Asia is a small word for a huge region. The largest and most-populated continent on the planet, its influence extends well beyond any geographical border - though as China grows in economic power, Asian companies are increasingly looking to deal with their near neighbour. It’s a complicated picture; OPEX has a role - but how does it fit in?

There are really three main questions:
How does the Asia region differ from the rest of the world?

What trends have had a big impact recently?

What are the threats to growth?

Understanding the business is a top priority in Asia. Using data to drive strategy is an approach that should drive benefits - with businesses responding to what really works. ‘What really works’, however, is often buried deep in the workings of a business, so a proper analysis suggests that companies are looking to the real world rather than ‘Process Simulation’ to inform future moves.

Based on the OPEX State of the Industry Report, Asia is seeing slightly more positive outcomes of their OPEX programmes than RoW. Obviously this masks what is a much more varied picture, but it raises the question: do Asian companies get more for their efforts? Or are their expectations managed differently? Is there some overselling of the benefits of OPEX?

Across the board, PEX and OPEX are overwhelmingly seen as essential for delivering strategic objectives. One major difference between Asia and RoW is the delivery of culture and leadership change. With change management being a major stumbling block in implementation of new ideas, this suggests Asian companies may have the edge when it comes to agility and rolling with the changes enforced by fluctuating markets or uncertain geopolitics.

Asia is markedly more optimistic and anticipating an increase in budget. RoW is expecting that things won’t change - it’s quite a difference between investing in the future and clinging on to the status quo. The ‘don’t knows’ are often an afterthought - but something interesting is happening here: Asia’s figure is half that of RoW. There seems to be more clarity in Asia about the changes coming down the track - whether they’re good or bad.

Asia expects more budgets in the future, and although their projects are broadly maturing at the same rate as RoW, Asia is more satisfied in the outcome of OPEX programs, and get better results.

Investment in OPEX and PEX seem good strategies for businesses in Asia: peers are already doing it, and customers expect it. The budget should be there, best practice should be established and the benefits are clear.

One of the big differences - RoW is looking for increased revenue while Asia is looking to increase efficiency and throughput - may account for some of these differences: attitude plays a crucial role. You can’t change your circumstances, but you can change your response, and this has given way to a self-reinforcing culture that is showing more enthusiasm and return on that enthusiasm that gives Asian businesses a considerable advantage.