilan adalah tunjang dalam falsafah kepimpinan Ali, katanya: “Terapkan keadilan kepada keluarga dan sahabatmu sebagaimana kepada orang lain. Teruskan itu dengan harapan hanya kepada ganjaran daripada ALLAH.”

Pemimpin diingatkan untuk menegakkan keadilan secara konsisten, walaupun ia mencabar hubungan peribadi atau struktur kuasa sedia ada. Keadilan yang teguh bukan sahaja memperkukuhkan pemerintahan, tetapi juga membina kepercayaan dalam masyarakat.

Ketelusan dan keterbukaan

Ali menegur pemimpin yang mengasingkan diri daripada rakyatnya: “Jangan menyendiri daripada rakyatmu. Pengasingan ini hanya akan membawa kepada kejahilan terhadap keadaan mereka.”

Pemimpin harus sentiasa berhubung dengan rakyat dan memastikan aduan serta keperluan mereka didengari secara terbuka. Dalam konteks kepimpinan hari ini, ia bermakna mengamalkan dasar pintu terbuka, komunikasi yang kerap dan penglibatan aktif dengan pemegang taruh. Keterbukaan ini meningkatkan akauntabiliti dan membina hubungan yang lebih kukuh antara pemimpin dan mereka yang dipimpinnya.

Belas kasihan dan kemaafan

Ali turut menekankan kepentingan belas kasihan dalam kepimpinan: “Maafkanlah mereka sepertimana kamu ingin ALLAH mengampunimu.” Kepimpinan yang berlandaskan empati dan pemahaman akan mewujudkan persekitaran kerja yang lebih harmoni dan inklusif.

Kajian moden menunjukkan bahawa pemimpin yang empati lebih cenderung membentuk organisasi yang inovatif dan berdaya tahan. Dengan menangani konflik melalui pendamaian dan bukan hukuman, pemimpin mencipta budaya hormat-menghormati dan kerjasama.

Seruan kepada kepimpinan beretika

Dalam dunia yang mendambakan kepimpinan yang beretika dan transformasi, nasihat Ali kepada Malik Ashtar menjadi cahaya panduan yang merentasi zaman dan budaya. Dari menekankan kerendahan hati dan memastikan keadilan hingga menegakkan ketelusan, prinsip-prinsip ini memberikan hala tuju kepada pemimpin yang menghadapi cabaran dalam pentadbiran, perniagaan dan masyarakat.

Surat ini mengingatkan kita bahawa kepimpinan yang sebenar bukanlah tentang mengumpul kuasa, tetapi tentang memperkasakan orang lain. Sama ada dalam bilik mesyuarat korporat atau pejabat kerajaan, nilai khidmat, keadilan dan belas kasihan tetap relevan sepanjang zaman.

Dr. Wan Hamiza Wan Muhd Zin merupakan Penolong Pengarah Pendidikan Eksekutif, Asia School of Business

Originally published by Sinar Harian.

Guest: Dr. Renato Lima de Oliveira, Associate Professor, Asia School of Business

A massive power outage hit large areas of Spain and Portugal, as well as parts of southern France on Monday. While officials have yet to disclose the exact cause of the power cuts, this comes as experts warn of an oversupply of renewable energy putting pressure on the region’s power grid. So how do we strengthen our grid infrastructure to accommodate the growing demand for clean energy? We discuss this with Dr Renato Lima de Oliveira, Associate Professor at Asia School of Business.

Listen to the full interview below.

Originally published by BFM.

Over the past 15 years, job transformations have become life-altering. This introduces the concept of personal obsolescence, a somewhat chilling reality. Unfortunately, current education systems are unprepared for this rapid change.

The “one and done” model, where secondary or tertiary education is assumed to prepare individuals for life, no longer holds true. There are no real formal structures for continuous education, and even the term “continuing education” often carries vocational connotations, such as retraining workers to use a new machine tool or repair a different type of air-conditioner.

But what if someone wanted to learn artificial intelligence (AI)? They might have to resort to browsing YouTube. How would they certify themselves? How would they prove their knowledge? There is no proper system for this.

This is an existential moment that must be addressed. AI is leading to a rethinking of work, the workforce and workers. The impact may not manifest immediately as layoffs, but rather as deferred hires, eventually leading to job losses if the system does not adapt. To counter this, we need to establish a structured approach to quaternary education: the lifelong, white-collar continuation of primary, secondary and tertiary education.

