No Audio ⏸ Disruptors see the world differently Results of global survey show that disruptive leaders are better prepared to embrace change in a dynamic, evolving business landscape. Introduction Key findings Relevant questions About our survey Only 15% of organisations report that their companies are disruptive leaders in their respective industries. Image About our survey We polled more than 1,800 (n=1,831) board members and C-suite executives, who also were asked to provide demographic information about the nature, size and location of their businesses, their titles or positions, and in the case of directors, information about their roles on the board. For a number of questions, the responses of directors who serve on multiple boards reflect the largest company for which the director serves as a board member. We are very appreciative of and grateful for the time invested in our study by these individuals. Leadership Adam Johnston Adam is the country market lead for Hong Kong. With over 15 years’ experience, he has spent much of his career consulting to Fortune 500 organisations, helping them solve complex transformation, and resourcing programs and projects. Adam’s specialisation is ... Learn More Jenny Wong Jenny is a managing director with over 12 years’ experience specialising in financial services, finance transformation, and change management. She is a key member of the global enterprise solutions team working on client engagements for Protiviti and Robert Half.  ... Learn More Featured insights NEWSLETTER Agentic AI: What It Is and Why Boards Should Care 3 min read In 2024, generative artificial intelligence (AI) was all the rage. In 2025, agentic AI has surfaced as the next frontier of AI deployment. What is agentic AI, and why is it important for directors to understand how management intends to use it?... 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Previous Article Pagination Next Article Frequently Asked Questions What are the top board governance priorities for companies in Hong Kong in 2025? + According to Protiviti’s 2025 Global Board Governance Survey, key priorities for boards include strategic planning and execution, risk management oversight, CEO and management succession planning, technology modernisation, and the integration of emerging technologies. How can Hong Kong boards prepare for rapid business model changes? + Over 75% of global organisations expect their business models to significantly evolve in the next three years. Hong Kong boards should strengthen scenario planning, build early warning systems for disruption, and embed agility and resilience in decision-making to stay competitive. What is the role of the board in managing disruption risk? + Boards in Hong Kong must actively integrate disruption risk into overall risk governance. This means overseeing innovation, technology investment, and culture transformation to ensure timely recognition and response to external market shifts. How should boards in Hong Kong approach generative AI? + Generative AI is seen as a major opportunity by leading companies but as a risk by laggards. Boards should oversee ethical AI deployment, ensure proper governance structures, and align AI strategies with innovation goals and risk tolerance. What kind of company culture helps businesses in Hong Kong become industry disruptors? + An innovative, change-embracing culture is key. Disruptive leaders are five times less likely to cite talent or culture as barriers. Boards should drive a culture that values creative thinking, experimentation, and cross-functional agility. Topics Board Matters IT Management, Applications and Transformation Business Performance Digital Transformation Artificial Intelligence
