Recent reforms, including the National AI Strategy, Smart City Masterplan, and National Digital ID framework, have been paired with efforts to strengthen digital infrastructure nationwide. Yet challenges remain: integrating platforms across government, closing the generational digital divide, and safeguarding vulnerable users in a rapidly evolving fintech and gig economy. 

Through multiple roundtables and stakeholder dialogues, Ecosystm has uncovered five core themes that highlight both the momentum and the friction points in Thailand’s digital journey. 

Theme 1: Bridging the Regional Divide 

Thailand’s digital transformation is accelerating in urban centres like Bangkok, Chonburi, and Rayong, but rural and low-income regions, especially in the North and Deep South, continue to lag. Gaps in connectivity, digital skills, and modern technical education are limiting access to online learning, mobile banking, and digital public services, while also holding back the growth of tech-driven industries. 

Initiatives like Net Pracharat have brought broadband to over 75,000 villages, and new investments in regional data centres and telecom infrastructure show promise. Still, last-mile gaps and fragile networks persist, particularly in conflict-affected or underserved areas. Even where fibre is available, unstable connections often block meaningful digital adoption. 

At the same time, Thailand’s push into future-focused industries such as EVs, semiconductors, AI, and smart logistics, is straining its talent pipeline. The Eastern Economic Corridor (EEC) is attracting major investment, but the demand for skilled workers in data science, cybersecurity, and industrial AI far exceeds supply. Many regional technical education systems have not kept pace, widening the skills gap. 

To ensure inclusive growth, Thailand needs to pair infrastructure investment with targeted reskilling and education reform. Programs like the Digital Skill Development Academy and revamped TVET initiatives are important first steps; but broader progress will require stronger industry-academia partnerships, faster certification pathways, and universal access to digital learning. 

Theme 2: Unifying Government Services for a Seamless Citizen Journey 

From PromptPay-linked welfare payments and Mor Prom for health services, to the rollout of the NDID (National Digital ID), Thailand has made considerable progress in digitalising public services. Citizens can now access more services online than ever before. 

However, many of these systems still operate in silos, with duplicated citizen data, separate logins, and limited backend integration between agencies. Ministries and local governments often lack the interoperability standards and cloud infrastructure needed to provide seamless, real-time services. 

The next phase of government digitalisation must focus on platform-level integration, supported by secure data sharing frameworks, API-first design, and privacy-by-default policies. The goal is to move from digitising transactions to building a citizen-centric, connected state, where services are proactive, mobile-friendly, and unified across domains. 

Theme 3: Strengthening Public Trust Through Proactive Cybersecurity 

With the rise of digital government, cloud adoption, and cashless ecosystems, Thailand’s attack surface is rapidly expanding. High-profile breaches in healthcare, telecom, and finance have triggered growing public concern around data misuse, fraud, and infrastructure vulnerabilities. 

The government has enacted the Cybersecurity Act (2019) and PDPA (2022), and agencies like the National Cybersecurity Agency (NCSA) are stepping up threat monitoring. But cybersecurity maturity across sectors remains uneven. Many SMEs, regional hospitals, and even provincial government systems operate with limited threat intelligence and minimal incident response protocols. 

Cybersecurity must now move from compliance to strategic resilience. This includes building sector-specific response plans, launching cyber drills in critical infrastructure, and scaling cyber talent development across the country. Trust in digital services will depend not just on what’s offered, but on how securely it’s delivered. 

Theme 4: Scaling Trust Through Local Language, Visibility, and Human Oversight 

AI systems in Thailand are increasingly interfacing with the public, from chatbots and digital assistants to automated approvals and diagnostics. However, public trust in these systems remains fragile, particularly when users cannot understand how decisions are made or get help when things go wrong.. Language barriers and unclear design only add to the uncertainty. 

Many AI tools are built in English-first environments, with limited Thai-language optimisation or cultural context. In rural areas or among older populations, this can create friction and resistance, even when the underlying system works well. Without transparency, user control, or recourse, AI tools risk being seen as alienating rather than empowering. 

To build public confidence, AI deployments must prioritise explainability, Thai-language usability, and built-in pathways for human support. This includes interface localisation, clear model intent statements, and fallback mechanisms. Trust will not be built through performance alone, it must be earned through transparency, accessibility, and responsiveness. 

Theme 5: Embedding Governance to Sustain Smart Urban Growth 

Thailand has made significant headway in its smart city development agenda, with over 30 provinces participating in the national Smart City program. Flagship initiatives in Phuket, Chiang Mai, Khon Kaen, and parts of the EEC have introduced smart traffic systems, e-governance tools, environmental monitoring, and digital tourism platforms. 

However, many smart city projects are still pilots, driven by local champions, reliant on short-term grants, and lacking long-term governance structures. Fragmented data, unclear stakeholder roles, and limited collaboration between cities continue to slow scale and national replication. 

The Smart City Office under DEPA is working to address these challenges by developing standard frameworks, urban data platforms, and public-private investment models. To maintain momentum, Thailand will need to embed smart city governance in multi-year digital urban strategies, establish shared infrastructure foundations, and invest in capacity-building for local leaders. 

