Design in the Age of AI: Why Human Direction Matters More Than Everhttps://dbcsingapore.org/wp-content/uploads/2026/04/Design-in-the-Age-of-AI-Why-Human-Direction-Matters-More-Than-Ever.jpg77805305Design Business Chamber SingaporeDesign Business Chamber Singaporehttps://dbcsingapore.org/wp-content/uploads/2026/04/Design-in-the-Age-of-AI-Why-Human-Direction-Matters-More-Than-Ever.jpg
AI Is Changing Design, Not Replacing It
Artificial intelligence is changing design, but not by replacing designers. It is changing design by shifting where value is created, where time is saved, and where human judgement matters most. In my view, this is the central point the design industry must now engage seriously: AI is not the end of design expertise. It is a new condition for how design expertise is expressed.
For many years, design has been understood through familiar process models centred on discovery, definition, development, and delivery. That basic arc remains useful. What is changing is the intensity and speed of what happens inside it. AI expands the range of concepts that can be explored, accelerates research and synthesis, supports visualisation, assists communication, and helps teams examine broader sets of alternatives earlier in the process. The practical effect is that design is becoming more generative, more iterative, and more strategically responsive.
DBCS Hosted a panel with Singapore’s Design Trade Associations, exploring how AI is transforming design. Panelists: AAMS: Geoff Tan, Michelle Leong, Jolyn Heng, Dawn Lum; SIA (Singapore Institute of Architects): Tiah Nan Chyuan; SILA: Yvonne Tan; IDCS (Interior Design Confederation Singapore): Cameron Woo, Divya Anthony; SFIC (Singapore Furniture Industries Council): Gabriel Lim, Joshua Koh, DBCS, Khai Seng Hong Moderator: Bradley Camburn
A Larger Design Space
This should be seen as an opportunity. AI allows designers to engage larger spaces of possibility than was previously practical. It can help teams surface material options, frame stakeholder discussions, test scenarios, and communicate directions with greater speed and clarity. In complex environments, that matters. Singapore’s design sectors frequently operate across technical, regulatory, cultural, and commercial constraints. In such contexts, tools that improve coordination and accelerate informed iteration are not marginal improvements. They can materially strengthen design performance.
AI also appears especially valuable in the earlier and middle stages of the process, where breadth matters. It supports the generation of alternatives, comparison of pathways, and exploration of multiple possible futures before teams commit resources to final execution.
Why Human Guidance Becomes More Important
Yet the emergence of AI also makes one point clearer, not weaker: the final product still needs human guidance. AI may play a heavier role in concept development, but people remain responsible for contextualisation, prioritisation, ethical judgement, and detailed final design. Designers still determine what matters, which trade-offs are acceptable, what is appropriate for the user, and what should ultimately be built. Those decisions are not secondary. They are the core of responsible design practice.
In other words, AI can expand the design space, but humans still define the direction of travel. That is why the future of design is not less human. It is more intentionally human.
A New Process Logic for Design and AI
This is consistent with the tri-diamond framing we have been developing, which positions design as an interaction between human intention, AI’s latent generative space, and human evaluation. In this view, AI is strongest when expanding and transforming possibilities, while humans remain essential in setting direction and evaluating outcomes. The model also reflects an important practical observation: AI use tends to be more intense in the define and develop phases, while humans retain a stronger leadership role in discovery and delivery.
Immanuel Koh, Triple-Diamond, 2026.
Further, the integration of design and AI does not occur in a single fixed way, but across six distinct modes with varying levels of automation and human involvement: intuition, deliberation, surrender, autopilot, offloading, and recursive. Together, these modes show that design with AI can range from predominantly human-led processes, to AI-accelerated collaboration, to highly automated loops, depending on how intention, generation, and evaluation are distributed between human judgement and artificial systems.
Immanuel Koh, Triple-Diamond & Its Modes, 2026.
Singapore’s Opportunity
For Singapore, this moment calls for ambition. We should not approach AI in design as a narrow question of tool adoption. We should approach it as a question of capability, leadership, and strategic identity. If design is evolving with AI, then Singapore has the opportunity to help define what that evolution looks like: human-led, outcome-focused, and globally relevant.
That is the opportunity now in front of the design industry. Not simply to use AI, but to shape how design evolves with it.
Authors By Bradley Camburn DBCS & Immanuel Koh SUTD
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Member Spotlight: PLUS Collaborativeshttps://dbcsingapore.org/wp-content/uploads/2026/04/Plus_Logo01-.png22401260Design Business Chamber SingaporeDesign Business Chamber Singaporehttps://dbcsingapore.org/wp-content/uploads/2026/04/Plus_Logo01-.png
Luck is what happens when preparation meets opportunity.
