August 28, 2025 - Good Job Creations

Infographics Vol 2

Jocelyn goodjob on August 28, 2025

Done by: Jocelyn Lim

Technology as Workforce Enabler Dashboard

Singapore
Digital Competitiveness

Japan
Digital Competitiveness

Source: IMD World Digital Competitiveness Ranking 2024

Digital Competitiveness Framework

How well countries utilise digital technologies to transform their economies:

1. Knowledge

People & Skills

2. Technology

Infrastructure & Policies

3. Future Readiness

Adapt & Integrate

🤖 AI Adoption Comparison

Singapore SMEs

2019

→

2023

DEB Report 2024

Japan SMEs (2025)

Using AI

Not Using AI

Rakuten Global (n=300)

💰 Digital Investment Landscape

Annual Budget Devoted To Digitalisation

SME Budget

Large Co.

Technology	Company Size	Adopted	Planning	No Plans
☁️ Cloud Computing	SME	0	0	0
☁️ Cloud Computing	Large Co.	0	0	0
🔒 Cybersecurity	SME	0	0	0
🔒 Cybersecurity	Large Co.	0	0	0
🤖 Artificial Intelligence	SME	0	0	0
🤖 Artificial Intelligence	Large Co.	0	0	0

☁️

Cloud Computing

Company Size

SME

Adopted

Planning

No Plans

Company Size

Large Co.

Adopted

Planning

No Plans

🔒

Cybersecurity

Company Size

SME

Adopted

Planning

No Plans

Company Size

Large Co.

Adopted

Planning

No Plans

🤖

Artificial Intelligence

Company Size

SME

Adopted

Planning

No Plans

Company Size

Large Co.

Adopted

Planning

No Plans

Sample Sizes: Smes (n=434) • Large Companies (n=95)

SBF Report 2024

📈 Return On Investment: Digital Transformation Impact

⏱️ Employee Time Savings 0

💰 Cost Efficiency Gains 0

⭐ Quality Improvements 0

📊 Revenue Growth 0

Source: SBF Report 2024 (n=529 respondents)

Is Our Workplace Tech Building or Breaking Connection?

Jocelyn goodjob on August 28, 2025

Written by: Roy Lim

I. Introduction: The Digital Ecosystem at Will Group

In the modern enterprise, the most critical real estate isn’t a physical office, but the digital ecosystem where our teams connect, collaborate, and create. The backbone of daily operations is powered by Microsoft 365 Business Premium, a suite that enables seamless, secure work for a distributed, multi-faceted workforce. Microsoft Teams anchors our daily communication, whether it’s a quick check-in, a periodic progress update, or a virtual meeting. SharePoint and OneDrive serve as our shared workspace, enabling team members to collaborate on information in real-time from different sources. With analytics and business applications like Power BI and Microsoft Forms, we can better visualise data and set up workflow processes.

Customer Relationship Management (CRM) technology platforms such as Bullhorn and LinkedIn and related applications such as Automate and Messaging have become indispensable tools in the recruitment process, enabling our consultants to connect with a vast network of qualified professionals, streamline candidate sourcing, and engage top talent more efficiently and effectively.

Yet amid all this efficiency and interconnectedness, we must ask, is technology fostering genuine human connections, enhancing team cohesion, and enriching our corporate culture, or is it creating tunnel vision?

Amid all this efficiency and interconnectedness, we must ask, is technology fostering genuine human connections, enhancing team cohesion, and enriching our corporate culture or is it creating tunnel vision?

II. The Core Challenge: Meaningful Conversation vs. Digital Convenience

Are team members merely texting and emailing in silos, or are they taking the time for meaningful face-to-face interactions that allow for deeper collaboration and the open exchange of ideas and leads? True success lies in leveraging technology not just for speed, but to build a culture where we work together as a united team, not as isolated contributors navigating challenges alone.

Too often, the convenience of messaging replaces meaningful conversation. Team members may exchange texts or comments in chat threads without engaging in the kind of face-to-face dialogue that sparks innovation, resolves misunderstandings, or builds trust. This isn’t a minor issue; according to Grammarly’s 2024 State of Business Communication report, workplace miscommunication cost U.S. businesses an estimated $1.2 trillion in the previous year. In some cases, digital convenience may erode the deeper relationships and spontaneous idea-sharing that once happened around a conference table or over coffee.

