For those grappling with complex decision-making, whether individually or in groups, this programme is invaluable. The integration of AI into decision-making processes makes it even more pertinent.
With nearly two decades in tech, Richard Qi exemplifies a career defined by growth and adaptability. Currently the Public Sector Workspace Sales Lead for the APAC region at Google Cloud, his journey spans roles at HP and Microsoft, each one building critical skills to navigate Asia-Pacific’s fast-evolving landscape.
"When introducing myself, I focus on the impact I've made in each role and the skills I developed to achieve those results. This demonstrates my commitment to continuous learning and my belief that growth should be purposeful. I believe this proactive approach to development is essential for effective leadership. Every role I've chosen has been a stepping stone towards my career goal, providing me with the diverse skills and knowledge necessary to lead with a broad perspective and inspire high-performing teams."
It is about adapting to where the future is heading.
Joining Google as the inaugural hire for the public sector Google Workspace team, he seized the unique opportunity to build the public sector business. In just three years, the team has expanded significantly and achieved impressive milestones, including doubling the public sector workspace business size in its second year.
Building a new business from the ground up comes with its challenges, especially as growth accelerates. "In the early stages, when you're focused on growth, it's easy to rely on what feels right. But as the business matures, the priority shifts to keeping the team engaged and ensuring they see tangible progress," Richard explains. He highlights the complexity of scaling the business while retaining top talent: "If great people don’t feel they’re making an impact or growing, you risk losing them. At this stage, we need more structure—rethinking segmentation, resources and maintaining a strong customer focus for the public sector."
It's not just about getting an answer, it's about understanding the question that leads to the right solution.
This pursuit of effective leadership and decision-making led Richard to INSEAD’s Strategic Decision Making for Leaders programme. "In my role, decision-making can be quite complex—whether it's segmenting territories, assigning resources, or deciding which countries to target. These decisions require a structured approach, and as AI began gaining traction, I was curious about its potential to enhance decision-making processes."
Working at an AI-first organisation, Richard frequently used AI for tasks like analysing business data or streamlining workflows. However, the programme changed his perspective: "It's not just about using AI for operational use cases or to improve productivity. AI can be a powerful tool in the decision-making process itself, particularly when faced with complex decisions."
The course expanded Richard's understanding of how AI could be integrated into strategic thinking. "The key takeaway was how to leverage AI to not just find answers, but to ask the right questions. It's no longer just about getting answers quickly; it's about framing the right questions that drive decisions." Reflecting on how AI is changing the way decisions are made, Richard concluded, "In the future, AI will help us solve problems faster, while still relying on our expertise and experience to ask the right questions.”
This shift in mindset extended beyond AI. "In the corporate world, you’re often urged to jump to conclusions. Senior management gives you a problem and expects a quick solution. The course, however, encourages you to take a step back, assess all available information, and ask the right questions before jumping to a solution."
The programme isn’t just about new techniques to solve problems; it’s about changing how you approach problem-solving and decision-making at a fundamental level.
Post-programme, Richard noticed some notable shifts in his management and decision-making styles. "I now tend to ask more questions before jumping to conclusions," he reflects. "Previously, I was more likely to quickly propose a solution based on my past experience. But now, I take more time to engage with the team and explore different perspectives before making a decision."
This change has had a positive impact on his team dynamic. "When you ask questions, people feel more involved. But when you provide solutions right away, it can feel more like you're teaching rather than engaging." He also introduced frameworks like the Delphi method to encourage more thoughtful and collaborative discussions.
The INSEAD experience is truly a global business exposure.
“Based in Singapore, it provided access to diverse perspectives without the need for me to travel extensively. The exposure to global business practices is unparalleled, with peers and professors from various backgrounds and campuses offering rich, varied insights.”
As someone deeply involved in AI, Richard found the materials provided by INSEAD’s professors particularly insightful. "I’d encourage anyone interested in applying AI to business to consider this programme. It offers structured frameworks and practical insights for real-world challenges."
Richard’s commitment to professional growth extends beyond a single course. Having previously completed INSEAD’s Management Acceleration Programme and the Strategic Decision Making for Leaders programme, he most recently achieved the Certificate in Global Management by completing the Leading an Effective Salesforce programme.
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