Mervin Tan (Co-Founder and Creative Director)
PLUS Collaboratives 𝗷𝗼𝗶𝗻𝘀 𝗗𝗕𝗖𝗦 𝗮𝘀 𝗮 𝗣𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹 𝗖𝗼𝗿𝗽𝗼𝗿𝗮𝘁𝗲 𝗠𝗲𝗺𝗯𝗲𝗿, bringing a 360° approach to designing, curating and developing experiences across events, spaces, and communications. Grounded in research-led thinking, they translate ideas into intentional brand experiences from concept to execution.
Member Spotlight: 3iStudio Consultantshttps://dbcsingapore.org/wp-content/uploads/2026/04/3iStudio-company-logo-.png22401260Design Business Chamber SingaporeDesign Business Chamber Singaporehttps://dbcsingapore.org/wp-content/uploads/2026/04/3iStudio-company-logo-.png
We don’t just build spaces, we create experiences that reflect your story, empower your people, and shape the way you work.
Wong Soon Foung (Founder)
𝟯𝗶𝗦𝘁𝘂𝗱𝗶𝗼 𝗖𝗼𝗻𝘀𝘂𝗹𝘁𝗮𝗻𝘁𝘀 𝗣𝘁𝗲 𝗟𝘁𝗱 𝗷𝗼𝗶𝗻𝘀 𝗗𝗕𝗖𝗦 𝗮𝘀 𝗮 𝗣𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹 𝗖𝗼𝗿𝗽𝗼𝗿𝗮𝘁𝗲 𝗠𝗲𝗺𝗯𝗲𝗿, bringing a human-centered design philosophy that goes beyond physical spaces to create meaningful, personalised environments that reimagines how people feel, interact and perform.
DBCS40 Gala Sponsor Spotlight Series – #1 (Jeremy Foo, Alpha Story)https://dbcsingapore.org/wp-content/uploads/2025/12/DBCS40-Sponsor-Spotlight-1-Jeremy-Foo-Alpha-Story-scaled.jpg20482560Design Business Chamber SingaporeDesign Business Chamber Singaporehttps://dbcsingapore.org/wp-content/uploads/2025/12/DBCS40-Sponsor-Spotlight-1-Jeremy-Foo-Alpha-Story-scaled.jpg
Alpha Story provided PR coverage for the DBCS40 Gala. From 10+ years building relationships across thousands of startups to now building the PR agency alternative, Jeremy’s conviction is clear: speed, signal quality, and disciplined execution.
Read the full Q&A below to learn how they’re modernising how stories are created, verified, and exchanged.
Tell me more about yourself and what sparked the idea to create Alpha Story.
I am the founder of both Alpha Story and Elliot & Co. I bring more than 10 years of experience serving SMEs in the high growth startup space across many industries, with a focus on outcomes that move the business. My close relationships and deep understanding of the media landscape have helped elevate the media presence of thousands of clients across the region.
Building Elliot & Co showed me that the real moat in PR is speed, signal quality, and disciplined execution. Brands win when they detect narrative shifts early and act with precision. Alpha Story is the next step. I am combining proven PR craft with AI that monitors media and social signals around the clock, flags emerging reputation risks faster than traditional approaches, and recommends an immediate plan so teams move from detection to publication as quickly as possible.
How does Alpha Story’s Artificial Intelligence approach differ from traditional PR approaches?
Traditional PR is manual, list based, and slow to learn. Alpha Story uses agentic AI to monitor media and social signals round the clock, detect emerging narrative shifts, and recommend the most effective path to resolution. The system prioritises threats and opportunities, then pairs them with the right outreach plan and guaranteed coverage avenues when appropriate. The result is faster detection, clearer context, and execution that moves in hours, not days.
How do you juggle being a technology based start up and preserving the human touch?
We design technology to extend editorial judgment, not replace it. AI handles monitoring, triage, and first pass recommendations. Senior communicators validate risk levels, refine messaging, and align stakeholders. Journalists receive concise, relevant pitches and have full control over what they pursue. Our release criteria are simple, the feature must improve relationships, story quality, or time to publication. If it does not, we do not ship it.
What is the positioning of Alpha Story in the PR industry?
We are an AI innovator that is reshaping PR, not a traditional agency that merely uses AI. The goal is to modernise the storytelling workflow for in-house teams, agencies, and journalists, with agentic AI, real time narrative intelligence, and options for guaranteed coverage at a fraction of typical retainers. In short, we aim to be a PR agency alternative that rebuilds the fabric of how stories are created, verified, and exchanged.
If you could give your younger self one piece of advice before starting Alpha Story, what would it be?
I would treat being underestimated as an edge. I think when people expect you to miss, you should experiment faster, measure everything, and build a thicker skin. I would speak less and test more. I would share work earlier, even if it feels rough. I would let results talk, not titles. I would spend my energy on customers and journalists, not on convincing skeptics. I think credibility sets your floor, and conviction sets your ceiling.
What was a personal experience or moment that shaped how you see storytelling?
Early at Elliot & Co, a founder believed the media would not care about their small company. We restructured the story around a clear customer problem, added original data to prove the impact, and mapped the angles to specific reporters who covered that beat. The coverage that followed opened investor conversations, drove new partnerships, and shifted how the team talked about its product. That experience cemented a simple belief, storytelling is not decoration, it is distribution for truth. Alpha Story productises that belief with predictive monitoring and rapid, accountable execution.
