by 4 Strategic Shifts Redefining Insights Leadership at A.P. Moller – Maersk, Maybank, OCBC & VIVAIA
A new operating model for insights is emerging across APAC — one that moves beyond research delivery into decision architecture, brand identity, and real-time business impact.
In conversations with senior leaders from global organisations ahead of MRMW APAC 2026, a clear pattern emerges: the role of insights is no longer to inform — it is to shape outcomes. From logistics to banking to consumer brands, insight teams are being redefined as strategic partners embedded directly into commercial decision-making.
We spoke with Mohit Kapila, Regional Head of Customer Insights, APAC at A.P. Moller – Maersk; Suryo Aji Soekarno, Vice President – Market / Consumer Intelligence at Maybank; Irene Lew Chai Ling, Head of Customer Experience Malaysia at OCBC; and Elaine Tai, Director, Brand & Market Integration, APAC & US Retail at VIVAIA — each bringing a distinct, high-impact perspective on how insights must evolve to remain relevant.
This article distils the most actionable, high-impact takeaways for senior research professionals navigating this shift.
1. From Insight Generation to Decision Ownership
Across all four organisations, the most significant shift is structural: insight teams are no longer measured by output, but by business impact.
Mohit Kapila, Regional Head of Customer Insights at A.P. Moller – Maersk, describes a fundamental transition:
“Embedding insights into leadership decisions has shifted our organization from reactive problem-solving to proactive value creation across APAC.”
In his upcoming MRMW APAC session, “Insight-Driven Leadership”, Mohit will share how A.P. Moller – Maersk turns customer intelligence into actionable strategies that drive growth, resilience, and innovation across the region.
The change also reflects a broader move away from reporting toward decision enablement. Similarly, Suryo Aji Soekarno, Vice President – Market / Consumer Intelligence at Maybank highlights that:
“The value of insights no longer comes only from the depth of analysis, but from the ability to integrate multiple data sources into a coherent view that business teams can act on.”
What this means for leaders:
- Insight teams must align directly with P&L priorities, not research agendas
- Success metrics shift toward adoption, actionability, and commercial outcomes
- The distinction between “research” and “strategy” continues to dissolve
2. The Rise of Integrated Intelligence Ecosystems
The second major transformation is methodological: single-source research is being replaced by integrated intelligence systems.
At Maybank, this means combining public, alternative, and internal data to answer real business questions — particularly around market sizing, targeting, and prioritisation.
“Public data should not be viewed as a secondary input, but as a valuable layer that provides scale, context, and direction”, says Suryo Aji Soekarno, Vice President – Market / Consumer Intelligence at Maybank.
In his upcoming session, “Stop Guessing: Use GEOINT to Pinpoint High-Potential Micro-Markets”, he will explore how integrating different types of data reveals where customers actually live, work, and shop.
At OCBC, Irene Lew Chai Ling, Head of Customer Experience Malaysia, this integration is operationalised through infrastructure:
“We collect customer voices across multiple omnichannel touchpoints and pipeline them into a centralized data hub that surfaces insights in near real-time.”
Meanwhile, at A.P. Moller – Maersk, the evolution is powered by predictive analytics and real-time intelligence platforms, enabling faster, forward-looking decisions.
Key implication:
Insight leaders must design data ecosystems, not just research projects — where:
- Multiple data streams converge into a unified narrative
- Insights are continuously updated, not periodically delivered
- Speed and accessibility are as critical as accuracy
3. From Customer Feedback to Experience Systems
Traditional feedback mechanisms — especially post-purchase surveys — are rapidly losing relevance.
OCBC’s approach signals what comes next: experience-led insight systems.
“Post-purchase surveys often give us a delayed and fragmented view of the customer”, says Irene Lew Chai Ling, Head of Customer Experience Malaysia at OCBC.
Irene describes a robust Experience Model, which she will explore further at MRMW APAC 2026, acting as a daily operational compass supported by:
- Real-time, omnichannel feedback collection
- Immediate stakeholder distribution
- Structured processes to convert insight into action
This reflects a broader industry shift toward:
- Continuous listening vs. episodic measurement
- End-to-end experience understanding vs. touchpoint optimisation
- Operational integration vs. reporting isolation
For senior leaders: the competitive advantage lies not in collecting more feedback, but in closing the loop faster and more effectively.
4. Insight as a Driver of Brand Identity and Meaning
Perhaps the most forward-looking perspective comes from Elaine Tai, Director, Brand & Market Integration, APAC & US Retail at VIVAIA, who reframes insight as a foundation for brand identity:
“Insight only matters when it becomes a conscious connection.”
Her perspective signals a shift from behavioural analysis to meaning-based understanding:
- From “what consumers do” → to “what grounds and motivates them”
- From data points → to emotional, cultural, and contextual interpretation
She emphasises the growing importance of sustainability, wellness, and human alignment in research frameworks:
“The future of insight is not more data — it’s deeper grounding.”
Strategic takeaway:
Insight teams must increasingly contribute to:
- Brand positioning and identity development
- Cultural and emotional relevance
- Long-term trust and differentiation
These approaches will be uncovered at MRMW APAC 2026, highlighting how insight at VIVAIA bridge understanding and action in brand strategy.
The New Skillset: What Separates High-Impact Insight Leaders
From these discussions, one capability model stands out — blending deep technical knowledge with strategic impact.
Expected capabilities:
- Data literacy and synthetic data understanding
- Advanced storytelling and narrative translation
- AI productivity and pattern recognition
Less obvious — but critical — differentiators:
- Business acumen (connecting insight to revenue and strategy)
- Stakeholder influence & internal diplomacy
- Systems thinking (understanding interconnected business dynamics)
- Ethical judgement (especially in AI-driven environments)
- Embodied awareness (reading unspoken consumer signals)
As Suryo notes:
“These less visible skills often determine whether insights are used or ignored.”
Why This Matters Now — Why MRMW APAC 2026
A final thought is why these conversations are critical today. Across logistics, banking, and consumer brands, leaders are grappling with:
- Increasing pressure to deliver impact with fewer resources
- Faster decision cycles and shrinking timelines
- Greater complexity in data, channels, and customer expectations
As Mohit Kapila puts it:
“Exchange ideas on how insights can shape strategic decisions in a rapidly evolving industry landscape.”
And as Elaine Tai highlights:
“Depth over dashboards and connection over noise.”
For senior market research and insights professionals, MRMW APAC 2026 offers precisely this:
a platform to explore real-world case studies, innovative techniques, and actionable strategies from leading brands.
The 2026 edition will feature speakers from OCBC, De’Longhi Group, PepsiCo, Diageo, IBM, and more, providing methodologies and techniques that can help position your team as strategically indispensable within your organization.
Join MRMW APAC on April 14–15, 2026, in Singapore to gain firsthand knowledge on customer experience strategies and research-driven decision-making.
Less than one month remains — register now to secure your place!
