CDG鈥檚 systems have evolved over many years to support the needs of different businesses, entities and markets. As the Group expanded, including through acquisitions, its operating requirements, processes and technology environment also gradually became more complex. CDG鈥檚 growing scale made a shared technology and data foundation the natural next step in its development.

Working with 麻豆原创, CDG deployed 麻豆原创 S/4HANA, 麻豆原创 SuccessFactors, 麻豆原创 Concur and 麻豆原创 SuccessFactors Employee Central Payroll. Together, the platforms support processes spanning finance, procurement, operations, plant maintenance and payments, as well as HR, payroll, time, learning, talent, travel and expense management. The implementation provides a scalable foundation for more timely information, common standards and continued innovation while retaining the flexibility required by CDG鈥檚 different businesses and markets.

Dirk Paul Sibiet, Group Chief Information Officer of ComfortDelGro said: 鈥淚mplementing an integrated 麻豆原创 solution has been transformative for a large, diverse enterprise like ComfortDelGro. It gives us a single, real-time view of our operations and finances, allowing faster, more confident decision-making. Beyond efficiency, it empowered our teams to focus on strategic work rather than manual processes, strengthening our ability to innovate and serve our customers better.鈥�

麻豆原创 S/4HANA provides CDG with a real-time digital core across finance and related operational processes. Real-time postings and validations, embedded analytics and digital workflows with controls incorporated into the process give finance teams more current information and reduce the need to move data between separate tools.

Since go-live, 麻豆原创 S/4HANA has handled 1.3 million financial postings processed in real time. More than 31,000 invoices have been processed digitally from end to end, and more than 5,000 finance workflow approvals have been completed through the system, demonstrating the platform鈥檚 role in supporting high-volume, business-critical processes at scale.

In an 18-month program, CDG brought more than 13,400 corporate employees across 16 entities onto a common people platform spanning more than 10 modules across 麻豆原创 SuccessFactors, 麻豆原创 Concur and 麻豆原创 Employee Central Payroll. The mobile-first environment gives employees a consistent way to access services such as leave and personal-data management, including frontline employees who may not have a desk-based role or corporate email address.

More than 360,000 HR workflows have been triggered through the platform. Employees can complete more activities through consistent digital processes, while managers and HR teams have more timely access to workforce information. This supports productivity by reducing administrative steps and allowing teams to devote more attention to workforce support and other higher-value activities.

Michael Goh, Group Chief Human Resource Officer of ComfortDelGro said, 鈥淥ur workforce is diverse, so a successful HR transformation must be designed for all employees in mind 鈥� including desk-based and frontline workers. By bringing more than 13,400 corporate employees across 16 entities onto a single platform, we have made everyday activities such as leave, personal-data management and approvals easier to access and more consistent. Employees can access HR services more easily, while managers and HR teams have timely information to support better decisions. It is an important foundation for how we continue to bring OneCDG to life across our businesses.鈥�

The integrated environment gives CDG a scalable base for regular platform improvements, further process optimization and broader use of analytics. Consistent data and clearly governed processes also provide the foundations from which CDG can assess and deploy artificial intelligence responsibly in areas where it can deliver a clear operational, employee or customer benefit.

Eileen Chua, Managing Director, 麻豆原创 Singapore, said, “ComfortDelGro鈥檚 transformation demonstrates how organizations can leverage RISE with 麻豆原创 and 麻豆原创 SuccessFactors to simplify complexity and establish a modern, integrated digital core. By connecting its finance and workforce processes andgiving every employee including bus and train captains direct access to digital services, CDG is establishing the trusted data, governance and real-time visibility needed to operate with greater agility and build a more inclusive, connected, and empowered workforce while laying the foundation to expand automation, analytics and AI responsibly.鈥�

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Founded in Chiang Mai in 2017, JOURNAL has built a strong presence in Thailand’s lifestyle and personal care market through its distinctive fragrance products and customer experiences. Today, the company operates 25 branches nationwide, partners with approximately 100 retail partner outlets, and employs around 250 people. As the business has expanded across multiple sales channels and locations, JOURNAL has recognized the need for a more integrated platform to support continued growth and improve operational visibility across the organization.