Inspired by founders who build with purpose? Alpha Story helps startups, SMEs, and enterprises turn meaningful moments into trusted media coverage that lasts.
Jeremy Foo, Founder & CEO, Alpha Story
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DBCS40 Gala Sponsor Spotlight Series – #2 (Rei See, UPGroup Asia)https://dbcsingapore.org/wp-content/uploads/2025/12/DBCS40-Sponsor-Spotlight-2-Rei-See-UPGroupAsia-scaled.jpg20482560Design Business Chamber SingaporeDesign Business Chamber Singaporehttps://dbcsingapore.org/wp-content/uploads/2025/12/DBCS40-Sponsor-Spotlight-2-Rei-See-UPGroupAsia-scaled.jpg
UPGroup Asia played a crucial role in planning and executing the DBCS40 Gala, bringing their expertise in design, technical production, and venue experience to life. Their leadership in creating intentional, well-orchestrated experiences is exactly what made our celebration possible.
Events aren’t creative projects that happen to need operations. They’re operational challenges that get solved with creativity. That mindset shift changes everything.
Read the full Q&A to see how they’re building intentional experiences.
Tell us more about you, how your interest in this strain of creative industry sparked, and events at UPGroup Asia.
I have been in events for more than 10 years now, and what first pulled me in was the challenge of taking a concept and figuring out how it plays out with actual space, with real people, and real timelines to manage.
At UPGroup Asia, I work with a team that approaches events across all angles. We look at design, planning, technical production, content, and how the venue supports the experience we want to create. I enjoy that pace and energy. It keeps me hands-on, keeps me thinking, and reminds me why I enjoy the work that I do.
What non-design experience has most shaped how you think about design and how it has been implemented in your work?
The majority of my career has been rooted in operations, which shaped how I see design. It made me pay attention to how people move, what slows them down, what excites them, and what can completely change how an experience feels. It teaches you to see patterns, bottlenecks, and opportunities before anything even happens.
Because of that, I don’t separate design and operations. If anything, one strengthens the other. A creative idea becomes much stronger when you understand how it will play out in front of an audience, with all the execution realities that come with running an event.
What is a misconception about the design or creative industry you would like to clear up?
That creative ideas come instantly, or that design happens in isolation.
Most of the work we do involves detailed planning, coordination across multiple teams and constant refinement. Creativity in events for our team is about understanding the purpose of the event, how people will move through a space, what the technical limitations are and how the environment should feel.
Our best ideas usually come from combining operational understanding with creative thinking.
Budgets and production constraints are part of any campaign. Can you share a time when a client’s demands or financial pressure forced compromise?
Budget conversations happen in every project, and they often help shape the final direction of an experience. Many of our clients begin with a broad vision, and our role is to refine that vision so the idea stays strong while remaining feasible.
In these situations, we look closely at the purpose of the event and identify the moments that really matter to the audience. Once those moments are clear, we channel resources toward them and keep the surrounding elements simpler. This approach allows us to maintain the heart of the concept while working sensibly within the project scope.
I have found that this kind of collaboration often leads to clearer and more focused experiences.
What expectations do you have for the future of Singapore’s creative and events production industry?
The landscape is evolving quickly. Clients are looking for events with purpose. They want depth in the concept, strong technical execution, and experiences that feel considered from start to finish.
Audiences are also seeking more connection. Live, in-person moments matter more today, and that shifts how we plan and design. Sustainability and resource-conscious planning will continue to grow in importance. Teams who can combine creativity, technical knowledge and reliable delivery will be the ones to watch.
With artificial intelligence tools prevailing in our lives, how do you ensure creativity from the human touch can be authentically seen?
AI is becoming a helpful tool for events, especially for research, early ideation and speeding up certain parts of the workflow. But the heart of an experience still comes from people. What makes our events memorable is the instinct and understanding of human behaviour that come from experience on the ground.
At UPGroup Asia, we use technology where it helps us work smarter, but the creative direction, the decisions around flow and the way an audience should feel in a space are still shaped by human judgment. For us, the human touch shows up in the way we interpret a brief, how we adjust to challenges on site and how we design experiences that feel natural rather than mechanical.
What is your long-term vision for UPGroup Asia under your leadership as Chief Operations Officer?
My vision is to continue strengthening our ability to deliver high-quality experiences consistently, whether they involve creative concepting, detailed planning, technical production, content development or venue support. I want our teams to be known for reliability and for the ability to execute complex ideas while keeping the audience experience at the centre.
We are also building our regional capabilities across Southeast Asia, and I want us to grow in a way that ensures our standards remain consistent across different markets. Internally, my focus is on developing talent and refining our processes so that our teams can work more efficiently without losing creativity.
Planning an event? Partner with UPGroup Asia to elevate your event experience.