For smart cities to succeed, they must move beyond tech demonstrations and deliver real, lasting improvements in liveability, safety, and economic opportunity.  

Sustaining Momentum in a Connected Nation 

Thailand’s digital future won’t be defined by policy or technology alone; but by how effectively the country aligns infrastructure, skills, services, and trust at scale. The foundations are already being built in classrooms, city halls, data centres, and boardrooms. The real opportunity lies in weaving these efforts into a cohesive, resilient digital fabric. Lasting impact will come not just from momentum, but from turning vision into everyday value for people, communities, and businesses alike. 

In a previous blog, I explored why organisations need to rethink their end-user computing strategies in light of shifting business demands, evolving user expectations, and operational challenges.

Building on that, this post offers a strategy template: a living framework to guide sustainable, responsible tech procurement. Use it to define clear requirements that reflect your business goals, regional context, and workforce needs. Then tailor it further to suit your industry standards and organisational realities, revisiting it regularly as your environment evolves.

End-User-Computing-Strategy-Checklist-1

End-User-Computing-Strategy-Checklist-2

End-User-Computing-Strategy-Checklist-3

End-User-Computing-Strategy-Checklist-4

End-User-Computing-Strategy-Checklist-5

End-User-Computing-Strategy-Checklist-6

End-User-Computing-Strategy-Checklist-7

End-User-Computing-Strategy-Checklist-8

End-User-Computing-Strategy-Checklist-9

Click here to download “End-User Computing Strategy Checklist” as a PDF.

1. Business Alignment and Objectives

• Primary business goals such as productivity, collaboration, security, and innovation.
• Strategic initiatives, including digital transformation, hybrid working, and compliance.
• Alignment between EUC objectives, overall business strategy, and industry-specific drivers.

2. Industry-Specific Considerations

• Regulatory requirements (Data privacy, compliance frameworks, cybersecurity).
• Industry-specific applications (e.g., finance platforms, healthcare EMR, retail POS).
• Business-critical workflows and processes supported by EUC.

3. Geographic & Regional Factors

• Infrastructure considerations (network availability, connectivity quality, 4G/5G, Wi-Fi).
• Regional compliance (local privacy laws, cybersecurity regulations, data residency requirements).
• Support and logistics (local vendor availability, language support, supply chain).

4. Persona-Based Device Strategy

• Employee personas including:

1. Frontline/Mobile workers
2. Knowledge workers
3. Power users/Technical teams
4. Executives
5. Hybrid/Remote workers

• Device types, operating systems, and form factors suited to each persona.

5. Technology and Platform Choices

• Operating system selection (Windows, macOS, Chrome OS, Android, iOS).
• VDI/DaaS selection (Citrix, VMware Horizon, AWS WorkSpaces, Azure Virtual Desktop).
• Cloud-based productivity suite selection (Microsoft 365, Google Workspace).
• Unified Endpoint Management (UEM) platform selection.

6. Security and Compliance Strategy

• Endpoint security model (Zero Trust, EDR, MFA, biometrics).
• Data encryption and privacy management strategy.
• Identity and Access Management (IAM) policies.
• Incident response and threat detection framework.

7. User Experience and Employee Engagement

• Employee experience objectives (ease-of-use, personalisation, productivity).
• Self-service portals and automation for IT support.
• End-user training, change management, and continuous feedback loops.
• Plans for local AI capabilities – Agents, Information and data management, etc.

8. Operational Excellence and Lifecycle Management

• Device procurement, deployment, and lifecycle policies.
• Automation and AI-driven analytics for device management.
• Sustainability and environmental impact (device recycling, energy efficiency).
• Other GRC requirements (anti-slavery etc).

9. Cost Optimisation and Budgeting

• Total Cost of Ownership (TCO) calculation framework.
• CAPEX vs OPEX considerations (purchase, lease, consumption-based).
• Vendor financing and budgeting strategies.

10. Vendor and Partner Management

• Vendor evaluation criteria (support, innovation, geographic coverage, pricing).
• Partnership strategy (managed services, system integrators, technology alliances).
• Vendor risk management and vendor performance monitoring framework.

11. Metrics and Measurement

• Outcome-focused success metrics (e.g., productivity, satisfaction, security).
• Monitoring and reporting structure.
• Continuous improvement plan based on metric analysis.

12. ESG

• Eco-labels, ISO 14067 or PAS 2050 carbon disclosures, and climate-condition testing to avoid energy waste.
• Vendor take-back in all regions, minimums for firmware support and repairability to slow refresh cycles.
• Supply-chain ethics evidence, including up-to-date RBA VAP scores or modern slavery reports.
• Tracking of tightening regulations to stay ahead of compliance risks.
  

In recent years, the country has been recognised as a leading improver in the UN E-Government Development Index, reflecting steady advances in digital public service delivery. Yet, progress across all sectots has been uneven, influenced by a mix of geography, regulation, and existing infrastructure. Organisations continue to adapt, responding to fast-paced technological change, rising user expectations, and an increasingly interconnected global digital economy. 