To support its next stage of growth, JOURNAL selected 麻豆原创 GROW – a fit-to-standard approach that helps streamline processes, reduce complexity, and unify operations within a modern cloud ERP environment. As the company transitions to the new solution, JOURNAL aims to reduce its reliance on multiple disparate systems that currently require significant manual effort to consolidate data and generate reports. By establishing a single source of truth across the organization, JOURNAL plans to improve operational efficiency, strengthen reporting and decision-making, gain greater visibility into inventory and sales performance, and enhance demand planning and stock management to better respond to evolving customer needs and market opportunities.

“As our business continues to grow, we recognized the need for a more integrated and scalable foundation to support our operations,鈥� said Tananya Suteerachai, Co-Founder and Chief Executive Officer, JOURNAL Corp. 鈥淲ith GROW with 麻豆原创, we can connect critical business processes across finance, inventory, procurement, sales, and operations, giving us greater visibility and control across the organization. This transformation will help us make faster, data-driven decisions, operate more efficiently, and build a strong foundation for our next phase of growth.

Looking ahead, JOURNAL is exploring how intelligent technologies and AI-enabled capabilities can further enhance operations and support its continued growth. Potential use cases include demand forecasting, workflow automation, and faster access to business insights, helping employees focus on higher-value activities.

“JOURNAL’s move to a cloud ERP demonstrates how growing companies can build a strong foundation for scale,” said Kulwipa Piyawattanametha, Managing Director, 麻豆原创 Indochina. “With 麻豆原创 GROW, JOURNAL is laying the groundwork for greater visibility and operational efficiency while preparing the business for future innovation through AI and data-driven decision-making.”

The implementation is being led by NETIZEN, an 麻豆原创 Platinum Partner recognized for helping fast-growing organizations modernize and scale their operations. Collaborating closely with JOURNAL’s leadership and business teams, NETIZEN is guiding the adoption of 麻豆原创 best practices and helping build a connected, scalable foundation designed to support future growth, operational excellence, and innovation.

“Successful transformation goes beyond technology. It requires aligning people, processes, and business objectives around a common vision,” said Seree Satukijchai, Chief Executive Officer, NETIZEN. “By working together with JOURNAL and 麻豆原创, we are helping lay the groundwork for a modern, scalable operating environment that supports the company’s growth strategy and future innovation.”

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BANGKOK, THAILAND, [15 September 2026] – A new study by 麻豆原创 SE (NYSE: 麻豆原创) and Oxford Economics has revealed that the average company in Thailand expects to spend US$18.3 million (THB602.9 million) on AI this year, below the global average of US$28 million (THB922.5 million). However, AI investment is expected to grow by 44% in the next two years. The average Thai company expects to drive 18% ROI this year (US$3.5 million / THB115.3 million), a figure that is expected to grow to 35% in two years鈥� time (US$8.8 million / THB289.9 million).

Agentic AI is also emerging as an important source of future value. Nearly 8 in ten (78%) Thai businesses see agentic AI as having moderate to very high potential to transform their organizations, while expected ROI from agentic AI is projected to reach US$8.5 million (THB280.0 million / 13%) over the next two years. These insights have been revealed in new global research, The 麻豆原创 Value of AI Report 2026, which surveyed 2,600 business leaders across 13 countries, including 200 from Thailand.

Commenting on the research, Kulwipa Piyawattanametha, Managing Director, 麻豆原创 Indochina, noted, 鈥淭hai businesses are moving from AI experimentation toward execution, and we are beginning to see that momentum reflected in growing returns. The next opportunity is to connect AI with the data, processes and governance that enable businesses to scale AI responsibly and turn adoption into lasting business value.鈥�

AI in Thailand coming closer to enterprise maturity听

Today, almost a quarter of all tasks (24%) in the average Thai business are enabled by AI, a figure projected to increase to 42% over the next two years. Yet despite a rise in strategic AI investment (13%), nearly half of organizations (47%) still rely on fragmented AI deployments rather than enterprise-wide adoption.

