Hong Kong | Edelman

Imagine coming across a video online with your company’s executives that’s going viral for all the wrong reasons. The footage looks real, the voices sound familiar, but no one knows when or where it was filmed. Welcome to the era of deepfake disinformation where fiction can become viral fact in minutes.

Deepfakes, also known as AI-generated videos, audio, and images, are the most significant threat in the disinformation line-up. With AI software now easily accessible, malicious actors are able to create convincing, damaging content at breakneck speed, thereby blackmailing companies for money or damaging their reputations to serve their own needs. In fact, the World Economic Forum now ranks misinformation and disinformation as the most severe global risk over the next two years, ahead of extreme weather and cyberattacks.

In 2023, when an AI-generated article detailed how AI company iFlytek allegedly breached user privacy and used sensitive information to train their models, the stock price dropped by 9% before the company was able to debunk the fake news story. In Hong Kong, an employee at engineering firm Arup was tricked by a deepfake video call impersonating the CFO, resulting in a USD25 million fraudulent transfer.

The actors behind these attacks are varied. Competitors may seek commercial advantage, cybercriminals orchestrate scams and fraud, political actors aim to sway public opinion, and ideological activists target brands for perceived wrongs. No sector is immune. From consumer goods to financial services, deepfakes have triggered boycotts, market shocks, and multimillion-dollar losses. In 2024, according to Reality Defender, businesses reported average losses of $450,000 per deepfake incident, with financial firms hit even harder.

Deepfake disinformation is fast, targeted, and often hidden in obscure corners of the web. Traditional crisis communications, like issuing a statement, are no match for its speed and reach. Chances are that by the time your team drafts a response, the narrative may already be out of your hands. What’s really needed is a multichannel, digital-first approach that combines the best of reputation management and legal resources.

In Edelman’s approach to crisis communications specifically for the AI and disinformation space, we focus on three key steps: Preparation, Proactive Mitigation, and Rapid Response.

1) Preparation means mapping your vulnerabilities and monitoring for emerging threats. AI-powered tools can help detect deepfakes, but protocols must be in place to respond quickly and systematically when an incident occurs.

2) Proactive mitigation involves building resilience by “pre-bunking” or sharing protective narratives on topics where you are vulnerable before you’re targeted. Reinforcing your position through credible voices, both inside and outside your organization, can help inoculate audiences against falsehoods.

3) Rapid response requires leading with digital assets, leveraging paid targeting, and activating influencers or partners to counterattack with facts and context.

While reputation management is the frontline defense, legal and forensics teams are essential partners in the preparation process, not just a last resort. The most resilient organisations are those where communications, legal and technical partners work hand-in-hand on crisis preparedness and mitigation strategies. Legal counsel can help secure rapid injunctions to remove harmful content, freeze fraudulent accounts, and pursue perpetrators, while comms teams manage the narrative and stakeholder engagement.

With this more holistic approach, combining reputation management and legal expertise, companies can build true resilience against emerging deepfake threats, thereby protecting their brand’s reputation and organisation’s future.

Deepfake disinformation isn’t going away. But with vigilant preparation, proactive digital strategies, and cross-functional collaboration, brands can more effectively safeguard their reputation in the age of AI.

To learn how Edelman can help your organization prepare for and respond to AI-driven disinformation, contact the Edelman APAC Crisis team.

Hong Kong’s workplace landscape is shifting at an unprecedented pace. Economic uncertainty, multigenerational workforce, demographic changes and technological advancements are redefining how organisations operate and engage their employees. This transformation demands more than operational efficiency. It requires strategic foresight.

As companies adapt to new expectations, technologies, and cultural shifts, the role of HR and Internal Communications has become paramount.

