Transforming through tech

FEW industries have been spared the ravages of the Covid-19 pandemic, but technology stands out as a clear beneficiary of the lockdowns and border closures that have swept the globe this year. With the world now more dependent on technology than ever, it is no wonder that tech tycoons have been lining their pockets during this crisis.

But to Ng Tian Chong, managing director for Greater Asia at HP Inc, the global technology company's responsibility is clear.

"We have a tagline at HP, that says we want to build amazing technology that helps people to have a better life," Mr Ng says, referring to the HP vision to "create technology that makes life better for all". "For me, the role of HP technology through the pandemic is to help with the digital transformation of businesses and education."

As businesses grappled with the changes forced upon them by the pandemic, HP implemented more flexible payment plans and set up a free remote helpdesk support service for a limited time, to help its small and medium-size enterprise users and consumers adapt to remote working.

Across Asia Pacific, HP has led multiple relief initiatives and contributed more than US$1.7 million for Covid testing, essential equipment and relief. In Singapore, it donated over 3,000 personal computers (PCs) and printers to families, schools and communities in need.

In particular, the company has leveraged what Mr Ng calls its "unique position at the intersection of the digital and physical worlds" to render help in its area of expertise - converting digital content into physical assets through capabilities like 3D printing.

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It has 3D-printed more than 158,000 pieces of essential medical equipment to meet healthcare needs in the region, and made many of the design files available for free online.

"HP is in a very unique position with our technology, being able to be an on-ramp to the digital world as well as the off-ramp to create physical things, printing output and objects," Mr Ng says.

"We are in a good position to help customers with digital transformation, in coming up with new business models, new products, new ways of selling, new ways of personalising and differentiating products. Through the pandemic, (we'll use) our technology to help people be able to work from home, learn from home and close this digital divide."

Technology's growing role

Mr Ng is no stranger to weathering major financial storms with HP. In his 31 years as a HP lifer, the 55-year-old has witnessed the company pull through crises like the Global Financial Crisis, the Asian Financial Crisis, the Sars pandemic and the US-China trade war.

The contingency plans that he and his team developed and constantly revised throughout these episodes have proved crucial in this latest challenge.

"My previous boss, (former) CEO Dion Weisler, had a catchy way of reminding us (about contingency plans). 'If you plan your work, and you work your plan, your plan will work.' At every meeting, he would remind us with this catchphrase," Mr Ng says.

"That actually was a timely and great reminder as we went through the trade war last year, and this is exactly what we do. We plan our work, then we work our plan, and indeed our plan has worked."

Being a tech company did not guarantee a seamless shift to the fully remote arrangements demanded by the current situation. Mr Ng credits HP's success in pulling off a worldwide work-from-home pivot in March to the company's existing workforce strategy, which had mobility as a key plank.

Still, HP has faced the same challenges as most other companies in adjusting to the new way of conducting business. Mr Ng notes that it is harder to achieve work-life balance when working from home, and nuance is lost when meetings with colleagues, customers and partners have to be conducted virtually. He is particularly concerned about the impact the situation could have on HP's open company culture, which normally involves management walking around the office and having casual catch-ups with employees.

"We made up for it by having more frequent virtual catch-ups, virtual coffee talks and connect sessions. But as the situation goes on, we're going to have a hybrid approach with smaller groups getting together. We have to learn how to manage like this but yet keep our culture alive."

But he sees positives in the growing role of technology in business, such as the chance to spend time with family since people are working from home and travelling less. In addition, people can attend more seminars and big events virtually and access more job opportunities, now that most jobs have been proven to be compatible with remote working.

"Now with this situation, the technology allows us to do a bigger variety of jobs without the need to relocate or travel. Not that we planned for it, but it came upon us and forced us to have this new viewpoint where indeed, some jobs you really don't need to travel that much now," he says.

"In terms of a career pursuit or rotation, previously some people were held back, because their kids are growing up, so they think 'Maybe I can't do this job, I'll wait.' Now suddenly, I'll do it now because there's no difference. Let me try."

Technology will also play a key role in facilitating the return to physical workplaces. HP is working with AI Singapore on an artificial intelligence (AI) solution called Project Safe Eye, which uses AI and closed-circuit surveillance cameras to ensure safe distancing on the manufacturing floor.

When employees are detected standing too close together, an alarm will sound to remind them to keep a safe distance apart.

"We obviously have done all the safe distancing measures, but coupled with this technology, we are able to ensure another level in how we do things. We are piloting things like this to keep our employees safe."