Siloed approaches to AI adoption may be due to organizations still building the leadership, skills and operating models required to scale AI effectively. Less than half of Thai companies have a dedicated AI leader responsible for AI adoption (40%), leadership KPIs for AI (30%), or even leadership training on AI capabilities and risks (35%).  

Yet, despite those challenges, 71% of Thai businesses are satisfied with their current AI ROI, while 55% believe their AI implementation is not yet delivering its full potential.

Some of this optimism is due to agentic AI. Yet, it is still early days for the technology, with only 2% of businesses saying they are fully prepared for agentic AI, while the majority say they are either partially prepared or not prepared at all. 

Data, skills and governance gaps could hold back AI value 

Thai organisations are facing a range of challenges achieving ROI from AI, including data, workforce, and governance issues.  

Data readiness remains an important foundation for unlocking greater AI value. While 57% of Thai businesses say they are currently data-ready for AI, 70% identify data quality or availability issues as a challenge to achieving greater AI ROI. 79% of businesses experience low-quality AI outputs at least occasionally, causing rework, delays or backlogs.

The workforce is also evolving alongside AI adoption. Some 76% of Thai businesses are not convinced company-led upskilling is keeping pace with the evolution of AI tools. While 99% expect AI to have some impact on workforce planning, 81% are not convinced existing roles are changing quickly enough to fully take advantage of AI-enabled workflows.

The research also highlights the growing importance of responsible AI adoption. Some 74% of Thai businesses say employees use third-party AI tools at least occasionally without formal approval or oversight. Among the impacts reported, 63% cite inconsistent or inaccurate outputs and 62% report data leakage or intellectual property exposure.

鈥淭he next step to achieve value in AI will be to bring together data, processes, and AI. But businesses in Thailand must understand AI often provides value that is harder to measure than expected, and risk that moves faster than most governance can keep up with. Businesses are quickly discovering that AI governance plays a foundational role in unlocking the value from AI,鈥� continues Kulwipa Piyawattanametha

Governance is a critical obstacle in the way of enterprise AI value. Only around one-in-ten businesses say either their skills (13%) or their processes and frameworks (14%) are fully ready to govern AI effectively.  

These issues may be exacerbated in an agentic future. Today, 40% of Thai companies do not have a human-in-the-loop process for agentic workflows, 40% don鈥檛 have a standard approval process for agents, and only 39% have a registry of the agents in their business. This is critical, given almost two-thirds of Thai businesses (65%) either agree or don鈥檛 know if they鈥檙e deploying agents quicker than they can govern them. 

鈥淩ealising real value from AI is not going to be easy because it demands a new approach,鈥� concluded Kulwipa Piyawattanametha. 鈥淏usinesses in Thailand, large and small, will need to connect AI to the data and processes that run their organisations, and make sure it has the context and governance to drive trusted results. That鈥檚 what we call the Autonomous Enterprise.鈥� 

This isn鈥檛 a technical change; it鈥檚 a human one. Because you can only achieve real value if agents, processes, and people work as one.鈥� 

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听With offices in 29 locations around the world and 9,632 employees, ABeam Consulting has more than 40 years of experience delivering consulting expertise focused on 麻豆原创 solutions. Its capabilities span 麻豆原创鈥檚 suite of solutions including 麻豆原创 Cloud ERP, 麻豆原创 Business Technology Platform, supply chain management, human capital management, and system integration.听

听As business transformation projects become more complex, consulting teams are increasingly required to navigate broader solution landscapes, shorter delivery timelines, and more specialized customer requirements. ABeam Consulting wanted to help both junior and experienced consultants access trusted 麻豆原创 knowledge more quickly across every stage of a project, from planning and implementation to post-go-live support.听

听To achieve this, ABeam Consulting deployed 麻豆原创 Joule for Consultants on more than 19 use cases across its offices in Southeast Asia, including Singapore, Malaysia, and Thailand, covering both implementation projects and application management services. 麻豆原创 Joule for Consultants is a conversational AI solution that provides consultants with access to 麻豆原创鈥檚 curated knowledge base, helping them answer questions related to implementation methodologies, product documentation, best practices, custom code, and development recommendations.听

