CLA Global TS’s Henry Tan: Resilience not just managing risk, but building the right ecosystem for sustainable growth

This comes amidst effects of geopolitical tensions and shifting trade dynamics on businesses in Asia.

Singapore currently faces the need for greater organisational resilience amidst continued workforce transformation and geopolitical uncertainties in the past year. As businesses place greater emphasis on new technologies and leaders focus on redesigning roles to adapt, the importance of agile leadership and effective governance becomes more important than ever. Key industry players are now expected to balance innovation with effective risk management.

This observation is captured by CLA Global TS Group CEO and Chief Innovation Officer Henry Tan, who has assisted companies and entrepreneurs since 1993 in growing their businesses through initial public offerings, mergers and acquisitions, and accounting, amongst other advisory.

Tan is a highly credentialed professional and licensed insolvency practitioner with extensive experience serving in board, council, committee, and advisory roles. Holding multiple senior fellowships and specialised professional certifications, he works closely with regulatory authorities and industry groups in areas spanning financial forensics, sustainability reporting, internal audit, and corporate liquidations.

As one of the judges in the Singapore Business Review Management Excellence Awards 2026, he explores how businesses can strengthen resilience, close strategic and execution gaps, pursue sustainable growth, respond to evolving board and investor expectations, and prepare for emerging risks and opportunities in Asia’s changing business landscape.

Geopolitical tensions and shifting trade dynamics continue to affect businesses in Asia. What steps should companies take to strengthen their resilience?

To strengthen resilience, companies need to diversify their markets, supply chains, and revenue streams rather than relying too heavily on a single country or region. Equally important is building strong partnerships with like-minded organisations that can provide local market knowledge, operational support, and access to new opportunities.

Businesses should also invest in digital capabilities, strengthen risk management frameworks, and remain agile in their decision-making. Those that proactively collaborate with trusted partners, industry networks, and advisors across different markets will be better positioned to navigate disruptions and capture growth opportunities that emerge from change. In today's environment, resilience is not just about managing risk but also about building the right ecosystem to support sustainable growth.

Many organisations have ambitious growth plans but struggle with execution. What are the biggest strategic gaps you commonly observe?

One of the biggest strategic gaps we commonly observe is the disconnect between ambition and execution. Many organisations have clear growth aspirations, whether it is regional expansion, fundraising, digital transformation, or preparing for an eventual IPO, but they have not built the operational foundations needed to support that growth.

Too often, companies focus on scaling revenue before scaling their operating model. As they grow, issues such as manual processes, weak internal controls, limited data visibility, unclear organisational structures, and leadership capacity gaps begin to emerge, slowing execution and creating unnecessary risks.

Another common gap is the lack of strategic alignment across the organisation. Growth initiatives may be launched, but without robust planning, performance measurement, governance, and accountability frameworks, execution can become fragmented. Investors and stakeholders today are looking beyond growth targets. They want to see sustainable business models, financial discipline, strong governance, and clear pathways to long-term value creation.

In our experience, the organisations that execute successfully are those that combine entrepreneurial ambition with operational excellence. They invest early in scalable processes, leadership development, technology enablement, risk management, and corporate governance. Equally important, they recognise that they do not have to do it alone. Partnering with experienced advisors and like-minded ecosystem partners can provide the expertise, local market insights, and execution support needed to accelerate growth whilst avoiding common pitfalls.

As companies diversify their revenue streams, what factors should be considered before entering new markets or business segments?

When companies look to diversify their revenue streams, the first question should not be “Where can we grow?”, but “Are we ready to grow?” Successful expansion requires more than identifying attractive opportunities. It requires a clear understanding of whether the organisation has the capabilities, operating model, leadership, and financial resources to execute effectively.

Before entering a new market or business segment, companies should evaluate market attractiveness, competitive dynamics, regulatory requirements, customer demand, and the economics of expansion. They should also consider whether the opportunity aligns with their core strengths and long-term strategy rather than pursuing growth for its own sake.

Equally important is execution readiness. Regional expansion can introduce complexities around talent, governance, tax, compliance, supply chains, and local market nuances. Without the right operating foundations, growth can create more challenges than value.

How do you see the expectations of boards and investors evolving, and what will that mean for business leaders?

The expectations of boards and investors have evolved significantly over the past few years. In today’s environment, they are looking beyond financial performance and revenue growth. Increasingly, they expect organisations to demonstrate strong governance, effective risk management, operational resilience, and the ability to execute consistently in an uncertain environment.

Investors want confidence that a business can scale sustainably, not just grow quickly. They are paying closer attention to internal controls, documented policies and procedures, leadership depth, compliance frameworks, cybersecurity readiness, and the organisation’s ability to anticipate and manage risks. Strong governance is no longer viewed as a compliance exercise; it is becoming a competitive advantage.

For business leaders, this means a greater emphasis on strategic leadership. Leaders must balance growth ambitions with disciplined execution, whilst ensuring their organisations remain agile and resilient amidst geopolitical, technological, and economic uncertainties. Boards are also expecting management teams to take a more proactive approach to scenario planning, risk assessment, and long-term value creation.

Ultimately, successful leaders will be those who can combine vision with governance, innovation with operational discipline, and growth with resilience. The focus is shifting from short-term performance to building organisations that can create sustainable value for stakeholders over the long term.

Looking ahead, what emerging risks or opportunities do you believe today's business leaders are still underestimating?

I think many organisations are underestimating the opportunity presented by AI and digital transformation. The real opportunity is not simply adopting new technology, but rethinking business models, improving decision-making, enhancing productivity, and creating new sources of value. Companies that successfully combine innovation with disciplined execution will have a significant competitive advantage.

Another area that deserves greater attention is leadership and talent. As businesses grow and become more complex, leadership capabilities, succession planning, and organisational agility become critical success factors. Strong leadership teams that can navigate uncertainty and drive execution will increasingly differentiate successful organisations from the rest.

Ultimately, I believe the biggest opportunity lies in building organisations that are both innovative and resilient. The businesses that thrive in the years ahead will not necessarily be the fastest-growing, but those that can adapt quickly, manage risk effectively, and consistently execute their strategy in a rapidly changing world."

As a returning judge for the Singapore Business Review Management Excellence Awards 2026, what management practices are you hoping to see reflected in this year's nominations?

I hope to see organisations demonstrating that management excellence is reflected in their ability to combine strategic vision with disciplined execution whilst building businesses that are resilient, scalable, and sustainable.

I am also keen to see examples of organisations that have responded proactively to disruption, whether through business transformation, operational improvements, market expansion, or workforce development. The most impressive organisations are often those that remain agile whilst maintaining strong execution, accountability, and governance standards.