Discover the transformative journey of Mr. Asraf Ibrahim, Managing Director at Kongsberg Digital Singapore, as an alumnus of the Master of Technology in Digital Leadership (MDL) programme. Learn how this experience has empowered him to transform his mindset and adopt an "agile" work philosophy.

1. Please describe your current job scope and organisation.

My current role as Managing Director of Kongsberg Digital requires me to plan, analyse and implement the strategies defined within the various Kongsberg Digital business segments in Asia based on the market requirements, trends, forecasting and capacity and ultimately strengthen Kongsberg Digital’s position and presence in the region in the form of partnerships, market growth and collaborations.

2. Is your organisation currently undergoing Digital Transformation?

Yes. Although Kongsberg Digital strives to be the digital leader within the Kongsberg group, there are still facets of business ainnd organisation processes and culture that needs to be transformed. At the core, it's not technology that will drive an organisation forward but its people. How we humanise technology with digital leadership and culture is a key ingredient in the transformative journey.

3. Why did you choose the NUS-ISS Master of Technology in Digital Leadership programme (MDL)?

The MDL programme has a strong mix of digital transformational strategies and pedagogies blended with the right leadership and business framework which can equip me with the right knowledge and skillsets to navigate in the ever-changing digital landscape, react to it, and apply it to the industry that I am in.

The fact that MDL is tailored for mid and senior executives with transformation, innovation, and/or change management responsibilities also ensures that I will have a strong peer-peer group and network to learn and discuss challenges and opportunities with.

4. Describe your NUS-ISS experience.

I feel that the way the courses are conducted and the in-class environment suits the programme title perfectly and how the evolving business landscape really is out there. We are asked to perform in-class assignments with the shortest period, which requires us to think fast, be nimble and agile in our thinking and decisions and not be afraid to make small mistakes and learn from it. I have learnt a great deal from the methodologies applied to the coursework as I can relate it very closely to the organisation and industry that I am in.

Every lecturer has different styles of teaching which stems from their experience and inculcates us with thought processes that stems out of the status quo. I can’t think of just one lecturer since all of them have inked some form of digital tattoo on me. Damien Cummings stressed heavily on the blue ocean strategy and importance of strategic foresight, Boon Nam on the need for leaders to have hyper sensing and use current digital assets to expand into adjacent industries, Wee Khee on the need to be customer centric and walk with them on their journey, Sharon on Change Leadership and having and innovative and growth mindset, and Eng Tze on the importance of having a digital architecture that suits the current and future business operating model and organisation These are just a few top-of-mind recalls and the programme is much more than what I have briefly mentioned.

5. What do you think distinguishes MDL from other similar porgrammes?

The focus and emphasis on digital leadership allows us to harness current and emerging digital technologies to navigate the digital landscape and drive organisational change, innovation and growth. It's designed to focus on how technology will also impact business and industries as well as the role of leaders and humans within it.

It also equips its participants with innovation and strategic concepts to develop holistic skill sets with a specific focus on an industry-relevant Capstone Project which will test and validate all we have learnt onto real world scenarios and users.

6. Please describe and elaborate on your Capstone Project.

My Capstone Project was to work within a division undergoing digital transformation in my current organisation. My team mates are also digital leaders in their own industry and it was an enriching journey where their inputs, roles and experience from other industries provided a different thought process on how we can build up capabilities and competencies. Our advisor, Yuen Wah, was also supportive during the project stages and she also shared her experience from the banking industry and how to look, frame and react to the trends and issues from a different angle.

It took a lot of time to interview real stakeholders and users, trying to understand their pain points and concerns, and then using what we have learnt thus far and cross validating it with industry insights, and internal assumptions. We had weekly meetings with the project sponsor so time management was a big factor since we had to juggle work, current assignments, and the Capstone Project. I was really impressed with my team mates, not only on their dedication towards the Capstone Project and how they are motivated to apply the skillsets learnt while asking a lot of questions, but also on how they were able to quickly understand industry problems within a niche industry like maritime and able to “own” it.

Our sponsor, a Senior Management Executive within our organization, was genuinely impressed by the materials and observations we gathered. However, this journey presented its own set of challenges, requiring us to rethink and pivot at different stages.

The icing on the cake for our Capstone Project was securing a Memorandum of Understanding with a leading Maritime Body in Asia on a collaboration that emerges from the efforts and deliverables derived from the project.

7. What were some of the key challenges you faced during the Capstone Project and how did you overcome them?

Initially, our sponsor tasked us with examining a specific technology related to the division's business model and product, aiming to enhance it and potentially increase revenue. However, extensive industry research and ethnographic interviews with stakeholders revealed that the challenges and pain points extended beyond the initial scope. We advocated for a broader perspective, urging the sponsor to consider a more transformational approach to gain a clearer understanding of the overarching problem and opportunity.

As we are communicating with experienced leaders in a Large Industrial Technology Company, we could not produce sub-standard or desktop research work since that will be seen as a waste of time. We dug deep and applied proper frameworks to the issues that we have validated and presented it in a way that was data and customer centric and not just through our own assumptions.

8. What is the biggest take-away or biggest achievement from the Capstone Project experience?

My biggest take-away was to be able to correctly apply all that I have learnt into different pockets of scenarios we encountered during the capstone and relate to it beyond just an academic process. The fact that the team was able to track down and validate current industry pain points acknowledged the good work that we have done thus far while managing to convince some internal and external stakeholders to make certain changes on their thought process and, hopefully, go-to-market strategies and business models later, gave us a level of satisfaction and conviction on the impact that we can actually make.

Interviewing our current Executive Vice President and other Chief Technology Officers and digital leaders, in light of the learnings from MDL, has enabled me to comprehend the rationale behind the decisions made by digital leaders across industries, including within my organisation. Previously, I held a sceptical and critical stance toward their decisions, but now I have undergone a transformation in my thinking. I have embraced an "agile" work philosophy, characterised by constant learning, unlearning, and relearning.

This experience stimulates both my macro and micro thinking processes, imparting me with lifelong knowledge that I can apply even if I choose to transition to a different career or role in the future.

9. How have you applied the skills learnt in the MDL programme to your organisation?

In my current role, when I interact and work with other key stakeholders within the industry and organisation, I can present and offer a much broader insight and perspective on the various touchpoints such as operational and tactical agility, elements of digital business strategies, various transformational tools, and foresight strategies.

Skills learnt are not only driven from the curriculum content in this course but also from the additional reading materials, external speaker sessions and the vast experience of the lecturers. I remembered picking up on a book that was suggested by Dr Leong Mun Kew which was titled “The Invincible Company” and it has ever since become a sort of bible to me whenever the organisation wants to look at changing the way a particular business entity works, adopting an alternative go to market strategy or just relooking at adopting a different operating model.

10. Do you have any advice for potential students contemplating applying to a graduate programme?

My advice to all prospective graduate programme students is to have a growth mindset and to always have in mind that, even though knowledge is power, current and foresight knowledge of where the world and business-tech trends are moving towards and how it is evolving is instrumental on how our roles in the organisation will be as well.

Yes, there are various Masters Programmes with similar modules available but a Masters Programme from a credible institute like NUS-ISS would always ensure that you are equipped with current and relevant skillsets and taught by top industry practitioners which adds credibility and assurance that your drive and motivation towards enhanced learning is a well-made investment. 


We wish Asraf all the best in his future endeavours!

Find out more about the NUS-ISS Master of Technology in Digital Leadership Programme.
Interested in a flexible study option? Learn more about the NUS-ISS Professional Certficate Programme in Digital Leadership which stacks up towards the Master of Technology in Digital Leadership degree.