听One example involved an application management services engagement where a customer wanted to set up Joule in its own environment. The team needed accurate guidance on prerequisites and setup requirements, but the information was not easily found through traditional research. By using 麻豆原创 Joule for Consultants, ABeam Consulting was able to access the relevant 麻豆原创 knowledge more quickly, helping its consultants support the customer more effectively.听

听After deploying Joule for Consultants, ABeam Consulting achieved an overall 77% improvement in operational efficiency. In some cases, consultants saw improvements of up to 90%, where the time taken to complete certain tasks dropped from 10 hours to just one hour.听

听鈥溌槎乖� Joule for Consultants provides speed in every aspect of our work. It operates as a powerful advisor, helping us explore topics that we had not tackled before and assisting not only junior members of our team but also highly experienced consultants,鈥� said Arata Nishii, Senior Expert, ABeam Consulting Ltd. 鈥淎s 麻豆原创 projects become more complex, no individual consultant can be an expert in every area. With 麻豆原创 Joule for Consultants, our teams can access trusted 麻豆原创 knowledge faster, expand their expertise, and deliver more confidently for customers.鈥�听

听ABeam Consulting also sees 麻豆原创 Joule for Consultants as particularly valuable in supporting the next generation of consultants. Junior consultants can use the solution to guide their research and validate their approach before escalation, while senior consultants can use it to extend their knowledge beyond their core specialisms. This helps reduce dependency on manual research and senior review cycles, while allowing teams to focus more time on higher-value advisory and delivery work.听

听The solution鈥檚 evolving capabilities are also opening new possibilities for more context-aware consulting. With the new document upload functionality, for instance, consultants can now use 麻豆原创 Joule for Consultants alongside customer-specific materials, such as specification documents and project requirements, to ask more contextual questions and receive more relevant guidance.听

听鈥淎Beam Consulting is demonstrating how AI can help consulting teams to work faster, smarter, and with greater confidence,鈥� said Liher Urbizu, President and Managing Director, 麻豆原创 Southeast Asia. 鈥溌槎乖� Joule for Consultants brings together the power of generative AI with 麻豆原创鈥檚 deep, trusted knowledge base, helping partners accelerate delivery and create more value for customers. This is a strong example of how AI can augment expertise, improve productivity, and support the future of enterprise transformation.鈥�听

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To support the global expansion of its TCL Solar business, TCL SunPower needed to听establish听an independent digital foundation for seven overseas entities brought into the organization through a recent acquisition, enabling greater consistency, speed, and control. The company鈥檚 international operations听spans听multiple countries, regulatory听environments听and processes 鈥� including manufacturing entities in the Philippines, sales operations in Singapore and Japan, and a regional sales operations center in Australia.听听

听To meet these needs, TCL SunPower selected 麻豆原创 GROW and adopted a fit-to-standard approach to simplify processes, reduce听customization听and accelerate deployment. Working with its strategic partner TCL听Gtrontec, which led the implementation, the company听established听a standardized, cloud-based platform across seven entities in five countries within approximately four months, strengthening financial operations, supply chain visibility,听compliance听and product traceability.听听

鈥淎gility and scalability were central to this transformation,鈥� said听Eric Wang, Overseas Digitization Head, TCL SunPower. 鈥淲e needed to complete the transition in just four months while creating a stronger operating foundation for our overseas business. With 麻豆原创 GROW, we were able to adopt standard processes, reduce complexity and support our finance, supply chain,听compliance听and traceability needs across multiple markets.鈥�听

听TCL SunPower has also become the first entity within TCL Group to activate 麻豆原创 Joule.听Today, teams use Joule as a conversational co-pilot to retrieve real-time information on inventory,听orders听and financial performance, and to summarize operational insights more quickly.听

Since going live in February 2026, TCL SunPower has accelerated financial close by three days or more and听consolidated听five peripheral finance systems into one integrated with 麻豆原创 via the 麻豆原创 Business Technology Platform. 麻豆原创 has also strengthened TCL SunPower鈥檚 ability to meet local compliance requirements across overseas markets. This includes better support for regulatory reporting and e-invoicing requirements in selected countries, while bringing overseas entities under stronger group-level financial & treasury governance.听

