When you are leading, you are often alone. The programme gave me guidance on how to chart my path and helped me reconnect with why I started this leadership journey in the first place.
Malaysia's construction sector is at a turning point as projects become increasingly complex and technology reshapes how buildings are designed and delivered; traditional ways of working are no longer enough. For Dato Dr Gerald Sundaraj, the challenge extends beyond technology itself. It is about helping an entire industry embrace a different future.
"We have almost 138,000 contractors in Malaysia," he shared. "The real challenge is changing mindsets." Today, the industry continues to rely heavily on conventional construction methods, but Dato Sundaraj believes it must evolve if it is to remain competitive. “The complexity of projects today demands new approaches, whether through building information modelling, prefabrication technologies or greater use of data," he shared candidly.
With more than 25 years in public service and extensive experience working across federal ministries, agencies and state authorities, Dato Sundaraj has spent much of his career bringing together diverse stakeholders to deliver national objectives. As the industry accelerates its shift towards digitalisation, automation and new ways of working, he recognised the need to challenge his own thinking before helping others transform theirs.
I've always been eager to learn new things and find new ways to approach problems. I wanted to look beyond day-to-day execution and focus on outcomes that are transformational.
"The word 'impact' immediately drew me to the programme. What we do must be impactful. It must meet the aspirations of the public and help elevate us to another level," he shared, believing that success cannot be measured simply by activity or implementation. It must be reflected in meaningful outcomes that improve industries, organisations and communities.
The three-day programme proved intensive, immersive and highly thought-provoking. While sessions on artificial intelligence, geopolitics and economics offered valuable insights into the forces reshaping organisations, it was the leadership discussions that left the deepest impression. "All of us who attended were leaders in our respective organisations," he says. "But one of the key lessons was recognising that there is always room for learning, even when you are at the pinnacle of your organisation."
The programme’s impact came from the opportunity to step back and reflect alongside other senior leaders facing their own transformation challenges. "When you are leading, you are always alone. There is no benchmark in front of you and often no one else to guide the path. This programme gave me guidance and direction, but more importantly, it helped me reconnect with why I started this journey as a leader in the first place,” he reflected.
The 2026 INSEAD for Impact brought together more than a hundred leaders across twenty-five industries, and this scale brought immense value. Dato Sundaraj found himself exchanging ideas with leaders from organisations such as Google and Sumitomo, alongside leaders from banking, technology, oil and gas, and other sectors. "It was a very dense richness in leadership qualities," he says. "Hearing how others approached challenges gave me different perspectives and helped me see problems from another angle."
The AI component was an eye-opener, the possibilities are endless. The programme made me think differently about how we can use artificial intelligence in our day-to-day work.
Those insights quickly translated into action. Shortly after returning from INSEAD, Gerald was appointed Deputy Chief Executive (Operations) at CIDB Malaysia. The timing was unexpected, but the programme's content proved remarkably relevant to his new responsibilities. "It was a blessing in disguise," he reflects. "The experience and knowledge I gained became very useful when I came back and found myself taking on this new role."
Today, CIDB is exploring multiple applications of AI across its operations. With responsibility for a vast database of contractor information, the organisation is evaluating how technology can support data analysis, regulatory processes and document verification. "We are looking at how AI can help us assess documentation, verify validity and originality, and even support accreditation and skills assessment in the future," Gerald explains.
For him, however, technology is only one part of a much larger transformation. "CIDB has a responsibility to demonstrate that this is the way forward," he says. "If we want our contractors to compete not only locally but globally, we must help them embrace these new capabilities."
There is only one direction when you attend INSEAD for Impact," he says. "It is forward. It is progressive in nature.
Reflecting on the experience, Dato Sundaraj believes the programme arrived at a pivotal moment in his career. What began as an opportunity to broaden his perspective has since reinforced his approach to industry transformation, equipping him with new ways of thinking about leadership, innovation and impact. As CIDB continues to drive digital adoption across Malaysia's construction sector, the lessons from INSEAD continue to inform how he approaches change and prepares the industry for a more competitive future.
Featured Programme