Rei See, Chief Operating Officer, UPGroup Asia
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Singapore Launches World’s First Index to Measure Design’s Economic Impacthttps://dbcsingapore.org/wp-content/uploads/2025/09/DBCS_Consulus_World-Design-Business-Forum-scaled.jpg25601707Design Business Chamber SingaporeDesign Business Chamber Singaporehttps://dbcsingapore.org/wp-content/uploads/2025/09/DBCS_Consulus_World-Design-Business-Forum-scaled.jpg
The Design Power Index (DPI), inaugurated at the World Design Business Forum 2025, charts how design fuels growth, innovation, and social progress worldwide.
With four decades of championing ‘better business by design,’ DBCS now extends its model globally with the World Design Business Organisation (WDBO) set to be launched on 25th November 2025.
DPI anchored by prominent names like UOB, Razer, Banyan Tree, and Carousell who are on the inaugural index, the DPI sets a new global benchmark proving how design shapes economies across business, markets, technology, and society.
Till date, the estimated market value of all the companies both private and public who accepted the nomination to be on this inaugural index has reached SGD$20 billion
SINGAPORE – 18 September, 2025 – The multi-disciplinary Design Business Chamber Singapore (DBCS) and global creative change firm Consulus have today unveiled the world’s first longitudinal framework to quantify the economic and social impact of design. The Design Power Index (DPI), launched at the inaugural World Design Business Forum (WDBF), addresses a long-overlooked question: how do we measure design’s contribution to economic growth and social impact in business and society?
In its first phase, the study benchmarks several prominent organisations in Singapore to reframe design from an aesthetic pursuit to a measurable driver of economic value. Developed under DBCS’s leadership, the DPI builds on the chamber’s decades-long mission to champion “better business by design,” extending its work from recognising excellence through the Singapore Good Design (SG Mark) to proving design’s role in shaping economies. The index is a longitudinal one and will be repeated yearly.
“We live in an age where economies are being redrawn by AI, shifting trade flows, and climate change, and yet design still sits in the blind spot of most economic models,” said Chee Su Eing, Global Chairperson of theWorld Design Business Organisation (WDBO), the first global design body championing design as an economic strategy. “The DPI has been created to prove that design is not just decoration, but a driver of growth and long-term advantage, and we’re glad to see it all come alive at the forum here.”
Themed “Flourishing by Design”, the forum convened participants including economists, business leaders, academics, and policymakers, to debate how design can be mobilised as a strategic tool for competitiveness in a volatile global economy. Sessions explored the intersection of design with trade, artificial intelligence, and sustainability, reflecting urgent issues shaping markets worldwide.
At the heart of the forum was the DPI’s analysis of design’s impact across four dimensions. Kingsmen Creatives, V3 Group and ONG&ONG exemplify the Business of Design, turning expertise into intellectual property that shapes skylines and experiences across the region. Homegrown brands like Hegen, Prism+, and Birds of Paradise demonstrate how distinctive design can create entirely new markets and global brand legacies to capture and change the Market of Design. The finesse in Technology of Design comes alive in companies like Razer and Carousell, where design transforms complexity into seamless platforms, whether for gaming communities or digital marketplaces. And with the Social Impact of Design, healthcare pioneers such as Dementia Singapore and Centre for Healthcare Innovation (CHI) prove how design can strengthen systems for the nation’s future.
“Every product, every service, no matter how small, has the potential to create ripples of social, ecological, and economic impact,” said Hong Khai Seng, President of DBCS. “We want to spotlight the early visionaries already practising this ethos, and invite others to consider what ‘flourishing by design’ could mean for them. This is not just about making better designs, but about designing for better lives, not for a few, but for everyone.”
The unveiling of the DPI comes at a moment when design’s impact is being studied, albeit in a fragmented way, with cross-border collaborations gaining significant momentum. Last year, the Singapore University of Technology and Design (SUTD), which is also a DBCS Institute of Higher Learning (IHL) member, partnered with 12 global universities, from Parsons in the US to Tsinghua in China, to launch the world’s first Design Alliance, advancing design and AI in education. Initiatives such as the Shakti Design Residency in India, which pairs international designers with local ateliers, and the London Design Biennale 2025, showcasing installations from more than 20 countries, highlight how design has become a borderless language for innovation and exchange.
Against this backdrop, the DPI sits at the intersection of design and economics, not only capturing the value but also informing future investments, policies, and strategies for resilience and growth. Over the next three years, the study will add on other national indexes to include companies across Asia, Europe, and the United States, establishing a shared basis for evaluating design’s economic impact worldwide.
About Design Business Chamber Singapore
Design Business Chamber Singapore (DBCS) is the nation’s leading multidisciplinary design chamber since 1985. Founded by a diverse group of 13 forward-thinking designers, the organisation was formerly known as Designers Association Singapore. It was renamed Design Business Chamber Singapore in 2012.
