Leaders of KPMG, Airbus and Siemens Healthineers share AI execution strategies

Hosted by the Master of Business Administration (MBA) and Master of International Business (MIB) programs at The Business School, RMIT Vietnam, the event brought together senior executives from global healthcare, aerospace, and professional services companies to share valuable lessons on how to manage the complexities of AI transformation.

The theme, ‘Executing AI transformation of businesses in Southeast Asia’, focused on moving beyond strategy into implementation, a step many organisations still find difficult.

“AI is a present-day business imperative,” said Associate Professor Burkhard Schrage, Head of the Management Department at The Business School, RMIT Vietnam. “With this event, we want to help current and aspiring business leaders understand how to move from vision to value, and how to do so responsibly.”

Through three keynote speeches and a panel discussion, the event offered practical insights into the factors that determine the success or failure of AI initiatives.

Invest in the people, not just the tools

Mr Fabian Singer, General Manager of Siemens Healthineers Vietnam, reflected on the healthcare sector’s growing use of AI-powered tools to enhance patient outcomes, improve diagnostic accuracy, and create personalised treatment plans.

He highlighted how AI can substantially enhance doctor productivity and decision-making capabilities. “Though AI can never replace the doctor, it can assist the doctor with a second pair of eyes, reduce the burden of growing workload, and improve their ability to see what might otherwise be missed,” Mr Singer said. 

He emphasised that successful AI transformation in healthcare depends on the broader ecosystem. Medical professionals must be equipped with the skills and confidence to use AI tools effectively. Without targeted education and support, even using the most sophisticated systems cannot guarantee the most effective outcome.

Mr Singer called for greater collaboration between technology providers, hospitals, and educators to ensure that AI adoption is matched by workforce readiness. “Our goal must be to empower professionals with AI, not replace them. That is how we build the trust needed to truly transform healthcare,” he said.

Build a strong data foundation 

Ms Tri-Mai Hoang, Managing Director of Airbus Vietnam, Laos & Cambodia, spoke about the role of AI in improving aircraft safety and sustainability.  

From predictive maintenance to satellite imagery analysis, AI is helping Airbus anticipate issues and optimise operations, as well as design smarter products and services to address climate change challenges.

But her key takeaway focused on what makes these applications possible: robust data infrastructure. “AI gives us the predictive power to foresee and mitigate issues before they arise, but that power is dependent on a foundation of reliable, integrated data,” Ms Tri-Mai said. 

She explained that without a strong data foundation, organisations struggle to scale solutions or generate meaningful insights. 

For Airbus, this means investing in sensor networks, real-time monitoring systems, open-data platforms, and collaborations with industry partners. Ms Tri-Mai encouraged other businesses to prioritise data readiness early in their AI journey. “A robust data infrastructure gives AI the stability and scale it needs to deliver real business value,” she said. 

Redesign the operational model

Mr Warrick Cleine, Chairman and CEO of KPMG in Vietnam and Cambodia, offered a perspective from the professional services sector, where AI is reshaping how firms deliver audit, analytics, and advisory services.

He detailed tangible use cases in audit and analytics while exploring AI’s deep impact on the business model, from hourly rates to the rise of the “digital headcount” – where AI agents and software perform tasks traditionally handled by human employees.

“The challenge isn’t just implementing new tools; it's about redesigning the entire engine of our business, from how we price our value to how we develop our people,” Mr Cleine said. “The digital headcount is real, and the career paths of tomorrow are being written today. The most important skill will be the ability to adapt.”

He concluded by emphasising that underpinning this entire transformation is the requirement to maintain trust across all stakeholders, from clients to regulators.

While each speaker came from a different industry, their insights converged around a shared reality: executing AI transformation is complex, and success depends on more than technology. Talent development, data infrastructure, and a suitable operational model emerged as important pillars that support sustainable AI adoption.

“CEO Talks 2025 underlined that AI transformation is ultimately about mastering the interplay of data, strategy, and talent,” said Dr Santiago Velasquez, Senior Program Manager of the MBA and MIB programs at RMIT Vietnam.

Story: Ngoc Hoang