RSM Singapore’s Chow Khen Seng emphasises balancing digital efficiency with human connection

He shares how companies can integrate personalisation, cultural sensitivity, and cross-functional collaboration to deliver trusted experiences.

In today’s experience-driven marketplace, customers and stakeholders expect more than just products; they seek authenticity, trust, and meaningful engagement. As digital transformation accelerates, companies must balance technology with human connection to remain competitive.

Chow Khen Seng, Partner at RSM Singapore and leads the firm’s Financial Services Practice, shared his expert insights. He specialises in external and internal audit, regulatory compliance, accounting advisory, and financial due diligence for mergers and acquisitions. His work also covers internal control and governance reviews across a broad client base, including listed companies, MAS-regulated entities, investment funds, and high-growth businesses.

With deep industry insight, Khen Seng delivers practical and robust assurance and advisory solutions. He is also active in the professional community, having served on the ISCA Banking and Finance Committee and the Executive Committee of AIMA Singapore, contributing to discussions on financial reporting, fund governance, transparency, and regulatory developments.

As a judge at the Asian Experience Awards 2025, Khen Seng discussed the evolving role of experience in business strategy, the challenges firms face, and what it takes to deliver experiences that connect, add value, and build lasting loyalty.

Having worked closely with businesses across a wide range of industries, why has the focus on customer and stakeholder experience become so important for companies today?

In today’s highly competitive and transparent marketplace, customers and stakeholders expect not just products or services, but meaningful interactions and consistent value. Digital transformation has empowered users with more choices and information, making experience a key differentiator. Companies that invest in understanding and improving the end-to-end experience can better anticipate needs and foster emotional connections. A strong stakeholder experiences contribute to enhanced reputation, advocacy, and resilience during challenging times. This shift reflects a broader movement toward purpose-driven, relationship-centric business strategies.

What do you think are the biggest challenges companies face when trying to deliver consistent and meaningful experiences across different touchpoints?

The biggest challenges companies face in delivering consistent and meaningful experiences are integrating online and offline channels seamlessly, especially in a digitally savvy yet culturally diverse marketplace like Singapore. Many businesses struggle with aligning internal teams and systems to provide a unified customer view across departments. With rising customer expectations and regional competition, there is constant pressure to innovate whilst maintaining service quality. Lastly, recruiting and retaining talent with the right mindset and capabilities to deliver these experiences remains a key hurdle for many companies.

What strategies or approaches have you observed in companies that are most effective in embedding experience into their overall business strategy?

The most effective companies embed experience into their strategy by aligning it with their core values, culture, and leadership agenda. They foster a culture of trust and empowerment, where employees at all levels feel accountable for delivering quality experiences. Experience ownership is anchored with senior leaders and supported across the department, not just in marketing or customer service. Many use data and feedback loops to surface experience gaps and act quickly, but what sets them apart is how they build trust through consistent, values-led actions. Cross-functional collaboration between finance, operations, and frontline teams reinforces a shared purpose. Ultimately, companies that view experience as a cultural mindset and long-term business investment tend to achieve more sustainable outcomes.

As companies become more data-driven, how can they balance personalisation and digital efficiency with authenticity and human connection in experience delivery?

Global companies must strike a thoughtful balance between digital efficiency and genuine human connection. Whilst data-driven personalisation is essential, it must be approached with cultural sensitivity and respect for local norms. The most forward-thinking organisations invest in technologies that enhance rather than replace human touchpoints. Hybrid service models that integrate generative AI with live support exemplify this approach. Trust is the cornerstone of meaningful engagement. Personalisation should feel natural and helpful, never intrusive. Leading firms empower their teams with actionable insights, enabling them to deliver locally relevant experiences whilst maintaining global consistency through shared principles and values. The right balance lies not in automating faster but in listening better.

Looking ahead, how do you see the experience initiatives and strategies evolving, and what should companies focus on to stay competitive?

The future of experience initiatives lies at the intersection of advanced technology and authentic human connection. As Jeff Bezos aptly puts it, “If you do build a great experience, customers tell each other about that. Word of mouth is very powerful.” To thrive in this evolving landscape, companies must design seamless, intuitive journeys that reflect a deep understanding of customer and stakeholder needs. Whilst generative AI and automation continue to accelerate, the true differentiator will be the ability to scale personalised engagement without compromising authenticity or trust.

As a judge at the Asian Experience Awards 2025, what key criteria will you be looking for when evaluating the nominees’ experience initiatives?

As a judge at the Asian Experience Awards 2025, I will be focusing on initiatives that deliver clear, quantifiable business results, particularly in areas like customer retention and operational efficiency. Personalisation efforts must be data-driven, yet respectful of privacy and culturally appropriate. I will pay close attention to whether the initiative can be scaled effectively across different markets whilst maintaining consistency with the company’s values. Strong collaboration across the company will also be a key indicator of execution strength. Above all, I am looking for solutions that build trust and contribute to sustainable, long-term value for both customers and the business.