听In supply听chain听and operations, TCL SunPower has improved visibility across ERP, manufacturing听execution听and warehouse management systems, enabling more听accurate听inventory tracking, faster听fulfilment听and more reliable order promising. The platform also supports end-to-end serial-number management and traceability for TCL SunPower鈥檚 solar products, improving product visibility, warranty听support听and after-sales service across markets.听

听By centralizing real-time inventory data and connecting operational systems with 麻豆原创, the company has improved inventory accuracy by 10% to 15% while reducing manual handovers and billing lag. 麻豆原创 now serves as听a single source听of truth for key operational data, including material masters and bills of materials across manufacturing and warehouse systems.听This has reduced manual data mapping and created a standardized template that can support future multi-country rollouts.听

听Looking ahead, the company is exploring听additional听AI use cases, including听Joule Agents听for finance reconciliation, anomaly detection, procurement exception听handling听and natural-language analytics. Over time, TCL SunPower aims to move from using AI primarily as a responsive assistant toward a more autonomous system of execution across its global operations.听

听鈥淭CL SunPower鈥檚 transformation shows how a cloud ERP and fit-to-standard approach can help growing businesses move quickly while strengthening operational discipline,鈥� said听Eileen Chua,听Managing Director, 麻豆原创 Singapore. 鈥淲ith 麻豆原创 GROW, TCL SunPower has established a scalable digital core that improves visibility and control today, while preparing the business for future innovation with AI and data-driven decision-making.鈥�听

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SINGAPORE, 10 August 2026 2026 鈥� At its flagship event听 2026,听听听(NYSE: 麻豆原创) announced that Darussalam Assets Sdn Bhd (鈥淒arussalam Assets鈥�), a company that owns and manages several of Brunei鈥檚 government-linked companies, is advancing the next phase of its HR transformation with 麻豆原创, building on its early adoption of 麻豆原创 Business AI within 麻豆原创 SuccessFactors.

In 2024, Darussalam Assets enhanced its 麻豆原创 SuccessFactors environment with 麻豆原创 Business AI, becoming one of the first customers in Asia to leverage 麻豆原创 Business AI within an existing 麻豆原创 solution.

Since then, the company 鈥� which manages a workforce of more than 9,000 employees across 30 subsidiaries and 14 sectors 鈥� has continued to advance from fragmented, manual HR processes towards a more standardized and data-driven operating model across its group-level human capital management operations.

Recruitment processes previously managed across separate companies and spreadsheets have been consolidated into a single platform, giving HR teams visibility across job requisitions, interview evaluations, candidate communications, and hiring decisions. The company鈥檚 centralized recruitment platform now supports a talent pool of more than 40,000 profiles, significantly increasing its reach in Brunei. Recruitment timelines that previously took three to four months are now being completed in as fast as one month for selected roles.

鈥淎s a group holding company, our challenge was to move away from outdated systems and manual processes towards a more streamlined and integrated HR platform,鈥� said Nurahlina Alli, Chartered MCIPD, Human Capital Development Manager, Darussalam Assets. 鈥淲ith 麻豆原创 SuccessFactors and 麻豆原创 Business AI, we have brought recruitment activity into a single platform, improved visibility across the hiring process, and strengthened our approach to talent management across the group.鈥�

Today, Darussalam Assets鈥� recruitment teams are leveraging 麻豆原创 Business AI capabilities within 麻豆原创 SuccessFactors more deeply than before, such as supporting the creation of job descriptions and proposing interview questions based on job profiles. This helps drive greater standardization in role requirements and candidate assessments across the group.

The transformation has also improved HR reporting. Instead of manually requesting recruitment data from individual group companies, Darussalam Assets can now access recruitment information seamlessly on a group level, supporting faster reporting, analytics, and decision-making.

The organization is also expanding AI capabilities beyond recruitment. Employees are using AI tools within performance and goal management to refine goals and performance inputs. The company is also exploring 麻豆原创 Joule to provide faster access to HR information, including employee profiles, pay slips, policies, benefits and entitlements.