Through a series of roundtables with national leaders, Ecosystm examined the realities of digital transformation on the ground. What emerged were valuable insights into what’s working and where challenges and shifts are reshaping the definition of success in this evolving stage of digital maturity.   

Theme 1: Strengthening the Foundations for Nationwide Digital Equity 

The Philippines is advancing steadily in digitalisation, especially in Metro Manila and major urban centres, though the full benefits have yet to reach all regions evenly. Rural provinces and smaller islands face ongoing challenges with broadband access, latency, and mobile coverage, reflecting the country’s unique geography and historic underinvestment in digital infrastructure. 

National programs like the National Broadband Plan and Free Wi-Fi for All have established important foundations. Fibre rollouts by private telecom providers are extending coverage, but last-mile connectivity in geographically isolated and disadvantaged areas (GIDAs) still needs attention. Bridging this gap is key not only for broader inclusion but also to enable widespread adoption of technologies such as cloud computing, AI, and edge solutions. 

Achieving nationwide digital transformation requires a focused effort on regional infrastructure as a driver of inclusive growth. This involves co-investment, innovative public-private partnerships, and policies supporting shared towers, data centres, and satellite-backed connectivity. This benefits enterprises and critical citizen services like e-learning, e-health, and digital banking. 

Theme 2: From Outsourcing Hub to Innovation Engine – The Next Chapter for Talent 

The Philippines has established a strong global presence as a trusted centre for BPO and IT-enabled services, contributing nearly 9% to the national GDP and employing over 1.5 million professionals. In recent years, this foundation has rapidly evolved, with talent increasingly taking on complex roles in knowledge process outsourcing (KPO), AI annotation, fintech support, and cybersecurity operations. 

This shift reflects a broader transformation – from a labour-cost-driven outsourcing model to a high-skill, innovation-focused services economy. However, this transition is placing growing demands on the talent pipeline. Skilled cloud engineers, AI developers, and cybersecurity experts remain in short supply, with demand surpassing the current capacity of training and reskilling programs. 

To fully unlock its potential, the country needs to future-proof its talent ecosystem. This includes expanding technical education, strengthening collaboration between academia and industry, scaling national upskilling initiatives, and creating incentives that encourage tech professionals to build their careers locally. With targeted investment, the digital workforce can become a powerful competitive advantage on the global stage.  

Theme 3: Government Digitalisation Is Accelerating – But Interoperability Remains a Challenge 

The Philippines has made major progress in digitising government services – from online business registrations via Business Name Registration System (BNRS) to digital ID rollout through PhilSys (Philippine Identification System), and integrated platforms like eGov PH Super App. The pandemic accelerated adoption of e-payment systems, telemedicine, and virtual public services, driving faster digital transformation across agencies. 

Despite this progress, interoperability challenges remain a key hurdle. Many government agencies still rely on siloed legacy systems that limit seamless data exchange. This fragmentation affects real-time decision-making, slows service delivery, and creates a fragmented experience for citizens and enterprises navigating multiple platforms. 

Going forward, the priority is system-wide integration. Building a truly citizen-centric digital government requires interoperable data architectures, strong privacy-by-design frameworks for cross-agency collaboration, and scalable API-driven platforms that enable secure, real-time connections between national and local government systems. A connected digital state not only boosts efficiency but also strengthens public trust and paves the way for more adaptive, responsive services. 

Theme 4: Cyber Resilience Is No Longer Optional – It’s Strategic 

As digital transformation accelerates, the Philippines has become one of Southeast Asia’s most targeted countries for cyberattacks – particularly in sectors like financial services, critical infrastructure, and government. High-profile breaches at agencies such as PhilHealth, the Philippine Statistics Authority, and COMELEC have brought cybersecurity to the forefront of national priorities. 

Regulatory steps such as the Cybercrime Prevention Act and the establishment of the Department of Information and Communications Technology (DICT) Cybersecurity Bureau have laid important groundwork. Yet, enterprise readiness remains uneven. Many organisations still rely on outdated defences, limited threat visibility, and ad hoc response plans that are outpaced by today’s threats. More importantly, many still look at cyber purely from a compliance angle.  

As AI, IoT, and cloud-based platforms scale, so too does the attack surface. Cyber resilience now demands more than compliance – it requires dynamic risk management, skills development, intelligence sharing, and coordinated action across sectors. The shift from reactive to adaptive security is becoming a defining capability for both public and private institutions.  

Theme 5: Financial Access at the Grassroots: The Digital Shift 

One of the Philippines’ most notable digital transformation successes has been in fintech and digital financial services. Platforms like GCash, Maya, and the government’s Paleng-QR PH program have significantly expanded access to cashless payments, savings, and credit – especially among unbanked and underbanked communities. 

By 2024, nearly 80% of Filipinos were using mobile financial apps – a striking milestone that reflects not only growing digital adoption but also evolving cultural and economic behaviours. From sari-sari stores to market vendors, digital wallets are reshaping everyday commerce and opening new avenues for financial empowerment at the grassroots level. 

