TCS Summit Asia Pacific Live blog
The TCS Summit Asia Pacific 2025 - The Perpetually Adaptive Enterprise: Turning Complexity into Competitive Advantage - was hosted at ACO on the Pier, the stunning home of the Australian Chamber Orchestra in Sydney. Over two days, we explored a dynamic agenda focused on how leaders can compose new strategies for a world in flux, setting the rhythm for a future defined by adaptation. The sessions delved into building agile, perpetually adaptive organisations that thrive amid constant transformation.
Join the conversation online using #TCSSummit #PerpetuallyAdaptiveEnterprise
Welcome to The Accelerators at TCS Summit Asia Pacific 2025, bringing together pacesetters who are at the forefront of innovation, technology, leadership, and environmental stewardship, providing a farsighted perspective on the organisations we need to build, and the leadership traits required to accelerate towards “The Perpetually Adaptive Enterprise.”
Together, we will be sharing unique insights designed to spark creativity and encourage forward-thinking mindsets that drive long-term, sustainable business growth.
Join us here for live updates on the key trends and insights from The Accelerators at TCS Summit.
The session kicked off with a welcome address by host Adam Spencer, who set the scene for today’s theme by sharing the history behind the iconic Sydney Harbour Bridge - the backdrop of The Accelerators at TCS Summit. Adam asked delegates to reflect on the vision required to build with the future in mind, drawing comparisons between building future-proofing cities, and adaptive enterprises.
Girish Ramachandran, President Growth Markets at TCS, provided a powerful perspective on this year's theme, Turning complexity into competitive advantage. He reflected on how this is more relevant today than ever, emphasising how the leaders of the future, including those in the room, will not just manage change, but build enterprises that will thrive on change.
A new definition of advantage
Girish explored how today’s interconnected challenges are forcing a redefinition of what it means to have a competitive edge. He argued that true leadership lies in the ability to see complexity not as a barrier, but as a rich source of sustainable advantage. By weaving sustainability into the core of their strategy, businesses can unlock new avenues for growth, build deeper trust with stakeholders, and create more resilient operating models that can deliver stronger economic returns.
The role of the adaptive enterprise
He touched on how AI has become the backbone of adaptability, challenging the leaders in the room to think beyond short-term gains and to build enterprises that are designed for long-term relevance. While this requires a fundamental shift in mindset - from reacting to change to proactively shaping it, Girish argued that those businesses that scale AI ethically will be more likely to reach their ESG and net zero goals.
Girish emphasised that the next decade will be defined by one word: adaptability. Organisations and leaders that will thrive are the ones that will learn, and lead with purpose, seeing change as an opportunity to redefine what is possible and blending technology and human intelligence seamlessly.
How can enterprises foster a thriving collaboration between humans and machines? This ethical question was at the heart of our first panel, moderated by Jane Hodgen.
Agility is the most important skill for the future
Ankit Gupta, General Manager for IT at The Warehouse Group, highlighted that the lifespan of a skill has shortened dramatically from decades to just a few years. He argued that this makes adaptability - the ability to continuously learn and unlearn - the single most crucial skill for the future.
This idea was reinforced by Scott Sleap of the NSW Department of Education, who called for a fundamental shift in how we view AI as a tool in the education sector. He explained that the focus must move away from teaching static facts and towards fostering enduring capabilities like agility and critical thinking, which are necessary to prepare students for industries that don’t yet exist.
From 'shadow AI' to open dialogue
With AI adoption accelerating, the panel addressed the current workplace culture surrounding these new tools. Sarah Bankins of Macquarie University discussed the prevalent issue of "shadow AI use," where employees often feel hesitant to admit they are using AI. She illustrated that this fear is often internal rather than external, arguing that leaders have a responsibility to guide their teams through this inflection point by fostering open dialogue and creating safety for experimentation. This sentiment was supported by Vishal Gupta of Indosat Ooredoo Hutchison, who affirmed that such a cultural shift requires strong sponsorship from the top to build the necessary trust and transparency.
A human-centric approach to ethics and risk
The panel strongly converged on the need for a human-centric approach. Ramesh Raghavan of Uniting made a powerful distinction, urging leaders to focus on improving the employee experience - using AI to alleviate workload, for example, rather than just on productivity metrics. He suggested the goal should be to prepare the organisation for the future workforce, not the other way around.