Workplace Hurdles in Hong Kong

Organisations across Hong Kong face several converging forces that are reshaping their workforce strategies:

WFH versus WFO: According to Human Resources Online, while 91% of employers advocate for increased office presence, 80% of employees prefer hybrid or remote arrangements. This increasing demand for flexibility in work arrangements makes work-life balance a critical factor for retention, highlighting a clear disconnect that creates workplace challenges.
Leadership Transitions: We are seeing family businesses in Hong Kong and across the region transitioning to second or third-generation leadership, while changes in leadership can disrupt organisational culture and derail strategic priorities.
Talent Shortages and Broadening the Talent Pool: Market data indicates a significant gap in talent, particularly in junior management roles, as companies struggle to attract and retain skilled professionals in a competitive market. According to specialist recruitment agency Hays, Millennials and Gen Zs, expected to make up over 70% of the global workforce by 2025, represent a crucial source of fresh skills and perspectives.
Upskilling: Alongside flexibility, employees increasingly value skill development over salary, highlighting the importance of continuous learning for retaining talent as Hong Kong businesses undergo significant transformations.
Technological Disruption: The rise of AI, automation, and machine learning is reshaping job roles and creating an urgent need for digital fluency.

Trust, the Catalyst for Growth

Here’s how trust translates into measurable workplace outcomes:

In today’s competitive market, “building trust” has become more than a cultural ideal, it is a measurable driver of performance and success. Edelman’s Trust Measurement Research 2024 highlights the impact of high-trust workplaces:

Advocacy	4× more likely to recommend their organisation
Commitment	3× higher motivation, engagement, and alignment
Loyalty	3× more likely to stay with their employer
Pride	4× more proud to represent their organisation

In Hong Kong, employees exhibit lower confidence in their organisation’s future compared to the global average. In a market where institutional trust is often fragile, fostering internal trust is essential for resilience, retention, and reputation.

The Strategic Impact of HR and Internal Communications to Empower Success

HR and Internal Communications professionals are uniquely positioned to address these challenges and drive organisational success:

Facilitating Transparent Dialogue: Engaging employees in two-way interactions about change to feel heard, understand reasons for the changes and be motivated to participate in the change journey.
Supporting Leadership Alignment: Helping leaders communicate authentically and consistently during periods of uncertainty. When strategic changes occur, ensure transparent engagement to explain the rationale and implications.
Driving Cultural Cohesion: Promoting shared values and behaviours across diverse teams.
Enabling Change Readiness: Equipping employees for transformation through comprehensive change management planning and consistent, proactive engagement throughout the change journey.

These functions transform workplace challenges into opportunities, empowering organisations to thrive in a rapidly changing environment.

From Obstacles to Success, Unlocking New Opportunities

Hong Kong’s evolving workplace demands a proactive approach. Workplace advisory is no longer a support function, it is a strategic imperative. By fostering trust and aligning culture, organisations can unlock the behavioural outcomes that drive performance, retention, and reputation.

To explain what we learned from Trust 2025, we’re presenting insights into key segments of data from our study — this newsletter focuses on Gen Z and the implications of their deteriorating levels of trust in institutions. Other areas of focus will include what we learned from Trust 2025 data for technology, financial services, health, reputation management, and more.

Gen Z are expected to unseat Millennials as the largest generational group in the global workforce by 2035. With low levels of trust and high levels of grievance, what could it mean to have a dominant generation that doesn’t believe in the institutions of society?

A Generation on Edge, and Why Brands Must Listen

The 2025 Edelman Gen Z Lab Special Report, Gen Z & Grievance, reveals a sobering truth: Gen Z is no longer just disillusioned — they’re aggrieved. Raised amid pandemics, economic instability, and cultural fragmentation, this generation is navigating a world they feel was built without them in mind.

For businesses across Hong Kong, Greater China and APAC, this report is more than a snapshot — it’s a strategic signal. Gen Z is redefining trust, influence, and engagement. They’re not looking for brands to speak louder — they’re watching who listens better, acts faster, and shows up with relevance.

Key Insights from the Report

1) Grievance is Gen Z’s Default Setting

Gen Z is not quietly frustrated — they’re vocally disillusioned. In Hong Kong, we’ve noticed this in the workplace, where more young people are expressing their views on traditional expectations, often reevaluating cultural perspectives on overtime and conventional definitions of success. They see systems as outdated, unequal, and unresponsive.

2) From “We” to “Me”: The Shift from Global Movements to Local Micro-Movements

Gen Z is shifting from sweeping global causes to hyper-local, community-first impact. In Hong Kong, Gen Z increasingly focuses on hyper-local issues such as mental wellness and personal growth rather than broad global causes. This shift is reflected in their support for community initiatives and lifestyle choices that prioritize self-expression and wellness. They’re not looking for brands to change the world — they’re watching how you show up in theirs, with relevance and respect.