This matters because high-performing teams don’t just collaborate on paper. They connect. They build rapport. They challenge each other. They see the bigger picture, together. Hence, team leaders have the opportunity to encourage a culture where face-to-face interaction, whether in person or through video, is prioritised for important discussions. This means creating regular opportunities for cross-functional teams to meet and share ideas and valuing the how of communication, not just the speed.

We must leverage technology as a tool and not a substitute for the human elements that truly drive performance which are elements like empathy, collaboration, mentorship, and trust. Because in the end, we don’t build successful companies with technology alone. We build them with people: working together, listening to each other, and moving forward as one team.

III. The Double-Edged Sword: Global Connectivity vs. Transactional Depth

Workplace technology creates a constant digital rhythm, including pinged notifications, multiple chat threads, and back-to-back virtual meetings. Across Will Group’s diverse portfolio of Brands, we leverage a rich ecosystem of communication tools that connect teams across regions, functions, and time zones. This global connectivity enables real-time collaboration, speeds up decision-making, and keeps our operations agile.

However, as we are more connected than ever, the quality of these interactions can sometimes become transactional, where brief chats replacing deep dialogue, or decisions being made without the full strategic context. This efficiency sometimes comes at the expense of depth. With most conversations happening digitally, there are fewer spontaneous check-ins or chance conversations. This can make updates feel transactional, focused on completion rather than discussion. Over time this inadvertently weakens strategic alignment and corporate-level achievements and outcomes.

With multiple channels constantly buzzing, team members increasingly face digital fatigue and information overload. Recent studies highlight the scale of this problem, with Slingshot’s 2024 Digital Work Trends Report finding that 34% of workers feel overwhelmed by the time they spend on digital devices, rising to 39% for managers. This not only affects well-being but can dilute focus, creativity, and the ability to think deeply. The cost to productivity is staggering. Research popularised by the University of California, Irvine, shows it can take over 23 minutes to fully regain focus after a digital interruption, a heavy tax on our cognitive resources.

This is why we must increasingly encourage intentional ‘analogue’ moments, such as screen-free discussions and brainstorming sessions, and quiet time blocks for deep work and strategic thoughts without the interruption of emails and team chats as critical tactics for fostering innovation and ensuring our teams move forward with clarity, not just speed.

Even as a tech leader, I see real value in moments away from screens. A quick sketch on paper or an offline discussion often unlocks clarity in a way tools can’t. These analogue moments, paired with intentional digital structure, are where real innovation happens.

IV. The Cultural Current: Technology in Will's Global, Multicultural Landscape

The push to adopt AI and other advanced tools in the workplace is immense; a 2025 PwC report noted that industries most exposed to AI are seeing productivity growth that is significantly higher than those least exposed. For a global group like ours, harnessing this power is essential. However, it must be balanced with caution, especially when bridging cultural divides. AI translation tools, for instance, can connect global teams instantly, but they cannot yet reliably capture the high-context nuance vital in negotiations with our Japanese partners or in team-building with our SEA colleagues. The risk of misinterpretation in sensitive discussions remains a key concern for us at Will Group, alongside data security when proprietary information is processed by third-party AI.

Furthermore, technology is used differently across cultures. In my role, I’ve observed fascinating differences in how our global teams communicate. While a quick, informal message on Teams might suffice for our colleagues in one region, our partners in Japan often appreciate a more formally structured email for important requests.

Understanding this isn’t just a matter of etiquette; it directly impacts project efficiency and relationship building. With a 2024 Notta report highlighting that younger workers show a much lower preference for in-person conversations than their older colleagues, this generational shift adds another layer of complexity for leaders managing multicultural, multi-generational teams.

This is why leaders must be proactive in setting clear communication protocols. With Gallup reporting that only 23% of employees feel their organisation genuinely cares about their well-being, using technology to bridge cultural gaps thoughtfully is no longer a soft skill—it’s a critical strategy for engagement and retention. The first step is acknowledging these differences and providing teams with a framework, not just a tool, for effective cross-border collaboration.