HP's future in Asia

Beyond the Covid-19 crisis, Mr Ng's goals for his regional portfolio are to make Greater Asia the fastest growing market for HP, and to continue the company's legacy of nurturing Asian talent.

Achieving the first goal will involve significant digital transformation within HP and its wider ecosystem. HP has been focusing on upskilling its workforce over the past one to two years, equipping employees in the manufacturing side with skills in robotics and data and increasing the digital literacy of staff in other departments including finance and HR.

It wants to be more digitally driven in its business, and recently changed its partner programme framework to nudge channel partners into collaborating on such initiatives. HP now offers to co-invest with partners that build digital capabilities like e-commerce into their businesses, as well as offer them additional rebates for doing so. HP will also collaborate with partners to pool data that can be used for more targeted demand generation and customer campaigns.

Other areas that HP is working on in Singapore are smart manufacturing and supply chain solutions. At its Smart Manufacturing Applications and Research Centre, it is developing Industry 4.0 and automation solutions for manufacturing lines.

Meanwhile, the HP-NTU Digital Manufacturing Corporate Lab looks at how 3D manufacturing can be used to manage supply chain disruptions, such as when factories in China were unable to operate or ship out products due to the pandemic or geopolitical issues.

"In terms of our digital transformation, it's not just about the internal plumbing system," Mr Ng said. "It's also about what we do externally to create a transformation, to be a more digital business world."

The second goal of nurturing and exporting talent links back to HP's company culture, which Mr Ng credits with grooming numerous leaders who went on to be highly successful outside HP. These include former deputy prime minister Wong Kan Seng, veteran businessman Koh Boon Hwee and Venture Corporation founder Wong Ngit Liong.

The company culture was what attracted him to the company as a young graduate, and kept him there through more than 15 jobs in the organisation, including roles in finance, marketing, sales, product management and service.

"As a student, I was impressed a lot by HP. It was around the HP culture, which I felt was authentic and very people-centric," Mr Ng says.

"It's like looking at a tree and its roots. The roots stay the same over the years, but the leaves at the top change with the seasons... The HP way, the people-centric approach and our belief about diversity and inclusion are key things that don't change. This is the North Star that guides us."

He is confident that it remains the key to attracting and retaining talent like homegrown HP leaders Vivian Chua, managing director for Singapore, and Fiona Lee, managing director for Indonesia.

Mr Ng praises the holistic approach to talent development that HP takes, which gave him freedom to pursue external interests throughout his career. For instance, he sat on the boards of companies in other industries, joined industry associations and government committees, and volunteered with the Singapore army as a senior officer for 32 years, retiring only last year. These roles allowed him to keep in touch with industries other than his own, as well as gain leadership experience in other settings.

"Because of this great ecosystem, it's allowed me to develop as a leader and a manager at HP," Mr Ng says.

"I'm proud and honoured to be a Singaporean, an Asian leading Asia, my homeground and backyard. HP has given me that opportunity, but it has given me the opportunity through my evolution of roles, enabling me to manage multibillion dollar portfolios in my rotation, and more importantly, it has given me an opportunity to develop myself outside HP as well."

He describes his leadership style as being transparent and authentic, characterised by a global mindset and shaped by his military experience in dealing with complex operations and rapidly changing scenarios.

"People talk about being agile and being able to pivot very quickly. This quality is something that I continue to work on, but it's good that I have experiences outside that also help me in the business environment. Through the pandemic, when Covid-19 hit, we certainly had to make course changes in our business approach and business strategies, and I think this is one quality that has served me well."

NG TIAN CHONG Managing Director, Greater Asia HP Inc

1964: Born in Singapore

1985: BSc in International Business, Menlo College in California

1989: MBA, Haas School of Business, University of California at Berkeley

Career

1995 - 1999: Country GM, HP Indonesia

1999 - 2000: GM, Commercial Support Services

2000 - 2002: GM, Technology Finance

2002 - 2004: VP, Marketing, Personal Systems, Asia Pacific

2004 - 2007: VP & GM, Channel Sales, Asia Pacific

2007 - 2008: VP & GM, Commercial Sales

2008 - 2010: VP & GM, Personal Systems, South East Asia, Taiwan & Korea

2010 - 2012: VP, Consumer & Inkjet Business, Asia Pacific & Japan

2012 - 2013: Chief of Channel Sales, Printer and Personal Systems

2013 - 2015: MD, South East Asia, Taiwan & Hong Kong

2015 - 2018: VP & GM, Print Business, Asia Pacific & Japan

2018 - 2019: President & MD, Asia Pacific Region

Since 2019: SVP and MD, Greater Asia