3) Trust is Built in the DMs, Not the Boardroom

Gen Z doesn’t look up to institutions — they look for authenticity and relatability in peers, creators, and communities. In Hong Kong, we’ve seen platforms like Instagram and Threads emerge as key spaces where young people engage with creators and friends — valuing proximity, consistency, and shared experiences over hierarchical messaging. Brands engaging authentically in these digital spaces build stronger connections with this audience.

4) Digital Fatigue is Real — and They’re Craving IRL

Despite being digital natives, Hong Kong Gen Zers are fatigued by algorithmic sameness, trend overload, and constant screen time. They are actively seeking real-world experiences where they can connect with people and values beyond service — forging connection with new and different groups. Brands that can create authentic offline moments will stand out.

5) Levity with Purpose Wins

Gen Z values levity — but only when it’s grounded in truth and relevance. In Hong Kong, Gen Z appreciates brands that leverage trendjacked viral local content, with which they feel relatable and entertaining. Brands that can balance clarity with creativity will earn both attention and trust.

Key Takeaways for Brands

Make it feel personal. Offer things that speak to Gen Z’s identity — custom options, exclusive drops, or just clear value that feels made for them.
Think in small moments. Big campaigns are great, but Gen Z connects through quick hits — snackable content, limited-time offers, or simple, useful tools they can share.
Be real, stay steady. Trust matters. Be upfront about what you stand for and show up consistently. Gen Z can spot a switch-up from a mile away.
Rethink what “social” means. Gen Z is reshaping what it means to connect. Create experiences and products that feel welcoming, inclusive, and socially engaging — without relying on traditional norms.
Bundle with purpose. Gen Z appreciates value that feels thoughtful and shareable. Whether it’s a product, service, or experience, make it easy for them to enjoy together or pass along.

Cannes Lions is supposed to be the pinnacle of creative excellence in our industry.

But this year, I walked away feeling… underwhelmed. It seemed to reflect an industry leaning towards risk aversion. Ideas felt familiar, just dressed in new packaging.

Brands seemed to have delegated storytelling to creators. So where can brands take more risk? Here are my personal reflections:

1. Build Long-Term Brand Platforms, Not Just Campaigns

Research from Lions reveals that over 80% of consumer purchase decisions go to the brands they already expect to buy. This means consistent branding is what keeps you top of mind and trusted.

But this doesn’t mean playing the same ad over and over again. Instead, brands must be cohesive across touchpoints without being repetitive. The accumulation of consistent micro-engagements builds equity.

Dove’s Real Beauty is still relevant 21 years later because it has evolved with culture while staying true to its essence.

2. Let Creators Build Community, Not Carry the Brand

In our social-first world, overly polished content often underperforms. Creators are no longer just amplifiers or ambassadors, but they also should not replace the brand’s voice. They should be the bridge to community. It’s much easier for a human to bring people together through real conversation.

Vaseline Verified demonstrates how a brand earns trust with the support of creators.

3. Permeating Experiences

LVMH’s presence at the Paris Olympics was unmissable. It was product placement people actually wanted to watch and follow – from the outfits to the medals and their trunk. The level of attention could not have been achieved with a traditional campaign.

4. Agility Rebuilds Creative Confidence

Only 13% of global companies feel confident taking creative risks, with 51% of brands claiming insights are too weak and 57% saying they struggle to react quickly.

But why? Social media is there as an insight mine and the platform for real-time reaction. AI and technology are there to enable faster ideation and execution.

What brands may be lacking are nimble structures and clear guardrails to make decisions quickly and know where to play, aligning with their values and audience.

Budweiser’s One Second Ads is an idea rooted in an insight into a niche audience that spread and became viral through social media.

Final Thoughts

In a world shaped by AI disruption and economic uncertainty, creativity is still the ultimate competitive edge for companies. The brands that will win are the ones that take risks, stay consistent, and act decisively and quickly.

Phyllis Yip is Head of Strategy with Edelman Hong Kong.

This article first appeared in the Little Black Book.