Still, digital inclusion is not automatic. Maintaining this momentum will require continued investment in digital literacy – particularly for older adults, rural communities, and lower-income groups – as well as stronger measures for cybersecurity, consumer protection, and interoperable ID and payment systems. Done right, digital finance can serve as the foundation for a more inclusive and resilient economy. 

A Moment to Rethink What Progress Looks Like 

As digital systems take root across the Philippines’ economy and institutions, the focus is shifting from speed to staying power. The next phase will depend on the country’s ability to translate broad adoption into long-term value – through strategies that are inclusive, resilient, and built to scale. 

Ecosystm analysts Alea Fairchild and Tim Sheedy explore how backcasting can turn regional ambition into an investable strategy. Blending structured planning with narrative clarity, it connects long-term vision to immediate action. For global leaders, it transforms regional investment from a leap of faith into a confident, calculated move toward resilient, adaptive growth. 

Click Below to Download Whitepaper – Use Backcasting, Not Forecasting in Uncertain Times

(Clicking on this link will take you to an external link where you can download the whitepaper)

Until recently, InMoment was the smaller contender among the three, but that changed with their acquisition by PG Forsta in May 2025. The move marks a significant shift that will alter the competitive dynamics globally and in the region.

By combining PG Forsta’s strengths in market research, structured feedback, and regulated industries with InMoment’s expertise in AI, unstructured data analysis, and its strong presence in ANZ, the newly formed entity is poised to challenge the dominance of larger rivals.

The Key Players

Medallia

Medallia is a mature player in the VoC market, with a focus on larger, more complex and ideally global programs. With ANZ, and particularly New Zealand dominated by SMB’s, the vendor is not quite as prominent locally as they are at a global level.

Medallia underwent a major executive shakeup earlier this year, bringing in a wave of leadership talent from Qualtrics, and former Clarabridge. This leadership reset brings not only strategic focus but also a significant transfer of domain expertise and IP, positioning Medallia to compete more aggressively, especially against Qualtrics.

The changes include Mark Bishof as Chairman and CEO (formerly Chief Business Officer at Qualtrics and CEO of Clarabridge), Sid Banerjee as Chief Strategy Officer (Founder of Clarabridge), and several other senior leaders.

While the vendor has been relatively quiet in the ANZ market in recent years, with renewed leadership and an internal reset, Medallia re-focuses its efforts on local customer engagement across ANZ and aims to be more active and visible in the market. For ANZ enterprises, this could bring more choice, and a potentially stronger Medallia presence in upcoming VoC initiatives.

Qualtrics

Qualtrics, another major player in the VoC market, is known for its product strength, platform developments and AI capabilities. They are the most active in terms of platform development and shared several major AI announcements earlier this year, including agentic AI capabilities. 

Qualtrics also formally introduced the term Experience Management (XM) as a discipline and new software category in 2017 with the launch of the Qualtrics XM Platform and continues to dominate the conversation on XM.

Qualtrics and InMoment have dominated the local ANZ market, in the SMB to enterprise sector. Qualtrics enjoyed winning customer deals that included market research and panel requirements, since InMoment lacked that capability in-house. And that’s where PG Forsta comes in to change the dynamic.

InMoment

InMoment is a VoC technology provider known for their Experience Improvement (XI) competencies. Their strengths include conversational intelligence, reputation management, and predictive analytics. InMoment has grown by acquisition, most notably the acquisition of MaritzCX, Lexalytics, and ReviewTracker, adding online reviews and deep analytics for unstructured data to their platform.

While smaller in size than their main competitors, InMoment has a strong local presence in ANZ and thrives on their strong customer relationships.  

PG Forsta Acquires InMoment: A Strategic Move

The VoC landscape, especially in ANZ, is bound to shift significantly following PG Forsta’s acquisition of InMoment. While mergers and acquisitions are common in tech, this move signals a deliberate attempt by PG Forsta and InMoment to expand their market footprint and compete more aggressively with established VoC rivals.

While PG Forsta and InMoment were both established players in the VoC market, their merger is notable not just for its scale, but for its strategic intent: to combine complementary strengths in research, analytics, and AI innovation to provide a more robust, cross-industry VoC platform.

PG Forsta, formed through Press Ganey’s 2022 acquisition of Forsta (itself a merger of Confirmit and FocusVision), offers a Human Experience (HX) platform that integrates customer, employee, and market feedback, with a strong foundation in healthcare. PG Forsta brings deep expertise in structured feedback, large-scale analytics, and regulated industries such as healthcare. InMoment, meanwhile, offers advanced capabilities in AI, machine learning, and unstructured data analysis. By combining these distinct strengths, the merged entity creates a more versatile and comprehensive solution. PG Forsta enhances their AI and omnichannel offering, while InMoment gains access to a broader, compliance-focused client base and robust market research capabilities.

