Generative AI: Transforming APAC Industries

Over the last two years, generative AI has transitioned from a promising technology to a significant driver of change, influencing industries worldwide. This transformation is particularly visible in the Asia-Pacific (APAC) region, where businesses are moving from pilot projects to extensive AI implementations.

Startup Superb engaged with Ryoji Sekido, CEO – Asia Oceania, Accenture, and Saurabh Kumar Sahu, Managing Director and Lead – India Business, Accenture, to discuss how enterprises are scaling generative AI, the sectors leading this movement, and what is necessary to achieve sustained business value.

The Transition from Concept to Enterprise-Wide Transformation

Ryoji Sekido observes that the initial phase of generative AI adoption in the APAC region was primarily experimental. Businesses would test AI technologies in confined segments of their operations, often with limited scope and low expectations. However, the investment landscape has altered significantly since then.

“There is significantly more traction throughout the region. The focus has shifted from small enhancements to a top-driven, transformative method,” Sekido elaborates. A notable case is the Japanese insurance leader Meiji Yasuda, which, in response to a shrinking population and an ageing sales team, embraced generative AI, not only for efficiency but also for survival and growth. By collaborating with Accenture, they implemented AI-driven personalised sales agents throughout their 35,000-strong sales force, resulting in doubled productivity and enabling human agents to handle up to 150 clients each, tripling the previous workload. This strategic move has allowed the firm to redirect resources towards emerging sectors like healthcare, ensuring its future viability.

A similar story is unfolding in Australia with Telstra, the largest telecommunications company in the country. Accenture and Telstra have launched a joint venture aimed at advancing their data and AI strategies, embracing a comprehensive, enterprise-wide AI approach. “This is not merely about tactical upgrades; it’s about integrating AI into the core of business transformation,” Sekido states.

Pioneering Generative AI in India: Banking, Retail, and Life Sciences

Various sectors in India are swiftly adopting generative AI. Saurabh Kumar Sahu identifies banking, retail, life sciences, and certain manufacturing sectors as early adopters shifting from isolated trials to widespread implementations.

In banking, Union Bank of India is a leading public-sector entity leveraging generative AI to tackle fraud and deliver highly personalised services to its clients. In retail, Malabar Gold and Diamonds utilises AI to enhance customer experiences and optimise operations. “Today, when customers enter one of their stores, sales staff have access to their shopping histories on handheld devices. This technology suggests potential purchases and integrates seamlessly with the billing process. That exemplifies real-time personalisation,” Sahu explains.

Life sciences are also experiencing significant advancements. Generative AI is minimising drug discovery timelines by employing intelligent agents to analyse intricate medical literature and datasets, thereby accelerating innovation in a traditionally manual and labour-intensive field.

Debunking Misconceptions: The True Cost and Value of Generative AI

One prevailing myth obstructing the progress of Indian enterprises is the misconception regarding the costs associated with generative AI. “Numerous individuals think it’s unaffordably expensive, but that perception is outdated,” Sahu clarifies. When matched with the appropriate use cases, generative AI can pay for itself and often yields substantial returns on investment.

There remains doubt regarding the continual cycle of technology investments. Many organisations have already invested significantly in cloud systems and conventional AI tools. “Some leaders contemplate when these investments will start yielding benefits. This is where we highlight that generative AI isn’t merely a trend; it’s a versatile multiplier technology,” Sahu articulates. He advocates for bold, strategic decisions rather than a timid, fragmented approach.

From Technology to Talent: The Human Component of AI Transformation

As technology advances, transforming the workforce becomes essential. Sekido emphasises the need to democratise AI within organisations. “To a typical business user, AI can appear dauntingly complex. Therefore, we need platforms that simplify that complexity,” he notes. Accenture’s strategy includes developing intuitive platforms that empower non-technical users to engage with and construct AI tools, accompanying enterprise-wide training.

This philosophy was crucial to the transformation at Meiji Yasuda. Besides deploying AI agents, the insurance firm introduced extensive education and support initiatives to ensure all 35,000 staff could confidently incorporate AI into their daily tasks.

Identifying Where Value Resides: Productivity as a Driver for Growth

Looking forward, both executives concur that the primary value of generative AI is in boosting productivity. “For Indian enterprises, the question lies in how to reinvest that productivity once it is unleashed,” remarks Sahu. Businesses that are ready to reinvest AI-enhanced efficiencies for expansion stand to benefit substantially.

Sekido adds that while the core advantages of generative AI are universal, each country’s context helps shape its priorities. “In Japan, generative AI addresses labour shortages resulting from an ageing population. In India, where economic growth is robust, the emphasis is on employing AI to broaden access to essential services such as finance and healthcare. It is about fostering inclusive and sustainable development.”

The Competitive Advantage: Strategic Thinking Over Tactical Initiatives

When discussing what sets apart successful AI adopters, both leaders stress the importance of strategic clarity. “Firms that commit to long-term strategic investments in AI generally experience a 12–15% uplift in revenue compared to their counterparts,” Sahu points out. Tactical implementations, though straightforward, seldom achieve the scale necessary to deliver substantial value.

Sekido agrees, highlighting that AI adoption should be viewed as a process rather than a singular project. “It’s not just about this year or the next. It’s about embedding AI within your organisational culture and operations over time. Firms embracing this strategy today will enjoy a significant advantage, especially as their workforce begins to fluently interact with AI tools.”

As generative AI shifts from being a novelty to an essential aspect, businesses throughout the APAC region, particularly in India, are recognising the critical need to progress beyond pilot initiatives and position AI at the core of their operations. The insights from Accenture’s leaders indicate a clear message: success is reserved for those who dare to innovate. With a sound strategic framework, investment in talent, and the right technology foundation, generative AI emerges not just as a tool but as a catalyst for reinvention and enduring growth.