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Business Management Review: Speials Magazine
Dr. Wataru Momose, affectionately known as Dr. Momo, has made significant advancements in pharmaceutical research and manufacturing. He serves as the director of business strategy at Otsuka Pharmaceutical, a company known for its unique conglomerate business model and culture. His novel application of non-destructive analytical technology, process analytical technology (PAT), and AI technology/Chemometrics has led to substantial cost savings and quality improvements. He was influenced by his father, a former president of a semiconductor company, who believed that if manufacturing can be done affordably and safely, then systems from other industries can be used for the pharmaceutical industry’s manufacturing and quality assurance systems. This approach can reduce national medical expenses. Compared to the pharmaceutical manufacturing system around 2000, we are now incorporating a continuous production system into the manufacturing of biopharmaceuticals. With the tailwind of labor-saving and the use of AI accelerated by the coronavirus pandemic, Dr. Momo predicts that the industry will undergo further changes over the next 10 years. The innovation speed has been accelerated. The rise in national medical costs indicates a need to shift from a system that treats cancer or other illnesses after they develop to one that allows individuals to use their devices to monitor their health and ailments daily. A world where people can maintain their own health needs to be created. However, adopting a new business model in a silo-regulated industry will not be easy and will not be accomplished by limited contributions from pharmaceutical companies alone. "In applying this mindset to disrupt the healthcare industry ecosystem, we can unite leaders from various industries, each with unique perspectives, while aligning with the shared goal of reducing medical costs and increasing healthy life expectancy." We firmly believe that exceptional leaders are pivotal in connecting
Top Merger and Acquisition Consulting Service in Apac
We are currently in an uncertain era, where global economic shifts, geopolitical tensions, rapid technological advancements and increased compliance standards contribute to a complex “multidimensional risk matrix” for enterprises—especially those operating across borders. In this landscape, risk has evolved beyond mere threats; it has become an integral part of a company’s strategic arsenal. Enterprises that can actively manage and leverage risks as competitive advantages are poised to succeed in the evolving global environment. Proactively managing risk is now pivotal in determining the success of enterprises in a globalized world. Specializing in risk management and consulting services, Joyway Consulting stands out for its deep understanding of the Chinese market and its global outlook. Drawing from this expertise, the firm has developed a "dynamic shield" to help cross-border enterprises navigate uncertainty and thrive in complex environments. “Since our inception in January 2011, we have effectively assisted numerous renowned multinational corporations and financial institutions in mitigating risks associated with their operations in China, spanning sectors such as energy, internet technology, healthcare and precision manufacturing,” says Anthony Chang, founder and partner. Joyway Consulting’s core strength lies in its ability to conduct thorough investigations tailored to specific objectives. This ensures comprehensive information alignment across multiple dimensions, including operational status, financial health, identification and assessment of core competitive advantages, value chain analysis and management team evaluation. These capabilities enable the firm to optimize transactions, secure favorable deals in investments and mergers and acquisitions, craft more effective competitive strategies through competitor analysis and safeguard commercial interests in dispute resolution scenarios. Another critical aspect of Joyway Consulting’s approach is its use of anonymous methods to execute projects, ensuring the protection of clients' business secrets and privacy.
Crossborder M&A Advisory Services in Apac
Nihon M&A Center Holdings (2127: TYO) is Japan’s largest independent mergers and acquisitions (M&A) advisory firm. Founded in 1991 by visionary accountants, the Tokyo-based firm supports small and medium-sized enterprises (SMEs) through business succession, reorganization, and cross-border transactions. The company has facilitated over 9,500 M&A deals over its 33-year history. Nihon M&A Center has built a nationwide and international network to execute highly specialized, value- preserving business transfers. Its success is rooted in a unique understanding of Japan’s demographic realities and a commitment to acting as a facilitator and a safeguard during generational transition in business ownership. Japan faces a significant challenge: by 2025, 2.45 million small business owners will be over 70, and over half, around 1.27 million, have no successor. These are not just numbers; they signal risks to jobs, local economies, and generational wealth. Many of these businesses are still profitable but may disappear without proper succession. It’s no longer a long-term objective—it is a national imperative. Nihon M&A Center has positioned itself to address this succession vacuum directly. Rather than simply brokering deals, the company offers a fully integrated, end-to-end solution that supports business owners through every transfer phase. Its services begin with confidential valuations and curated marketing materials, followed by targeted acquirer outreach through a network of over 900 regional M&A centers and dozens of regional banks. Each transaction is led by a dedicated consultant and supported by in-house legal, tax, and industry specialists who navigate each deal’s regulatory and financial complexities. To de-risk outcomes for buyers and sellers, all transactions come with a built-in warranty and indemnity insurance policy underwritten by Tokio Marine, at no additional cost to the client. This measure alone exemplifies the company’s commitment to transparency and security in a traditionally opaque process. What truly sets Nihon M&A Center apart is its focus on the human dimension of business succession. The company has introduced a unique cultural element in its “closing ceremonies,” where buyers and sellers commemorate the deal with a formal handover celebration. These events foster goodwill and reinforce the emotional legacy of the transaction, reinforcing trust on both sides. Post-deal, the company’s subsidiaries offer integration support and life-planning services to ensure continuity for the buyer and peace of mind for the retiring owner.