Beyond AI, global challenges such as climate change and geopolitical tensions demand an increasingly agile workforce. The struggle to keep global temperature increases below 1.5°C is faltering, making climate mitigation and adaptation even more urgent. New technologies, including smart grids and direct carbon capture, must be developed, deployed and maintained.

This requires new skills to be learnt at an unprecedented scale. Continuous education is one of the most crucial aspects of human development and survival.

Human beings are uniquely adaptable compared to other mammals. Our long period of growth from infancy to adolescence enables mental and physical development, and this adaptability is nurtured through education.

Over time, education systems have evolved based on historical precedent rather than scientific understanding of the brain. Compare medicine in the 19th century to medicine today; education has not undergone a similar transformation. Many current learning practices are based on a misunderstanding of human learning. The teacher is often seen as wielding a pen, while the learner’s brain is regarded as a blank sheet of paper. In reality, learning is an active process where students build their understanding of a topic. Teachers should act as facilitators, and nourishes rather than mere providers of information.

The sudden acceleration of AI capabilities has caught many off guard. Even more unsettling is the drive to make AI agentic — capable of performing tasks autonomously. The irony is that, while AI is being given more agency, human learning has been increasingly stripped of it. For decades, many educators have advocated for project-based learning, experiential learning and flipped classrooms to return agency to learners. However, old habits and dogmas are difficult to break.

Technology can aid education in several ways. Online education is an obvious approach, but it is not a panacea. The failure of pure online education became evident when it was treated as an exclusive solution. Instead, blended models such as flipped classrooms, where students consume lecture materials online and use classroom time for application and exploration, are more effective. In this model, teachers act as mentors and coaches.

AI can also play a significant role. It can serve as a personalised coach, much like a tennis player practising against a wall. Augmented reality offers additional possibilities. However, unless these tools are integrated with sincerity and commitment, they risk being used as superficial gimmicks. Systemic change requires cooperation from governments, educators, companies and learners. Beginning with adult education presents an opportunity to build a new system from the ground up.

Many education systems in Southeast Asia have remained largely unchanged since gaining independence from colonial powers. There is an over-reliance on outdated colonial constructs, even as the original architects of these systems work to reform them. Moreover, adult education continues to be viewed in transactional terms, with a short-term return on investment in mind. Instead, it should be approached as a lifelong process akin to maintaining physical fitness.

Companies that install gyms for employees and allocate time for exercise recognise the value of long-term health. Societies must adopt a similar mindset for continuous education. The Asia School of Business has embraced this concept through its Agile Continuous Education initiative, likening it to a corporate gym for learning. For such initiatives to succeed, organisations must allocate time, budgets and resources to upskilling employees, ensuring preparedness for future technological disruptions rather than reacting in crisis mode.

Some countries have made strides in this area. Singapore’s SkillsFuture Credit scheme, introduced in 2015, encourages citizens to deepen existing skills or reskill in new fields. Malaysia’s Human Resource Development Corp offers similar support. However, piecemeal initiatives are insufficient. A comprehensive infrastructure is needed, akin to constructing a full arch rather than a semi-arch. Without holistic reform, education remains stuck in an outdated paradigm.

The rise of AI and automation poses challenges for fields requiring deep expertise and deliberate practice, such as medicine. The impact of AI depends on how it is deployed. AI can be an invaluable tool, providing real-time coaching and feedback.

However, over-reliance on technology risks eroding fundamental skills. Navigation apps, for example, have weakened many people’s sense of direction. Similarly, AI-driven education must be designed to reinforce, rather than replace, critical thinking and mastery. Learning thrives on “desirable difficulties”, where challenges enhance retention and comprehension.

AI is in its early stages of rapid acceleration, with breakthroughs like DeepSeek highlighting the pace of innovation. Banning AI in education is not the answer. Instead, educators must integrate AI effectively, acting as epistemologists who question and understand the nature of knowledge. This may necessitate a return to classroom-based examinations to assess individual understanding amid AI’s growing role in learning.

Vocationalism in higher education is another pressing issue. The divide between vocational and theoretical learning often mirrors class structures within society. True reform requires a holistic approach, ensuring that education evolves to meet the demands of an ever-changing world while preserving the integrity of deep learning and mastery.