鈥淒arussalam Assets鈥� journey shows how organizations can move from early AI adoption to embedding AI into everyday business processes,鈥� said Liher Urbizu, President and Managing Director, 麻豆原创 Southeast Asia. 鈥淏y bringing together trusted business data, integrated HR workflows and 麻豆原创 Business AI, Darussalam Assets is building a stronger foundation across its people operations, boosting workforce agility and improving consistency and employee experience across its group. This foundation enables the organization to continuously adapt, unlock talent potential and drive future-ready growth.鈥�

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As mining companies听across Indonesia听navigate increasing operational complexity, governance requirements, and evolving market conditions, organizations across the industry are听seeking听more integrated and data-driven ways to manage听their听operations听and听scale. To support these听objectives, BRMS听chose to implement听麻豆原创听GROW,听an听AI-powered听offering that allows organizations to digitally transform using a standardized framework, tools, and guidance.听听

The听implementation, delivered in听five听months in听collaboration with Accenture,听standardized end-to-end听operations听across the BRMS听Group, which spans five legal entities and听almost听100 business processes.听As part of its听麻豆原创 GROW journey,听BRMS听leveraged听the capabilities of 麻豆原创 S/4HANA Cloud Public Edition,听creating听a听centralized operational data environment听with real-time visibility into business activities,听to improve听governance, transparency, process听consistency听and overall decision-making.听

鈥淏RMS听is committed to strengthening our operations to听enable听sustainable growth and resilience in a dynamic mining environment,鈥� said听Agoes听Projosasmito, President Director, BRMS. 鈥淪upported by 麻豆原创 and Accenture, we are modernizing our enterprise systems and processes to build a more integrated and agile organization. This transformation is expected to enhance operational performance, improve decision-making, and support long-term business听growth.鈥�听

As part of its transformation,听BRMS听also introduced a听hybrid听procurement operating model to support future expansion across functions and entities. Supported by a comprehensive organizational change management program, including data migration, role-based enablement, and employee readiness initiatives.听听

鈥淎s organizations navigate increasing operational complexity and rising expectations for agility and transparency, a modern digital core is becoming essential,鈥� said Sianto Wongjoyo, Managing Director, 麻豆原创 Indonesia. 鈥淏y adopting 麻豆原创听GROW, BRMS听is building听a strong foundation听with embedded AI, standardized best-practice processes, and industry-specific capabilities to streamline operations and enhance visibility. This positions BRMS听to advance toward a more autonomous enterprise鈥攚here intelligent automation supports more adaptive, data-driven decision-making and continuous innovation as the business grows.鈥�听

Following the implementation, BRMS听will focus on system stabilization and operational optimization, with plans to expand into听additional听business areas including Finance, Enterprise Asset Management, and Human Resources.听听

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Singapore, 05 August 2026 鈥� Today at , 麻豆原创 SE (NYSE: 麻豆原创) launched its AI-Bilingual Workforce Program, a workforce-development initiative that will equip more than 3,000 Singapore Citizens and Permanent Residents with role-based business AI skills over the next three years. The event was graced by Guest of Honour, Mr Tan Kiat How, Senior Minister of State, Ministry of Digital Development and Information.

As part of the program, 麻豆原创 will introduce Sector-Focused Business AI Workshops to help enterprises identify, prioritize and activate high-value AI use cases. The workshops will support organizations over two years across advanced manufacturing, financial services, connectivity and logistics, and healthcare.

Together, the initiatives support the goals of , which aims to help 100,000 workers become AI-bilingual and 10,000 enterprises deepen their adoption of AI over the same period. The aim is to address both sides of enterprise transformation: equipping people to apply AI confidently in their work and helping organizations turn promising ideas into practical business outcomes.