As a dynamic community of business leaders, practitioners, and academia from diverse backgrounds, DBCS believes that a pluralistic design approach is key to gaining a competitive edge in today’s global market. As a champion of applying design in business, DBCS seeks to raise the standard of professional practices and create business opportunities through cross-collaborations in local and international contexts.
Founded in Singapore in 2004, Consulus is a global creative change firm working with persons, organisations, and cities in their transfiguration toward an Economy of Communion. With a presence in 23 countries, Consulus believes that purpose and unity are essential to innovation and inclusive growth.
Consulus’ six practice areas: :
Consulus Capital – Consulus Capital facilitates strategic opportunities, guided by the principles of the Economy of Communion, to address global challenges in Food, Environment, Data, and Space.
Consulus Changemakers – Consulus changemakers facilitates a global network of changemaking organisations and individuals from companies, academia and non-profit who share in Consulus theory of change
Consulus Consulting – Practice areas in Business, Digitalisation, Place & Cities, Sustainability, and Impact Transformation
Consulus Press in partnership with LID Business Books of London – Books for changemaking
Creative Change Tools – Personal books and creative aids for changemaking
Creative Changemakers School – Leadership workshops and learning circles with global universities in Asia, Europe and the United States
For more information, visit: www.consulus.com
About the World Design Business Organisation (WDBO)
In a world increasingly shaped by trade wars and the rapid advancement of AI, a new understanding of the economics of design isn’t just relevant – it’s crucial for survival and evolution of the creative industry. DBCS has for 40 years experimented with being interdisciplinary at its core through fostering collaboration between designers, engineers, policymakers, and business leaders, creating a melting pot of diverse perspectives for common action. On 25th of November, during DBCS 40th anniversary gala dinner and in partnership with global impact investment and creative change firm, Consulus, DBCS will replicate this model and launch this global version of DBCS known as World Design Business Organisation which shall focus on the following 4 areas:
World Economy of Design – Shape the economic value of design in world trade through measurable indexes, intellectual property benchmarks, financial models on the impact of design and the intersection of design with capital markets
Design for Value – Shape the economic practice and social impact of design through aiming for global ranking in design education and preparing future designers for an Age of AI
Business of Design Resiliency – Shape the economic valuation of design practices or companies that use design through business advisor, and setting up World Design and AI Institute.
Organising for Unity – Shape a global multi-disciplinary, and multi-stakeholder movement that can mutually bridge Asian and Western creative companies at a time of rising division. The inaugural World Design Business Forum is an example of this.
Highlights from Industry Dialogue: Designing for Value in an Uncertain Worldhttps://dbcsingapore.org/wp-content/uploads/2025/06/IMG_6866-Enhanced-NR-scaled.jpg25601438Design Business Chamber SingaporeDesign Business Chamber Singaporehttps://dbcsingapore.org/wp-content/uploads/2025/06/IMG_6866-Enhanced-NR-scaled.jpg
The design industry is at a crossroads. With artificial intelligence rapidly changing how creative work is done and economic uncertainty forcing businesses to rethink their priorities, the role and value of design is under pressure. Not because design no longer matters, but because how it’s seen, used, and measured is changing fast.
Earlier this year in January, an informal poll on the DesignSG Telegram group with over 200 respondents revealed just how real the struggle is. Nearly 30% of designers who responded said they had been out of work for at least 3 months. Even more concerning was how over 1 in 5 said they had been out of work for 6 months or more. This reflects a deeper unease about the future of the profession and growing uncertainty about where designers fit in an ever-shifting landscape.
For Mr Hong, the crisis is also a chance to recalibrate. That is why DBCS organised an Industry Dialogue: Designing for Value in an Uncertain World, which was held in tandem with the Chamber’s Annual General Meeting on May 28, 2025.
Joining Khai Seng were panellists Mrs Tan-Soh Wai Lan, Deputy Vice-Chancellor of University of the Arts Singapore (UAS), Mr Mark Law, Executive Director, Head of Design for Consumer Banking at DBS Bank and Ms Dawn Lim, Executive Director of SingaporeDesign Council.
Together, the four discussed the role of design amid a myriad of disruptions and how designers can demonstrate real, strategic value in their work and organisations today.
(From Left) Tan-Soh Wai Lan, Mark Law, Dawn Lim, Hong Khai Seng
In the audience were leaders such as Tiah Nan Chyuan, President of the Singapore Institute of Architects, Vaanathi Rajandran, Deputy Director of Partnerships & Professional Development from Temasek Polytechnic’s School of Design and KC Yong, User Experience Leader in Dell Singapore and President of Human Factors & Ergonomics Society of Singapore, along with over 60 other guests from across the design ecosystem.
One major theme that came up was artificial intelligence. The panel agreed that while AI can handle routine tasks, it cannot replace human insight. As Dawn echoed a sentiment which she shared, “Artificial intelligence is best paired with traditional wisdom.”
Mark pointed out that although AI can generate large volumes of ideas, it still takes human judgment to choose, refine, and guide those ideas in the right direction. This shift also means design education needs to evolve. It should place less emphasis on tools and more on developing creative leadership and critical thinking.
