AI transformation isn’t just about adopting new technology – it’s about rewiring every facet of how we and our organisations think. That was the central message throughout ServiceNow’s recent Executive Circle forum on the sidelines of the 2025 Singapore Grand Prix weekend.

Amit Zavery, President, Chief Product Officer and Chief Operating Officer at ServiceNow outlined how organisations can only realise the full value of AI when they re-engineer how they think and work, from building and designing a product for market to how they service customers. This shift – which is already well underway in how ServiceNow employs its own AI internally – demands both strong foundations and a culture of empathy, imagination, and readiness to change.

Diana Wu David, Director of ServiceNow Futures, and CK Tan, APAC Innovation Officer at ServiceNow, then explored what this mindset looks like in practice. We caught up with Diana and CK after the event to find out what they see as the secret to integrating new ways of thinking across people, processes, and data – and why you can’t succeed at responsible AI without a deep commitment to empathy.

If you were to sum up the day in one word, what would it be and why?

Diana: Customer-centric. The conversations on the floor weren’t about products or tools, but about how technology like AI could reshape employee experiences, customer value, and ultimately the future of attendees’ companies. Events like these often are one-way dialogues, but this felt different. People were actively engaging with the presentations and sharing perspectives on what AI readiness really means in their organisations.

CK: Provoking. The sessions sparked curiosity, with many of our guests described as galvanising new thinking about how AI could reshape business operations. I also sensed a positive tension within the audience where the executives were balancing excitement for AI’s potential with the discipline needed to adopt it responsibly.

Both of you led presentations during the event. What were the key messages you hoped to convey?

CK: My session explored the idea of smart operations or how organisations can connect systems and people more intelligently to improve both performance and safety – specifically around the F1 racetrack. Amit described this concept earlier in the day as an “enterprise OS”: a connected system of action that unifies data and workflows across departments rather than adding silos or point solutions.

The Singapore Grand Prix is one of F1’s most challenging circuits to drive and manage. This year clocked in record crowds which created heavy surges as fans moved across the circuit. By analysing data from ticketing systems, smart devices, or crowd sensors, organisers could predict flows, redirect people, and reduce risks before problems occur. The same principle applies to any large enterprise. If you combine IoT data, AI, and workflow automation, operations become proactive instead of reactive.

Diana: In my session, I wanted people to think a little further ahead — to imagine what work and performance could look like if we truly used all the data and technology already available to us. So I shared a scenario set at the 2027 Grand Prix:

• A driver starts the day with personalised feedback from a smart mirror
• Micro-drones scan the car for hidden faults
• Pit crews use exoskeletons to reduce fatigue and risk.

It’s not science fiction — much of that technology already exists, and today’s post-race analysis is already running on thousands of data points, from tyre wear to track temperature.

One of the participants from the hospitality industry told me the session made him rethink how he was approaching the design of a major new capital investment. Rather than just automating existing processes to maximise productivity, he started thinking about the experience he wanted a guest or employee to have in 2027 — and how to redesign the space to meet that expectation. That’s the kind of shift empathy can unlock: understanding not only what can be automated, but what people will need and value in the future.

To me this is the heart of transformation. It’s about rebuilding the connections across an organisation so that experiences improve for both employees and customers.

The idea of empathy came up often during the discussion. Why do you think that was the case?

CK: I think it’s because empathy is all about understanding the real problem. Many organisations prefer to talk about AI use cases, but few link them to everyday issues AI is meant to solve. Whereas true innovation is about relentlessly challenging the status quo, beginning with identifying friction points and understanding the objectives of the people on the ground. Technology can fix symptoms, but empathy helps you find the root cause.

Diana: Great leaders design better futures that otherwise wouldn’t happen. We’re at a stage where we can imagine what that future could look like, but doing so requires empathy – understanding how change affects people and ensuring a future that allows them to thrive. Empathy ensures that innovation stays relevant and responsible – serving the right interests.

Was there a moment or quote from the day that really captured that spirit?

Diana: Amit’s keynote and fireside chat set the tone perfectly. Using ServiceNow’s own journey towards AI transformation, he showed the company is adopting an AI-native mindset, applying the same principles internally that we share with our customers. We’re not just advising customers on change; we’re going through it ourselves. And that in turn creates empathy with what our customers might be feeling or encountering..

CK: Several attendees told me after Amit’s presentation that they hadn’t realised how advanced ServiceNow’s AI capabilities already are. What resonated most was the idea of getting the approach right first: building a solid, trusted foundation before layering on the technology.

What’s the one thing you hope customers take away from the event?

Diana: The key to AI business transformation is navigating with urgency and empathy. The tools are available, what matters now is turning them into action. Starting can feel intimidating; redesigning how an enterprise works is a big step. But ServiceNow has tools such as the AI Control Tower to make that transformation manageable. Start small, measure results, and use frameworks like this to connect systems and create visibility across teams. It’s about coordinating better, not just automating faster.

CK: Many organisations jump straight into use cases without clearly defining the problem they’re trying to solve. Leaders need to start by asking “why”: what business outcome or pain point is AI meant to address? Once that problem statement is clear, the “how” becomes much easier to design. It’s the difference between applying AI for its novelty versus using it to create real business value. True transformation starts with clarity of purpose: understanding the problem deeply before building the solution.