This human-first mindset is also key to navigating risk. Scott Sleap cautioned against the ethical pitfalls of unchecked AI, pointing to concerns around intellectual property, privacy, and the inherent biases in data sets, particularly those representing First Nations groups. Sarah Bankins reinforced this, highlighting the danger of "automation bias," where an over-reliance on AI can cause critical human oversight to be missed.
Our second panel explored why embedding sustainability deep into business strategy is essential for survival and growth. Moderated by Hemakiran Gupta, VP and Global Head of Sustainability Services at TCS, who kicked off the session with an allegory of a Belgian chocolate factory wiped out by an unexpected flood, the session focused around the fact that no business is immune to climate risk.
From risk to resilience
The discussion then answered the question: what does climate risk mean for your business?
Penny Barker, General Manager - Sustainability at Stockland explained that sustainability now interacts with every part of their business, citing innovations like leasing solar panel roof space on logistics assets, and introducing ‘cool roofs’ on residential housing to build community resilience and reach Stockland’s decarbonisation targets.
Similarly, Ricky Bridge, Group Executive General Manager Sustainability and Environment at Downer shared how their integrated approach to sustainability turns risk into opportunity. With a supply chain of over 30,000 people, Downer invests in recycled and low carbon products, helping offset potential risks such as heightened utility price volatility during catastrophic weather events.
Both leaders emphasised that quality data is critical to integrating climate-related risks into core strategic planning, which drives better customer and business outcomes.
The academic case for sustainability
Speaking from an academic perspective, Dr. Abhay Singh, Director at Centre for Corporate Sustainability and Environmental Finance at MacQuarie University, argued that it is the role of academics to provide the facts and evidence about climate change to governments and businesses.
He pointed to TCS GoZero Hub as a prime example of industry and academia collaborating to produce impactful, research-based outputs that generate tangible organisational value.
The conversation highlighted that a proactive stance on climate is becoming a key determinant of a company's success and its ability to support customers. The panel concluded that in the modern economy, a resilient business strategy, and a sustainable business strategy are one and the same.
Here are five key takeaways from The Accelerators at TCS Summit:
And with that final resonant chord from the musicians, day one of the TCS Summit Asia Pacific 2025 has drawn to a close. Today was a masterclass in 'Orchestrating Change.' We began with a powerful overture, moved through a keynote that composed a new vision for adaptive enterprises, and heard from an ensemble of leaders on how they harmonise the complex elements of modern business.
Host Amy Duggan brought the day's performance to a close noting that the speakers made the most of the acoustics of the theatre but reminded everyone that the conversation is far from over. The dialogue now continues in a more relaxed tempo at the Welcome Reception at Pier One Sydney Harbour, where leaders can connect and reflect against the stunning backdrop of the city skyline. It’s the perfect interlude before we begin day two's exploration of 'Shaping the Unknown', where conversations will touch on leadership, technology, and adaptability as core levers to driving success in a changing world.
In an immersive finale, esteemed conductor Roger Benedict and Orchestra used a live performance to deconstruct the essence of teamwork and adaptive leadership. The session was a practical demonstration of how elite teams prepare, collaborate, and perform at the highest level.
Using the musical score as an analogy for a shared strategy, Benedict showed how each musician must interpret their part while listening to the whole. He demonstrated how an individual playing to their own beat instantly disrupts the group’s harmony, proving that individual skill is ineffective without context and connection. By asking the audience to identify who was leading, he revealed a core lesson: in a high-performance team, leadership is fluid, passing to whoever's role is most critical at that moment. As Benedict explained, great musicians - and great leaders - are often leading and following at the same time.
He then revealed that the secret to a great performance lies in the three-phase rehearsal process. Firstly, preparation, where individuals form ideas, then exploration, a "melting pot of ideas" where the group collaborates; and finally, distillation, where the performance is refined. This rigorous process builds the trust necessary to be spontaneous and take risks during the final performance.
Benedict then myth-busted the traditional image of the all-powerful conductor, explaining that a conductor's control is an illusion. Musicians have a choice to follow, so a leader's real authority comes not from their title, but from their ability to build the trust that inspires a team to follow their vision.
He distilled this down to three key leadership qualities: inspiring a shared vision, empowering others to act, and encouraging human connection.
Shifting focus from the boardroom to the world of elite sport, Darren Shand ONZM, "The Culture Architect" and long-term manager of the All Blacks, took to the stage to offer invaluable insights into building a high-performance culture designed for constant change.