The new entity will serve clients globally with a team of more than 3,000 employees. Unlike its main competitors, InMoment maintains a dedicated presence in New Zealand, bringing deep local market expertise and strong relationships. InMoment’s established footprint in ANZ further enhances PG Forsta’s local presence, providing valuable on-the-ground support that is increasingly important to organizations.

Both companies cite cultural alignment as a key factor in building a stronger, united organization, a critical foundation for any successful acquisition.

AI: The Battlefront for the Future of CX

A crucial aspect of this acquisition is its emphasis on AI. VoC platforms are evolving beyond traditional feedback collection, with growing pressure to gather data from both solicited and unsolicited sources and deliver actionable insights and recommendations. As AI capabilities become more embedded in operations, platforms are increasingly judged by their ability to go beyond static dashboards, to unify data, analyse unstructured data, and generate richer insights and proactive recommendations.

InMoment, along with some competitors, has invested in leveraging contact centre data to extract insights from unsolicited and unstructured sources through conversation intelligence. While initially used for customer insights, this technology is now expanding to serve contact centre teams and broader, organisation-wide intelligence use cases, breaking out of departmental silos.

As the market continues to prioritise outcome-driven CX, AI will be a central differentiator among leading platforms, and InMoment brings those capabilities into the PG Forsta deal.

Looking Ahead

While it’s too early to call the long-term outcome, this acquisition marks a significant shift in the VoC landscape, particularly in ANZ.

With a bold goal “to be THE VoC company in the market”, the bar is set high to deliver. The success of this acquisition will depend on execution. Seamless integration across systems, cultures, and product lines won’t happen overnight. But if they get it right, this merger could reshape the competitive landscape, raising the stakes for Medallia, Qualtrics, and others.

For CX leaders across ANZ, this brings more choice, more innovation, and better capabilities to drive deeper customer insights and business impact.

• Device Selection.  Move beyond the old “one device per persona” approach. Build a flexible device ecosystem that supports a range of employee types, from frontline workers to power users, while allowing for broader device choices based on real usage patterns. Evaluate form factors like desktops, laptops, tablets, smartphones, and thin/zero clients. With the rise of Desktop-as-a-Service (DaaS), thin clients are becoming more viable, offering cost savings and better security without compromising user experience.
• Flexibility of Choice. High-end features – lightweight design, long battery life, sleek aesthetics – are no longer limited to exec devices. I am currently writing this on a loan device – a Lenovo ThinkPad X1 Carbon Gen 13 Aura Edition – a freakishly light, powerful and slim device with LONG battery life – a device typically targeted towards the top tier of business leaders. But today, many of the features of this device run through the entire Lenovo laptop ecosystem – the “Aura” tag appears in many of the device SKUs and ranges. Hopefully the days of senior management getting the great looking devices and everyone else getting ugly bricks are behind us!
• Operating Systems and Compatibility. Ensure compatibility with current and planned business applications, cloud services, and collaboration tools. Consider ease of management and integration into existing IT ecosystems (such as Windows, macOS, Android, Chrome OS, Linux environments).
• Cloud Integration. Evaluate cloud-readiness and seamless integration capabilities with popular productivity suites (Microsoft 365, Google Workspace), hybrid cloud, and SaaS applications. Leverage VDI, DaaS or application virtualisation solutions to reduce hardware dependency and streamline maintenance.

User Experience

• Employee Productivity and Engagement. Even as EX slips down the priority list – and the budget – EUC leaders must still champion intuitive, user-friendly devices to boost productivity and reduce training and support demands. Seamless collaboration is critical across physical, remote, and hybrid teams. In-office collaboration is back in focus, but its value depends on digitising outcomes: laptops, smartphones, and tablets must enable AI-driven transcription, task assignment, and follow-up tracking from physical or hybrid meetings.
• Personalisation and Mobility. Where practical, offer device personalisation through flexible BYOD or CYOD models. Even in industries or geographies where this isn’t feasible, small touches like device colour or accessories, can improve engagement. UEM tools are essential to enforce security while enabling flexibility.
• Performance and Reliability. Choose devices that deliver the right performance for the task, especially for users handling video, design, or AI workloads. Prioritise long battery life and reliable connectivity, including Wi-Fi 6/7 and 5G where available. While 5G laptops are still rare across many Asia Pacific markets, that’s likely to change as networks expand and manufacturers respond to demand.
• Localised Strategy. Given the distributed nature of many organisations in the region, support and warranty strategies should reflect local realities. Tiered service agreements may provide better value than one-size-fits-all premium coverage that’s difficult to deliver consistently.

Security and Compliance

• Cybersecurity Posture. EUC teams typically work hand-in-hand with their cyber teams in the development of a secure EUC strategy and the deployment of the preferred devices. Cybersecurity teams will likely provide specific guidance and require compliance with local and regional regulations and laws. They will likely require that EUC teams prioritise integrated security capabilities (such as zero-trust architectures, endpoint detection and response – EDR solutions, biometrics, hardware-based security features like TPM). Consider deploying AI-driven endpoint threat detection and response tools for proactive threat mitigation.
• Data Privacy and Regulatory Compliance. Assess devices and management systems to ensure adherence to local regulatory frameworks (such as Australia’s Privacy Act, Singapore’s PDPA, or the Philippines’ Data Privacy Act). Deploy robust policies and platforms for data encryption, remote wiping, and identity and access management (IAM).