Sanjay Sarma is the CEO, president and dean of the Asia School of Business

Originally published by The Edge.

So, why should Malaysia’s tertiary education system be any different from the more developed world’s? It, too, should be embedded with flexibility. Based on the examples provided below and without delving into the financial mathematics, it would enhance one’s educational experience and value far more than a system without such flexibility. In economics, we refer to this as being on the Pareto-efficient frontier, where resources and opportunities are allocated in the most efficient manner.

Flexibility holds intrinsic value in various aspects of life — careers, investment plans and policymaking. A key reason for this is the uncertainty that surrounds future outcomes. Whether it’s predicting the trajectory of financial markets, the global economy, the exchange rate of the Malaysian ringgit or even getting into a car accident, our ability to foresee the future is inherently limited.

This unpredictability is evident in the changing demands of the workforce. According to the World Economic Forum, 44% of workers’ core skills will need to change by 2027 due to advances in technology and automation. Meanwhile, the global e-learning market is projected to grow to US$842.64 billion (RM3.71 trillion) by 2030, highlighting the increasing reliance on flexible, technology-enabled education solutions.

Consider the current unpredictability of global events and their implications for education. In today’s rapidly changing world, traditional systems may no longer suffice. For instance, educational models that rigidly define paths without accommodating individual needs or interests risk leaving many behind.

This is where the concept of flexibility becomes critical in education. Allowing learners to tailor their journeys based on personal or professional goals, or even unforeseen circumstances, enhances the overall value of education. Gap years, modular learning and asynchronous courses are examples of how education systems can adapt to accommodate diverse needs.

Globally, there is growing recognition of the need for adaptive learning structures. Prestigious institutions have adopted models that allow students to pause their studies, explore interdisciplinary fields or even take courses remotely. These practices not only enrich the individual learning experience but also contribute to society by fostering creativity, resilience and adaptability among learners.

Take, for example, the emergence of digital and online learning in the last decade. Universities worldwide, such as the Massachusetts Institute of Technology (MIT), Cornell University and Yale University, have embraced this shift, offering remote learners access to high-quality courses and programmes. From engineering in Patagonia to business analytics in Kuala Lumpur, technology has bridged the gap between learners and education, bringing opportunities that were once out of reach.

The economic value of flexibility in education extends beyond individual growth. It benefits employers by creating a more adaptable workforce and society by encouraging lifelong learning. According to LinkedIn’s Workplace Learning Report, 94% of employees say they would stay at a company longer if it invested in their learning and development — a testament to the importance of education that adapts to evolving career trajectories.

As education systems evolve, the emphasis should remain on quality and accessibility. Agile learning methods, stackable courses and modular degree options are examples of how institutions can make education more inclusive and relevant. These innovations represent a step towards a future where learning is not just a phase of life but a continuous, adaptive journey.

Educational institutions worldwide are already setting the stage for this transformation. By embracing flexibility, we can create an ecosystem that supports learners at every stage of their journey — and, in doing so, prepare for a future where uncertainty is the only certainty.

Joseph Cherian is deputy CEO at the Asia School of Business

Originally published by The Edge.

How can ESG be effectively implemented in a region marked by diverse economic development, market fragmentation, and rising investor scrutiny? Can ASEAN balance profit with planet and people? Dialog ASEAN25 brings together regional experts to discuss the role of ESG in shaping ASEAN’s climate resilience and economic strategy.

Originally published by Astro AWANI.

By Joseph Cherian

So, why should Malaysia’s tertiary education system be any different from the more developed world’s? It, too, should be embedded with flexibility. Based on the examples provided below and without delving into the financial mathematics, it would enhance one’s educational experience and value far more than a system without such flexibility. In economics, we refer to this as being on the Pareto-efficient frontier, where resources and opportunities are allocated in the most efficient manner.

Flexibility holds intrinsic value in various aspects of life — careers, investment plans and policymaking. A key reason for this is the uncertainty that surrounds future outcomes. Whether it’s predicting the trajectory of financial markets, the global economy, the exchange rate of the Malaysian ringgit or even getting into a car accident, our ability to foresee the future is inherently limited.

This unpredictability is evident in the changing demands of the workforce. According to the World Economic Forum, 44% of workers’ core skills will need to change by 2027 due to advances in technology and automation. Meanwhile, the global e-learning market is projected to grow to US$842.64 billion (RM3.71 trillion) by 2030, highlighting the increasing reliance on flexible, technology-enabled education solutions.