The conversation also touched on a familiar tension in Singapore: the perception that a focus on predictability stifles creativity. Wai Lan disagreed. She shared that many younger designers are already applying design to solve complex, real-world challenges. Creativity is alive and well. It just needs more space to thrive.
Another recurring challenge is getting design recognised at the leadership level. As business priorities shift, design is sometimes seen as expendable. But instead of backing away, Dawn encouraged designers to step up. That means learning how to speak the language of business, managing stakeholders well, and showing how design delivers tangible results.
The Industry Dialogue was more than a panel discussion. It marked a meaningful step forward for DBCS and the broader design community. With a renewed focus under Khai Seng’s leadership, the goal is to build a stronger, more connected, and future-ready industry. His new vision for DBCS is focused on three areas. First, connecting across sectors and communities. Second, creating opportunities for designers to grow into leadership roles. And third, supporting the “diamonds”, the often-overlooked mid-career talents who are essential to the industry’s future.
In a time of uncertainty, the real strength of design may lie in its ability to ask better questions, challenge the way things are, and imagine what could be. Let’s not stop here.
Drop us an email at info@dbcsingapore.org if you have questions or wish to explore other pressing issues impacting designers and design-led businesses.
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Design Business Chamber Singapore and Consulus Announce Strategic Partnership to Elevate Singapore Design Industry Globallyhttps://dbcsingapore.org/wp-content/uploads/2025/05/WhatsApp-Image-2025-05-29-at-08.19.12_02fe9b7e.jpg16001066Design Business Chamber SingaporeDesign Business Chamber Singaporehttps://dbcsingapore.org/wp-content/uploads/2025/05/WhatsApp-Image-2025-05-29-at-08.19.12_02fe9b7e.jpg
SINGAPORE – [28 May 2025] – The Design Business Chamber Singapore (DBCS) and Consulus, a global creative change consultancy, today announced a strategic partnership aimed at strengthening Singapore’s design industry through enhanced business advisory, capability transformation, and internationalization initiatives.
(From Left) Chee Su Eing, Lawrence Chong
Under this landmark collaboration, Consulus will serve as the Global Knowledge Partner for DBCS, bringing its extensive expertise in business strategy, design thinking, and organizational development to benefit DBCS members and the wider Singapore design community.
A key development within this partnership is that Consulus will also manage the DBCS secretariat, ensuring streamlined operations and a dedicated focus on driving the chamber’s strategic objectives. In this role, Consulus will particularly emphasize the integration of sustainability principles across all DBCS initiatives and within the Singapore design industry.
This partnership will focus on several key areas:
Business Advisory and Capability Transformation: Consulus will work closely with DBCS to develop and implement tailored business advisory and capability transformation services for design firms in Singapore. This will include workshops, masterclasses, and one-on-one consultations to help design businesses enhance their operational efficiency, strategic planning, and overall competitiveness.
Global Internationalization Program: Leveraging Consulus’ global network and experience in market entry and brand building, this partnership will significantly bolster DBCS’ internationalization program. Consulus will support DBCS in building its global presence through:
Global Events: Collaborating on and participating in international design events, trade shows, and conferences to showcase Singaporean design talent and capabilities.
Awards and Recognition: Developing and promoting international award platforms and recognition programs to elevate the profile of Singaporean design firms and their projects on the global stage.
Standards and Best Practices: Working together to establish and promote international design standards and best practices, further positioning Singapore as a hub for design excellence.
“This partnership with Consulus marks a pivotal moment for the Design Business Chamber Singapore,” said Su Eing, President of DBCS. “As we strive to elevate the Singapore design industry, having a global knowledge partner like Consulus will be invaluable. Their deep understanding of business transformation and internationalization will empower our members to not only thrive domestically but also compete effectively on a global scale. This collaboration will be instrumental in building a stronger, more resilient, and globally recognized Singapore design ecosystem.”
Mr. Lawrence Chong, CEO of Consulus, added, “We are honored to be the Global Knowledge Partner for the Design Business Chamber Singapore. This partnership is a testament to the shared vision of elevating the strategic value of design and fostering a culture of innovation and global competitiveness. We look forward to working closely with DBCS and its members to equip them with the necessary tools and insights to navigate complex global markets, drive meaningful transformation, and establish Singaporean design as a leading force internationally.”
This strategic alliance underscores a shared commitment to nurturing a vibrant and globally connected design industry in Singapore, fostering innovation, and creating new opportunities for growth and collaboration.
About Design Business Chamber Singapore (DBCS): Design Business Chamber Singapore (DBCS) is the nation’s leading multidisciplinary design chamber, advocating Better Business by Design since 1985. Bringing together business leaders, designers and academia, DBCS drives innovation and champions design as a catalyst for sustainable growth and social good. Through cross-industry partnerships and global connections, DBCS elevates professional standards and creates business opportunities. We also run key programmes such as the Singapore Good Design Awards (SG Mark) and Singapore Design Awards (SDA), which further support and celebrate excellence in design. Learn more at dbcsingapore.org.