He stressed that success begins with getting the team’s core right and creating a mission everyone buys into. For the All Blacks, high performance meant adjusting priorities from outcomes to growth and “taking things away, not adding them.” By removing hierarchy and encouraging shared responsibility, they created an environment where players challenged each other to achieve what had never been done before. Darren noted that their framework for learning from both wins and losses was crucial, stating simply, “you can’t outperform preparation.”
When selecting talent, the All Blacks prioritised both character in raw skill, emphasising the need for players who buy into the team’s mission and are willing to put the team above themselves. This creates an environment that players don’t want to leave because they are playing for something bigger than themselves. As an example of this, Darren shared that the All Blacks don’t have a home stadium, because they believe that the team belongs to the country.
Regarding technology and data, Darren revealed a surprisingly minimalist approach. Rather than being early adopters of technology, the team focuses on mastering just a handful of things in a game, but with exceptional clarity and sophistication. This empowers players to be self-reliant and make the best possible decision on the field.
He left the leaders in the room with a final piece of advice: leadership is about training excellence, leading with empathy, and understanding that there is no one-size-fits-all approach.
How are today's leaders evolving their core strategies to remain resilient and future-focused? Our first panel brought together an ensemble of enterprise leaders to discuss how to harmonise the three core levers of adaptability: technology, talent, and business models.
Technology as the enabler, not the leader
Opening the panel, Peter Tompkins, CEO and MD of Downer Group, stressed that for transformation to succeed, it must be operationally led and business-owned, where teams actively want to be part of the change. This perspective was echoed by Mark Stirton, Group CEO of The Warehouse Group, who cautioned against the common mistake of pursuing technology before having a clear plan. Meanwhile, the scale of the tech shift was highlighted by Jeff Dimery, CEO of Alinta and Susan Woods, COO of the Reserve Bank of Australia, who both described the massive digital transformations occurring across their respective energy and banking industries.
However, the panel agreed that technology is redundant without a solid data strategy. Michael Carapiet, an Independent Non-Executive Director at MUFG, stressed that the ability to manage data and derive insights is critical for guiding strategic direction and pointed to a significant talent gap in data science.
Talent and culture: The human element of change
Shifting to the human side of transformation, Michael highlighted the need to build a future talent pipeline by engaging with high schools and empowering more women in STEM. When asked how to keep teams engaged through long journeys, Susan emphasised the need for a clear vision, so every team member understands their contribution. She explained that culture is just as critical as the underlying technology and requires long-term workforce planning to close future skills gaps. From a board perspective, Michael noted the importance of celebrating milestones along the way and identified middle management - which holds deep institutional knowledge - as often the most resistant to change, presenting a significant challenge for organisations.
Business models: Harmonising priorities to adapt for the future
In response to an audience question, the panel discussed the hierarchy of decision-making. Michael offered a clear framework for priorities: customers first, followed by staff, shareholders, regulators, and finally, the community. The panel also tackled the classic debate of whether urgency should trump importance, concluding that trust in management is built by navigating this tension wisely. Ultimately, the consensus was that in today's environment, where leaders have unprecedented access to better information and tools, the ability to make informed decisions quickly while balancing these competing interests is the true art of orchestrating change.
Companies cannot afford to hesitate in the face of today’s complexity, K. Krithivasan, Chief Executive Officer & Managing Director, TCS, told delegates in a compelling keynote address. He positioned Generative AI as not just a tech cycle, but a civilisational shift, stressing that enterprises must continuously adapt in order to succeed.
Krithi identified scaling AI effectively as the primary challenge enterprises face. He noted that, as with any new technology, leaders tend to overestimate the short-term impact, while underestimating the long-term benefits. He highlighted common hurdles enterprises face, learned from over 3,000 AI engagements, including a lack of clear business objectives in their approach to AI, poor data quality, skills gaps and severely underestimating the change management required.
To overcome these challenges, Krithi urged leaders to anchor AI directly to business value and design adaptable systems for the future. He provided a clear framework, outlining how TCS clients are implementing AI in two key areas: AI for Technology (transitioning to an AI-first company) and AI for Business (reimagining the value chain with autonomous operations).
The central question he posed was: how can organisations extract the most value from AI? Is it by implementing AI to automate processes, or best utilised to augment and enhance a business? The focus he argued, should shift away from “building models” to “engineering decisions”, noting that organisations should focus on augmentation over automation. The goal for businesses should be to empower people with the best choices, not just replace processes.