Edelman Hong Kong hosted a cyber-themed webinar focussing on how AI has changed the cyber threat landscape, particularly when it comes to AI-fuelled attacks and disinformation. The session brought together experts with different backgrounds to discuss the challenges of cyber incidents from legal, technical, and communications perspectives. The reflections of these experts emphasise the importance of collaboration across these functions in managing cyber threats.

The rise of AI is transforming the cyber threat landscape, amplifying risks for organisations globally. Organisations now face an increasingly complex web of threats, where traditional cyber risks are compounded and accelerated by AI-empowered technology and tactics. On the one hand, AI is enhancing defensive capabilities and empowering cyber professionals with sophisticated tools to detect and respond to threats. However, it is also arming cybercriminals with new tools to launch more complex and targeted attacks. For example, using AI to identify network vulnerabilities; to generate more sophisticated phishing which is highly tailored to individual targets; and to create AI-generated deepfakes which trick individuals into making fraudulent payments. To mitigate these risks, Kyle Schwaeble, Head of Incident Response APAC at S-RM, suggests that organisations should make use of appropriate AI tools for threat detection and response, thereby enhancing their cybersecurity posture. He also stresses the importance of understanding the unique threat profile presented by each organisation and investing in the right defensive measures.

Wilson Ang, a dispute resolution lawyer and head of the Asia Pacific cybersecurity and data privacy practice at Norton Rose Fulbright, highlighted the increasing sophistication and proactivity of regulators in addressing cyber threats, including those amplified by AI. He noted that the legal landscape is evolving to tackle the related issues of personal data protection, criminal laws targeting online harms, national security issues, and multi-jurisdictional cooperation. This evolution brings with it growing compliance requirements for businesses, as well as higher enforcement risks and increased penalties for non-compliance. He cautioned that organisations must stay abreast of these regulatory changes to mitigate the risks posed by AI-empowered threats and disinformation effectively.

During a cyber incident, the intentional spread of false information, disinformation, can exacerbate the reputational challenges organisations face. Disinformation campaigns, powered by AI, can spread rapidly, sowing confusion and undermining trust. In the context of cyber incidents, disinformation can lead to panic among stakeholders, making it harder for organisations to convey accurate information and maintain control over the narrative when communicating what has happened and where the exposure is. Disinformation generation and amplification has been turbocharged by AI—evolving it into a sophisticated tool that undermines trust and destabilises organisations.

In the context of disinformation, Jennifer Giff, Senior Director of Issues and Crisis at Edelman APAC, highlighted the importance of merging corporate communications with digital marketing techniques, such as audience segmentation and precision targeting, paid amplification and search engine optimisation, to ensure that truthful narratives rise above the noise of false information.

By working closely with IT and security experts, Giff explains that organisations can stay ahead of emerging AI risk areas and effectively manage reputational threats. She outlined that this preparation must include ensuring that organisations are ready to quickly and effectively activate across digital channels. Additionally, Giff advises that internal communications need to be strengthened to inform employees about the risks of deepfake videos and other AI-facilitated false assets, which could be used for phishing or extortion. When a cyber incident does occur, to combat disinformation, she recommends engaging credible third parties, such as regulators or IT consultants, who can help in countering false narratives and building trust in official communications.

In summary, the dynamic interplay between AI and disinformation represents a new era of reputational challenges when managing cyber risks. In this context, an integrated response involving IT, legal and communications experts has become more crucial than ever. With this approach, organisations can better navigate the complexities of cyber threats and protect their reputations in an increasingly digital world.

At the annual CES consumer electronics show in Las Vegas last month, Chinese company Xpeng AeroHT captured the world’s imagination with the international debut of its Land Aircraft Carrier, featuring a six-wheeled vehicle and a compact aircraft.

Critics of China’s centralised governance model claim it stifles innovation and competition, resulting in large-scale innovation but low productivity. Yet in the low-altitude economy, a sector broadly defined as economic activities harnessing airspace below 1,000m – including drones, urban air mobility and aviation services – China is flying ahead.

Home to some of the world’s largest drone manufacturers such as DJI, China has captured more than 70 per cent of the global drone market. It accounts for nearly 80 per cent of unmanned aerial vehicle patent applications and has produced flying car companies such as Ehang, Volant and Xpeng AeroHT.

