Opportunities,

Mr. Vea said, “Today’s disruption is tomorrow’s business as usual. That’s a fact of life. Before you’re able to disrupt, you have to disrupt yourself fi rst.”

He added that if you’re an incumbent, disruption is a “CEO thing” — a decision that has to come from the very top.

Mr. Cu also shared how Grab, known as a major disruptor in the country’s transportation sector, has numerously needed to disrupt itself amid challenges such as government regulations and some negative feedback from the riding public in order to remain an agile company.

“It’s important that for every disruptor not to forget your roots, not to forget the basics of why you came into the market, and disrupt the market that you wanted to. For us it is three simple rules: safe rides, convenient rides, and fast rides. Now, we have to re-look at all the processes we have built over the last five years and again disrupt ourselves to be able to deliver those three core values that we’ve set out to do. It’s always good to anchor yourselves to those basic values that you’ve started off with,” he shared.

The speakers also underscored the importance of collaboration with different stakeholders or even between incumbents and start-ups. This collaboration would not only benefit the companies involved, but ultimately, the market that they are serving as well.

Saying that it is fundamentally about people, Mr. Vea said that disruption is not really meant to disrupt the competitor. Speci f ic a l ly for them at Voyager Innovations, disruption means to disrupt the inequalities and inefficiencies together with the incumbents, that ’s why they