Management, Sustainability and Operational Efficiency

• Unified Endpoint Management (UEM). Centralise device management through UEM platforms to streamline provisioning, policy enforcement, patching, updates, and troubleshooting. Boost efficiency further with automation and self-service tools to lower IT overhead and support costs.
• Asset Lifecycle Management (ALM). While many organisations have made progress in optimising ALM – from procurement to retirement – gaps remain, especially in geographies outside core operations. Use device analytics to monitor health, utilisation, and performance, enabling smarter refresh cycles and reduced downtime.
• Sustainable IT and CSR Alignment. Choose vendors with strong sustainability credentials such as energy-efficient devices, ethical manufacturing, and robust recycling programs. Apply circular economy principles to extend device lifespan, reduce e-waste, and lower your carbon footprint. Align EUC strategies with broader CSR and ESG goals, using device refresh cycles as opportunities to advance sustainability targets and reinforce your organisation’s values.

Cost and Investment Planning

• Total Cost of Ownership (TCO). Evaluate TCO holistically, factoring in purchase price, operations, software licensing, security, support, warranties, and end-of-life costs. TCO frameworks are widely available, but if you need help tailoring one to your business, feel free to reach out. Balance CapEx and OpEx across different deployment models – owned vs leased, cloud-managed vs on-premises.
• Budgeting & Financial Modelling. Clearly define ROI and benefit realisation timelines to support internal approvals. Explore vendor financing or consumption-based models to enhance flexibility. These often align with sustainability goals, with many vendors offering equipment recycling and resale programs that reduce overall costs and support circular IT practices.

Vendor and Partner Selection

• Vendor Support & Regional Coverage. Select vendors with strong regional support across Asia Pacific to ensure consistent service delivery across diverse markets. Many organisations rely on distributors and resellers for their extended reach into remote geographies. Others prefer working directly with manufacturers. While this can reduce procurement costs, it may increase servicing complexity and response times. Assess vendors not just on cost, but on local presence, partner network strength, and critically, their supply chain resilience.
• Innovation & Ecosystem Alignment. Partner with vendors whose roadmaps align with future technology priorities – AI, IoT, edge computing – and who continue to invest in advancing EUC capabilities. Long-term innovation alignment is just as important as short-term performance.

Building a modern, future-ready EUC strategy isn’t just about devices – it’s about aligning people, technology, security, sustainability, and business outcomes in a way that’s cost-effective and forward-looking. But we know investment planning can be tricky. At Ecosystm, we’ve helped organisations build ROI models that make a strong case for EUC investments. If you’d like guidance, feel free to reach out – we’re here to help you get it right.

Digital transformation in Malaysia has entered a new phase: less about bold roadmaps, more about fixing what’s broken. With the digital economy expected to reach 25.5% of GDP by 2025, the challenge now is turning strategy into results. Leaders aren’t chasing the next big thing – they are focused on integration bottlenecks, talent gaps, and showing real ROI.

The technology isn’t the problem; it’s making it stick. AI, cloud, and data platforms only deliver value when backed by the right systems, skills, and governance. From aviation to agriculture, organisations are being forced to rethink how they work, how they hire, and how they measure success.

Through a series of interviews and roundtable conversations with Malaysian business and tech leaders, Ecosystm heard firsthand what’s driving – and holding back – digital progress. These weren’t polished success stories, but honest reflections on what it really takes to move forward. The five themes below highlight where Malaysia’s transformation is gaining ground, where it’s getting stuck, and what’s needed to close the gap between ambition and execution.

Theme 1. Ecosystem Collaboration Is Driving Malaysia’s Digital Momentum

Malaysia’s digital transformation is being shaped not by individual breakthroughs, but by coordinated momentum across government, industry, and technology providers. This ecosystem-first approach is turning national ambitions into tangible outcomes. Flagship initiatives like JENDELA, Digital Nasional Berhad’s 5G rollout, and cross-agency digital infrastructure programs are laying the groundwork for smarter public services, connected industries, and inclusive digital access.

The Ministry of Digital (MyDigital) is taking a central role in aligning AI, 5G, and cybersecurity efforts under one roof – helping speed up policy execution and improve coordination between regulators and the private sector. Major tech players like Microsoft, Google, Nvidia, and AWS are responding with expanded investments in local cloud regions, chip design collaborations, and foundational AI services designed for Malaysian deployment environments.

What’s emerging is not just a policy roadmap, but a digitally integrated economy – where infrastructure rollouts, vendor innovation, and government leadership are advancing together. As Malaysia targets to create 500,000 new jobs and reach over 80% 5G population coverage, the strength of these partnerships will be critical in ensuring national strategies translate into sector-level execution.