From drone deliveries to demonstrations of flying cars, progress is certainly visible. But how does this align with national ambitions and how did it take shape under China’s socialist system?

The low-altitude economy is a natural extension of China’s socialist system, where the government retains control over production resources to support national development. Once focused on land and physical infrastructure, this control now extends to digital infrastructure and airspace.

Regulators like the Civil Aviation Administration of China and state-owned enterprises such as the Shenzhen Urban Transportation Planning and Design Research Centre are playing an essential role in developing the key infrastructure underpinning the low-altitude economy.

Here, China’s centralised, permission-driven system of innovation presents an advantage.

“Permissionless” systems allow companies to innovate and compete with minimal regulatory constraints, typically enabling faster progress. While this makes sense for apps, the approach is less suited to the low-altitude economy, which depends on coordinated infrastructure, strict safety standards and integration with national systems.

Reinforced by its leadership in 5G and regulatory sandboxes, China’s approach paves the way to adoption and development in alignment with national priorities. Tight parameters reduce fragmentation and uncertainty, providing the clarity needed for innovators to confidently embark on their pursuits.

In contrast, the US relies on a fragmented model with federal, state and local authorities often competing. This ends up leading to slower implementation and more uncertainty for innovators despite its permissionless system.

The Chinese government’s efforts in encouraging the low-altitude economy reflect its socialist priorities by advancing new productive forces to empower society and the economy.

Suzhou has built an industrial ecosystem for the low-altitude economy, spanning research, manufacturing and applications, while Dalian is developing an ecosystem projected to be worth 4 billion yuan US$550 million by next year. If successful, thousands of jobs could be created.

Integration of the technology can also transform traditional industries. Agricultural drones are supporting the shift from blue-collar to “new collar” jobs. Today, more than 250,000 registered agricultural drones are in operation, improving yields while reducing manual labour, a dramatic rise from just 695 a decade ago.

China’s high-speed rail network connects rural and urban communities; flying cars and unmanned aerial vehicles could connect areas even harder to access. Rural farmers could deliver fresh produce to urban markets faster, opening new revenue streams and reducing spoilage. The technology can also improve access to urban healthcare, education and jobs, bridging the urban-rural divide to foster greater economic inclusion.

Aware of the potential job displacement resulting from productivity gains, the government may align the adoption of these technologies with policies to mitigate the impact. For example, initiatives could focus on attracting talent to advance the new productive forces agenda. Others could be guided towards roles in primary production sectors, supporting the nation’s drive for self-sufficiency.

Rather than increasing the number of traditional farmers, individuals will be trained to build, operate and maintain drones, robots and artificial intelligence to serve these industries. As an incentive, programmes like “dibao”, the rural minimum living standard guarantee, could be modernised by tying universal basic income to technology-enabled primary industry jobs and funding that through a dividend extracted from increased productivity from AI.

At the same time, China’s low-altitude technologies and governance model could soon become a global export. As countries along the Belt and Road Initiative invest in Chinese low-altitude technology for logistics and infrastructure projects, they are also likely to adopt or at least reference Chinese regulatory frameworks. Pakistan, for instance, is one of several countries using Chinese drones.

China has an opportunity to become a key influence in low-altitude technology, standards and regulation. Already, we have seen evidence of it stepping up in shaping international standards, particularly in drone regulation.

Integration of low-altitude technology into the belt and road would mark an evolution in China’s trading strategy. While the connectivity initiative traditionally focused on expanding physical infrastructure such as roads, railways and ports, low-altitude solutions could enable low-carbon multi-modal transport scenarios to address challenges including in last-mile logistics.

In the remote regions of Asia, Africa and the Middle East, such solutions could provide a cost-effective alternative, bypassing terrain that would otherwise require costly construction, as well as help bring the benefits of economic inclusion.

Behind the spectacle of flying cars and drone shows lies a bold economic plan that aligns with China’s national priorities and socialist vision. Within its borders, the low-altitude economy is more than just an innovation, but a strategy with the potential to generate jobs, foster economic inclusion and transform industries. Beyond its borders, it could become an opportunity to export technology and a new model of development, extending the New Silk Road into the skies.

