Jean-Michel Wu

99.5% of supply chain leaders across APAC rank visibility as a top priority. Not surprising. When you can’t see what’s happening, you can’t plan, pivot, or protect your margins. But here’s the catch: Visibility isn’t just about real-time inventory tracking or predictive analytics. It’s also about: → Knowing how many forklift operators will call out next week. → Anticipating delays after the port because of regional labour shortages. → Aligning AI-generated demand signals with actual workforce capacity on-site. This is where visibility meets execution. In Australia and New Zealand, the smartest operators are layering automation and data tools on top of human expertise. We’re using AI not to replace decision-making. But to enhance it. It’s no longer enough to say “we need more visibility.” We need to redefine where we’re looking. And whether our people, tools, and partners are ready to act on what we find.

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Just wrapped up a powerful session at the HR Business Asia Conference, sharing on "Unlocking Potential: How HR Strategies Boost Employee Performance and Business Success." One key takeaway? Performance doesn’t come from pressure — it comes from psychological safety and playing to people’s strengths. When employees feel safe to speak up, experiment, and bring their whole selves to work — and when their roles align with what they naturally do best — that's when potential is truly unleashed. + Strengths-based cultures fuel performance. + Psychological safety protects wellbeing Together, they create the conditions for people and businesses to thrive, and not just to survive. Grateful for the meaningful conversations with Terry Netto , Wai Kee Lai and Baktiar Hasnan. Let’s keep building cultures where people feel seen, safe, and strong. #StrengthsBasedLeadership #PsychologicalSafety #HRBusinessAsia

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AI Anxiety Isn’t Just a Gen Z Problem. It’s a Leadership Challenge. Randstad Singapore reports that nearly half of Gen Z professionals believe AI will drastically change their jobs. I’ve seen this fear before: 1997 – I graduated during the Asian Financial Crisis when companies were freezing hires and cutting costs. In my corporate career – I was tasked with moving operations to a lower-cost countries (Philippines and India) to build call centers and later they named it fancier: Center of Expertise. Employees were terrified of losing their jobs, and leading through that fear required more than processes, it needed empathy and foresight. At 46 – I was retrenched myself. After two decades of supporting others' businesses, I had to reinvent my own career. Fast forward to today: I’ve spent the last 1.5 years mastering AI. Not just prompting, but building bots, putting talents together, and functioning like a fractional CCO for businesses. And through my Wealth & Joy boardgame, I help leaders see how fear and reactive choices can trap entire organizations in a maze, preventing transformation. Both very different kind of prompting but by asking questions for them to reflect. 2 types of prompting but with the same effect. AI disruption isn’t just about tools—it’s about trust. If your team fears replacement, they won’t embrace innovation. Your role isn’t to shield them from change, but to guide them through it. Equip them with social, strategic, and collaborative skills that AI can’t replicate. Transformation starts with you. The leaders who adapt first set the tone for everyone else. If I could rebuild myself at 46, if I can now design AI-driven solutions and simulate leadership decisions that prepare teams for the future... Then imagine what your organization could achieve with the right mindset and tools. Don’t let your business get stuck in the maze of fear and uncertainty. Lead your people into a future where AI and human intelligence thrive together. P/S: if you need some guidance, reach out to enquire our team of Trainers and Consultants, who have helped many businesses train their people to use AI to be more productive, but also deployed AI tools in their Operations. We are moving fast, but we will bring you along with us.

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