About Consulus: Founded in Singapore in 2004, Consulus is a global creative change firm working with persons, organisations, and cities in their transfiguration toward an Economy of Communion. With a presence in 23 countries, Consulus believes that purpose and unity are essential to innovation and inclusive growth.
Consulus’ six practice areas:
Consulus Capital – Consulus Capital facilitates strategic opportunities, guided by the principles of the Economy of Communion, to address global challenges in Food, Environment, Data, and Space.
Consulus Changemakers – Consulus changemakers facilitates a global network of changemaking organisations and individuals from companies, academia and non-profit who share in Consulus theory of change
Consulus Consulting – Practice areas in Business, Digitalisation, Place & Cities, Sustainability, and Impact Transformation
Consulus Press in partnership with LID Business Books – Books for changemaking
Creative Change Tools – Personal books and creative aids for changemaking
Creative Changemakers School – Leadership workshops and learning circles
Design Business Chamber Singapore Announces New Leadershiphttps://dbcsingapore.org/wp-content/uploads/2025/05/image-24.png856651Design Business Chamber SingaporeDesign Business Chamber Singaporehttps://dbcsingapore.org/wp-content/uploads/2025/05/image-24.png
SINGAPORE – 28th May 2025 – The Design Business Chamber (Singapore) at its Annual General Meeting elected Mr Hong Khai Seng who will assume the role of President, and Mr. Kimming Yap will serve as Vice President. They succeed Ms. Chee Su Eing, who has served as President with distinction. Mr Hong served as Vice-President during Ms Chee’s two term tenure.
Under Ms. Chee’s leadership, the DBCS has reached new heights in terms of design education accreditation standards, expanded its network of local and international partners such as the Chongqing partnership, and relaunched successful programmes such as Singapore Design Award (SDA) for social impact. The Chamber today expressed its deepest gratitude with a token of appreciation to Ms. Chee for her unwavering dedication and significant contributions to the design community in Singapore.
(From Left) Leeyau Chun Chuan, Gary Hong, David Tham, Tamas Makany, Yong Jieyu, Kimming Yap, Chee Su Eing, Hong Khai Seng, Faiz Mulla, Bhavna Singhal, Lin Wei
Mr. Hong brings a wealth of experience to the role, with a distinguished career in design thinking, leadership and public service strategy. He is the Founder and Director at Studio Dojo and has been an active member of DBCS for 10 years, serving as Chairperson for key initiatives such as the Singapore Good Design (SG Mark).
“I am deeply honoured and excited to take on the presidency of the Design Business Chamber Singapore,” said Mr. Hong. “Su Eing has set a high bar, and I am committed to building upon her legacy to further elevate Singapore’s design capabilities and foster a vibrant and sustainable design ecosystem, with an eye towards international markets and design leadership. I look forward to working closely with our members, partners, and the government to champion the value of design and drive innovation across all sectors.”
Mr. Kimming Yap, currently the Managing Director at Creativeans, is a highly respected figure in the design industry, known for brand strategy in South-east Asia. He has been instrumental in shaping industry relations and was recently involved in the Chongqing partnership with DBCS.
“I am thrilled to serve alongside Khai Seng as Vice President,” said Mr. Yap. “This is a pivotal time for the design industry, and I am eager to contribute to DBCS’s efforts in promoting design excellence, fostering collaboration, and creating new opportunities for our members regionally.”
DBCS looks forward to this new chapter under the leadership of Mr. Hong Khai Seng and Mr. Kimming Yap, confident that their vision and expertise will further strengthen Singapore’s position as a leading design hub in the world.
Additionally, DBCS signed a Memorandum of Understanding (MOU) with the Human Factors & Ergonomics Society of Singapore (HFESS).
Mr Hong Khai Seng, President of DBCS and Mr KC Yong, President of HFESS
This two-year partnership marks a significant step forward in promoting human-centred design and business innovation. The organisations will collaborate to support and co-promote each other’s events, facilitate expert connections to meet members’ needs, co-curate at least one joint event annually addressing critical national issues such as workplace safety, ageing, and disability, and extend access to each other’s corporate membership networks to strengthen cross-disciplinary engagement and knowledge exchange.
About the Design Business Chamber Singapore (DBCS): Design Business Chamber Singapore (DBCS) is the nation’s leading multidisciplinary design chamber, advocating Better Business by Design since 1985. Bringing together business leaders, designers and academia, DBCS drives innovation and champions design as a catalyst for sustainable growth and social good. Through cross-industry partnerships and global connections, DBCS elevates professional standards and creates business opportunities. We also run key programmes such as the Singapore Good Design Awards (SG Mark) and Singapore Design Awards (SDA), which further support and celebrate excellence in design. Learn more at dbcsingapore.org.