Fractional CIO Services
Most companies today recognize that technology is a key vehicle for creating competitive advantage. Yet even with strong internal tech teams in place, many organizations find themselves struggling to harness the full potential of available solutions and tools. The issue is not a lack of technical expertise or effort. It is the absence of a senior voice to align technology with business strategy. NortheastCIOs bridges the gap, offering flexible, executive-level IT leadership that helps businesses transform routine technology work into a competitive business advantage. Thomas Licciardello, practice lead and principal CIO, has witnessed this pattern across mid-market businesses spanning industries such as healthcare, finance, media, education, and nonprofits. These organizations believe in the power of technology and want to use it to create competitive advantage, but their internal teams are often consumed by the immediate demands of operations. NortheastCIOs becomes the senior voice these teams are missing, offering guidance, mentorship, practical IT strategy and executive clarity. Through its fractional CIO services, the company provides organizations with seasoned leadership at a fraction of the cost, enhancing systems, refining processes, and aligning technology with business goals. “We are not here for a one-and-done fix. When companies choose a fractional CIO, it is a significant step, and we treat it that way. Our goal is to be a true partner, offering clarity, guidance, and long-term support from day one,” says Licciardello. Organizations initially reach out to NortheastCIOs for one primary reason: they recognize a critical leadership gap in their technology function but are unsure of the best path forward. They may be exploring the emerging concept of fractional executive leadership as a flexible and impactful solution to this challenge. NortheastCIOs begins by demonstrating the strategic value of fractional CIO services, outlining a comprehensive approach that transforms technology from a cost center into a competitive advantage.
CXO INSIGHTS
Facilities Management to Commercial Business Market
Min Thein Win, Head Of Facilities Management, Capital Diamond Star Group
How I Look at Business Communication-The Necessary Tool for Successful Business
Walter Bridgham, Senior Business Development Manager- Home & Interior, Lenzing Group [VIE: LNZ]
Navigating the Dynamic Landscape of Facility Management
Nabila Mohamad, Assistant Manager, Property Management at Prudential BSN Takaful Berhad
Organizational Development Have Played A Pivotal Role In Shaping A Culture Of Excellence Within The Organization
Vincent Benedicto, Assistant Vice President, Learning, Organizational Development, and Employer Branding Head, SMDC
Creating a People-First Diversity, Equity and Inclusion Strategy
Ben Mansour, Head of People, Capability and Organisation, Anglo American Australia
Evolving Leadership and Strategic Insights for Business Development
Dewi Fitriyati, Head of Business Development at PT. KATOLEC INDONESIA
Insights into Healthcare Ecosystem
Wataru Momose, Ph.D., Director of Business Strategy, Otsuka Pharmaceutical Co
Turning Complexity Into Clarity In Tech Integration
Jane Fischer, Manager Technical Integration Mergers and Acquisitions, BHP
Navigating Growth: Overcoming Challenges in the Retail Supply Chain
Gokhan Bardan, Operations & 3PL Manager Asia Pacific, Lovisa Pty Ltd
Navigating the Cold Chain: Insights from Two Decades in Supply Chain Management
Lenny S. Budiman, Head of Supply Chain MANAGEMENT, PT. SARIMELATI KENCANA Tbk
Insights from a Business Process Improvement Expert
Rey Sumaru, Ganeral manager, IT and Innovation, Melbourne Cricket Cub
IN FOCUS
Maximizing Efficiency in APAC: Expense Management Trends for Forward-Thinking Businesses
Automated expense management platforms integrate with corporate credit cards, bank accounts, and enterprise resource planning (ERP) systems, allowing seamless transaction processing
Empowering M&A Success in APAC: Leveraging Data-Driven Insights and Consulting
Artificial intelligence (AI) is revolutionizing M&A consulting by introducing sophisticated tools that enhance analysis and streamline processes. AI-powered algorithms can analyze extensive datasets at unprecedented speeds, identifying patterns that inform strategic recommendations.
EDITORIAL
The Evolving Role of M&A Advisors in APAC
The APAC region continues to assert its strategic importance in the global merger and acquisition (M&A) landscape. From emerging Southeast Asian economies to established financial hubs like Singapore and Australia, the region presents tremendous opportunities and unique complexities. With the rise in cross-border investments and the evolution of domestic markets, the role of M&A service providers is more vital than ever.
In APAC, M&A advisors are more than just intermediaries, they are strategic navigators. Legal frameworks, cultural nuances, and divergent regulatory landscapes demand localized expertise, often far beyond the scope of traditional advisory. M&A service providers in this region have adapted by combining global deal-making experience with on-the-ground intelligence. This hybrid approach is essential in fragmented markets where trust, long-term relationships, and regional acumen dictate the pace and success of transactions.
The region’s dynamic business environment requires advisors who understand the nuances of market entry, sector-specific risks, and the sensitivities of working across borders. It’s not just about deal structuring or financial valuation, it’s about interpreting policy shifts, managing stakeholder expectations, and aligning transactions with long-term strategic goals. Successful M&A engagements increasingly hinge on advisors’ ability to guide clients through cross-cultural negotiations, due diligence under diverse legal systems, and post-merger integration tailored to local operations.
The right consulting partner is indispensable for companies seeking to grow through acquisition or joint ventures within APAC. The best advisors offer perspective. They understand that success in this region is not just about closing terms but about building sustainable value that respects local dynamics and operational realities.
Ultimately, the strength of M&A services across APAC rests in adaptability. As economies shift and corporate ambitions grow, advisors must continue to evolve, offering insight that transcends spreadsheets and speaks to long-term value. In a region where transformation is the only constant, the future belongs to those who can anticipate the next move before it happens.
This edition delves into how businesses leverage M&A services to stay ahead of the curve. It also presents insights from expert CXOs like Dewi Fitriyati, Head of Business Development, PT. KATOLEC INDONESIA, and Eugenia Koh, Global Head, Sustainable Finance, CPBB at Standard Chartered Bank, who share their perspectives on their business practices. We believe these insights will assist you in making more informed decisions for your business.