Consider the current unpredictability of global events and their implications for education. In today’s rapidly changing world, traditional systems may no longer suffice. For instance, educat ional models that rigidly define paths wi thout accommodating individual needs or interests risk leaving many behind.

This is where the concept of flexibility becomes critical in education. Allowing learners to tailor their journeys based on personal or professional goals, or even unforeseen circumstances, enhances the overall value of education. Gap years, modular learning and asynchronous courses are examples of how education systems can adapt to accommodate diverse needs.

Globally, there is growing recognition of the need for adaptive learning structures. Prestigious institutions have adopted models that allow students to pause their studies, explore interdisciplinary fields or even take courses remotely. These practices not only enrich the individual learning experience but also contribute to society by fostering creativity, resilience and adaptability among learners.

Take, for example, the emergence of digital and online learning in the last decade. Universities worldwide, such as the Massachusetts Institute of Technology (MIT), Cornell University and Yale University, have embraced this shift, offering remote learners access to high-quality courses and programmes. From engineering in Patagonia to business analytics in Kuala Lumpur, technology has bridged the gap between learners and education, bringing opportunities that were once out of reach.

The economic value of flexibility in education extends beyond individual growth. It benefits employers by creating a more adaptable workforce and society by encouraging
lifelong learning. According to Linkedln’ s Workplace Learning Report, 94% of employees say they would stay at a company longer if it invested in their learning and development — a testament to the importance of education that adapts to evolving career trajectories.

As education systems evolve, the emphasis should remain on quality and accessibility. Agile learning methods, stackable courses and modular degree options are examples of how institutions can make education more inclusive and relevant. These innovations represent a step towards a future where learning is not just a phase of life but a continuous, adaptive journey.

Educational institutions worldwide are already setting the stage for this transformation. By embracing flexibility, we can create an ecosystem that supports learners at every stage of their journey — and, in doing so, prepare for a future where uncertainty is the only certainty.

Originally published by The Edge.

“Perniagaan perlu melangkaui fleksibiliti dengan mewujudkan persekitaran di mana pekerja boleh bereksperimen” Redza Shahid, Assistant Director Innovation & Entrepreneurship Center, Asia School of Business

Dengan peningkatan kerja gig dan pensijilan industri, bagaimana anda melihat masa depan pendidikan universiti tradisional mempengaruhi aliran bakat di Malaysia?

Peningkatan kerja gig dan pensijilan industri sedang membentuk semula aliran bakat di Malaysia, di mana 70 peratus majikan kini mengutamakan kemahiran dan pengalaman praktikal berbanding kelayakan formal (Randstad Malaysia, 2024).

Perubahan ini mendorong golongan muda Malaysia untuk memilih laluan pembelajaran fleksibel seperti mikro-kredensial dan kursus dalam talian bagi kekal berdaya saing dalam pasaran kerja yang berkembang pesat.

Bagi memenuhi permintaan ini, institusi pendidikan mengadaptasi model pendidikan hibrid yang menggabungkan pembelajaran asas dengan pendedahan industri.

Sebagai contoh, Asia School of Business (ASB) memperkenalkan Agile Continuous Education (ACE), program modular dan boleh disusun yang membolehkan profesional kekal di barisan hadapan dalam bidang masing-masing.

Kursus ACE menawarkan sijil yang diiktiraf industri yang boleh digabungkan menjadi mikro-kredensial, termasuk kredit akademik yang boleh dipindahkan untuk pendidikan lanjut.

Apakah cabaran terbesar yang dihadapi oleh perusahaan kecil dan sederhana (PKS) dan syarikat pemula dalam mendapatkan pembiayaan dan bagaimana mereka boleh menavigasi landskap kewangan semasa?

Akses kepada pembiayaan kekal menjadi cabaran utama bagi PKS dan syarikat pemula di Malaysia, walaupun ekosistem pembiayaan berkembang pesat dengan lebih RM18.6 bilion telah dikumpul oleh 19,000 syarikat pemula dan RM700 juta diperuntukkan oleh kerajaan pada tahun 2024.

Selain itu, mereka sering memberi tumpuan berlebihan pada ciri produk berbanding kebolehskalaan pasaran, cadangan nilai dan potensi pulangan – yang menjadi keutamaan utama pelabur.