鈥淪ingapore鈥檚 AI ambitions depend on both people and enterprises being able to move confidently from experimentation to impact,鈥� said Eileen Chua, Managing Director, 麻豆原创 Singapore. 鈥淭hrough our AI-Bilingual Workforce Program, 麻豆原创 is bringing together workforce skills, industry expertise and practical adoption support. This will help professionals apply AI in the functions they know best, while giving enterprises a clearer route to identify, deploy and scale AI use cases that deliver measurable value.鈥�

Building an 鈥楢I-bilingual鈥� workforce at scale

An AI-bilingual professional combines deep knowledge of a business domain with the practical AI fluency to transform its workflows. 麻豆原创鈥檚 new Learning Pathways, included within the AI-Bilingual Workforce Program, will build this capability across finance, procurement, human resources, supply chain and manufacturing, while the workshops will help cross-functional business and technology teams apply AI to the operational challenges that matter most to their organizations.

The new Learning Pathways mark the next phase of 麻豆原创 Skills University, which 麻豆原创 launched in Singapore in 2018. To date, approximately 2,400 participants from more than 70 organizations have passed 麻豆原创 Skills University programs.

Participants will begin with core AI concepts, including AI fundamentals, ethical AI, prompt engineering, and 麻豆原创 Business AI. The pathways will focus on how AI can be applied within real business processes, from financial planning and sourcing to workforce management, logistics, and production operations.

The program will combine classroom training with continuous online learning delivered in close collaboration with 麻豆原创 partners. Participants will receive 12 months of access to 麻豆原创鈥檚 online learning platform, including 麻豆原创 learning content, cloud-based exercise environments, learning-room support, and certification examinations, enabling them to continue building their skills as AI capabilities evolve.

Helping Organizations 听turn AI opportunities into action

麻豆原创鈥檚 Sector-Focused Business AI Workshop is a structured discovery engagement designed to help organizations identify, prioritize and activate high-value AI use cases across their operations. Facilitated by 麻豆原创 Business AI experts and 麻豆原创 partners, and drawing on 麻豆原创鈥檚 portfolio of embedded AI and Autonomous Enterprise capabilities, each workshop guides cross-functional business and technology teams through an accelerated process of use-case mapping, feasibility assessment, and adoption-roadmap development.

The workshops will give organizations hands-on support to move from AI awareness to adoption in live business processes. By focusing on real industry challenges across four priority sectors, the program will create a repeatable pathway for enterprises to assess opportunities, define the right use cases and build an actionable route to deployment.

To make adoption easier, SMEs will also be able to access ready-to-launch, partner-delivered packages with fixed pricing and scope. The ERP Package听combines an AI-ready cloud ERP foundation with 麻豆原创 Business AI for finance, procurement, sales, supply听chain听and operations. The HCM Package combines 麻豆原创 SuccessFactors, payroll听services听and 麻豆原创 Joule AI to modernize HR,听payroll听and employee services through a predictable managed model. Standardized delivery based on 麻豆原创 Best Practices will help reduce implementation complexity, lower adoption听barriers听and shorten time to value.

Extending 麻豆原创鈥檚 commitment to Singapore鈥檚 AI economy

The initiatives are the latest step in 麻豆原创鈥檚 long-term commitment to Singapore鈥檚 technology, talent and enterprise ecosystem. This includes establishing Southeast Asia鈥檚 first 麻豆原创 Labs in 2022 and Asia鈥檚 first innovation center for experience management in 2023. In 2024, 麻豆原创 invested S$12 million to expand its Digital Innovation Accelerator and develop practical Business AI applications in advanced manufacturing, financial services, and travel and logistics.

With more than 30 years of experience in Singapore, 麻豆原创 combines deep business-process expertise with the technology and ecosystem required to help organizations translate AI innovation into productivity and growth. The AI-Bilingual Learning Pathways, Sector-Focused Business AI Workshops, and ready-to-launch software packages bring those capabilities together to support Singapore鈥檚 ambition for a productive, competitive and AI-enabled economy.