He concluded his keynote by touching on TCS’ aspiration to become the world’s largest AI-led technology services company, highlighting a five pillar strategy to achieve this and underscoring TCS’ commitment with significant investments in talent and community across the Asia-Pacific region.
Co-hosts Adam Spencer and Amy Duggan officially opened the Summit, welcoming a room full of the region’s most senior business leaders. They set the scene by sharing the significance of the location of this year’s summit - the Australian Chamber Orchestra - and its connection to the theme of The Perpetually Adaptive Enterprise. They spoke about how the convergence of land, water and sound provide the perfect backdrop and analogy for the constant flux business leaders face in 2026 and beyond, highlighting how both orchestras and business leaders must listen deeply to create harmony out of complexity.
Their opening was followed by a fireside chat with Girish Ramachandran, President Growth Markets at TCS, which set the tune for the sessions to come. The word “urgency” was used to describe the current context in which business leaders in Asia Pacific find themselves in, where Girish spoke to his personal observations of the macro trends and headwinds across the region. Geopolitics, AI, digital sovereignty and the skills gaps, he said, were the common themes impacting organisations in Asia Pacific. However, Girish encouraged delegates to transform these variables into opportunities to rethink and innovate the future of business.
The TCS Summit Asia Pacific 2025 commenced with a powerful and moving opening that perfectly encapsulated the spirit of adaptability. A stirring didgeridoo performance by the acclaimed William Barton filled the Neilson Room, followed by an Acknowledgment of Country from Charlie Maher of the Indigenous Marathon Foundation who spoke on the connection between the land and community. This overture grounded the event with a sense of place and purpose, setting an inspiring atmosphere for the composition of new ideas.
And so, the final curtain comes down on the TCS Summit Asia Pacific 2025. After a powerful closing reflection from Vikram Singh and a final farewell from hosts Adam Spencer and Amy Duggan, this year's performance has reached its conclusion.
Over two days, we have moved from the structured harmony of 'Orchestrating Change' to the improvisational brilliance of 'Shaping the Unknown.' We have heard a symphony of ideas from enterprise leaders, technologists, and sporting legends, all united by a single theme: turning complexity into a competitive advantage. The score has been written, the instruments are tuned, and the keynotes have been delivered. Now, it is time for the leaders in the room to return to their own organisations and conduct the powerful work of transformation.
To close the Summit, Vikram Singh, TCS Country Head for Australia and New Zealand, delivered the closing reflections. He distilled the key insights from the two-day event, providing a final, cohesive takeaway on what it means to be a perpetually adaptive enterprise and how the leaders in the room can turn the complexity of our times into their definitive competitive advantage.
He shared three dimensions for delegates to consider as they leave TCS Summit Asia Pacific 2025:
Look at diversification not as a new business but in the form of new products, partnerships, and supply chain opportunities.
Digitalisation is about building a resilient and responsive strategy that is secure by design, in order to create a better customer experience.
As key stakeholders, business leaders must be committed to addressing climate change and the energy transition.
He concluded by sharing how TCS is building and investing in digital transformation, uplifting talent, and enabling innovation through collaboration.
Amanda Johnstone, CEO and Co-Founder of Transhuman and a globally recognised AI technologist, took the stage to present her vision for a human-centred approach to artificial intelligence.
Her keynote explored the evolution from the Internet of Things (IoT) to the Internet of You (IoU), or Internet of Bodies (IoB). She painted a picture of a near-future where technology is deeply integrated with our physiology. For example, she discussed how cars equipped with facial recognition could understand a driver's state, and how autonomous driving pods could monitor passenger vitals in real-time. She challenged the audience to consider a scenario where data captured from attendees at a live concert could provide real-time insights to improve the customer experience.
Amanda then pointed the audience’s attention to the significant ethical implications of this emerging technology, posing critical questions about data ownership and the urgent need to safeguard this deeply personal information. She pointed out that many forms of biometric data we already generate, such as keystroke patterns, currently fall outside traditional health data protections, creating significant risk.
Amanda noted that such boundary-pushing technology naturally illicit resistance and fear, and that a strategy to help overcome this is to reference existing, well-understood examples of technology that enhance human life, such as cochlear implants or modern pacemakers. She encouraged leaders to bring people along on the journey of innovation rather than making them fearful of it.
