AI has become a defining priority for leadership teams across APAC. It is now firmly embedded in CEO agendas, board discussions and the external narrative of listed companies.
However, while most organisations have experimented with pilots and proofs of concept, only about one in four are seeing significant value. For many, AI is promising but has had limited measurable impact.
Support functions provide one of the most reliable pathways to close the gap between intent and value. A meaningful share of AI-driven value sits in functions such as finance, HR, technology, legal and risk, and customer service, where high-volume workflows and shared service models can make scaling faster and lower risk than core business transformations.
To achieve these outcomes, organisations need to rewire their functions around AI, rather than fitting AI into existing structures.
Those capturing value from AI stand out by making four executive choices. These choices involve:
- Setting a clear ambition
- Sharpening their focus
- Establishing the right operating model
- Carefully sequencing initiatives for impact
Organisations that follow this path of focusing on support functions tend to move faster than their peer set.