Far Eastern Group (FEG) Hosts the “2025 FEG AI Leadership Summit” -- Building Consensus on AI Transformation and Launching a New Chapter of Group Action

　　To accelerate the Far Eastern Group’s digital and AI transformation, the FEG Group recently convened the “2025 FEG AI Leadership Summit.” The summit was initiated by the Group’s Chief Innovation Officer (CIO), Jeff Hsu, and organized by the IT Committee and the DRIVE Office. With the strong support of the Chairman and the CIO, the event was successfully held and attracted significant attention both within and beyond the Group.

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　　More than 100 senior executives attended in person, while over 400 leaders from affiliated companies joined online, underscoring the Group’s strong commitment to advancing AI development and transformation initiatives.

　　Centered on the theme of “AI Leadership,” the summit brought together experts from leading global consulting firm McKinsey and Microsoft, alongside representatives from affiliated companies that have already achieved tangible success in AI and digital applications. Through keynote speeches, panel discussions, and cross-functional breakout sessions, participants engaged in in-depth discussions on AI trends, organizational transformation challenges, and practical strategies for implementation.

　　By integrating both internal and external perspectives, the summit aimed to help affiliated companies better identify their own needs, uncover potential development pathways, and gradually align on group-level consensus and actionable transformation roadmaps.

　　In his opening remarks, the CIO highlighted the core message of the summit: "AI disruption is unavoidable - and competitive advantage will belong to those who use AI better, not those who simply have it." If we want FEG and its subsidiaries to be successful and thrive in the future, then we need to learn how to incorporate it into operations and successfully empower the teams to use it effectively.

　　The CIO further stressed that for the Far Eastern Group to successfully move toward an AI-driven future, three foundational pillars must be strengthened in parallel: talents, processes, and platforms.  In addition, managing culture change is also the cornerstone to enable successful AI transformation.

　　To change our culture. We need to empower our younger teams to use AI more effectively WHILE SIMULTAINIOUSLY ALSO managing the risks and making measured investments because we need to recognize the field is changing fast and mistakes will be made.

　　Recent employee survey results show that employees aged 26 to 45—widely regarded as the future backbone of the organization—demonstrate strong expectations and a high willingness to learn about AI. We need to make a concerted effort to reduce the Gap. Senior Management Needs to listen to the younger generation more. The younger generation cannot keep sitting back waiting for senior management to make all the decisions. General communication and collaboration need to be improved across the board. We also need to be willing to seek outside help and guidance from trusted parties.  

　　Against this backdrop, the CIO posed a critical question to all executives: “How long do you believe it will truly take the company to complete this transformation?” He stated candidly that if the answer exceeds four years, the organization must act immediately with a heightened sense of urgency. He outlined three key actions:

　　First, empower talent by providing systematic training and resources, enabling employees to take ownership of transformation initiatives.

　　Second, optimize processes by decisively reforming cumbersome policies and operations that are heavily reliant on manual work.

　　Third, modernize platforms through sustained investment in more intelligent and scalable hardware and software environments to support these changes.

　　The afternoon breakout workshops focused on practical AI application scenarios across different industries and functional areas. Discussions were animated, as participating executives candidly shared the challenges and constraints they face, while jointly exploring success models that could be replicated and scaled across the Group.

　　Many participants commented that the summit not only provided clearer strategic direction, but also strengthened cross-affiliate understanding and connections, laying a solid foundation for future collaboration.

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