DBS CEO Tan Su Shan's AI-Driven Strategy Targets $1 Billion in Value Amid Leadership Reshaping

DBS Group Holdings Ltd., Southeast Asia’s largest bank by assets, has seen its CEO Tan Su Shan confront the existential threat of artificial intelligence firsthand. Following her appointment in March, Tan received a candid warning from her board via WhatsApp: even top leadership roles could be automated. This revelation underscored her broader push to reorient the bank’s strategy around AI, emphasizing resilience and adaptability as critical traits for employees in an era of rapid technological disruption [1].

Tan’s response has been to champion the “four Rs”—reinvent, stay relevant, build resilience, and act responsibly—while reshaping hiring practices. She advocates for prioritizing “attitude” over “knowledge,” arguing that agility and humility are essential as AI renders traditional expertise obsolete. “Whatever I knew up to today is no longer relevant tomorrow,” she said, reflecting a mindset she wants embedded in DBS’s 24,000-strong workforce. This shift is already manifesting in initiatives like a generative AI-powered executive coach, developed in partnership with leadership consultant Marshall Goldsmith, which aims to make personalized career guidance accessible to all employees [1].

The bank’s AI ambitions are not without tangible metrics. In June, DBS estimated that AI applications could generate up to S$1 billion ($782 million) in value for the bank this year. Tan’s personal anecdote of using AI during a client pitch—where the tool helped her formulate relevant questions—illustrates the practical benefits she envisions. Yet challenges persist: while junior and senior staff are embracing AI, mid-level employees remain the least engaged, highlighting the need for targeted cultural change [1].

The broader implications of AI in finance were echoed by OpenAI CEO Sam Altman at a Federal Reserve conference, where he warned of AI’s potential to displace roles across sectors. Altman noted a 90% annual drop in the cost of AI-driven “intelligence,” enabling tasks that once took days to complete in minutes for minimal expense. He compared AI’s rise to the invention of the transistor, suggesting its integration will be so pervasive that “AI company” will become an anachronism. This aligns with DBS’s own trajectory, where AI is no longer a speculative tool but a core operational asset [2].

However, Altman also highlighted risks, including a looming “fraud crisis” in banking. AI’s ability to bypass conventional authentication methods—such as voice or image recognition—poses a significant threat, particularly for institutions focused on financial inclusion. For Southeast Asia, where digital banking is expanding rapidly, this duality of opportunity and vulnerability is acute. DBS, with its $29 billion in annual revenue and $8.4 billion profit, exemplifies the region’s financial might, but its success now hinges on balancing AI’s efficiency with safeguards against misuse [2].

Regulatory frameworks, Altman argued, must evolve alongside technological advancements. While he did not directly reference Southeast Asia, the region’s policymakers face a similar balancing act: fostering innovation while mitigating risks. This is especially relevant for DBS, which operates in a competitive market where rivals like Vietnam’s OCB Bank are also leveraging AI to reshape financial services. Yet DBS’s proactive approach—embedding AI into leadership development and customer interactions—positions it as a regional leader in this transition [3].

Tan’s acknowledgment of AI’s disruptive potential reflects a broader industry reckoning. As she noted, “If I can be replaced by AI, so can everything else!” This mindset underscores a reality where human roles are increasingly redefined rather than eliminated. For DBS, the challenge is not just adopting technology but ensuring that its workforce—and its leadership—can thrive in an AI-augmented world. The bank’s success in this endeavor may well set a benchmark for how financial institutions navigate the evolving relationship between humans and machines.

Sources:

[1] [DBS CEO Tan Su Shan on AI and Leadership](https://fortune.com/asia/2025/07/23/dbs-ceo-tan-su-shan-brainstorm-ai-singapore/)

[2] [Sam Altman on AI and the Future of Finance](https://fortune.com/2025/07/23/sam-altman-artificial-intelligence-too-cheap-jobs/)

[3] [Vietnam’s Innovation Push](https://vietcetera.com/en/vietnams-innovation-push-positive-signs-from-vietnams-new-economic-landscape)