The New Faces of Asia: Leaders Transforming the Region

Panel Context & Theme:

• The session features next-generation leaders from across Asia (Thailand, Vietnam, Malaysia, Singapore, Sri Lanka, Iran) debating the confluence of business success and social responsibility.
• Key discussion threads include maintaining family legacy versus creating independent identities, the impact of regional economies, and the shift toward purpose-driven leadership.

Renoir (Taiwa / Family Business):

• Business Evolution: Transitioned from Banyan Tree (20-year-old family hospitality business) to Taiwa (7-year-old listed tapioca starch manufacturer founded by his grandfather); recently merged two entities into a new listed vehicle.
• Strategic Horizon: Emphasizes a 10-year stewardship view for Taiwa, focusing on "Future Food" (exporting to 10+ countries) and "Future Technology" to modernize traditional manufacturing.
• Leadership Philosophy:
  • Identifies resilience and frontline passion as timeless values inherited from his father, citing the chaotic economic landscape of the next decade compared to the previous 20 years of globalization.
  • Differentiates his role as an owner-CEO with greater autonomy to define the next 10 years, while maintaining a strong relationship with his father (the shared boss).
• Talent Acquisition:
  • Notes that managerial skills are becoming ubiquitous; the differentiator for hiring is now shared purpose due to the end of exponential (10%+) GDP growth in the region.
  • Plans to hire based on values (Pride, Integrity, Consistency) over skills, which are assumed to be at equilibrium.
• Organizational Structure:
  • Predicts 21st-century organizations must prioritize horizontal disciplines (Talent, Data, Technology) over traditional vertical functions (Finance, Marketing, Supply Chain).
• Forward-Looking Statement:
  • Taiwa aims to expand presence throughout ASEAN and drive regional innovation by 2025.

Anthony (Grab / Independent Startup):

• Career Trajectory: Opted to step away from his father's multi-listed conglomerate (in the automotive/mobility sector) to co-found Grab, a technology-first mobility platform.
• Market Analysis:
  • Southeast Asia has 200 million middle-class consumers, projected to reach 400 million in four years, with the fastest smartphone growth globally.
  • Shift in consumer behavior: The 16–30 demographic does not want to own cars but seeks safe, affordable mobility via apps, driving a technological solution to legacy problems like traffic (Jakarta/Bangkok/Manila) and cash-based economies (90-95% cash transactions).
• Talent Strategy:
  • Successfully attracts global top talent (ex-Googlers, ex-Twitter, ex-Amazon) not through compensation (unable to outpay Google) but through mission-driven impact ("shaping cities," "building technology unseen in SE Asia").
  • Utilizes servant leadership to bridge leadership and frontline staff; practices direct feedback loops with engineers and drivers to iterate quickly.
• Social Impact & Business Model:
  • Micro-finances smartphones and cars for drivers, turning them into micro-entrepreneurs; this increases driver loyalty, reduces churn/acquisition costs, and creates economic inclusion.
  • Lesson Learned: Underestimated the cost of scaling; realized that technology is a game-changer for efficiency (5-10% per feature) and cost reduction.
• Forward-Looking Statement:
  • Believes social impact and economic impact are no longer mutually exclusive; the "shepherd leader" model serves people to build a business remembered by the next generation.

Dilhan (Dilmah / Philanthropy & Business):

• Brand Reinvention: Reimagined tea for millennials by blending tradition (hand-picked leaves) with modern experiences (mixology, gastronomy, tea-inspired music), leveraging the "provenance" and "story" aspect that millennials value.
• Philanthropic Strategy:
  • Established the MJF Foundation to fund at least 10% of pre-tax earnings, initially operating in isolation to avoid "greenwashing," but later integrated to meet consumer demands for ethical compliance.
  • War Widows Initiative: Partnered with 1,500 war widows in Sri Lanka, providing equipment, training (HACCP, ISO), and mentoring to start businesses; treats women as assets rather than liabilities, addressing gender inequality and spousal abuse.
• Efficacy Measurement:
  • Argues that while business and philanthropy cannot be directly linked on an income statement, social stability is a prerequisite for economic success; inequality is corrosive to the ecosystem.
• Future Outlook:
  • Anticipates a future where investments are inherently "impact investments," with 380 billion USD in US foundation assets shifting allocation from 5.3% to the cause.
  • Believes values (quality, ethics, artisanal manufacture) will outlast technology in sustaining business, citing competitors like Whittaker's in New Zealand.

Leila (Maya / Fashion & Social Entrepreneurship):

• Legacy & Values: Grandfather started the business at age 12; family commits 30% of profits to charity, building schools, hospitals, and creating jobs.
• Global Social Initiatives:
  • Artisan Investment: Invests in dying artisan communities globally to eliminate middlemen, ensuring equal wages and empowering women; products are made in New York for high-end fashion.
  • Media & Storytelling: Produces films with women as leads (astronauts, scientists) to counter male-dominated narratives; collaborates with figures like Ms. Mandela's wife.
  • VR Technology: Developing a VR company to link emotional engagement with on-ground social challenges.
• Leadership Philosophy:
  • Emphasizes conscious role modeling; shares a story of her grandfather choosing to stay in revolutionary Iran to serve the people rather than flee, teaching the family to "stay with the people."
  • Measurement of Success: Defined by the maintenance of values and the sustainability of impact on people, rather than financial metrics alone.

Purnod (Real Estate / Family Business):

• Business Scope: Second-generation leader in a real estate group focused on Thailand, Singapore, and Australia.
• Social Contract: Views real estate as a tool to shape quality of life and community; believes in "shaping the consumer" and creating a sense of equality and sharing within developments.
• Technology Integration: Plans to integrate big data, IoT, and sensors to understand market trends and create "sense of place," though physical adaptation remains key.
• Wealth Philosophy: Parents view inherited wealth as "almost poison"; emphasize education and professional responsibility, giving back the value created to society.
• Forward-Looking Statement:
  • Aims to build human capital for the next 20 years, ensuring the next CEO is adaptive and understands global ethics alongside business growth.

Cross-Cutting Themes & Trends:

• Economic Context: Panelists collectively note the end of the "easy era" of exponential growth (10%+ GDP) in Asia, necessitating a pivot toward purpose, resilience, and efficiency.
• Generational Shift:
  • Millennials and Gen Z demand value alignment; they are not easily swayed by money alone and prioritize social impact, sustainability, and authentic storytelling.
  • Technology is the great equalizer and disruptor, changing how consumers (e.g., non-car owners) interact with mobility and how businesses operate (data-driven, flat structures).
• Philanthropy Evolution:
  • Shift from transactional charity to impact investing and business-integrated philanthropy; the "left hand must know the right hand" regarding social strategy to satisfy informed consumers.
• Leadership Traits:
  • Stewardship: Building for 10-20 year horizons rather than quarterly results.
  • Servant Leadership: CEOs acting as enablers for frontline staff and drivers; removing bottlenecks rather than just directing.
  • Values Over Skills: As skills become commoditized, character, integrity, and alignment with vision become the primary hiring criteria.

Decisions & Action Items Discussed:

• Taiwa: Reformed company values to "Pride, Integrity, Consistency" to guide the 2025 regionalization plan.
• Dilmah: Committed to a 10% pre-tax earnings minimum to the foundation; initiated direct consumer engagement on ethical compliance.
• Grab: Adopted a "zero middle layer" feedback loop strategy, with the founder directly iterating on products based on driver and engineer feedback.
• Maya: Plans to launch a VR vertical to deepen the emotional connection between donors and social causes.