Combine technology and culture to enable meaningful transformation – Roland Berger’s Laurent Doucet

He emphasised that transformation succeeds when technology is paired with empowered teams and innovative leadership.

Hong Kong’s corporate landscape is evolving rapidly amidst global volatility, technological disruption, and changing stakeholder expectations, compelling leaders to prioritise resilience, innovation, talent development, and long-term value.

Sharing key perspectives is Laurent Doucet, Partner at Roland Berger, leading the firm’s Hong Kong office and its Asia Insurance practice. With over 20 years of consulting and industrial experience, he brings an extensive international background, having worked across Europe, North America, and, for the past seven years, Asia from his base in Hong Kong.

He has a proven record of supporting multinational and local clients in solving issues on strategy, transformation, operations, digital, mergers & acquisitions, and private equity investments and value creation. Renowned for his expertise in organisational design and effectiveness, Laurent is recognised for guiding institutions through complex change with clarity and impact.

As a judge at the HKB Management Excellence Awards 2026, Doucet discussed the digital acceleration, organisational agility, and leadership evolution that will define the next phase of Hong Kong’s corporate transformation.

How would you describe the current state of Hong Kong’s management landscape, and what key shifts are you observing across leading organisations?

Hong Kong’s management landscape is evolving rapidly, driven by global uncertainty, technological disruption, and changing stakeholder expectations. Leading organisations are moving away from purely efficiency-driven models toward more resilient and purpose-led strategies. There are demands to review the operating model, with a clear shift toward agility, sustainability, and talent-centric approaches. Leadership teams are increasingly prioritising innovation and adaptability over traditional hierarchical structures.

What strategic priorities are Hong Kong companies focusing on to strengthen competitiveness in a fast-changing market?

Companies are doubling down on three key priorities: digital transformation, operational resilience, and talent development. Digitalisation is no longer optional—it’s central to competitiveness, enabling data-driven decision-making and customer-centric innovation. At the same time, firms and their Hong Kong-based headquarters are investing in risk management and supply chain resilience to navigate geopolitical and economic volatility. Finally, attracting and retaining top talent remains critical, especially as there is fierce competition in the region to attract talent.

Which digital and organisational capabilities do you believe are most critical for sustaining meaningful transformation and value creation?

The most critical capabilities combine technology and culture. On the digital side, AI integration – combined with advanced analytics and cloud adoption – is essential for unlocking new efficiencies and customer insights. On the people side, companies need strong change management, cross-functional collaboration, and a cultural shift to trigger willingness towards continuous learning. Transformation succeeds when technology is paired with empowered teams and leadership that embraces innovation.

How can companies better balance short-term efficiency with long-term value creation and agility?

Balancing these priorities requires a dual mindset: operational excellence for today and strategic investment for tomorrow. Companies should adopt portfolio approaches—optimising core processes whilst allocating resources to innovation and capability building. Embedding agility into governance structures and performance metrics helps ensure that short-term decisions do not compromise long-term resilience and growth.

Looking ahead, what key trends do you expect will shape the next phase of corporate transformation and leadership in Hong Kong?

Three trends stand out: sustainability integration, AI-driven business models, and leadership evolution. ESG considerations will become deeply embedded in strategy, not just compliance. AI and automation will redefine value chains, requiring new skills and governance frameworks. Finally, leadership will shift toward inclusive, adaptive styles that foster collaboration and innovation across diverse teams.

As a judge at the HKB Management Excellence Awards 2026, what key criteria will you prioritise when evaluating nominees?

I will look for impact, innovation, and integrity. Impact means measurable results—whether in financial performance, employee engagement, or societal contribution. Innovation reflects how companies embrace new ideas and technologies to stay ahead. Integrity ensures that success is achieved responsibly, with strong governance and a commitment to ethical practices. Together, these criteria highlight leadership that creates sustainable value.