Theme 2. Laying the Groundwork for Malaysia’s AI Economy

With over 90% of online content projected to be AI-generated by 2025, Malaysia faces growing urgency to ensure that the systems powering AI development are secure, interoperable, and locally relevant. This is about more than data sovereignty – it’s about building the infrastructure to support scalable, trusted, and sector-wide AI adoption.

The National AI Office (NAIO), under MyDigital, is leading efforts to align infrastructure with national priorities across healthcare, manufacturing, agriculture, and public services. Initiatives include supporting domestic data centres, enabling cross-sector cloud access, and establishing governance frameworks for responsible AI use.

The priority is no longer just adopting AI tools, but enabling Malaysia to develop, fine-tune, and deploy them on infrastructure that reflects local needs. Control over this ecosystem will shape how AI delivers value — from national security to inclusive fintech. To support this, Budget 2025 allocates USD 11.7 million for AI education and USD 4.2 million for the National AI Framework. Programs like AI Sandboxes, alongside emerging public-private partnerships, are helping bridge gaps in talent and tooling.

Together, these efforts are laying the foundation for an AI economy that is scalable, trusted, and anchored in Malaysia’s long-term digital ambitions.

Theme 3. Malaysia’s Enterprise AI Landscape: Still in Its Early Stages

Malaysian enterprises are actively exploring AI to drive competitiveness, but widespread, production-grade adoption remains limited. While leading banks are leveraging AI for fraud detection and digital onboarding, and manufacturers are exploring predictive maintenance and automation, many companies face barriers in scaling beyond pilots. Core challenges include siloed data systems, unclear return on investment, and limited in-house AI talent. Even when tools are available, businesses often lack the capacity to integrate them meaningfully into workflows.

Cost is another concern. AI implementation, especially when reliant on third-party platforms or cloud infrastructure, can be prohibitively expensive for mid-sized firms. Without a clear link to bottom-line improvement, AI investments are frequently deprioritised. There’s also lingering uncertainty around governance and compliance, which can further slow enterprise momentum.

For AI to scale across Malaysia, enterprise strategies must align with operational realities – offering cost-effective, localised solutions that deliver measurable value and inspire long-term confidence in digital transformation.

Theme 4. Building on Regulation to Achieve True Cyber Resilience

Malaysia is ramping up its cybersecurity strategy with a stronger regulatory backbone and ecosystem-wide initiatives. The upcoming Cyber Security Bill introduces mandatory breach notifications, sector-specific controls, and licensing for Managed Security Operations Centres (SOCs). Agencies like NACSA are driving protections across 11 critical sectors, while the Cybersecurity Centre of Excellence (CCoE) in Cyberjaya is scaling SOC analyst training in partnership with international players. These efforts are complemented by Malaysia’s leadership role in IMPACT, the UN’s cybersecurity hub, and participation in ASEAN-wide resilience initiatives.

Despite this progress, enterprise readiness remains inconsistent. Malaysian businesses faced an average of 74,000 cyberattacks per day in 2023, yet many still rely on outdated playbooks and fragmented systems. Cybersecurity is often viewed through a compliance lens – meeting audit requirements rather than preparing for real-time recovery. Investments are still skewed toward perimeter defences, while response protocols, cross-team coordination, and real-time observability are underdeveloped.

True resilience requires a shift in mindset: cybersecurity must be treated as a board-level business function. It must be operationalised through simulations, automated response frameworks, and enterprise-wide drills. In a threat landscape that is both persistent and sophisticated, Malaysia must evolve from regulatory compliance to strategic continuity – where recovery speed, not just prevention, becomes the defining metric of cyber maturity.

Theme 5. Malaysia’s Digital Transformation Is Being Led by Industry, Not Policy

While national strategies like the New Industrial Master Plan 2030 set out broad ambitions, real AI-led transformation in Malaysia is taking shape from the ground up, driven by industrial leaders tackling operational challenges with data. Manufacturing and Energy firms, which together contribute over 30% of Malaysia’s GDP, are ahead of the curve. Leaders are using AI for predictive maintenance, digital twins, logistics optimisation, and emissions tracking, often outpacing regulatory requirements.

In some cases, cloud platforms now process millions of machine data points daily to reduce downtime and lower costs at scale. What sets these firms apart is their focus on well-integrated, usable data. Rather than running isolated pilots, they’re building interoperable systems with shared telemetry, open APIs, and embedded analytics, with a focus on enabling AI that adapts in real time.

Malaysia’s next leap in transformation will hinge on whether the data discipline seen in leading industries can be replicated across less-digitised sectors.

If we consider Agriculture – still contributing 7-8% of GDP and employing nearly 10% of the workforce – we find that it remains digitally fragmented. While drones and IoT devices are collecting NDVI and soil data, much of it remains siloed or underutilised. Without clean data pipelines or national integration standards, AI struggles to move from demonstration to deployment.

