This category aims to recognize organizations that have demonstrated success in projects where there is a synergy between business and IT management disciplines, and that have delivered digitally-enabled products and services over a sustained period. We will award a technology program or project that achieved discernible and measurable excellence.
Organizations recognized in this category are generally “brick and mortar”/established companies, which are leveraging digital and disruptive technologies like Big Data/Analytics, Cloud, Mobility, IoT, AR/VR to transform or make a significant change – often design thinking-led – to one or various processes (e.g. sourcing talent, engaging/serving customers); operating models (e.g. creating new revenue streams) or customer experience across one or multiple dimensions of their business (e.g. leadership, digital and physical experiences, data transformation, operations, and the workforce/workplace).
To adapt to the evolving nature of the digital economy, this category is now known as Future Enterprise of the Year.
Want to read up on the other categories? Head over to our Awards Categories page.
|The Bank of Ayudhya (Krungsri) is Thailand's fifth largest bank, with the mission to deliver the best customer experience and customer journey as part of its overall digital transformation. In its effort to fulfill this mission, the bank has boldly invested in digital technologies such as artificial intelligence (AI), machine learning (ML), big data analytics (BDA), and robotic process automation (RPA). It has also adopted new approaches to working, such as design thinking, DevOps and microservices, and fintech collaborations to develop its wide assortment of products and services on various digital channels. In an increasingly mobile Thailand, Krungsri has equipped itself to understand better its customers and their pain points, and has strived not just to deliver a true omni-channel experience but also to make an impact on the lives of its customers by giving them the financial wellness they deserve. Among its innovations include the advanced AI-based feature Smart Advisor that has given 100,000 investment advisories to clients bringing the subscription volume of mutual funds to THB 13,000 million in 2018; the UChoose lifestyle application that delivers hyper-personalized offerings to Krungsri credit card holders by analyzing geo and behavioral insights; the analytics-based decision platform Smart Data Services that has optimized performance across the bank's business units; and an RPA implementation roadmap that has reduced work by 5,000 manhours in a span of nine months.|
|CTBC Bank is the first bank in Taiwan to issue credit cards and set up a customer service center. As one of the largest privately owned banks in the country, it owns more than 1,000 seats for both inbound customer service and outbound telemarketing business. Generating around 700,000 calls with more than 50,000 hours of voice records on a monthly basis, CTBC Bank was plagued with fragmented and low-quality inspections and manual processes. Upon realizing that the speech records hold vast amounts of customer data, it pioneered the development of the Intelligent Speech Processing Platform (ISPP). The ISPP is a part of CTBC Bank’s business strategy and is a core platform service focusing on the resolution of speech data in terms of processing and analysis. Established in 2018, the ISPP contains comprehensive technologies, including automatic speech recognition, speech to text, natural language processing, machine learning, and deep learning algorithms. Its goal is to integrate scattered technologies and design a scalable platform to fulfill business needs, such as intelligent speech inspection and customer insight analysis. With the ISPP in place, CTCB Bank improved speech quality inspection coverage to 100% and reduced holding time for incoming calls by 10%.|
|SATS, Asia’s leading ground handling and in-flight catering service provider, is the first company in the world to adopt digital twin technology in the catering business. It uses this technology to simulate different production scenarios and cooking process of each recipe to gain resource optimization in its kitchen. With the use of digital twin technology, SATS can now digitally capture the culinary insights and experience of its chefs, empowering them to gain consistency in their cooking methodology. In the kitchen environment, sensors are installed to provide real-time data, which helps improve response time when handling different scenarios, such as bottlenecks or disruptions. In addition, the operational impact of new investments in machinery and process changes can be simulated, analyzed, and optimized in a virtual environment before actual implementation. The use of this technology has led to improvements to overall planning productivity by at least 30%. Besides achieving operational optimization, this project has also helped the company make better investment decisions and save unnecessary costs by providing insights into potential ROI arising from new machineries deployment, layout changes, and the like.|