Her closing message was a powerful call to action for the leaders in the room to see around corners. She explained that our everyday devices are already becoming multimodal data capture vessels, and that understanding this evolution is key to creating a future where the symphony between human ingenuity and machine intelligence is both powerful and ethical.
A cross-disciplinary C-suite panel shared insights into how innovators are turning complexity into possibility, focusing on the highest level of adaptive leadership.
Asked how C-Suite leaders are reshaping business priorities and culture to navigate long term change, Melinda Howes (Group Executive, Superannuation and Investments, AMP) and Kym Niblock (Chief Content Officer, Sky New Zealand) agreed that they’ve gone short-long as a business, with AMP moving from an annual planning cycle to a quarterly prioritisation cycle. Kym placed emphasis around getting the basics right, including skills, data and decision quality, despite the tension between short-term demands and uncertain long-term vision. Sharmila Tsourdalakis (Chief Customer & Digital Officer, Stockland) shared Stockland’s focus on economic growth and risk-based decision-making for the long term, while Fredrik Lindstrom (Executive CIO Personal Banking, NAB) explained that the bank aligns short-term actions to long-term purpose, ensuring certainty through purpose-driven leadership.
On transforming traditionally slow-moving industries such as the financial services industry, Melinda noted that AMP anticipates disruption from AI but is treating this high-change environment as an opportunity. AMP has embraced nimbleness, using innovative products to differentiate its service. Fredrik cautioned that AI is increasingly polluting publicly available data, raising integrity concerns and requiring adaptability across uneven industry speeds.
The panel agreed that curiosity is essential, but bravery is equally important, including walking away from an experiment or a proof of concept if it’s not viable. Adaptive enterprises empower leaders to push decisions to those best positioned to make them, and prime teams to embrace change.
The session provided a candid look at what makes an enterprise truly "adaptive" from the C-suite perspective and how to embed that mindset at every level of the organisation.
A powerful fireside chat explored the connection between the resilience required for marathon running and the mindset of a modern business leader, featuring Rob de Castella, founder of the Indigenous Marathon Foundation (IMF), Charlie Maher, IMF Chief Officer, and Alex Rolls, Head of Creative & Innovation and Executive Producer at Nine. The discussion opened with the shared values common to both successful marathon runners and business leaders.
Rob de Castella explained that running a marathon provides many benefits beyond physical health, particularly building the courage needed to tackle life's other challenges, much like the headwinds business leaders face. He noted the mental resilience required for marathon running is unlike any other sport, explaining that the true race begins only when you feel you have nothing left to give and must draw on inner strength and spirit. He noted that this same determination, which once fuelled his own athletic career, now drives his leadership of the IMF.
Charlie Maher echoed these values when sharing his personal journey of becoming the first Indigenous Australian to complete all seven Abbott World Marathon Majors. He framed his extraordinary achievement not as a personal victory, but as the collective achievement of all the partners who supported him along the way and emphasised the importance of giving back to the community to enable others to achieve greatness. In his new role as Chief Officer of the IMF, Charlie reflected on this community and purpose-driven approach to his leadership style in the organisation.
Alex Rolls, Head of Creative and Innovation and Executive Producer at Nine spoke about the upcoming television documentary soon to feature the journey of the Indigenous Marathon Foundation. He called out specific traits that lead to success both on and off the field in sports and in the business world, noting determination as the most important.
The discussion demonstrated that the qualities needed to complete a marathon - unwavering determination, deep resilience, and a strong sense of purpose - are the very same traits essential for today’s leaders to navigate constant change. It provided a compelling human dimension to the Summit’s core theme, showing that the hardest struggles often yield the greatest rewards, both on the track and in the boardroom.
How can technology leaders accelerate reinvention and build enterprises equipped to thrive in constant change? This session gathered Rebbecca Kerr (Integrated Technology Group Manager, Fortescue), Tim Whiteley (CIO, ASX), and Daniella Pittis (Global CIO and CISO, Flight Centre) to share lessons on empowering teams to adapt to transformation.
Adam asked the panel how leaders can actively contribute to a digitally first culture. Tim stressed that data access is critical, and technology architectures should be focused around surfacing trustworthy data. Rebbecca discussed Fortescue’s push to apply technology across the supply chain and company, specifically highlighting the use of AI and digital twins to transform operations, noting Fortescue chairman Andrew Forrest’s ambition to embed AI securely across the business. Daniella recounted the Flight Centre AGM this week, where questions around AI were answered by the CEO and CFO, her signal of winning when technology transformation is owned from the top.
