A leadership introduction

AI changes the work.
That changes the game.

The advantage won’t come from adding AI to yesterday’s operating model. It will come from redesigning how the enterprise senses, decides and acts.

Eddy Ke DongSenior Director, AI & Data · Accenture Hong Kong

I help leadership teams turn data and AI ambition into decisions, workflows and measurable business outcomes—with trust built in.

01 / About me

A career at the intersection of business, data & technology.

20+years building with data, AI and software

$20M+incremental sales enabled at WPP China

11,000employees covered by workforce demand forecasting

20+data & AI products built or brought to market

ExperienceGalaxy Entertainment, hospitality & entertainment

ConsumerCoca-Cola, Unilever, Yili, COFCO, Xibei

FinancialHSBC, Home Credit

InnovationWPP, Accenture Ventures, Anbound

More contextsRetail, education, health, agriculture & startups

2001—14Software, NLP & digital ventures

2014—18Co-founded data / IoT company

2018—21Accenture consulting & Ventures

2021—24WPP China AI & commercial growth

2024—26Galaxy enterprise data & AI

TodayAccenture Hong Kong

02 / My superpower

I make the complex useful.

“The best AI strategy is the one a business leader can explain, believe in and put to work.”

Live demo is the new PowerPoint

01

Business × deep tech. I can move from a boardroom question to the data, architecture and algorithm underneath it.

02

Consulting × in-house. I know how to shape the ambition—and how hard it is to make the change stick inside the business.

03

Clarity × conviction. I translate AI into plain language, then keep the work anchored to the people who will use it.

04

Small teams × big outcomes. I build focused, multidisciplinary teams to turn a live demonstration into a serious conversation about change.

03 / The work I do

One loop. End to end.

The goal isn’t another dashboard or disconnected AI pilot. It’s a trusted operating loop that learns from every decision.

01 / Establish trust

Unify & govern data

Enterprise data foundations, quality, access, ownership, business glossary & shared metrics.

02 / See clearly

Understand & decide

BI, predictive AI and real-time agentic insights connected to the decisions that matter.

03 / Do differently

Redesign & act

Re-engineer work; put AI into the workflow with the right human checkpoints and controls.

04 / Improve continuously

Measure & learn

Close the loop with outcome data—then refine the model, process and operating model.

VALUE
+ TRUST
+ LEARNING

Data platform → shared meaning → better decision → business action ↺

77%of executives say AI agents will reinvent how their organization builds digital systems¹

04 / The macro shift

From systems that report
to enterprises that act.

2000s

EDW

Bring information together.

2010s

BI

Make performance visible.

2020s

ML + GenAI

Predict, create, assist.

Now

AI agents

Interpret, recommend, act.

Redesign the system of work.

Consumer expectation

~~Search, compare, navigate~~ → state intent; expect relevant action

Enterprise cost model

~~More volume requires more labor~~ → redesign work around human + AI capacity

Competitive edge

~~More data / more pilots~~ → shorter, trusted decision-to-action loops

05 / First principles

Different industries.
The same value equation.

Financial services / bank + insurance

Grow with trust.
Operate with precision.

Modernize service & advice: more relevant, lower-friction journeys—without weakening trust.
Make risk work smarter: accelerate claims, underwriting, fraud and compliance workflows with human oversight.
Prove AI economics: connect productivity and operating leverage to customer and risk outcomes.

Leadership questionWhere can we act faster without compromising confidence?

CGRT / consumer, retail + travel

Earn the next visit.
Protect every point of margin.

Know the moment: turn fragmented signals into timely, useful customer experiences.
Run the operation: improve labor, inventory, supply-chain and service decisions in context.
Rebalance for value: create growth while making cost-to-serve and experience measurable.

Leadership questionHow do we create more value with the same scarce resources?

What I heard at Galaxy: the CFO wanted lower operating cost, simpler insights and unified KPIs. The COO wanted that same clarity—plus new growth opportunities.

A useful starting point, not a one-size-fits-all answer

06 / What clients want

Five leaders. One scorecard.

CEO / business head

Advantage

Growth, resilience and a differentiated customer proposition—not an AI agenda looking for a problem.

Prove: strategic relevance and a path to scale.

CFO / finance

Economics

Clear value pools, cost-to-serve visibility, better planning and benefits that show up in the numbers.

Prove: baseline → realized value.

COO / operations

Performance

Consistent measures, fewer hand-offs, more productive capacity and better decisions where work happens.

Prove: workflow and service outcomes.

CIO / technology

Trust at scale

Secure foundations, sound architecture, governed access and AI that fits the real enterprise estate.

Prove: control, reliability, reuse.

Department heads

Better work

Tools that earn adoption by making daily work faster, simpler and more effective for their teams.

Prove: use, experience, impact.

My first principle: begin with a decision or workflow that matters to all five—not a technology looking for sponsorship. Give it one definition of value, one accountable owner and a feedback loop.

Technology enables.
Business outcomes decide.

07 / A way forward

Start with one decision.
Redesign the whole loop.

Pick a high-value moment. Connect trusted data to the work. Put humans where judgment matters. Measure what changed—and scale what earns it.

“Where does your organization lose the most time between knowing what to do—and doing it?”

Let’s find that moment together.

01

Choose a business decision with a visible owner and a real cost of delay.

02

Connect the data, shared measures, people and controls around its workflow.

03

Prove measurable value in a live setting, then expand with evidence.

Signals informing this point of view 1. Accenture Technology Vision 2025 ↗ 2. Deloitte 2026 Retail Industry Global Outlook ↗ 3. Deloitte 2027 Banking & Capital Markets Outlook ↗

The sector perspectives synthesize these global signals and my client experience; they are discussion hypotheses, not Hong Kong market forecasts. Validate against each client’s strategy, economics and regulatory context.

AI changes the work.That changes the game.