In a world where AI is accelerating the pace of business, the ability to make better decisions quickly has become a competitive advantage. As part of the AMR Network's Speed of Change event in Singapore, the panel, 'The race to make better decisions', examined the role of trusted data, human expertise and responsible AI in helping organisations move faster and make smarter decisions.
Feature
13 Oct 2026
Inside the AMR Network in Singapore: The race to make better decisions – the key takeaways
The AMR Network returned with its latest event taking place in Singapore. Under the theme Speed of Change, leaders from across our technology, finance and business partners convened to explore how organisations can adapt to an era of accelerating change.
In the panel, 'The race to make better decisions', Jan Morgenthal, CTO APAC, ServiceNow; Gina Wong, General Manager ASEAN, Cohere; and Nicole Zuuring, SVP Operations and People, Cognition, explored what it takes to turn technological potential into real-world impact.
From giving people access to the right information to building trust in AI and freeing teams to focus on higher-value work, their discussion revealed some key takeaways for businesses navigating change.
1 | The real advantage is getting the right data at the right time
Businesses have never had more information at their fingertips. Yet having data and being able to act on it at the moment it matters are two very different things.
For Jan Morgenthal, the challenge is ensuring information reaches the people who need it, when they need it. Data can exist across multiple systems and departments, but without a clear view of how everything connects, decision-makers risk working with only part of the picture.
"You always have access to the data. The only problem is, do you have access to the data at the right time where you actually need to have it?" he said.
Gina Wong of Cohere sees a similar challenge, particularly for enterprises operating across different countries, languages, systems and regulatory environments. The opportunity for AI, she argued, lies in helping people find and securely access the information they need.
"It is about who has the right data at the right time, and they can trust it to act immediately," she said.
The distinction matters. More data doesn't automatically lead to better decisions. The advantage comes from making existing information accessible, relevant and actionable – connecting the dots so people can respond with confidence.
We want you to own your AI, and by that we mean your ability to own the data, the model, and the infrastructure every step of the way.
2 | Speed means little without trust
In a world increasingly focused on AI's ability to accelerate work, it's tempting to treat speed as the ultimate measure of success. But moving quickly is only valuable if the information behind a decision can be trusted.
Gina Wong explained that that means considering security, compliance and governance from the outset. Cohere's approach to sovereign AI centres on giving organisations control over their data, models and infrastructure, allowing them to manage how AI is deployed and operated.
"We want you to own your AI, and by that we mean your ability to own the data, the model, and the infrastructure every step of the way.
"It's about not just going fast with speed, but it's speed with governance," she said.
That control becomes particularly important as organisations move beyond experimentation and begin deploying AI across their operations. Trust isn't simply a box to tick; it's what gives businesses the confidence to scale.
Jan Morgenthal highlighted a related challenge: while many organisations already have frameworks for IT and data governance, responsibility for AI governance can be less clear.
"I'm pretty sure every organisation has somebody who's taking care of IT governance. I'm pretty sure every organisation has somebody who takes care of data governance, but who's responsible for AI governance?"
It's a question businesses need to answer as AI becomes more deeply embedded in everyday decisions. The objective isn't to slow progress, but to establish the foundations that allow it to happen responsibly.
3 | Measure AI by the outcomes it delivers
The conversation around AI can quickly become focused on models, platforms and the latest capabilities. In Jan Morgenthal's view, the more important question is what those technologies actually help an organisation achieve.
That requires a shift in how businesses approach technology partnerships. Rather than simply purchasing a product, organisations need to identify the problem they want to solve and work with partners to deliver a measurable result.
"Always buy an outcome, or want to buy an outcome. Don't buy one singular product. Buy an outcome. It's the focus on the outcome rather than just the product that we want to buy."
AI's value isn't defined by the sophistication of the technology alone, but by the difference it makes to the way a business operates.
For organisations looking to move beyond pilots and experiments, that focus on tangible results can help turn technological potential into practical progress.
4 | Free people to focus on their most valuable work
One of AI's most significant opportunities may be what it gives people back: time to think, create and solve problems that demand their expertise.
Nicole Zuuring pointed to the pace of change within Cognition itself. Between August and November last year, the company's engineering team doubled, while the number of merged pull requests increased 18-fold.
The figures offer a glimpse of how rapidly AI is changing software development. But for her, the more interesting question is how that acceleration changes the work people do and the decisions they make.
As routine tasks become easier to automate, teams have more scope to focus on strategy, product development and the needs of their customers.
"You can free people up to do the most interesting parts of their day, the most interesting parts of their work."
That shift also demands a different approach to innovation. With teams able to build, test and release at a pace that would previously have been difficult to sustain, organisations need to be more deliberate about what they choose to develop and why.
The opportunity isn't simply to do more work in less time. It's to use that additional capacity to do better work and to make better decisions about where to direct it.
The customers that we work with that are adapting the fastest are the ones that are really willing to take risks.
5 | The biggest gains come when AI and human expertise work together
For all the progress AI is making, the technology doesn't operate in isolation. Its value depends on how people apply it, the questions they ask and the judgement they bring to the results.
Gina Wong sees this as particularly compelling in Formula One, where specialist knowledge, performance data and decisions made under pressure all play a role.
"With the power of human intelligence, human judgement, and all the insights that the experts have within Aston Martin Aramco, plus AI, that becomes like the superintelligence, in my definition."
The parallel extends beyond the racetrack. Across industries, organisations are exploring how AI can help people make sense of complex information, identify opportunities and respond to changing circumstances. But the technology is only one part of the equation.
Nicole Zuuring highlighted the importance of organisations being willing to experiment and take risks as they navigate a rapidly changing landscape. The customers adopting AI fastest, she observed, are often those prepared to embrace uncertainty and learn as they go.
"The customers that we work with that are adapting the fastest are the ones that are really willing to take risks, because this is new for all of us."
Together, these perspectives point to a broader lesson: making better decisions isn't simply about deploying more powerful technology or moving faster. It's about combining the right tools with trusted information, human judgement and the willingness to change how things are done.
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