Untuk mendapatkan pembiayaan, syarikat pemula perlu membina naratif nilai yang meyakinkan dengan menekankan kebolehskalaan dan impak pasaran sebenar.

Sama pentingnya, membina rangkaian pelabur melalui penyertaan aktif dalam acara pembentangan, forum industri, dan program pemecut (accelerator) boleh meningkatkan peluang pembiayaan yang mampan.

Bagaimana IEC merapatkan jurang antara keperluan industri dan bakat keusahawanan melalui program dan inisiatifnya?

IEC merapatkan jurang antara bakat keusahawanan dan keperluan industri melalui program berasaskan industri yang praktikal. Inisiatif seperti ASBhive’s Impact Accelerator membantu syarikat pemula menangani cabaran sosial dan alam sekitar sambil menyelaraskan matlamat mereka dengan agenda kemampanan korporat.

Dengan menawarkan bengkel pembangunan kapasiti, bimbingan (mentorship) dan lawatan ke tapak industri, IEC memastikan pengasas membangunkan kemahiran yang relevan dengan pasaran dan membina hubungan industri yang kukuh.

IEC turut memupuk kerjasama antara industri dan akademia, membolehkan pelajar dan usahawan menangani cabaran dunia nyata.

Program akan datang, seperti pemecut pelaburan impak, akan melengkapkan syarikat pemula dengan kepakaran dan rangkaian yang diperlukan untuk mendapatkan pembiayaan dan berkembang.

Apakah trend utama yang dijangka membentuk ekosistem syarikat pemula Malaysia dalam tempoh lima tahun akan datang, terutamanya dari segi inovasi dan pengekalan bakat?

Inovasi berasaskan kemampanan muncul sebagai trend utama, di mana syarikat pemula memberi tumpuan kepada penyelesaian alam sekitar, sosial, dan tadbir urus (ESG) untuk menarik pembiayaan dan kerjasama.

Program seperti The Earthshot Prize dan inisiatif korporat daripada Grab dan POS Malaysia menunjukkan bahawa kemampanan kini menjadi pemacu utama perniagaan.

Syarikat pemula yang mengintegrasikan prinsip ESG akan berada dalam kedudukan yang lebih baik untuk pertumbuhan jangka panjang.

Selain itu, pendigitalan dan integrasi kecerdasan buatan (AI) membentuk landskap inovasi di Malaysia. Dengan dorongan negara ke arah ekonomi digital, syarikat pemula yang memanfaatkan AI, data besar (big data), dan fintech akan mempunyai kelebihan daya saing.

Bagaimana perniagaan boleh menyesuaikan diri dengan perubahan jangkaan tenaga kerja, terutamanya dengan kecenderungan Gen Z terhadap laluan kerjaya alternatif?

Gen Z mengutamakan tujuan, fleksibiliti dan impak dalam kerjaya mereka, dengan lebih 60 peratus di Asia Tenggara memilih peranan yang mendorong perubahan sosial (Deloitte 2024).

Walaupun pilihan kerja jarak jauh dan hibrid penting, generasi ini juga mencari persekitaran kerja yang menggalakkan inovasi, ketangkasan, dan pemikiran keusahawanan.

Perniagaan perlu melangkaui fleksibiliti dengan mewujudkan persekitaran di mana pekerja boleh bereksperimen, belajar, dan menyumbang kepada projek bermakna.

Dengan menyelaraskan budaya kerja kepada nilai dan jangkaan Gen Z, organisasi boleh meningkatkan daya tarikan dan mengekalkan bakat muda dalam jangka panjang.

Apakah peranan IEC dalam membantu perniagaan berkembang di peringkat serantau dan global serta sokongan yang diperlukan untuk kekal berdaya saing?

IEC melengkapkan syarikat pemula dengan pandangan pasaran global, bimbingan, dan akses kepada rangkaian pelaburan.

Sokongan strategik diberikan dalam tiga bidang utama: akses pasaran, pembangunan kapasiti dan kesiapsiagaan pelaburan.

Dengan bekerjasama dengan pemecut antarabangsa seperti MIT dan Silicon Valley, IEC memastikan pembelajaran berterusan, pertukaran rakan sebaya dan pendedahan kepada amalan terbaik global.

Inisiatif ini meletakkan Malaysia sebagai hab inovasi mampan sambil memperkasakan syarikat pemula untuk memperluas penyelesaian berimpak secara global.