V. Building Trust & Authenticity Across Will’s Digitally Connected Brands

In a global organisation like Will Group where many teams, and even entire Brand companies, do not meet daily face-to-face, fostering trust, psychological safety, and a sense of belonging presents a unique challenge. This isn’t just a feeling; a 2024 report from Perceptyx covering over 20 million employees revealed that over four in ten workers experience loneliness, which has significant consequences for productivity and turnover. Technology enables seamless collaboration, but as interactions are often hidden behind a screen, there is a risk of reducing relationships to task-oriented activities. Authentic communication, especially in dispersed teams, requires more than well-crafted texts, emails or reports. It needs rapport building, occasional chatter and even banter for human connection.

With our Team Member Network, we are constantly looking to support trust-building moments through transparent leadership communication and insights, relevant talks and seminars for productivity and well-being, and not forgetting the celebration of success for award winners of team members who “WOW” with their contributions, passion, and dedication.

And everyone can play a part, for example, in small yet meaningful digital rituals such as turning on cameras during check-ins, celebrating wins in Teams channels, and taking time to ask how people are doing beyond their tasks. These moments, while simple, help foster a sense of belonging and authenticity within a remote-first setup.

Just as important, our technology and security policies play a foundational role in supporting that trust. Our IT security policies are based on the NIST Cybersecurity Framework, ensuring not only regulatory compliance but also clarity and fairness in how information is protected and access is managed. By aligning with a globally recognised standard, we give our teams the confidence that their work environment, digital as it may be, is secure, stable, and thoughtfully governed. By creating this fair and transparent security environment, we provide a stable foundation upon which psychological safety and trust can be built.

VI. A Tech Leader’s Vision: Technology as a Bridge for Will Group and Beyond

Intentional tech deployment means asking not just “what tool solves this problem?” but “how will this tool shape the way our people work, think, and connect?”. At Will Group, we take a people-first lens when rolling out platforms. This approach is crucial, as leadership is key to navigating the next wave of technology. While a recent SS&C Blue Prism report shows 84% of business leaders see AI’s potential to innovate ways of working, 75% also find its adoption challenging. We balance efficiency, scalability, and human connection to provide the necessary protection in today’s environment, where threat actors constantly attempt phishing and other fraudulent methods to deceive us and our customers.

For leaders today, the strategic imperative is to look beyond legacy processes. We must thoughtfully adopt technology that not only accelerates results but, more importantly, empowers our people. The key is finding the right balance to differentiate ourselves in how we collaborate and innovate.

My hope is that we continue shaping a digital workplace where innovation thrives because people feel seen, supported, and truly connected. Looking ahead, the most promising technologies will foster presence, not just productivity, by forming a bridge between people and processes and enabling diverse teams across borders, brands, and cultures to work, grow, and belong, no matter where they are. The critical question for every leader is: How are you shaping yours?

For leaders today, the strategic imperative is to look beyond legacy processes. We must thoughtfully adopt technology that is not only accelerates results but, more importantly, empowers our people.

Roy Lim

Roy Lim is the Senior Manager for Technology, Networks and Security at Will Group Asia Pacific. He has over 3 decades of experience in Information Technology since 1991. Specializing in IT service management, project leadership and cyber security covering Healthcare, Financial Services, Government, IT outsourcing and HR Workforce solutions.

Beyond Efficiency: The Hidden Risks of Workforce Reduction After ERP Implementation

Jocelyn goodjob on August 28, 2025

Written By: Masakazu Ryoto

Implementing a new ERP boosts efficiency but often leads to workforce cuts, which is a mistake. In competitive markets like Singapore, firing staff risks losing vital institutional knowledge. True ROI comes from investing in people, not short-term cuts.

What is the main risk of reducing staff after an ERP implementation?

Primary Risk: The main risk is losing the core employees with the essential project and institutional knowledge required to operate, maintain, and adapt the new system effectively.
Negative Outcome: This loss of talent creates a “hollowed-out capability.” The organisation is left with powerful technology but lacks the crucial human expertise to maximise its value, ultimately undermining the long-term return on investment (ROI).

Implementing an Enterprise Resource Planning (ERP) system promises efficiency. Still, it carries a hidden risk, particularly in Singapore’s competitive talent market: reducing headcount too quickly after going live can critically undermine the entire investment. The core lesson is clear: ERP success is not solely about technology; it is about the people who operate, maintain, and evolve it.