A Moment to Redefine Ambition

Malaysia stands at a point where digital ambition must evolve into digital maturity. This means asking harder questions – not about what can be built, but what should be prioritised, sustained, and scaled. As capabilities deepen, the challenge is no longer innovation for its own sake, but ensuring technology serves long-term national resilience, equity, and competitiveness. The decisions made now will shape not just digital progress – but the kind of economy and society Malaysia becomes in the decade ahead.

It’s critical to break down internal silos to unify data across the organisation and democratise insights. With customer feedback now coming into the organisation through various channels (surveys, calls, emails, social media, etc.), GenAI enables organisations to create a holistic understanding of experiences across all channels and touchpoints. Likewise, that data needs to be shared with the right internal teams to enable continuous improvement opportunities. For that to happen, organisations need to develop a culture of customer centricity and break out of their silo-centric mindset.

Qualtrics Experience Agents

No surprise, Agentic AI has made it into the world of customer feedback with Brad Anderson, President – Products, User Experience, and Engineering, introducing Qualtrics Experience Agents.

Qualtrics has started to develop AI agents and is slowly embedding this capability into the platform. Think about closing the loop with customers, automating small tasks, and proactively identifying issues before we hear about them.

The Experience Agents can respond to customers during the survey process or can be embedded into the digital experience to address problems in real time. Closing the loop with customers, across surveys and other service requests, can be a timely and resource intense undertaking. Qualtrics’ autonomous agents can close the loop with 100% of customers, automatically responding in real time, building empathy and making your customers feel heard.

It’s still early days for Qualtrics’ Experience Agents and I look forward to seeing tangible outcomes of customer implementations. I’m sure we’ll hear more about this over the coming months! 

Surveys Just Got Smarter

Qualtrics introduced “agentified” surveys, a new way to respond to verbatim survey feedback, adjust follow up questions accordingly, and turn surveys into conversations.

This is an evolution of what’s referred to as verbatim probing. They represent a new way of getting actionable feedback from customers through AI enabled and adaptive questioning during a survey.

The new technology enhances the insight quality and aims to build empathy with customers. Verbatim responses become richer in value and Qualtrics reports a slight increase in survey completion rates. The aim is to turn surveys into conversations, leaving customers feeling heard and building stronger connections.

Despite the adoption of unsolicited feedback as a source of customer insights, surveys still represent the foundation for any VoC program, and they’re not going to go away any time soon. Enhancing survey capabilities while adding operational and unsolicited feedback to the mix will be key to establishing a deeper understating of customer experience and identifying improvement opportunities.

Show Me the Money

Qualtrics highlights the importance of linking CX initiatives to business outcomes and results to demonstrate ROI and gain buy-in and continued support from key stakeholders.

When VoC programs were first introduced, the main challenge for most organisations was gathering customer feedback. Once that hurdle was overcome – thanks to technology – the next challenge became converting raw data into meaningful insights, especially with the addition of unstructured data sources.

The focus then shifted from insights to identifying and driving action. Mature organisations are now at the stage of tangibly linking CX results to business outcomes and showcasing ROI. Quantifying business impact is an essential step in enabling CX success, yet it is often neglected.

Most organisations are still working on building robust Insights-to-Action frameworks and translating insights into tangible action; efforts often hindered by limited collaboration and a lack of customer-centric culture. For more mature organisations, the challenge now lies in clearly demonstrating the business outcomes and ROI of their CX programs.

Other Announcements

Qualtrics Assist. Alongside other technology giants, Qualtrics’ ‘Assist’ solution is an easy way to query the data in a natural language style, i.e. asking data questions to find insights. This is particularly important for larger data sets that comprise survey and unsolicited feedback, as it significantly speeds up the insight generation process. Analysis that used to take days or weeks, can now be completed in minutes or seconds.

Qualtrics Edge. Qualtrics has started to introduce synthetic data to its Research product suit. It’s a niche market at this stage but certainly growing in popularity as utilising synthetic data, panels and personas not only significantly speeds up the research process but also reduces cost. I’m interested to see market uptake for this. While it’s not new per se, organisations still need to overcome the “trust” hurdle to fully embrace synthetic data and research. 

Customer Service and VoC: Boundaries Blur Further

While AI agents have dominated contact centre conversations in recent months, Qualtrics is one of the few VoC vendors now introducing Agentic AI with its Experience Agents.

This is particularly relevant for the digital experience space, where a variety of vendors are offering solutions. Qualtrics’ Experience Agents can detect signs of frustration and rage clicking during digital sessions and proactively engage to close the loop in real time.

It will be interesting to see how the growing number of agents from different vendors ultimately work together in a coordinated way to enhance experiences, rather than introduce new points of friction.

The contact centre has long been a goldmine for customer experience data and insights. Today, tapping into conversational data has become an open field for vendors across VoC, contact centre, and conversational intelligence categories. While this brings innovation, it also complicates decision-making for technology buyers. With vendors from different backgrounds offering overlapping capabilities, often to different internal stakeholders, organisations risk ending up with complex, costly tech stacks.

That said, it’s encouraging to see Qualtrics continue to develop and embed GenAI and Agentic AI into its platform. As a leader in the CX space, it’s setting a high bar for the rest of the market.