Originally published by Utusan Malaysia.

The global education system is on the verge of a sweeping transformation, and Southeast Asia has a unique opportunity to lead the way – if it embraces flexibility, technology, and a shift in mindset, says Sanjay Sarma, Chief Executive Officer, President, and Dean of the Asia School of Business (ASB) from Malaysia.

“The global education landscape is poised for a significant transformation,” Sarma told Tuoi Tre News in an interview.

“Institutions should prepare for a shift towards more flexible, learner-centric models that emphasize lifelong learning, durable practical skills, and adaptability.”

According to Sarma, who is also a professor at the Massachusetts Institute of Technology (MIT), key trends shaping the future include the integration of artificial intelligence to personalize education, the rise of micro-credentials to validate competencies, and a renewed focus on interdisciplinary learning.

At the heart of this change is a call to “reclaim learner agency.”

In the ASEAN region, he said, shifting graduation trends and demographic changes offer a timely moment to rethink higher education.

“Unfortunately, most higher education in ASEAN – and in my country of birth, India – remains quite rigid and traditional,” Sarma said.

“But economic disruption, climate change, and technological shifts demand curricula that are globally informed, locally relevant, and dynamically updated.”

Sarma emphasized that modular learning pathways, digital platforms, and stronger industry-academia collaborations can produce graduates who are more job-ready.

“Done right, it will make higher education both more effective and more cost-efficient – and therefore, more inclusive,” he said.

When asked about the top priorities for urgent education reform, Sarma pointed to three pillars: reclaiming learner agency, embedding lifelong learning, and thoughtfully integrating technology.

He stressed that these reforms must aim to make education experiential and co-creative, rather than passive and compliance-based.

“As an Asian myself, I’ve noticed that many Asian cultures place a strong emphasis on social harmony,” he said.

“This can sometimes mean that open intellectual disagreements are discouraged… but when it comes to managing AI and dealing with the uncertainties of the future, these very qualities – critical thinking and agency – are crucial.”

Sarma believes that rapidly developing countries like Vietnam must integrate experiential learning, promote STEM education with a humanistic approach, and align curricula with both global and local demands.

“By fostering environments that encourage inquiry, innovation, and action-orientedness, education systems can prepare learners to navigate and contribute to a rapidly changing world,” he said.

One initiative leading the charge at ASB is the Agile Continuous Education (ACE) program, which delivers modular, stackable courses tailored for working professionals.

The program blends online learning through the OpenEdx platform with live, experiential sessions.

Students earn micro-credentials – such as MIT’s MicroMasters – and may apply for lateral entry into degree programs, completing them up to 40 percent faster.

“What makes ACE powerful is its philosophy: it emphasizes agency, agility, modularity, stackability, transferability, and application – principles that are vital for navigating a fast-changing world,” Sarma said.

As generative AI continues to reshape industries, Sarma stressed that education systems must prepare learners not only to use AI but to understand its limitations and implications.

“Working with AI will demand questioning and decision-making at a level that traditional management structures are not accustomed to,” he noted.

Sarma also called for bridging the gap between academic theory and real-world application through action-based learning models.

At ASB, he said, all projects are conducted in partnership with companies, giving students practical experience in applying theory to real-world problems.

“That’s how the rubber (theory) meets the road (practice),” he said.

To policymakers and educators navigating this changing landscape, Sarma’s advice is clear: embrace flexibility, innovation, and global collaboration while staying grounded in the core values of education.

“AI and technologies are not panaceas,” he warned.

“They cannot work without getting the fundamentals right: how we teach, what we teach, and how we transform students.”

Originally published by Tuoi Tre News.

As AI transforms how we work, lead, and make decisions, what does this mean for the role of leadership itself? On this episode of The Workplace, we speak with Sanjay Sarma, CEO of the Asia School of Business, about the evolving demands on leaders in an increasingly algorithmic world.

We explore the tension between data-driven decisions and human intuition, the growing need for non-technical skills like critical thinking and ethics, and whether AI could dilute a company’s identity or serve as a scapegoat for tough calls. Sanjay also shares his thoughts on Malaysia’s AI roadmap, the risk of leaving SMEs behind, and what a truly AI-integrated, human-centric organisation might look like a decade from now.

Listen to the full interview below.

Originally published by BFM.