ERP success is not solely about technology; it is about the people who operate, maintain, and evolve it.

Organisations strive to streamline their processes, enhance accuracy, and improve decision-making by combining various workflows into a single cohesive platform. However, this significant and frequently overlooked issue lies beneath the attractive promises of increased efficiency and seamless integration.

The Pressure to Justify the Investment: Why Headcount is the First Target

In many instances, the choice to implement a new ERP system stems from the need for enhanced efficiency and urgent technical and operational requirements. Companies often rely on outdated client-server systems based on older technologies, such as Visual Basic, where the number of skilled developers is dwindling. This makes ongoing maintenance and future upgrades increasingly challenging. Transitioning to modern, cloud-based applications allows seamless integration with other cloud services via API connections, minimising manual data handling and boosting scalability. By moving away from on-premises infrastructure, organisations can also avoid expensive hardware upgrades and lighten the load on their IT teams. Additionally, this shift often frees companies from costly licensing models that no longer meet their operational demands.

These are all valid and compelling reasons to implement ERP. However, the substantial cost of such projects also creates an expectation, sometimes an unspoken demand, that the investment will be recouped quickly. Reducing headcount is one of the most immediate and visible levers for improving short-term profitability.

The ERP Paradox: Losing Your Most Valuable Players Post-Implementation

Unfortunately, when headcount is reduced immediately after implementation, the people who are often lost include those who understand the nuances of the old processes and the organisational context that makes the new system work in practice. Sometimes they are labelled as “redundant” because their manual work has been automated; other times, cost pressures override long-term considerations.

The damage is compounded when organisations unintentionally lose the core members who could have driven ongoing improvement in the ERP environment. These are often the people who were deeply involved in the implementation project—mapping processes, troubleshooting issues, and ensuring adoption across departments. ERP projects are demanding; the workload and stress can be intense, and completing the project can feel like crossing a finish line after a gruelling marathon. Having “given their all,” some of these key contributors may feel their contribution to the company is complete. Others recognise that their new skill set and project experience make them highly marketable, enabling them to secure higher salaries elsewhere. It is not uncommon for core project members to leave within one or two years after go-live, taking with them irreplaceable knowledge.

A System Without Stewards: The Dangers of a “Hollowed-Out” Capability

This creates a dangerous paradox: just as the organisation begins to rely on the ERP system for daily operations and strategic decision-making, it loses the people best equipped to fine-tune and evolve it. The result can be a hollowed-out capability where the system is in place, but the expertise to adapt it to changing business needs is gone.

This creates a dangerous paradox: just as the organisation begins to rely on the ERP system for daily operations and strategic decision-making, it loses the people best equipped to fine-tune and evolve it.

A People-First Approach to ERP Stabilisation

A standard narrative around ERP is the promise of eliminating manual errors through stronger data integration, ensuring that the numbers appearing in management reports are accurate and timely. Accurate data, in turn, enables executives to make smooth and confident decisions. Yet for this to be realised, leadership must recognise that seamless business data integration is often more critical than short-term labour cost reductions. In many small to mid-sized companies, many roles are filled by people who are difficult to replace. Cutting staff purely for immediate profitability can undermine the benefits the ERP was intended to deliver.

The lesson is clear: ERP success is not solely about technology; it is about people. Implementation should be followed by a stabilisation period, during which core knowledge is preserved and built upon. This means resisting the temptation to make sweeping cuts to headcount immediately after going live and instead investing in retaining and motivating those who understand the business and the system.

Masazaku Ryoto

An Independent IT Consultant with over 26 years of experience in business application implementation and process optimisation. Deep expertise in financial operations and ERP systems (NetSuite, SAP).

How GJC Acts as a Bridge to Retain Your Core ERP Talent

ERP systems are powerful tools, but they are not self-sustaining. GJC acts as a connector, helping you bridge the critical gap between your new system’s capabilities and the human expertise required to make it thrive. We empower you to retain and motivate the core team who understands your business and the new technology, ensuring your investment delivers long-term value.

Protect the investment you’ve made in your technology and your people. Contact a GJC consultant today at enquiry@goodjobcreations.com.sg for a confidential discussion on retaining your key talent post-implementation.

Infographics Vol 2