BDO Singapore’s Roger Loo: Organisations that combine strategic agility with execution excellence will be most successful

He said that leaders must be capable of making informed decisions in increasingly complex environments.

In 2025, businesses in Singapore continued to place greater focus on strategic resilience, data-informed decision-making, and sustainable growth as they navigated evolving regional markets. Organisations continued to strengthen performance management and explore internationalisation opportunities to remain competitive.

These priorities closely align with the extensive background of BDO Singapore’s Dr Roger Loo, who has three decades of experience in business intelligence and management consulting. In his role, he has established a distinguished track record across diverse domains, including market intelligence, strategic advisory, feasibility studies, internationalisation, family enterprise development, and performance management.

As one of the judges in the Singapore Business Review Management Excellence Awards 2026, Loo explores the way organisations are redefining sustainable growth, identifying and addressing strategic blind spots, and adapting their decision-making approaches as artificial intelligence (AI) becomes more prominent. He also aims to understand developments that could shape Singapore’s business environment and the management capabilities organisations will need to sustain competitiveness in the near future.

Based on your work with companies in different markets, what shifts are you seeing in the way businesses define sustainable growth?

Sustainable growth is no longer defined purely by revenue and profitability. Increasingly, organisations are taking a more holistic view that balances financial performance with resilience, stakeholder trust, talent sustainability, digital capability, and responsible governance. We are seeing business leaders shift their focus from short-term gains towards building organisations that can adapt to market disruptions, regulatory changes, and evolving customer expectations.

Another notable shift is the growing emphasis on value creation rather than simple expansion. Companies are investing in digital transformation, operational efficiency, and customer experience improvements to drive long-term competitiveness. Sustainability itself has moved from a compliance exercise to a strategic agenda, with leading organisations integrating environmental, social, and governance considerations into core decision-making processes.

What strategic blind spots do you commonly observe amongst organisations today?

One of the most common blind spots is the tendency to focus heavily on operational performance whilst underestimating the speed of external change. Many organisations still rely on historical success factors despite significant shifts in customer behaviour, technology, workforce expectations, and competitive dynamics.

Another blind spot is the lack of integration between strategy and execution. We often see well-crafted strategic plans that are not adequately translated into measurable actions, governance structures, and performance indicators. In addition, many organisations underestimate talent and culture risks. Digital transformation, for example, is often treated as a technology initiative when it is fundamentally an organisational change programme that requires leadership alignment and workforce readiness.

How do you expect artificial intelligence to reshape strategic planning and business decision-making?

Artificial intelligence will fundamentally transform decision-making by enabling faster access to insights, predictive capabilities, and scenario-based planning. Traditionally, strategic planning has relied heavily on historical data and periodic reviews. AI allows organisations to continuously analyse market conditions, customer trends, operational performance, and emerging risks in near real time.

However, the most significant impact may not be automation itself but augmentation. AI will enhance the quality of executive decision-making by helping leaders evaluate multiple strategic options, identify patterns that may otherwise be missed, and improve forecasting accuracy. The organisations that achieve the greatest value will be those that combine AI-driven insights with strong human judgement, governance, and ethical oversight. Ultimately, AI should enable leaders to spend less time gathering information and more time focusing on innovation, growth, and stakeholder value creation.

What regional trends do you believe will have the greatest impact on Singapore businesses over the next few years?

Several regional trends are likely to shape Singapore's business landscape significantly. First, the continued restructuring of global and regional supply chains will create both opportunities and challenges as businesses seek greater resilience and diversification. Singapore is well-positioned to serve as a strategic hub for companies navigating these changes.

Second, the acceleration of digitalisation and AI adoption across Southeast Asia will intensify competition whilst creating new growth opportunities. Organisations will need to continuously innovate to maintain relevance and competitiveness.

Third, demographic shifts, talent shortages, and changing workforce expectations will increasingly influence business strategy. The ability to attract, develop, and retain skilled talent will become a critical differentiator. Finally, growing regulatory expectations around sustainability, governance, and data management will require organisations to strengthen compliance capabilities whilst leveraging these areas as sources of competitive advantage.

Looking ahead, what management capabilities do you believe organisations will need most to stay competitive over the next five years?

The most successful organisations will be led by management teams that combine strategic agility with execution excellence. Leaders must be capable of navigating uncertainty, responding quickly to market changes, and making informed decisions in increasingly complex environments.

Digital and AI literacy will also become essential management competencies. Leaders do not need to be technical experts, but they must understand how emerging technologies can generate value and transform business models. Equally important are capabilities related to change leadership, stakeholder management, and talent development. As organisations continue to evolve, leaders will need to foster cultures of innovation, adaptability, and continuous learning.

Ultimately, competitiveness will depend on an organisation's ability to align people, technology, and strategy around a common vision whilst maintaining strong governance and accountability.

As a returning judge for the Singapore Business Review Management Excellence Awards 2026, what new business trends are you hoping to see reflected in this year's award submissions?

I would be particularly interested in seeing examples of organisations that have moved beyond simply adopting new technologies to demonstrating measurable business outcomes from transformation initiatives. AI, digitalisation, and automation are important, but what truly matters is how these capabilities deliver tangible value for customers, employees, and shareholders.

I would also welcome submissions showcasing innovative approaches to workforce transformation, sustainability integration, and customer-centric business model innovation. The most compelling organisations are often those that successfully balance growth with resilience and long-term value creation.

Finally, I hope to see strong examples of leadership during periods of change. In today's environment, management excellence is not just about achieving impressive financial results; it is about building agile, purpose-driven organisations that can thrive amid uncertainty whilst creating lasting positive impact for all stakeholders.