Executive Education

Client Story (AI Value Chain)

Driving Innovation and Transformation in Energy

Client Background
This programme was delivered for one of Southeast Asia’s largest government-linked companies in the energy sector. The participants were team and department leaders responsible for managing businesses and driving innovation within the organisation. They faced a critical challenge: transforming the company’s business portfolio by reducing reliance on traditional energy sources and investing in new, forward-looking opportunities. This transformation was not just about profit—it carried immense national significance and pride.

The Challenge
A key area of focus for the company’s future growth was technology, particularly the role of AI. The programme needed to help participants understand global trends, identify opportunities, and recognise why the company needed to make bold investments in emerging technologies.

AI became a central theme—not just in terms of creating applications, but in understanding the entire AI value chain. As a national energy company, the organisation needed to explore its potential role in areas such as supplying renewable energy to data centres, building chip-making capabilities, developing AI talent, and creating platforms and applications. The session posed a critical question: What if we don’t take an active role in the AI value chain?

The Approach
The content was meticulously tailored to reflect the company’s unique position and responsibilities within the country. The programme was designed to be a journey of discovery, not instruction. The aim was to guide participants through exploration, helping them uncover opportunities and challenges themselves rather than being told what to do.

We discussed global trends, assessed opportunities, and examined the consequences of inaction. The programme framed AI as a national strategic opportunity rather than just a technological trend. By presenting scenarios and case studies relevant to their context, we encouraged participants to think critically about their organisation’s role and the potential impact of their decisions.

The delivery was highly interactive, with open dialogue and collaboration at its core. The focus was on fostering meaningful discussions, where participants could explore the “what ifs” and “what could be,” and imagine bold possibilities for their organisation’s future.

What Participants Took Away
Participants gained a new way of thinking about emerging technologies like AI. They left with a clearer understanding of their company’s role in the nation’s development and the types of investments and decisions required to drive such transformation. The session equipped them with the tools to think strategically about their position within the AI value chain and how to leverage opportunities effectively.

The Outcome
The programme received outstanding feedback from participants, who praised its interactive and thought-provoking nature. They valued the open discussions and the opportunity to explore new ideas around digitalisation, AI, and other emerging areas.

Participant feedback included:

• “A highly interactive session that helped me think about areas I hadn’t considered before, such as digitalisation, AI platforms, and big data.”

• “The process encouraged deep thinking and sharing, making the lessons highly engaging and relevant.”

• “Great instructor who created a safe and open environment for sharing, which enhanced the learning experience.”

This programme exemplified the power of customised learning to address complex national and organisational challenges, leaving participants better prepared to lead transformation and innovation in one of the nation’s most critical sectors.