Balancing investment with workforce impact, Rebbecca acknowledged the natural fear of change, with teams in Fortescue’s Hive seeing disruption coming. However, she noted that Fortescue has recalibrated its AI approach so that operations teams own the solutions and domain experts who train AI models also judge their performance, keeping humans firmly in the loop.
Focusing on the “human in the loop” concept, Adam asked the panellists whether we may soon reach a point where oversight is as useful as having a “goldfish in the loop.” All agreed the risk must be managed, with Tim highlighting that it will be critical to prove AI’s logic, however he acknowledged the limitations around this. Rebbecca and Daniella underscored the importance of governance, with Daniella adding that human connection remains Flight Centre’s enduring advantage.
On measuring success as a leader, Tim pointed that for the ASX, quality and accessibility of the data platform is how they’ll measure the success of transformation as Daniella warned of an innovation tax for organisations that have neglected data quality. Rebbecca concluded that leaders would know they’ve achieved success by financial measures: when revenue rises and capital is optimised.
Day two kicked off by tackling one of the most critical challenges of our time: the energy transition. The session, moderated by Amy Duggan, featured Izwan Ismail, VP of Group Technology and Commercialisation at PETRONAS, and Chris Campbell, Executive Director at Retail Markets, Alinta Energy, who discussed how business can leverage innovation and AI to unlock transformative opportunities.
Embracing a culture of change and digital-first mindset
Both Izwan and Chris agreed that a fundamental cultural shift is non-negotiable. Izwan stated that leaders typically underestimate and underutilise the speed of change instead of embracing it. He explained how PETRONAS is taking a purposeful approach to fostering AI literacy through dedicated upskilling programs across the company.
Campbell reinforced this sentiment, sharing that for his organisation a digital first culture was essential. He explained that aligning the internal company culture with the digital-first experience customers now demand is a key competitive advantage.
Optimising with human-AI synergy
When asked how leaders can reimagine decision-making, both panellists pointed to specific AI use cases. Izwan explained that PETRONAS uses AI with billions of data points to optimize and improve its production and development.
Chris echoed this by describing how AI is transforming customer service at Alinta Energy. He shared the example of how an AI assistant working behind the scenes can diagnose errors in solar panels in seconds, a task that would take a human agent 15 minutes. He emphasised how this has created a transformational change in their organisation that has improved customer retention and empowered employees to focus on higher-value work.
A marathon, not a sprint: Long-term strategy and adaptability
Chris emphasised that the energy transformation journey is a marathon, and for business leaders to see long-term gain, they have to pace themselves. To stay on course during such a long journey, he stressed the importance of having real-time information. He explained that you need to have data at your fingertips, noting that this allows a business to change course quickly, a process that used to take months.
Izwan identified a key barrier to this long-term journey as talent, stressing the need to have the right people in place. Chris added that for a long-term transformation, leaders must keep scalability in mind from the beginning and remain clear on what they are trying to achieve.
Building trust and delivering value
A fascinating part of the discussion centred on trust, where Izwan identified trusting AI as one of the biggest challenges for leaders in the coming years, admitting that on occasion, he trusts AI more than humans because of its consistency.
Chris added that this trust must also be built externally, and that technology is a tool to deepen trust with customers. He reflected on Alinta Energy’s approach and gave the example of sharing energy usage insights to help customers manage their bills, a model that builds transparency, refines offerings through customer feedback, and fosters deep customer loyalty.
The discussion closed with advice for how to harness the opportunities for transformation that the energy transition affords. Chris urged delegates in the room to back themselves and take more risks.
After a thought-provoking first day focused on "Orchestrating Change," today we dedicate ourselves to deep discovery with the theme "Shaping the Unknown." We will explore the innovative minds and technologies composing the future of business, moving from the why of adaptation to the how.
After a morning of activities around the iconic Sydney Harbour, including a sunrise kayak, a morning run led by the Indigenous Marathon Foundation, and a mindful soundbath hosted at ACO on the Pier, we’re back and ready for another action packed day at the TCS Summit Asia Pacific 2025. After a recap of day one, hosts Adam and Amy shared a preview into what topics we’ll be covering today.