Innovation labs, technology scouting outposts, and accelerator programs to invest in startups have become ubiquitous in large companies, as have regularly-scheduled hackathons or idea challenges that invite employees to develop and pitch new ideas.

Innovation labs, technology scouting outposts, and accelerator programs to invest in startups have become ubiquitous in large companies, as have<a href="https://hbr.org/2019/11/what-companies-that-are-good-at-innovation-get-right?referral=03758&amp;cm_vc=rr_item_page.top_right"> regularly-scheduled hackathons or idea challenges</a> that invite employees to develop and pitch new ideas.

Helping you navigate the ever-changing universe of business, from headlines to the bottom line

Helping you navigate the ever-changing universe of business, from headlines to the bottom line

Enterprise Explores

What Companies That Are Good At Innovation Get Right

The effects of the US-Iran conflict are felt around the world. Businesses are absorbing higher input costs while consumers face a higher cost of living. But even if a permanent peace agreement is secured, we may be looking at a higher-for-longer oil price situation. 

Cedric Chehab, Chief Economist at BMI, a Fitch Solutions company, breaks down the macroeconomics of the current oil shock, from geopolitical risk premiums and sticky inflation to a subsidy regime in Malaysia that is fast becoming unsustainable.

Tune in to find out:


 Five Reasons Oil Prices Won't Drop Overnight: Why a ceasefire announcement does not equal cheaper fuel the next morning. 


 The Sticky Inflation Problem: Even when oil prices fall, businesses and households should not assume an equivalent drop in what they pay day to day.


 The Future of OPEC+: UAE's recent departure from the alliance raises serious questions about OPEC+'s ability to coordinate global oil supply. 


 Signs of Demand Destruction: Specific indicators businesses should be tracking right now as early warning signals of a broader economic slowdown.


 Practical Steps To Take: This is the fourth major energy supply shock in six years. What businesses must do now to build resilience before the next disruption hits.



Image credit: Shutterstock

The effects of the US-Iran conflict are felt around the world. Businesses are absorbing higher input costs while consumers face a higher cost of living. But even if a permanent peace agreement is secured, we may be looking at a higher-for-longer oil price situation.&nbsp;Cedric Chehab, Chief Economist at BMI, a Fitch Solutions company, breaks down the macroeconomics of the current oil shock, from geopolitical risk premiums and sticky inflation to a subsidy regime in Malaysia that is fast becoming unsustainable.Tune in to find out:<ul><li> Five Reasons Oil Prices Won't Drop Overnight: Why a ceasefire announcement does not equal cheaper fuel the next morning.&nbsp;</li><li> The Sticky Inflation Problem: Even when oil prices fall, businesses and households should not assume an equivalent drop in what they pay day to day.</li><li> The Future of OPEC+: UAE's recent departure from the alliance raises serious questions about OPEC+'s ability to coordinate global oil supply.&nbsp;</li><li> Signs of Demand Destruction: Specific indicators businesses should be tracking right now as early warning signals of a broader economic slowdown.</li><li> Practical Steps To Take: This is the fourth major energy supply shock in six years. What businesses must do now to build resilience before the next disruption hits.</li></ul>Image credit: Shutterstock

A Permanent US-Iran Ceasefire May Not Bring Oil Prices Down

After 25 years in Malaysia, the EY Entrepreneur Of The Year™ Malaysia programme is no longer just a prestigious award. It's a strategic advantage and defining opportunity for every nominee, not just the winners.

We discuss:


EY's globally standardised framework, which measures what actually matters, gives founders a rare, rigorous outside view of where their business truly stands.


The "Short MBA" Effect: The application process forces founders to challenge their assumptions and rediscover their business purpose. Past entrepreneurs call it “one of the most clarifying experiences” of their entire journey.


Access to 25 years of Malaysia's top entrepreneurs, and a seat alongside global peers at the World Entrepreneur Of The Year event in Monaco.


Four categories: Emerging, Technology, Women, and Master. More businesses are eligible than you'd expect. Nominations close 15 June 2026.

After 25 years in Malaysia, the EY Entrepreneur Of The Year™ Malaysia programme is no longer just a prestigious award. It's a strategic advantage and defining opportunity for every nominee, not just the winners.We discuss:<ul><li>EY's globally standardised framework, which measures what actually matters, gives founders a rare, rigorous outside view of where their business truly stands.</li><li>The "Short MBA" Effect: The application process forces founders to challenge their assumptions and rediscover their business purpose. Past entrepreneurs call it “one of the most clarifying experiences” of their entire journey.</li><li>Access to 25 years of Malaysia's top entrepreneurs, and a seat alongside global peers at the World Entrepreneur Of The Year event in Monaco.</li><li>Four categories: Emerging, Technology, Women, and Master. More businesses are eligible than you'd expect. Nominations close 15 June 2026.</li></ul>

Could You Be Malaysia's Next EY Entrepreneur Of The Year?

Southeast Asia’s regional E-commerce GMV has hit USD$157 billion, but the market has reached a point where three platforms control most of it. Weihan Chen of Momentum Works joins the show to reveal why the record numbers hide a "growth without equilibrium".

Tune In To Find Out:


The AI Myth: Why artificial intelligence is reinforcing platform monopolies rather than democratising the marketplace for small-scale sellers.


The Take-Rate Gap: Why "official" 13.5% platform fees don’t reflect other costs that push the real burden on brands above 30%.


Moats vs. Commodities: Why physical delivery is now just a baseline requirement and the specific strategic value of "Orchestration" in the quick commerce war.


Content as the Storefront: How video and live streaming transitioned from marketing tools to core sales channels, now accounting for 32% of total GMV.


Renting vs. Owning: The defensive necessity of the Brand.com strategy and why established brands must stop "renting" customers from platforms that can change algorithms overnight.

Southeast Asia’s regional E-commerce GMV has hit&nbsp;USD$157 billion, but the market has reached a point where three platforms control most of it. Weihan Chen of Momentum Works joins the show to reveal why the record numbers hide a "growth without equilibrium".Tune In To Find Out:<ul><li>The AI Myth: Why artificial intelligence is reinforcing platform monopolies rather than democratising the marketplace for small-scale sellers.</li><li>The Take-Rate Gap: Why "official" 13.5% platform fees don’t reflect other costs that push the real burden on brands above 30%.</li><li>Moats vs. Commodities: Why physical delivery is now just a baseline requirement and the specific strategic value of "Orchestration" in the quick commerce war.</li><li>Content as the Storefront: How video and live streaming transitioned from marketing tools to core sales channels, now accounting for 32% of total GMV.</li><li>Renting vs. Owning: The defensive necessity of the <a target="_blank" rel="noopener noreferrer nofollow" href="http://Brand.com">Brand.com</a> strategy and why established brands must stop "renting" customers from platforms that can change algorithms overnight.</li></ul>

What Companies That Are Good At Innovation Get Right

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