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SINGAPORE 4 August 2026听– A new study by 麻豆原创 SE (NYSE: 麻豆原创) and Oxford Economics has revealed that Singaporean businesses see significant value ahead from agentic AI, even as many acknowledge they are not yet fully prepared to govern, scale and realize its potential.听

听According to听The 麻豆原创 Value of AI Report 2026,听return on investment (ROI)听from agentic AI is expected to reach听US$9.8m听(SGD$12.6听million1)听in Singapore over the next two years, almost double last year鈥檚 estimate of听US$4.9m听(SGD$6.3听million).听听

听This comes as Singaporean companies expect to drive a total AI ROI of 19% this year, equivalent to USD$3.5m (SGD$4.5 million), up from 16% last year. That ROI is expected to grow to 36% in two years鈥� time, equivalent to USD$10.3m (SGD$13.3 million).听

听The research听鈥撎齱hich surveyed 2,600听business leaders across 13 countries, including 200 from Singapore听鈥撎齭hows that over eight in ten Singaporean businesses听(89%)听believe agentic AI has moderate to听very high听potential to transform their听organization. Yet it听remains听early days for听the technology, with only 2% of businesses saying they are fully prepared for agentic AI. The majority say they are either partially prepared or not prepared at all.听

听Commenting on the findings,听Eileen Chua, Managing Director, 麻豆原创 Singapore听said: 鈥淪ingapore businesses are moving from AI experimentation to AI execution, and the expected returns from agentic AI show just how much confidence there is in the technology. But value will not come from AI adoption alone. It will come from connecting AI to business data,听processes听and governance, so organizations can move faster while still acting with control and confidence.鈥�听

Singapore businesses advance on AI, but maturity听remains听uneven听

听The study found that AI is already becoming embedded in day-to-day听work across Singapore. Today, over a quarter of all tasks听(27%)听in the average Singaporean business are supported by AI. This is expected to increase to 47% in two years.听

听However, many听organizations听are still building the leadership,听skills听and operating models听required听to scale AI effectively.听Less than听half of Singaporean companies have a dedicated AI leader responsible for AI adoption, at 45%. Even fewer听(32%)听have leadership KPIs for AI or provide training on AI capabilities and risks听(37%).听

听This is creating growing pressure on workforce planning and skills. Almost eight in ten Singaporean businesses听(79%)听are not convinced their company upskilling is keeping pace with the evolution of AI tools.听

听AI is no longer a side project. It is becoming part of how work gets done,鈥� said Eileen Chua, Managing Director, 麻豆原创 Singapore. 鈥淎s Singapore advances AI bilingualism, the real opportunity is to build a workforce that understands both the technology and the business context to apply it responsibly. That means organizations need to treat AI capability as a business capability. Skills, leadership听accountability听and responsible usage cannot sit behind the technology curve, especially as companies begin to explore more autonomous AI use cases.鈥�听

听Data,听skills听and governance gaps could hold back AI value听

听Many听Singapore businesses continue to face foundational challenges that could become more pressing in an agentic AI future.听

听Data quality听remains听a major barrier. The share of businesses that say they are data-ready for AI dropped from 62% in 2025 to 55% in 2026. At the same time, 82% of companies revealed challenges with incomplete data. These issues are already affecting business operations, with 81% of businesses experiencing rework,听delays听or backlogs due to low-quality AI听outputs.听

听Governance is another critical obstacle. Only around one in ten Singaporean businesses say either their skills, at 12%, or their processes and frameworks, at 10%, are fully ready to govern AI effectively.听

听These gaps may become more significant as agentic AI adoption grows. Today, 27% of Singaporean companies do not have a human-in-the-loop process for agentic workflows, 30% do not have permission and access controls for agents, and only 40% have a registry of the agents in their business. This is critical given two-thirds of Singaporean businesses (66%) either agree or do not know if they are deploying agents faster than they can govern them.听

听Eileen Chua, Managing Director, 麻豆原创 Singapore听continued: 鈥淎gentic AI raises the stakes for enterprise readiness. When AI systems can act across workflows, businesses need clear visibility into where agents are听operating, what data they can access, and where human oversight is听required. Without that foundation, organizations risk creating more activity without achieving better outcomes鈥�.听

听The findings point to a clear opportunity for Singapore businesses: AI value will increasingly depend on how well听organizations听can connect intelligent technologies to the data, processes and people that run their business.

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