This story first appeared in the South China Morning Post on 18th February 2025.

Generative AI, or “Gen AI”, has evolved significantly over the past year and is rapidly shaping the way we create, experience and perceive. Its ability to generate hyper-realistic interactions, photos and videos, and even entire narratives is blurring the line between what’s artificial and what’s real. As we enter 2025, new updates and models are expected that will likely to make Gen AI even more realistic and convincing.

Yet this raises potential ethical, philosophical, and spiritual questions in the world’s second largest religion, Islam. Today, there are over 250 million Muslims in the Asia Pacific region, many of whom are digitally engaged and increasingly affluent given the rising middle class in the region. Reaching these consumers require communications, positioning and marketing strategies that are sensitive to and align with cultural and religious considerations.

Brands deploying Gen AI in Muslim majority markets must understand cultural and religious nuances to be able to navigate potential sensitivities effectively. For instance, the concept of a “Halal”, or religiously permissible, business model. Many will associate the word “Halal” exclusively with dietary restrictions, but the application of what is Halal or not goes deeper and applies to general business practises as well. Rules around Halal business practises include being truthful and transparent about what you can deliver to your clients.

Truthfulness and the pursuit of knowledge are key pillars in the Islamic faith. In fact, the Qur'an specifically warns against falsehood and deception. In Surah Al-Isra, Allah says, "And do not pursue that of which you have no knowledge. Indeed, the hearing, the sight, and the heart—about all those [one] will be questioned" (Qur'an 17:36). In this regard Gen AI poses a potential challenge. The ability to create realistic yet fictional content may be used to spread misinformation, manipulate opinion, and cause harm. The faith considers such misuse a sin and business practices that fail to employ AI ethically would be considered impressible (not Halal) by those who strictly adhere to Islamic business principles, hindering relationship building for those looking to enter Muslim majority markets.

Gen AI has also received some more complicated objections in certain sectors. For example, some observers see parallels between the rise of technology and the conditions preceding the arrival of the Dajjal (Antichrist) in Islamic faith. The Prophet Muhammad (peace be upon him) described the Dajjal as a deceiver, who will mislead humanity with illusions that blur truth and falsehood, making it hard to distinguish between them. In an era where Gen AI can create highly realistic information, it's understandable why some devout followers might be concerned.

This aside, according to the Fatwa Department of the Hashemite Kingdom of Jordan, another possible disadvantage is the technology may lead to the loss of intellectual and interpretive dimension that distinguishes Muslim scholars and experts. There have been attempts to use the technology to issue fatwas (rulings) around specific topics such as death rites, legal issues and the like. Jordanian scholars observed, however, that AI struggles with issuing fatwas as it cannot discern nuanced opinions across Islamic schools of thought, potentially causing confusion. Given the depth of knowledge that exists, Gen AI models would have to be specifically fed information that was not only relevant to the majority sect of the Shariah observant market but also keeps in mind the sub- sects and minority sects that exist. For instance, an AI programme used for generating content for Sunni majority Saudi Arabia could not be effective in Shia majority Iran and vice versa, limiting its effectiveness in providing accurate guidance.

Of course, these concerns are not exclusive to the Islamic faith. According to the 2024 Edelman Trust Barometer, AI is facing a challenge of public confidence. 43% of respondents will reject AI, avoiding products and services that incorporate it, if they believe innovation is being managed poorly. For brands harnessing Gen AI technology to be successful, it is essential they address concerns among their consumers. First, transparency is essential. AI brands must clearly communicate how their technologies work, potential risks and biases, as well as measures to prevent misuse and ambiguity. For instance, AI-generated content must be clearly labelled as such to prevent confusion or be mistaken for something ill intentioned.

In an Islamic context, data sets that are being accessed should be vetted either by ethics councils or cultural experts to ensure that the sources referenced are reliable. If deployed correctly, the technology holds great potential in not only providing Muslims with the means to verify the authenticity of information but also allow those of us operating outside these markets to easily distinguish between reliable and unreliable sources for our own research.