|UBX ushers in the age of embedded banking in the Philippines, where banking services are woven into the very fabric of everyday life. Under UBX, UnionBank launched Project i2i, which stands for "island-to-island, institution-to-institution, and individual-to-individual" — a blockchain-based transaction and retail payments system that aims to serve as a catalyst to inclusive prosperity for the 35 million unbanked in the country by enabling different institutions, such as rural banks, cooperatives, and microfinance institutions to be part of a bigger financial network. i2i aims to provide immediate access to a wide array of financial products and a cost-efficient platform to execute these transactions. UBX also features the UnionBank GlobalLinker, a social networking platform that helps micro, small and medium-sized enterprises (MSMEs) grow their business with tools for business management and network expansion. Providing offers tailor-fit to MSMEs' needs, the free platform is open to UnionBank and non-UnionBank customers. Finally, UBX includes the Blockchain Institute that offers a six-month program to equip developers with capabilities focused on blockchain, addressing the scarcity of blockchain talents in the current ecosystem. It is also an innovation lab that not only offers coding and development, but also works on actual use cases in the organization and provides working blockchain solutions.|
|As the largest airline in Malaysia by fleet size and destination, AirAsia has actively worked to be at the forefront of innovation in the aviation industry with the use of digital technologies. To maintain its competitive advantage as a leading low-cost air transport service provider in the ASEAN region with 110 destination hubs, it has set its sights on becoming a digital airline by employing a data-first culture centered on delivering relevant and personalized experiences to its customers. Through big data analytics and machine learning, AirAsia has been able to capture the data of its 500 million passengers, analyze customer behavior, and derive insights quickly and accurately. This allowed the airline to identify opportunities and transform ideas into deliverables. With customer-centricity at the core of its digital strategies and investments, AirAsia has begun to use predictive technology and complex algorithms to forecast customer demand for ancillary products, such as baggage, seats, and meals, and optimize pricing for a broad range of services. On the operations side, the digital airline program has reduced costs by as much as 10% in just over a year. As its deployment matures, it is also poised to reap further benefits. By employing an enterprisewide cloud-based platform under its Digital Airline Program, AirAsia improved collaboration across business units, automated processes, and created custom reports — all of which contributed to enhanced operations, reduced costs, and increased revenue streams.|
|Traditional private equity firms are generally burdened with paper-based processes at the front and back offices. As one of the biggest securities companies in South Korea with a US$4 billion capital, KB Securities set out to build and execute a digital transformation strategy to gain competitive advantage and enhance customer experience. Its plan tackled two main objectives: identifying and developing new business opportunities based on digital technologies and modernizing internal work procedures. These two targets highlighted four different areas: increasing work efficiency, building an integrated ecosystem, strengthening non-face-to-face channels, and digitalizing private banking. The enterprisewide implementation of robotic process automation (RPA) has automated 104 individual tasks and has saved 200,000 hours annually. Its robo-advisor service uses open application programming interface (API) to open accounts without personal contact. Additionally, it rolled out a system for categorizing asset types, allocating tactical and strategic assets, and proposing and monitoring model portfolios. Launched in 2017, the comprehensive plan rolled out in successive phases, supporting KB Securities' transition into becoming a digitally empowered and consumer-oriented organization. With its overall consideration of people, culture, and technologies, KB Securities is positioned to lead the market in the digital era.|
|Being one of the most well-known global brands in the food and beverage industry, Coca Cola Amatil Indonesia (CCAI) puts an emphasis in ensuring product quality. An early adaptor of Internet of Things (IoT) technology, CCAI automates data entry from quality devices into its system ensuring data integrity and accountability. Through its development of an in-house solution, CCAI has implemented an integrated system that ranges from gathering data into a centralized cloud database to optimizing production based on machine learning application to specifically cater to its business needs. Meanwhile, to support its digital transformation efforts, CCAI has realized that it needs to build a skilled and digitally minded workforce to address the dynamic demands of its consumers. CCAI then initiated a Supply Chain Academy that builds knowledge around people, process, and technology. Additionally, it instituted a framework that integrated IT teams across the entire group to accelerate talent development. As it moves on its digital roadmap, CCAI has explored the use of AI for predictive maintenance, blockchain application for supply planning, and Industrial Internet of Things (IIoT) solutions for water and energy monitoring, among others. Meanwhile, because of its enterprisewide digital transformation efforts, CCAI was able to decrease customer complaints by 50%, improve production yields by 10%, and reduce machine breakdowns by 5%. CCAI, despite being an old institution, proves that legacy businesses can progress in an ever-changing landscape through digital mindset, culture, and operations.|