Wrapped in Flavor, Designed with Purpose: Darren Leehttps://dbcsingapore.org/wp-content/uploads/2025/05/Screenshot-2025-05-24-at-12.15.21-AM.png21161410Design Business Chamber SingaporeDesign Business Chamber Singaporehttps://dbcsingapore.org/wp-content/uploads/2025/05/Screenshot-2025-05-24-at-12.15.21-AM.png
Darren Lee is the General Manager of Lee Wee & Brothers and a proud second-generation owner passionate about honoring his family’s otah-making legacy. With an open mind and a deep appreciation for design as a strategic tool, he’s reshaped the brand to stay relevant, agile, and meaningful to today’s customers. to you?
You’ve led a powerful transformation of Lee Wee & Brothers from a traditional F&B brand into a modern lifestyle business. What role did design play in guiding that transformation, and how did you approach it as a non-designer?
Design helps us connect more deeply with our customers and stay agile in a constantly evolving market. It drove product innovation, enabling us to introduce exciting new formats, while also fostering a culture of collaboration, creative problem-solving, and continuous improvement within the team.
As a non-designer, I approached this by recognising the power of design to shape customer experiences and create meaningful connections. Staying open to fresh ideas and valuing design as a strategic tool allowed us to drive transformation and align with changing consumer expectations.
Many businesses think of design as packaging or visuals. For Lee Wee & Brothers, how has design influenced deeper decisions – from branding to customer experience and even product innovation?
We see design as a way to improve functionality and build meaningful connections. Our branding is crafted to resonate across generations, striking a balance between freshness and familiarity. In the customer journey, design shapes each interaction to be clear, efficient, and enjoyable — from how menus are presented to the flow of ordering and takeaway — while reinforcing our values and making the experience more memorable.
Design has also guided how we reimagine fresh takes on the classics. Our Frozen Otah Croquette, Otah Fries, and Otah Fuzhou Fish Ball are designed not just for convenience, but to appeal to a younger generation with fun, snackable formats — while still being familiar and nostalgic for older customers. These choices in format, flavour, and packaging help us stay relevant and bridge generational preferences, offering a new way to enjoy Otah.
Design is often seen as a cost rather than an investment, especially in tough times. What ROI—whether in customer loyalty, market reach, or internal culture—have you observed since the rebrand?
This has increased customer satisfaction, with more positive feedback reflecting the enhanced experience. Design has enabled us to expand our product offerings, with more options suitable for different occasions and events, making our products more accessible and attracting new customer segments. We’ve also seen steady sales growth, particularly for new products that cater to shifting consumer trends.
Internally, the rebrand has boosted our team’s sense of pride and purpose, driving innovation and improving customer service. It has also increased brand recognition, allowing us to stand out in the market and engage with customers more effectively.
You’ve shown that design can live beyond aesthetics—into product innovation, community storytelling, and even workplace inclusion when you hired a hearing-impaired staff. How do you cultivate a company culture where design thinking and creativity can thrive?
We believe that empowering our team to share their unique viewpoints leads to better decision-making and fresh ideas that challenge conventional thinking. We create a culture of open communication, collaboration, and diversity. Every team member, regardless of their role, is encouraged to contribute ideas. This openness fosters creativity, where innovative solutions emerge from diverse perspectives.
We also prioritize continuous learning and development, ensuring our team stays inspired and up-to-date with the latest design trends and business practices. This commitment to growth allows us to stay agile and adaptable, integrating design into all areas of our business—from product innovation to customer experience.
You recently attended our Design Thinking in Action (DTIA) Get-Together. What were your key takeaways, and how did the conversations there resonate with your own experience applying design thinking in a heritage F&B business?
One of the key takeaways was the importance of creating a space that encourages free thinking. This means fostering an environment where our team feels empowered to experiment, embrace new ideas, and not be constrained by traditional ways of doing things. This openness also ties into how we view technology, such as AI, as a partner rather than a solution in itself.
Another inspiring takeaway was the importance of true inclusive design. In the F&B industry, it’s not just about making our products accessible, but about creating experiences that emotionally and socially connect with our diverse customers. By ensuring every decision fosters dignity, acceptance, and freedom, we’re able to build a more inclusive, welcoming environment that reflects the values we stand for.
At DBCS, we believe that design has the power to drive transformation across sectors. From what you’ve seen at the DTIA Get-Together and within your own company, how can businesses embed design thinking more meaningfully—not just in products, but in operations and strategy?
I think businesses can embed design thinking meaningfully by integrating empathy-driven insights into operations—starting with customer research to redesign packaging and service touchpoints for both emotional and functional impact; involving frontline staff in rethinking workflows to boost efficiency and morale; using low-risk prototyping to test strategic ideas before full rollout; and fostering a company-wide design thinking mindset by training cross-functional teams in creative problem-solving, and rapid ideation, allowing innovation to emerge from all levels.
Planning an event? Connect with Lee Wee & Brothers for deliciously memorable catering today!
Darren Lee, General Manager of Lee Wee & Brothers
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