Secondly, AI brands should emphasise ethical use cases that benefit humanity to illustrate how they plan to deploy it for their specific projects. For example, marketing campaigns around public awareness could highlight how Gen AI can be used for educational purposes, medical advancements, or preserving cultural heritage. One that comes to mind is the Dubai government harnessing Gen AI to develop a service dedicated to providing religious guidance under its “10X” initiative, which it also hopes will help counter radicalisation. The principles of compassion, social justice, and community welfare are all deeply rooted in the Islamic faith, and thus demonstration of these can help earn trust and credibility amongst Muslim consumers.

Thirdly, AI companies and those deploying the technology must demonstrate a clear commitment to combating misinformation, fact checking and ensuring that potential biases are addressed. This might include safeguards to prevent the misuse of GenAI for ill-intentioned purposes such as creating fake news or to defraud or taking steps to continually reduce inherent bias in the training data. Gen AI, as observed by researchers at the London School of Economics, is prone to “hallucinations” where it fabricates information and sources. When it comes to Islamic religious research, they observed the AI model cite sources that do not exist which adds to concerns around the deployment of the technology when it comes to heavy research tasks. Brands should take a proactive and public stance in addressing these concerns and communicating their actions to build credibility in markets where ethical and religious considerations hold weight.

Finally, cultural sensitivity is paramount. Marketing materials, product designs, and user interfaces should reflect an understanding of the social and religious context of Islamic markets. For example, avoiding generating content that contradicts Islamic values or appears exploitative of religious themes. Pulling from linguistically diverse sources will also add a layer of added cultural understanding to Gen AI output and show that the technology is being genuinely tailored for the region that it is being deployed in. Gen AI’s role contributing to the rise of increasingly convincing misinformation and criminal activity is presenting concern around the world. According to its 2024 Generative AI in Cybersecurity report by cyber-security firm Deep Instinct, 61% of organisations experienced a rise in deep fake incidents in 2024. In January 2024, an employee at a Hong Kong- based firm sent US$25 million to fraudsters after being ordered to do so by her Chief Financial Officer on a video call that also included other colleagues, who all turned out to be deepfakes. Understandably the pace at which the technology is being developed is rapidly becoming cause for concern as people feel left behind.

However, the ethical and responsible development of Gen AI technology represents a shift in human capability that can deliver many positive benefits. Applications range from democratising education to improving patient care and enhancing sustainability. In a religious context, for instance, it could serve as a useful tool enabling the categorisation and organisation of Islamic fatwas and legal rulings based on scholars or references, as well as help people to verify the veracity of religious information. By emphasising transparency, ethics, combatting misinformation as well as respecting cultural context, brands can earn trust and navigate this evolving landscape. Particularly in predominantly Islamic markets such as Malaysia, Indonesia and the UAE where the unique intersection of faith, culture, and technology requires careful consideration.

Edelman’s AI Center of Excellence

Edelman's AI Center of Excellence is a global virtual team which leverages its expertise in trust dynamics to help brands use AI as a reliable, trust-building tool, as well as navigate the communications challenges the technologies presents. Operating as a global virtual network of specialists, the team monitors AI developments closely from different viewpoints to develop insights, solutions, and counsel for clients to navigate this rapidly evolving space. Edelman believes generative AI can revolutionise industries, transforming how we live, work, and interact.

Every day in the media, we hear the perspectives of leaders about innovation. This year alone, we are seeing many organisations undertake strategic decisions that relate to the use of emerging technologies such as artificial intelligence (AI), to fundamentally transform or innovate processes over the next few years.

But what about the perspectives of employees? As a corollary to the innovation agenda, the employee upskilling and reskilling trend continues. More employees will be required to adapt to redesigned job roles or work in new teams. While we hear a lot from business leaders, we are not hearing enough from the very source that powers the business and may even be the spark behind the sought-after innovation. (Did you know that Frito-Lay’s top-selling Flamin’ Hot Cheetos started as an idea from a janitor who later became a top executive at the company?)

If middle managers and teams are implementing each of these strategic shifts, it makes sense to start with their perspective of what it takes to get them fully onboard and invested in driving the transformation. Here are three takeaways to consider, based on the Asia Pacific (APAC) findings of the Edelman Trust Barometer 2024 on trust and innovation and our Workplace Advisory team’s learnings with clients.