|To reduce costs especially in claims, improve service, and raise customer approval, IFFCO Tokio General Insurance (ITGI) rolled out three digital transformation initiatives in its organization. To minimize the turnaround time for processing motor claims, it introduced live audio/video streaming for the survey of damaged vehicles. The application enables on-the-spot video inspection and allows users to upload supporting documents such as registration certificates, insurance policies, and photos documenting the damage. The transparency of this process minimizes data tampering and fraud and claims leakages since data is collected in a digitized format. Because of the competitive nature of the insurance industry, ITGI also implemented a dynamic pricing model for motor vehicles. Using three data points — place of residence, credit score, and customer loyalty — it radicalized how insurance policies are priced and marketed. By offering its services at optimized rates with customized approaches, it improved its long-term business growth with enhanced acquisition and retention. As for ensuring fast and accurate claims, ITGI launched the Quick Claim Settlement (QCS) mobile app. Designed to settle claims within 30 minutes, it utilizes AI technology to assess the condition of private cars and motorcycles. Upon evaluation, an offer for claim settlement is sent and is paid directly to the customer’s bank account. This process has significantly cut down the average claims life cycle from days to a couple of minutes, creating higher levels of convenience and satisfaction.|
|Tricor, Asia’s leading business expansion specialist, has embarked on a digital transformation journey in Hong Kong under the leadership of its CEO and Head of Transformation. Tricor’s digital transformation strategic imperative is to solidify the firm’s leading position in Hong Kong, introduce new ways of engaging customers, and optimize operational performance. To achieve Tricor’s core digital transformation objectives, Tricor formulated a transformation blueprint for the business, introduced new digital technologies, and implemented a data-driven culture. Notable initiatives include the deployment of a new client portal, robotic process automation, machine learning, core platform upgrades, and data analytics. The introduction of new data analytics tools and cloud platforms promotes a data-driven decision-making culture. In driving customer engagement and operational excellence, Tricor HK has achieved significant revenue growth using the expanded capacity of a highly efficient workforce.|
|The State Grid Shanghai Municipal Electric Power Company produces and distributes gas, coal, wind, solar, and integrated gasification combined cycle (IGCC) power. As a state-owned power company, the State Grid Shanghai Electric Power Company faces severe challenges in deepening the reform of the power system and the opening up of the electricity sales market. It recognizes the intrinsic value that data brings to the entire business and is the focal point of its enterprisewide transformation. Based on big data architecture, through building a unified datacenter with full service and integrating 33 internal and external information systems data, the State Grid Shanghai Municipal Electric Power Company has broken data barriers to realize a unified definition, efficient storage, “one-click” cleaning, and intelligent mining of multisource heterogeneous data. Taking this as a data foundation platform, the organization has established intelligent subsystems in power supply guarantee, marketing services, decision-making, financial management, and supply chain. The State Grid Shanghai Municipal Electric Power Company is also utilizing technologies such as the Internet of Things (IoT), mobile, and artificial intelligence to fully understand the state of the power grid and customer needs, and to promote the interconnection between equipment, employees, and customers, and the inter-departmental business integration, so as to achieve lean management, excellent customer services, and fine grid operations.|
|P&G, the world's leading consumer goods corporation, in Greater China launched the AlphaGrow project as part of its Golden Digital Transformation initiative. The AlphaGrow project's early phase included digital ecommerce and digital consumer marketing efforts, which gradually ushered in a chapter of 'all-around digital transformation.' Since these early efforts, digital transformation has become an important strategy of the entire enterprise, with four key directions: digital transformation of consumer marketing and brand-building, digital transformation of market sales, digital transformation of supply chain, and digital transformation of business decision making. To support its key DX directions, the organization has broadly applied technologies such as big data, artificial intelligence, cloud computing, Internet of Things (IoT), and mobile. At the same time, to support the rapidly developing business, P&G in Greater China has independently built a technology platform based on cloud PaaS-based microservice architecture, a dual datacenter for consumers and business data, and a middle platform map supporting artificial intelligence. It has also built an IT team with strong professional competence, excellent technical abilities, and good learning capacity and is willing to innovate and promote the transformation of the company's internal digital culture.|
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