KUALA LUMPUR (May 14): There needs to be a shift in how artificial intelligence (AI) is used in the workforce — not just as another tool but to amplify and ease workflows. This begins with business leaders charting a path, providing direction and being accountable for how new technologies are deployed within an organisation, said PwC Malaysia and Vietnam chief digital officer Sundara Raj.

"I have asked clients who are in charge of AI [in their companies] and it is always the IT guy. [Now], that is changing. Today is about helping leaders [move] from surviving in the AI era to thriving as leaders," he said during his welcome speech at PwC’s AI Leadership Conference, held at The Majestic Hotel, Kuala Lumpur, on May 13.

He said that navigating complexity and building trust are vital, given AI’s widespread integration into everyday life.

“There is a huge potential for AI as an amplifier and accelerant of other new technologies that cross industry boundaries. We should invest in our local talent to nurture the necessary skills and capabilities to differentiate us as a nation in this promising arena,” he said.

Echoing similar sentiments, Minister of Digital Gobind Singh Deo stated during his opening remarks that the onus is on users to exercise foresight and wisdom when trusting the information generated by AI.

“Our greatest challenge is not whether machines can learn to think but whether we can act wisely in how we use them. Intelligence is no longer scarce; what is scarce is judgment. And in this reality, trust becomes the operating system of progress. Without trust, complex systems collapse under their own weight. Innovation stalls. Data becomes siloed. Public confidence wanes,” he added.

The minister noted that in the early stages of AI development, the default safeguard was to keep a human in the loop — a cautious response to preserve oversight. This served as a moral fail-safe, ensuring human judgement could override machine decisions.

However, due to the rapidly evolving nature of technology, AI now operates in dynamic, autonomous environments — optimising supply chains in milliseconds, managing energy grids and trading across global markets without human intervention, he said.

Therefore, he called for the development of a trust architecture — one that recognises data as a public good, embeds governance as a shared responsibility and positions Malaysia to lead in an AI-powered and data-driven future.

“Our aim is to create a distinctly Malaysian trust framework, grounded in public legitimacy, adaptable in regulation and interoperable across borders. Because trust is not a constraint on innovation.

“To realise this vision, Malaysia must do more than modernise its data policies — we must boldly reimagine the very foundations of governance in the digital era.”

Accordingly, the ministry is exploring a governance structure that includes a future-ready regulatory environment to oversee the ethical deployment of AI, address emerging data rights and enforce standards.

The ease of use and widespread availability of AI have led to an over-reliance on the technology by many, which may hinder the development of critical thinking and problem-solving skills, said Ministry of Digital Malaysia secretary-general Fabian Bigar.

“In the long term, it leads to the fact that people will stop fact-checking and they will totally rely on AI. This is a concern we must look out for,” he added during the panel session titled Bridging Worlds: Leadership at the Intersection of Human and Machine.

Bigar warned that excessive dependence on AI raises significant concerns, particularly with the input of personal data into large language models. This poses questions about how to prevent misuse and ensure ongoing data protection.

Beyond reinforcing and strengthening regulations, it is equally important to raise awareness of AI’s impact on the workforce, said Datin Habsah Nordin, president of DAMA KL & Selangor — a global not-for-profit organisation, which also launched its Kuala Lumpur and Selangor chapter at the event to reinforce its role in promoting sound data governance and ethical data management practices.

She noted that businesses are strategically leveraging AI to upskill their workforce and streamline operations. However, there remains a need to understand how to enhance human cognitive abilities — particularly in areas where human skills surpass those of AI.

“I think one of the things that organisations and Malaysians should focus on is how exactly we should level up our cognitive skills. [This is because] humans function better than AI,” she said.

For instance, in domains such as creativity, complex problem-solving and judgement, the question becomes how to elevate these skills — even from a young age. Given the increasing exposure of children to AI, particularly for parents, advocating for healthy usage and appropriate application becomes critical in shaping their ability to identify problems and navigate this evolving technological landscape.

“[Similarly], when your workforce works with AI, we need to think about how AI can help to improve in terms of productivity, business growth and so forth.”

“While we talk about AI, I also worry a lot that the training [we give our staff] out there is just about the tools that we pay for. It's just about knowing how to use a tool. How do we make our workforce think smarter and be innovative?”

At this juncture, Habsah stressed that leaders and executives must deepen their understanding of AI so they can take on greater responsibilities and effectively cascade knowledge throughout their organisations — shaping roles and responsibilities at every level.

“AI is a continuous disruptor impacting everyone and it will likely redefine organisational structures. This includes employee promotions that could be based not only on business outcomes but also on their proficiency in ethically and effectively leveraging AI for business purposes,” she said.