When communicating on innovation, engage employees on the pluses and minuses and seek their views on how they see innovation factoring into their work. The 2024 Edelman Trust Barometer reveals that people are more likely to trust businesses to be good managers of change if they communicate the pluses and minuses of innovations. They are more likely to embrace innovations such as green energy, AI and gene-based medicine when they feel they have control over how the innovations will affect their lives.*

Therefore, embedding new ways of working, driven by the potential of AI and sustainability standards, will be most effective when leaders actively engage middle managers and employees to provide inputs into the change plans. Employees are more open to innovations when leaders and transformation teams listen, ask and test ideas on how innovation can be incorporated into their everyday work.
Develop change communication plans in anticipation of job loss anxiety. The 2024 Edelman Trust Barometer research indicates that for respondents across 9 APAC markets, job loss is a top concern (net 91% of APAC employees worried) compared to inflation (72% of the APAC general population worried), hackers (78% of the general population worried) and other societal concerns. Worry about job loss is highest for employees in Malaysia (97%), India (96%), Indonesia (93%), Singapore (93%), South Korea (93%) and Thailand (92%).

For organisations undertaking major strategic shifts in areas such as digital and artificial intelligence (AI) transformation, anticipate anxiety, particularly in your APAC workforce, as you plan the change. Anxiety, whether unfounded or not, detracts greatly from daily productivity because of the mental toll it takes. APAC Business, Communications and Human Resource Leaders can come together to develop confidence-instilling plans with phased communications on what is expected of different employee segments. For example, steps employees can actively take to reskill, upskill or be transferred into job roles aligned to your strategies and what resources are available to support them in the change. Doing so will help your employees understand that while it requires change on their part, they have a future in your organisation.
Consider a nuanced approach when planning internal communications, based on the type of innovation and the general trust levels in that innovation across markets. The 2024 Edelman Trust Barometer indicates that across types of innovation in APAC, green energy has the highest acceptance, followed by AI then gene-based medicine. Green energy is embraced by 55% of APAC respondents with only 11% rejecting green energy, in comparison to AI (37% embrace AI, 26% reject) and gene-based medicine (31% embrace, 31% reject).

On AI in particular, APAC markets on average are more accepting of this type of innovation in comparison to the global average (37% embrace in APAC versus 30% globally). Fewer in APAC reject AI innovation (26% reject in APAC versus 35% globally). The APAC markets leading on acceptance of AI include China (51%), India (47%) and Thailand (46%), while Australia has the highest level of rejection (53%), significantly higher than the other 8 APAC markets studied (14% to 27% rejection range).

On gene-based medicine, acceptance is highest in China (41% embrace this innovation), India (40%) and Thailand (39%), with the highest rejection in Malaysia (45% reject this innovation versus 31% APAC average). This reflects the importance of examining cultural nuances for each innovation type.
For green energy, while APAC markets (55%) are about on par with the global average (54%) when it comes to embracing green energy, people in Thailand (62%), Indonesia (62%) and India (60%) are the most accepting.

Therefore, for leaders communicating to a diverse APAC workforce, a data-driven approach that considers the range of sentiments across your employee segments as a starting basis to a data-driven communications plan would make the difference. Communication plans in terms of content and phasing can be adjusted based on the level of that population segment’s change readiness, localising the content not only in terms of language, but also the cultural nuances around the innovation.

Taking the above points into consideration, organisations have the potential to not only enhance the effectiveness of their change management and transformation programs, but potentially spark greater innovation across the workforce. Empowering employees to serve as innovation ambassadors serves as a win-win for both the organisation, and the very people who will drive the agenda forward.

* The other top trust-building actions for business are keeping innovation affordable and working with government to develop regulations (83% and 81% of respondents respectively)

As Senior Vice President and Asia Pacific Practice Lead on Workplace Advisory at Edelman, Yan Jiejun partners with leaders to drive trusted organisational transformation including advising on communicating with their APAC workforces. She is a certified change practitioner, executive coach & HR professional, and is currently undertaking the INSEAD Executive Masters in Change.

Edelman has a global team of Workplace Advisory specialists, including in APAC, advising clients on culture, change, employee communications and employer brand. More details are found here. Contact us directly here.

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